✶ ARCHER HEIGHTS ✶ ARMOUR SQUARE ✶ ASHBURN ✶ AUBURN GRESHAM ✶ AUSTIN ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E C I T Y O F C H I C AG O ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E ST S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L AW N DA L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L A W N D A L E ✶ S O U T H S H O R E ✶ U P T O W N ✶ W A S H I N G T O N H E I G H T S ✶ W A S H I N G T O N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ M AYO R LO R I E . L I G H T F O OT E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ A L B A N Y PA R K 2020 BUDGET OVERVIEW CITY OF CHICAGO 2020 BUDGET OVERVIEW M AYO R LO R I E . L I G H T F O OT 2 0 2 0 B U D G E T O V E R V I E W L E T T E R F R O M T H E M AY O R My Fellow Chicagoans, It is an honor to share with you the City of Chicago budget for fiscal year 2020. This $11.65 billion budget is more than just an investment in our city’s future, it is a values statement on who we are and the kind of city we want to be. When I came into office, Chicago was facing a budget deficit of nearly $1 billion, and included the largest oneyear increase to the City-required pension contribution in recent history. Despite these challenges, my team and I were determined to create a budget that looked beyond one-time fixes and provides long-term structural solutions. This budget also reflects our commitment to growing our investments in key areas, including violence prevention, neighborhood development, affordable housing, homelessness, and mental health. We developed this budget line-by-line, identifying millions of dollars in departmental savings and efficiencies to ensure we are making the best use of taxpayer’s dollars. This budget was also created with an unprecedented level of community engagement, which included an online budget survey and five neighborhood town halls to help identify impactful solutions and lasting reforms. Among its many measures, this budget improves the City’s revenue collection procedures, creates savings through debt refunding, and terminates costly unused lines of credit to avoid paying expensive bank fees. And we called on our department leaders to tighten their belts without significantly impacting services. To restore equity to the budget, we crafted a responsible spending plan that responds to the needs of our most vulnerable communities, reflecting our belief that everyone deserves a place to call their own and a fair chance to pursue their dreams. Every aspect of this budget—from reforms and investments to revenues and expenditures—seeks to ensure Chicago continues to deliver the services its residents depend on, while also expanding economic vitality, and strengthening our communities so families can grow. With our shared values of transparency, accountability, equity, and inclusion, our 2020 budget puts Chicago on a sustainable path towards a stable financial future, and provides investments that are vitally needed for our neighborhoods to thrive for generations to come. Sincerely, Mayor Lori E. Lightfoot 2 0 2 0 B U D G E T O V E R V I E W CONTENTS Introduction....................................................................................................................... 7 City Profile..................................................................................................................9 City of Chicago Organizational Chart............................................................... 10 City Functions............................................................................................................11 Budget Process...............................................................................................................13 Priorities and Strategies...............................................................................................17 Budget Overview.......................................................................................................... 29 Financial Summaries.....................................................................................................33 Local Fund Summary............................................................................................ 36 Corporate Fund.......................................................................................................37 Special Revenue Funds........................................................................................44 Enterprise Funds....................................................................................................47 Grant Funds.............................................................................................................48 Capital...................................................................................................................... 49 Debt........................................................................................................................... 5 1 Pension.................................................................................................................... 52 Other Funds............................................................................................................ 54 Tax Increment Financing............................................................................. 54 Property Tax Levy.......................................................................................... 55 Program and Budget Summaries by Department.................................................57 Appendices.................................................................................................................... 171 Financial and Budgetary Policies..................................................................... 173 Glossary.................................................................................................................. 176 Budget Detail......................................................................................................... 183 INTRODUCTION 2 0 2 0 B U D G E T O V E R V I E W INTRODUCTION CITY PROFILE EDISON PARK N ROGERS PARK WEST RIDGE FOREST GLEN NORWOOD PARK JEFFERSON PARK OHARE EDGEWATER NORTH PARK LINCOLN SQUARE ALBANY PARK PORTAGE PARK UPTOWN IRVING PARK NORTH CENTER DUNNING AVONDALE BELMONT CRAGIN OSA ¬¬ 2,705,988 total population; 1,077,886 households ¬¬ 228 square miles; 77 community areas LINCOLN PARK NEAR NORTH SIDE HUMBOLDT PARK EAST WEST GARFIELD GARFIELD PARK PARK LOOP NEAR WEST SIDE NORTH LAWNDALE NEAR SOUTH SIDE LOWER WEST SIDE BR ID SOUTH LAWNDALE GRAND BOULEVARD KEN NEW CITY WASHINGTON PARK GAGE PARK CHICAGO LAWN WEST ENGLEWOOD CLEARING WEST LAWN W ENGLEWOOD WEST ELSDON DOUGLAS ND GARFIELD RIDGE BRIGHTON PARK RT FULLER PARK ARCHER HEIGHTS GE PO A KL OA MCKINLEY PARK UARE ARMOUR SQ ¬¬ Largest age group: ages 25-34 representing 20 percent of the population OO D HYDE PARK WOODLAWN GREATER GRAND CROSSING SOUTH SHORE ASHBURN AUBURN GRESHAM CHATHAM AVALON PARK R BU ¬¬ Educational attainment: 39.4 percent bachelor’s degree or higher. Highest percentage of college-educated residents among the seven largest U.S. cities LOGAN SQUARE WEST TOWN AUSTIN ¬¬ 20 percent foreign-born; 35.8 percent speak a language other than English at home ¬¬ Race and ethnicity: 33.3 percent White; 29.0 percent Black or African American; 28.7 percent Hispanic or Latino; 6.6 percent Asian; 2.4 percent all other racial identifications* HERM MONTCLARE LAKE VIEW CALUMET HEIGHTS NS BEVERLY ID E ¬¬ 90.1 percent of households have a computer SOUTH CHICAGO WASHINGTON HEIGHTS PULLMAN ¬¬ Median household income: $57,238 EAST SIDE ROSELAND MOUNT GREENWOOD ¬¬ Labor force of 1.3 million workers ¬¬ Unemployment at near historic lows at 4.1 percent as of August 2019 MORGAN PARK SOUTH DEERING WEST PULLMAN RIVERDALE ¬¬ 57.7 million visitors in 2018, growth of 4.3 percent HEGEWISCH ¬¬ 8,000 new business licenses in 2018 Population data: 2018 1-year ACS estimates * Includes American Indian and Alaskan Native, Native Hawaiian and Other Pacific Islander, among other racial identifications 9 10 Department of Asset and Information Management Department of Procurement Services Department of Human Resources Department of Law Department of Administrative Hearings Board of Election Commissioners Legislative and Elections Department of Housing Department of Cultural Affairs and Special Events Department of Planning and Development City Development Chicago Public Library Department of Family and Support Services Mayor’s Office for People with Disabilities Commission on Human Relations Chicago Department of Public Health Community Services Office of the Mayor Council Committees Office of Public Safety Administration Chicago Fire Department Office of Emergency Management and Communications Chicago Police Department Civilian Office of Police Accountability Police Board Public Safety City Clerk Board of Ethics License Appeal Commission Chicago Animal Care and Control Department of Business Affairs and Consumer Protection Department of Buildings Office of the Inspector General Regulatory City Treasurer Chicago Department of Aviation Department of Water Management Chicago Department of Transportation Department of Streets and Sanitation Infrastructure Services B U D G E T Department of Finance Office of Budget and Management Finance and Administration Mayor City Council Chicago Residents CITY OF CHICAGO • ORGANIZATIONAL CHART CITY OF CHICAGO • ORGANIZATION CHART 2 0 2 0 O V E R V I E W INTRODUCTION 2 0 2 0 B U D G E T O V E R V I E W INTRODUCTION CITYCITY FUNCTIONS FUNCTIONS FINANCE AND ADMINISTRATION The Finance and Administration departments coordinate the City’s overall government operations, managing city finances, human resources, technology, assets and legal functions. This support allows operational, public safety, infrastructure and human services departments to focus on their core missions and ensures that the City serves its residents in an efficient and cost-effective manner. LEGISLATIVE AND ELECTIONS The Legislative and Elections department manages the City's legislative and elections functions, while also maintaining and promoting the efficient and accurate administration of all local, state, and federal elections. CITY DEVELOPMENT The City Development departments work throughout Chicago to promote economic, cultural, and community development. These departments develop and implement citywide and neighborhood-specific plans that preserve the character of Chicago’s communities, 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 nonprofit organizations that develop and implement public art programs. COMMUNITY SERVICES The Community Services departments provide services needed by Chicago’s families and neighborhoods. These departments support those most in need by providing and coordinating care at health clinics; immunizations; home-delivered meals for seniors; information and referral services for people with disabilities; after-school and job-readiness programs for Chicago’s youth; emergency shelters for the homeless and displaced; crisis intervention assistance; and learning and recreational opportunities through public libraries citywide. PUBLIC SAFETY The Public Safety departments work together to keep Chicago’s neighborhoods, families, and property safe. The critical services that these departments provide save lives and protect homes, businesses, and the rights of all Chicagoans through law enforcement, fire suppression and prevention, and emergency response operations. REGULATORY 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 includes regular inspections and responses to resident and business complaints. INFRASTRUCTURE SERVICES The Infrastructure Services departments are central to keeping Chicago on the move. These departments collect residential recycling and garbage; remove graffiti; build, repair and maintain Chicago’s streets, sidewalks and bridges; coordinate and repair street lights; maintain the City’s water and sewer system; purify and deliver the city’s water; operate the City’s two international airports; and strategically plan for the future of the City’s essential infrastructure. GENERAL FINANCING REQUIREMENTS The Finance General category represents cross departmental expenses such as information technology systems, employee benefits, contributions to employee pension funds, and long-term debt service payments. 11 BUDGET PROCESS 2 0 2 0 B U D G E T O V E R V I E W 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 calendar year. In accordance with the State of Illinois Statute, the City produces a balanced budget, meaning that its appropriated expenditures do not exceed the amount of revenues it estimates will be available for that year. Throughout the Year: OBM monitors revenues and expenditures allocated through the Annual Appropriation Ordinance. JULY AUGUST AUGUST SEPTEMBER OCTOBER OCTOBER DECEMBER JANUARY • DEPARTMENTS SUBMIT BUDGET REQUESTS TO THE OFFICE OF BUDGET & MANAGEMENT (OBM) • PER EXECUTIVE ORDER NO. 2019-3, THE BUDGET FORECAST IS PUBLISHED • OBM HOLDS BUDGET TOWN HALLS • OBM WORKS TO CREATE A BALANCED BUDGET • MAYOR SUBMITS BUDGET RECOMMENDATIONS TO CITY COUNCIL BUDGET FORECAST BUDGET RECOMMENDATIONS & BUDGET OVERVIEW BOOK • COMMITTEE ON BUDGET & GOVERNMENT OPERATIONS HOLDS HEARINGS ON THE PROPOSED BUDGET • CITY COUNCIL MUST APPROVE A BALANCED BUDGET BY DECEMBER 31ST • ANNUAL APPROPRIATION ORDINANCE GOES INTO EFFECT ON JANUARY 1ST Consolidated Plan & Action Plan Sets forth priorities for the City’s housing and non-housing community needs for federal entitlement funding. ANNUAL APPROPRIATION ORDINANCE Capital Improvement Plan Comprehensive list of capital improvements scheduled to occur in the City over the next five years. 15 P R I O R I T I E S A N D S T R AT E G I E S 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S INTRODUCTION increase spending. More than 2,500 residents attended the five Budget Town Halls, with at least 243 people providing public testimony, and another 251 providing written comment on public comment cards made available at the town halls. The City’s budget impacts every aspect of the lives of Chicagoans – guiding how the City makes investments in the communities where people live, work and raise a family. These investments reflect the City’s shared values and represent the programs and services residents depend on. On August 28, 2019, Mayor Lori E. Lightfoot addressed residents in a primetime State of the City speech where she outlined her vision for the City. During the address, the Mayor made a commitment to “…usher in a new era of good governance whose hallmarks would be integrity, transparency and robust civic engagement.” To give the Budget Town Hall meetings a framework of the topics residents wanted to discuss, as well as provide an opportunity to communicate the difficult choices to be made through the budget process, the Office of Budget and Management also launched a public survey, which was available in six languages. The survey opened on August 16, 2019, and received 7,347 responses before closing on October 3, 2019. One of the first steps in building on that commitment of transparency was the release of the redesigned Budget Forecast. The Forecast provides a data-driven review of the current and future financial health of the City’s revenues and expenditures to provide the framework for the development of the annual budget. The City also produced an easy-to-read two-page resident guide which provided information on anticipated revenues and how taxpayer dollars are spent. The online public survey and subsequent Budget Town Halls were part of Mayor Lightfoot’s extensive community engagement process to provide residents with an opportunity to discuss the City’s financial challenges in an open and transparent way. The feedback received from the city’s residents were used as guiding principles as the City developed the 2020 City of Chicago budget. The primary mayoral initiatives for the 2020 budget are presented here in four broad categories: good governance, financial stability, public safety, and neighborhood and economic development. Beginning in September, the City also hosted five Budget Town Halls throughout the city to ensure residents had an opportunity to learn more about the budget process and the upcoming 2020 budget, to illuminate key considerations from residents for next year’s budget and to gain insight on where the public wants to reduce and The 2020 budget identifies reforms to government operations, achieves savings and eliminates waste. Nearly $537.6 million in savings, efficiencies, and reforms are 19 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S included in the 2020 budget, which have been identified by eliminating vacancies, consolidating departments and City functions to better streamline internal processes, and refocusing on core services in the most effective way possible. Every decision in this budget, from reforms and investments to revenues and expenditures, ensures that the City continues to deliver the services residents depend on, builds an environment that promotes economic vitality and strengthens communities where families can grow and thrive. By using the shared values of transparency, accountability, equity and inclusion to shape decisions, the 2020 budget sets out to strengthen the vital investments in Chicago’s neighborhoods while putting the City on a course towards a stable and sustainable financial future. While this budget focuses on savings and efficiencies, these changes alone are not enough to meet the City’s growing pension obligations. Building on the City’s diverse revenue structure, the 2020 budget includes a variety of increased and new revenues to balance the budget in a way that does not result in the burden being carried by any one source. To that end, the proposed budget includes adjustments to four existing tax structures, improved cost recovery for City services, the first increase to parking meter rates since 2013, and the introduction of the cannabis excise tax. In total, 2020 Corporate Fund revenues are estimated to increase $352.2 million over the 2019 budgeted amount. 20 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S GOOD GOVERNANCE Officer, also operating under the direction of the Mayor, will focus on citywide information technology investments to ensure that Chicago’s economy remains strong. Centralizing these dedicated positions in the Mayor’s Office will allow for a focus on building new data initiatives that drive transformation throughout programs and operations while supporting more efficient operations. Throughout the budget process, the City has been identifying structural efficiencies that maximize existing resources, while creating cost savings and improvements to services. City departments began the budget process using a zero-based spending plan that encourages strategic thinking to provide top quality services while cutting extraneous costs. For the 2020 budget, departments were also instructed to return to core services and functions ensuring that essential programs have the resources needed to effectively deliver services, while scrutinizing ancillary programs and services that may not contribute to this core mission. This strategy has resulted in departmental reductions for expenses in areas such as outside professional services, transportation costs, materials and supplies. Further, each department was tasked with conducting an in-depth analysis on all existing vacancies to identify reductions to the workforce that would not result in a significant impact to services. These initiatives resulted in a total cost savings of $168.4 million, and a reduction of 252 vacancies from the Corporate Fund. To create a resilient Chicago, the City must ensure that every person is protected against current and future environmental risks, such as flooding and pollution, to enhance livability and economic opportunity. The proposed 2020 budget includes a new Office of Environment and Sustainability located within the Mayor’s Office, led by the Chief Sustainability Officer. This office will focus on citywide environmental policy and community engagement to partner with environmental advocates and practitioners, transitioning Chicago to a clean-energy economy, and growing a pipeline to quality jobs for low-income residents from communities that have experienced disproportionate environmental degradation. The 2020 budget also includes a $2.7 million investment in the City’s 2020 census efforts to ensure every Chicagoan is counted. This is the largest amount of funding Chicago has ever committed to the census. With nearly half of Chicago’s 2.7 million residents considered “hard-to-count” by the U.S. Census Bureau, next year’s outreach methods will be even more important than in years past for achieving a complete, full count that accurately reflects the City’s electoral representation and federal funding needs. In 2020, the Department of Innovation and Technology (”DOIT”) and the Department of Fleet and Facility Management will merge to create the newly formed Department of Asset and Information Management, which will integrate the City’s internal information technology support operations into an overall asset management model. The role of overseeing and developing citywide data analytics will be assumed by the Chief Data Officer under the direction of the Mayor. The Chief Information 21 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S FINANCIAL STABILITY initiation of a multi-year approach to study and identify ways to further reduce congestion across the City. The City is focused on creating a foundational shift in the way that it not only balances its budget, but also in the way in which it plans for the future. First, in the short term, the City is creating structural efficiencies in how tax dollars are spent, as described in the good governance section. Second, the City is identifying dedicated revenues for long-term liabilities to create structural solutions to address budget imbalances. Following the framework established by the State of Illinois cannabis legalization law, the City expects to implement a 3.0 percent excise tax on recreational cannabis sold within the City. This tax, along with anticipated increased sales tax revenue, is estimated to generate a total of $3.5 million of additional revenue in the first year of implementation. In 2018, the Office of the Inspector General released an audit report of the City’s process for evaluating and setting user fees that represent a significant source of City revenue. The report found that the City did not regularly review all fees to determine whether they are set at levels designed to recover the cost of the services related to the fees or achieve other policy goals. To address this finding, the City implemented a citywide user fee cost analysis policy and process in 2019 that resulted in the full review of nearly 50 user fees, and the development of a review schedule that will ensure the review of every City user fee over the next four years. This review identified multiple opportunities for better cost recovery, including emergency transportation reimbursements received from insurance providers. The City partnered with the Illinois Department of Healthcare and Family Services and the Illinois Fire Chiefs Association to maximize the potential reimbursement for these services across the state, which is anticipated to result in public service providers receiving approximately 50 percent reimbursement of the total Since the initial entry and regulation of rideshare as an option for transportation in the Chicago area in 2014, there has been a significant increase in the use of rideshare vehicles, adding to congestion and adversely impacting the City’s infrastructure. This increased use of rideshare has been most notable in areas of the City with many other forms of available public transportation including the City’s downtown, near north, and near west sides. The 2020 budget restructures the City’s Ground Transportation Tax applied to rideshare companies by increasing the tax on single rides from $0.60 per ride to $1.13, and decreasing the tax on pool rides from $0.60 per ride to $0.53. Additionally, a $1.75 surcharge on single rides and a $0.60 surcharge for pool rides will be applied to rideshare companies dropping off and picking up passengers in a designated downtown congestion area on weekdays between 6am and 10pm. These changes are anticipated to increase Ground Transportation Tax revenues by $40 million in 2020 and are intended to encourage pool rides and reduce congestion citywide. This will mark the 22 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S cost for eligible services. Prior to this increase, the City received between eight and 36 percent reimbursement for emergency transport services, depending on the payer. This partnership and resulting changes will increase the reimbursement the City receives for emergency transportation services by more than $160 million in 2020. meter increase is focused on addressing congestion through consumer price index (“CPI”) adjustments to downtown meters, the first parking meter increases in seven years. Additionally, an increase in Real Estate Transfer Tax based on the proposed progressive tax structure is included in the 2020 budget. These changes are anticipated to generate an additional $125.6 million in 2020. After performing an accounts receivable tracking and monitoring assessment to help prioritize its collection efforts, the City will implement a new monitoring process in 2020 to pursue outstanding tax and fee remittance from vendors engaged in contracts with the City. The City will move away from old processes to a new system that will ensure frequent and comprehensive account checks to expedite payments by City vendors, and to help more companies stay in compliance. This initiative is anticipated to yield up to $25 million in uncollected taxes and licensing fees next year. In addition, the City has also identified $200 million in savings for 2020 from refunding general obligation bonds using the sales tax securitization corporation and general obligation credits. This refunding will create significant short-term savings without increasing long-term liabilities or debt payments in any future year. Overall, this budget proposal addresses the City’s growing pension obligations, while continuing to make reforms and investments that will ensure fiscal and economic stability for all residents now and in the generations to come. The 2020 budget also includes increases to other existing revenues. The proposed budget includes a two percent increase to Personal Property Lease Tax applied to nonpossessory computer leases of cloud software and cloud infrastructure, bringing the total tax for this type of lease to 7.25 percent. The budget also includes an increase of 0.25 percent to the Restaurant Tax and an increase to the total tax increment financing surplus. The proposed parking 23 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S PUBLIC SAFETY The second tenet of Mayor’s Lightfoot’s comprehensive public safety strategy is the modernization and realignment of administrative support resources to move public safety personnel back to the street. Introduced in the 2020 budget as the new Office of Public Safety Administration (“PSA”), this office is dedicated to the management and implementation of all administrative functions for the Chicago Police Department (“CPD”), Chicago Fire Department (“CFD”), and the Office of Emergency Management and Communications (“OEMC”). The creation of this new office will redirect sworn officers and uniformed fire personnel back into Chicago’s neighborhoods while allowing for better interdepartmental coordination to create efficiencies through shared services such as finance, human resources and procurement. The PSA will leverage existing personnel and bring in new civilian administrative staff to allow CPD, CFD, and OEMC to focus solely on their core mission to keep City residents safe. During its first year of operation, the new office is expected to save the City $2 million and will lay the groundwork for future long-term efficiencies. The 2020 budget reflects Mayor Lightfoot’s comprehensive public safety strategy to address gun violence, strengthen public safety support resources, emphasize accountability, and restructure police operations to meet the need of residents in Chicago’s neighborhoods. To address the crisis of gun violence plaguing the City’s most vulnerable communities, the 2020 budget includes an additional $9 million investment to expand the Office of Public Safety’s efforts. The Office of Public Safety takes an inter-disciplinary approach to developing and implementing a comprehensive and evidence-based set of solutions to reduce shooting and homicides by focusing on the most at-risk populations and neighborhoods affected by gun violence. The proposed 2020 strategy for violence prevention draws on national best practices while creating a space for data-driven innovation and community engagement. This strategy includes an expansion of street outreach, cognitive behavioral therapy support for youth and young adults at highest risk of violence, integration of trauma-informed victim services, and building community capacity for trauma-informed shooting response, in addition to other existing violence reduction efforts through youth-focused prevention and intervention programming. These investments, coupled with a continuation of past investments, will ensure a community-based safety infrastructure devoted to impacting the city’s communities that have the highest levels of violence. Third, Mayor Lightfoot’s public safety strategy also emphasizes accountability, which includes the full implementation of a swiping policy, wherein all CPD and CFD employees are required to swipe twice – once at the beginning of their shift and once at the end. During the third quarter 2019, CPD revised their general orders to require all employees to swipe twice daily, and further 24 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S rolled out double swiping to all employees accordingly. CPD anticipates full transition to an automated timekeeping system for payroll and absenteeism purposes by mid2020. Similarly, in October 2019, CFD launched a pilot at one firehouse wherein all employees are required to swipe twice. The pilot will inform the City of operational and administrative needs for the full transition, and expects all platoon shift employees to double swipe by the first quarter of 2020. programs, provide robust officer wellness resources, and increase supervision to officers on the street. Building on the progress made and lessons learned, the investments in public safety for 2020 comprise the prioritization, coordination, and implementation of the City’s violence reduction strategy. Lastly, the Mayor’s comprehensive strategy provides for strategic police reform through the restructuring of CPD’s police areas, and a continued investment of $25 million for police consent decree compliance. To provide better crime response and improved neighborhood public safety service, CPD will expand from three to five police areas. Through leveraging existing capital assets, CPD will move detectives back into areas to increase collaboration with district patrol officers and decrease crime response times. Moreover, as CPD enters year two of the consent decree, the City will continue to strengthen compliance efforts to improve technology systems, develop widespread training 25 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S NEIGHBORHOOD AND ECONOMIC DEVELOPMENT communities that most need mental health resources, particularly the communities that experience high levels of trauma exposure and lack adequate access to services. The framework supports proven solutions, grounded in evidence, to ensure residents obtain high-quality, traumainformed care that improves their health. In addition, the framework increases support for community organizations that have expertise and will partner with the Chicago Department of Public Health to ensure providers in the City’s complex mental health system are working together effectively. In addition to the efforts to get the City’s fiscal house in order, the 2020 budget also begins to lay the foundation for a strategy that shifts the focus to investing more deeply in Chicago’s neighborhoods, particularly those that have lacked sufficient resources to promote economic vitality. The City’s long-term solution to its financial challenges is premised on a growth strategy that focuses on all of the city’s neighborhoods, small businesses, homeowners, individuals and community-based institutions, to increase opportunity, and expand the population. While the State of Illinois is moving towards a living wage, Chicagoans cannot wait until 2025 for a $15 minimum wage. The Administration is proposing a minimum wage increase for workers in Chicago, which will bring the minimum wage from $13 to $14 in 2020 and to $15 in 2021. This will bring much needed financial resources to hundreds of thousands of workers and contribute to reducing poverty in the City. To ensure that everyone has access to housing that is affordable, decent, stable and accessible, the 2020 budget includes new investments of more than $10 million in affordable housing. This investment includes 520 new units for the Low-Income Housing Trust Fund, serving residents with incomes not exceeding 30 percent of area median income, as well as additional funding for the Flexible Housing Pool for persons experiencing homelessness, with a focus on reducing youth homelessness by 25 percent. Combined, these investments will provide affordable housing to more than 700 households in 2020. In line with the City’s efforts to further financial equity across neighborhoods, the 2020 budget also includes the utility billing relief program, which provides reduced water and sewer rates to homeowners with households at less than 150 percent of the federal poverty level to ensure the hardest hit families have pathways to compliance to avoid water shut-offs based on ability to pay. Beginning in April 2020, city homeowners who enroll in the program will not Taking an equity approach to mental health, the City is also investing $9.3 million in the Framework for Mental Health Transformation that constitutes a set of priorities and strategies to advance equity and invest in the 26 2 0 2 0 B U D G E T O V E R V I E W P R I O R I T I E S A N D S T R AT E G I E S only receive a more affordable rate, but by demonstrating an ability to make timely payments over a period of time will have past due charges forgiven. This initiative will improve water access and provide relief from City debt by removing barriers to compliance and creating additional pathways to economic stability. The proposed 2020 budget also includes an additional investment to expand the Department of Business Affairs and Consumer Protections’ Small Business Center. This expansion will create Regional Neighborhood Small Business Centers in five neighborhoods across the city to provide residents with easy access to business licensing resources and information and awareness of the licensing process. This initiative supports the City’s efforts to revitalize specific commercial corridors by providing onestop support. 27 BUDGET OVERVIEW 2 0 2 0 B U D G E T O V E R V I E W BUDGET OVERVIEW $4.5 BILLION • TOTAL CORPORATE FUND $838 MILLION BALANCED BUDGET ESTIMATED BUDGET GAP $51.8 MILLION $537.6 MILLION $352.2 MILLION NEW INVESTMENTS SAVINGS & EFFICIENCIES INCREASED REVENUE AFFORDABLE HOUSING AND HOMELESSNESS ZERO BASED BUDGETING CONGESTION INITIATIVES VIOLENCE PREVENTION VACANCY REDUCTION & FTE REALLOCATION EXISTING SERVICE & SALES TAXES FRAMEWORK FOR MENTAL HEALTH TRANSFORMATION $9.3 MILLION DEBT REFUNDING $200.0 MILLION EMERGENCY SERVICES REIMBURSMENT FOCUSED CONGESTION AND MOBILITY MANAGEMENT IMPROVED REVENUE COLLECTION ADDITIONAL TIF SURPLUS $10.0 MILLION $9.0 MILLION $2.0 MILLION $148.7 MILLION $19.7 MILLION $25.0 MILLION RESIDENT ENGAGEMENT DEPARTMENT MERGERS OPERATIONAL INCREASES IMPROVED FISCAL MANAGEMENT $6.8 MILLION $14.7 MILLION $3.2 MILLION $141.0 MILLION +$47.0 MILLION +$37.2 MILLION +$163.0 MILLION +$31.4 MILLION REAL ESTATE TRANSFER TAX +$50.0 MILLION OTHER +$23.6 MILLION • Cannabis • Other Revenue 31 FINANCIAL SUMMARIES 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES CORPORATE FUND ENTERPRISE FUNDS GRANT FUNDS PENSION FUNDS SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS $4,465.2M $3,002.4M $1,758.7M $1,705.3M $919.2M $802.4M ALL FUNDS - $11.65 BILLION* GENERAL FINANCING PUBLIC SAFETY INFRASTRUCTURE SERVICES COMMUNITY SERVICES $5,939.2M $2,709.0M $1,928.8M $1,003.5M CITY DEVELOPMENT LEGISLATIVE & ELECTIONS $307.7M $45.7M FINANCE & ADMINISTRATION REGULATORY $635.7M $83.7M *Proceeds of debt issuances transferred between funds and reimbursements or internal transfers between funds, totaling $1,000.7M, are deducted to more accurately reflect the City appropriation. Total resources include revenues generated during the year and prior year savings and available resources. 35 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES LOCAL FUND SUMMARY The 2020 proposed City budget for all local funds is $9.89 billion, $4.5 billion of which makes up the City’s Corporate Fund budget. The 2020 proposed budget also includes an anticipated $1.76 billion in grant funding, bringing the total proposed budget for 2020 to $11.65 billion. Revenue estimates for the Mayor’s 2020 recommended budget assume modest growth in business and leisure activity, as well as ongoing revenue growth derived from consumer sharing technologies, such as rideshare services. In addition to growth assumptions based on expected economic conditions, there are several increases proposed to existing taxes and fees in the 2020 budget, and the introduction of a new excise tax for the emerging cannabis industry in Chicago. There are 36,606 total full-time equivalents (“FTE”) across all funds, including grant funds, in the proposed 2020 budget. This is a slight increase of 29 FTEs from the 2019 appropriation. Approximately 90.0 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 2020 Budget Recommendations. Pension appropriations will increase to $1.7 billion of the proposed local fund operating budget in 2020, an increase of $346.8 million from the 2019 budget. This is discussed further in the Pension Fund section of this document. Personnel services and related employee pension contributions consistently represent the largest portion of the City’s local fund budget. Under the 2020 proposed budget, 69.1 percent of local fund operating expenses, excluding debt service, are for personnel-related costs, which include salaries and wages, healthcare, overtime pay, pension contributions, and unemployment compensation. Additional detail regarding the City’s revenue sources by fund is provided in the Budget Detail pages at the end of this document. Historical information and a more detailed discussion of 2019 year-end estimates for each of the City’s sources of revenue and expenditures can be found in the 2020 Budget Forecast published in August. For definitions of the taxes, other revenue sources, and fund types discussed in this document, please refer to the Glossary. Salaries and wages, which make up the largest portion of personnel expenses, are $3.0 billion, or 33.3 percent, of proposed 2020 local fund operating expenditures, excluding debt service. Employee healthcare represents $473.7 million, or 5.2 percent, of proposed 2020 local fund operating expenditures, excluding debt service. SUMMARY OF PROPOSED BUDGET - ALL FUNDS 2019 Budget Corporate Fund Special Revenue Funds Pension Funds Debt Service Funds Enterprise Funds Grant Funds Total Deduct Transfers between Funds Deduct Proceeds of Debt Total Grand Total $3,815.7M $831.3M $1,358.5M $802.6M $2,783.5M $1,810.9M $11,402.6M ($634.1M) ($98.1M) ($732.2M) $10,670.4M 2020 2020 Proposed Proposed (%) $4,465.2M 35.3% $919.2M 7.3% $1,705.3M 13.5% $802.4M 6.3% $3,002.4M 23.7% $1,758.7M 13.9% $12,653.2M 100.0% ($885.7M) 88.5% ($115.0M) 11.5% ($1,000.7M) 100.0% $11,652.4M 100.0% 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 appropria�on. Total resources include revenues generated during the year and prior year savings and available resources. 