FY2021 Mid-Year Budget Review
2021 Midyear Budget Hearings
Finance Committee – Board of Commissioners
This schedule is subject to change.
Elected Official / Bureau
Time Budgetary Unit Chief / Department Head
Monday, July 19, 2021
9:00 Bureau of Finance/Budget Overview Ammar Rizki/Annette Guzman
10:30 Offices under the President Lanetta Haynes Turner
12:00 Cook County Public Administrator Honorable Louis G. Apostol
12:30 Office of the Cook County Assessor Honorable Fritz Kaegi
1:30 Secretary of Board of Commissioners Matthew DeLeon
2:30 Cook County Public Defender Sharone Mitchell Jr.
Tuesday, July 20, 2021
9:00 Office of the County Treasurer Honorable Maria Pappas
10:00 Cook County Health Israel Rocha Jr.
11:30 Cook County State’s Attorney Honorable Kimberly Foxx
12:30 Cook County Clerk Honorable Karen Yarbrough
1:30 Cook County Board of Review Honorable Larry Rogers, Jr.
Honorable Tammy Wendt
Honorable Michael Cabonargi
2:30 Chicago Board of Election Commissioners Charles Holiday Jr.
Wednesday, July 21, 2021
9:00 Clerk of the Circuit Court Honorable Iris Martinez
10:00 Office of the Chief Judge Hon. Timothy C. Evans
11:30 Office of the Independent Inspector General Patrick M. Blanchard
12:00 Cook County Sheriff Honorable Tom Dart
2021 Midyear Budget Hearings
Finance Committee – Board of Commissioners
This schedule is subject to change.
Elected Official / Bureau
Time Budgetary Unit Chief / Department Head
Thursday, July 22, 2021
Reserve Day
Friday, July 23, 2021
Reserve Day
Offices Under the President
FY2021 Mid-Year Budget Review
1
Offices Under the President
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
Office of the President
FY2021 Goal: Oversee Equitable Recovery from COVID-19 Pandemic
o The Office of the President is committed to prioritizing racial equity throughout its response to
COVID-19 as we move into longer-term economic recovery. The President’s Office outlined
initial strategies to support an equitable recovery in the Cook County COVID-19 Response Plan
and continues to follow those strategies in alignment with the Policy Roadmap: Five-Year
Strategic Plan for Offices Under the President. All Bureaus and Departments in Offices Under
the President (OUP) follow these policy guidelines in the subsequent goals in this mid-year
update.
FY2021 Goal: Launch Language Access Policy for Offices Under the President
o The Office of the President launched the Language Access Policy for OUP in May 2021. The
policy established guidance and a professional translation service for departments to use in
translating public-facing documents and other written content. The policy and translation service
also make ASL interpretation and simultaneous language interpretation more widely available
for community engagement and public affairs. Language Access Liaisons have been trained in
all public-facing departments in OUP to follow the policy and use the service.
Bureau of Administration
FY2021 Goal: Expand Invest in Cook outreach to solicit an increased number of applications
overall as well as project applications from all cohort 4 (high need) communities that have not
previously participated and receive at least three applications from those communities.
o 34 Invest in Cook projects have been selected for the 2021 program. This fiscally constrained
program will be presented for approval at the July 29, 2021 Board meeting. The number of
applications received in 2021 was higher this year than in 2020 (61 versus 58). Because of
DOTH’s targeted outreach, three awards are for high-need communities that had never applied to
the Invest in Cook program. Overall, the focus on equity in the program continues, with 67% of
2021 funding awarded to high- and moderately high-need communities.
o Policy Roadmap Priority: Smart Communities (Public Infrastructure)
FY2021 Goal: Increase air and land pollution reduction inspections from 4,000 in 2020 to 8,000 in
2021.
o With 2,500 inspections through the first half of the year, the Department of Environmental
Sustainability (DES) is on track to exceed the 4,000 in 2020 but not to hit the 8,000 target for
2021. Shortfall is due to having been down 1.5 FTE across inspectional units and an
unanticipated retirement for which DES is hiring. All inspections required by Intergovernmental
Agreements will be completed.
FY2021 Mid-Year Budget Review
2
o Policy Roadmap Priority: Sustainable Communities (Environmental Sustainability)
Bureau of Asset Management
FY2021 Goal: Advance construction of Belmont-Cragin Health Center.
o In partnership with Cook County Health (CCH), the Bureau of Asset Management (BAM) broke
ground in late FY19 and continued design work through FY20 on the new Belmont-Cragin
Health Center. Construction continues with installation of interior finishes; contractor has agreed
to an August 2021 substantial completion date. The new clinic is scheduled to open as a 25,000
SF, two-story modern facility. This new facility will allow CCH to increase the access to care for
the surrounding neighborhood currently served by the Logan Square Health Clinic.
o KPI: Percent of capital improvement projects completed on schedule
o Policy Roadmap Priority: Healthy Communities (Health and Wellness)
FY2021 Goal: Install directory touchscreens in County facilities.
o Interactive directory touchscreens will have the ability to post County advertisements, public
meetings, wayfinding, and with required approval allow for potential revenue generating
advertisements in County facilities. These screens will provide increased transparency and will
allow the public and tenants to interact with County government. This RFP is in its Final Phase
and expected to post within the next one to two months.
o KPI: Tenant satisfaction survey results
o Policy Roadmap Priority: Open Communities (Good Government)
Bureau of Finance
FY2021 Goal: Manage $429 million in Federal coronavirus relief funds.
o The Office of Chief Financial Officer (OCFO) worked to meticulously manage $429 million in
Federal coronavirus relief funds. Recognizing the disproportionate impact the coronavirus has
had on disinvested communities, OCFO developed a thoughtful and fair methodology to
equitably distribute relief funds to underlying jurisdictions across Cook County. The National
Association of Counties (NACo) recognized this effort with an Achievement Award. OCFO also
worked to ensure that all appropriate documentation was completed/submitted to the federal
government in a timely manner.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Actively support the Independent Revenue Forecasting Commission.
o In just two years, the Bureau of Finance has helped build out the County’s Independent Revenue
Forecasting Commission (IRFC) from the ground up. It has helped develop detailed economic
models and processes, discussed and refined our financial methodologies, and incorporated many
thoughtful commission recommendations into our long-term financial forecast.
o The IRFC proved to be particularly important this year in assisting with the development of new
methodologies to account for the impacts of COVID-19. The insights and expertise evaluating
the assumptions and projections for the County’s major tax revenue sources helped shape the
FY2021 Executive Budget Recommendation and the recently released Preliminary Forecast.
FY2021 Mid-Year Budget Review
3
o Policy Roadmap Priority: Open Communities: (Good Government)
FY2021 Goal: Roll-out remaining Home Rule Taxes in Department of Revenue Integrated Tax
Processing System.
o Cook County recently went live with a new phase of its Integrated Tax Processing System
(ITPS) project. Cigarette, Other Tobacco Products, Vehicle Use, New Motor Vehicle, Gambling
Machine and Firearm & Ammunition taxes are now payable through the modern online system.
o Cook County expects approximately 2,000 new taxpayers to file electronically for the first time
in July 2021, joining the nearly 2,500 already filing other taxes through the new system. ITPS
and the online taxpayer portal allow taxpayers to register, file returns, pay their taxes, conduct
online account maintenance, submit service requests and receive electronic correspondence
within a single application.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Continue to improve the interactive budget website.
o The Department of Budget and Management Services rolled out a newly developed budget site
providing numerous interactive visualizations of budget data. These visualizations offer the
ability to filter, drill down and sort, to provide detailed insight on County expenditures, revenues,
grants and infrastructure spending. Prior to the development of the new site, all budget
information and data was presented in static online documents and a three-volume budget book
containing more than 1000 pages.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Continue to focus on targeted outreach to Minority-Owned (MBE); Women-Owned
(WBE); Veteran-Owned (VBE) Service-Disabled Veteran-Owned (SDVBE) and Person with Disability-
Owned (PDBE) enterprises for certification.
o During the pandemic, the Office of Contract Compliance (OCC) worked to stand up a virtual
outreach model where seminars and presentations were offered virtually to allow for maximum
participation. OCC will be building on the success from FY2021 as it works to further enhance it
efforts in FY2022.
o Policy Roadmap Priority: Open Communities (Good Government)
Bureau of Economic Development
FY2021 Goal: Strengthen the small business ecosystem in suburban Cook County.