36 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES CORPORATE FUND from the 2019 budget to $433.2 million. The Corporate Fund is the City’s general operating fund, supporting basic City operations and services, such as public safety, public health, and tree trimming. The proposed 2020 budget for Corporate Fund resources totals $4.5 billion, an increase of $649.4 million or 17.0 percent above the 2019 budget. The following is a discussion of the noteworthy elements impacting the 2020 revenue projections for the Corporate Fund. Municipal Public Utility Tax Municipal public utility tax includes 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 total $416.1 million in 2020, a decrease from the 2019 budget by $13.9 million. The decrease in the 2020 budget is based on a multi-year trend of declining telecommunications tax revenue. Numerous factors impact utility tax revenues including weather, natural gas prices, rate changes, and evolving technologies that affect consumer behavior and energy use. REVENUE 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; as well as City-collected Sales Tax. Intergovernmental tax revenue includes State Income Tax, Personal Property Replacement Tax (“PPRT”), Municipal Auto Rental Tax, and Reimbursements for City services. The 2020 recommended budget anticipates local tax revenues will increase by $177.1 million or 10.7 percent over the 2019 budget to $1.8 billion, and intergovernmental revenues will increase by $34.9 million or 8.8 percent Sales and Use Taxes Sales and use tax revenues (“Sales Tax”) have historically been the largest single revenue source in the City’s Corporate Fund. As further described below, in December 2017, the City sold to the Sales Tax Securitization Corporation (“STSC”) the City’s rights to receive Sales Tax revenues collected by the State. Prior to the sale, Sales Tax consisted of revenue from two sources: The SUMMARY OF ESTIMATED RESOURCES - CORPORATE FUND Proceeds and Transfers In 14.4% Transac�on Taxes 12.5% Charges for Services 10.3% Municipal Public U�lity Tax 9.3% Transporta�on Taxes 8.6% Internal Service Earnings 8.1% Fines, Forfeitures and Penal�es 7.7% State Income Tax 6.0% Other Revenue 3.0% Licenses, Permits, and Cer�ficates 2.9% Recrea�on Taxes 6.1% Personal Property Replacement Tax 3.5% Business Taxes 3.0% Net Current Assets at January 1 1.8% Chicago Sales Tax / Home Rule Retailers' Occupa�on Tax = 1.7%; Leases, Rentals and Sales = 0.8%; Municipal Parking = 0.2%; Interest Income = 0.1%; Municipal Auto Rental Tax = 0.1%; Reimbursements for City Services = 0.0% 37 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES Home Rule Occupation Tax (“HROT”) and the Illinois Municipal Retailers’ Occupation and Use Tax (“MROT”). HROT was recorded as local tax revenue and MROT as intergovernmental revenue. Currently, residual revenue received from the STSC is recorded in proceeds and transfers in. Certain Sales Taxes imposed by the City and collected by the City were not sold to the STSC and therefore do not flow through it. to 0.50 percent. Additional information regarding the residual revenue from the STSC can be found in the proceeds and transfers in section in non-tax revenue. Transaction Taxes Transaction taxes include taxes on the transfer of real estate, the lease or rental of personal property, and the lease of motor vehicles in the City. Transaction taxes are expected to generate revenue totaling $558.9 million in 2020. Real Property Transfer Tax revenue is anticipated to total approximately $202.0 million in 2020. Part of this estimate includes $50.0 million of additional revenue resulting from the implementation of a progressive rate structure applied to real estate transfers. The City-collected Sales Taxes, which consists of the use tax on non-titled personal property authorized by the Home Rule Municipal Use Tax Act of the State, the use tax on titled personal property on sales outside the six-county area authorized by the Home Rule Municipal Use Tax Act of the State, as well as Restaurant Tax and Private Vehicle Use Tax, are included as local tax revenues. In 2020, Citycollected Sales Taxes are estimated to generate revenue totaling $74.0 million. This includes $20.0 million resulting from increasing the Restaurant Tax rate from 0.25 percent The Personal Property Lease Tax is expected to total $350.3 million, an increase of approximately 27.8 percent over the 2019 budget of $274.2 million. This increase is driven primarily by business growth, greater compliance DETAIL OF ESTIMATED RESOURCES - CORPORATE FUND Local Tax Proceeds and Transfers In Intergovernmental Revenue Local Non-Tax Revenue Total Municipal Public U�lity Tax Chicago Sales Tax / Home Rule Retailers' Occupa�on Tax Transac�on Taxes Transporta�on Taxes Recrea�on Taxes Business Taxes Total Proceeds and Transfers In Total State Income Tax Personal Property Replacement Tax Municipal Auto Rental Tax Reimbursements for City Services Total Licenses, Permits, and Cer�ficates Fines, Forfeitures and Penal�es Charges for Services Municipal Parking Leases, Rentals and Sales Interest Income Internal Service Earnings Other Revenue Total Net Current Assets at January 1 Total Total Grand Total 38 2019 Budget $430.0M $48.1M $440.4M $341.9M $270.1M $132.2M $1,662.7M $604.6M $604.6M $260.2M $132.0M $4.0M $2.0M $398.2M $134.1M $345.0M $139.6M $7.6M $34.3M $6.5M $297.6M $109.6M $1,074.3M $3,739.7M $76.0M $76.0M $76.0M $3,815.7M 2020 2020 Proposed Proposed (%) $416.1M 9.3% $74.0M 1.7% $558.9M 12.5% $383.6M 8.6% $272.8M 6.1% $134.4M 3.0% $1,839.8M 41.2% $642.5M 14.4% $642.5M 14.4% $269.8M 6.0% $157.2M 3.5% $4.2M 0.1% $2.0M 0.0% $433.2M 9.7% $128.3M 2.9% $342.7M 7.7% $460.2M 10.3% $7.6M 0.2% $33.7M 0.8% $3.5M 0.1% $360.9M 8.1% $132.8M 3.0% $1,469.7M 32.9% $4,385.2M 98.2% $80.0M 1.8% $80.0M 1.8% $80.0M 1.8% $4,465.2M 100.0% 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES with the City’s business tax ordinances, as well as the implementation of a 2.0 percent increase to the tax as it applies to non-possessory computer leases in 2020, bringing the rate to 7.25 percent. City’s business taxes. Hotel Accommodations Tax revenue is projected to be $128.5 million in 2020, a slight increase from the 2019 budget of $126.3 million. Previously, a surcharge applied to licensed homeshare and vacation rentals was included in the hotel accommodations tax. These revenues are now deposited to dedicated funds to support victims of domestic violence and programs for the City’s homeless population. The Checkout Bag Tax is projected to remain flat with the 2019 budget, totaling $5.9 million. Transportation Taxes Transportation taxes include taxes on parking, vehicle fuel purchases, and the provision of ground transportation for hire. Transportation taxes are expected to generate revenue totaling $383.6 million in 2020, which is 12.2 percent over the 2019 budget of $341.9 million. Intergovernmental Revenue Intergovernmental revenues are primarily made up of a distributive share of the State of Illinois Income Tax and Personal Property Replacement Tax (“PPRT”), both of which are distributed to the City by the State based on defined formulas. Intergovernmental tax revenues are expected to total $433.2 million in 2020. As the use of rideshare transportation in the City continues to expand, Ground Transportation Tax revenue has increased steadily. Ground Transportation Tax in 2020 is expected to total $190.5 million, which is a $43.9 million increase from the estimated 2019 budget of $146.6 million. This increase over 2019 is primarily due to the proposed restructuring of the City’s Ground Transportation Tax in 2020. This change will be applied to rideshare companies by increasing the tax on single rides from $0.60 per ride to $1.13 and decreasing the tax on pooled rides from $0.60 per ride to $0.53. Additionally, a $1.75 surcharge on single rides and a $0.60 surcharge for pooled rides, for a total of $2.88 and $1.13 respectively, will be applied to rideshare companies dropping off and picking up passengers in a designated downtown area on weekdays between 6am and 10pm. These changes are intended to encourage pooled rides and reduce congestion citywide. Income Tax revenue is expected to increase in 2020 to $269.8 million as a result of federal tax law changes. The City’s 2020 budget estimates PPRT revenues to total $157.2 million, an increase of $25.2 million compared to 2019 budget. The City’s year-end estimate for 2019 is $175.0 million, some of which is a result of federal tax law changes and is expected to continue to future years; however, a one-time State fund transfer to the distributive fund has driven much of the 2019 increase. NON-TAX REVENUE Recreation Taxes Recreation taxes include taxes on amusements, automatic amusement devices, the mooring of boats in the City’s harbors, liquor purchases, cigarette and e-cigarette purchases, purchases of non-alcoholic beverages, and offtrack betting. Recreation taxes are expected to generate revenue totaling $272.8 million in 2020, an increase of $2.7 million from the 2019 budget of $270.1 million. This increase is driven by an anticipated increase in Amusement Tax, which is forecasted to total $193.9 million in 2020, up from $192.5 million in the 2019 budget, as well as the introduction of the City’s Cannabis 3.0 percent Excise Tax, which is projected to generate revenue totaling $1.0 million for the first year of legal recreational cannabis sales. The 2020 proposed budget forecasts that non-tax revenues will increase by $395.5 million over the 2019 budget to $1.5 billion. Non-tax revenue consists of fees charged for the issuance of licenses and permits; fines, forfeitures and penalties for traffic or other violations; various charges for services; municipal parking; leases, rentals and sales of City-owned property; internal service earnings; and interest and other revenue. Licenses and Permits Total revenue from licenses and permits is projected to be $128.3 million in 2020. These revenues include fees charged for the issuance of business licenses, alcohol dealer licenses, building and demolition permits, and various other permits. Business permits and alcohol dealer license revenue are expected to decrease slightly due to a two-year renewal cycle for these licenses. The two-year business license cycle results in fluctuations in revenue from year-to-year. Business Taxes Business taxes include taxes on hotel accommodations and on paper and plastic disposable shopping bags. In total, the City’s business taxes are expected to generate $134.4 million in 2020. The Hotel Accommodations Tax generates a majority of the revenues that make up the 39 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES Fines, Forfeitures, and Penalties On an annual basis, the City declares a portion of the funds in active Tax Increment Financing (“TIF”) districts as surplus revenue, returning a proportionate share of the funds to the City’s operating budget based on the City’s share of the composite tax rate. For the 2020 budget, the City expects to receive a total of $74.1 million in surplus TIF revenue. Additionally, the City has identified $39.0 million in aging revenue accounts that will be swept to the Corporate Fund as part of the 2020 budget. Fines, forfeitures, and penalties include fines from parking tickets, tickets for traffic violations, and other penalties assessed in administrative hearings or the courts. Revenue from fines, forfeitures, and penalties in 2020 is estimated to be $342.7 million. This figure represents a 0.7 percent decrease compared to the 2019 budget of $345.0 million. Charges for Services Revenues from charges for services are expected to increase in 2020 to $460.2 million, an increase of $320.6 million. Charges for services include fees charged for inspections, public information requests, police and other safety services such as emergency transportation services. This increase is driven primarily by an anticipated increase to reimbursements for emergency transportation services as a result of a partnership with the State to better capture the full cost incurred by the City for these services, maximizing the potential reimbursement. A portion of the increased reimbursement will be utilized for the required State match, offsetting the increase by $143.0 million, for a net increase of $163.0 million. This State match is discussed in the Corporate Fund expenditures section. PROCEEDS AND TRANSFERS-IN Proceeds and transfers-in are resources that are moved from other funds into the Corporate Fund. In 2020, transfers-in are projected to be $642.5 million, including a combined $19.0 million of investment income from the asset lease and concession reserves. In October 2017, the City Council passed an ordinance authorizing the creation of a Sales Tax Securitization Corporation (“STSC”). Under this agreement, the City receives the proceeds of bonds issued by the STSC as well as residual sales tax revenues not used to make debt service payments. The State-collected portion of the City’s Sales Tax (Home Rule Occupation Tax and Use Tax or “HROT”) and the City’s share of the State’s Sales and Use Taxes (Municipal Retailer Occupation Tax or “MROT”) are sold to the STSC and any remaining revenue not used for debt service are now located in ‘Proceeds and Transfers’. Sales tax collections from the City’s portion of the state’s sales tax (“MROT”) and the City’s sales tax (“HROT”) are projected to grow 6.8 percent or $38.9 million over the 2019 budget due to higher than anticipated revenue growth, State law clarification regarding internet sales tax collections, and the introduction of cannabis sales tax, resulting in an increase to residual revenue transferred to the City from the STSC for a total transfer of $615.5 million. Leases, Rentals, and Sales Revenue generated from the lease or sale of City-owned land and other property accounts for approximately one percent of overall Corporate Fund revenue each year. Total revenues from such leases and sales are expected to decrease to $33.7 million in 2020 from $34.3 million in 2019. Reimbursements, Interest, and Other Revenue The 2020 projection for reimbursements, interest, and other revenues is $504.8 million. These revenues include interest income, internal service earnings, municipal parking and other revenue. Investment returns on the Corporate Fund are budgeted at $3.5 million in 2020. Reimbursements consist of amounts transferred to the Corporate Fund from other City funds for central services such as information technology, police and fire services, street and building maintenance, and administrative services and total $360.9 million. In 2020, an additional $60 million is expected from Chicago Public Schools to cover a portion of its share of the City’s annual pension contribution to the Municipal Employees’ Annuity and Benefit Fund. A list of the anticipated inter-fund reimbursements to the Corporate Fund is set forth in Appendix A of the 2020 Budget Recommendations. NET CURRENT ASSETS Prior years’ savings and sustainable revenue growth along with spending controls and other efficiencies result in a Corporate Fund balance. This funding source will provide a total of $80.0 million in 2020 funding. For additional discussion on the City’s prior year available resources, see the City’s fund stabilization policy in the Budget and Financial Policy section of this book. 40 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES EXPENDITURES 2020 Corporate Fund operating expenditures. Proposed expenditures for the City’s Corporate Fund total $4.5 billion. This section discusses the 2020 proposed budget both in terms of the types of expenditures - such as personnel expenditures, 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. The budgeted personnel expense accounts for required contractual salary and prevailing rate increases for current collective bargaining agreements as well as certain estimated salary and wage growth for collective bargaining agreements currently under negotiation. In the 2020 budget, the City’s Corporate Fund budgeted full-time equivalents (“FTE”) will decrease by 252 FTEs due to Citywide efforts to reduce and reallocate existing vacancies and positions that would not result in a significant impact to services. EXPENDITURES BY TYPE PERSONNEL Personnel costs consistently represent the largest portion of the City’s Corporate Fund budget. Under the 2020 proposed budget, personnel costs are $3.0 billion, or 68.3 percent, of Corporate Fund operating expenses, which includes salaries and wages, healthcare, overtime pay, and unemployment compensation. Salaries and wages, which make up the largest portion of personnel expenses, are $2.2 billion, or 49.8 percent, of proposed Pension contributions from the Corporate Fund are $345.5 million, or 7.7 percent of proposed operating budget expenditures in 2020. Pension contributions are budgeted in Specific Items and Contingencies, discussed further in the non-personnel section below. More information regarding pension contributions can be found in the Pension Fund section of this document. SUMMARY OF PROPOSED EXPENDITURES - BY TYPE - CORPORATE FUND Specific Items and Con�ngencies 20.3% Contractual Services 9.7% Travel = 0.0%; Equipment = 0.0% 41 Commodi�es 9.7% Personnel Services 68.3% 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES NON-PERSONNEL Pension contributions represent $345.5 million in the Specific Items and Contingencies budget, as mentioned in the personnel expenditure section above. This is an increase of $208.7 million from the 2019 budget. Non-personnel expenses represent $1.4 billion of the 2020 Corporate Fund. The largest portion of non-personnel expenditures is Specific Items and Contingencies. This category includes pension contributions, transfers, reimbursements, settlements and judgments, bond proceeds, non-personnel programmatic expenses and other related expenditures. In 2020, $904.2 million is budgeted for Specific Items and Contingencies, an increase of $468.0 million from the 2019 budget. This increase is primarily driven by three initiatives: an effort to more accurately account for settlements and judgments, a new required State match related to increased emergency medical transportation reimbursements, and increases to pension contributions. Savings from zero based budgeting and other finance savings offset some of these increases. Another $21.7 million is budgeted in Specific Items and Contingencies for new investments as discussed in the Priorities and Strategies section of this book. This includes $10.0 million for affordable housing and homelessness, $9.0 million for violence prevention, and $2.7 million for census investments. Contractual services make up approximately 9.7 percent, or $435.2 million, of total 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. Over the past several years, the City has been increasing the Corporate Fund budget for expenses incurred in connection with settlements and judgments against the City. This budget continues that trend, increasing the amount appropriated for settlements and judgments over the 2019 budget by $79.7 million, for a total of $135.0 million. Approximately 1.6 percent, or $73.5 million, of total proposed Corporate Fund expenses are allocated to commodities. 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 proposed Corporate Fund budget in 2020 allocates $15.1 million for utility expenses, including electricity and natural gas, and $16.4 million for vehicle fuel costs, including diesel. The City has been working with the State to increase reimbursements for emergency transportation services to better capture the full cost incurred for these services. A portion of the increased reimbursement will be utilized for the required State match, which is reflected in the Specific Items and Contingencies budget. In 2020, the State match is anticipated to total $143.0 million. As mentioned in the revenue section, this match and related increase in insurance reimbursement is estimated to generate approximately $163.0 million of net revenue for the City. SUMMARY OF PROPOSED EXPENDITURES - BY TYPE - CORPORATE FUND 2019 Budget $2,875.4M $421.0M $0.9M $81.4M $0.8M $0.0M $436.2M $3,815.7M Personnel Services Contractual Services Travel Commodi�es Equipment Permanent Improvement and Land Specific Items and Con�ngencies Grand Total 42 2020 2020 Proposed Proposed (%) $3,050.7M 68.3% $435.2M 9.7% $1.0M 0.0% $73.5M 1.6% $0.6M 0.0% $0.0M 0.0% $904.2M 20.3% $4,465.2M 100.0% 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES PROPOSED BUDGET BY FUNCTION these categories funded primarily by grants and receiving only a small portion of funding from the Corporate Fund and other local sources. City departments are organized into the following functional groups: Finance and Administration, Legislative and Elections, City Development, Community Services, Public Safety, Regulatory, and Infrastructure Services. Each of these categories is further described in the City Functions section. 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 28.4 percent, or $1.3 billion, of the proposed Corporate Fund budget for 2020. Public Safety represents the largest functional category of expenses, at $2.3 billion, or 51.9 percent, of the proposed Corporate Fund budget. Infrastructure Services and Finance and Administration represent 4.8 percent and 8.5 percent of proposed 2020 Corporate Fund costs, respectively. City Development and Community Services together represent 4.0 percent of the 2020 proposed Corporate Fund budget, with programs and services in SUMMARY OF PROPOSED EXPENDITURES - BY FUNCTION Public Safety 51.9% General Financing Requirements 28.4% Finance and Administra�on 8.5% Infrastructure Services 4.8% Community Services 3.4% Regulatory = 1.4%; Legisla�ve and Elec�ons = 1.0%; City Development = 0.6% 43 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES SPECIAL REVENUE FUNDS gasoline and $0.455 per gallon tax on diesel imposed by the State, of which the City receives a population-based distributive share. Revenues from this tax are expected to increase by $43.7 million from the 2019 budget to $113.3 million in 2020. Total 2020 resources for the MFT Fund are budgeted at $125.9 million, of which $20 million is being dedicated for capital improvements. The increase in revenues is attributed to the State gasoline and diesel tax doubling on July 1, 2019. Special Revenue Funds are used to account for revenue from specific taxes and other sources that by law are designed to finance particular functions. Vehicle Tax Fund The primary source of revenue to the Vehicle Tax Fund is the sale of vehicle stickers. Beginning in 2016, mandated increases in vehicle sticker tax rates based on consumer price index (“CPI”) changes went into effect. Rates increased 0.84 percent over prior rates in January 2016 and increased by another 1.3 percent effective January 1, 2018. The current vehicle sticker rate for a passenger vehicle is $87.82. The next CPI adjustment will be made in 2020. Vehicle sticker revenue in 2020 is estimated to be $129 million. The Vehicle Tax Fund also receives revenue from impoundment fees and abandoned auto towing fees, which are expected to remain relatively level between 2019 and 2020. Pavement cut fee revenues are expected to increase by $1 million in 2020 to $16.2 million due to an increase in construction work conducted by utility companies and contractors. Vehicle Tax Fund revenue is expected to be $198 million in 2020. The appropriation of MFT funds require approval from the Illinois Department of Transportation. The major MFT funded projects are pavement, concrete, and bridge maintenance, street lighting, energy, and road salt costs. Debt service payments from MFT backed debt and loans are in a separate fund to clearly show the debt service obligation for debt issued against MFT revenue. Library Fund The Library Fund supports the maintenance and operations of the Chicago Public Library (“CPL”) system. Revenue to this fund includes proceeds from CPL’s portion of the City’s Property Tax levy, interest income, facility rental revenue, and library fines. Motor Fuel Tax Fund Property Tax revenue for the Library Fund in 2020 will total approximately $115.0 million. Revenue from facility rentals, interest, fines and other revenue are projected to generate an additional $1.7 million of revenue. These revenue sources and estimated prior year fund balance The revenues for the Motor Fuel Tax (“MFT”) Fund are strictly for maintenance, repair of the right-of-way, and debt service on MFT backed loans. MFT revenues are generated primarily through a $0.38 per gallon tax on SUMMARY OF ESTIMATED RESOURCES - SPECIAL REVENUE FUNDS Vehicle Tax Fund Motor Fuel Tax Fund Library Fund Emergency Communica�on Fund Special Events and Municipal Hotel Operators' Occupa�on Tax Fund Controlled Substances Fund Affordable Housing Opportunity Fund CTA Real Property Transfer Tax Fund Tax Increment Financing Administra�on Fund Chicago Police CTA Detail Fund Chicago Parking Meters Fund Garbage Collec�on Fund Human Capital Innova�on Fund Houseshare Surcharge - Homeless Services Fund Neighborhood Opportunity Fund Foreign Fire Insurance Tax Fund Houseshare Surcharge - Domes�c Violence Fund Grand Total 44 2019 Budget $241.1M $65.7M $116.9M $134.2M $53.3M $0.1M $28.6M $64.0M $10.2M $10.8M $61.2M $6.0M $15.3M $5.5M $812.8M 2020 2020 Proposed Proposed (%) $198.0M 21.5% $125.9M 13.7% $124.5M 13.5% $143.7M 15.6% $49.7M 5.4% $0.1M 0.0% $46.5M 5.1% $60.8M 6.6% $13.4M 1.5% $10.8M 1.2% $14.0M 1.5% $65.9M 7.2% $2.6M 0.3% $5.5M 0.6% $43.4M 4.7% $11.0M 1.2% $3.4M 0.4% $919.2M 100.0% 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES bring the total 2020 available resources to $124.5 million to fund the library system. Property levy adjustments made in 2020 will eliminate the Corporate Fund allocation which has historically subsidized library operations. Additional information on CPL’s budget and programming can be found in the departmental summary section of this document for the Controlled Substances Fund is expected to be $100,000. Affordable Housing Opportunity Fund The Affordable Housing Opportunity Fund (“AHOF”) was first included in the 2016 budget. The revenue in this fund is collected through the City’s density bonus program and the Affordable Requirements Ordinance (“ARO”). The ARO requires residential developments that are downtown planned developments or that receive increased density to provide a percentage of units at affordable rents or contribute to affordable housing elsewhere. These revenues are used to meet permanent housing needs of Chicago’s low-income residents. Emergency Communications Fund The Emergency Communication Surcharge and its allowable rates are authorized by State law. In 2018, the maximum allowable charge was increased to $5.00 per line per month. This surcharge is billed to subscribers of telecommunications services within the City of Chicago. AHOF revenue allows the City to allocate resources for rental subsidies and Multiyear Affordability through Upfront Investment (“MAUI”) through the Chicago Low Income Housing Trust Fund. Resources available for 2020 are anticipated to total $46.5 million, including $12.9 million of prior year available resources. The City’s current 911 monthly surcharge allows the City to fully fund the City’s emergency communications operations as well as invest in a new 911 system. In 2020, the City expects to collect approximately $132.1 million in surcharge revenue, an increase of $7.3 million from 2019. There is a projected $11.6 million fund balance, for a total 2020 budget of $143.7 million. With this increased revenue, the City will continue updating the Computer Aided Dispatch (“CAD”) system, improving the efficiency and effectiveness of emergency response and better serving residents calling 911. The CAD upgrade is scheduled to be completed in 2022. CTA Real Estate Transfer Tax Fund The Chicago Transit Authority (“CTA”) Real Estate Transfer Tax Fund accounts for revenue from the supplemental Real Estate Transfer Tax to support public transportation in the City. The City collects and distributes the tax to the CTA each year. Like the City’s Real Property Transfer Tax, these revenues have benefited from the housing recovery and a strong commercial real estate market. Revenue to this fund is projected at $60.8 million in 2020. The City will continue to maintain a segregated fund to pay debt service issued to fund the construction of the City’s 911 call center. The 2020 debt service payment is expected to be $16.4 million. TIF Administration Fund The Tax Increment Financing (“TIF”) Administration Fund accounts for all administrative expenses incurred by the City to operate and maintain its TIF program. In 2020, $13.4 million of such expenses will be reimbursed to this fund from the City’s TIF funds, which is a slight increase from 2019. TIF surplus is discussed in the Other Funds section of this document. Special Events and Hotel Tax Fund The Special Events and Hotel Operators’ Occupation Tax Fund supports the promotion of tourism and cultural and recreational activities in Chicago. Revenue to this fund comes primarily from the State’s Municipal Hotel Occupation Tax and special event-related revenues. Growth in this fund is driven by Chicago’s thriving tourism industry. The 2020 forecast for Hotel Tax revenue is $28.3 million. Along with revenues from food, beverages, ticket sales, vendor fees, and corporate sponsorship at City special events, the total resources for this fund are projected to be approximately $49.7 million. Chicago Police CTA Detail An intergovernmental agreement between the Chicago Police Department and CTA allows sworn officers to be paid for providing security on CTA property during off-duty hours through the voluntary Special Employment Program. The CTA reimburses the City for these expenditures. Since 2019, the intergovernmental agreement requires these revenues and expenditures to be placed in a separate fund. In 2020, revenues are anticipated to be $10.8 million. Controlled Substances Fund The City appropriates funds to the Controlled Substances Fund pursuant to the Illinois Controlled Substances Act. Funds must be used in the enforcement of laws regulating controlled substances and cannabis. The 2020 revenue 45 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES Chicago Parking Meters Fund Eighty percent of the revenue from the Neighborhood Opportunity Bonus is dedicated to the Neighborhood Opportunity Fund for equitable neighborhood development in the aforementioned commercial corridors. Ten percent of funding goes toward the Landmarks Fund to improve and maintain landmarks throughout the City. The remaining ten percent of the funds goes toward the Local Improvement Fund for local infrastructure improvements within one mile of the contributing development, including public transit facilities, streetscapes, open spaces, river walks, and other sites. In 2020, these fees are expected to generate $43.4 million. As a result of a 2008 75-year concession agreement on the City’s parking meters, the City is obligated to make reconciliation payments to Chicago Parking Meters LLC when parking meter rates are not adjusted for consumer price index increases and when parking spaces are removed from service. These reconciliation payments, known as “true-up” payments are estimated to total $14 million in 2020. Garbage Collection Fund Chicago residences receiving City-provided garbage collection services are charged a $9.50 monthly fee per dwelling unit. City garbage collection crews collect refuse from single family homes and multi-family buildings with four units or less. The Garbage Fee is included as a separate line on the City’s water, sewer, and garbage utility bill. The City estimates collection of $63 million in Garbage Fee revenue in 2020. Projected fund balance is $2.9 million, for a total 2020 budget of $65.9 million. All expenses for this fund are tied to the collection of residential refuse. Foreign Fire Insurance Tax Fund Foreign Fire Insurance Tax revenues are collected by the City and distributed to the Foreign Fire Insurance Board per State statute. The City estimates $5.5 million will be collected in 2020, and total resources available will be $11 million. Houseshare Surcharge - Domestic Violence Fund Domestic Violence Fund revenue is generated through the two percent Hotel Tax surcharge assessed on vacation rentals or shared housing units. Revenues for 2020 are anticipated to be $3.4 million. These resources will fund services for victims of domestic violence. Human Capital Innovation Fund Revenues to the Human Capital Innovation Fund are assigned from a $10.4 million settlement with rideshare companies in 2018. In 2020, a total of $2.6 million will be available for youth programming opportunities. Houseshare Surchage - Homeless Services Fund Revenues to the Homeless Services Fund are dedicated to services for homeless families. A four percent hotel tax surcharge assessed on vacation rentals or shared housing units will provide the fund with approximately $5.5 million in revenue for 2020. Neighborhood Opportunity Fund Neighborhood Opportunity Fund revenue is generated from the collection of the Neighborhood Opportunity Bonus. Since 2016, payments have been received in exchange for density bonuses that allow developers to exceed zoning limits for a specific development site. The Neighborhood Opportunity Bonus reforms the City’s zoning system to enable developers of downtown construction projects to increase density in exchange for voluntary payments, thereby generating resources to support economic activity in West, Southwest and South Side commercial corridors. 46 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES ENTERPRISE FUNDS Sewer Fund 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 selfsupporting funds operate like commercial enterprises, in that each pays expenses with revenue derived from charges and user fees for the services it supports. Water service charges paid by residents are directed to the Water Fund. Conversely, sewer charges, which are 100.0 percent of water charges, are directed to the Sewer Fund. The Sewer Fund is projected to have $394.2 million in total available resources in 2020, of which sewer fees are projected to generate $365.1 million, with the remaining funding from transfers from other funds. Water Fund O’Hare and Midway Airport Funds Effective June 1, 2019, water rates increased by the consumer price index (“CPI”) or 0.82 percent. The impact of this CPI increase is approximately $0.07 per 1,000 gallons of water, making the rate per 1,000 gallons of water $3.98. Sewer service charges increased by the same amount, as sewer charges are billed at 100.0 percent of water charges. 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 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. The Water Fund is projected to have $805.0 million in total available resources in 2020, of which water fees are projected to generate $741.0 million, or 92.0 percent of total revenue. An additional $20.0 million will come from transfers from other funds for work performed by the Department of Water Management, and another $20.0 million is derived from other sources including penalties and permit fees, and an additional $24.0 million from prior year available resources. In 2020, total revenues from airport operations, including concessions, rental fees, and airline rates and charges, are projected to be $1.5 billion for O’Hare and $335.1 million for Midway, up from the 2019 budget of $1.3 billion and $318.6 million, respectively. SUMMARY OF ESTIMATED RESOURCES - ENTERPRISE FUNDS 2019 Budget $762.9M $373.4M $318.6M $1,328.6M $2,783.5M Water Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Grand Total 47 2020 2020 Proposed Proposed (%) $805.0M 26.8% $394.2M 13.1% $335.1M 11.2% $1,468.1M 48.9% $3,002.4M 100.0% 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES GRANT FUNDS Airports for Transit Security Administration projects and the Residential Sound Insulation Program. The City receives grant funds and donations from various federal, State, and local government agencies, as well as private organizations. While these funds support a wide array of City services, programs, and capital improvements, they are restricted in use by grantors for specific purposes. Grant funds are awarded to the City throughout the fiscal year, following distinct performance periods that often extend for multiple years. The varying periods often overlap with the City’s fiscal year resulting in unspent grant funds from the City’s previous fiscal year still being available for use in the coming year as carryover funds. In addition to carryover funds, the City also budgets for the full amounts of the new anticipated awards in the coming fiscal year. Because of the unique nature and timing of grant funding, the City includes in its annual appropriation ordinance an estimate of the total grant resources that will be available to City departments. In fiscal year 2020, the City anticipates receiving $1.76 billion, a slight decrease of 2.9 percent, or $52.3 million, in grant funding from the prior year. Grant funding will make up 14 percent of the City’s total budget. Although grant funds remain relatively flat from prior year, the slight decrease in anticipated grant funds are primarily reflected for CDOT and CDA, which is consistent with fiscal year 2019 actual funding levels. The fiscal year 2020 grant budget includes 80 percent in direct and pass-through federal funding, supporting programs for children, seniors, community development, public health, emergency preparedness, congestion mitigation, and airport improvements. The fiscal year 2020 grant budget also includes 16 percent in direct and pass-through State funding supporting programs in early childhood development, local libraries, and transportation improvements. The remaining funds represent three percent from public and private sources and one percent in anticipated program income. Overall, the fiscal year 2020 grant budget supports 1,167 full-time equivalents, over 1,300 delegate agency contracts, and a significant portion of the city’s long-term capital improvement projects. In fiscal year 2019, the City estimated receiving $1.81 billion in grant funds; however, the City actually received $1.66 billion in grant funds, a 10 percent decrease. The Chicago Department of Transportation (“CDOT”) grant programs, specifically the Surface Transportation Program, the Congestion Mitigation and Air Quality Program, and the Illinois Department of Transportation (“IDOT”) Funds Program, are the primary drivers of this decrease. Continuous spending down of grant funds on open projects and scheduling delays for new projects have resulted in a decline in actual resources available in fiscal year 2019. Grant funding also decreased as a result of the Chicago Department of Aviation (“CDA”) continuing to spend down federal dollars at both Midway and O’Hare Additional budget detail for grant funds is set forth in the 2020 Grant Detail Ordinance, available on the City’s website. Information regarding the City’s Community Development Block Grant program, which represents $106.6 million in 2020 grant funding, can also be found in the 2020 Grant Detail Ordinance as well as the 2016-2020 Consolidated Plan, also available on the City’s website. 2020 ESTIMATED RESOURCES - GRANTS 2020 PROPOSED EXPENDITURES - GRANTS 2.8% 8% 16.1% 3% 1% 33% 11% 1.0% 80.0% 44% Awards from Agencies of the Federal Government Grant Program Income Awards from Agencies of the State of Illinois Awards from Public and Private Agencies Infrastructure Services Community Services Public Safety 48 Regulatory City Development Finance and Administra�on 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES CAPITAL FUNDING USES The City’s Capital Improvement Program (“CIP”) funds the physical improvement or replacement of City-owned infrastructure and facilities with long useful lives, such as roads, bridges, water mains, buildings and sidewalks. Each year, the City updates the CIP, producing a spending blueprint based upon the most current revenue projections and project priorities. The proposed uses of non-aviation capital funding in 2020 are presented in the following categories: • City facilities – improvements and construction of City facilities such as police and fire stations, senior centers, and libraries. • City infrastructure – improvements such as construction and maintenance of streets, viaducts, alleys, lighting, ramps, sidewalks, bridges, traffic signals, bike lanes, and shoreline reconstruction. • Greening and streetscapes – improvements such as Cityspace, Greenstreets, median and boulevard preservation and streetscape projects. • Aldermanic menu – improvements funded through local capital 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 – improvements such as replacement and repairs to the City’s water and sewer lines and related facilities. FUNDING SOURCES The CIP is primarily funded through the following sources: • General obligation bonds, which are backed by property tax revenue and are used for a variety of City infrastructure and facility projects. • Water and sewer revenue bonds, which are backed by water and sewer user fees, respectively, and are used for the construction and repair of water and sewer lines and related facilities. • O’Hare and Midway revenue bonds, which are backed by airport revenues, are used to fund airfield and terminal improvements and related facilities. The City also uses other airport operating revenues to fund capital improvements at both O’Hare and Midway Airports. • Tax Increment Financing (“TIF”), which is used to fund infrastructure such as roads, lighting, libraries, and bridges. • State and federal funds which are used mainly by the Chicago Department of Transportation for bridges and roadways and the Department of Water Management for water and sewer improvements. The City’s 2019-2023 CIP includes a total of $8.5 billion in planned capital improvements. Details regarding the allocation, funding source, timing, and scope of each planned capital improvement project is available on the City’s Office of Budget and Management website at https://www.chicago.gov/city/en/depts/obm.html. AVIATION Aviation capital funding sources and uses are presented separately from the funding sources and uses for local 2020 ESTIMATED RESOURCES - CAPITAL 10.1% 2020 PROPOSED USES - CAPITAL 2.3% 5.3% 2.3% 6.1% 13.2% 44.7% 44.7% 13.8% 41.4% 15.9% Water and Sewer Funds General Obliga�on Bonds Federal Funds Tax Increment Financing State Funds Other Water and Sewer City Infrastructure Aldermanic Menu 49 City Facili�es Greening and Streetscapes 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES capital projects in order to provide a clear picture of the funding sources and distribution of funding amongst local capital projects that affect basic City infrastructure and neighborhoods. Aviation funding is used exclusively for projects at the City’s two international airports and is funded through general airport revenue bonds, passenger facility charges (a fee charged to each passenger flying to or from the airports) and customer facility charges (a charge on rental car customers at both airports). The anticipated capital funding for 2020 for O’Hare and Midway International Airports is budgeted at $714 million. RELATIONSHIP TO ANNUAL OPERATING BUDGET Planning for capital improvements is an ongoing and forward-looking process. New construction may be necessary to accommodate increased demand or to replace aging facilities. Existing infrastructure requires periodic rehabilitation, replacement, and improvement to protect the City’s investment. The City consistently reviews its capital priorities and evaluates whether to repair and improve existing assets or construct and acquire new assets based on the cost effectiveness. Funding for the City’s CIP comes from local funding, general obligation bond issuances, revenue bond issuances (largely for water, sewer, and aviation improvements), State and federal funding, and TIF. Payment of debt service associated with capital project bonds is authorized as part of the City’s operating budget. 50 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES DEBT $118.9 million was required for STSC debt service and in 2020, $121.2 million is expected to be required. All remaining Sales Tax revenues are then paid to the City as the holder of the residual certificate. Debt service funds account for the payment of principal and interest on general obligation bond issues. Longterm debt is used to finance infrastructure projects in City neighborhoods including street and alley construction and improvements, lighting, sidewalk replacement, curb and gutter repairs, and replacement and transportation improvements, including street resurfacing, bridge rehabilitation, and traffic safety improvements. In so doing, the City recognizes that future taxpayers will benefit from the investment and should pay a share of its cost. Debt service for capital projects funded through Special Revenue and Enterprise Funds are budgeted within those respective funds. In 2019, $637.2 million was budgeted to service general obligation debt, $426.9 million of which was funded with revenue from the City’s property tax levy and $16.0 million was paid using Corporate Fund resources. The 2020 proposed budget provides a total appropriation of $613.3 million to service general obligation debt, of which $415.1 million will be funded with revenue from the City’s property tax levy. The property tax levy for debt service will decrease in 2020 due to savings from refunding bonds issued by the City and the Sales Tax Securitization Corporation (“STSC”). Funding for debt service payments for the library capital program will remain at $4.1 million in 2020. The City also maintains debt service funds that are not funded by property tax revenue. The Emergency Communication Bond Redemption and Interest Fund is funded through the 911 surcharge on telecommunications services in the City, and $16.4 million of these funds will pay debt service related to the City’s emergency communications and 911 center in 2020. The Motor Fuel Tax Debt Service Fund is funded through the City’s distributive share of Motor Fuel Tax revenues from the State and concession revenues generated from the City’s Riverwalk. Approximately $12.4 million of this revenue will be used to pay debt service on the Motor Fuel Tax Bonds and the Transportation Infrastructure Innovation Act (“TIFIA”) Riverwalk loan. In December 2017, the City entered into a sales agreement (“Agreement”) with the STSC. Under the Agreement, the City sold to the STSC the City’s rights to receive Sales Tax revenues collected by the State. In return, the City received the proceeds of bonds issued by the STSC as well as a residual certificate. Sales Tax revenues received by the STSC are paid first to cover the STSC’s operating expenses and debt service on the STSC’s bonds. In 2019, 51 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES $2,394.8M $2,346.7M $2,297.8M $2,249.0M $1,802.6M $1,679.8M $1,308.5M $1,030.6M $848.5M $798.0M $478.3M $479.5M $476.3M $450.5M $458.9M $454.9M $457.0M $421.7M $398.0M $408.2M $382.9M LABF MEABF FABF PABF $1,187.5M PENSION CONTRIBUTIONS - HISTORIC AND PROJECTED 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 The PABF and FABF projected contribu�ons in 2020-2025 and the MEABF and LABF projected contribu�ons in 2022-2025 are based on the December 31, 2018 Actuarial Valua�on Reports. These projec�ons may shi� over �me based on investment returns and other pension fund changes as the City gets closer to making those actuarial-determined contribu�ons. PENSION The 2020 contribution will be funded with $975.5 million in revenue from property tax collections including the levy allocable to the Library Fund, $345.5 million from the Corporate Fund, $191.0 million from the Water-Sewer Tax, and $167.7 million from the City’s Enterprise and Special Revenue Funds. The City maintains separate funds to account for its contributions to four pension funds - the Municipal Employees’ Annuity and Benefit Fund of Chicago (“MEABF”), the Laborers’ and Retirement Board Employees’ Annuity and Benefit Fund of Chicago (“LABF”), the Policemen’s Annuity and Benefit Fund of Chicago (“PABF”), and the Firemen’s Annuity and Benefit Fund of Chicago (“FABF”) - that provide benefits upon retirement, death or disability to members and their beneficiaries. MUNICIPAL AND LABORERS’ PENSION FUNDS In 2016, the City and labor leaders representing the employees who participate in MEABF and LABF reached agreements in principal to address the net pension liability of the funds in a manner that secures the retirements of employees and retirees, while protecting Chicago taxpayers from bearing the full amount of future pension costs. These pension funds are established, administered and financed pursuant to the Illinois Pension Code. The statutory framework, recent legal decisions on pension reform, and the impact of the increasing net pension liability on the City’s finances and the retirement security of fund members is discussed in greater detail in this year’s Budget Forecast. P.A. 100-0023 was codified in July 2017 and provides that MEABF and LABF employees hired on or after July 6, 2017, will contribute 11.5 percent of their annual salary and are eligible for full pension benefits at age 65. Current employees hired after January 1, 2011 were able to choose to start receiving full pension benefits at age 67 and maintain an 8.5 percent employee contribution or to start receiving pension benefits at age 65 with an 11.5 percent employee The 2020 proposed budget includes a total of $1.7 billion contribution to the four funds, an increase of $371.2 million over the total contribution budgeted in 2019 due to increased employer contributions across all four funds. 