o BED empowered over 35 business service organizations across Chicago and the suburbs of Cook
County to provide small businesses with relief and support in response to the pandemic. BED
increased the capacity of organizations to assist small businesses (< than 20 employees) located
in Cook County. The program remains active and current plans include continued and expanded
services.
o KPI: 1690 small businesses received grants, and 2500 businesses received free business advising
services —over 60% of assisted businesses owned by people of color. The program has
FY2021 Mid-Year Budget Review
4
leveraged additional support for small businesses from the philanthropic community and the
State of Illinois.
o Policy Roadmap Priority: Vital Communities (Economic Development)
FY2021 Goal: Provide concierge services for manufacturers.
o As Cook County generates more than 80% of the total manufacturing output in the state of
Illinois and houses the nation’s 2
nd
largest concentration of manufacturers, meeting the talent and
growth needs of this sector remain a priority for Cook County. As one of two apprenticeship
navigators for the ten counties in northeastern Illinois, BED assists employers in identifying
talent solutions.
o BED surveyed over 1000 suburban Cook manufacturers to identify their urgent needs due to
COVID-19, in partnership with the Illinois Manufacturing Excellence Center (IMEC), and
engaged over 100 businesses to discuss apprenticeships. BED also partnered with the Chicago
Workforce Funders Alliance to launch Talent Solution Connector, a web-based service for
businesses.
o Policy Roadmap Priority: Vital Communities (Economic Development)
FY2021 Goal: Help residents remain in their homes and support critical social services to
residents in response to COVID-19.
o BED launched and continues to administer a suite of programs to provide housing assistance,
legal aid services, and shelter for those facing homelessness.
o KPI: Helped close to 2000 residents remain in their homes through initial rounds of rental and
mortgage assistance, and an additional 5000 through a second round of rental assistance.
Provided legal aid services for eviction and consumer debt issues to nearly 8000 residents and
provided 13,887 households with direct cash assistance.
o Policy Roadmap Priority: Vital Communities (Economic Development)
Bureau of Human Resources
FY2021 Goal: Attract well-qualified candidates to address hiring discrepancies in
underrepresented populations.
o In early 2021, BHR implemented the LinkedIn Social Sourcing Pilot Program which expands
recruitment sourcing and outreach through social media to attract more qualified candidates and
fill those OUP positions that are difficult to fill. The LinkedIn pilot has increased the visibility of
OUP County openings. So far, a total of 33,900 job seekers have viewed the openings. Of this
number, about 9.5% or 3,211 of these job seekers clicked to apply on our website.
o Policy Roadmap Priority: Open Communities (Good Government)
Bureau of Technology
FY2021 Goal: Issue hosting and disaster recovery RFP
o BOT has an active Request for Proposals (RFP) with all the County's separately elected offices
and other agencies for hosting and disaster recovery. Cook County has begun the hard work of
FY2021 Mid-Year Budget Review
5
transitioning from the current decentralized environment to a more consolidated hosting strategy.
The Hosting and Disaster Recovery RFP is central to Cook County’s commitment to improving
public technology infrastructure.
o Policy Roadmap Priority: Smart Communities (Public Infrastructure)
FY2021 Goal: Expand broadband infrastructure in the south suburbs.
o Cook County has received funding from the State of Illinois to expand its south suburban
broadband backbone. This work aligns with the core value of advancing racial equity as outlined
by the Policy Roadmap, because a large proportion of broadband scarcity exists in communities
of color in south suburban Cook County.
o Policy Roadmap Priority: Smart Communities (Public Infrastructure)
FY2021 Goal: Enterprise Resource Planning Polaris upgrade to Orbit Analytics.
o Enterprise Resource Planning (ERP) has developed over 200 custom Polaris reports, including
the very popular filled and vacant position reports. ERP also enhanced Polaris security so that
Human Resources reports display data only from the user’s organization. ERP is on track for
September 2021 completion.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Replace antiquated paper forms with digitized forms.
o BOT is using DocuSign to replace BOT forms, including loaner computer requests, virtual
private network access requests and Cook County Time access requests. BOT is also using
DocuSign to replace specific waiver forms for other agencies, including photography waivers.