52 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES contribution. This increase to employee contributions will help decrease future employer contributions to MEABF and LABF. is sufficient to pay for all eligible 911 operations costs and emergency preparedness operations, allowing Corporate Fund resources previously appropriated for 911 operations to be dedicated to other Corporate Fund expenses, including pensions. Additionally, as part of the agreement, the City’s employer contributions will increase at fixed amounts over five years and switch to actuarially required contributions (“ARC”) no later than 2022. The 2020 budget proposes a total contribution of $72.0 million to LABF. The 2020 contribution will be funded with $11.0 million in revenue from Property Taxes and $60.9 million from other sources, including $35.2 million funded through Corporate Fund revenue. Municipal Employees’ Pension Fund – Water and Sewer Utility Tax The third year of increased statutory contributions for the MEABF and LABF will be reflected in the 2020 budget. A dedicated tax on water-sewer usage was passed by the City Council in 2016 to pay for the increased contributions to the MEABF through 2021. In 2017, residents and businesses began paying a rate of $0.59 per 1,000 gallons based on their water and sewer usage. The tax was phased in over five years, ending with a tax rate of $2.51 per 1,000 gallons of water and sewer usage in 2020 and 2021. POLICE AND FIRE PENSION FUNDS The 2020 budget marks the first year the City’s contribution to the PABF and FABF will reflect an actuarially-calculated contribution. This will increase the City’s total pension contribution for the two funds by approximately $281.2 million from the $827.5 million budgeted in 2019. In 2020, payments to the two funds total $1.1 billion, with $839.7 million funded from the Property Tax levy, $229.0 million of Corporate Fund revenues, and $40.0 million from the City’s Aviation Enterprise Funds. The 2020 budget reflects a total contribution of $499.0 million, including $124.7 million in revenue from Property Taxes, $81.2 million from the Corporate Fund, $101.9 million funded through revenue from the City’s Enterprise and Special Revenue Funds, and $191.0 million from the Water and Sewer Tax. The Water-Sewer Tax is projected to generate revenue totaling $216.5 million. The remaining $25.5 million not used to make the FY2020 pension contribution will be set aside in escrow in order to help make future years’ contributions. Laborers’ Pension Fund – Corporate Fund Revenue In 2018, the City adopted a 911 surcharge increase, from $3.90 to $5.00. The lower 911 surcharge at $3.90 was insufficient to pay for the full cost of the City’s 911 and emergency response preparedness activities. Therefore, with the 2018 increase in the 911 surcharge, this revenue SUMMARY OF PROPOSED EXPENDITURES - PENSION CONTRIBUTIONS 2019 Budget $421.0M $60.0M $579.0M $248.5M $1,308.5M Municipal Employees' Annuity and Benefit Fund Laborers' and Re�rement Board Annuity and Benefit Fund Policemen's Annuity and Benefit Fund Firemen's Annuity and Benefit Fund Grand Total 53 2020 2020 Proposed Proposed (%) 29.7% $499.0M 4.3% $72.0M 43.9% $737.5M $371.3M 22.1% 100.0% $1,679.8M 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES OTHER FUNDS Surplus is declared in three primary ways: • “Downtown Freeze” TIFs are those in and around the Central Business District that have been reserved only for major infrastructure projects. The full available balance in these TIFs is declared surplus each year. • TIFs being terminated or otherwise ending must have any balance after closing out projects returned as surplus. • For the remaining TIFs, surplus is declared in TIFs with a balance over $750,000. The City declares 25 percent of the balance over $750,000, progressing up to 100 percent of the balance over $2.5 million. TAX INCREMENT FINANCING The City’s Tax Increment Financing (“TIF”) program, which currently includes 140 TIF districts throughout the City, are used primarily to fund infrastructure, affordable housing, and economic development activities to revitalize once blighted parts of the City. 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 when the 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 TIF district for reinvestment within the district and ultimately increasing the property tax base for overlapping taxing districts. In 2020, the City anticipates declaring a TIF surplus of $300.2 million. This will result in $74.1 million for the City’s Corporate Fund, as well as $163.1 million for Chicago Public Schools. As required by State law, funds not needed for projects are to be returned to the County Clerk to be redistributed proportionately to the taxing bodies. The City annually declares surplus funds as part of its operating budget, first by thoroughly examining planned projects and determining the balance required to fund those projects. Termina�on 2013 Repeal 2014 2018 2019 $84.4M $113.2M $175.7M 2012 $171.1M 2011 $65.2M $43.5M $96.5M $176.7M $276.4M $300.2M TIF SURPLUS – TOTAL FOR ALL TAXING DISTRICTS 2015 2016 Expira�on 54 2017 Declared Terminated 2020 2 0 2 0 B U D G E T O V E R V I E W FINANCIAL SUMMARIES PROPERTY TAX LEVY Of the total City levy, $124.7 million is dedicated to fund the Chicago Public Library system with $5.3 million of that dedicated to library employee pension obligations. The Library levy is increasing by $18.4 million over 2019. This increase eliminates the need for the Corporate Fund to subsidize the Chicago Public Libraries and allows libraries to be open on Sundays. According to the most recent report released by the Cook County Clerk, the 2018 total property tax extension across all taxing districts in Chicago is $5.86 billion, of which approximately 25 percent is allocated to the City, one of several taxing districts reflected on Chicago residents’ property tax bills. Revenue from the City’s property tax levy is used to pay the City’s contributions to employee pension funds, debt service obligations, and libraryrelated expenses. The City is capturing, as part of its 2020 levy, new property growth from TIF expirations and new development. The new property growth is applied in the 2020 levy to debt service. The 2020 budget proposal increases the City’s base property tax levy to $1.51 billion, which includes $975.5 million for required pension payments by the City. Debt service-related payments will account for 27 percent of the City’s property tax levy, not including library-related debt service. The total 2020 debt service payment from the property tax levy is $415.2 million. Property tax revenues are not the sole source of funding for the City’s pension contributions and debt payments; other funding sources are also utilized to meet these obligations. PROPOSED PROPERTY TAX LEVY 7.9% 8.3% 38.9% 16.8% 0.7% 27.5% Policeman's Annuity and Benefit Fund Laborers' and Re�rement Board Employees' Annuity and Benefit Fund Long Term Debt Fireman's Annuity and Benefit Fund Chicago Public Library Municipal Employees' Annuity and Benefit Fund An addi�onal por�on 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 some�mes discussed as a part of the overall City property tax levy. However, because the City Colleges func�on as a separate governmental unit, this por�on of the City’s levy is not discussed in detail here. The proposed 2020 levy includes $29.0 million for the payment of City Colleges bonds. 55 PROGRAM AND BUDGET S U M M A R I E S B Y D E PA R T M E N T 2 0 2 0 B U D G E T F O R E C A S T P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N 2020 BUDGET FUNDING COMPARISON BY FUNCTION 2019 Appropriation 2020 Recommendation 620,535,781 635,666,192 Infrastructure Services 1,807,098,015 1,928,766,168 Public Safety 2,523,531,477 2,708,958,226 Community Services 976,973,968 1,003,544,514 City Development 224,096,669 307,687,383 Regulatory 78,035,473 83,701,185 Legislative and Elections 62,176,088 45,669,302 4,947,204,529 5,939,170,030 $11,239,652,000 $12,653,163,000 732,191,000 1,000,722,000 1,647,998,000 1,758,658,000 $8,859,463,000 $9,893,783,000 FUNCTIONAL CATEGORY Finance and Administration General Financing Requirements Grand Total Deduct: Proceeds Grant Funds NET TOTAL 59 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N Finance and Administration FUNDING COMPARISON BY DEPARTMENT 2019 Department 2020 Office of the Mayor 9,308,863 13,088,996 Office of Budget and Management 8,827,382 7,387,730 Department of Innovation and Technology 39,677,541 0 City Clerk 10,756,887 11,165,907 Department of Finance City Comptroller Accounting and Financial Reporting Financial Strategy and Operations Revenue Services and Operations Dept Total 2,950,358 10,611,661 8,865,334 63,434,430 85,861,783 2,781,470 10,262,214 23,263,169 61,056,013 97,362,866 City Treasurer 4,134,722 4,127,036 Department of Administrative Hearings 8,412,662 8,271,385 40,306,777 41,574,075 Department of Human Resources 7,546,282 7,420,618 Department of Procurement Services 9,444,624 9,169,476 3,558,684 134,081,233 153,608,741 105,009,600 0 396,258,258 3,408,078 137,314,264 153,063,776 108,809,547 33,502,438 436,098,103 Department of Law Department of Asset and Information Management Bureau of Finance and Administration Bureau of Facility Management Bureau of Asset Management Bureau of Fleet Operations Bureau of Information Technology Dept Total Total - Finance and Administration $620,535,781 Program Summary 60 $635,666,192 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N OFFICE OF THE MAYOR for the City of Chicago to oversee the development and coordination of policies and practices to advance racial and social equity throughout Chicago. • Created a Mayor’s Office of Enterprise Risk Management, led by the first City Chief Risk Officer, charged with institutionalizing a comprehensive enterprise risk management strategy to address and minimize risk and loss. KEY FUNCTIONS • Directs policy and sets administration priorities • Coordinates activities among City departments and sister agencies • Liaises with county, State, and federal governments as well as other cities • Ensures departments and City employees deliver effective and efficient services 2020 INITIATIVES • Launch the City’s new comprehensive violence reduction strategy in partnership with community groups and law enforcement. Effort will deploy City resources to strengthen community-based interventions for those at highest risk of violence. The City’s new mental health policy framework and investments will also concentrate resources and services to address the trauma facing the city’s most economically disinvested and high-violence neighborhoods. • Continue driving ethics and good governance reforms, including additional transparency on the Chicago’s budgeting process, launching a central FOIA Portal, and working with City Council to overhaul the Council Office of Finance Analysis. • Launch the City’s new Office of Environment and Sustainability in the Mayor’s Office to oversee a new citywide environmental policy agenda and community engagement effort to partner with environmental advocates and practitioners, transitioning Chicago to a clean-energy economy and grow a pipeline to quality jobs for low-income residents from communities that have experienced disproportionate environmental degradation. 2019 KEY RESULTS • Launched a first-of-its-kind summer community safety plan aligning City agencies and delivery of resources to neighborhoods experiencing the highest levels of violence, including key investments like Summer 4 Change that resulted in an 18 percent decrease in murders and an 11 percent decrease in shooting incidents. • Overhauled the workers’ compensation program to reduce possibilities of fraud, improve services to injured workers, and create savings by aligning claims handling practices and procedures with best practices. • Strengthened the City’s code of ethics to increase the statute of limitations on ethics violations, eliminated conflicts of interest in aldermanic outside employment, increased fines for general violations, and further empowered the City’s Inspector General. • Conducted top-to-bottom review of the practice of aldermanic prerogative in administrative decisionmaking to ensure that departments are empowered to make independent, policy-driven decisions. • Created an Office of Equity and Racial Justice, led by the Chief Equity Officer, the first position of its kind PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 2% 10% POLICY AND ADMINISTRATION 10% OPERATIONS 41% INTERGOVERNMENTAL AFFAIRS PRESS OFFICE EXECUTIVE INTERNATIONAL RELATIONS 12% 25% 61 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N OFFICE OF THE MAYOR The Mayor is the chief executive officer of the City of Chicago. Illinois statute provides that the Mayor "shall perform all the duties which are prescribed by law, including the City ordinances, and shall take care that the laws and ordinances are faithfully executed." 2019 FUND SOURCE(S) Corporate Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund Other Grant Funds 2020 FTEs 75 5 Appropriation 7,283,843 436,020 6 1,589,000 2 904,000 86 $9,308,863 116 $13,088,996 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services FTEs Recommendation 109 11,821,540 5 363,456 8,090,674 1,218,189 Program Summary and Description 11,666,889 1,422,107 FTEs EXECUTIVE 2020 Funding 9 1,347,318 POLICY AND ADMINISTRATION 49 5,699,861 PRESS OFFICE Coordinates the exchange of information between the administration, the media, and the public. 15 1,363,744 INTERGOVERNMENTAL AFFAIRS Represents the City at local, state, and federal levels to secure funding, legislation, and public support. 12 1,659,936 INTERNATIONAL RELATIONS Connects Chicago with cities around the world to promote mutually beneficial activities that will enhance the City's global position. 2 243,200 29 3,528,203 OPERATIONS Sets directives for operations and deliverables to City departments. TURNOVER (753,266) Program Summary 62 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N OFFICE OF BUDGET AND MANAGEMENT the City’s revenues and expenditures to provide the framework for the development of the City’s Annual Budget. • Hosted five Budget Town Halls in partnership with the Mayor’s Office throughout September and early October to ensure residents have an opportunity to learn more about the budget process. To give the Budget Town Hall meetings a framework of the topics residents wanted to discuss or learn more about, as well as provide an opportunity to communicate the difficult choices to be made through the budget process, the Office of Budget and Management (“OBM”) launched a public survey which received more than 7,347 responses, and more than 2,500 residents attended the Budget Town Hall meetings. KEY FUNCTIONS • Prepares and executes the City’s budget annually • Oversees the capital improvement program • Provides Citywide grants management oversight • Monitors and forecasts revenue • Manages and tracks various financial activities • Provides Citywide compensation management • Leads various management initiatives 2019 KEY RESULTS • Developed multiple reports and tools for departments to visualize time and attendance data. Coordinated the effort to identify opportunities to implement improvements in citywide workforce management processes and metrics. • Implemented a new user fee cost analysis process that resulted in the creation of a Citywide user fee list and a schedule for ensuring all user fees are reviewed on a consistent basis. In 2019, nearly 50 user fee cost analyses were completed, with the remaining user fees to be reviewed over the next four years, with a reoccurring review schedule in place moving forward. • Designed and implemented a payroll reconciliation tool for grant funds, reducing ineligible grant expenses by $4.8 million and reducing audit findings from four to one. This tool contributed to the City receiving a low audit risk status for the first time since 2003. • Released a redesigned Budget Forecast in August to provide residents an analysis that identifies the opportunities and challenges of the coming budget year. The Budget Forecast included a data-driven review of the current and future financial health of 2020 INITIATIVES • Continue to strengthen the general management of grants through improved internal controls and the elimination of unnecessary processes and antiquated systems, though electronic system consolidations and enhancements, as well as the elimination of redundant processes across departments, creating a more centralized and uniform approach for tracking and reporting across City departments. These updates will also increase transparency to allow the public more insight into financial and programmatic information. • Developed a citywide Policy on Policies in 2019, which provides guidelines for City departments by establishing standards for all City policy documents, and a requirement that all policies are audited on a regular basis. A new Sharepoint site will host all City policies via the creation of a Policy Portal. OBM will release the policy and populate the portal in 2020. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 1% 4% 2% 5% CENTRAL GRANTS MANAGEMENT 7% REVENUE AND EXPENDITURE ANALYSIS APPLICATIONS AND DATA ANALYTICS ADMINISTRATION 7% CAPITAL AND INFRASTRUCTURE MANAGEMENT COMPENSATION CONTROL MANAGEMENT INITIATIVES 54% 19% 63 TIF PROGRAM MANAGEMENT 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N OFFICE OF BUDGET AND MANAGEMENT The Office of Budget and Management ("OBM") is responsible for the preparation, execution and management of the City's annual operating budget and Capital Improvement Program ("CIP"). OBM manages City requests for local, state and federal funds for budgetary and program impacts. OBM coordinates the allocation of funds and monitors expenditures related to the Community Development Block Grant ("CDBG") funds and other state and federal grants. 2019 FUND SOURCE(S) Corporate Fund Water Fund Tax Increment Financing Administration Fund Community Development Block Grant Other Grant Funds FTEs 33 1 1 3 13 Appropriation 3,147,391 130,356 99,624 3,106,011 2,344,000 51 $8,827,382 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 32 3,092,004 1 130,356 1 99,624 2 1,811,746 13 2,254,000 49 5,337,232 3,490,150 $7,387,730 5,230,894 2,156,836 2020 FTEs 4 Funding 551,273 REVENUE AND EXPENDITURE ANALYSIS Prepares annual budget recommendations, and monitors revenue and spending throughout the year. Projects revenue for annual appropriation ordinances. Analyzes revenue impact of new initiatives. Works with departments to comply with audit requirements. 15 1,418,020 MANAGEMENT INITIATIVES Evaluates current City programs and helps departments implement new initiatives to increase the efficiency and effectiveness of City government. 1 145,872 COMPENSATION CONTROL Monitors Citywide personnel and compensation approvals as they relate to the annual appropriation. 3 306,928 CAPITAL AND INFRASTRUCTURE MANAGEMENT Monitors Capital and Infrastructure funds and project spending throughout the year. 4 372,285 APPLICATIONS AND DATA ANALYTICS Create, design, and deliver summary reporting based on data collection and analysis, as well as management reports, personnel tracking, and property OFFICE OF BUDGET AND MANAGEMENT tax projections. Develop, maintain, and support citywide operating and capital budget applications. Program Summary and Description 6 554,677 Program Summary and Description ADMINISTRATION TIF PROGRAM MANAGEMENT Monitors Tax Increment Financing funds and project spending throughout the year. Program Summary CENTRAL GRANTS MANAGEMENT Prepares annual grant budget recommendations, and monitors grant expenditures and performance. Works with departments to comply with audit requirements. TURNOVER 2020 FTEs 1 Funding 99,624 15 4,059,744 (120,693) 64 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N OFFICE OF THE CITY CLERK 2020 INITIATIVES • Continue City Council modernization and streaming by developing a new legislative document management software. • Increase revenue streams through compliance with the City’s Wheel Tax and increase accessibility to products through a targeted mailing to non-compliance vehicle owners. • Expand Mobile City Hall locations and service delivery through increasing partnerships with additional City departments and Sister Agencies to provide more services at events. KEY FUNCTIONS • Administers the City’s Wheel Tax, Residential Parking Permits, Peddler’s License and Automatic Amusement License • Provides public access to legislation • Manages the CityKey and Chicago Rx program • Implements and oversees Mobile City Hall 2019 KEY RESULTS • Issued through August 2019: • 827,810 City Vehicle Stickers • 182,408 residential daily passes • 13,370 dog licenses • 15,953 CityKeys • Managed the posting of more than 11,600 legislative documents online. • Hosted more than 13 Mobile City Halls, with eight more scheduled for the second half of 2019. • Worked with the Department of Asset and Information Management to upgrade existing City Council and Committee Streaming infrastructure to allow for live streaming of all City Council and committee meetings. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 5% 8% LICENSE MANAGEMENT CITY COUNCIL SUPPORT ADMINISTRATION MUNICIPAL ID 25% 62% 65 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N CITY CLERK The City Clerk collects, records and stores the City's official records as well as City Council legislation. The City Clerk is responsible for providing public access to legislation, laws, records and reports; selling City Vehicle Stickers and Residential Zone Parking Permits; issuing automatic amusement device licenses; administering Municipal ID, KIDS ID and Medical ID programs; and administering the City's dog registration program. 2019 FUND SOURCE(S) Corporate Fund Vehicle Tax Fund FTEs 37 63 Appropriation 4,106,685 6,650,202 100 $10,756,887 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 36 4,317,536 60 6,848,371 96 $11,165,907 7,129,114 3,627,773 Program Summary and Description 6,951,368 4,214,539 FTEs 2020 Funding ADMINISTRATION 10 932,277 CITY COUNCIL SUPPORT Conducts and records all official meetings of the City Council. 26 2,891,473 LICENSE MANAGEMENT Administers the City's vehicle sticker program and distributes all general City licenses. 60 7,056,232 MUNICIPAL ID Administers the City's Municipal ID program, which enables Chicagoans to obtain a valid government-issued ID for use in accessing a range of services. TURNOVER 526,204 (240,279) Program Summary 66 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF FINANCE 2020 INITIATIVES • Continue to focus on providing billing relief for lowincome utility customers. • Implement a more comprehensive billing system for Midway International Airport. • Implementation of ePayables, a new vendor payment system that will allow the City to make payments utilizing a 16-digit account number on the Visa network. • Continue transition of the Workers’ Compensation Program and identify process improvements and efficiencies. • Pursue additional enforcement of accounts receivable collections through a partnership with the Department of Procurement Services to enforce debt collection from vendors before contracts are awarded. KEY FUNCTIONS • Responsible for the collection of all City revenue • Prepares City financial statements • Administers the employee healthcare program • Conducts tax enforcement/collections • Prepares employee payroll and vendor disbursements • Administers the City’s Workers’ Compensation Program 2019 KEY RESULTS • Concluded the 2018 Financial Statements audit with zero material weaknesses or deficiencies. • Completed tax assessments and collections ahead of stated quarterly goal as of August 2019. • Completed vendor payments at an average rate of 2.4 days as of the second quarter, below the five-day goal. • Implemented various fines and fees reforms, including the administration of the City Sticker debt relief program. • Implemented new ticket issuance technology which includes new devices to facilitate efficient ticket issuance and data analytics to guide resource allocation for equitable and effective enforcement. • Completed Phase I of the upgrade to the City’s 20 yearold utility billing and customer management system. The City is achieving savings by upgrading instead of purchasing a new system and the enhancements improve performance, increase security, minimize the risk of system failure and significantly extend the life of the system. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 5% 4% 7% 31% ACCOUNTS RECEIVABLE FINANCIAL STRATEGY AND OPERATIONS STREET OPERATIONS 10% ACCOUNTING AND FINANCIAL REPORTING TAX POLICY AND ADMINISTRATION PAYMENT PROCESSING ADMINISTRATION 18% 24% 67 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF FINANCE City Comptroller The Department of Finance ("DOF") provides effective and efficient management of the City's financial resources. DOF is responsible for the collection and disbursement of City revenues, and all funds required to be in the custody of the City Treasurer. 2019 FUND SOURCE(S) Corporate Fund Water Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund FTEs 31 Appropriation 2,927,602 4,552 5,100 6,552 6,552 31 $2,950,358 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 29 2,758,714 4,552 5,100 6,552 6,552 29 2,905,602 44,756 2,736,014 45,456 2020 FTEs 29 Program Summary and Description ADMINISTRATION TURNOVER $2,781,470 Funding 2,903,111 (121,641) Program Summary 68 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF FINANCE Accounting and Financial Reporting 2019 FUND SOURCE(S) 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 FTEs 55 5 2 24 6 6 3 Appropriation 5,493,393 424,581 171,905 2,175,390 768,732 1,232,660 345,000 101 $10,611,661 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 53 5,411,514 3 269,348 2 177,069 25 2,260,490 6 765,468 5 1,088,325 3 290,000 97 9,100,804 1,510,857 8,794,839 1,467,375 2020 FTEs 2 Program Summary and Description ADMINISTRATION ACCOUNTING AND FINANCIAL REPORTING Provides accounting, auditing, and financial reporting for all components of the City. TURNOVER $10,262,214 95 Funding 355,649 10,211,346 (304,781) Program Summary 69 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF FINANCE Financial Strategy and Operations 2019 FUND SOURCE(S) FTEs 77 4 5 Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Chicago Parking Meters Fund 2 2 Total Full-time Equivalent Positions and Amounts Appropriation 7,477,353 296,239 466,970 64,842 224,226 335,704 0 90 $8,865,334 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 76 7,954,781 4 299,157 4 433,356 34,592 2 228,400 2 312,883 14,000,000 88 $23,263,169 7,466,041 1,399,293 7,475,406 15,787,763 2020 FTEs 1 Program Summary and Description ADMINISTRATION FINANCIAL STRATEGY AND OPERATIONS 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, casualty risks and employee benefits programs. 87 Funding 138,348 23,469,487 TURNOVER (344,666) DEPARTMENT OF FINANCE Revenue Services and Operations FUND SOURCE(S) Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Total Full-time Equivalent Positions and Amounts 2019 FTEs 405 35 7 Appropriation 52,773,715 8,852,846 1,807,869 0 447 $63,434,430 ALLOCATION Personnel Services Non-Personnel Services FTEs Recommendation 397 50,592,439 36 8,640,350 7 1,746,224 77,000 440 $61,056,013 27,117,230 36,317,200 Program Summary and Description ADMINISTRATION 2020 27,254,587 33,801,426 FTEs 2020 Funding 2 774,034 PAYMENT PROCESSING Provides and oversees cashiering and reporting of payments made to the City. Manages and operates payment centers throughout the City. 59 4,980,226 TAX POLICY AND ADMINISTRATION Provides and oversees City tax administration, enforcement, policy formation, and customer service. 67 7,032,227 70 STREET OPERATIONS Provides and oversees parking enforcement and booting operations, and manages the residential disabled parking permit program. 235 18,205,344 Program Summary Personnel Services Non-Personnel Services 27,117,230 36,317,200 27,254,587 33,801,426 2 0 2 0 B U D G E T O V E R V I E W 2020 Program Summary and Description P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA RFTEs TMENT ADMINISTRATION 2 Funding 774,034 PAYMENT PROCESSING Provides and oversees cashiering and reporting of payments made to the City. Manages and operates payment centers throughout the City. 59 4,980,226 TAX POLICY AND ADMINISTRATION Provides and oversees City tax administration, enforcement, policy formation, and customer service. 67 7,032,227 STREET OPERATIONS Provides and oversees parking enforcement and booting operations, and manages the residential disabled parking permit program. 235 18,205,344 ACCOUNTS RECEIVABLE Oversees and performs billing and citation notices. Manages collection and cost recovery of various debts owed to the City. 77 31,061,938 TURNOVER (997,756) Program Summary 71 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N CITY TREASURER’S OFFICE Public Libraries, City Colleges and other non-profit organizations to host financial education classes for adults. The Treasurer’s Office is working to establish the CPS program in at least 20 schools by the end of 2019. KEY FUNCTIONS • Manages the City’s cash and investment portfolios • Oversees and administers the Chicago Catalyst Fund • Provides financial empowerment, education and counseling across the City 2020 INITIATIVES • The Chicago Catalyst Fund will continue to seek opportunities to invest in neighborhoods throughout the City to increase economic development, particularly in underserved areas on the south and west sides. To assist with these efforts, a task force has been created within the City Treasurer’s Office to examine the programs to look for ways to connect with Chicago’s business leaders to better position the Catalyst Fund to identify meaningful opportunities to make a positive economic impact for residents. • Host at least two small business entrepreneurship expos in 2020 to assist small business entrepreneurs with expanding business and financial networks in Chicago. • Continue to work with the national non-profit Operation HOPE to launch Chicago Uplift 2020, a partnership to bring free financial empowerment resources to Chicago’s neighborhoods. Will also expand the Bank On Chicago Program to assist the unbanked and under-banked in the City of Chicago to gain access to banking account services. 2019 KEY RESULTS • Managed approximately $8.9 billion in investment assets. The Office executed investment purchases of $8.2 billion as of Q2 2019, and is projected to have year-end earnings of $200 million across more than 1,200 individual positions. The Treasurer’s Office also managed $4.6 billion in outflows to pay vendors, payroll, debt service, and pension liabilities during the first half of 2019. • In late fall 2019, the Treasurer’s Office hosted a Women’s Business Entrepreneur Expo. This event is organized to assist and support women entrepreneurs in Chicago and connect them with valuable business resources, connections for mentoring, and other necessary services to expand and grow their businesses. • Seed funding was approved by City Council for the Chicago Catalyst Fund for 2019, and the Treasurer’s Office was charged with appointing the Board of Directors. The Chicago Catalyst Fund’s first investments are scheduled to take place in late 2019, spurring economic development in underserved neighborhoods while generating market-rate returns taxpayers. • The Treasurer’s Office is dedicated to reestablishing financial education classes to the Chicago Public Schools (“CPS”), and collaborating with Chicago PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 13% 36% PORTFOLIO MANAGEMENT FINANCIAL REPORTING ADMINISTRATION 22% ECONOMIC DEVELOPMENT 30% 72 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N CITY TREASURER The Office of the City Treasurer is the custodian and manager of all cash and investments for the City of Chicago, the four City employee pension funds, and the Chicago Teacher's Pension Fund. Additionally, the office of the City Treasurer manages outreach programs that promote economic development in Chicago's neighborhoods. 2019 FUND SOURCE(S) Corporate Fund Water Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Tax Increment Financing Administration Fund FTEs 8 4 2 3 9 4 Appropriation 1,656,304 456,237 224,824 317,998 1,069,602 409,757 30 $4,134,722 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 8 1,662,891 4 451,354 2 225,857 3 339,875 9 1,033,601 4 413,458 30 $4,127,036 2,629,800 1,504,922 Program Summary and Description 2,622,114 1,504,922 FTEs 2020 Funding ADMINISTRATION 7 921,574 PORTFOLIO MANAGEMENT Manages the City's investment portfolio. 9 1,520,324 FINANCIAL REPORTING Performs accounting and financial reporting duties for the City's revenue and disbursement accounts. Serves as liaison with outside auditors and City departments. 11 1,252,019 ECONOMIC DEVELOPMENT Develops and implements economic development programs, coordinates program marketing and public affairs, and works with financial institutions and other governmental offices. 3 530,670 TURNOVER (97,551) Program Summary 73 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF ADMINISTRATIVE HEARINGS 2020 INITIATIVES • Implementation of text message notification to respondents with Chicago Police Department issued citations, which is expected to increase appearance rates, thereby reducing the number of default orders and set-aside hearings and resulting in savings for related costs such as postage and Administrative Law Judge hours. • Beginning in mid-2020, DOAH will receive case filings for Department of Streets and Sanitation violations via an electronic clerk review queue. These filings will reduce the amount of paper stored at DOAH’s scanning vendor. KEY FUNCTIONS • Adjudicates ordinance violations issued by municipal departments • Monitors time to disposition and case clearance rates for each case type • Schedules requests for hearings and motions • Provides training for Administrative Law Judges and Department of Administrative Hearings (“DOAH”) staff • Reviews case filings for conformance with DOAH and scheduling guidelines 2019 KEY RESULTS • Implemented an automated proof of mail stamp for non-vehicle division default orders. This stamp will now generate simultaneously when a default is printed by staff, which will result in an estimated time savings of one minute of processing time for 98,452 defaults. This efficiency will result in the reallocation of 1,641 staff hours that can be dedicated to other divisional duties. • Completed the migration of DOAH’s case management system (“AHMS”) to a cloud-based data storage device. Significant quantities of data from late-2001 to present was brought over to the cloud, allowing AHMS to now reside on a more stable platform. This will also allow other significant projects such as text message notification of hearing dates and online payment functionality to move towards implementation. • Certified 20,154 court orders, a 46 percent increase from the previous year as of the end of July 2019, which will now be filed as Memorandums of Judgment in the Circuit Court. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 7% 12% 33% VEHICLE HEARINGS CUSTOMER SERVICES MUNICIPAL HEARINGS ADMINISTRATION CONSUMER AND ENVIRONMENTAL HEARINGS 14% BUILDING HEARINGS 15% 19% 74 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF ADMINISTRATIVE HEARINGS The Department of Administrative Hearings ("DOAH") is an independent entity that provides fair and impartial administrative hearings for violations of the Municipal Code of Chicago, the Chicago Park District Code, and the Chicago Transit Authority Code. DOAH does not hear cases where incarceration is sought. 2019 FUND SOURCE(S) FTEs 42 Corporate Fund 2020 Appropriation 8,412,662 FTEs Recommendation 41 8,271,385 3,125,393 5,287,269 3,122,148 5,149,237 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description FTEs ADMINISTRATION 2020 Funding 13 1,212,126 CUSTOMER SERVICES 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. 5 1,558,261 BUILDING HEARINGS Conducts hearings that involve violations of the Building, Fire, and Zoning Codes. 5 587,875 CONSUMER AND ENVIRONMENTAL HEARINGS Conducts hearings involving public vehicles, unlicensed businesses, deceptive or fraudulent business practices, unstamped cigarette sales, overweight trucks, and towed vehicles. Also, conducts hearings related to violations of the Health, Sanitation, Environmental, and Transportation Codes. 6 1,031,853 MUNICIPAL HEARINGS 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 permits. 6 1,222,439 VEHICLE HEARINGS Conducts hearings for parking, red light, automated speed camera, and booted vehicle violations. 6 2,775,652 TURNOVER (116,821) Program Summary 75 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF LAW • Continued to file a number of undervaluation cases with the Board of Review in order to prevent a shift of property taxes from large commercial and industrial properties to smaller businesses and homeowners.  In early 2019, the City reached settlements in seven cases that, when implemented, will help to eliminate about $18.3 million in refund exposure for all taxing districts, preventing a shift of about $12.6 million in tax burden from these  large value commercial properties to all other property owners, and securing an estimated increase of $6.5 million in property tax liability for these high value commercial properties. KEY FUNCTIONS • Manages 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 • Responsible for drafting, reviewing, and advising the City on proposed federal, state, and local legislation • Ensures that the City’s policies and operations comply with applicable legal requirements • Participates in housing, nuisance abatement, environmental, and anti-crime initiatives that significantly improve public safety and the quality of life in neighborhoods throughout Chicago 2020 INITIATIVES • Focus on increasing output from the department’s Affirmative Litigation Division to assist with enforcement of the Municipal Code. • Reduce outside counsel costs through increasing the capacity of the Department of Law and identifying additional areas of opportunity to bring areas historically managed by outside counsel. • Begin implementation of a new case management system and expansion of ticket processing for tickets issued by the Department of Streets and Sanitation to more efficiently identify property owners and allow tickets issued by departments such as the Chicago Department of Transportation to be electronically filed at the Department of Administrative Hearings. • Implement a new case management and document management software that interfaces with a new City risk management information system. 2019 KEY RESULTS • Pursued action against an out-of-state, not-for-profit entity created entirely to acquire large apartment buildings on the City’s south side with tax-exempt bonds. This organization allowed these buildings to deteriorate due to deferred maintenance and poor management. The Department of Law created a litigation strategy to get all 74 properties managed by the organization into court and appoint receivers on all impacted properties to protect the tenants and occupants. • Collected more than $11.8 million in various City taxes and fees, including the Real Property Transfer Tax, Telecommunications Tax, Amusement Tax, and Ground Transportation Tax, among others. On average, this represented collections of about $2 million for each attorney staffing these cases. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 3% 2% 2%1% 5% 33% 6% LITIGATION PROSECUTIONS ADMINISTRATION COLLECTION, OWNERSHIP & ADMIN LITIGATION 6% AERC LABOR FINANCE AND ECONOMIC DEVELOPMENT APPEALS REAL ESTATE 7% LEGAL COUNSEL LEGAL INFORMATION 15% 20% 76 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF LAW The Department of Law ("DOL") is the legal advisor to the Mayor, City departments, commissions, and the City Council as they establish and administer policies and programs to benefit Chicago residents. DOL assists with preparation and enforcement of effective ordinances, and represents the City's interest in litigation. 2019 FUND SOURCE(S) 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 FTEs 351 16 23 7 3 19 12 18 Appropriation 30,621,035 1,726,929 1,562,583 826,394 456,089 2,090,429 1,177,426 1,845,892 449 $40,306,777 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 336 30,715,550 15 1,644,726 23 1,597,154 7 873,038 3 416,998 19 2,155,114 12 1,203,003 26 2,968,492 441 36,535,888 3,770,889 37,803,275 3,770,800 2020 FTEs 23 Program Summary and Description ADMINISTRATION $41,574,075 Funding 6,262,802 LITIGATION Represents the City and City officials in a broad range of litigation, in both federal and state court, and also provides pre-litigation counseling to many departments. 156 14,018,592 PROSECUTIONS Prosecutes violations of the Municipal Code of Chicago relating to transportation, police citations, and traffic matters in the Circuit Court of Cook County. Enforces the Building and Zoning Codes by prosecuting code violations in both Housing Court and Administrative Hearings. 110 8,523,554 AERC The Aviation, Environmental, Regulatory, and Contracts Division ("AERC") handles litigation and transactional matters in the areas of aviation, environment, finance and bankruptcy, general regulatory, intellectual property, public utilities, and telecommunications. Represents City departments in matters involving the acquisition or sale of services, and intellectual property. Licenses City space for revenue-generating purposes. 28 2,734,144 7 611,106 LEGAL INFORMATION Provides legal advice concerning the Freedom of Information Act ("FOIA"). Program Summary 77 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF LAW 2020 FTEs 13 Funding 1,324,182 LABOR Represents the City in grievances and arbitrations arising under the City's collective bargaining agreements and assists in contract negotiations. Provides counsel to departments on labor, personnel, and employment matters. 26 2,494,719 LEGAL COUNSEL Drafts legislation and provides legal advice and opinions to the Mayor, City Council, City departments and City agencies. 7 747,588 FINANCE AND ECONOMIC DEVELOPMENT 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. 21 2,248,268 REAL ESTATE Represents the City in land acquisitions and dispositions, City leases, affordable housing programs, and condemnations, zoning, right of way and environmental matters. Serves as legal counsel to the Community Development Commission, Commission on Chicago Landmarks, and the Transportation Committee. 10 999,216 COLLECTION, OWNERSHIP & ADMIN LITIGATION 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. 40 3,068,158 Program Summary and Description APPEALS Responsible for state and federal appellate work in the four appellate courts that handle Illinois cases. TURNOVER (1,458,254) Program Summary 78 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF HUMAN RESOURCES for the initial phase of this course included 1,579 participants. • Issued a new policy covering employees’ right to seek accommodations for pregnancy, childbirth and related conditions. The policy, which took effect February 1, 2019, sets forth procedures the City’s Disability Officer will follow and ensures that reasonable accommodation requests regarding pregnancy and related conditions are evaluated consistently and efficiently. Since instituting the policy, DHR has processed over a dozen accommodation requests. KEY FUNCTIONS • Oversees recruitment, selection, and hiring across all City departments • Develops and administers exams used for promotions and filling vacancies • Establishes and maintains the City’s position classification and salary plan • Enforces the City’s Diversity and Equal Employment Opportunity Policy and administers the City’s Reasonable Accommodation Policies • Provides counseling services to employees through the Employee Assistance Program • Houses and provides support for the Human Resources Board 2020 INITIATIVES • Continue to work with the Office of the Inspector General to make changes to the City’s Hiring Plans. These changes are expected to reduce time-to-fill and provide more flexibility for hiring managers when filling positions. • Work to reduce paperwork used for various aspects of hiring and processing human resources-related transactions. This is expected to result in at least four processes moving to an electronic format, which will not only reduce the amount of paper used but also reduce the amount of time needed to process transactions and provide for enhanced reporting capabilities. • Release updates to the City’s Family and Medical Leave Act (“FMLA”) Policy that will assist departments in processing requests for leave made under FMLA. This will also include the development of templates and forms that will ease the administrative burden in processing FMLA and other leave requests made by employees. 2019 KEY RESULTS • Shifted to conducting smaller scale exam administrations for the position of entry-level Police Officer utilizing a shorter application period and testing smaller groups of candidates multiple times per year rather than several thousand candidates twice a year. This change resulted in a cost savings of more than $1 million and reduced the time to send test results by 50 percent. • Launched a new Learning Management System, known as Chicago eLearning. Since the launch, the Department of Human Resources (“DHR”) has worked with several departments to implement training programs for employees, including an Introduction to Trauma-Informed Practice, developed by the Chicago Department of Public Health and deployed to various City departments and sister agencies. Enrollment PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 6% 11% EMPLOYMENT SERVICES WORKFORCE COMPLIANCE 41% ADMINISTRATION INFORMATION SERVICES STRATEGIC SERVICES 20% 21% 79 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF HUMAN RESOURCES The Department of Human Resources ("DHR") facilitates the effective delivery of City services through the establishment of a professional human resource management program. This includes attracting, developing, and retaining quality personnel and fostering equal employment opportunities for all the citizens of Chicago. The Human Resources Board ("HRB") conducts hearings of charges brought against career service employees. HRB is responsible for providing advice and counsel to the Mayor and to the Commissioner of Human Resources in all aspects of public sector human resource administration including manpower utilization, manpower training, employee grievances and employee salaries. DHR provides administrative support to the HRB. 2019 FUND SOURCE(S) Corporate Fund Water Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund FTEs 78 3 1 3 Appropriation 6,873,622 287,319 101,310 284,031 85 $7,546,282 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 76 6,830,593 2 188,141 1 108,165 3 293,719 82 $7,420,618 6,845,472 700,810 6,738,601 682,017 2020 FTEs 11 Funding 1,560,100 EMPLOYMENT SERVICES Manages and monitors the hiring and promotion process for all City departments, as well as classification and compensation. Ensures compliance with the City's Hiring Plan and federal requirements, including fingerprinting and background checks. 34 3,158,490 INFORMATION SERVICES Controls the creation and maintenance of all employee records. Manages all web and technical programming, including the TALEO and CAREERS online application programs. 11 857,464 STRATEGIC SERVICES Manages all programs related to testing services, including test development and test administration. 6 485,190 WORKFORCE COMPLIANCE Manages employee performance evaluations, as well as the Reasonable Accommodations and Employee Assistance programs. This section also includes Equal Employment Opportunity and Violence in the Workplace programs. 20 1,623,937 Program Summary and Description ADMINISTRATION DEPARTMENT OF HUMAN RESOURCES Program Summary and Description Program Summary TURNOVER 80 FTEs 2020 Funding (264,563) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF PROCUREMENT SERVICES 2020 INITIATIVES • Begin work with the Department of Law and City Council to formally acknowledge LGBT Business Enterprises in the municipal code, foster business development initiatives for these businesses, and conduct data analysis regarding the utilization of LGBT businesses in an effort to determine the need for and scope of an initiative. • Implement a certification and compliance management system to better monitor certifications and track MBE/WBE/BEPD/DBE compliance goals within City contractual agreements. The new system will include an MBE/WBE vendor profile site that will allow vendors to showcase their skill-set and niche areas. • Develop a program to incentivize partnerships between primes, subs and assist agencies wherein the entities commit to collaborate to increase opportunities for M/ WBEs and the workforce in Chicago’s underserved communities. KEY FUNCTIONS • Manages contract administration across the City • Certifies Minority, Women, Veterans, Business Enterprises Owned by People with Disabilities and Disadvantaged Businesses • Enforces contract compliance • Facilitates community outreach and engagement regarding City procurement opportunities and rules • Manages salvage auctions for various City departments 2019 KEY RESULTS • Increased contract awards through the eProcurement system from 20 in 2018 to 62 as of mid-2019 by continued expansion and utilization of the system. In addition, the Department of Procurement Services (“DPS”) began piloting Professional Services Requests for Proposals using eProcurement. The professional services pilots will allow DPS to adjust the request for proposal business process to best utilize the capabilities of eProcurement. • Entered into service and reimbursement agreements with non-profit and chambers of commerce to act as assist agencies to provide training and related assistance to current or prospective minority and women owned businesses. To date, this program has assisted over 300 businesses by providing education and counseling about numerous business-readiness topics, including certification application preparation, financial coaching and bond-readiness, and core business skills such as business plan development. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 16% CONTRACT MANAGEMENT CERTIFICATION AND COMPLIANCE ADMINISTRATION 58% 26% 81 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF PROCUREMENT SERVICES The Department of Procurement Services ("DPS") is the contracting authority for the procurement of goods and services for the City of Chicago. DPS works with all City departments and its customers to guarantee an open, fair and timely process by establishing, communicating and enforcing superior business practices. 2019 FUND SOURCE(S) Corporate Fund Water Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Other Grant Funds FTEs 79 4 5 19 Appropriation 7,186,519 252,172 383,670 1,600,263 22,000 107 $9,444,624 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 74 6,857,237 4 287,797 5 405,105 19 1,619,337 0 102 $9,169,476 8,629,718 814,906 Program Summary and Description 8,563,643 605,833 FTEs 2020 Funding ADMINISTRATION 14 1,581,442 CONTRACT MANAGEMENT Facilitates the procurement process to secure high-quality goods and services in a timely and cost-effective manner. 61 5,520,393 CERTIFICATION AND COMPLIANCE Manages the Certification Program for disadvantaged, minority and women owned businesses, including: MBE, WBE, BEPD, DBE, and ACDBE certifications. Monitors vendor compliance with contract commitments and applicable laws and regulations. 27 2,491,694 TURNOVER (424,053) Program Summary 82 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT 2019 RESULTS • Anticipate strategic utility hedging to deliver $6.6 million in savings in 2019. • Launched the Community Market Place on the Riverwalk, an investment that will provide minority and women-owned businesses exposure to the high volume of visitors on the Riverwalk. • Provided 2,361 safety training classes to 905 employees through June 2019, which has contributed to reducing the year-to-date OSHA Total Recordable Incident Rate to 3.9 incidents per 100 people, a reduction from the 2018 rate of 7.5. • Led the construction and opening of the new AIM Headquarters in Englewood. KEY FUNCTIONS • Repairs and maintains City vehicles, as well as those owned by sister agencies • Operates and maintains City facilities, both owned and leased, through custodial, landscaping, carpentry, painting, and other professional services • Provides capital and space planning to facilitate personnel moves in support of the City’s space optimization efforts • Leads real estate management for both owned and leased buildings • Provides oversight for a variety of City-wide services including printing, graphic design, and photography services; document retention services; and ComEd franchise agreement oversight • Maintains, manages, and markets the Riverwalk • Procures fuel and utilities in support of City operations • Manages sustainability planning, brownfield management, solid waste disposal, construction debris management, NEPA reviews and oversight of the Citywide Environmental Health & Safety Compliance Program • Beginning in 2020, the functions of the Department of Innovation and Technology will be merged into the Department of Asset and Information Management in order to integrate the City’s technology and innovation operations into a unified overall asset management model 2020 INITIATIVES • Reach 50 percent completion of the environmental remediation of the Carnotite Reduction site located on the Michael Reese Hospital parcel. • Complete equal access accommodations to 34 more Chicago Fire Department firehouses. • Assess information technology applications and infrastructure in all City departments to inform recommendations for consolidation, retirements, upgrades, or replacement. This will result in a prioritization of these recommendations into a strategic plan, identifying projected outcomes as well as cost estimates for suggested projects. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 0% 5% 5% 1% 28% 8% ENERGY SERVICES FLEET OPERATIONS FACILITY MANAGEMENT 11% GRAPHICS SERVICES ENVIRONMENTAL HEALTH AND SAFETY INFORMATION TECHNOLOGY SUPPORT SERVICES LEASE & REAL ESTATE PORTFOLIO MANAGEMENT 1% CAPITAL IMPROVEMENTS ADMINISTRATION 18% 25% 83 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT Bureau of Finance and Administration The Department of Asset and Information Management ("AIM") is responsible for maintaining and repairing the inventory of City owned and leased vehicles and the operation, maintenance and repair of City buildings and properties. AIM is also responsible for custodial services, security coverage, graphic services, mail service, relocation services, document storage and management, and environmental, health, and safety management. Finally, AIM coordinates Citywide technology business processes and solutions, and provides network, database, software, and technical support for all City departments. 2019 FUND SOURCE(S) FTEs 35 Corporate Fund 2020 Appropriation 3,558,684 FTEs Recommendation 33 3,408,078 3,016,996 541,688 2,905,490 502,588 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description FTEs ADMINISTRATION 2020 33 TURNOVER Funding 3,532,769 (124,691) Program Summary 84 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T F I N A N C E A N D A D M I N I S T R AT I O N DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT Bureau of Facility Management 2019 FUND SOURCE(S) Corporate Fund Water Fund Vehicle Tax Fund Library Fund Other Grant Funds FTEs 397 Appropriation 76,734,148 245,635 1,581,660 9,387,790 46,132,000 397 $134,081,233 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 384 78,331,093 540,869 2,111,687 11,219,615 1 45,111,000 385 $137,314,264 35,172,955 98,908,278 Program Summary and Description 35,450,012 101,864,252 FTEs 2020 Funding 9,000 ADMINISTRATION SUPPORT SERVICES Provides central mailing and document retention services citywide. 76,000 FACILITY MANAGEMENT Maintains properties, and manages custodial, security, and landscaping services at all City-owned and leased facilities. 185 73,688,099 ENVIRONMENTAL HEALTH AND SAFETY Develops and manages the City's comprehensive Environmental, Health, and Safety Compliance program. 1 45,124,775 CAPITAL IMPROVEMENTS Provides architectural, engineering, and construction services for City facilities. Plans, programs, designs improvements at all City facilities. Oversees joint venture projects with the Public Building Commission. 199 19,875,453 TURNOVER (1,459,063) DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT Bureau of Asset Management FUND SOURCE(S) Corporate Fund Water Fund Vehicle Tax Fund Motor Fuel Tax Fund Sewer Fund Library Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Community Development Block Grant Other Grant Funds 2019 FTEs 51 Appropriation 55,171,367 24,167,462 17,450,294 14,197,447 1,371,633 5,373,827 7,248,800 27,988,968 Program Summary 2 268,943 370,000 Total Full-time Equivalent Positions and Amounts 53 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description SUPPORT SERVICES $153,608,741 2020 FTEs Recommendation 50 53,507,568 23,747,564 17,448,725 14,659,391 1,366,963 5,408,356 7,183,527 29,280,017 2 286,665 175,000 52 $153,063,776 4,318,096 149,290,645 85 4,277,698 148,786,078 2020 FTEs 3 Funding 239,952 Chicago Midway Airport Fund Chicago O'Hare Airport Fund Community Development Block Grant 2 0 2 0 Other Grant Funds 7,248,800 7,183,527 27,988,968 29,280,017 2 2 268,943 286,665 B U D G E T O V E R V I E W 370,000 175,000 P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T 53 52 $153,608,741 $153,063,776 Total Full-time Equivalent Positions and F I N A N C E A N D A D M I N I S T R AT I O N Amounts ALLOCATION Personnel Services Non-Personnel Services 4,318,096 149,290,645 Program Summary and Description SUPPORT SERVICES Provides central mailing and document retention services citywide. 4,277,698 148,786,078 2020 FTEs 3 FACILITY MANAGEMENT Maintains properties, and manages custodial, security, and landscaping services at all City-owned and leased facilities. Funding 239,952 4,550,354 LEASE & REAL ESTATE PORTFOLIO MANAGEMENT Develops standard procedures for the terms, enforcement, and negotiation of leases; evaluates space needs, lease consolidations, and build-out designs. 4 20,921,333 ENERGY SERVICES Develops and executes energy procurement strategies, oversees energy contract management, researches the energy market to ensure rate optimization, and applies for energy-related grants. 5 121,754,842 ENVIRONMENTAL HEALTH AND SAFETY Develops and manages the City's comprehensive Environmental, Health, and Safety Compliance program. 14 2,769,220 GRAPHICS SERVICES 26 3,002,107 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, DEPARTMENT and all other printed OF materials. ASSET AND INFORMATION MANAGEMENT TURNOVER (174,032) Program Summary DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT Bureau of Fleet Operations 2019 FUND SOURCE(S) Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Library Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services FTEs 446 49 17 82 Appropriation 74,498,174 6,776,260 3,623,876 4,054,220 52,485 3,226,732 12,777,853 620 $105,009,600 26 54,887,056 50,122,544 Program Summary and Description FLEET OPERATIONS 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 86 field technicians. TURNOVER 2020 FTEs Recommendation 437 79,403,154 49 7,119,310 109,040 26 4,091,209 33,520 17 3,231,519 99 14,821,795 628 $108,809,547 56,544,725 52,264,822 2020 Funding FTEs 628 111,215,546 (2,405,999) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T DEPARTMENT OF ASSET AND INFORMATION MANAGEMENT Bureau of Information Technology 2019 FUND SOURCE(S) FTEs Corporate Fund Water Fund Library Fund Total Full-time Equivalent Positions and Amounts 2020 Appropriation 0 0 0 0 ALLOCATION Personnel Services Non-Personnel Services $0 FTEs Recommendation 93 25,602,664 6,656,404 13 1,243,370 106 $33,502,438 0 0 Program Summary and Description 10,898,976 22,603,462 FTEs INFORMATION TECHNOLOGY Designs and manages complex components of the City's enterprise network; designs and maintains Citywide enterprise applications; and maintains and supports the City IT infrastructure and supports all hardware and software. TURNOVER 2020 106 Funding 33,958,973 (456,535) Program Summary 87 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES Infrastructure Services FUNDING COMPARISON BY DEPARTMENT Department 2019 2020 Department of Streets and Sanitation Commissioner's Office Administrative Services Division Bureau of Sanitation Bureau of Rodent Control Bureau of Street Operations Bureau of Forestry Bureau of Traffic Services Dept Total 2,958,809 2,073,479 164,113,109 12,905,428 43,228,180 17,943,006 24,804,329 268,026,340 2,376,525 2,046,317 166,148,042 13,082,292 46,900,220 19,062,587 24,912,857 274,528,840 Chicago Department of Transportation Office of the Commissioner Division of Administration Division of Engineering Division of Traffic Safety Division of Infrastructure Management Division of Sign Management Division of Project Development Division of Electrical Operations Division of In-House Construction Dept Total 4,424,328 5,079,958 171,288,664 16,366,108 11,107,117 4,567,945 71,399,651 33,143,526 75,660,190 393,037,487 2,653,297 5,163,263 223,590,546 16,262,004 11,885,328 5,366,529 88,756,595 34,433,156 80,071,275 468,181,993 Chicago Department of Aviation Chicago Midway Airport Chicago-O'Hare International Airport Dept Total 170,115,978 663,628,809 833,744,787 183,688,637 687,558,727 871,247,364 Department of Water Management Commissioner's Office Bureau of Administrative Support Bureau of Engineering Services Bureau of Water Supply Bureau of Operations and Distribution Bureau of Meter Services Dept Total 10,744,834 5,695,381 24,552,561 89,475,592 169,950,845 11,870,188 312,289,401 17,144,163 4,820,655 23,017,647 92,436,667 166,655,133 10,733,706 314,807,971 Total - Infrastructure Services $1,807,098,015 Program Summary 88 $1,928,766,168 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF STREETS AND SANITATION • Launched a citywide recycling public awareness campaign on bus shelters, Chicago Transit Authority buses and trains, radio, community and digital billboards, and social media. The neighborhood services team coordinated tours of recycling facilities for residents, educational presentations at local aldermanic events and schools, as well as community resource fairs. KEY FUNCTIONS • Collects and disposes of municipal solid waste and bulk refuse, and collects and diverts recyclable materials from the waste stream • Provides black refuse and blue recycling carts to residents for waste and recycling services • Monitors alleys for violations of city code • Baits and eliminates rodents • Removes graffiti • Cleans City-owned vacant lots • Demolishes condemned garages • Plows and salts city roads during winter months • Trims live trees and safely removes dead trees from City property, plants new trees • Sweeps streets from spring to fall • Tows or relocates improperly parked vehicles and manages City auto pounds 2020 INITIATIVES • Continue the expansion of Turn-By-Turn routing system for snow removal to cover 36 wards by the end of 2020. Turn-By-Turn eliminates the need for paper-based maps utilized by drivers and gives the department greater flexibility and efficiency when removing snow from streets. • Complete a citywide tree inventory to map and categorize every tree on public property. This inventory will assist in the delivery of resources to support the overall health of Chicago’s urban canopy. • Implement wireless service request closeout at point of service for cart, graffiti, and rodent service requests to eliminate errors and better reflect real time of service duration. This will result in more efficient and productive daily routing of assignments. 2019 KEY RESULTS • Redirected seven crews of the Bureau of Rodent Control to increase productivity by servicing neighborhoods more frequently and pro-actively addressing rodent issues through door-to-door abatement projects. As of September 2019, 115 abatement projects have been completed. • Conducted neighborhood blitz cleanups through coordinated Operation Clean projects with the Chicago Police Department. As of Q3 2019, 19 blitzes have been completed. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 5% 3% 2% 2% SOLID WASTE COLLECTION 5% CONTRACTUAL TOWING SOLID WASTE DISPOSAL 6% 41% STREET OPERATIONS GRAFFITI BLASTERS OPERATIONAL SUPPORT 1% 1% COMMUNITY ENHANCEMENTS SPECIAL TRAFFIC SERVICES EQUIPMENT SUPPORT SERVICES FORESTRY OPERATIONS 7% TOWING / RELOCATION SERVICES RODENT CONTROL 1% 2% STREET SWEEPING ADMINISTRATION 8% 0% 15% 89 AUTO POUNDS 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF STREETS AND SANITATION Commissioner's Office The Department of Streets and Sanitation ("DSS") provides a clean, safe, and healthy environment on the streets and alleys of Chicago through the effective management of the collection and disposal of residential refuse; the sweeping and plowing of streets; managing a citywide residential recycling program; the timely removal of graffiti; the cleaning of vacant lots; the demolition of condemned garages; the efficient towing of illegally parked or abandoned vehicles; the mitigation and abatement of rodents; as well as the planting, trimming and removal of trees. 2019 FUND SOURCE(S) FTEs 23 Corporate Fund 2020 Appropriation 2,958,809 FTEs Recommendation 22 2,376,525 2,159,436 799,373 2,172,215 204,310 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description FTEs ADMINISTRATION 2020 22 OPERATIONAL SUPPORT Supervises personnel, property administration, employee safety, training, inventory control, and warehouse operations. TURNOVER Funding 2,418,161 25,000 (66,636) Program Summary 90 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF STREETS AND SANITATION Administrative Services Division 2019 FUND SOURCE(S) FTEs 25 Corporate Fund 2020 Appropriation 2,073,479 FTEs Recommendation 24 2,046,317 2,040,274 33,205 2,012,512 33,805 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 20 Program Summary and Description ADMINISTRATION OPERATIONAL SUPPORT Supervises personnel, property administration, employee safety, training, inventory control, and warehouse operations. Funding 1,715,923 4 408,096 TURNOVER (77,702) DEPARTMENT OF STREETS AND SANITATION Bureau of Sanitation 2019 FUND SOURCE(S) Corporate Fund Vehicle Tax Fund Garbage Collection Fund Total Full-time Equivalent Positions and Amounts FTEs 469 83 843 Appropriation 96,414,991 7,467,684 60,230,434 1,395 $164,113,109 ALLOCATION Personnel Services Non-Personnel Services 1,377 $166,148,042 101,918,057 62,195,052 Program Summary and Description 101,660,210 64,487,832 FTEs ADMINISTRATION SOLID WASTE COLLECTION Collects refuse, bulk items, recycling, and yard waste citywide. Identifies violations of and enforces the City's sanitation code. SOLID WASTE DISPOSAL Manages the disposal of waste and bulk material. pertaining to solid waste disposal and recycling. 2020 FTEs Recommendation 393 93,912,162 81 7,490,364 903 64,745,516 Maintains records 2020 Funding 5 493,136 1,261 114,689,311 4 43,248,156 COMMUNITY ENHANCEMENTS Provides supervision and field crews for projects that clean and enhance Program Summary neighborhoods. 2,074,554 STREET OPERATIONS Maintains the cleanliness and safety of the public way through manual sweeping, special events support, and litter basket waste collection. Manages and implements the City's snow removal operations. 26 1,634,018 STREET SWEEPING Maintains the cleanliness of the public way through mechanical sweeping of dirt, debris, and other wastes. Removes debris blocking and/or entering the 91 City sewer system. 81 7,565,618 TURNOVER (3,556,751) Provides supervision and field crews for projects that clean and enhance neighborhoods. 2 0 2 0 B U D G E T O V E R V I E W STREET OPERATIONS 26 Maintains the cleanliness the way manual P R O G R A M Aand N Dsafety B U DofG E T public SUMM A Rthrough IES BY D E PA R T M E N T sweeping, special events support, waste I N F R Aand S T Rlitter U C T basket URE SE R V I Ccollection. ES Manages and implements the City's snow removal operations. 1,634,018 STREET SWEEPING 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. 7,565,618 81 TURNOVER (3,556,751) DEPARTMENT OF STREETS AND SANITATION Bureau of Rodent Control 2019 FUND SOURCE(S) FTEs 130 Corporate Fund ALLOCATION Personnel Services Non-Personnel Services Appropriation 12,905,428 Program Summary 2020 FTEs Recommendation 128 13,082,292 9,553,756 3,351,672 Program Summary and Description RODENT CONTROL 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 and other animals from the public way. Manages the City's refuse cart inventory. 10,001,104 3,081,188 2020 FTEs Funding 128 13,405,301 TURNOVER (323,009) DEPARTMENT OF STREETS AND SANITATION Bureau of Street Operations FUND SOURCE(S) Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund 2019 FTEs 201 82 Appropriation 21,190,490 8,985,690 13,052,000 283 $43,228,180 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 203 21,393,455 84 8,949,265 16,557,500 287 $46,900,220 26,058,790 17,169,390 Program Summary and Description 26,616,286 20,283,934 FTEs ADMINISTRATION 2020 10 OPERATIONAL SUPPORT Supervises personnel, property administration, employee safety, training, inventory control, and warehouse operations. Funding 880,395 26,450 COMMUNITY ENHANCEMENTS Provides supervision and field crews for projects that clean and enhance neighborhoods. 204 18,679,474 EQUIPMENT SUPPORT SERVICES Allocates hoisting engineers to operate heavy equipment for a variety of City needs. Program Summary GRAFFITI BLASTERS Removes graffiti in Chicago neighborhoods. 30 4,114,536 42 4,547,389 STREET OPERATIONS Maintains the cleanliness and safety of the public way through manual sweeping, special events support, and litter basket waste collection. 1 19,410,189 92 COMMUNITY ENHANCEMENTS 204 18,679,474 Provides supervision and field crews for projects that clean and enhance neighborhoods. 2 0 2 0 B U D G E T O V E R V I E W EQUIPMENT PSUPPORT SERVICES 30E N T 4,114,536 R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M Allocates hoisting engineers to operate heavy equipment for a variety of City INFRASTRUCTURE SERVICES needs. GRAFFITI BLASTERS Removes graffiti in Chicago neighborhoods. STREET OPERATIONS Maintains the cleanliness and safety of the public way through manual sweeping, special events support, and litter basket waste collection. Manages and implements the City's snow removal operations. 42 4,547,389 1 19,410,189 TURNOVER (758,213) DEPARTMENT OF STREETS AND SANITATION Bureau of Forestry 2019 FUND SOURCE(S) FTEs 210 Corporate Fund ALLOCATION Personnel Services Non-Personnel Services 2020 Appropriation 17,943,006 FTEs Recommendation 209 19,062,587 15,475,392 2,467,614 16,500,148 2,562,439 Program Summary 2020 FTEs 4 Funding 402,642 OPERATIONAL SUPPORT Supervises personnel, property administration, employee safety, training, inventory control, and warehouse operations. 33 3,179,367 FORESTRY OPERATIONS Removes dead and hazardous trees, trims live trees on the City parkways, removes tree stumps, and processes non-parkway landscape debris. 172 16,081,015 Program Summary and Description ADMINISTRATION TURNOVER (600,437) DEPARTMENT OF STREETS AND SANITATION Bureau of Traffic Services FUND SOURCE(S) Vehicle Tax Fund ALLOCATION Personnel Services Non-Personnel Services 2019 FTEs 188 2020 Appropriation 24,804,329 FTEs Recommendation 182 24,912,857 14,357,729 10,446,600 14,159,857 10,753,000 2020 FTEs 8 Funding 1,027,906 SPECIAL TRAFFIC SERVICES Provides traffic support for parades, marathons, filming locations, and other special events. 35 3,024,022 TOWING / RELOCATION SERVICES Tows vehicles illegally parked on the public way and provides towing and relocation support to other City departments and agencies. 70 15,051,070 CONTRACTUAL TOWING Identifies and removes hazardous and abandoned vehicles from City streets Program93 Summary and vacant lots through a contractual towing program. 10 997,317 AUTO POUNDS 59 5,332,186 Program Summary and Description ADMINISTRATION 3,024,022 SPECIAL TRAFFIC SERVICES 35 Provides traffic support for parades, marathons, filming locations, and other special events. 2 0 2 0 B U D G E T O V E R V I E W TOWING / RELOCATION SERVICES 70E N T 15,051,070 P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M Tows vehicles illegally parked on the public way and provides towing and INFRASTRUCTURE SERVICES relocation support to other City departments and agencies. CONTRACTUAL TOWING Identifies and removes hazardous and abandoned vehicles from City streets and vacant lots through a contractual towing program. 10 997,317 AUTO POUNDS Operates and supervises the City's auto pounds and provides notice to owners of impounded vehicles. 59 5,332,186 TURNOVER (519,644) Program Summary 94 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF TRANSPORTATION transportation network in the Chicago region. To date, 28 CREATE projects have been completed, with six more projects under construction and 17 in various stages of design. KEY FUNCTIONS • Paving, reconstruction and maintenance of residential and arterial streets, alleys and bikeways, sidewalks and ADA ramps, and traffic safety initiatives • Bridge and waterway maintenance and repair • Street, alley and traffic light maintenance and repair • Coordination of permits for construction, special events and other private uses of the public way • Maintenance of street signs and pavement markings on City streets 2020 INITIATIVES • Construction of the Damen Green Line CTA Station will begin in 2020 and is expected to be completed in 2021. The new in-fill station will improve public transit options for businesses and industries along the Kinzie Industrial Corridor, visitors to the United Center, and nearby residents, including tenants of the Chicago Housing Authority’s Villages of Westhaven complex. • The final phase of the Wells/Wentworth connector project will rebuild Wells Street between Roosevelt Road and 16th Street, creating a new north-south through street between Clark Street and the South Branch of the Chicago River. The project is expected to be substantially complete in 2020. • Completion of 312 Riverrun will create a new, nearly two-mile recreational hub connecting the Irving Park, North Center, Avondale, and Albany Park neighborhoods to three parks with one path. In 2020, the Chicago Department of Transportation will complete the reconstruction of the Irving Park Road Bridge. This will provide a continuous off-street multi-use path from Belmont to Montrose, enhancing pedestrian safety. • Commission a comprehensive congestion study that will look at how congestion impacts communities citywide and recommend long-term congestion policies that further goals of ensuring affordable, accessible and reliable transportation options serving all areas of the city. 2019 KEY RESULTS • Completed phase two of the Wells/Wentworth connector project in 2019, which realigned Wentworth Avenue between Archer Avenue and Cermak Road to improve pedestrian safety and traffic flow, and created a new pedestrian plaza near the new Chinatown Public Library. Previously completed phase one saw improvements on Wentworth from 17th to 19th Street. • Replaced 185,000 streetlamps as of mid-2019 and is on track to replace 270,000 of Chicago’s outdated High Pressure Sodium lamps with modern, more long-lasting LED fixtures by mid-2021. These updates will reduce electricity consumption by more than 50 percent and is projected to save $100 million in electricity costs in the first ten years. • Began construction on the first critical phase of the 75th Street Corridor Improvement Project through the Chicago Region Environmental & Transportation Efficiency (“CREATE”) program. The CREATE Program is a first-of-its-kind multimodal publicprivate partnership to improve the rail and roadway PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 1% 5% 2%1% 0%3% DESIGN / CONSTRUCTION MANAGEMENT 5% PERFORMANCE MANAGEMENT PROJECT DEVELOPMENT 1% INTERGOVERNMENTAL RELATIONS ELECTRICAL OPERATIONS AND MANAGEMENT 7% CONCRETE MAINTENANCE CONSTRUCTION SUPPORT 52% 7% BRIDGE MANAGEMENT SIGN MANAGEMENT ASPHALT MAINTENANCE PUBLIC INFORMATION 0% TRAFFIC SAFETY PUBLIC WAY MANAGEMENT - UNDERGROUND ADMINISTRATION 16% 0% 95 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CHICAGO DEPARTMENT OF TRANSPORTATION Office of the Commissioner The Chicago Department of Transportation ("CDOT") is responsible for planning, designing, programming and constructing infrastructure as part of the City's Capital Improvement Program ("CIP"). CDOT projects include bridges, select subway and elevated transit stations, arterial streets, and viaducts. CDOT operates, repairs and maintains all bridges, streets, street signs, pavement markings, street and alley lights, and traffic signals. 2019 FUND SOURCE(S) FTEs 29 Corporate Fund 2020 Appropriation 4,424,328 FTEs Recommendation 24 2,653,297 2,902,748 1,521,580 2,449,432 203,865 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 8 Program Summary and Description ADMINISTRATION Funding 1,198,755 PUBLIC INFORMATION Provides timely information to the press and the public on department projects and transportation issues. 3 309,756 PERFORMANCE MANAGEMENT Administers department process improvement through analysis of service requests data and related metrics. Identifies trends and benchmarks to improve delivery of services across department divisions. 6 606,142 INTERGOVERNMENTAL RELATIONS Coordinates information provided to businesses, communities, and governmental agencies. Works with the City Council to coordinate neighborhood infrastructure projects. 7 680,323 TURNOVER (141,679) CHICAGO DEPARTMENT OF TRANSPORTATION Division of Administration 2019 FUND SOURCE(S) FTEs 62 Corporate Fund FTEs Recommendation 62 5,163,263 4,930,968 148,990 5,015,723 147,540 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description ADMINISTRATION Program Summary TURNOVER 2020 Appropriation 5,079,958 2020 FTEs 62 Funding 5,409,109 (245,846) 96 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF TRANSPORTATION Division of Engineering 2019 FUND SOURCE(S) FTEs Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund Community Development Block Grant Other Grant Funds 3 Appropriation 1,991,330 15,588,235 900,000 3,320,099 149,489,000 83 $171,288,664 80 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 8,828,595 76 7,883,951 3,100,000 5,000,000 3 198,778,000 79 $223,590,546 8,128,588 163,160,076 Program Summary and Description 7,839,973 215,750,573 FTEs 2020 PROJECT DEVELOPMENT Prepares surface transportation plans, studies, and policy recommendations to enhance mobility, economic vitality, and quality of life in Chicago. DESIGN / CONSTRUCTION MANAGEMENT Develops, designs and manages the construction of bridges, streetscapes, and transit station projects. Coordinates the use of the freight tunnel system. Issues public way permits, performs inspections of the public way, and reviews construction projects for quality assurance. 79 TURNOVER Funding 848,654 223,164,839 (422,947) CHICAGO DEPARTMENT OF TRANSPORTATION Division of Traffic Safety 2019 FUND SOURCE(S) FTEs 10 Corporate Fund Appropriation 16,366,108 FTEs Recommendation 9 16,262,004 974,296 15,391,812 917,683 15,344,321 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description TRAFFIC SAFETY Operates and manages traffic control signs and signals, effective enforcement of traffic laws through the red-light camera and speed camera programs, and use of innovative and advanced technologies for integrated traffic management. TURNOVER Program Summary 97 2020 2020 FTEs Funding 9 16,315,537 (53,533) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF TRANSPORTATION Division of Infrastructure Management 2019 FUND SOURCE(S) FTEs 76 Vehicle Tax Fund 2020 Appropriation 11,107,117 FTEs Recommendation 75 11,885,328 5,618,496 5,488,621 5,440,081 6,445,247 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description PUBLIC WAY MANAGEMENT - UNDERGROUND Coordinates the use of the public way, and manages and operates the Office of Underground Coordination, the City Utility Alert Network, and One Call. 2020 FTEs 27 Funding 7,950,638 48 4,336,689 DESIGN / CONSTRUCTION MANAGEMENT Develops, designs and manages the construction of bridges, streetscapes, and transit station projects. Coordinates the use of the freight tunnel system. Issues public way permits, performs inspections of the public way, and reviews construction projects for quality assurance. TURNOVER (401,999) CHICAGO DEPARTMENT OF TRANSPORTATION Division of Sign Management 2019 FUND SOURCE(S) Corporate Fund Motor Fuel Tax Fund FTEs 51 Appropriation 4,567,945 0 51 $4,567,945 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 51 4,866,529 500,000 51 $5,366,529 3,574,722 993,223 Program Summary and Description 3,875,185 1,491,344 FTEs SIGN MANAGEMENT Manufactures and installs street signs, traffic signs, and various other signs used by the City. Handles the repair and replacement of existing signs based on citywide service requests. TURNOVER 2020 51 Funding 5,521,452 (154,923) Program Summary 98 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF TRANSPORTATION Division of Project Development 2019 FUND SOURCE(S) Corporate Fund Other Grant Funds FTEs 37 Appropriation 4,515,651 66,884,000 37 $71,399,651 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 37 7,341,595 81,415,000 37 $88,756,595 3,237,726 68,161,925 Program Summary and Description 3,379,246 85,377,349 FTEs PROJECT DEVELOPMENT Prepares surface transportation plans, studies, and policy recommendations to enhance mobility, economic vitality, and quality of life in Chicago. 2020 37 Funding 72,475,401 DESIGN / CONSTRUCTION MANAGEMENT Develops, designs and manages the construction of bridges, streetscapes, and transit station projects. Coordinates the use of the freight tunnel system. Issues public way permits, performs inspections of the public way, and reviews construction projects for quality assurance. 16,453,000 TURNOVER (171,806) CHICAGO DEPARTMENT OF TRANSPORTATION Division of Electrical Operations 2019 FUND SOURCE(S) Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund FTEs 88 Total Full-time Equivalent Positions and Amounts 186 Appropriation 8,910,786 2,701,045 21,531,695 274 $33,143,526 ALLOCATION Personnel Services Non-Personnel Services FTEs Recommendation 79 12,028,490 0 194 22,404,666 273 $34,433,156 27,465,719 5,677,807 Program Summary and Description 28,024,400 6,408,756 FTEs ELECTRICAL OPERATIONS AND MANAGEMENT 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 and drafting of electrical engineering services, and supervises electrical system improvement projects. TURNOVER 2020 Program Summary 99 2020 273 Funding 34,716,860 (283,704) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF TRANSPORTATION Division of In-House Construction 2019 FUND SOURCE(S) Corporate Fund Vehicle Tax Fund Motor Fuel Tax Fund FTEs 139 525 83 Appropriation 13,321,378 49,349,954 12,988,858 747 $75,660,190 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 59 6,879,895 290 27,506,569 385 45,684,811 734 $80,071,275 67,396,309 8,263,881 Program Summary and Description 68,486,570 11,584,705 FTEs 2020 Funding CONSTRUCTION SUPPORT Provides program support for capital projects, repair and operation for asphalt and concrete repair and replacement. Coordinates capital improvements requested through the aldermanic menu program. 10 2,620,519 BRIDGE MANAGEMENT Performs routine repairs to bridges and provides staff at bridge houses with roving patrols for timely bridge openings over commercial and public water way transportation. 189 23,714,824 ASPHALT MAINTENANCE Responsible for residential street and alley resurfacing, pothole patching, pavement markings, and street and alley speed bump installation and maintenance. 188 22,120,933 CONCRETE MAINTENANCE Responsible for the repair and replacement of sidewalks, curbs, and gutters. Ensures proper drainage and manages erosion prevention activities. 347 32,686,616 TURNOVER (1,071,617) Program Summary 100 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF AVIATION baggage handling systems, expansion to the existing building, a second Group VI aircraft gate to accommodate larger aircraft, and a parking garage. • Modernization and expansion of amenities at Midway International Airport, known as the Midway Modernization Program, began in 2019 as the first new capital program in almost 20 years which includes a total re-imagining of the concession experience at Midway, passenger security checkpoint expansion, and reconfigurations of the parking garage to improve efficiency. Collectively, these projects will create more than 30,000 construction, terminal operations, and concessions jobs for residents. KEY FUNCTIONS • Manage O’Hare and Midway International Airports safely, effectively, and efficiently • Enhance economic activity and job creation within the City of Chicago and the region • Continue to grow Chicago airports’ competitive positions in the global aviation marketplace • Provide the very best services and amenities in an environment that reflects Chicago’s rich, diverse and unique character and continue to be the international leader in airport sustainability by integrating environmental best practices into all aspects 2020 INITIATIVES • Planning and construction for O’Hare’s 21 Terminal Area Plan will begin in 2020. Included in these efforts is the O’Hare Global Terminal and Global Concourse which will transform the O’Hare passenger experience from curb to gate. When complete, O’Hare will have 25 percent more gate capacity than it did at the end of 2017. • Runway 9C/27C, the final full new runway of the O’Hare Modernization Program (“OMP”), will be commissioned in late 2020. When OMP is complete in 2021, O’Hare will have the most modern and efficient airfield in the country. Runway 9C/27C will be the second-longest runway at O’Hare and the final eastwest parallel runway built under the program. • Implementation of an Integrity Monitor (“IM”) contract at O’Hare in 2020 will ensure compliance with all federal, state, and local laws, as well as all program requirements such as M/WBE participation. The IM will utilize legal, auditing, investigative, loss prevention, and other technical skills to provide real-time project monitoring and proactive solutions. 2019 KEY RESULTS • Commissioned the Centralized Deicing Facility in February 2019, delivering a critical component of O’Hare 21. The facility and associated taxiway infrastructure significantly enhanced airline efficiency during late winter operations. In addition to the creation of approximately 770 construction jobs, the facility has created significant benefits including cross field taxiway improvements, a reduction in delays, improved on-time performance, and an enhancement to the overall safety and efficiency of one of the world’s busiest airfields. • Began construction of the Terminal 5 expansion at O’Hare in early 2019. The $1.2 billion project will modernize the current International Terminal, adding ten new gates, expanding the passenger security screening checkpoint, and reconfiguring Federal Inspection Services facilities for international passenger arrivals. The project will also support approximately 1,100 construction jobs and include PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 4% 2% 0% 9% 34% CAPITAL DEVELOPMENT FACILITY MANAGEMENT LANDSIDE OPERATIONS 9% AIRFIELD OPERATIONS SECURITY AND SAFETY MANAGEMENT ADMINISTRATION COMMERCIAL DEVELOPMENT AND CONCESSIONS FINANCIAL MANAGEMENT LEGAL AND CONTRACT MANAGEMENT 18% 22% 101 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF AVIATION Chicago Midway Airport The Chicago Department of Aviation ("CDA") manages all aspects of Midway and O'Hare International airports including operations, maintenance, and capital improvements. CDA is also responsible for the design, construction, and implementation of modernization programs at both airports. 2019 FUND SOURCE(S) Chicago Midway Airport Fund Other Grant Funds FTEs 253 Appropriation 113,092,978 57,023,000 253 $170,115,978 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 298 119,256,637 64,432,000 298 $183,688,637 21,284,578 148,831,400 Program Summary and Description 24,279,737 159,408,900 FTEs ADMINISTRATION 2020 12 FINANCIAL MANAGEMENT Directs financial matters concerning the airport system. 1,426,885 LEGAL AND CONTRACT MANAGEMENT Provides direction on legal issues, contract processing, and review of all airport contracts. 10,000 COMMERCIAL DEVELOPMENT AND CONCESSIONS Manages all airport tenants and concession services. 943,500 CAPITAL DEVELOPMENT Provides engineering and architectural services for airport development projects. Manages noise abatement program. AIRFIELD OPERATIONS Provides for the safe operation of airplane ground movements, airfield coordination, vehicle operations, snow and ice removal services, and emergency response coordination. LANDSIDE OPERATIONS Manages ground transportation services at parking facilities. SECURITY AND SAFETY MANAGEMENT Provides airport safety and security services for the traveling public, airport employees, and property. FACILITY MANAGEMENT Operates and maintains terminal and airfield facilities and equipment. TURNOVER Funding 6,320,544 65,625,600 137 16,677,633 22 21,327,414 110 16,258,311 17 56,089,961 (991,211) Program Summary 102 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES CHICAGO DEPARTMENT OF AVIATION Chicago-O'Hare International Airport 2019 FUND SOURCE(S) Chicago O'Hare Airport Fund Other Grant Funds Total Full-time Equivalent Positions and Amounts FTEs 1,582 Appropriation 441,849,809 221,779,000 1,582 $663,628,809 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 1,724 470,753,727 216,805,000 1,724 $687,558,727 134,354,009 529,274,800 Program Summary and Description 149,643,427 537,915,300 FTEs 2020 Funding ADMINISTRATION 67 28,578,123 FINANCIAL MANAGEMENT Directs financial matters concerning the airport system. 42 14,038,519 LEGAL AND CONTRACT MANAGEMENT Provides direction on legal issues, contract processing, and review of all airport contracts. 15 1,507,296 COMMERCIAL DEVELOPMENT AND CONCESSIONS Manages all airport tenants and concession services. 18 15,947,230 CAPITAL DEVELOPMENT Provides engineering and architectural services for airport development projects. Manages noise abatement program. 79 232,611,390 AIRFIELD OPERATIONS Provides for the safe operation of airplane ground movements, airfield coordination, vehicle operations, snow and ice removal services, and emergency response coordination. 512 65,386,930 LANDSIDE OPERATIONS Manages ground transportation services at parking facilities. 218 139,828,418 SECURITY AND SAFETY MANAGEMENT Provides airport safety and security services for the traveling public, airport employees, and property. 424 63,155,247 FACILITY MANAGEMENT Operates and maintains terminal and airfield facilities and equipment. 349 132,851,418 TURNOVER (6,345,844) Program Summary 103 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF WATER MANAGEMENT full compliance with OSHA and IEPA standards. 2020 INITIATIVES KEY FUNCTIONS • Provides capital improvement engineering services for the design and construction of new water mains and sewer mains • Operates, maintains, and repairs the City’s water and combined sewer systems comprised of approximately 4,300 miles of water mains, 48,060 hydrants, and approximately 4,500 miles of sewer and storm water mains and 353,000 structures and manholes • Maintains, repairs, and provides security for two water purification plants and 12 water pumping stations • Repairs broken water mains and sewer lines, undertakes private sewer drain repairs to address water in basement service requests on residential homes with less than four flats • Collects, purifies, tests, and distributes almost one billion gallons of fresh, clean, safe drinking water to Chicago and 125 suburbs daily • Provides meter services management including repair, maintenance, and upgrades to existing meters • Central Park Pumping Station conversion from steam to electric power project construction will continue, with anticipated completion in mid-2022. This project will provide a new and state of the art pumping station. • JWPP Medium Voltage Power Distribution project will continue the final year to upgrade the power distribution system for the Jardine Water Purification Plant and increase the efficiency of the electrical systems. This project is projected to be substantially complete in mid-2021. 