o BOT continues to work with BHR and the Office of Contract Compliance to develop other
digital forms and eliminate the need for paper.
o Policy Roadmap Priority: Open Communities (Good Government)
Department of Human Rights and Ethics
FY2021 Goal: Complete timely Ethics investigations within the mandated 365 days and Human
Rights investigations within 165 days.
o Following initial operational delays due to the pandemic, DHRE has been able to close out all
Ethics investigations prior to 2020 and all Ethics investigations opened thereafter have met or are
on target to meet the 365 days deadline. Human Rights investigations timeframes have
improved, but COVID-19 has impacted our ability to contact non-County witnesses.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Improve process for completing campaign contribution audits.
o DHRE was able to work with the office of Research, Operations and Innovation to review and
improve the process for completing D-2 audits of campaign contributions to elected officials.
DHRE completed 275 D-2 audits in Q1 of FY 2021 and will conduct D-2 audits on a quarterly
basis.
FY2021 Mid-Year Budget Review
6
o Policy Roadmap Priority: Open Communities (Good Government)
Department of Administrative Hearings
FY2021 Goal: Increase remote hearings.
o Administrative Hearings (AH) continued offering remote hearing options throughout 2021 to
protect the health and safety of Cook County residents and County partner agencies.
o As of June 30, 2021, AH has conducted 8,200 hearings. Given the occupancy and personnel
constraints AH faced during the COVID-19 pandemic, offering remote hearings was the only
way to handle that volume of cases. Allowing residents and County employees to participate in
hearings virtually represents a significant improvement in the effectiveness and convenience of
County services. Allowing residents to participate in hearings without incurring transportation
and parking costs equitably increases access to the administrative hearing process.
o Policy Roadmap Priority: Open Communities (Good Government)
FY2021 Goal: Implement new citation management system.
o The Board of Commissioners approved a new citation management system in June of 2021. The
vendor has begun initial consultations with key departments to build the software infrastructure
and AH anticipates going live with the new system in January 2022. The new software will
greatly improve hearing room and back-office efficiency while also providing for a smoother
experience for Cook County residents as they navigate through the hearing process.
o Policy Roadmap Priority: Open Communities (Good Government)
Auditor
FY2021 Goal: Expand information technology audit coverage.
o The Auditor is attempting to integrate testing of general information technology controls into all
audits by educating current staff on what and how to conduct such testing.
o Policy Roadmap Priority: Open Communities (Good Government)
Justice Advisory Council
FY2021 Goal: Increase impact through a racial equity lens by expanding resources, while
exploring innovative and best practices that include community engagement strategies.
o In FY2021, JAC expanded resources by making investments of $4.7 million dollars in the areas
of Recidivism Reduction, Restorative Justice, and Violence Prevention; plus an additional $1.5
million in immediate summer investments in these subject areas along with supports for
returning residents. The JAC continues to lead and implement the community engagement work
of Cook County’s MacArthur Safety and Justice Challenge strategies and has also worked to
help staff the Equity Fund taskforce effort.
o Policy Roadmap Priority: Safe and Thriving Communities (Criminal Justice)
FY2021 Mid-Year Budget Review
7
FY2021 Goal: Provide public facing information, education and awareness of criminal justice
reform efforts to community stakeholders and residents. Create a participatory process for
impacted persons within decision-making and policy development.
o In FY2021, the JAC has added a Public Information Officer position to help increase information
available from the department; JAC has continued listening sessions and action summits to keep
the community engaged and connected to key initiatives.