2019 KEY RESULTS • Replaced 22 miles of sewer mains and lined 42 miles of sewer mains and 5,000 structures. • Replaced and installed 90 miles of new water mains as of July 2019, meeting the 2019 target for the water main replacement program. • Began construction on the Jardine Water Purification Plant (“JWPP”) Lab Upgrade project. This project will upgrade the existing water testing laboratory to furnish it with the latest water quality testing equipment and chemical storage rooms built to the latest standards in PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 3% 1% 4% 1% 3% 2% 3% 2% SYSTEM MAINTENANCE 37% SYSTEM INSTALLATION CAPITAL DESIGN AND CONSTRUCTION SERVICES WATER TREATMENT 10% WATER PUMPING COMMUNICATIONS AND COORDINATION ADMINISTRATION METER OPERATIONS SUPPORT WATER QUALITY SAFETY AND SECURITY ENGINEERING SERVICES WATER METER MANAGEMENT 16% INSPECTION SERVICES 1% 18% 104 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF WATER MANAGEMENT Commissioner's Office The Department of Water Management ("DWM") is responsible for the delivery of water to Chicago residents and suburban communities. DWM also transmits waste water from homes and businesses along with storm water runoff from streets to the Water Reclamation system. Operations rely on a network of purification plants, tunnels, pumping stations, structures, and water and sewer mains; all of which are built and maintained by DWM. 2019 FUND SOURCE(S) Water Fund Community Development Block Grant FTEs 76 Appropriation 10,744,834 0 76 $10,744,834 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 78 12,144,163 5,000,000 78 $17,144,163 5,061,173 5,683,661 5,132,902 12,011,261 Program Summary and Description ADMINISTRATION SAFETY AND SECURITY Coordinates employee safety measures and provides site security at water and sewer system facilities. 2020 FTEs 19 Funding 3,969,788 59 8,410,686 SYSTEM MAINTENANCE 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. 5,000,000 TURNOVER (236,311) DEPARTMENT OF WATER MANAGEMENT Bureau of Administrative Support 2019 FUND SOURCE(S) FTEs 54 Water Fund Appropriation 5,695,381 FTEs Recommendation 43 4,820,655 4,938,489 756,892 4,063,763 756,892 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 43 Program Summary and Description ADMINISTRATION TURNOVER 2020 Program Summary 105 Funding 4,959,220 (138,565) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T INFRASTRUCTURE SERVICES DEPARTMENT OF WATER MANAGEMENT Bureau of Engineering Services 2019 FUND SOURCE(S) Water Fund Sewer Fund Other Grant Funds FTEs 45 26 Appropriation 6,515,865 2,336,696 15,700,000 71 $24,552,561 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 48 8,115,061 27 3,260,586 11,642,000 75 $23,017,647 6,922,511 17,630,050 7,336,214 15,681,433 Program Summary and Description FTEs ADMINISTRATION 2020 Funding 2 269,212 CAPITAL DESIGN AND CONSTRUCTION SERVICES Plans, designs, and supervises capital improvements to the sewer and water systems. 40 3,929,763 ENGINEERING SERVICES Provides the planning, analysis, and investigation necessary to maintain and expand the water distribution and sewer systems. Prepares system atlases and updates permanent records. 6 7,221,088 INSPECTION SERVICES Protects public health and welfare by inspecting consumer plumbing to ensure compliance with the municipal code. Inspects and evaluates the condition of valves throughout the water system, and protects the water and sewer systems from damage by private contractors. 27 3,078,011 SYSTEM INSTALLATION Provides for the replacement of sewers, water mains, water valves, and fire hydrants. Monitors the cleaning of large sewers by private contractors. 7,938,000 SYSTEM MAINTENANCE 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. 1,040,000 TURNOVER (458,427) DEPARTMENT OF WATER MANAGEMENT Bureau of Water Supply FUND SOURCE(S) Water Fund 2019 FTEs 629 Appropriation 89,475,592 2020 FTEs Recommendation 616 92,436,667 Program Summary ALLOCATION Personnel Services Non-Personnel Services 61,023,797 28,451,795 Program Summary and Description ADMINISTRATION 106 WATER QUALITY Conducts comprehensive water quality monitoring to ensure sanitary quality 61,917,657 30,519,010 2020 FTEs 9 Funding 1,168,502 53 10,741,021 Water Fund 629 89,475,592 616 92,436,667 2 0 2 0 B U D G E T O V E R V I E W ALLOCATION P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T Personnel Services 61,917,657 I N F R A S T R U C T U R E S E R V I61,023,797 CES Non-Personnel Services 28,451,795 30,519,010 2020 FTEs 9 Funding 1,168,502 WATER QUALITY Conducts comprehensive water quality monitoring to ensure sanitary quality is maintained throughout the water system. 53 10,741,021 WATER PUMPING Operates and maintains 12 pumping stations to provide sufficient water for domestic, industrial, and firefighting needs. 210 30,996,279 WATER TREATMENT Operates and maintains the City's two water purification plants. 344 52,213,891 Program Summary and Description ADMINISTRATION TURNOVER (2,683,026) DEPARTMENT OF WATER MANAGEMENT Bureau of Operations and Distribution 2019 FUND SOURCE(S) Water Fund Sewer Fund Total Full-time Equivalent Positions and Amounts FTEs 778 608 Appropriation 91,116,081 78,834,764 1,386 $169,950,845 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 749 90,386,243 558 76,268,890 1,307 $166,655,133 125,533,601 44,417,244 Program Summary and Description 122,134,429 44,520,704 FTEs 2020 Funding ADMINISTRATION 19 2,414,509 ENGINEERING SERVICES Provides the planning, analysis, and investigation necessary to maintain and expand the water distribution and sewer systems. Prepares system atlases and updates permanent records. Program Summary INSPECTION SERVICES 10 940,592 24 2,601,674 SYSTEM INSTALLATION Provides for the replacement of sewers, water mains, water valves, and fire hydrants. Monitors the cleaning of large sewers by private contractors. 50 49,984,747 SYSTEM MAINTENANCE 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. 1,180 112,043,324 COMMUNICATIONS AND COORDINATION Coordinates, schedules, dispatches, 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. 24 2,177,482 Protects public health and welfare by inspecting consumer plumbing to ensure compliance with the municipal code. Inspects and evaluates the condition of valves throughout the water system, and protects the water and sewer systems from damage by private contractors. TURNOVER 107 (3,507,195) hydrants. Monitors the cleaning of large sewers by private contractors. SYSTEM MAINTENANCE 1,180 112,043,324 Maintains and repairs sewer manholes to Iensure 2 0mains, 2 0 catch B U basins, D G E and T O V E R V E W the free flow andAsanitary P RofO storm GRAM N D B Usewage D G E Tand S UtoMprevent M A R I hazards E S B Y toD the E PA R T M E N T public. Performs normal and emergency repair and maintenance of water I N F R A S T R U C T U R E S E R V I C E S distribution appurtenances. COMMUNICATIONS AND COORDINATION Coordinates, schedules, dispatches, 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. 24 2,177,482 TURNOVER (3,507,195) DEPARTMENT OF WATER MANAGEMENT Bureau of Meter Services 2019 FUND SOURCE(S) Water Fund 2020 FTEs Appropriation 134 11,870,188 Program Summary FTEs Recommendation 118 10,733,706 11,595,188 275,000 10,458,706 275,000 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 3 Funding 321,212 METER OPERATIONS SUPPORT Supports the City's water meter installation and repair programs. 38 3,310,388 WATER METER MANAGEMENT Provides water meters to customers. Repairs meters, including remote meters with read-out devices in the field. 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. 77 7,561,543 Program Summary and Description ADMINISTRATION TURNOVER (459,437) Program Summary 108 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY Public Safety FUNDING COMPARISON BY DEPARTMENT 2019 Department Office of Public Safety Administration 2020 0 34,356,842 465,978 540,410 1,656,498,057 1,778,002,408 Office of Emergency Management and Communications 198,488,841 204,867,834 Chicago Fire Department 654,227,316 677,316,231 13,851,285 13,874,501 Police Board Chicago Police Department Civilian Office of Police Accountability Total - Public Safety $2,523,531,477 Program Summary 109 $2,708,958,226 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY OFFICE OF PUBLIC SAFETY ADMINISTRATION KEY FUNCTIONS • Introduced in the 2020 budget, the Office of Public Safety Administration will realign the administrative functions of the Chicago Police Department, the Chicago Fire Department, and the Office of Emergency Management and Communications. This new department was created to help reduce costs, increase efficiency, and improve support services across three departments. The new office is part of a broader modernization effort aimed at better supporting Chicago’s first responders so they can focus on their core mission of protecting and serving Chicago’s communities 2020 INITIATIVES • Work towards full operationalization of the new office to align finance, human resources, information technology and logistics functions to serve the public safety departments. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 2% 21% INFORMATION TECHNOLOGY 40% FINANCE AND ADMINISTRATION PERSONNEL MANAGEMENT ADMINISTRATION 38% 110 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY OFFICE OF PUBLIC SAFETY ADMINISTRATION The Office of Public Safety Administration ("PSA") manages and implements all administrative functions for the City of Chicago's public safety departments, including the departments of Police and Fire, and the Office of Emergency Management and Communications. 2019 FUND SOURCE(S) Corporate Fund Emergency Communication Fund Other Grant Funds FTEs Total Full-time Equivalent Positions and Amounts 2020 Appropriation 0 0 0 0 ALLOCATION Personnel Services Non-Personnel Services $0 FTEs Recommendation 277 19,446,740 113 12,025,102 21 2,885,000 411 $34,356,842 0 0 Program Summary and Description 34,136,842 220,000 FTEs ADMINISTRATION 2020 Funding 5 658,916 FINANCE AND ADMINISTRATION 163 13,655,032 PERSONNEL MANAGEMENT 105 7,594,453 INFORMATION TECHNOLOGY 138 14,355,178 TURNOVER (1,906,737) Program Summary 111 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO POLICE BOARD deciding disciplinary cases in which CPD sworn personnel are accused of serious misconduct. • In light of requirements of the Consent Decree that will result in an increase in the amount of time needed to bring disciplinary cases to hearing and decision, the Police Board will manage its caseload to avoid unnecessary delays and keep the median amount of time from filing of charges to final decision to less than 12 months. KEY FUNCTIONS • Reviews disciplinary cases when the Superintendent of Police files charges to discharge a sworn officer from the Chicago Police Department (“CPD”), or to suspend an officer for more than 30 days • Resolves matters in which the Chief Administrator of the Civilian Office of Police Accountability (“COPA”) and the Superintendent of Police do not agree regarding the discipline of an officer • Holds monthly public meetings that provide an opportunity for all members of the public to present questions and comments to the Board, the Superintendent of Police, and the Chief Administrator of COPA • Nominates candidates for the position of Superintendent of Police to the Mayor 2019 KEY RESULTS • Decided nine disciplinary cases through July 31, 2019, including several high profile complex cases. • Completed action to implement requirements in nine of the 13 paragraphs involving the Police Board that are included in the Police Consent Decree; implementation of the requirements in the remaining four paragraphs is underway. 2020 INITIATIVES • Continue to provide a fair and open process for PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM POLICE DISCIPLINE 100% 112 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY POLICE BOARD The Police Board is an independent civilian body that oversees various activities of the Chicago Police Department. The Board's powers and responsibilities include deciding cases involving allegations of serious misconduct by police officers and other Police Department personnel. FUND SOURCE(S) Corporate Fund 2019 FTEs 2 2020 Appropriation 465,978 FTEs Recommendation 2 540,410 290,335 175,643 290,568 249,842 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description POLICE DISCIPLINE The Police Board decides disciplinary cases when the Superintendent of Police files charges to discharge a sworn officer from the Chicago Police Department, or to suspend an officer for more than 30 days. Program Summary 113 2020 FTEs 2 Funding 540,410 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO POLICE DEPARTMENT criminal activity. • Created a new Office of Reform Management (“ORM”) in 2018, consisting of both sworn and civilian personnel, and facilitates implementation of reforms and strategic initiatives throughout the Department. To date, the Chicago Police Department (“CPD”) has hired 9 new civilian members who will support sustained reform with all bureaus at the Department, and coordinate consent decree compliance and measurement with the Independent Monitoring Team. • Required every employee to swipe twice for each shift as of September 30, 2019. 2020 INITIATIVES • Given recent analysis on clearance rates, victim relations and patrol staffing levels, the department will reopen two patrol and detective areas, Areas 4 and 5, to better serve victims and provide additional operational support to increase the quality of Police service. Like areas Central, South and North, these areas will house additional detectives and area-wide resources including tactical, saturation and gang teams to augment district patrols. KEY FUNCTIONS • The Bureau of Detectives investigates felonies and misdemeanors, and other incidents as assigned; processes juvenile offenders and the care of juveniles in need of protective services; and collects and processes forensic evidence • The Bureau of Organized Crime manages the dissolution of illegal narcotic, gang and vice activities through street-level enforcement efforts and criminal investigations • The Bureau of Organizational Development coordinates and directs activities which specifically relate to data collection, criminal justice research, analysis and reporting; and addresses training needs across the department • The Bureau of Patrol is responsible for general field operations, the protection of life and property, the apprehension of criminals, and the enforcement of laws 2019 KEY RESULTS • Established two Area Technology Centers to help detectives leverage technology and data analytics to conduct criminal investigations through a philanthropic partnership. Since April 2019, more than 1,000 requests for video and digital evidence processing have been facilitated by the Area Tech Centers. • Completed the expansion of Strategic Decision Support Centers (“SDSC”) to 20 police districts. These technology-driven situation rooms converge crime camera technology with predictive analytics and gunshot technology in active areas to help police officers better deploy to crime scenes and respond to PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 4% 3% 2% < 0% 9% BUREAU OF PATROL OFFICE OF THE FIRST DEPUTY BUREAU OF ORGANIZATIONAL DEVELOPMENT BUREAU OF DETECTIVES BUREAU OF ORGANIZED CRIME 9% BUREAU OF TECHNICAL SERVICES OFFICE OF THE SUPERINTENDENT EXECUTIVE POLICY AND ADMINISTRATION 2% OPERATIONS INTERGOVERNMENTAL AFFAIRS CONSENT DECREE 71% PRESS OFFICE INTERNATIONAL RELATIONS 114 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO POLICE DEPARTMENT The Chicago Police Department ("CPD") protects the lives, property, and rights of all people, maintains order, and enforces the law impartially. CPD provides quality police service in partnership with other members of the community and strives to attain the highest degree of ethical behavior and professional conduct at all times. FUND SOURCE(S) Corporate Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Controlled Substances Fund Chicago Police CTA Detail Fund Other Grant Funds Total Full-time Equivalent Positions and Amounts 2019 FTEs 14,559 74 221 2020 104 Appropriation 1,547,167,697 8,701,420 24,955,940 100,000 10,754,000 64,819,000 FTEs Recommendation 14,287 1,651,842,238 74 8,785,338 220 25,219,832 100,000 10,754,000 128 81,301,000 14,958 $1,656,498,057 14,709 ALLOCATION Personnel Services Non-Personnel Services $1,778,002,408 1,510,204,740 146,293,317 Program Summary and Description 1,576,651,690 201,350,718 FTEs 2020 Funding OFFICE OF THE SUPERINTENDENT Responsible for the organization, promotion, and disciplinary action of all Department members. Administers legal and legislative matters and various labor agreements, improves the Department's response to domestic violence, and works with residents through community policing, Disseminates information to the public through the news media. 283 27,582,978 OFFICE OF THE FIRST DEPUTY Coordinates and unifies the efforts of all bureaus to maximize the use of departmental resources, personnel, and technology. 198 27,460,320 BUREAU OF ORGANIZATIONAL DEVELOPMENT Coordinates and directs activities which specifically relate to data collection; criminal justice research and analysis and reporting; evaluates compliance with federal, state, and local laws in department directives; provides for training needs; and manages budget and personnel administration. 528 170,224,708 BUREAU OF PATROL 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. 11,094 1,296,157,490 BUREAU OF DETECTIVES Directs the efforts of personnel trained 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 cases. 1,641 163,041,499 Program Summary 115 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO POLICE DEPARTMENT Program Summary and Description BUREAU OF ORGANIZED CRIME Coordinates the identification, investigation, and prosecution of individuals, street gangs, and other organizations engaged in criminal or terrorist activity. 2020 FTEs Funding 725 68,313,852 BUREAU OF TECHNICAL SERVICES Responsible for coordinating services and activities related to information systems, technology, and program development; receiving, storing, and disposing of inventoried property; and the management of Department records and police reports. Also, responsible for coordinating and directing Department activities which specifically relate to facilities management; and various general support functions. 224 53,370,582 CONSENT DECREE Responsible for managing reform projects and track reforming implementation progress to ensure that initiatives are completed correctly and efficiently. Coordinates with the independent monitor so that CPD is able to respond to requests for information in accordance with the Consent Decree and the Illinois Attorney General. 16 1,550,194 TURNOVER (29,699,215) Program Summary 116 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY OFFICE OF EMERGENCY MANAGEMENT AND COMMUNICATIONS • Deployed 3,000 in-vehicle routers in CPD and CFD vehicles by the end of 2019, which allows not only faster service, but also exchange of GPS and multimedia information. • Added 2,000 new police radios with encrypted capabilities, including special functions and some district tactical teams, as well as 340 DWM radios, due to the build-out of additional channels and radio infrastructure in 2019. In 2020, OEMC will continue to build out infrastructure and add the remainder of district tactical teams to the secure network. KEY FUNCTIONS • Handles call taking and dispatch of all 9-1-1 emergency calls • Handles call taking for 3-1-1 non-emergency City service requests • Leads planning, training, and exercises for Citywide preparedness and resource coordination efforts related to disasters, emergencies, and large-scale special events • Operates the City’s Operations Center and Emergency Operations Center • Manages the City’s crossing guard program • Deploys Traffic Control Aides at special events and other critical locations 2020 INITIATIVES • Per State statute, all 9-1-1 entities in Illinois must be Next Generation 911 compliant by July 2020. In order to meet this requirement, OEMC will complete updates of the 9-1-1 phone network, public safety answering point hardware and software, and the computer aided dispatch (“CAD”) system in 2020. • The City of Chicago won the bid to host the National Homeland Security Conference in July 2020, which is the most attended homeland security and emergency management conference in the country. In 2020, the Office of Emergency Management and Communications will lead the coordination effort for hosting this conference. 2019 KEY RESULTS • Developed a Major Incident Console on the 9-1-1 operations floor to be used for events that require rapid information exchange between the Chicago Police Department (“CPD”) and the Chicago Fire Department (“CFD”), such as an active shooter in progress or act of terrorism. • Launched a brand new 3-1-1 system in December 2018 featuring the CHI 311 app, a new and improved web portal with improved functionality related to user experience, in partnership with the Department of Innovation and Technology. Through the first half of 2019, over 37,000 user profiles/accounts have been created by individuals who have either downloaded the app or created an account through the online portal. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 2% 2% 15% 34% EMERGENCY MANAGEMENT POLICE AND FIRE OPERATIONS TECHNOLOGY CITY OPERATIONS 311 CITY SERVICES ADMINISTRATION 21% 26% 117 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T 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 public safety technology to City departments and agencies to strengthen their respective missions and protect lives and property in the City of Chicago. 2019 FUND SOURCE(S) Corporate Fund Emergency Communication Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Other Grant Funds Total Full-time Equivalent Positions and Amounts FTEs 1,091 741 176 115 39 Appropriation 26,583,714 102,138,813 8,414,722 6,662,592 54,689,000 2,162 $198,488,841 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 1,075 26,254,386 638 99,272,419 150 6,874,339 84 4,070,690 16 68,396,000 1,963 $204,867,834 109,339,105 89,149,736 Program Summary and Description 93,245,468 111,622,366 FTEs ADMINISTRATION 2020 Funding 28 3,944,326 POLICE AND FIRE OPERATIONS Responsible for the dispatch of all Police, Fire, and Emergency Medical Services through the City's 911 Center and Alternative Response Center ("ARS"), operating 24 hours a day, 7 days a week, 365 days a year. 606 53,344,666 EMERGENCY MANAGEMENT Prepares Chicago for significant incidents (human caused, natural, and technological) emergencies, planned events, and provides disaster response and recovery assistance to residents and institutions. Mitigates the effects of catastrophic events, and provides operational coordination through an around the clock operations center. 23 69,379,113 TECHNOLOGY Provides the enterprise services, radio communication capabilities, network services, and other technologies to support public safety departments and City services, which protects lives and property citywide. Provides on-going technical support to Police, Fire and Emergency Medical Service dispatch operations. 43,625,822 311 CITY SERVICES Serves as the point of entry for residents, business owners, and visitors requesting non-emergency City services and information. 73 4,945,418 CITY OPERATIONS Provides traffic management and performs traffic control functions to ensure the safe and effective movement of traffic throughout Chicago. 1,233 31,600,892 OFFICE OF EMERGENCY MANAGEMENT AND COMMUNICATIONS Program Summary Program Summary and Description FTEs TURNOVER 118 2020 Funding (1,972,403) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO FIRE DEPARTMENT airport. This pioneering facility will ensure the best emergency response throughout the airport during aircraft emergencies. KEY FUNCTIONS • Extinguishes fires that harm life, property, or the environment • Performs search, rescue and emergency medical services (“EMS”) • Provides maritime fire and EMS to a 15-mile limit in Lake Michigan • Inspects buildings and commercial venues for fire code compliance • Provides public education on fire awareness and safety • Detects hazardous materials and mitigates damage to Chicago communities 2020 INITIATIVES • Final planning will be executed for a firehouse in downtown Chicago that will house Engine 42 and several other units with a new high-rise. • Expand the training and exercise program to include joint homeland security tactical courses for front-line fire companies and police officers throughout the City. • The public education unit will expand its efforts with leading retailers to offer below market-cost smoke detectors in stores citywide. The goal of this initiative is to ensure smoke detectors are affordable, available, and accessible in all homes. 2019 KEY RESULTS • Expanded police and fire active shooter response training and exercise program to the Chicago Public Schools. Specifically, the trainings provided an opportunity to discuss and test multi-agency incident management; utilize scenarios to test inter-agency communication and coordination methods; and offers multi-agency cross training to build capabilities. • Began development of a new, innovative “super” firehouse In partnership with the Department of Fleet and Facility Management and the Public Building Commission. It will be the second largest firehouse in Chicago, located near 119th and Morgan, and will serve the far south side of the City. • Upgraded O’Hare emergency response to meet new runway standards. Newly constructed “Rescue 2” was put into operation at O’Hare in Summer 2019 to provide needed coverage of expanded airport runways at the PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 7% 1% 14% FIRE SUPPRESSION AND RESCUE OPERATIONS EMERGENCY MEDICAL SERVICES ADMINISTRATION SUPPORT SERVICES FIRE PREVENTION 76% 119 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CHICAGO FIRE DEPARTMENT The Chicago Fire Department ("CFD") is responsible for the safety of residents and property by providing emergency services, including extinguishing fires, investigating causes of fires, enforcing the Fire Prevention Code, and administering emergency medical care. CFD utilizes the latest training methods and drills to keep Chicago safe from natural and man-made emergencies. 2019 FUND SOURCE(S) Corporate Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund Other Grant Funds Total Full-time Equivalent Positions and Amounts 2020 FTEs 4,892 68 244 12 Appropriation 586,542,700 7,975,040 29,911,576 29,798,000 5,216 $654,227,316 ALLOCATION Personnel Services Non-Personnel Services FTEs Recommendation 4,836 604,352,338 68 7,863,531 244 28,595,362 10 36,505,000 5,158 607,738,075 46,489,241 $677,316,231 613,005,188 64,311,043 2020 FTEs Funding 85 48,389,410 Program Summary and Description ADMINISTRATION FIRE SUPPRESSION AND RESCUE OPERATIONS Conducts fire fighting and rescue operations. Encompasses Department's Special Operations and Fire Investigation divisions. 4,090 531,416,817 EMERGENCY MEDICAL SERVICES Provides emergency medical care and hospital transport utilizing advanced life support ("ALS") ambulances, as well as engine companies and fire trucks equipped with advanced life support equipment. 832 94,138,852 SUPPORT SERVICES Provides logistical support, including managing the storage, distribution, and maintenance of supplies, equipment, and departmental technology. 58 12,453,155 FIRE PREVENTION Inspects schools, institutions, and places of public assembly for compliance with the City of Chicago Fire Code. 93 9,977,954 TURNOVER the (19,059,957) Program Summary 120 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CIVILIAN OFFICE OF POLICE ACCOUNTABILITY • Issued two advisory letters in 2019: the first addressed CPD activation and use of Body Worn Cameras, and the second addressed the application of member drug and alcohol testing following a firearm discharge. COPA will continue to pursue policy and legislation changes in 2020 to advance the betterment of police accountability throughout Chicago. KEY FUNCTIONS • Provides a just and efficient means to fairly and timely conduct investigations of police misconduct, and determine whether allegations of police misconduct are well-founded • Identifies and address patterns of police misconduct • Makes policy recommendations to improve the Chicago Police Department (“CPD”), thereby reducing incidents of police misconduct 2020 INITIATIVES • As part of Consent Decree implementation efforts, COPA will work with CPD to put in place a mediation program to hear complaints, which is a key priority for the department. Additionally, COPA will continue to enhance its case management system to increase transparency in the oversight system. • Train staff and create specialized investigative units to provide sufficient resources and the expertise capable of addressing legal and investigative complexities associated with domestic violence, sexual misconduct and officer involved fatalities. 2019 KEY RESULTS • Continued the Civilian Office of Police Accountability’s (“COPA”) commitment to transparency and building the community’s trust in the City’s police oversight system. COPA has taken significant steps to release materials of public interest in advance of the 60-day deadline in the City’s Video Release Policy. • Extended COPA’s community engagement efforts in 2019 to include numerous community meetings, including community hours at designated libraries and in every police district throughout the City. • Presented at 10 Chicago Public schools in 2019 as part of COPA’s Youth Initiative, educating nearly 700 students on the tenants of police reform. • Aggressively worked to clear the vast majority of legacy Independent Police Review Authority (“IPRA”) cases, including closing more than 800 IPRA cases in 2019. Additionally, COPA averages 300 to 500 new investigations each quarter, and has concluded 665 investigations through June 30, 2019. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 6% 3% 1% INVESTIGATIONS 11% LEGAL ADMINISTRATION INFORMATION TECHNOLOGY PUBLIC AFFAIRS TRAINING 16% 62% 121 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CIVILIAN OFFICE OF POLICE ACCOUNTABILITY The mission of the Civilian Office of Police Accountability ("COPA") is to provide a just and efficient means to fairly and timely conduct investigations within its jurisdiction, including investigations of alleged police misconduct and to determine whether those allegations are well-founded, applying a preponderance of the evidence standard; to identify and address patterns of police misconduct; and, based on information obtained through such investigations, to make policy recommendations to improve the Chicago Police Department and reduce incidents of police misconduct. 2019 FUND SOURCE(S) FTEs 151 Corporate Fund 2020 Appropriation 13,851,285 FTEs Recommendation 151 13,874,501 11,259,481 2,591,804 11,739,345 2,135,156 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 15 Program Summary and Description ADMINISTRATION Funding 1,569,758 INVESTIGATIONS Conducts investigations into allegations of misconduct against members of the Chicago Police Department including incidents involving excessive force, domestic violence, coercion and verbal abuse, as well as incidents involving death or serious injury to a member of the public. 106 8,995,501 LEGAL Within the Administration Section, the legal department provides advice and counsel to the investigative staff as well as oversee legal matters in which the agency is involved. 24 2,373,460 PUBLIC AFFAIRS Responsible for all outreach and communications with the public including the implementation of transparency policies and public reporting. 6 472,740 TRAINING COPA training and professionial develepment activities as required by ordinance and consent decree 167,500 INFORMATION TECHNOLOGY Information Technology activities supporting the agency's investigative process and data reporting tools 872,165 TURNOVER (576,623) Program Summary 122 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T PUBLIC SAFETY CIVILIAN OFFICE OF POLICE ACCOUNTABILITY Per Section 2-78-105 of the Municipal Code, COPA’s annual budget shall not be less than one percent (1.0 percent) of the annual appropriation of all non-grant funds for the Chicago Police Department (“CPD”) contained in the annual appropriation ordinance for that fiscal year. FUNDING FLOOR BASE 2020 RECOMMENDATION CPD Fund 100 CPD Fund 610 CPD Fund 740 CPD Fund 0994 CPD Fund 0B25 Total Funds 1.0 Percent Floor $1,651,842,238 $8,785,338 $25,219,832 $100,000 $10,754,000 $1,696,601,408 $16,966,014 COPA BUDGET 2020 RECOMMENDATION Personnel Services Non-Personnel Services Total COPA Budget Allocation Fringe* Total $11,739,345 $2,135,156 $13,874,501 $5,089,153 $18,963,654 *Fringe is calculated based on benefit expenditures from Finance General. This includes employee healthcare, pension, unemployment insurance, workers compensation and general liability insurance, social security (employer’s share), and Medicare. The calculated fringe rate for 2019 is 43.83 percent. 123 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES Community Services FUNDING COMPARISON BY DEPARTMENT Department 2019 2020 Department of Public Health 206,068,833 221,938,636 Commission on Human Relations 2,470,198 2,955,975 Mayor's Office for People with Disabilities 5,837,085 7,644,644 686,587,744 686,483,344 Department of Family and Support Services Chicago Public Library 76,010,108 Total - Community Services $976,973,968 Program Summary 124 84,521,915 $1,003,544,514 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES CHICAGO DEPARTMENT OF PUBLIC HEALTH investing to enhance existing City-run clinic locations, implemented a modern electronic medical record system, and expanded service offerings to include tele-psychiatry. KEY FUNCTIONS • Provides health protection including emergency preparedness, environmental permitting and inspections, food protection, lead poisoning prevention, vector control, and disease control • Administers behavioral health services including violence prevention, substance use, and mental health • Supports maternal, infant, child and adolescent health • Provides HIV/STI prevention, housing and care, treatment, partner services, research and data analysis • Leads community engagement, public information, epidemiology, and research 2020 INITIATIVES • Launch the implementation of Healthy Chicago 2025, the Citywide plan to promote racial equity and close the life expectancy gap through initiatives focused in key areas to addressing the root causes of health – including housing, food access, neighborhood development and community safety. • In 2019, CDPH launched a universal home visiting and coordinated service referral program for families with newborns. In the weeks following birth, all families are offered a home visit from a nurse that includes screening for maternal and infant health, and bridging of families to services. In 2020, as the program becomes fully operational, the goal is to provide at least 70 percent of families delivering at the pilot hospitals with a nurse home visit and connection to services. • To address the issue of increasing opioid use and overdose, CDPH is establishing a post-overdose outreach program, enhancing data surveillance, coordinating naloxone distribution and overdose response with the police and fire departments. This initiative will also deploy community health workers to provide overdose prevention education, reaching at least 3,000 individuals post-overdose. • Implementation of the 2020 Mental Health Framework including new investments in trauma-informed centers of care and violence prevention, mental health crisis prevention and response, and system coordination. 2019 KEY RESULTS • Introduced “Getting to Zero” in May 2019, a plan to finally end the HIV epidemic in Illinois by 2030. This plan was developed in partnership with the Chicago Department of Public Health (“CDPH”), the Illinois Department of Public Health, and the AIDS Foundation of Chicago. There were 752 new HIV diagnoses in Chicago in 2017, the fewest since 1990. • Continued to make dramatic progress in reducing lead poisoning – from 25 percent of children with elevated levels in the 1990s to less than 1 percent in 2019. CDPH nurses and inspectors are now conducting case investigations and home visits for children with lower blood lead levels, allowing early intervention to prevent further exposure. • Developed the Mental Health Transformation Framework to increase access to mental health care through consultation with providers, persons with lived experience, and other subject matter experts. As a foundation for these efforts in 2019, CDPH is PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 3% 3% 2% 2% 4% HIV / AIDS / STI SERVICES 31% 5% EMERGENCY PREPAREDNESS MATERNAL/INFANT/CHILD/ADOLESCENT HEALTH MENTAL HEALTH SERVICES TUBERCULOSIS CONTROL 5% BEHAVIORAL HEALTH 0% LEAD POISONING PREVENTION CHRONIC DISEASE 5% ADMINISTRATION VACCINE PREVENTABLE DISEASES SUBSTANCE USE DISORDER 6% FOOD PROTECTION ENVIRONMENTAL HEALTH AND PERMITTING 1% 13% 9% 10% 125 EPIDEMIOLOGY COMMUNICABLE DISEASE 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES 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 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 actions; inspecting food establishments; delivering services directly through delegate agencies; establishing a public health presence in City neighborhoods; and promoting health, living among residents through policy and public education campaigns. FUND SOURCE(S) Corporate Fund Community Development Block Grant Other Grant Funds 2019 FTEs 206 73 309 Appropriation 36,003,214 12,614,619 157,451,000 588 $206,068,833 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 220 55,244,977 73 14,118,659 320 152,575,000 613 63,325,183 142,743,650 $221,938,636 73,088,409 148,850,227 2020 FTEs Funding 54 11,628,689 Program Summary and Description ADMINISTRATION HIV / AIDS / STI SERVICES Provides and supports comprehensive services that promote the prevention, testing, and treatment of HIV and other sexually transmitted infections. Services are provided and supported by CDPH in clinical and community settings through funding to delegate agencies. Collects data on HIV/AIDS and STI cases. 102 69,948,097 FOOD PROTECTION Promotes food safety and sanitation through the inspection of food establishments and by providing technical assistance on food safety to businesses and the public. Conducts inspections and enforcement actions related to summer festivals. 54 6,803,103 COMMUNICABLE DISEASE Maintains citywide surveillance of reportable communicable diseases. Conducts epidemiological analysis to identify trends and implement prevention and intervention strategies. Investigates outbreaks of diseases and makes recommendations on control and treatment. Educates the public and organizations on communicable diseases and prevention. 31 3,539,368 Program Summary 126 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T DEPARTMENT OF PUBLIC HEALTH 2020 FTEs 15 Funding 3,057,310 VACCINE PREVENTABLE DISEASES Provides vaccines to providers serving those at high risk for underimmunization. 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. 32 11,428,696 MENTAL HEALTH SERVICES Provides outpatient mental health services for adults, including case management, 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. Services are also supported in clinical and community settings through funding to delegate agencies. 67 21,162,985 SUBSTANCE USE DISORDER Supports a continuum of substance use prevention and treatment services, including promoting medication-assisted treatment in primary care settings and supporting outpatient, intensive outpatient, and residential treatment, as well as recovery homes. Promotes Naloxone availability to treat opioid overdoses, educates healthcare providers, and collects and analyzes data for substance use disorders to inform evidence-based interventions. 10 9,112,367 BEHAVIORAL HEALTH Supports community partners to reduce children's exposure to violence, teen dating violence, and bullying; implements community outreach, public awareness, and social networking violence prevention and mental health strategies. Supports mental health services related to violence, including crisis intervention, crisis response and recovery, and child sexual assault. Promotes trauma-informed practices and fund community and school restorative justice programs. 24 13,426,164 LEAD POISONING PREVENTION Works to combat lead poisoning by ensuring children are tested for lead, educating parents, providers, and property owners on the dangers of lead, and enforcing City and State laws to inspect homes of children with lead poisoning and ensure lead hazards are properly eliminated. Collects and analyzes data and ensures lead poisoned children receive appropriate services. 41 11,772,520 Program Summary and Description TUBERCULOSIS CONTROL Maintains citywide surveillance and case management of all diagnosed tuberculosis ("TB") cases in Chicago, including providing directly observed therapy and ensuring the provision of specialized treatment. Investigates the status of TB cases and conducts TB screening and prevention activities for high-risk populations. Program Summary 127 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T DEPARTMENT OF PUBLIC HEALTH Program Summary and Description FTEs 2020 CHRONIC DISEASE To reduce chronic disease and other health outcome disparities by building and sustaining capacity to address neighborhood environments and social/institutional inequities. Funding 175,000 MATERNAL/INFANT/CHILD/ADOLESCENT HEALTH Provides population level and direct health and supportive services to infants, children, adolescents, and women who are pregnant or of reproductive age. Services include education, home visits, nutritional services, and schoolbased health services. 73 22,819,517 EMERGENCY PREPAREDNESS Implements preparedness response programs for bioterrorism, infectious disease outbreaks, and other public health threat. Establishes plans, trains staff, and conducts exercises and drills to improve public health and health care readiness. Administers federal funds for hospital preparedness. 44 28,601,731 EPIDEMIOLOGY Analyzes and maps health data to inform policy, planning, and interventions. 25 5,251,371 ENVIRONMENTAL HEALTH AND PERMITTING Performs routine and complaint-generated inspections to ensure environmental protection laws are enforced to keep residents healthy and safe. Environmental permits are also administered. 41 5,881,701 TURNOVER (2,669,983) Program Summary 128 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES COMMISSION ON HUMAN RELATIONS KEY FUNCTIONS • Investigates and adjudicates complaints of discrimination • Mediates community conflicts and conducts peace circles • Provides educational workshops • Advocates for and assists hate crime victims 2019 KEY RESULTS • Completed 58 percent of investigations within one year of the filing date, as of August 2019. • Continued to improve efficiency of investigations resulting in only one open investigation of complaints filed before 2017 as of August 2019. • Provided 46 workshops to students and adults in English and Spanish on topics including bullying, conflict resolution, and prejudice reduction. • Conducted 389 presentations on the Chicago Human Rights and Fair Housing Ordinances, hate crimes, making businesses accessible, and other topics related to discrimination law. • Produced four quarterly online newsletters in 2019. 2020 INITIATIVES • Seek to have the department become certified as a Fair Housing Assistance Program (‘”FHAP”) agency through the federal Department of Housing and Urban Development’s (“HUD”) FHAP to receive housing discrimination complaint referrals from HUD. As a FHAP agency, HUD will reimburse the Commission at a specified rate for each case and provide free fair housing training to staff, and other technical assistance. • Designate a staff member to serve as the department’s Fair Housing Outreach Specialist to work with the Chicago Housing Authority, real estate management companies, and community organizations to provide 25 fair housing trainings citywide to reduce fair housing discrimination and inform the public about their rights. • Collaborate with Roosevelt University and John Marshall Law School to conduct tests for fair housing discrimination in four community areas and provide up to eight fair housing trainings to landlords, real estate managers, and realtors in those communities. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 17% HUMAN RIGHTS COMPLIANCE ADMINISTRATION COMMUNITY RELATIONS 55% 28% 129 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES COMMISSION ON HUMAN RELATIONS The Chicago Commission on Human Relations ("CCHR") promotes appreciation of Chicago's diversity and works to eliminate prejudice and discrimination. Commissioners, advisory councils, and staff conduct proactive programs of education, intervention, and constituency building to discourage bigotry and bring people together. CCHR enforces the Chicago Human Rights Ordinance and Chicago Fair Housing Ordinance. 2019 FUND SOURCE(S) Corporate Fund Community Development Block Grant FTEs 12 8 Appropriation 1,155,982 1,314,216 20 $2,470,198 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 11 1,091,268 8 1,864,707 19 $2,955,975 2,010,536 459,662 Program Summary and Description 2,079,816 876,159 FTEs 2020 Funding ADMINISTRATION Responsible for the management of the department including personnel, budget, and administrative functions. 2 826,942 HUMAN RIGHTS COMPLIANCE The Adjudication Division enforces the Chicago Human Rights and Fair Housing Ordinances. The division receives and investigates complaints of housing, employment, public accommodations, and credit discrimination based on race, color, ancestry, national origin, religion, disability, age (over 40), sex, sexual orientation, gender identity, marital status, parental status, military status, source of income, credit history (employment only), and criminal history (employment only). 13 1,653,619 COMMUNITY RELATIONS The Inter-Group Relations Unit (IGR) responds to tensions that may arise due to racial, ethnic, and other forms of difference to prevent hate crimes and violence. Staff trained in mediation and conflict resolution help parties in conflict resolve differences through dialogue and understanding. IGR advocates for and assists hate crime victims, and provides human relations workshops and presentations on such topics as prejudice reduction, hate crimes, and bullying. 