o Policy Roadmap Priority: Safe and Thriving Communities (Criminal Justice)
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Count
y
Sales Tax $371,252,145 $358,563,188 ($12,688,958) (3.5)%
Count
y
Use Tax $33,559,990 $44,033,447 $10,473,458 23.8%
Off-Track betting
commission. $505,000 $526,436 $21,436 4.1%
Illinois
g
amin
g
-casino $3,583,175 $2,603,319 ($979,856) (37.6)%
New Vehicle Tax $1,058,743 $1,478,204 $419,460 28.4%
General Sales Tax $1,460,445 $1,956,973 $496,528 25.4%
Wheel Tax $685,452 $447,952 ($237,500) (53.0)%
State Income Tax $6,962,566 $9,307,825 $2,345,259 25.2%
Alcoholic Beverage
Tax $16,026,322 $17,668,062 $1,641,741 9.3%
Gasoline Tax $42,860,206 $40,250,792 ($2,609,414) (6.5)%
Ci
g
arette Tax $45,908,397 $44,510,202 ($1,398,196) (3.1)%
Other Tobacco
Products $3,079,676 $3,534,910 $455,234 12.9%
Firearms Tax $657,305 $901,343 $244,038 27.1%
Gambling Machine
Tax $100,000 $185,600 $85,600 46.1%
Hotel
Accommodations Tax $6,120,600 $3,606,980 ($2,513,620) (69.7)%
Non Retailer Trans
Use Tax $7,405,703 $7,874,115 $468,412 5.9%
Amusement Tax $12,365,593 $5,207,529 ($7,158,064) (137.5)%
Parking Lot and
Gara
g
e Operation Tax $19,693,941 $13,507,156 ($6,186,785) (45.8)%
FY2021 Mid-Year Budget Review
8
Sweetened Beverage
Tax - $210,252 $210,252 100.0%
Video Gamin
g
$289,000 $277,432 ($11,568) (4.2)%
Cannabis Tax $6,110,353 $4,735,988 ($1,374,365) (29.0)%
Sports Wa
erin
Tax $1,787,500 $2,248,448 $460,948 20.5%
Contract Compliance
M/Wbe Cert $14,963 $27,500 $12,537 45.6%
State of Illinois $34,395,447 $32,972,562 ($1,422,885) (4.3)%
Other
g
overnments $943,565 $889,638 ($53,927) (6.1)%
JTDC Parkin
g
$905,000 $261,168 ($638,832) (70.6%)
Real Estate $8,959,992 $6,124,192 ($2,835,800) (31.6%)
Buildin
g
and Zonin
g
$1,810,050 $2,023,236 $213,186 10.5%
Environmental Control $1,130,800 $1,722,125 $591,325 34.3%
Highway Dept. Permit
Fees $385,644 $1,085,839 $700,195 64.5%
Medical Examine
r
$1,942,178 $2,264,811 $322,633 14.2%
Dept. Of Planning and
Development – Other
Revenue $65,227
$75,309
$10,082
15.4%
Dept. of Human Rights
and Ethics – Other
Revenue -
$100,000
$100,000
-
Administrative
Hearings – Other
Revenue $120,000
$34,955
($85,045)
(70.8)%
o Explanation of variances greater than 1% and $1 million. What corrective action will be taken?
o BAM
Real Estate revenue of $8,959,992 is the appropriated revenue for the year. Anticipating a negative
variance of 9% for year-end as a sale of an excess parcel did not come into fruition.
o BOF
Overall Non-Property Tax revenues are projected to have a small unfavorable variance while
property tax revenue is anticipated to match the FY2021 appropriation. When forecasting revenues
for the FY2021 budget, DBMS and the Office of the Chief Financial Officer used best available data
to predict the timeline of the state’s phased re-opening, projecting that the County would move into
Phase 5 of the state’s re-opening plan in June of 2021. As of June 11, Cook County has moved into
Phase 5 of the state’s Restore Illinois re-opening plan, allowing all businesses and events to expand
to full capacity.
o While Cook County moved into Phase 4 in February, partially restoring restaurant, bar,
entertainment and businesses at limited capacities, an unanticipated bridge phase between phase 4
FY2021 Mid-Year Budget Review
9
and phase 5 resulted in several sources of County revenue, particularly vulnerable to extended partial
shutdowns, lagging behind FY2021 budgeted levels.
o This includes unfavorable variances in Gasoline and Diesel Taxes of $2.6 million, Amusement Tax
of $7.2 million, Parking Lot and Garage Operation Tax of $6.2 million and Hotel Accommodation
Taxes of $2.5 million. Additionally, Cannabis Taxes are projected to have an unfavorable variance
of $1.4 million due to slower than expected issuance of retailer licenses. Cigarette taxes are also
unfavorable by about $1.4 million but well within normal levels of deviation. Finally, the State of
Illinois revenues which is largely related to AOIC revenues is also unfavorable by $1.4 million and
is contingent on the timeliness of billing by the Chief Judge and the states capacity to provide timely
reimbursement in accordance with its appropriation.