4 506,733 TURNOVER (31,319) Program Summary 130 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES MAYOR’S OFFICE FOR PEOPLE WITH DISABILITIES • Began a Job Shadow Day/One Summer Chicago Program which resulted in 306 Chicago Public School students with disabilities participating. KEY FUNCTIONS • Provides direct independent living services • Enforces accessibility compliance • Administers the home modification program • Promotes and advances legislation and policy related to disability issues • Offers employment programs • Conducts disability awareness training 2020 INITIATIVES • Implement the 16 recommendations of the Task Force on Employment and Economic Development for People with Disabilities. The purpose of the Task Force was to advise the City on ways to increase employment opportunities for people with disabilities. • Strengthen efforts to ensure that residential and commercial buildings are built in compliance with accessibility laws and codes. This will include implementing code updates and improving internal processes to ensure all appropriate projects are submitted for review. • Implement the Digital Inclusion Maturity Model strategy that will optimize information and communications technology accessibility, broad inclusion, and improve quality of life for persons with disabilities. It plans for City operations and services that are accessible, usable, and able to be personalized to support individual needs and abilities, while supporting other key City goals, such as economic development, resilience, and sustainability. 2019 KEY RESULTS • Provided the following direct services through June 2019: responded to 15,625 information resource calls; provided independent living services to 191 clients; provided home delivered meals to 96 participants; and provided personal assistance homemaker services to 132 clients. • Completed 513 permit plan reviews, conducted 233 pre-permit plan reviews and responded to 1,288 technical assistance requests through June 2019. • Completed 16 projects as of mid-2019 through the HomeMod Program, which provides home modifications up to $10,000 for qualified homeowners or renters with disabilities; 88 are expected to be completed by the end of the year. • Provided direct service/information assistance to 5,696 individuals with disabilities, completed 224 referrals for job training/placement, 81 job placements; and 104 benefit analyses through Employment Services/Work Incentives Planning and Assistance (“WIPA”) grant staff. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 2% 3% 2% 6% 26% POLICY AND ADMINISTRATION 6% ACCESS CHICAGO OPERATIONS INDEPENDENT LIVING PROGRAM 6% ADMINISTRATION INTERGOVERNMENTAL AFFAIRS INTERNATIONAL RELATIONS 1% 1% PRESS OFFICE DISABILITY RESOURCES EXECUTIVE 8% EMPLOYMENT SERVICES 16% 9% 13% 131 PREVENTION PROGRAMS ACCESSIBILITY COMPLIANCE 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T 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 through education and training, advocacy, and direct services. FUND SOURCE(S) Corporate Fund Community Development Block Grant Other Grant Funds 2019 FTEs 14 12 4 Appropriation 1,595,158 3,096,927 1,145,000 30 $5,837,085 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 14 1,927,829 12 4,220,815 4 1,496,000 30 3,543,432 2,293,653 3,656,968 3,987,676 2020 FTEs 8 Program Summary and Description ADMINISTRATION $7,644,644 Funding 2,004,566 EMPLOYMENT SERVICES The Mayor's Office for People with Disabilities, Employment Services SSA Work Incentives Planning and Assistance (WIPA) Unit, Provides intensive one-on-one and in group settings Social Security Administration services, (Benefits Analyses) to SSI/SSDI recipients currently working or have recent job offers. This is an effort to accurately clarify the impact of work on the SSA & Public benefits with the support of Community Service providers particularly those in the targeted underserved areas. 4 646,719 ACCESSIBILITY COMPLIANCE Responsible for reviewing and approving public and private entities in the City for compliance with local, state, and federal disability rights and accessibility laws. 4 404,451 PREVENTION PROGRAMS Provides educational and referral services for substance abuse prevention, since focusing on underage drinking and marijuana use by youth who are deaf and hard of hearing. Programs also implement other strategies for increasing self-esteem, and encouraging positive lifestyles. 2 465,618 DISABILITY RESOURCES Enrolls clients in appropriate programs for services and assistance. Advocates on behalf of clients when appropriate, enabling them to live independently. 9 1,354,359 INDEPENDENT LIVING PROGRAM Supports services designed to enhance independent living and quality of life for people with disabilities, including individualized needs assessment, inhome assistive devices, and personal care or homemaker services. 3 2,726,050 Program Summary 132 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T MAYOR'S OFFICE FOR PEOPLE WITH DISABILITIES Program Summary and Description FTEs ACCESS CHICAGO 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. TURNOVER 2020 Funding 118,250 (75,369) Program Summary 133 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES DEPARTMENT OF FAMILY AND SUPPORT SERVICES • Provide Opportunity Youth with wrap-around services linked to employment through five Reconnection Hubs that will serve more than 1,300 individuals by December 2019. • Anticipate an increase in the number of online early learning applications submitted for citywide Chicago Early Learning slots by 17 percent. KEY FUNCTIONS • Manages community-based Chicago early learning programs including Early Head Start, Head Start, Preschool for All and Prevention Initiative • Supports programs for victims of intimate partner and teen dating violence including the 24/7 domestic violence hotline, counseling, and legal advocacy services • Manages the City’s 3,000 plus shelter bed network program, and provides outreach and supportive service programs for person’s experiencing homelessness • Provides comprehensive social services and case management at six Community Service Centers throughout the City • Offers Chicago seniors in-home and caregiver services, and social, educational and recreation activities at 21 regional and satellite centers • Provides career counseling, job readiness and skills training, job placement assistance, and case management services • Creates programs and initiatives that leverage the assets and strengths of youth ages 6-24 to support their growth and development 2020 INITIATIVES 2019 KEY RESULTS • The annual nationwide Point-in-Time count results showed a three percent reduction of homeless individuals. • Progress towards at least one step toward stability in area of primary need will be made by at least 60 percent of Community Service Center clients by December 2019. • Building on a national best practice in summer youth employment, the Department of Family and Support Services (“DFSS”) designed a three-year, tiered model, intended to support youth to engage in career exploration and work-readiness. The goal of this approach is to prepare youth for success in privatesector jobs outside of One Summer Chicago. The first cohort will enter its third year in 2020, and it is anticipated that these youth will be placed in one of 250 fully paid internships with corporate partners. • Launched in 2019, the Flexible Housing Pool seeks to house individuals who are experiencing homelessness and super utilizers of crisis response systems like jails, emergency rooms, and hospitals. By the first quarter of 2020, the program intends to house 50 people, while continuing to increase overall funding for the program through public-private partnerships. • In 2019, the Workforce Services Division implemented a revised performance payment structure to align payment incentives to delegate agencies with key outcomes, including prioritizing job placements for the three target populations and sustained employment, ensuring that 75 percent of people belong to a priority population. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 7% 2% 2% 7% CHILD SERVICES 2% DOMESTIC VIOLENCE YOUTH SERVICES WORKFORCE SERVICES 8% HOMELESS SERVICES HUMAN SERVICES SENIOR SERVICE PROGRAMS 1% ADMINISTRATION 71% 134 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES DEPARTMENT OF FAMILY AND SUPPORT SERVICES The Department of Family and Support Services ("DFSS") supports coordinated services to enhance the lives of Chicago residents, particularly those in need, from birth through the senior years. DFSS promotes the independence and well-being of individuals, supports families, and strengthens neighborhoods by providing direct assistance and administering resources to a network of community based organizations, social service providers, and institutions. 2019 FUND SOURCE(S) Corporate Fund Human Capital Innovation Fund Houseshare Surcharge - Homeless Services Fund Houseshare Surcharge - Domestic Violence Fund Community Development Block Grant Other Grant Funds FTEs 80 Total Full-time Equivalent Positions and Amounts 28 324 Appropriation 90,070,855 4,008,000 0 0 24,452,889 568,056,000 432 $686,587,744 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 102 92,882,048 2,174,000 5,138,000 3,155,000 28 25,386,296 299 557,748,000 429 60,861,113 625,726,631 $686,483,344 65,393,572 621,089,772 2020 FTEs Funding 85 10,916,407 Program Summary and Description ADMINISTRATION CHILD SERVICES Manages comprehensive Head Start and Child Care programs serving families of children ages birth to 12. 116 490,274,622 YOUTH SERVICES Coordinates out-of-school activities, counseling, and mentoring programs for youth ages six to 18. Provides employment and training activities for youth and provides an alternative for youth entering the juvenile justice system through the Juvenile Intervention Support Center. 14 54,331,024 HOMELESS SERVICES Coordinates programs for people who are homeless or at imminent risk of homelessness as well as funds community agencies that provide housing and other supportive services. Assists with non-life-threatening situations by providing well-being checks, responding to requests for emergency shelter or relocation, and social services. 22 49,566,801 DOMESTIC VIOLENCE Oversees the City's domestic violence hotline. Collaborates with a network of community-based delegate agencies to provide victims of domestic violence and their families with support and services. 4 7,442,566 Program Summary 135 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T DEPARTMENT OF FAMILY AND SUPPORT SERVICES Program Summary and Description WORKFORCE SERVICES Provides workforce services through 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. 2020 FTEs Funding 6 11,348,557 SENIOR SERVICE PROGRAMS Provides adults ages 60 and older with access to services to remain healthy, safe, and independent. Services include the golden diners program, homedelivered meals, elder neglect services, emergency medical transportation, and a variety of social and recreational activities at regional and satellite centers. 129 49,473,866 HUMAN SERVICES Operates six community service centers located throughout the city providing a range of resources such as rental assistance, case management, and veteran's services. 53 14,652,073 TURNOVER (1,522,572) Program Summary 136 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES CHICAGO PUBLIC LIBRARY new location in eight years. • Launched Fine Free Libraries, which eliminates the barrier to access CPL services to allow thousands of patrons to resume borrowing from the library, regardless of ability to pay outstanding fines. KEY FUNCTIONS • Provides free digital access in Chicago through more than 2,800 public computers and free Internet access • Provides library services 24/7 online • Provides after school online homework help and in-library assistance from a Teacher in the Library, preschool literacy, and summer learning programs • Offers digital literacy and inclusion development with in-library CyberNavigators assisting patrons with a variety of services including resume development, job search assistance and media literacy support • Manages YOUmedia and teen learning spaces that serve as safe space for teens to explore creative interests through work with librarians and teen mentors 2020 INITIATIVES • The new CPL Strategy, which will is expected to be fully operational at a departmental level in the first quarter of 2020, will guide all annual work and departmental operating plans. • Throughout 2020, CPL will roll out additional hours at every Chicago library branch. By the end of 2020, all libraries will be open on Sundays. Previously, only three library locations were open on Sunday. 2019 KEY RESULTS • Initiated development of the 2020-2023 Chicago Public Library (“CPL”) Strategy, which will inform the future direction of CPL, slated for completion in November 2019. • Transformed the Legler Branch Library into the first regional library on the West side since the 1970s, providing 68 hours of service each week to the community. The Legler visitor count more than doubled during July with the first month of additional hours. • Opened Little Italy and Northtown Branches in new locations; two of three new branches co-located with Chicago Housing Authority housing. • Opened a new Independence Branch for the first time since a fire destroyed the previous branch in 2015. • Opened the 81st branch in the West Loop, the first PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 6% 4% 0% 8% CENTRAL LIBRARY SERVICES ADMINISTRATION NEIGHBORHOOD LIBRARY SERVICES CAPITAL IMPROVEMENT TECHNOLOGY, CONTENT AND INNOVATION LIBRARY PROGRAMS AND PARTNERSHIPS 14% 67% 137 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMUNITY SERVICES CHICAGO PUBLIC LIBRARY The Chicago Public Library ("CPL") system supports Chicagoans in their enjoyment of reading, pursuit of learning, and access to knowledge. CPL provides equal access to information, ideas, and technology at 81 neighborhood locations. FUND SOURCE(S) Library Fund Other Grant Funds Total Full-time Equivalent Positions and Amounts 2019 FTEs 949 77 Appropriation 62,496,108 13,514,000 1,026 $76,010,108 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 1,067 71,721,915 72 12,800,000 1,139 $84,521,915 67,320,475 8,689,633 72,555,713 11,966,202 2020 FTEs Funding 94 12,283,539 Program Summary and Description ADMINISTRATION CAPITAL IMPROVEMENT Improves library services by renovating and constructing library facilities. 5,457,000 CENTRAL LIBRARY SERVICES Provide public service at the Harold Washington Library Center and Popular Library at Water Works. Assist visitors of all ages in locating materials and information; utilizing library computers and online resources; requesting books, movies and music in print and electronic format; conducting programs, outreach and information and referral services. Conduct patron account services and maintain patron records; conduct collection maintenance and materials delivery. 952 58,569,562 NEIGHBORHOOD LIBRARY SERVICES Provide public service at 78 branches and 3 regional libraries. Assist visitors of all ages in locating materials and information; utilizing library computers and online resources; requesting books, movies and music in print and electronic format; conducting programs, outreach and information and referral services. Conduct patron account services and maintain patron records; conduct collection maintenance and materials delivery. Manage facility maintenance and security needs. 66 7,451,396 TECHNOLOGY, CONTENT AND INNOVATION Plays key roles in the following areas: selection, processing, cataloging, circulation and on-going management of the library's collections; technology planning; coordinating a cohesive presencePUBLIC among CPL's virtual and CHICAGO LIBRARY physical technology environments; and preserving, archiving, digitizing and making available Harold Program Summary andWashington's Description Special Collections. 27 3,729,839 LIBRARY PROGRAMS AND PARTNERSHIPS Develops and coordinates cultural, civic, and educational programs and resources for patrons with a focus on innovative community-based learning practices. Program Summary TURNOVER 138 FTEs 2020 Funding 368,730 (3,338,151) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT City Development FUNDING COMPARISON BY DEPARTMENT Department 2019 2020 Department of Housing 150,777,952 198,917,678 35,813,399 43,697,506 Department of Cultural Affairs and Special Events Department of Planning and Development 37,505,318 Total - City Development $224,096,669 Program Summary 139 65,072,199 $307,687,383 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT DEPARTMENT OF HOUSING 2020 INITIATIVES KEY FUNCTIONS • Manages the development of affordable multi- and single-family housing by providing financing through Low-Income Housing Tax Credit, Tax Exempt Municipal Bonds, and City grants and loans • Implements housing and neighborhood preservation to eliminate blight, and rehabilitate deteriorated, vacant and abandoned housing • Provides homebuyer and homeowner assistance including home purchase assistance, emergency repairs, counseling, energy efficiency improvements and financing programs • Leads policy, research and development of City housing issues to promote growth and diversity 2019 KEY RESULTS • Committed $265 million in funding to assist more than 5,700 units of housing, of which $127 million was expended through the second quarter of 2019 to assist 2,836 units. This includes: • $217 million committed to support nearly 3,000 units of affordable rental housing; $114 million expended through the second quarter to assist 1,850 units • $29 million committed to help nearly 560 households achieve or sustain homeownership; $7.5 million expended through the second quarter to assist 238 units • $19 million committed to assist nearly 2,200 households repair, modify or improve homes; $6.2 million expended through the second quarter to assist 748 units • The Department of Housing’s issuance of a Qualified Allocation Plan (“QAP”) in 2019 will govern the allocation of Low-Income Housing Tax Credits for 2020-2021 multifamily affordable rental housing development projects. The new QAP reflects Mayor Lightfoot’s commitment to increased transparency, equity and accountability in the allocation of City investments and resources. • Seek to expand affordable housing opportunities citywide through the legalization of accessory dwelling units (“ADUs”) in basements, attics, coach houses and new construction. ADUs provide added income to offset increasing property taxes and housing costs, allow for older homeowners to age in place, and may be one method to counteract tear downs and alleviate the pressures of gentrification. • Enact changes to the Affordable Requirements Ordinance based on recommendations from the task force convened in 2019. • Investing $10 million in affordable housing and homelessness. The Chicago Low-Income Housing Trust Fund will receive $5 million to provide an additional 520 units of housing to provide residents with incomes not exceeding 30 percent of area median income rental subsidies. Another $5 million will provide the Flexible Housing Pool with funding for youth experiencing homelessness with a goal of reducing youth homelessness by 25 percent. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 13% 1% 3% HOUSING DEVELOPMENT CONSTRUCTION AND COMPLIANCE HOMEOWNERSHIP PROGRAMS ADMINISTRATION 84% 140 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT DEPARTMENT OF HOUSING The Department of Housing ("DOH") supports access to affordable housing in all neighborhoods, partnering with the government, developers, funders, non-profits and advocates to bring new solutions and investments to promote a diverse, assessible and thriving city, where every family and resident can find a place to call home. 2019 FUND SOURCE(S) Corporate Fund Affordable Housing Opportunity Fund Tax Increment Financing Administration Fund Community Development Block Grant Other Grant Funds FTEs 20 15 2 34 14 Appropriation 4,348,251 27,528,513 209,664 29,586,524 89,105,000 85 $150,777,952 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 20 15,346,263 10 45,280,132 6 641,842 33 33,904,441 14 103,745,000 83 $198,917,678 8,700,223 142,077,729 Program Summary and Description 9,001,005 189,916,673 FTEs ADMINISTRATION 2020 Funding 9 1,051,574 HOUSING DEVELOPMENT create and preserve affordable housing. Leverages federal, state and local financial resources to support the construction and rehabilitation of family, senior, and supportive housing. Manages programs and initiatives that target troubled, vacant, and abandoned properties for restoration as affordable housing, and to support neighborhood revitalization efforts. 12 167,515,890 HOMEOWNERSHIP PROGRAMS Promotes homeownership opportunities for first-time homeowners, low-and moderate-income residents, and working families. Provides assistance to finance repairs and preserve owner-occupied buildings. Provides mortgage loans, down payment and closing cost assistance, and housing counseling services. 22 25,561,285 CONSTRUCTION AND COMPLIANCE Ensures construction and programmatic compliance on housing projects that receive federal, state and City financial assistance. Reviews plans and performs inspections during various stages of development. 40 5,085,315 TURNOVER (296,386) Program Summary 141 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT DEPARTMENT OF CULTURAL AFFAIRS AND SPECIAL EVENTS events citywide including Chicago SummerDance (60,000 attendees) and World Music Festival Chicago (25,000 attendees). • Increased corporate sponsorships received by 30 percent; increased grants received by 20 percent; and secured $1 million in foundation support for the 2019 Year of Chicago Theatre. KEY FUNCTIONS • Presents major cultural festivals including Chicago Blues Festival, Chicago Jazz Festival, and Taste of Chicago; presenting free dance, music, theatre, and visual art programs for the public • Facilitates neighborhood festivals, parades and athletic events citywide • Manages Millennium Park, Chicago Cultural Center, and other City-owned cultural venues; coordinates Chicago City Markets including the Maxwell Street Market • Administers the Cultural Grants Program to support artists and nonprofit arts organizations citywide • Oversees the Chicago Film Office to coordinate film permits, City services and other logistical support • Coordinates the Citywide Chicago Public Art Collection and implements the City’s Percent for Art and other public art programs 2020 INITIATIVES 2019 KEY RESULTS • Launched a new brand for Chicago theater and a major marketing campaign for the designation of 2019 as the Year of Chicago Theatre, while presenting more free theatre programming downtown and citywide, and providing increased financial grants and performance fees and commissions to 273 theatres and theatremakers. • Presented major festivals drawing a majority-local audience including Chicago Blues Festival (165,000 attendees), Chicago Jazz Festival (125,000 attendees), and Taste of Chicago (1.5 million attendees); and cultural • Designate 2020 as the Year of Chicago Music, and launch a new brand for Chicago music and a major local/national/international marketing campaign, present free music programming downtown and citywide, provide increased financial grants to musicians and music-makers, and advocate for local venues and clubs and supporting music education. • Increase support to cultural organizations and artists with a special focus on underserved neighborhoods. • Partner with the Chicago Park District to animate the 15 neighborhood cultural centers and expand the vitality of arts programming in underserved communities. • Restore the Chicago Cultural Center through a $10 million gift to transform the “The People’s Palace” into a world-class asset that supports the City’s vibrant cultural landscape. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 5% 3% 9% 34% PROGRAMMING FACILITIES STRATEGIC INITIATIVES EXTERNAL EVENTS ADMINISTRATION MARKETING 19% 31% 142 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T 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. This includes fostering the development of Chicago's non-profit arts sector, independent working artists and for-profit arts businesses; providing a framework to guide the City's future cultural and economic growth, via the 2012 Chicago Cultural Plan; marketing the City's cultural assets to a worldwide audience; and presenting high-quality, free and affordable cultural programs for residents and visitors. 2019 FUND SOURCE(S) Special Events and Municipal Hotel Operators' Occupation Tax Fund Other Grant Funds FTEs 78 Appropriation 34,365,399 2020 FTEs Recommendation 77 40,206,506 1,448,000 Total Full-time Equivalent Positions and Amounts 78 ALLOCATION Personnel Services Non-Personnel Services $35,813,399 3,491,000 77 6,589,573 29,223,826 $43,697,506 6,313,733 37,383,773 2020 FTEs 16 Funding 2,079,018 EXTERNAL EVENTS Coordinates privately produced events held in the City of Chicago - including festivals, music festivals, athletic events, area filming and major civic celebrations by ensuring these events have the proper permits. Communicates with hosting neighborhoods and sister government agencies for safe operations. 19 4,143,406 PROGRAMMING Produces and presents world-class public programs that showcase Chicago arts organizations and individual artists. Provides access to cultural programs to Chicago residents, and attracts visitors and businesses around the world. Provides direct employment and professional development opportunities for local artists. 14 14,804,188 STRATEGIC INITIATIVES Coordinates and administers citywide initiatives and special projects. Administers cultural grants to local artists and arts organizations. Manages a comprehensive multi-year development plan and its operations, including the Cultural Fund program. Supports Chicago's arts community through strategic partnerships, programs, and services. 10 8,293,532 Program Summary and Description ADMINISTRATION Program Summary 143 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T DEPARTMENT OF CULTURAL AFFAIRS AND SPECIAL EVENTS Program Summary and Description MARKETING Promotes the arts agenda of the City and the wider cultural community via Communications (press, social media, advertising, web and email marketing), Design (graphic and print jobs), Visitor Experience (visitor services, volunteers, education, and engagement), Partnerships (individual and corporate sponsorships), and Cultural Tourism activities in collaboration with Choose Chicago. FACILITIES Manages department facilities including Millennium Park, Chicago Cultural Center, Gallery 37 Center for the Arts, Clarke House Museum, and the Historic Water Works. Manages rentals at Millennium Park and the Chicago Cultural Center. Manages the City Markets Program with includes the Maxwell Street Market and Farmers Markets. TURNOVER 2020 FTEs 10 Funding 1,270,983 8 13,462,918 (356,539) Program Summary 144 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT DEPARTMENT OF PLANNING AND DEVELOPMENT • Large-scale redevelopment agreements were negotiated with developers of two master plans, The 78 and Lincoln Yards. The two projects will collectively lead to $13 billion in private investment over the coming decade, generating 3,200 units of affordable housing, tens of thousands of permanent jobs, and crucial infrastructure upgrades, including three new vehicular bridges across the Chicago River and a new CTA Red Line station at 15th and Clark. • Adopted by the Plan Commission in January, the updated Chicago River Design Guidelines on how properties along the Chicago River should be developed and improved to create a more unified aesthetic, enhance the natural environment, and provide public access and recreational opportunities, while balancing the needs of active industrial uses critical to the City’s economy. KEY FUNCTIONS • Administers the City’s zoning ordinance through the review of building permit application to ensure compliance with the Chicago Zoning Ordinance • Manages economic development initiatives including financial assistance program, business development and related quality of life initiatives • Land use planning to manage neighborhood and citywide plans • Implements sustainable growth initiatives including the development of open space and sustainability policies • Leads historic preservation efforts by assisting property owners, City departments, Sister Agencies, and other members of the public to promote the preservation of Chicago’s historic resources 2020 INITIATIVES 2019 KEY RESULTS • Implemented a $10 million tax increment financing deal to redevelop Chicago’s last vacant Dominick’s building in the South Shore community, and issued $11.5 million in New Market Tax Credits that led to the opening of Woodlawn’s first full-service grocer in decades, a Jewel-Osco located at 61st and Cottage Grove. These initiatives resulted in the reduction of two major South Side food deserts. • Provided assistance that led to the approval of a 165-employee distribution facility on the former Crawford Station powerplant site in Little Village. The one million-square-foot project will include new pedestrian and bike-friendly improvements; extensive landscaping that includes more than 600 trees; infrastructure for electric trucks, cars and solar panels; traffic signal improvements; and other enhancements. • Coordinate with the Mayor’s Office and the Department of Housing to determine the best utilization of Cityowned residential and commercial land in Woodlawn to achieve comprehensive, community-based planning initiatives launched in 2019. The process will seek to maximize the impact of the Obama Presidential Center on behalf of existing community stakeholders. • Implement plans to turn a 4.5-acre, former manufacturing site at the western end of the 606 Trail into 150 units of affordable housing and new public open space. The Department of Planning and Development has completed acquisition of the property and will ready the site for future development by demolishing the existing building and remediating on site environmental contaminants. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 10% ECONOMIC DEVELOPMENT 11% PLANNING / HIST. PRES. / SUSTAINABILITY ZONING ORDINANCE ADMINISTRATION 14% 64% 145 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T CITY DEVELOPMENT DEPARTMENT OF PLANNING AND DEVELOPMENT As the principal planning agency for the City of Chicago, the Department of Planning and Development ("DPD") promotes the comprehensive growth and sustainability of the City and its neighborhoods. DPD also oversees the City's zoning and land use policies and employs a variety of resources to encourage business and real estate development, historic preservation, accessible waterfronts, walkable neighborhoods, and related community improvements. FUND SOURCE(S) Corporate Fund Tax Increment Financing Administration Fund Neighborhood Opportunity Fund Community Development Block Grant Other Grant Funds 2019 FTEs 103 41 5 16 1 Appropriation 10,789,468 3,793,022 14,933,837 4,028,991 3,960,000 166 $37,505,318 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 97 11,004,559 49 6,187,637 8 42,285,320 18 3,807,683 2 1,787,000 174 14,895,997 22,609,321 Program Summary and Description ADMINISTRATION ECONOMIC DEVELOPMENT Promotes an equitable approach to community development to ensure all Chicago neighborhoods benefit from new public and private investment. Coordinates the strategic allocation of department financial tools and other resources, including tax increment financing, property tax incentives, workforce development grants, and City-owned land sales. Reviews and monitors City-assisted projects to verify compliance and coordinates projects with other public agencies. 15,803,418 49,268,781 2020 FTEs 45 Funding 6,646,579 57 42,256,318 PLANNING / HIST. PRES. / SUSTAINABILITY 33 Manages community-based planning efforts involving designated industrial corridors, commercial districts, and special purpose areas, including urban agriculture districts and community-managed open spaces. Ensures new development projects align with the City's design standards and sustainable development policies. Also coordinates the designation of official City DEPARTMENT OF PLANNING AND DEVELOPMENT landmarks, reviews proposed work to existing landmark buildings and 2020 structures, and creates open space and sustainability plans. Program Summary and Description FTEs ZONING ORDINANCE 39 Administers the City's zoning code to ensure land use compliance for all properties located within city limits, especially new development projects, such as Planned Developments, Lakefront Protection projects, and proposals requiring special uses, variations and administrative relief. Monitors voluntary developer payments to the Neighborhood Opportunity Bonus system. Also reviews applications that require approval for signs and landscaping. Program Summary TURNOVER 146 $65,072,199 9,225,793 Funding 7,473,480 (529,971) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y Regulatory FUNDING COMPARISON BY DEPARTMENT 2019 Department Office of Inspector General 2020 9,738,464 9,807,374 Department of Buildings 38,119,079 37,252,499 Department of Business Affairs and Consumer Protection 22,282,674 28,550,800 6,843,307 7,028,537 185,067 188,346 Chicago Animal Care and Control License Appeal Commission Board of Ethics 866,882 Total - Regulatory $78,035,473 Program Summary 147 873,629 $83,701,185 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y OFFICE OF THE INSPECTOR GENERAL • Since the August 2018 launch, 11,430 visitors have accessed 42,680 pages of the OIG Information Portal. KEY FUNCTIONS • Conducts independent, external performance audits providing objective, evidence-based analysis of City programs and operations • Conducts criminal and administrative investigations of allegations of misconduct, fraud, waste, abuse, and mismanagement by City officials, employees, contractors, vendors, and licensees • Conducts independent, evidence-based evaluations, inspections, and reviews of the operations, programs, policies, and practices of the Chicago Police Department, the Civilian Office of Police Accountability and the Police Board • Reviews, monitors, and audits the City’s hiring, promotions, and other employment actions to ensure compliance with the federally mandated City Hiring Plans 2020 INITIATIVES • Institute a Construction Fraud Unit, and with the Department of Aviation, an Integrity Monitoring Program for monitoring and oversight of the Chicago O’Hare International Airport 21 infrastructure project. • Create a Diversity and Inclusion Monitoring Program with an initial focus on the Chicago Police Department. • Continue building of the OIG Information Portal to enhance internal enterprise accountability and public transparency. 2019 KEY RESULTS • Recovered on behalf of the City $100,000 in criminal restitution and $8,500 in ethics violation fines arising from Office of the Inspector General (“OIG”) investigations since October 2018 through July 2019. • Issued performance audits, evaluations reviews, advisories and follow ups with findings and recommendations representing potential improvements, potential savings and efficiencies in numerous City-related operations including: Chicago Board of Elections operations; Chicago Department of Transportation driveway billing, Chicago Public Library staffing underutilization, Chicago Police Department (“CPD”) Gang Database, and CPD management of School Resource Officers. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 13% 26% OPERATIONS INVESTIGATIONS LEGAL 15% PUBLIC SAFETY AUDIT AUDIT AND PROGRAM REVIEW 25% 21% 148 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y OFFICE OF INSPECTOR GENERAL The Office of Inspector General ("OIG") investigates and helps to prevent misconduct and waste, while promoting efficiency and integrity in City operations. OIG's jurisdiction extends throughout most of city government, including City employees, programs, licensees and those seeking to do business with the City. 2019 FUND SOURCE(S) Corporate Fund Water Fund Sewer Fund Chicago Midway Airport Fund Chicago O'Hare Airport Fund FTEs 72 12 7 3 12 Appropriation 6,578,727 1,140,910 777,601 219,962 1,021,264 106 $9,738,464 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 70 6,644,426 12 1,159,978 7 709,732 3 225,006 12 1,068,232 104 $9,807,374 8,487,308 1,251,156 Program Summary and Description 8,541,629 1,265,745 FTEs 2020 Funding INVESTIGATIONS Conducts both criminal and administrative investigations of allegations of corruption, misconduct, waste, or substandard performance by governmental officers, employees, contractors, vendors, and licensees, among others. 25 2,417,822 LEGAL Provides professional operational support to all other office components. The attorneys are frequently paired with investigators, performance analysts, and compliance officers to assist in complex investigations, audits, and program reviews and to help ensure the OIG investigations produce legally sound results. This section performs hiring oversight through legally mandated audits and reviews the City's hiring and employment practices related to the various City hiring plans. 19 2,047,681 OPERATIONS Supports day-to-day functions of the OIG by providing fiscal, budgeting, human resources, and communications services. The Center for Information Technology and Analytics Operations conducts data analytics and manages OIG's structural and operational information technology infrastructure. 27 2,872,921 AUDIT AND PROGRAM REVIEW Conducts independent, objective analysis and evaluations of City programs and operations, issues public reports, and makes recommendations to strengthen and improve theOFFICE delivery ofOF CityINSPECTOR services. This section evaluates GENERAL programs in order to promote efficiency, economy, effectiveness, and integrity in City operations. Program Summary and Description 16 1,306,129 2020 FTEs 17 Funding 1,497,066 PUBLIC SAFETY AUDIT Initiates reviews and audits of the Chicago Police Department ("CPD"), the Civilian Office of Police Accountability ("COPA") and the Police Board with the goal of enhancing the effectiveness of the CPD, COPA and the Police Program Summary Board; increasing public safety, protecting civil liberties, and civil rights; and ensuring the accountability of the police force, thus building stronger policecommunity relations. TURNOVER (334,245) 149 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y OFFICE OF INSPECTOR GENERAL Per Section 2-56-010 of the Municipal Code, the OIG’s annual budget shall not be less than fourteen hundredths of one percent (0.14 percent) of the annual appropriation of all funds contained in the annual appropriation ordinance, as adjusted. “As adjusted” means subtracting, before applying the percentage: (i) all funds for services to sister agencies pursuant to intergovernmental agreement as provided in Section 2-56-030, and (ii) all funds appropriated for pension payments above those amounts set forth in the appropriation ordinance for fiscal year 2014. FUNDING FLOOR BASE CALCULATION 2020 RECOMMENDATION Total City Budget Grant Revenue Pension Adjustment Sister Agency Adjustment Total Adjusted Funds 0.14 Percent Floor OIG BUDGET $9,853,783,000 $1,758,658,000 ($1,227,050,000) ($215,040) $10,425,175,960 $14,598,459 2020 RECOMMENDATION Personnel Services Non-Personnel Services Total OIG Budget Allocation Fringe* Indirect Costs Sister Agency Adjustment Total $8,541,629 $1,265,745 $9,807,374 $3,743,796 $1,262,329 ($215,040) $14,598,459 *Fringe is calculated based on benefit expenditures from Finance General. This includes employee healthcare, pension, unemployment insurance, workers compensation and general liability insurance, social security (employer’s share), and Medicare. The calculated fringe rate for 2019 is 43.83 percent. 150 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUILDINGS • Continued pilot program to allow the use of alternative plumbing materials on new and existing buildings which are residential in use up to four stories. More than 780 projects have participated since 2018 and the program has saved more than $15 million for building owners and small developers. KEY FUNCTIONS • Reviews applications and issues permits for construction, demolition, and repair work in the City of Chicago • Conducts annual technical inspections for buildings, signs, elevators and other devices; permit inspections; restaurant and other small business inspections; carnival rides and stages; and inspections in follow-up to 311 Customer Service Requests • Administers and enforces the Chicago Building Code • Administers licenses for 12 different trades and regulates more than 29,000 licensees 2020 INITIATIVES • In 2020 and through 2021, DOB will continue its multiyear process to modernize the Chicago Building Code by reviewing and rewriting requirements for plumbing, mechanical ventilation, refrigeration, natural gas, hazardous occupancies, signs and trade licensing. As with other code updates, DOB will work with technical experts and industry stakeholders to review and draft the updated codes. • DOB is working on a multi-year effort to migrate from a range of outdated systems used to support permitting and inspection functions to the platform used by other similar departments. The current project schedule targets complete migration by the end of 2020. This effort is designed to eliminate DOB’s remaining inperson permitting and payment processes and provide enhanced public data regarding permits, licenses and inspection results. 2019 KEY RESULTS • In 2019, City Council adopted a comprehensive rewrite of the Chicago Building Code for the first time since 1949. This overhaul set Chicago closer to national standards in key areas such as building planning, fire safety, building rehabilitation, and promotion of energy efficiency. With rising construction costs and a dire need for more affordable housing, the new code’s flexibility and expanded options for costeffective construction will be more important than ever. The new code was published in agreement with the International Code Council in mid-October 2019 and will be phased in through August 2020. • Issued more than 24,308 total building permits through the first half of 2019, an increase over the same period last year. The Department of Buildings (‘DOB”) is on track for another strong year for permits following record-breaking totals in 2017 and 2018. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 0% 5% 4% 1% 0% 9% TECHNICAL INSPECTIONS 0% 38% TROUBLED BUILDINGS PROGRAM CODE ENFORCEMENT DEVELOPER SERVICES PLAN REVIEW 13% BUILDING INSPECTIONS ADMINISTRATION REGULATORY REVIEW SMALL PROJECT PERMITTING CASE MANAGEMENT 0% CODE COMPLIANCE LICENSING 15% 15% 151 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUILDINGS The Department of Buildings ("DOB") maintains building safety for residents and visitors by enforcing the Chicago Building Code through building permits, building inspections, trade licensing, and regulatory review. DOB promotes high quality design standards for new construction as well as the conservation, rehabilitation, and reuse of the City's existing buildings. FUND SOURCE(S) Corporate Fund Water Fund Vehicle Tax Fund Sewer Fund Community Development Block Grant 2019 FTEs 197 27 6 17 48 Appropriation 25,485,313 2,795,801 514,016 2,204,720 7,119,229 295 $38,119,079 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 197 24,974,919 24 2,688,637 5 502,136 13 1,944,636 45 7,142,171 284 $37,252,499 31,769,743 6,349,336 Program Summary and Description 32,167,395 5,085,104 FTEs 2020 Funding ADMINISTRATION 20 3,372,365 CASE MANAGEMENT Responsible for the printing and mailing all notices of violations for adjudication in Administrative Hearings and Circuit Court. 17 1,444,943 CODE COMPLIANCE Responsible for maintenance and updating the Chicago Building Code and reviews of proposed amendments to the Building Code and for the enforcement of bad contractors violations of the building code. 2 246,768 TECHNICAL INSPECTIONS 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 the Building Code. 125 14,744,508 TROUBLED BUILDINGS PROGRAM 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. Coordinates a comprehensive approach to problem properties and boardups or demolishes vacant and hazardous buildings. 32 5,880,380 Program Summary 152 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUILDINGS 2020 FTEs 35 Funding 5,776,615 SMALL PROJECT PERMITTING Reviews and permits small projects that do not require architectural drawings. 20 1,876,411 PLAN REVIEW Manages plan review and permitting for medium-sized projects. 