o Administrative Hearings
The drop in actual revenue stems from a reduced case load. AH anticipates that case volume will
increase as Cook County fully reopens.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel
$64,048,072 $58,035,534 $6,012,538
9.4%
Contractual Services
$4,541,778 $3,014,674 $1,527,103 33.6%
Supplies and
Materials
$1,882,338
$756,534
$1,125,804
59.8%
Operations and
Maintenance
$4,065,747
$3,944,486
$121,264
3.0%
Capital Expenditures
$534,022 $532,184 $1,838 0.3%
Rental and Leasing
$264,761 $489,743 ($224,984) (85.0)%
Contingencies and
Special Purposes
$23,027,713 $20,406,626 $2,621,086 11.4%
Total
$98,364,431 $87,179,781 $11,184,649 11.4%
o Explanation of variances greater than 1% and $1 million. What corrective action will be taken if
required?
o BOF
Variance is around $1 million with no major concerns from OCFO.
o BHR
Variances in personnel and non-personnel expenses may be attributed to hiring delays and the
FY2021 Mid-Year Budget Review
10
delayed purchasing of services and supplies. BHR will continue to monitor its budget and adjust
spending levels as needed.
BOT
Supplies & Materials: due to remote working office supplies and paper usage were at a minimum
resulting in the unused funds.
Operations and Maintenance: Fuel and maintenance usage very low due to electrician and pc tech staff
resolving issues remotely or low volume of work orders.
Contractual Services: the larger contractual contracts are due in the 3
rd
or 4
th
quarter of the fiscal year
Personnel variance due to COVID-19-related hiring delays.
Administrative Hearings
Due to Covid-19, AH processed a lower number of cases than anticipated. We reduced the number of
administrative law judge hours worked throughout this year to compensate for the lower case load.
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
President’s Office 35 30 5
Finance 223 189 34
Administration 180 155 25
Asset Management 554 475 79
Economic
Development 77 66 11
Technology 141 127 14
Human Rights &
Ethics 9 8 1
Human Resources 57 47 10
Administrative
Hearings 9 8 1
County Auditor 12 8 4
o If your office has vacant positions, please provide an indication of what percentage of vacancies
are anticipated to be filled by fiscal year-end and what actions are currently in place to help
achieve that goal.
FY2021 Mid-Year Budget Review
11
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions.
o BOA
o See spreadsheet attached
o BAM
The Bureau of Asset Management has a total of 80 vacancies. Ten of the vacancies are for new
seasonal/temporary labor in the janitorial program. For the remaining vacancies, DFM is
working closely with the Bureau of Human Resources and the Budget Office and expects to have
60% or more filled by year end.
o In FY20 DFM honored the hiring freeze which occurred in conjunction with staff retirements
and other leaves. The freeze and retirements/leaves occurring in tandem generated a backlog of
vacancies in FY21. Furthermore, DFM has historically had to meet an annual turnover rate. For
FY21 the rate is 9.2%, which equates to just over $4M. Lastly, the overall hiring process takes 2-
3 months. DFM is working closely with the Bureau of Human Resources to fill positions.
o BED
The Bureau of Economic Development expects to fill 100% of the vacancies by the end of the
fiscal year. As additional operational support to the entire Bureau, the positions of (2) Deputy
Bureau Chief and (1) Assistant Deputy Bureau Chief were filled. These positions drive strategic
capacity and operational efficiencies, including HR/hiring activities.
o BOF
o BOF will have 80% to 90% of the positions filled by year end. All of the different vacant
positions are currently in various stages of the hiring process and provided that the on boarding
process runs smoothly.
o Within the Department of Revenue, the position of Revenue Recovery Manager has faced some
challenges. DOR has posted this position three times. One candidate was offered the position,
but went elsewhere. DOR may need to re-evaluate job description to get better candidates.
o BHR
o BHR is aiming to have 90% of the current vacancies filled by the end of fiscal year 2021. The
hiring process has been initiated for most of the vacancies.
o BOT
There are multiple variables involved in successfully filling BOT’s positions, some of which are
out of the Bureau’s control. BOT’s goal is to fill as many vacant positions as possible during the
remainder of the fiscal year. BOT aims to fill 70% - 80% of the vacant positions.
o Low unemployment rates in different information technology job sectors, higher external salaries
for some positions, more flexible private-sector work environments, etc., are some of the
challenges that BOT faces when attempting to fill vacant positions. In addition, BOT faced
higher than expected turnover this past year due to retirements (some retirement decisions
FY2021 Mid-Year Budget Review
12
arrived during the pandemic), employees securing employment elsewhere, and even employees
who chose to resign during the pandemic. BOT filled approximately a dozen positions during the
pandemic, which included some high-level supervisory roles. The great majority of these hires
proved to be successful.
o Auditor
o Due to significantly less than market average salaries, the Auditor has not been able to recruit
candidates. As of June 4, 2021, BHR granted salary step increases for job postings, which should
help with recruitment.
o Justice Advisory Council
o As of 5/31/2021 the JAC had four unfilled positions. These included the program coordinator,
the executive director, the executive assistant, and public information officer. Of these, the
executive director has since been filled and the hiring of a public information officer is currently
underway.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
See attached
spreadsheet
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
FY2021 Mid-Year Budget Review
13
See attached spreadsheet
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
See attached
spreadsheet
o Please detail your office’s efforts this year to seek out new sources of grant funding.
o BOA
The Office of the Chief Administrative Officer is seeking grant opportunities for Veterans Affairs,
continued efforts for grant funding are being pursued in EMRS, Environment and Sustainability and
Department of Transportation and Highways.
o BED
The Office of Economic Development (OED) has a pending application with the US Department of
Defense, Defense Manufacturing Community Support Program and will submit applications to the
State of Illinois Department of Commerce and Economic Opportunity for the Apprenticeship
Expansion Grant Program (Due August 2021), and to the Small Business Administration as a Small
Business Community Navigator (Due July 2021). In addition, OED will continue to seek additional
philanthropic support to expand its Small Business Assistance Program. OED recently secured
funding from the State of Illinois to serve as a Community Navigator to assist small businesses, and
continues receiving funds from the University of Illinois at Chicago (Department of Defense and the
Economic Development Administration) to support the Chicago Defense Resiliency Program.
How many full-time or part-time staff members in your office are responsible for the administration of grants?
(Indicate how many are full-time and how many are part-time)
o BOA
DEMRS has 7 full time grants staff.
o BED
Eight (8) full-time staff are responsible for the administration of grants. In preparation for increased
federal funds, additional staff is needed to improve processes and effectively administer grants.
Sufficient resources are needed for additional staff responsible for grant management, program
FY2021 Mid-Year Budget Review
14
development, and effective monitoring, compliance and reporting.
o Justice Advisory Council
o In the attached spreadsheet of all current contracts, the JAC notes grant money received from the
MacArthur Foundation, ICJIA, and the Department of Justice, which has all been passed through for
different programming.
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies within
your operations and how such initiatives can or will be carried forward into your operations as
we transition back to full operation.
Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations as a result of lessons learned during the pandemic?
BOA
ALERTCOOK was implemented and will continue.
In response to the County’s Law Libraries closing due to COVID-19, the Law Library launched
a virtual reference platform. Patrons were able to email their inquiries to a centralized email
address or call to leave a message for the reference department. Law Library staff worked with
their vendors to provide free offsite temporary access to LexisAdvance and Westlaw Edge The
Law Library will maintain features of virtual reference requests as it supports their disability
outreach initiative by reducing barriers to accessing library services.
BHR
Trainings that normally would have been conducted in-house are now conducted virtually. This
has increased the reach of the trainings, allowing more County employees to participate in the
trainings. BHR will continue to deliver most, if not all, of its trainings virtually.
BHR outsourced fingerprinting services for background checks through the emergency
procurement process. This increased efficiency allowed candidates to get fingerprinting services
without coming to the County building. Without this service, candidates would have had
prolonged wait times for processing which extends the hiring cycle time. BHR will continue to
outsource fingerprinting services until it is equipped to serve candidates in the office safely.
BOT
The widespread implementation of the Microsoft Teams video conferencing platform not only
allowed BOT to continue functioning uninterrupted during the Covid pandemic, but it also
introduced an entirely new way of working that will continue in the future. The new County
telecommuting arrangement will undoubtedly benefit from the Teams platform as offices
manage flexible on-site and remote staff schedules.