33 5,052,604 Program Summary and Description CODE ENFORCEMENT Inspects existing structures which are occupied responds to resident complaints regarding Building Code violations, with a focus on housing in low to moderate income areas. Notifies owners about repairs that must be made to bring the property into compliance with the building code. TURNOVER (1,142,095) Program Summary 153 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION regular business hours, an Active Compliance Program to provide resources to new businesses on how to stay compliant and a Summer Safety Enforcement Program to target high risk areas identified by police. • Redesigned the grants program for the Neighborhood Business Development Center program (“NBDC”), which provides funding to over 90 business development programs administered by community development organizations and chambers of commerce. This change is intended to increase reach into communities that had not received prior support, including Austin, Belmont Cragin, West Humboldt Park and Chatham. KEY FUNCTIONS • Oversees the processing, issuance and renewal of all business licenses, including liquor and public way use permits out of the one-stop-shop Small Business Center • Oversees and manages the licensing of Chicago’s public chauffeurs and public passenger vehicles • Protects the public from unfair and deceptive practices by investigating businesses, conducting hearings and issuing disciplinary action for violations including tobacco, consumer fraud, public vehicles, retail licensing, labor standards and weights and measures • Provides support resources directly to the small business community through workshops, expos, 1:1 consulting and outreach campaigns • Serves as a liaison to the small business community, working to develop programs and policies and streamline business interactions with the City while managing the Neighborhood Business Development Centers grant program 2020 INITIATIVES • Following the passage of a State law, the Department of Business Affairs and Consumer Protection (“BACP”) is developing regulations for the City of Chicago to govern legalized recreational cannabis by January 1, 2020. This structure will ensure that legalized cannabis is rolled out effectively, safely and equitably while enhancing our local economy and neighborhood businesses. • Passed in June 2019, the Fair Workweek ordinance is the next step in Chicago’s groundbreaking labor standards laws. BACP will be working to implement this landmark legislation by July 1, 2020 by developing rules and regulations through the Office of Labor Standards to ensure proper enforcement. • Expand the Small Business Center to create Regional Neighborhood Small Business Centers in five neighborhoods across the City to provide residents with easy access to business licensing resources and information and awareness of the licensing process. 2019 KEY RESULTS • Processed 4,548 new licenses and generated more than $25 million in licensing and permitting revenue through the first six months of 2019, an increase of 4 percent and 19 percent respectively compared to the same time period in 2018. Meanwhile, wait time at the Small Business Center has decreased, with the average customer waiting 26 minutes, compared to 42 minutes over the first six months of 2018. • Implemented a permanent nights and weekends team of investigators to address issues arising outside of PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 6% 6% 2% 27% 8% OUTREACH, EDUCATION, AND MUNICIPAL TV BUSINESS COMPLIANCE ENFORCEMENT SMALL BUSINESS CENTER - ADVOCACY SMALL BUSINESS CENTER - LICENSES/PERMITS PUBLIC VEHICLE ADMINISTRATION ADMINISTRATION PROSECUTIONS AND ADJUDICATIONS 12% LOCAL LIQUOR CONTROL 16% 24% 154 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION The Department of Business Affairs and Consumer Protection ("BACP") licenses, educates, regulates, and empowers Chicago businesses to grow and succeed. BACP receives and processes consumer complaints, investigates business compliance, and enforces rules and regulations. 2019 FUND SOURCE(S) Corporate Fund Tax Increment Financing Administration Fund Other Grant Funds FTEs 193 Total Full-time Equivalent Positions and Amounts 5 Appropriation 19,755,674 375,000 2,152,000 198 $22,282,674 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 191 20,652,800 375,000 8 7,523,000 199 15,734,386 6,548,288 $28,550,800 16,141,893 12,408,907 2020 FTEs 16 Funding 1,718,782 OUTREACH, EDUCATION, AND MUNICIPAL TV Coordinates and creates business and community awareness events including small business expos, business education workshops, and develops information to benefit the community at large. The division also oversees and monitors cable and related telecommunications activities of Cable 23 and Cable 25, ensuring awareness of the City's services, programs and resources; and fostering independent film and television production supporting community programs. 19 7,770,025 SMALL BUSINESS CENTER - ADVOCACY Serves as an advocate for small businesses creating policies and initiatives that support business growth in every community. Works with Chambers of Commerce and other community support organizations to expand and create businesses. Manages the chamber grant program and microloans to support small businesses. 4 4,587,392 SMALL BUSINESS CENTER - LICENSES/PERMITS As the City's one-stop-shop for business licensing and resources, this division is responsible for processing and issuing all City general retail business licensing and processing the issuance of public way use permits to business and property owners. Business consultants offers start-to-finish case management and access to start-up counseling and financial, legal and tax advice. 29 3,406,233 Program Summary and Description ADMINISTRATION Program Summary 155 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION 2020 FTEs 6 Funding 569,654 PUBLIC VEHICLE ADMINISTRATION Oversees the administration of Chicago's public vehicle industry. Licenses transportation network providers, taxicabs, charter buses, pedicabs, public chauffeurs and other public passenger vehicles. The division is charged with regulating licensing including collecting trip data, regulating rates of fares. 27 2,384,051 BUSINESS COMPLIANCE ENFORCEMENT Initiates investigations of suspected bad businesses and disciplines those businesses found to be in violation of City ordinances or license requirement. Conducts investigations to ensure compliance with the laws governing public passenger vehicles and truck weight enforcement as well as cable television complaints. Also includes the Offie of Labor Standards beginning in 2019. 76 7,128,326 PROSECUTIONS AND ADJUDICATIONS 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. 22 1,715,063 Program Summary and Description LOCAL LIQUOR CONTROL Operates as the Local Liquor Control Commission, managing all liquor licensing including intake, review and processing of all liquor and public place of amusement licensing. The division also devises plans of operations, rehabilitating applicants if applicable and coordinating with law enforcement and elected officials. Oversees license discipline including settlements and orders after hearings. TURNOVER (728,726) Program Summary 156 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y CHICAGO ANIMAL CARE AND CONTROL • Increased live release rate by four percent to 98 percent as of August 1, 2019. KEY FUNCTIONS • Provides temporary shelter for homeless animals and provides in-house medical care to more than 16,000 animals per year • Provides the community with low cost vaccines and microchipping for pets • Protects public health and safety with more than 30 field officers and inspectors to ensure ordinances pertaining to animals are enforced, and protects animals and residents by removing stray animals from the public way • Investigates dangerous animal complaints and bite reports 2020 INITIATIVES 2019 KEY RESULTS • In late 2019, CACC will be implementing the use of mobile tablets in the field and in-house, which is expected to result in efficiencies in 2020 in returning animals to their home. • Invest in software to streamline volunteer programs and create more engagement for volunteers. This investment, made by Friends of Chicago Animal Care and Control and Safe Humane Chicago, is anticipated to result in an increase of volunteers by 20 percent over the next year. • Increase capacity to provide spay/neuter surgeries by 30 percent due to the completed renovation of the on-site medical center in fall 2019. • Processed 478 more adoptions as of August 1, 2019 than the same time period last year, an increase of 49 percent. This is largely attributed to the Chicago Animal Care and Control’s (“CACC”) new openselection adoption protocols. • Returned 130 more animals to their owners over the same time period in 2018, an increase of nearly 15 percent. This is due in part to a generous donation of microchip scanners given to CACC for animal control officers to use in the field and a change in the ordinance that allows return-to-owner in the field. • Implemented an animal foster program in May 2019 that allows the most vulnerable dogs and cats to be moved into foster homes while awaiting adoption or rescue. Since implementation, CACC has successfully placed 31 animals in foster care that may have otherwise not survived in shelter. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 5% 10% ANIMAL CARE ANIMAL CONTROL ADMINISTRATION ANTI-CRUELTY 27% 58% 157 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y CHICAGO ANIMAL CARE AND CONTROL Chicago Animal Care and Control ("CACC") protects public safety and ensures the humane care of animals through sheltering, pet placement, education, and animal law enforcement. 2019 FUND SOURCE(S) FTEs 79 Corporate Fund 2020 Appropriation 6,843,307 FTEs Recommendation 80 7,028,537 5,379,547 1,463,760 5,564,777 1,463,760 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 6 Funding 687,932 ANIMAL CONTROL Responds to service requests to remove stray, vicious, and unwanted animals from the public way. Investigates animal bites and dangerous dog cases. Assists law enforcement, City departments, and sister agencies with animal-related issues. Ensures compliance of animal-related portions of the City Municipal Code and issues citations for non-compliance. 27 1,943,105 ANIMAL CARE 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. Promotes maximization of live animal outcomes through lost pet redemptions, pet adoptions, and animal transfer programs. Administers vaccinations, performs surgeries, and other procedures. 42 4,184,252 ANTI-CRUELTY Inspects and responds to complaints of animal-related businesses. Conducts cruelty and dangerous dog investigations. 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. 5 395,456 Program Summary and Description ADMINISTRATION TURNOVER (182,208) Program Summary 158 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y LICENSE APPEAL COMMISSION KEY FUNCTIONS • Conducts public hearings for liquor license applications • Evaluates appeals to determine legal appropriateness of suspension, revocations and fines imposed by the Department of Business Affairs and Consumer Protection 2019 KEY RESULTS • Conducted 13 public hearings as of August 1, 2019, compared to 24 total in 2018. • Received six appeals filed with the Commission as of August 1, 2019, compared to eight total in 2018. • One case in 2019 has been appealed to the Circuit Court. 2020 INITIATIVES • Continued focus on the License Appeal Commission’s key functions. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM APPEALS PROCESS 100% 159 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y LICENSE APPEAL COMMISSION The License Appeal Commission evaluates appeals to determine the legal appropriateness of suspension, revocations, and fines imposed by the Department of Business Affairs and Consumer Protection on liquor license holders. The Commission conducts hearings to determine whether applications for new liquor licenses were rightfully denied and enters orders thereon. FUND SOURCE(S) Corporate Fund 2019 FTEs 1 2020 Appropriation 185,067 FTEs Recommendation 1 188,346 90,824 94,243 93,984 94,362 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description FTEs APPEALS PROCESS Determines the legal appropriateness of revocations, suspensions and fines imposed by the Department of Business Affairs and Consumer Protection against current liquor license holders, and conducts hearings on appeals of liquor license application denials. Program Summary 160 2020 1 Funding 188,346 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y BOARD OF ETHICS 2019 KEY RESULTS • Trained more than 900 City employees and officials face-to-face on the requirements of the Governmental Ethics Ordinance. • Advised more than 4,500 persons subject to the Governmental Ethics Ordinance on compliance. • Adjudicated eight Board-initiated enforcement actions, and three matters based on completed investigations by the Office of Inspector General, resulting in fines of $16,501. • Will host the 41st Annual Conference of the Council on Governmental Ethics Laws (“COGEL”), an international organization of ethics, campaign financing, lobbying, freedom of information, and election administrators and regulators, private practitioners, academics, and journalists who practice in these fields. • Published five new educational guides on various aspects of the Governmental Ethics Ordinance. KEY FUNCTIONS • Issues confidential informal and formal advisory opinions in compliance with the Governmental Ethics Ordinance • Administers the filing and public posting of Statements of Financial Interests filed annually by City employees and officials, and impose sanctions for where violations for late filing are determined • Administers the City’s lobbyist registration program; makes public all annual registration statements and quarterly activity reports filed by lobbyists annually; imposes fines where violations for late filings are determined, and collects lobbying fees and penalties • Enforces the Governmental Ethics Ordinance by adjudicating ethics investigations completed by the Office of Inspector General and by making its own findings of probable cause where no factual investigation by the Office of Inspector General is required, and determines violations and imposes sanctions as provided in the Ordinance consistent with due process of law • Designs and conducts classes for City employees, officials, and others required to attend face-to-face ethics training, conducts classes upon request, and determines and imposes sanctions for violations by those who fail to complete training on time • Designs and administers separate on-line annual ethics training programs for City employees, officials and lobbyists, and determines and imposes sanctions for violations by those who fail to complete training on time • Consults with City departments and agencies on internal ethics policies covering secondary employment, conflicts of interests, and gift restrictions 2020 INITIATIVES • Produce new training videos in partnership with the Mayor’s Office. • Process all additional lobbyist registrations by individuals lobbying on behalf of non-profit organizations. • Arrange and host a “Public Ethics Symposium” featuring representatives from City, County and State governments, good government advocates, and academics. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 9% 21% 12% EDUCATION COMPLIANCE AND ENFORCEMENT ADMINISTRATION DISCLOSURE FORMS CASEWORK REGULATION LAW COMPLIANCE 12% 17% 13% 17% 161 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T R E G U L AT O R Y BOARD OF ETHICS The Board of Ethics administers the City of Chicago's Governmental Ethics and Campaign Financing Ordinances and other laws adopted to help ensure that City officials and employees avoid conflicts of interests. The Board's activities include providing confidential advice; educating City personnel, vendors, lobbyists, and the public about ordinances; regulating lobbyists and campaign contributors; distributing and maintaining financial disclosure statements for public inspection; and referring complaints and adjudicating completed investigations. FUND SOURCE(S) Corporate Fund 2019 FTEs 8 ALLOCATION Personnel Services Non-Personnel Services 2020 Appropriation 866,882 FTEs Recommendation 8 873,629 796,428 70,454 800,713 72,916 2020 FTEs 1 Program Summary and Description ADMINISTRATION Funding 144,272 EDUCATION Oversees and conducts mandatory annual and quadrennial ethics training for City employees, officials, and lobbyists, and provides educational materials and ethics presentations to others, including on sexual harassment. 2 187,771 COMPLIANCE AND ENFORCEMENT Receives, refers, and adjudicates complaints alleging violations of the Governmental Ethics Ordinance. Reviews ethics investigations conducted by the inspector general, holds probable cause meetings, administers merits hearings, and makes determinations, settlements, and case dispositions. Assesses penalties for late filers and trainers. Maintains public database of case dispositions. Commences enforcement actions where appropriate. 1 145,426 CASEWORK Interprets and provides confidential advisory opinions on the Governmental Ethics Ordinance. Advises City officials regarding legislative action on governmental ethics, campaign financing, and lobbying, makes formal opinions available without names, and maintains searchable public index of all formal opinions. 1 101,266 REGULATION Administers the City's lobbyist registration and reporting program; makes lobbyists' filings and data publicly available; reviews public records to ensure compliance with lobbying and campaign finance laws; commences regulatory actions where appropriate; imposes penalties where appropriate. 1 100,912 DISCLOSURE FORMS Distributes, collects, maintains, and makes OF publicly available annual BOARD ETHICS Statements of Financial Interests filings and other required and non-required disclosures filed by City and officials. Program Summary andemployees Description 1 111,892 LAW COMPLIANCE Program Summary Conducts audits, monitors risk, and recommends corrective action for problems leading to non-compliance with applicable laws, rules, regulations, and policies. 162 2020 FTEs 1 Funding 82,090 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S Legislative and Elections FUNDING COMPARISON BY DEPARTMENT 2019 Department City Council City Council City Council Committees Legislative Reference Bureau Council Office of Financial Analysis Dept Total 21,404,651 5,897,735 377,957 309,376 27,989,719 Board of Election Commissioners 34,186,369 Total - Legislative and Elections $62,176,088 Program Summary 163 2020 21,402,255 5,194,997 377,008 309,376 27,283,636 18,385,666 $45,669,302 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S CITY COUNCIL The City Council is the legislative body of the City of Chicago consisting of the Mayor and fifty aldermen. The City Council is authorized to exercise general and specific powers as the Illinois General Assembly delegates by statute. The City Council passes ordinances, levies taxes, and provides necessary services to residents of Chicago. 2019 FUND SOURCE(S) Corporate Fund Vehicle Tax Fund FTEs 202 Appropriation 21,359,326 45,325 202 $21,404,651 Total Full-time Equivalent Positions and Amounts ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 210 21,402,255 0 210 $21,402,255 16,328,334 5,076,317 16,462,835 4,939,420 2020 FTEs Funding 210 21,402,255 Program Summary and Description CITY COUNCIL CITY COUNCIL City Council Committees FUND SOURCE(S) Corporate Fund Vehicle Tax Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund Total Full-time Equivalent Positions and Amounts 2019 FTEs 17 Appropriation 5,052,370 678,655 166,710 17 $5,897,735 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs Recommendation 4,433,287 595,000 166,710 0 $5,194,997 5,171,211 726,524 Program Summary and Description 4,519,007 675,990 FTEs FINANCE 2020 Funding 1,118,730 BUDGET AND GOVERNMENT OPERATIONS 331,500 CONTRACTS, OVERSIGHT, AND EQUITY 191,500 HEALTH AND HUMAN RELATIONS 141,000 AVIATION 181,450 Program Summary LICENSING AND CONSUMER PROTECTION 191,500 PUBLIC SAFETY 168,800 COMMITTEES, RULES, AND ETHICS 148,720 ETHICS AND GOOD GOVERNANCE 144,600 164 ECONOMIC, CAPITAL, AND TECHNOLOGY 387,500 PUBLIC SAFETY 2 0 2 0 B U D G E T 168,800 O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T COMMITTEES, RULES, AND ETHICS L E G I S L AT I V E A N D E L E C T I O N S 148,720 ETHICS AND GOOD GOVERNANCE 144,600 ECONOMIC, CAPITAL, AND TECHNOLOGY 387,500 EDUCATION AND CHILD DEVELOPMENT 173,387 ENVIRONMENTAL PROTECTION AND ENERGY CITY COUNCIL 206,000 City Council Committees ZONING, LANDMARKS, AND BUILDINGS Program Summary and Description HOUSING AND REAL ESTATE FTEs 2020 Program Summary 409,891 Funding 212,109 TRANSPORTATION AND PUBLIC WAY 310,000 PEDESTRIAN AND TRAFFIC SAFETY 285,000 SPECIAL EVENTS AND CULTURAL AFFAIRS 166,710 WORKFORCE DEVELOPMENT AND AUDIT 315,100 CENSUS 111,500 CITY COUNCIL Legislative Reference Bureau 2019 FUND SOURCE(S) FTEs Corporate Fund 2020 Appropriation 377,957 FTEs Recommendation 377,008 373,957 4,000 373,008 4,000 ALLOCATION Personnel Services Non-Personnel Services Program Summary and Description FTEs 2020 LEGISLATIVE REFERENCE Funding 377,008 CITY COUNCIL Council Office of Financial Analysis 2019 FUND SOURCE(S) FTEs 4 Corporate Fund 2020 Appropriation 309,376 FTEs Recommendation 4 309,376 282,216 27,160 282,216 27,160 ALLOCATION Personnel Services Non-Personnel Services 2020 FTEs 4 Program Summary and Description COUNCIL OFFICE OF FINANCIAL ANALYSIS Program Summary 165 Funding 309,376 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S BOARD OF ELECTION COMMISSIONERS • The Board’s voter canvass is being utilized in an effort to grow its email lists to increase efficient and timely communications with voters. KEY FUNCTIONS • Manages voter registration and voter history records • Identifies polling places • Recruits and trains poll workers • Programs, tests and secures balloting equipment • Conducts Electoral Board proceedings • Informs voters of options for early voting, vote by mail and election day voting • Tabulates and reports election results 2020 INITIATIVES • Introduce new balloting equipment that will provide new measures in security and transparency, including the capacity to perform risk-limiting audits. • Work to exceed 40 percent of ballots cast outside of the polling places through early voting and vote by mail to reduce election day traffic. • Continue working with the U.S. Department of Justice, Equip for Equality and a variety of city agencies towards providing 100 percent accessible polling places. 2019 KEY RESULTS • Conducted the municipal election and run-off elections with continued growth in the use of early voting and vote by mail which accounted for 35 percent of all ballots cast. • Began the process of replacing 15-year-old balloting system to provide voters and poll workers with a new and simpler system for the March 2020 primary and November 2020 Presidential Elections. • Achieved full implementation of automatic voter registration, which greatly simplifies and streamlines the process of registering or updating voter records. The Board is on target to have 180,000 new or updated registrations online in 2019, and aims for 230,000 in 2020. PROPOSED 2020 DEPARTMENT BUDGET BY PROGRAM 0% 11% 5% 28% ENERGY SERVICES 8% FLEET OPERATIONS GRAPHICS SERVICES FACILITY MANAGEMENT ADMINISTRATION CAPITAL IMPROVEMENTS 5% INFORMATION TECHNOLOGY 1% LEASE & REAL ESTATE PORTFOLIO MANAGEMENT ENVIRONMENTAL HEALTH AND SAFETY SUPPORT SERVICES 18% 25% 1% 166 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S BOARD OF ELECTION COMMISSIONERS The Board of Election Commissioners conducts and supervises all local, county, state and federal elections for the City of Chicago, and is responsible for the certification of election results. The Board also manages voter registrations, maintains an accurate list of voters, and educates the public on all election dates and laws. FUND SOURCE(S) Corporate Fund 2019 FTEs 118 ALLOCATION Personnel Services Non-Personnel Services 2020 Appropriation 34,186,369 FTEs Recommendation 115 18,385,666 19,023,634 15,162,735 7,809,871 10,575,795 Program Summary and Description FTEs 2020 Funding ADMINISTRATION 16 5,126,346 ELECTION PLANNING AND COMMUNITY SERVICES Recruits, trains, and places judges of election, deputy registrars, and polling place administrators. Assists in the creation of audio ballots for touchscreen voting. Conducts voter registration drives, voting equipment demonstrations, educational seminars and training of deputy voter registrars. 14 1,168,103 ELECTRONIC VOTING & INFORMATION SYSTEMS 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. 10 5,601,802 ELECTION SUPPORT Establishes locations of polling places. Conducts investigations of election complaints. Trains and places nursing home judges of election, as well as judges of election for replacement ballots from military and overseas voters and for the central count of absentee ballots. Manages Early Voting and Vote By Mail programs. Conducts Electoral Board hearings. 33 3,002,226 WAREHOUSE AND EQUIPMENT PREPARATION Prepares materials, equipment, and ballots for elections. Catalogues and stores all election materials and equipment. Performs audits and retabulations of precinctsBOARD as selected by ELECTION the Illinois State Board of Elections. OF COMMISSIONERS Coordinates cartage company deliveries to and from Early Voting and Election Day polling places. Program Summary and Description 14 1,520,645 2020 FTEs 28 Funding 2,165,677 REGISTRATION AND RECORDS PROCESSING 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. Program Summary TURNOVER 167 (199,133) 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S GENERAL FINANCING REQUIREMENTS The Finance General category represents crossdepartmental expenses such as information technology systems, employee benefits, contributions to employee pension funds, and long-term debt service payments. The 2020 proposed budget includes a total of $1.7 billion for expenses related to the pension funds and a total of $1.9 billion for the payment of debt service. These costs are discussed in greater detail in the Pension and Debt Service Fund sections of this document. The proposed 2020 Finance General budget includes $572.0 mllion in employee benefits costs (not including pension contributions) for active employees and annuitants. Costs for employee benefits are up from 2019, primarily due to projected increases in healthcarerelated expenses. For routine settlements and judgments, the Finance General 2020 budget is $46.7 million, an increase of $24.6 million compared to 2019 levels. Over the past several years, the City has been increasingly budgeting on the Corporate Fund for expenses incurred in connection with settlements and judgments against the City. This increase continues that trend. GENERAL FINANCING REQUIREMENTS FUNDING COMPARISON BY FUNCTION 2019 Appropriation Expenditure Categories 2020 Recommendation 1,358,546,000 1,705,319,000 22,746,978 22,541,754 3,012,599,231 3,444,515,956 Employee Benefits Workers' Compensation Payment of Judgments Debt Service Other Citywide Expenditures 461,408,333 70,510,000 22,111,700 1,917,680,814 540,888,384 572,016,497 70,510,000 46,748,419 1,955,399,486 799,841,554 Subtotal: 3,012,599,231 3,444,515,956 $4,393,892,209 $5,172,376,710 $553,312,320 $766,793,320 Pension Funds Loss in Collection of Taxes Finance General Total-General Financing Requirements Interfund Transfers and Reimbursements 168 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S FINANCE GENERAL Finance General represents cross-departmental expenses such as IT systems, employee benefits, contributions to employee pension funds, and long-term debt service payments. 2019 2020 FUND SOURCE(S) Appropriation Recommendation Corporate Fund Water Fund Vehicle Tax Fund Motor Fuel Tax Fund Sewer Fund Library Fund Emergency Communication Fund Special Events and Municipal Hotel Operators' Occupation Tax Fund Motor Fuel Tax Debt Service Fund Sales Tax Bond Redemption 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 Affordable Housing Opportunity Fund CTA Real Property Transfer Tax Fund Tax Increment Financing Administration Fund Garbage Collection Fund Human Capital Innovation Fund Houseshare Surcharge - Homeless Services Fund Neighborhood Opportunity Fund Foreign Fire Insurance Tax Fund Houseshare Surcharge - Domestic Violence Fund TOTALS Program Summary 169 791,698,216 493,513,382 86,666,496 3,000,000 282,746,206 38,347,557 32,109,187 18,283,871 1,269,661,447 532,531,962 78,020,973 23,008,632 305,311,397 34,841,224 32,359,479 8,923,328 18,436,000 0 637,153,000 4,338,000 102,124,000 12,405,000 0 613,313,000 4,170,000 119,775,000 22,323,000 16,428,000 36,630,000 168,026,596 471,002,000 60,000,000 579,000,000 248,544,000 775,912,027 1,058,487 64,000,000 3,389,775 1,009,566 2,000,000 0 393,163 5,500,000 0 $4,947,204,529 36,331,000 179,995,939 524,534,000 72,000,000 737,527,000 371,258,000 886,619,649 1,266,868 60,800,000 3,752,968 1,183,484 447,000 400,000 1,065,680 11,039,000 200,000 $5,939,170,030 2 0 2 0 B U D G E T O V E R V I E W P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T L E G I S L AT I V E A N D E L E C T I O N S FINANCE GENERAL 2020 Funding Program Summary and Description PENSION FUNDS For payment to employee annuity and benefit funds. 1,705,319,000 LOSS IN COLLECTION OF TAXES For anticipated loss in collection of the property tax levy. 22,541,754 FINANCE GENERAL Employee Benefits For payment of employee and annuitant benefits. 572,016,497 Workers' Compensation For payment of claims under workers' compensation, excluding such claims for the public safety and aviation departments. 70,510,000 Payment of Judgments For payment of judgments, settlements, and outside counsel related to non-public safety litigation. 46,748,419 Debt Service For payment of principal and interest on outstanding bonds, notes, and other debt instruments. 1,955,399,486 Other Citywide Expenditures For other Citywide expenditures that do not fall within any single department's budget, including insurance premiums, accounting and auditing expenses, Citywide IT systems and maintenance, matching funds for grants, and support provided by the City to the CTA each year. 799,841,554 Program Summary 170 APPENDICES 2 0 2 0 B U D G E T O V E R V I E W APPENDICES FINANCIAL AND BUDGETARY POLICIES The City’s financial policies provide a framework for the City’s overall fiscal management and outline standards for consistent and transparent budgetary practices. These fiscal policies are intended to protect the City’s fiscal integrity and health, encourage equitable allocation of costs and resources, and allow sufficient flexibility to consider new fiscal and budgetary strategies. The City consistently evaluates these policies to determine if they should be modified to accommodate changing circumstances and conditions. BASIS OF BUDGETING The City prepares and presents its annual budget on a modified accrual basis of accounting, with the exception of property taxes and Enterprise Funds. The modified accrual basis of accounting recognizes revenue when earned, as long as the revenue is collectible within the current accounting period or soon enough to be used to pay liabilities from the current accounting 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 accounting period. The City records revenues from fees for licenses and permits, charges for services, and other revenues when 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 appropriation category level, include account level detail, and are 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 generally accepted accounting principles (“GAAP”) basis reporting, which is used in the City’s Comprehensive Annual Financial Report (“CAFR”). The key differences are: • The City budgets encumbrances as expenditures, whereas GAAP reflects encumbrances as assigned fund balance. • The City’s budget classifies both long-term debt proceeds and operating transfers-in as revenues, whereas GAAP classifies these as other financial sources. 173 • 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. FUND STABILIZATION The City’s policy is to maintain sufficient unrestricted fund balances to mitigate current and future risks, emergencies, or unanticipated budget shortfalls. As part of its financial and budget practices, the City establishes and maintains three sources of unrestricted budgetary fund balance: (i) Asset Lease and Service Concession Reserves, (ii) Operating Liquidity Fund, and (iii) Unassigned Fund Balance. Current City policy states that the City will maintain an unrestricted fund balance equivalent to no less than two months of operating expenses. Asset Lease and Concession Reserves:  Revenues from the long-term lease of the Chicago Skyway and the concession agreement for the metered parking system comprise the City’s Asset Lease and Concession Reserves. Operating Liquidity Fund:  The City created this fund in 2016 and each year a determined amount of the unassigned fund balance will be assigned to it. This fund will provide reoccurring short-term funding for City operations, allowing the City to manage liquidity issues associated with timing of revenue collection. For example, the Operating Liquidity Fund could be used to replace the short-term borrowing needed for library operations while the City awaits property tax receipts. Unassigned Fund Balance:  Surplus resources identified through the annual financial audit process make up the unassigned fund balance. The City’s unassigned fund balance has grown due in part to the improving economy, enhancements in revenue, including debt collection and investment strategies, and ongoing savings and efficiencies. As part of its budget stabilization policy, the City adheres to the Government Finance Officers Association (“GFOA”) recommendation and maintains an unrestricted budgetary fund balance in the General Fund of no less than two months of operating expenses. Further, the City does not appropriate more than one percent of the value of the annual Corporate budget from the prior year’s audited unassigned fund balance in the current year’s budget. 2 0 2 0 B U D G E T O V E R V I E W APPENDICES BALANCED AND COMPREHENSIVE BUDGETING WATER AND SEWER RATE STABILIZATION ACCOUNTS The City bases 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 adopts a balanced budget in accordance with the Illinois Municipal Code (65 ILCS 5/8-2-6). The City’s Water Fund and Sewer Fund both maintain rate stabilization accounts. These accounts ensure that the City’s water and sewer systems will remain financially solvent in the case of a catastrophic event. In such an event, the accounts would be used to finance operations and make necessary repairs for a short period of time. Contributions to the water and sewer rate stabilization accounts are projected in amounts necessary to maintain an account balance equal to three months of operating expenses. Any net revenues remaining after providing sufficient funds for all required deposits into the bond accounts may be transferred to the water and sewer rate stabilization accounts upon the direction of the City to be used for any lawful purpose of the water and sewer systems, respectively. Members of the public are provided with an opportunity to submit comments on the annual budget through City Council hearings, 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). Annually, the City evaluates 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 provides a useful measure of the full cost of City services. Enterprise funds are charged the full cost of services provided by other City funds. FINANCIAL REPORT AND LONG-TERM FINANCIAL PLANNING Pursuant to Executive Order No. 2019-3, a long-term budget and financial analysis – the Budget Forecast – is issued by the Office of Budget and Management by August 31 of each year which includes a revenue trend analysis and a long-term financial forecast and a local fund financial condition analysis that presents historical data on the City’s financial condition over the previous ten years. GRANTS MANAGEMENT Anticipated grants are appropriated annually as part of the Appropriation Ordinance passed by the City Council. Before applying for or accepting any grant, the City evaluates whether the grant is consistent with the City’s mission and priorities, and assesses the costs, responsibilities, and risks associated with the grant. CAPITAL INVESTMENTS AND MAINTENANCE The City consistently maintains capital assets and prioritizes capital projects in a manner that minimizes future maintenance and replacement costs, and meets Chicago’s infrastructure needs. On an annual basis, the City issues a multi-year Capital Improvement Plan (“CIP”). The CIP contains an outline of the sources of funds, timing of capital projects as well as project descriptions and locations. DIVERSE REVENUE SYSTEM AND EVALUATION OF COSTS The City maintains a diversified and stable revenue system that is responsive to the changing economy and is designed to protect the City from short-term fluctuations in any individual revenue source. The City does not use revenue from volatile sources in an amount that exceeds normal growth rates for ongoing operating costs. User fees are evaluated on an ongoing basis to determine the appropriate level based on the cost of the service as well as other factors. Tax and fee reductions and waivers are also critically evaluated to determine their value and impact on City services and finances. Where possible, the cost of City services is benchmarked against similar providers of such services so that the City can accurately evaluate opportunities to improve efficiency and reduce costs associated with service delivery. DECLARING A TIF SURPLUS With the 2020 Budget, Mayor Lightfoot is implementing a policy that clearly outlines the City’s approach to declaring tax increment financing (‘TIF”) surplus. This policy formalizes past practice of declaring the full available balance in the “Downtown Freeze” TIFs as surplus, while more aggressively analyzing every TIF to determine the available balance and declaring surplus from the balance not reserved for projects. After accounting for budgeted projects, at least 25 percent of any balance over $750,000 is declared TIF surplus, increasing progressively to 100 percent of the balance over $2.5 million. 174 2 0 2 0 B U D G E T O V E R V I E W APPENDICES DEBT MANAGEMENT POLICY Pursuant to Section 2-32-031(d) of the Municipal Code of Chicago, the Chief Financial Officer must adopt the City of Chicago Debt Management Policy which establishes guidelines for the issuance and management of all Cityissued debt and any new financing types related to existing City debt. The Chief Financial Officer has the day-to-day responsibility and authority for structuring, implementing, and managing the City’s debt program in accordance with authorization by the Chicago City Council. The City’s Debt Management Policy is available on the City of Chicago’s Investor Relations website. CITY INVESTMENT POLICY The investment of City funds is governed by the Municipal Code. Pursuant to the Municipal Code, the City Treasurer has adopted a Statement of Investment Policy and Guidelines to establish written cash management and investment guidelines for the investment of City funds. 175 2 0 2 0 B U D G E T O V E R V I E W APPENDICES GLOSSARY Actuarially-Calculated: An amount determined sufficient to increase the funded ratio of the City of Chicago’s pension funds, including 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, to a statutorily required amount over a number of years. 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 1,500 persons or fewer. The tax rate is 9.0 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 1,500 persons. 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. 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. Aviation Funds: A fund established to account for acquisition, operation, and maintenance of the City’s airports. Aviation funds are comprised of the O’Hare International Airport Fund and the Midway International Airport Fund. Basis of Accounting: The method used to recognize increases and decreases in financial resources. Basis of Budgeting: The method used to determine when revenues and expenditures are recognized for budgetary purposes. Benefits: Includes costs such as healthcare, workers’ compensation, life insurance, social security contributions and Medicare contributions. While the City’s pensions are a benefit of City employment, employer costs associated with pensions are counted separately from other benefits. 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 7.0 percent of the mooring or docking fee. Authorization: Municipal Code 3-16-030. Bonds: Long-term debt primarily used to finance infrastructure projects including street and alley construction and improvements, lighting, sidewalk replacement, curb and gutter repairs and replacement, and transportation improvements, as well as Enterprise Fund related projects. The City of Chicago has several different types of bonds including general obligation bonds, Motor Fuel Tax revenue bonds, tax increment allocation bonds, water and wastewater bonds, and O’Hare and Midway Bonds. Business Taxes: Consists of revenue from the City’s tax on hotel accommodations, the Checkout Bag Tax, and prior to 2019, Foreign Fire Insurance Tax. Capital Improvement Plan: A five-year plan that identifies capital projects, establishes a planning schedule and provides options for financing projects. Carryover Appropriations: The balance of appropriations available for expenditure in years subsequent to the year of enactment. 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. Checkout Bag Tax: A tax of $.07 per bag on the retail sale or use of paper and plastic checkout bags in Chicago, of which retail merchants retain $.02 and the remaining $.05 is remitted to the City. Authorization: Municipal Code 3-50030. Cigarette Tax: A tax of $0.059 per cigarette ($1.18 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’s Department of Finance. In the City of Chicago’s budget, this also includes the liquid nicotine product tax, which is imposed on the retail sale of liquid nicotine products in the City of Chicago at $1.50 per product unit and $1.20 per fluid milliliter of consumable nicotine solution. Authorization: Municipal Code 3-42-020 (cigarette) and 3-47-030 (liquid nicotine). 176 2 0 2 0 B U D G E T O V E R V I E W APPENDICES Claims, Refunds, Judgments and Legal Fees: Includes expenses incurred with claims filed against the City of Chicago, legal settlements and judgments, and related legal fees including attorney costs. Collective Bargaining Agreements (“CBAs”): A written legal contract between an employer and a union representing employees. Commodities and Equipment: Consists of costs for gas, electricity, natural gas, and small equipment. Comprehensive Annual Financial Report (“CAFR”): Provides complete and accurate financial information which complies with the reporting requirements of the Municipal Code of Chicago. Consumer Price Index (“CPI”): Generally understood as a way to measure inflation, CPI measures the average change over time in the prices paid for a set of consumer goods and services. Contractual Services: Comprised of costs incurred related to services provided to the City that are dictated by a contractual agreement, such as information technology or auditing services. Corporate Fund: The City of Chicago’s general operating fund, used to account for basic City operations and services such as public safety, business and consumer services, and tree trimming. 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 of Chicago’s Enterprise Funds and debt issued for special taxing districts are not included in the City’s general Debt Service Funds. Delegate Agencies: Organizations that provide services on behalf of the City through a grant contract. Doubtful Account: An account balance that has been delinquent for a period of at least 90 days, and where collection is unlikely. Emergency Communication 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 $5.00 per month for each network connection and wireless number, and a 9.0 percent tax on pre-paid wireless service. Authorization: Municipal Code 3-64-030 and 7-50-020. Emergency Communications Fund: A Special Revenue Fund that is comprised of revenues from the collection of the emergency communication surcharge and used to fund 911 and emergency preparedness related activities. Enterprise Funds: Funds established to account for acquisition, operation, and maintenance of government services such as water, sewer, and the airports. These funds are self-supporting in that they derive revenue from user charges. Equalized Assessed Value (“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. As it relates to TIF districts, base EAV is the value at the time the TIF district was established, incremental EAV is difference between the base EAV and the current EAV. 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. Fiscal Year (“FY”): The City of Chicago’s fiscal year aligns with the calendar year: January 1 to December 31. 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 2.0 percent of the gross receipts received for premiums. Authorization: Municipal Code 4-308-020. Full Time Equivalents (“FTEs”): The ratio of the total number of paid hours during a period by the number of working hours in that period. One FTE is equivalent to one employee working full-time. Generally Accepted Accounting Principles (“GAAP”): Refers to a common set of accounting principles, standards and procedures that companies and their accountants must follow when they compile their financial statements. Garbage Fee: Chicago residences receiving City-provided garbage collection services are charged a $9.50 monthly 177 2 0 2 0 B U D G E T O V E R V I E W APPENDICES fee per dwelling unit. City-provided garbage collection services are provided to single family homes and multifamily buildings with four units or fewer. Authorization: Municipal Code 7-28-235. General Obligation Debt: Comprised of three types of general obligation bonds including Tax Levy Bonds, Alternate Revenue Bonds and Pledge Bonds. General Financing Requirements: Comprised of the Finance General budgeting category that represents crossdepartmental expenses such as information technology systems, employee benefits, contributions to employee pension funds, and long-term debt service payments. Gross Domestic Product: The total value of goods produced, and services provided in a defined area (country, state, municipality, etc.) during one year. Ground Transportation Tax: A tax imposed on the provision of hired ground transportation to passengers in the City of Chicago. The tax rate is $98 per month on medallion licensees. There is a $3.50 per day charge 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, $9 per day for each non-taxicab vehicle with a capacity of more than 24 passengers and $1.00 per day for pedicabs for each day in service. Transportation network provider vehicles are charged $0.60 per trip for trips that begin or end in Chicago. Additionally, a $5.00 per trip surcharge on all transportation network provider vehicles for airport, Navy Pier, and McCormick Place pick-up and drop-off. Proposed in the 2020 budget, the City’s tax applied to transportation network providers reflects a $1.13 charge on single rides and a $0.53 charge on shared rides. A surcharge of $1.75 on single rides and $0.60 on shared rides will be assessed on rides that start or end in a designated downtown zone. 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 4.5 percent tax imposed on the rental or lease of hotel accommodations in the City of Chicago. For vacation rentals and shared housing units, a 6.0 percent surcharge is added to the 4.5 percent base rate for a total City tax rate of 10.5 percent of the gross rental or leasing charge. Authorization: Municipal Code 3-24-030. Illinois Municipal 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 State. Authorization: 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. 16.0 percent of collections (1.0 percent of the 6.25 percent) is distributed to municipalities. The City receives 20.0 percent of the 1.0 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 7.0 percent of net income for corporations and 4.95 percent of net income for individuals, trusts, and estates. Of the net income tax receipts after refund, 6.06 percent of personal income tax receipts and 6.85 percent of corporate income tax receipts are placed in the Local Government Distributive Fund, which is then distributed to municipalities based on population. Authorization: 35 ILCS 5/201, 5/901; 30 ILCS 115/1, 115/2. Intergovernmental Tax Revenue: Consists of the City’s share of State Income Tax, Personal Property Replacement Tax, Municipal Auto Rental Tax, and Reimbursements for City Services. Internal Service Earnings: Reimbursements from other City funds to the Corporate Fund for services that are provided to 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 178 2 0 2 0 B U D G E T O V E R V I E W APPENDICES tax rate is $0.29 per gallon of beer, $0.36 per gallon for alcoholic liquor containing 14.0 percent or less alcohol by volume, $0.89 per gallon for liquor containing more than 14.0 percent and less than 20.0 percent alcohol by volume, and $2.68 per gallon for liquor containing 20.0 percent or more alcohol by volume. Authorization: Municipal Code 3-44-030. Local Funds: All funds used by the City for non-capital operations other than grant funds. Includes the Corporate Fund, Enterprise Funds, and Special Revenue Funds. Local Non-Tax Revenue: Consists of fees charged for the issuance of licenses and permits; fines, forfeitures and penalties for traffic or other violations; various charges for services; municipal parking; leases, rentals and sales of City-owned property; internal service earnings; and interest and other revenue. Local Tax Revenue: Consists of taxes collected by the City, including utility, transportation, transaction, recreation, and business taxes. Long-Term Debt: Used to finance infrastructure projects in neighborhoods including street and alley construction and improvements, lighting, sidewalk replacement, curb and gutter repairs and replacement, and transportation improvements, including street resurfacing, bridge rehabilitation and traffic safety improvements, as well as Enterprise Fund related projects. Midway Airport Fund: A fund established to account for acquisition, operation, and maintenance of Midway International Airport. 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 $0.38 per gallon of gasoline and $0.455 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 Fuel Tax Fund: A Special Revenue Fund comprised of revenue derived from the Motor Fuel Tax that funds expenses such as costs associated with streetlight energy, salt purchases for snow removal, street pavement and bridge maintenance, and related personnel costs. 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 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 1.0 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. O’Hare Airport Fund: A fund established to account for acquisition, operation, and maintenance of O’Hare International Airport. Parking Garage Tax: A tax imposed on the privilege of parking a motor vehicle in any commercial parking lot or garage in the City of Chicago. The tax rate is currently 22.0 percent for daily parking during the week as well as all weekly and monthly parking and 20.0 percent for daily parking on the weekends. Authorization: Municipal Code 4-236-020. Personnel Services: Personnel-related costs, which include salaries and wages, pension contributions, healthcare, overtime pay, and unemployment compensation. Pension Funds: The City of Chicago’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 Tax: A tax imposed on the lease, rental or use of rented, personal property in the City of Chicago. The tax rate is currently 9.0 percent of the lease or rental price. The lease transaction tax rate for nonpossessory computer leases of software and 179 2 0 2 0 B U D G E T O V E R V I E W APPENDICES infrastructure - referred to as cloud software and cloud infrastructure - is 5.25 percent. Proposed with the 2020 budget, is a two percent increase to the lease transaction tax rate, bringing the rate to 7.25 percent. Authorization: Municipal Code 3-32-030. Personal Property Replacement Tax: Two categories of taxes levied by the State and distributed to local governments to replace personal property taxes no longer allowed under the Illinois Constitution: 1. An income-based tax on corporations, partnerships, and other business entities. The tax rate is 2.5 percent for corporations and 1.5 percent for partnerships, trusts, and subchapter S corporations. The tax allocation formula for local governments in Cook County is based on the 1976 distribution of the repealed personal property tax. Authorization: 35 ILCS 5/201(c), (d); 30 ILCS 115/12. 2. A tax on invested capital imposed by the State of Illinois on public utilities. The tax rate is 0.8 percent on invested capital. The tax allocation formula for local governments in Cook County 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. Prior Year Available Resources: Amounts remaining from prior years that are budgeted in the current year. Prior year available resources result from revenue exceeding expenditures through savings and sustainable revenue growth, along with spending controls and other efficiencies. Proceeds and Transfers In: Consists of amounts transferred into the Corporate Fund from outside sources. 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. Recreation Taxes: Consists of taxes on amusement activities and devices, boat moorings, liquor, cigarettes, non—alcoholic beverages, and off-track betting. Effective with the passage of the 2020 budget, this category will also include an excise tax on the sale of recreational cannabis. Reimbursements and Financial Expenses: Reimbursements consists of amounts transferred to the Corporate Fund from other City funds for central services such as information technology, police and fire services, street and building maintenance, and administrative services. Reserves: Reserves are funds that the City sets aside as an economic safety net to mitigate current and future risks such as contingencies, emergencies, or revenue shortfalls. 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. Proposed in the 2020 budget, January 1, 2020 this rate will be increased to 0.50 percent. Authorization: Municipal Code 3-30-030. Sales Tax Securitization Corporation Residual Revenues: In October 2017, the City Council passed an ordinance authorizing the creation of a Sales Tax Securitization Corporation (“STSC”). This revenue securitization structure was developed because of legislation passed by the Illinois General Assembly, allowing all home rule municipalities to create a special purpose corporation organized for the sole purpose of issuing bonds paid for from revenues collected by the State. In December 2017, the City entered into a sale agreement (“Agreement”) with the STSC. Under the Agreement, the City sold to the STSC the City’s rights to receive Sales Tax revenues collected by the State. In return, the City received the proceeds of bonds issued by the STSC as well as a residual certificate. Sales Tax revenues received by the STSC are paid first to cover the STSC’s operating expenses and debt service on the STSC’s bonds. All remaining Sales Tax revenues are then paid to the City as the holder of the residual certificate and are budgeted as Proceeds and Transfers. Sewer Fund: An Enterprise Fund that support the operation, maintenance, and capital programs of the City’s sewer systems. 180 2 0 2 0 B U D G E T O V E R V I E W APPENDICES 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 7.0 percent of the gross charge for such telecommunications purchased at retail. Authorization: Municipal Code 3-73- 030. Special Events and Municipal Hotel Operators’ Occupation Tax Fund: Includes revenues from the Municipal Hotel Operator’s Occupation Tax and is used to support the promotion of tourism, cultural and recreational activities. Special Revenue Fund: A fund established to account for the operations of a specific activity and the revenue generated for 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. Structural Budget Deficit: Any structural budget imbalance between existing revenues and existing expenses in the Corporate Fund for that budget year. Commonly referred to as the “gap”. Tax Increment Financing (“TIF”): TIF is a funding tool used to improve neighborhood infrastructure and promote investment in communities across the city. The program is governed by a State law allowing municipalities to capture property tax revenues derived from the amount of incremental equalized assessed value (“EAV”) above the base EAV that existed before an area was designated as a TIF district. Transaction Taxes: Consists of taxes on the transfer of real estate, the lease or rental of personal property, and the short-term least of motor vehicles within the City. Transportation Network Providers (“TNP”): Rideshare companies that provide prearranged transportation services for compensation through an internet-enabled application or digital platform to connect passengers with drivers of vehicles for hire. Transportation Taxes: Consists of taxes on vehicle fuel, garage parking, and hired ground transportation. Transfers-in: The movement of resources into local funds from reserves and other non-recurring revenue sources. 181 Transfers-out: The movement of resources from local funds to reserves and other non-recurring revenue sources. Use Tax for Non-Titled Personal Property: A tax imposed on the use of non-titled 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 1.0 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. Utility Taxes and Fees: Consists of taxes on the purchase of telecommunication services, electricity, natural gas and cable television. Vehicle Fuel Tax: A tax imposed on the purchase of vehicle fuel purchased or dispensed within the City of Chicago. The tax rate is $0.05 per gallon. Authorization: Municipal Code 3-52-020. Vehicle Tax Fund: Includes revenue from vehicle sticker sales, impoundment fees, abandoned auto sale fees and pavement cut fees for the maintenance of the public way. Water Fund: An Enterprise Fund that supports the operation, maintenance, and capital programs of the City’s water systems. Water and Sewer User Fees: A fee imposed on water and sewer usage within the City of Chicago. The revenue collected via water charges and the sewer surcharges on City utility bills. The water and sewer funds are segregated funds where water fund revenue is used to support the water system and sewer fund revenue is used to support the sewer system. Authorization: Municipal Code 11-12260. Water and Sewer Tax: A utility tax assessed on water and sewer use within the City of Chicago. Beginning in 2017, the tax was $.59 per 1,000 gallons of water and sewer use and increased to $1.28 per 1,000 gallons in 2018. The rate will be $2.01 per 1,000 gallons in 2019 and $2.51 per 1,000 gallons in 2020. Authorization: Municipal Code 3-08-030, -040. 2 0 2 0 B U D G E T O V E R V I E W APPENDICES 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 annual fee is $87.82 for smaller passenger automobiles (less than 4,500 pounds) and $139.48 for larger passenger automobiles (4,500 pounds or more). The fee varies for other vehicle classifications. Authorization: Municipal Code 3-56-050. Zero Based Budgeting: A method of budgeting in which expenses are justified for each new fiscal year. The City of Chicago starts at a base of zero and every function within the city is analyzed for its needs and costs. 182 B U D G E T D E TA I L Local Taxes Proceeds & Transfers In $105.5M $95.2M $87.6M $29.8M $119.7M $437.8M $145.7M $33.7M $22.9M $22.8M $1.4M $0.5M $0.5M $106.1M $96.4M $90.2M $27.5M $153.3M $473.5M $112.9M $32.1M $22.2M $24.0M $1.3M $0.6M $0.5M Electricity Use Electricity IMF Cable Television 185 Liquor Tax Non-Alcoholic Beverage Tax Municipal Cigare�e Tax Boat Mooring Tax Auto Amusement Tax Off Track Be�ng $191.1M $6.7M $390.3M $157.2M $6.4M $316.2M Skyway Long-Term Reserve Interest State Sales Tax/ROT State Income Tax Municipal Auto Rental Tax State Income Tax Municipal Auto Rental Tax Sales Tax Securi�za�on Corpora�on Residual Proceeds & Transfers In-Other Total Total Total Total Parking Meter Revenue Replacement Fund Interest Parking Meter Revenue Replacement Fund $9.0M $8.6M $356.9M $286.5M $286.5M $4.2M $334.5M $250.3M $250.3M $4.2M $4.2M $356.9M $334.5M $4.2M $53.9M $53.9M $39.7M $4.2M $4.2M $254.0M $254.0M $366.4M $366.4M $8.0M $8.0M $4.1M $4.1M $239.9M $239.9M $270.5M $270.5M $180.2M $180.2M $4.1M $4.1M $255.0M $255.0M $627.5M $627.5M $608.2M $150.8M $39.7M $3.7M $8.4M $3.5M $12.1M $1,694.8M $307.1M $119.4M $53.7M $134.0M $477.5M $6.6M $175.5M $295.4M $279.5M $0.5M $0.4M $1.8M $21.3M $27.0M $33.0M $195.5M $432.1M $128.6M $26.7M $90.8M $98.5M $87.4M $57.0M $57.0M $5.2M $8.0M $15.9M $1,774.1M $275.0M $85.4M $54.2M $135.4M $434.2M $6.8M $161.7M $265.7M $253.1M $0.6M $0.4M $1.3M $21.3M $24.3M $32.6M $172.6M $439.0M $124.7M $28.7M $88.3M $95.4M $101.9M $229.9M $229.9M $141.7M $6.4M $142.9M $4.9M $5.6M 2018 $130.4M $5.6M 2017 $131.6M $5.3M $42.9M $1,818.7M $247.1M $59.6M $53.0M $134.5M $463.6M $6.6M $197.1M $259.9M $246.6M $0.6M $0.5M $1.3M $23.1M $24.4M $33.1M $163.6M $434.4M $111.1M $29.6M $91.4M $98.7M $103.6M $308.1M $308.1M $118.9M $5.4M Actual 2016 $113.5M $25.8M $2.0M $197.9M $1,678.1M $185.1M $17.1M $10.4M Ground Transporta�on Tax $1,559.1M $49.3M $48.2M Total $131.5M $126.5M Parking Tax Vehicle Fuel Tax Total $192.5M $152.6M Personal Property Lease Transac�on Real Property Transfer Motor Vehicle Lessor Tax $227.5M Total Total $193.7M Cannabis Excise tax Amusement Tax State Sales Tax/ROT Total Proceeds & Transfers In Total Transporta�on Taxes Transac�on Taxes Recrea�on Taxes Natural Gas Use & U�lity Taxes Telecommunica�ons $308.9M Municipal Public U�lity Taxes & Fees $308.9M $285.8M Total $285.8M Home Rule Occupa�on Tax $115.8M Total $6.0M $4.4M $104.8M Shopping Bag Tax Foreign Fire Insurance Tax Hotel Tax City Sales Tax/HROT Business Taxes 2015 $109.8M 2014 $100.4M CORPORATE FUND $4.6M $4.6M $279.5M $279.5M $605.6M $605.6M $578.6M $8.0M $4.0M $15.0M $1,674.7M $340.6M $146.4M $54.3M $140.0M $459.8M $6.5M $152.9M $300.3M $269.1M $0.5M $0.4M $1.0M $19.7M $24.5M $32.5M $190.5M $419.8M $127.0M $28.0M $90.0M $97.6M $77.1M $53.2M $53.2M $132.2M $5.9M Es�mate 2019 $126.3M $4.2M $4.2M $269.8M $269.8M $642.5M $642.5M $615.5M $8.0M $4.0M $15.0M $1,839.8M $383.6M $190.6M $54.5M $138.6M $558.9M $6.5M $202.0M $350.4M $272.8M $1.0M $0.4M $0.4M $1.3M $18.2M $24.8M $32.7M $194.0M $416.1M $126.3M $27.0M $90.1M $97.7M $75.0M $74.0M $74.0M $134.4M $5.9M Projec�on 2020 $128.5M B U D G E T Intergovernmental 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE Intergovernmental $4.2M 2015 $4.2M $50.5M $50.5M $1.8M $1.8M $699.9M $61.5M $29.4M $15.0M $13.0M $0.7M $119.6M $366.3M $366.3M $0.9M $0.9M $137.1M $42.0M $28.4M $137.1M $344.5M $27.8M $27.8M $2.3M $2.3M $619.1M $90.0M $23.7M $14.4M $5.8M $0.7M $134.6M $338.3M $338.3M $1.6M $1.6M $163.1M $34.7M $19.8M $88.2M $305.7M Safety Other Charges Inspec�on Current Expenses Informa�on Intergovernmental Funds Other Reimbursements Special Revenue Funds Reimbursements Reimbursements 186 $6.5M $25.5M $45.0M $43.7M $19.4M $12.5M $6.2M $126.7M $6.5M $6.5M $97.6M $97.6M $1,087.7M $5.6M $24.1M $44.9M $39.3M $18.1M $11.6M $6.0M $119.9M $7.3M $7.3M $66.5M $66.5M $998.0M Vaca�on of Streets Other Permits and Cer�ficates Building Permits Business Licenses Alcohol Dealers License Other Revenue Other Revenue Total Municipal Parking Prior Period Fines Corporate Fund Revenue Prior Year Available Resources Total Total Total $3,636.2M $3,675.7M $3,694.8M $3,765.7M $1,041.1M $109.6M $109.6M $7.6M $7.6M $130.1M $5.5M $12.9M $23.4M $40.0M $48.3M $40.3M $9.0M $0.7M $5.6M $25.0M $297.6M $66.8M $14.1M $41.2M $175.5M $2.0M $2.0M $314.0M $314.0M $139.9M $1.0M $6.1M $12.6M $29.7M $90.5M $444.3M $1.6M $1.6M $158.6M $158.6M Es�mate $4.6M 2019 $4.6M $3,841.7M $3,519.6M $3,694.8M $972.4M $69.0M $69.0M $7.8M $7.8M $129.3M $4.9M $12.5M $21.4M $42.5M $48.1M $35.7M $2.2M $0.7M $6.2M $0.0M $26.5M $270.2M $51.5M $11.5M $35.3M $171.9M $1.9M $1.9M $335.9M $335.9M $122.7M $1.1M $4.6M $13.1M $30.2M $73.7M $400.0M $3.4M $3.4M $137.4M $137.4M $4.1M 2018 $4.1M $3,261.3M $3,675.7M $1,056.1M $71.2M $71.2M $7.7M $7.7M $133.5M $6.1M $12.7M $22.3M $43.2M $49.3M $25.9M $0.9M $1.0M $10.8M $0.0M $13.2M $347.7M $133.5M $14.7M $37.0M $162.6M $7.0M $7.0M $344.9M $344.9M $118.2M $0.3M $6.3M $12.7M $28.9M $70.0M $665.4M $2.5M $2.5M $148.3M $148.3M $4.1M 2017 $4.1M $76.0M $3,636.2M $1,023.4M $59.3M $59.3M $7.5M $7.5M $130.4M $7.9M $12.2M $18.5M $43.5M $48.3M $26.1M $2.2M $1.3M $9.6M $0.0M $13.0M $342.6M $128.5M $12.9M $32.9M $168.4M $8.3M $8.3M $318.4M $318.4M $130.8M $1.5M $6.3M $13.1M $32.5M $77.3M $786.2M $1.9M $1.9M $159.7M $159.7M Actual $4.2M 2016 $4.2M $45.5M $3,519.6M $1.4M $2.0M Sale of Materials $3,215.8M $3.5M $2.9M Sale of Land Municipal Parking Licenses & Permits $0.0M Total $14.0M Rentals and Leases $0.0M Total $13.5M Enterprise Funds Internal Service Earnings Total Total Total Sale of Impounded Autos Interest Income Interest Income Leases, Rentals & Sales Fines, Forfeitures & Penal�es Fines, Forfeitures & Penal�es Charges for Services Total Total Personal Prop Replacement Tax (Corporate Share) Total Total Personal Prop Replacement Tax (Corporate Share) Municipal Auto Rental Tax Municipal Auto Rental Tax $4.2M 2014 $4.2M CORPORATE FUND $4,465.2M $80.0M $4,385.2M $1,469.7M $132.8M $132.8M $7.6M $7.6M $128.3M $5.5M $12.8M $22.1M $40.0M $47.9M $33.7M $3.0M $0.7M $5.0M $25.0M $360.9M $54.7M $14.2M $114.9M $177.1M $3.5M $3.5M $342.7M $342.7M $460.2M $1.0M $7.1M $13.0M $30.1M $409.0M $433.2M $2.0M $2.0M $157.2M $157.2M Projec�on $4.2M 2020 $4.2M B U D G E T Grand Total Non-Tax Revenue 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE 187 Prior Year Available Resources Fund Total Proceeds of Debt Corporate Fund Subsidy Fines Rental of Facili�es Interest Transfer-In Other Revenue Prior Year Available Resources Fund Total Motor Fuel Tax Distribu�on Interest and Other Prior Year Available Resources Vehicle S�cker Tax Other Reimbursements Pavement Cut Fees Impoundment Fees Parking Tax Sale of Impounded Autos Abandoned Auto Towing Transfer-In Other Revenue 0B09 - CTA Real Property Transfer Tax Fund 0996 - Affordable Housing Opportunity Fund 0994 - Controlled Subtances Fund 0355 - Special Events and Municipal Hotel Operators' Occupa�on Tax Fund Fund Total Interest on Investments Prior Year Available Resources Fund Total Building Permits Interest on Investments Current Expense Prior Year Available Resources Fund Total Fines Forfeitures, Penal�es Prior Year Available Resources Fund Total Hotel Operator's Tax Recrea�on Fees and Charges Other Revenue Rental and Charges Interest and Other Prior Year Available Resources Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal Subtotal $0.1M $84.8M $8.4M $8.4M $93.1M $102.7M $102.7M $8.1M $8.1M $110.8M $21.9M $11.1M $1.2M $6.5M $40.8M $11.3M $11.3M $52.1M $0.1M $83.6M $9.2M $9.2M $92.8M $74.8M $74.8M $0.2M $0.2M $75.1M $21.2M $11.0M $1.4M $6.3M $39.8M $9.1M $9.1M $49.0M $0.0M $188.9M $22.2M $22.2M $211.1M $77.9M ($0.1M) $77.8M $25.6M $25.6M $103.4M $75.6M $6.0M $1.8M $0.2M $0.0M $4.1M $0.0M $16.7M ($0.2M) $16.9M $16.7M $1.4M $6.5M $44.4M $10.8M $10.8M $55.3M $1.2M $99.6M $7.6M $7.6M $107.2M $101.3M $101.3M $1.2M $1.2M $102.5M $26.1M $10.5M Actual 2016 $131.7M $33.2M $14.2M $8.8M $10.0M $2.6M $0.0M $0.7M $0.7M $202.0M $14.8M $14.8M $216.7M $57.9M $0.4M $58.3M $4.0M $4.0M $62.2M $77.1M $19.8M $1.4M $0.2M $0.0M $19.9M $0.9M $19.0M $19.9M $0.0M $98.2M $9.4M $9.4M $107.6M $100.5M $100.5M $6.1M $6.1M $106.6M $24.8M $11.7M $6.5M $1.2M $0.0M $44.2M $8.1M $8.1M $52.3M 2017 $128.3M $32.6M $23.6M $10.0M $10.0M $3.9M $0.0M $0.7M $7.1M $216.2M $29.6M $29.6M $245.8M $55.5M $0.1M $55.7M $16.5M $16.5M $72.1M $77.1M $19.1M $1.8M $0.2M $0.0M $17.8M $0.3M $17.5M $17.8M $0.5M $100.9M $9.5M $9.5M $110.5M $131.2M $131.2M $12.6M $12.6M $143.8M $23.9M $11.4M $6.5M $1.4M $0.0M $43.1M $7.7M $7.7M $50.8M 2018 $125.9M $27.2M $12.0M $9.9M $10.0M $4.1M $0.0M $0.7M $5.8M $195.7M $39.4M $39.4M $235.1M $56.9M $0.6M $57.5M $17.2M $17.2M $74.8M $83.6M $15.2M $1.4M $0.2M $0.0M $0.8M $0.6M $116.7M $7.8M $7.8M $124.5M $132.1M $132.1M $11.6M $11.6M $143.7M $28.3M $12.0M $7.7M $1.7M $49.7M $0.8M $0.6M $110.3M $7.9M $7.9M $118.2M $128.6M $128.6M $9.4M $9.4M $138.1M $25.9M $11.9M $8.1M $1.7M $47.6M $4.3M $4.3M $51.9M $0.1M $0.1M $0.1M $32.8M $0.8M $33.6M $12.9M $12.9M $46.5M $0.1M $17.2M $0.3M $17.5M $11.1M $11.1M $28.6M $49.7M $0.1M $0.1M $0.1M $0.2M Projec�on 2020 $129.0M $36.7M $16.2M $9.6M $0.0M $3.5M $0.0M $0.6M $2.4M $198.0M $0.0M $0.0M $198.0M $108.5M $0.0M $108.5M $17.5M $17.5M $125.9M $115.0M Es�mate 2019 $129.0M $36.2M $19.0M $9.3M $0.0M $3.0M $0.0M $0.6M $13.3M $210.5M $31.5M $31.5M $242.0M $75.5M $0.0M $75.5M $12.7M $12.7M $88.2M $98.1M $9.5M $1.1M $0.2M B U D G E T Fund Total 0353 - Emergency Communica�on Fund Telephone Surcharge 0346 - Library Fund 0310 - Motor Fuel Tax Fund 0300 - Vehicle Tax Fund 2015 $119.2M $35.9M $5.3M $8.8M $10.0M $2.8M $0.0M $0.6M $0.1M $182.7M $28.3M $28.3M $211.0M $53.7M $1.9M $55.5M $19.4M $19.4M $74.9M $76.0M $6.5M $1.8M $0.4M $0.0M 2014 $134.3M $28.8M $13.0M $8.7M SPECIAL REVENUE FUNDS 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE Fund Total Interest on Investments Real Property Transfer Tax - CTA Por�on Subtotal Prior Year Available Resources Subtotal Fund Total TIF Administra�ve Reimbursement 0B21 - Tax Increment Financing Subtotal Administra�on Fund Prior Year Available Resources Subtotal Fund Total Safety 0B25 - Chicago Police CTA Detail Fund Subtotal Prior Year Available Resources Subtotal Fund Total Municipal Parking 0B26 - Chicago Parking Meters Subtotal Prior Year Available Resources Subtotal Fund Total Sanita�on 0B32 - Garbage Collec�on Fund Subtotal Prior year Available Resources Subtotal Fund Total 0B39 - Human Capital Innova�on Fund Prior Period Fines Subtotal Prior Year Available Resources Subtotal Fund Total 0B40 - Houseshare Surcharge - Homeless Hotel Tax Surcharge Subtotal Prior Year Available Resources Subtotal Fund Total 0B41 - Neighborhood Opportunity Fund Building Permits Interest on Investments Subtotal Prior Year Available Resources Subtotal Fund Total 0B42 - Foreign Fire Insurance Tax Fund Foreign Fire Insurance Tax Subtotal Prior Year Available Resources Subtotal Fund Total 0B43 - Houseshare Surcharge - Domes�c Hotel Tax Surcharge Subtotal Violence Prior Year Available Resources Subtotal Fund Total Grand Total 0996 - Affordable Housing Opportunity Fund 0B09 - CTA Real Property Transfer Tax Fund $8.7M $5.9M $627.1M $76.1M $76.1M $0.3M $0.3M $76.4M $8.7M $8.7M $63.1M $63.1M $1.0M $1.0M $64.1M $5.9M $5.9M $601.3M 2015 2014 188 $703.1M $746.4M $799.5M $11.3M $3.4M $10.5M $63.0M $10.5M $10.5M $11.9M ($0.6M) $11.3M $64.0M $54.4M $834.8M $5.5M $12.2M $5.5M $5.5M $43.4M $5.5M $5.5M $5.5M $5.5M $11.0M $2.5M $2.5M $0.9M $0.9M $3.4M $919.2M $43.4M $12.2M $12.2M $2.6M $2.6M $2.6M $5.0M $5.0M $0.5M $0.5M $5.5M $43.4M $14.0M $63.0M $63.0M $2.9M $2.9M $65.9M $10.8M $14.0M $14.0M $13.4M $10.8M $10.8M Projec�on 2020 $0.0M $60.8M $60.8M $0.0M $0.0M $60.8M $13.4M $13.4M $6.0M $6.0M $6.0M $61.2M $61.2M $1.2M $1.2M $62.4M $10.8M $0.0M $63.0M $63.0M $9.7M $10.8M $10.8M Es�mate 2019 $0.0M $61.2M $61.2M $0.0M $0.0M $61.2M $9.7M $9.7M 2018 $0.1M $69.8M $69.8M $3.1M $3.1M $72.9M $8.9M $8.9M $0.0M $0.0M $8.9M $0.0M $0.0M B U D G E T $3.4M $0.0M $3.4M $64.0M $64.0M 2017 $0.1M $63.7M $63.9M $1.9M $1.9M $65.8M $8.9M $8.9M $0.0M $0.0M $9.0M $54.4M $54.4M $8.7M $79.3M $8.7M $8.7M Actual 2016 $0.0M $79.3M $79.3M SPECIAL REVENUE FUNDS 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE Sewer Fees Miscellaneous and Other Prior Year Available Resources Rates, Charges and Other Rates, Charges and Other 0314 - Sewer Fund 0610 - Midway Airport Fund 0740 - O'Hare Airport Fund Grand Total Water Fees Miscellaneous and Other Prior Year Available Resources 0200 - Water Fund Total Total Total Total 2014 $670.6M $21.1M $0.0M $691.7M $321.1M $4.9M $0.0M $326.0M $211.1M $211.1M $957.9M $957.9M $2,186.7M 2015 $750.2M $22.6M $0.0M $772.7M $374.8M $5.0M $0.0M $379.8M $221.3M $221.3M $959.6M $959.6M $2,333.4M 2016 $735.9M $26.8M $0.0M $762.6M $367.8M $2.3M $0.0M $370.1M $237.7M $237.7M $1,047.4M $1,047.4M $2,417.8M Actual ENTERPRISE FUNDS 2017 $729.6M $42.9M $0.0M $772.5M $356.5M $5.5M $0.0M $362.0M $247.0M $247.0M $1,128.8M $1,128.8M $2,510.2M $373.8M $262.2M $262.2M $1,199.9M $1,199.9M $2,616.8M $780.9M $368.2M $5.6M 2018 $746.5M $34.3M Year-End Es�mate Budget Projec�on 2019 2020 $743.4M $741.0M $40.0M $40.0M $2.0M $24.0M $785.4M $805.0M $366.5M $365.1M $5.0M $17.1M $14.9M $12.0M $386.4M $394.2M $303.0M $335.1M $303.0M $335.1M $1,271.4M $1,468.1M $1,271.4M $1,468.1M $2,746.2M $3,002.4M 2 0 2 0 B U D G E T 189 O V E R V I E W B U D G E T D E TA I L REVENUE Prior Year Available Resources Motor Fuel Tax Interest and Other Revenue Proceeds of Debt Subtotal Subtotal Fund Total 0505 - Sales Tax Bond Redemp�on and Home Rule Retailers Occupa�on Tax Interest Fund Interest and Other Transfer In Subtotal Prior Year Available Resources Subtotal Fund Total 0510 - General Obliga�on Bond Redemp�on Property Tax Levy and Interest Fund Corporate Fund Subsidy Other Revenue Transfer In Subtotal Prior Year Available Resources Subtotal Fund Total 0516 - Library Bond Redemp�on and Property Tax Levy Interest Fund Other (Interest) Transfer In Other Subtotal Prior Year Available Resources Subtotal Fund Total 0521 - Library Daily Tender Note Property Tax Levy Redemp�on and Interest Fund Other (Interest) Transfer In Subtotal Prior Year Available Resources Subtotal Fund Total 0525 - Emergency Communica�on Bond Telephone Surcharge & Interest Redemp�on and Interest Fund Subtotal Prior Year Available Resources Subtotal Fund Total 0549 - City College Bond Redemp�on and Property Tax Levy Interest Fund Other (Interest) Transfer In Subtotal Prior Year Available Resources Subtotal Fund Total Grand Total 0383 - Motor Fuel Tax Fund Debt Service 2015 $11.7M $2.3M $0.0M $14.0M $2.6M $2.6M $16.7M $37.4M $31.1M $68.5M ($2.5M) ($2.5M) $66.1M $332.0M $300.7M $224.9M $857.6M $0.0M $0.0M $857.6M $4.0M $4.0M $0.5M $0.5M $4.6M $71.7M $0.0M $71.7M $3.3M $3.3M $75.0M $22.3M $22.3M $0.8M $0.8M $23.1M $34.1M $34.1M $5.1M $5.1M $39.2M $1,082.2M 2014 $12.6M $2.2M $0.6M $15.4M $4.6M $4.6M $19.9M $38.5M $0.0M $38.5M ($1.2M) ($1.2M) $37.3M $349.5M $259.1M $4.2M $612.7M $0.0M $0.0M $612.7M $4.4M $4.4M $0.5M $0.5M $4.9M $75.8M $0.0M $75.8M $3.3M $3.3M $79.1M $22.3M $22.3M $0.8M $0.8M $23.2M $37.3M $37.3M $0.0M $0.0M $37.3M $814.4M DEBT SERVICE FUNDS 190 $39.2M $5.1M $5.1M $44.2M $1,214.3M $32.4M $5.1M $5.1M $37.4M $1,207.6M $4.0M $0.5M $0.5M $4.5M $74.2M $0.1M $0.0M $74.3M $10.5M $10.5M $84.7M $22.3M $22.3M $0.8M $0.8M $23.1M $32.1M $0.3M 2017 $13.2M $3.5M $0.0M $16.7M $5.8M $5.8M $22.5M $38.8M $0.2M $1.4M $40.4M $1.2M $1.2M $41.6M $352.4M $123.0M $76.4M $441.9M $993.7M $0.0M $0.0M $993.7M $3.9M $0.0M $0.0M $0.0M $0.0M $0.0M $4.3M $0.0M $0.0M $4.3M $82.5M $0.1M $36.8M $0.1M $0.1M $36.9M $624.8M $22.3M $36.5M $0.4M $82.6M $22.3M $22.3M $82.6M $637.2M $4.3M $462.8M $4.3M $36.5M $5.5M $5.5M $42.0M $828.2M $100.9M $1.6M $1.6M $102.5M $22.3M $22.3M $0.8M $0.8M $23.2M $36.5M $4.3M $0.1M $0.1M $4.4M $100.9M $613.3M $637.2M $31.5M $4.8M $4.8M $36.3M $802.4M $119.4M $0.4M $0.4M $119.8M $16.4M $16.4M $0.0M $0.0M $16.4M $29.0M $2.5M $4.2M $119.4M $0.0M $4.2M $4.2M $613.3M $198.2M $415.2M $10.4M $2.0M $2.0M $12.4M $427.0M $16.0M $194.2M $18.4M $0.4M $0.4M $18.9M $15.6M $0.2M $0.2M $15.9M Projec�on 2020 $4.8M $5.6M $398.1M $0.0M $64.8M $0.0M $462.8M Es�mate 2019 $14.5M $4.0M 2018 $11.8M $3.8M B U D G E T $4.6M $0.5M $0.5M $5.2M $83.7M $0.1M $0.0M $83.8M $3.3M $3.3M $87.1M $22.3M $22.3M $0.8M $0.8M $23.1M $38.9M $0.3M $39.1M ($1.2M) ($1.2M) $37.9M $391.5M $67.3M $538.2M $0.0M $997.1M $0.0M $0.0M $997.1M $4.6M $0.0M $0.0M Actual 2016 $11.0M $2.5M $0.0M $13.5M $6.2M $6.2M $19.6M $39.0M $0.1M 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE Property Tax Levy Personal Prop Replacement Tax Library Property Tax Levy Corporate Fund Payment Water-Sewer U�lity Tax Emergency Communica�on Fund Library Fund Payment Water Fund Payment Sewer Fund Payment Midway Fund Payment O'Hare Fund Payment Fund Total Property Tax Levy Personal Prop Replacement Tax Corporate Fund Payment Water Fund Payment Sewer Fund Payment Midway Fund Payment O'Hare Fund Payment Fund Total Property Tax Levy Personal Prop Replacement Tax Corporate Fund Payment Midway Fund Payment O'Hare Fund Payment Fund Total Property Tax Levy Personal Prop Replacement Tax Corporate Fund Payment Midway Fund Payment O'Hare Fund Payment Fund Total 191 $112.2M $478.3M $188.4M $81.4M $30.8M $15.1M $136.7M $51.8M $162.6M $10.9M $4.1M $2.9M $10.3M $208.0M $848.5M $7.2M $2.7M $9.7M $199.0M $798.0M $1.6M $1.3M $0.2M $0.9M $15.0M $455.4M $1.6M $1.2M $0.2M $0.9M $15.0M $362.0M $2.1M $6.6M $464.0M $194.8M $10.7M $3.2M $1.5M $9.8M $161.5M $11.1M $11.1M $3.2M $1.5M $9.6M $164.0M $11.1M $50.7M $1.7M $5.6M $420.0M $179.4M $5.3M $11.6M $3.1M $11.3M $227.0M $1,030.0M $2.3M $7.0M $500.0M $212.6M $3.2M $12.2M $238.5M $1,245.7M $2.5M $7.8M $557.0M $223.1M $19.8M $7.7M $5.8M $0.7M $3.0M $48.0M $546.6M $12.5M $5.5M $4.0M $0.5M $2.3M $36.0M $490.7M $3.1M $18.9M $5.5M $3.6M $18.2M $267.0M $11.1M $5.3M $81.3M $122.3M $10.6M $3.1M $24.5M $7.0M $5.0M $23.7M $402.2M $11.1M 2018 $119.4M $5.3M $92.9M Appropria�on 2016 2017 $119.4M $119.4M $5.3M $13.9M 2015 $119.4M $9.6M $3.4M $12.5M $248.5M $1,358.5M $18.9M $3.4M $10.1M $579.0M $223.1M $27.1M $9.7M $7.4M $0.9M $3.9M $60.0M $546.6M $5.3M $81.3M $174.1M $13.0M $3.1M $30.4M $8.5M $6.3M $29.7M $471.0M $11.1M 2019 $119.4M $94.9M $5.0M $18.4M $371.3M $1,705.3M $134.1M $4.1M $12.5M $737.5M $252.9M $35.2M $11.4M $8.2M $1.2M $5.0M $72.0M $586.8M $5.3M $81.3M $216.6M $14.5M $3.1M $33.0M $9.0M $7.2M $35.1M $524.5M $11.1M Proposed 2020 $119.4M B U D G E T Grand Total 0684 - Firemen's Annuity and Benefit Fund 0683 - Policemen's Annuity and Benefit Fund 0682 - Laborers' and Re�rement Board Employees' Annuity and Benefit Fund 0681 - Municipal Employees' Annuity and Benefit Fund 2014 $117.9M $39.4M $5.3M PENSION FUNDS 2 0 2 0 O V E R V I E W B U D G E T D E TA I L REVENUE 192 Grand Total Deduc�ons General Financing Requirements Legisla�ve and Elec�ons Regulatory $0.4M $8.5M $1,398.1M $86.1M $589.4M $2,082.5M $29.5M $1.1M $1.1M $61.7M $54.2M $147.7M $30.2M $40.6M $70.8M $6.0M $26.7M $18.4M $5.6M $0.2M $0.8M $57.6M $26.9M $25.6M $52.5M $4,280.0M $4,280.0M ($552.2M) ($95.3M) ($647.5M) $7,678.9M $0.4M $8.3M $1,313.0M $86.0M $568.4M $1,976.1M $28.1M $1.1M $1.2M $53.8M $51.3M $135.5M $31.6M $31.0M $62.6M $5.8M $25.9M $18.7M $5.4M $0.2M $0.8M $56.6M $26.8M $11.9M $38.7M $3,549.6M $3,549.6M ($316.0M) ($95.0M) ($411.0M) $6,991.6M $29.9M $42.2M $72.1M $6.4M $31.7M $18.5M $5.7M $0.2M $0.9M $63.3M $27.0M $14.8M $41.7M $4,444.7M $4,444.7M ($638.8M) ($77.1M) ($716.0M) $7,838.6M $2,133.7M $30.4M $1.2M $1.4M $64.0M $56.0M $153.1M $0.4M $8.5M $1,410.0M $101.4M $613.4M 2016 $6.8M $2.6M $25.5M $10.0M $80.3M $4.2M $8.2M $35.2M $6.6M $7.9M $329.5M $516.8M $256.2M $151.3M $452.3M $269.4M $1,129.2M $31.3M $62.2M $93.5M $8.6M $31.3M $19.1M $6.3M $0.2M $0.8M $66.4M $27.3M $11.6M $38.9M $4,766.3M $4,766.3M ($697.0M) ($77.2M) ($774.2M) $8,290.6M $0.5M $2.9M $1,460.6M $116.8M $621.9M $7.3M $2,210.0M $32.0M $1.2M $1.4M $76.4M $56.7M $167.7M Appropriation 2017 $6.9M $3.2M $27.6M $10.0M $83.4M $4.1M $8.6M $36.4M $7.3M $8.7M $338.8M $535.0M $257.0M $165.9M $484.1M $280.1M $1,187.0M $1,591.7M $143.8M $624.4M $13.9M $2,374.2M $36.0M $1.2M $1.6M $94.1M $62.5M $195.3M $32.1M $34.4M $29.5M $96.0M $9.7M $31.0M $20.1M $6.8M $0.2M $0.9M $68.8M $28.0M $34.2M $62.2M $4,947.7M $4,947.7M ($634.1M) ($98.1M) ($732.2M) $8,860.0M $1,535.6M $142.9M $625.8M $13.3M $2,318.0M $32.9M $1.2M $1.6M $82.0M $57.4M $175.2M $31.3M $80.5M $111.8M $8.9M $30.5M $19.0M $6.5M $0.2M $0.8M $65.9M $27.4M $15.6M $43.0M $4,836.9M $4,836.9M ($630.7M) ($83.6M) ($714.3M) $8,596.5M $0.5M 2019 $7.7M $3.4M $31.5M $10.8M $84.3M $4.1M $8.4M $38.5M $7.5M $9.4M $349.5M $555.1M $268.0M $173.3M $554.9M $296.6M $1,292.9M $0.5M 2018 $7.2M $3.3M $30.4M $10.7M $84.1M $4.2M $8.5M $37.0M $7.4M $8.9M $344.9M $546.6M $263.4M $163.8M $505.6M $280.6M $1,213.4M $1,696.7M $136.5M $640.8M $13.9M $2,519.9M $55.2M $1.1M $1.9M $103.3M $71.7M $233.3M $61.3M $40.2M $59.5M $161.0M $9.8M $30.1M $21.0M $7.0M $0.2M $0.9M $69.0M $27.3M $18.4M $45.7M $5,939.2M $5,939.2M ($885.7M) ($115.0M) ($1,000.7M) $9,893.8M $11.2M $96.0M $4.1M $8.3M $38.6M $7.4M $9.2M $390.5M $580.8M $274.5M $183.0M $590.0M $298.2M $1,345.7M $31.5M $0.5M Proposed 2020 $12.2M $3.3M B U D G E T City Development Community Services Total Total Office of Public Safety Administra�on Police Board Independent Police Review Authority Chicago Police Department Office of Emergency Management and Communica�ons Chicago Fire Department Civilian Office of Police Accountability Total Department of Public Health Commission on Human Rela�ons Mayor's Office for People with Disabili�es Department of Family and Support Services Chicago Public Library Total Department of Housing Department of Cultural Affairs and Special Events Department of Planning and Development Total Office of Inspector General Department of Buildings Department of Business Affairs and Consumer Protec�on Chicago Animal Care and Control License Appeal Commission Board of Ethics Total City Council Board of Elec�on Commissioners Total Finance General Total Deduct Transfers between Funds Deduct Proceeds between Funds Total Department of Streets and Sanita�on Chicago Department of Transporta�on Chicago Department of Avia�on Department of Water Management Infrastructure Services Public Safety Office of the Mayor Office of Budget and Management Department of Innova�on and Technology City Clerk Department of Finance City Treasurer Department of Administra�ve Hearings Department of Law Department of Human Resources Department of Procurement Services Department of Asset and Informa�on Management Finance and Administra�on 2015 $6.7M $2.3M $35.2M $10.0M $81.4M $2.5M $8.0M $34.9M $5.9M $8.0M $336.3M $531.0M $251.5M $147.2M $437.3M $268.3M $1,104.3M 2014 $6.6M $2.3M $33.1M $10.0M $77.0M $2.5M $7.8M $34.7M $5.8M $7.9M $326.9M $514.6M $252.2M $128.8M $422.1M $265.8M $1,068.8M LOCAL FUNDS APPROPRIATIONS BY FUNCTION 2 0 2 0 O V E R V I E W B U D G E T D E TA I L EXPENDITURES 193 Grand Total Legisla�ve and Elec�ons Regulatory Office of The Mayor Office of Budget and Management Department of Innova�on and Technology Office of the City Clerk Department of Finance City Treasurer Department of Administra�ve Hearings Department of Law Department of Human Resources Department of Procurement Services Department of Asset and Informa�on Management Total Department of Streets and Sanita�on Chicago Department of Transporta�on Department of Avia�on Department of Water Management Total Public Safety Administra�on Police Board Independent Police Review Authority Chicago Police Department Office of Emergency Communica�on Chicago Fire Department Civilian Office of Police Accountability Total Department of Public Health Commission on Human Rela�ons Mayor's Office for People with Disabili�es Department of Family and Support Services Chicago Public Library Total Department of Housing Department of Cultural Affairs and Special Events Department of Planning and Development Total Office of Inspector General Department of Buildings Department of Business Affairs & Consumer Protec�on Chicago Animal Care and Control License Appeal Commission Board of Ethics Total City Council Board of Elec�on Commissioners Total 2 99 14,275 903 5,150 20,429 155 12 12 23 852 1,054 80 166 246 65 235 182 72 1 9 564 240 118 358 32,442 2 99 14,225 816 5,149 20,291 150 12 12 23 706 903 80 165 245 65 235 177 64 1 9 551 240 118 358 31,412 FTE 75 24 98 98 636 24 42 417 76 90 1,067 2,647 2,296 1,169 1,541 2,138 7,144 81 166 247 67 235 176 64 1 9 552 240 118 358 31,660 20,317 182 12 12 46 711 963 2 98 14,230 815 5,172 FTE 75 24 106 96 642 24 42 417 75 91 1,081 2,673 2,294 1,294 1,496 2,139 7,223 81 167 248 67 235 181 73 1 9 566 240 118 358 32,635 20,455 184 12 12 46 859 1,112 2 98 14,280 902 5,173 2015 POS 75 24 106 96 523 24 42 377 75 91 1,081 2,514 2,168 1,138 1,307 2,096 6,709 77 168 245 64 239 178 62 1 9 553 239 118 357 32,096 20,590 180 12 12 49 725 978 2 97 13,599 1,729 5,163 FTE 74 28 105 96 661 32 42 417 77 91 1,099 2,722 2,328 1,318 1,543 2,129 7,318 78 169 247 64 239 183 73 1 9 569 239 118 357 33,065 20,727 182 12 12 49 870 1,126 2 97 13,649 1,816 5,163 2016 POS 74 28 105 96 543 32 42 377 77 91 1,099 2,564 2,205 1,154 1,354 2,096 6,809 77 230 307 96 294 189 66 1 8 654 239 118 357 34,053 2 62 14,224 1,883 5,173 142 21,486 602 20 29 370 799 1,820 FTE 74 34 107 96 658 31 42 424 84 102 1,104 2,756 2,297 1,359 1,764 2,284 7,704 78 174 252 96 246 184 77 1 8 612 239 118 357 34,492 2 62 14,205 2,110 5,161 142 21,682 183 12 13 51 870 1,129 2017 POS 77 50 119 96 550 31 42 407 84 102 1,105 2,663 2,208 1,191 1,436 1,931 6,766 78 174 252 97 247 188 78 1 8 619 239 118 357 35,032 14,667 2,121 5,158 145 22,093 203 12 13 51 907 1,186 14,626 1,866 5,158 145 21,797 201 12 13 51 748 1,025 77 173 250 97 247 183 67 1 8 603 239 118 357 33,382 2 FTE 76 35 107 98 659 30 42 426 86 103 1,101 2,763 2,278 1,371 1,777 2,337 7,763 2 2018 POS 76 35 107 98 542 30 42 392 86 103 1,101 2,612 2,200 1,194 1,449 1,895 6,738 14,813 1,869 5,204 151 22,039 204 12 14 80 779 1,089 37 77 149 263 106 247 188 68 1 8 618 214 118 332 33,937 2 14,544 1,721 5,148 151 21,956 218 11 14 102 843 1,188 36 76 154 266 104 239 186 69 1 8 607 214 115 329 33,996 14,581 1,947 5,148 151 22,218 220 11 14 102 1,067 1,414 36 77 154 267 104 239 191 80 1 8 623 214 115 329 35,439 2020 Proposed POS FTE 114 114 34 34 0 0 96 96 530 646 30 30 41 41 385 414 82 82 102 102 1,201 1,201 2,615 2,760 2,170 2,229 1,208 1,340 1,831 2,022 1,826 2,237 7,035 7,828 390 390 2 2 2 FTE 80 35 110 100 660 30 42 430 85 107 1,103 2,782 2,254 1,365 1,835 2,350 7,805 14,854 2,124 5,204 151 22,335 206 12 14 80 949 1,261 37 78 149 264 106 247 193 79 1 8 634 214 118 332 35,412 2019 POS 80 35 110 100 544 30 42 396 85 107 1,103 2,632 2,176 1,213 1,667 1,908 6,964 B U D G E T City Development Community Services Public Safety Infrastructure Services Finance and Administra�on 2014 POS 75 24 98 98 517 24 42 377 76 90 1,067 2,488 2,169 1,079 1,233 2,095 6,576 LOCAL FUNDS POSITIONS AND FULL TIME EQUIVALENTS BY FUNCTION 2 0 2 0 O V E R V I E W B U D G E T D E TA I L PERSONNEL 2,270 638 1,196 2,146 741 -79 -174 -56 -273 0 -16 0 194 0 -6 -6 0 1 0 -2 0 -2 -3 -3 0 -3 -252 1,067 77 16 57 150 5 5 4,376 949 78 17 46 141 6 6 4,120 0 113 751 1,067 256 -1 -1 118 -1 -1 11 9 10 118 -103 124 54 0 -3 0 -4 70 -13 0 -1 362 2,022 2,237 4,259 312 294 347 1,835 2,350 4,185 312 295 5,531 34 71 34 78 5,509 37 840 44 899 234 44 28 1 45 28 1 292 191 74 6 174 74 7 22 0 -7 -7 -59 -58 -113 73 0 -1 187 15 -1 0 0 17 0 -1 Enterprise Funds 2019 2020 Change 18 18 0 1,165 53 48 5 48 17 65 155 77 8 353 382 16 835 39 1,167 53 45 8 47 20 67 21 175 72 8 327 393 16 815 16 3 10 128 2 54 3 6 54 3 3 12 104 15 0 26 3 8 2 0 -3 3 -1 3 2 20 -5 0 -26 11 0 -20 -23 0 -2 24 -4 0 0 -1 -3 8 1 -1 Grants 2020 Change 16 3 18 2 9 2019 Grand Total 2019 2020 Change 30 30 0 42 41 -1 1,105 1,204 99 669 654 -15 85 82 -3 113 0 -113 448 440 -8 107 102 -5 51 49 -2 100 96 -4 86 116 30 2,836 2,814 -22 1,368 1,343 -25 1,835 2,022 187 2,254 2,229 -25 2,350 2,237 -113 7,808 7,831 23 5,216 5,158 -58 14,958 14,709 -250 151 151 0 2,163 1,963 -200 2 2 0 411 22,490 22,393 -97 1,025 1,139 113 20 19 -1 433 429 -4 588 613 25 30 30 0 2,096 2,229 133 78 77 -1 85 83 -2 166 174 8 329 334 5 8 8 0 79 80 1 295 284 -11 198 199 1 1 1 0 106 104 -2 687 676 -11 118 115 -3 214 214 0 332 329 -3 36,577 36,606 29 B U D G E T -1 22 14 0 35 741 949 1 60 5 135 1,020 1 63 5 139 949 -68 0 35 13 35 1,250 13 17 18 Finance and Administra�on City Treasurer Department of Administra�ve Hearings Department of Asset and Informa�on Management Department of Finance Department of Human Resources Department of Innova�on and Technology Department of Law Department of Procurement Services Office of Budget and Management Office of the City Clerk Office of The Mayor Total Infrastructure Services Chicago Department of Transporta�on Department of Avia�on 1,058 979 Department of Streets and Sanita�on Department of Water Management Total 1,474 1,300 4,892 4,836 Public Safety Chicago Fire Department 14,559 14,287 Chicago Police Department 151 151 Civilian Office of Police Accountability 1,091 1,075 Office of Emergency Communica�on 2 2 Police Board 277 Public Safety Administra�on Total 20,695 20,628 Community Services Chicago Public Library 12 11 Commission on Human Rela�ons 80 102 Department of Family and Support Services 206 220 Department of Public Health 14 14 Mayor's Office for People with Disabili�es 312 347 Total City Development Department of Cultural Affairs and Special Events 20 20 Department of Housing 103 97 Department of Planning and Development 123 117 Total 8 8 Regulatory Board of Ethics 79 80 Chicago Animal Care and Control 197 197 Department of Buildings 193 191 Department of Business Affairs & Consumer Protec�on 1 1 License Appeal Commission 72 70 Office of Inspector General 550 547 Total 118 115 Legisla�ve and Elec�ons Board of Elec�on Commissioner 214 214 City Council 332 329 Total 25,783 25,531 Grand Total Special Revenue Funds 2019 2020 Change 4 4 0 Corporate Fund 2019 2020 Change 8 8 0 42 41 -1 929 997 68 568 555 -13 78 76 -2 97 0 -97 350 335 -15 79 74 -5 33 32 -1 37 36 -1 75 109 34 2,296 2,263 -33 416 321 -95 ALL FUNDS FULL TIME EQUIVALENTS BY FUND TYPE 2 0 2 0 O V E R V I E W B U D G E T D E TA I L PERSONNEL Office of Public Safety Administra�on Chicago Police Department Office of Emergency Communica�on Chicago Fire Department Department of Public Health Commission on Human Rela�ons Mayor's Office for People with Disabili�es Department of Family and Support Services Chicago Public Library Department of Housing Department of Cultural Affairs and Special Events Department of Planning and Development Public Safety Community Services City Development 195 Grand Total Total Total Total Total Total Department of Buildings Department of Business Affairs & Consumer Protec�on Total Chicago Department of Transporta�on Department of Avia�on Department of Water Management Infrastructure Services $1.3M $5.5M $0.7M $1.6M $1.8M $0.0M $47.3M $58.2M $369.7M $356.3M $13.9M $739.9M $0.0M $64.3M $90.1M $27.9M $182.2M $141.3M $1.3M $4.2M $539.4M $8.9M $695.1M $116.1M $2.0M $7.9M $125.9M $7.1M $2.1M $9.2M $1,810.6M $1.6M $5.5M $8.2M $1.6M $1.8M $0.0M $46.8M $65.5M $219.7M $278.8M $15.7M $514.2M $0.0M $64.8M $54.7M $29.8M $149.3M $170.1M $1.3M $4.2M $592.5M $13.5M $781.6M $118.7M $1.4M $8.0M $128.1M $7.1M $2.2M $9.3M $1,648.0M 2019 Appropria�on 2019 Year-End Es�mate $0.0M $3.8M $0.0M $1.4M $3.0M $0.0M $0.3M $8.5M $285.2M $120.0M $5.0M $410.2M $2.9M $41.7M $29.9M $16.7M $91.1M $99.6M $1.9M $5.0M $352.3M $6.6M $465.4M $65.4M $3.2M $3.9M $72.6M $7.1M $7.2M $14.3M $1,062.1M 2020 An�cipated Grant $0.9M $0.2M $0.0M $0.0M $0.0M $0.0M $45.3M $46.4M $0.0M $161.2M $11.6M $172.8M $0.0M $39.6M $38.5M $19.8M $97.9M $67.1M $0.0M $0.7M $230.9M $6.2M $304.8M $72.2M $0.3M $1.6M $74.2M $0.0M $0.3M $0.3M $696.5M Carryover $0.9M $4.1M $0.0M $1.4M $3.0M $0.0M $45.6M $54.9M $285.2M $281.2M $16.6M $583.1M $2.9M $81.3M $68.4M $36.5M $189.1M $166.7M $1.9M $5.7M $583.1M $12.8M $770.2M $137.6M $3.5M $5.6M $146.7M $7.1M $7.5M $14.7M $1,758.7M 2020 Proposed B U D G E T Regulatory Office of The Mayor Office of Budget and Management Department of Innova�on and Technology Department of Finance Department of Law Department of Procurement Services Department of Asset and Informa�on Management Finance and Administra�on GRANT FUNDS BY FUNCTION 2 0 2 0 O V E R V I E W B U D G E T D E TA I L GRANTS ✶ ARCHER HEIGHTS ✶ ARMOUR SQUARE ✶ ASHBURN ✶ AUBURN GRESHAM ✶ AUSTIN ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E ST S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L AW N DA L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L A W N D A L E ✶ S O U T H S H O R E ✶ U P T O W N ✶ W A S H I N G T O N H E I G H T S ✶ W A S H I N G T O N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ A L B A N Y PA R K