FY2021 Mid-Year Budget Review
15
Administrative Hearings
AH began accepting motions via email and uploaded fillable form PDFs on their website for
easier use and printing cost savings. AH offered remote hearings via phone and video. AH will
continue utilizing this technology.
DHRE
Following conversations from community groups, DHRE has reviewed intake and complaint
process to allow for ease of filing and encouragement of filing. As a result, DHRE has changed
the process to eliminate a need for notarization on complaint forms and necessity to file an intake
form. In addition, instead of mailing service, DHRE is sending filings and orders via email. The
Director and Deputy are more involved in the day-to-day work of investigations and conduct bi-
weekly case management conferences with investigators.
Auditor
The pandemic allowed the Auditor to use time more wisely. Shorter, more frequent Teams
meetings’ led to more focused conversations with auditees. Documentation requests were also
more concise and accurate since the auditee was providing specific documents. Additionally,
individuals were flexible to work more time to complete an audit or project since there were less
constraints to catch a train/bus or commute window for traffic.
Justice Advisory Council
In many ways, moving to teleconferenced meetings made some aspects of community
engagement more accessible; allowing individuals who would not have otherwise easily be able
to travel to meetings, due to transportation issues, childcare, or other scheduling, to finally be
able to attend meetings. For these reasons some level of remote engagement will be maintained
in many of initiatives following the pandemic.
o How did you incorporate technology and digital access into your processes in the midst of
COVID-19?
o Working remotely has helped many departments in OUP become more technically astute and
find more efficient ways to operate. Moving and storing documents electronically as opposed to
physically handling documents, reducing the need for paper has been a great efficiency.
Departments are saving time by meeting virtually. These are activities that will be carried
forward into operations as OUP transitions back to full operation.
o Meeting support requirements across the county for virtual meetings, including Board Meetings,
detainee visits, and virtual court proceedings heavily involved BOT resources. Wide adoption of
call center technologies to allow for remote users including supporting the BOT Help Desk also
had a large impact.
IX. FY2022 Preliminary Forecast
FY2021 Mid-Year Budget Review
16
Below is the target for the entire elected or appointed official’s budget. Department level targets are
available in the Hyperion budgeting system.
FY2022 Budget Target
$166,346,253
o Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022.
OUP departments generally plan to meet their targets. Targets that have not been met due to
the impact of COVID-19 may be met using federal funding. The American Rescue Plan, CRF
and FEMA will require the Bureau of Finance to facilitate the administration and oversight of
these funding sources above and beyond its traditional functions. The associated reporting,
auditing and coordination requirements will require an increase in overall budget to ensure the
timely, accurate and legal provision of these programs. BOF will be actively reviewing
ARPA, CRF and FEMA guidelines to determine our capacity to offset direct costs to achieve
our target in so much as it is allowable under applicable guidelines.
OUP will attempt to meet targets through traditional budgetary measures where federal
funding is not an option.
Vendor Name Department Contract Purpose Contract Amount Contract Start Date Contract End Date Contract Status*
WeTypeLLC MedicalExaminer transcriptionservices $112,992.00 10/14/202
1
10/13/202
2
Finalrenewal
SalamInternational MedicalExaminer autopsysaws/blades $70,575.00 11/2/2021 11/1/2023 Finalrenewal
SouthlandMedicalLLC MedicalExaminer autopsysupplies $1,394,501.74 9/15/202
0
9/14/2021 Bid
ALGConsulting MedicalExaminer anthropologyconsultant $40,000.00 11/22/202
0
11/21/202
1
Bid
ErinWaxenbaum‐Dennison MedicalExaminer anthropologyconsultant $40,000.00 11/22/202
0
11/21/202
1
Bid
SacredMemories MedicalExaminer unclaimedveteranstransportation $0 9/21/201
8
9/20/2021 RFP
CremationSocietyofIllinois MedicalExaminer unclaimedveteranstransportation $0 9/21/201
8
9/20/2021 RFP
BrookinsFuneralHome MedicalExaminer unclaimedveteranstransportation $0 9/21/201
8
9/20/2021 RFP
HylandSoftware AnimalControl softwarecontent $900,000.00 10/12/201
9
10/11/202
1
amendedto2021
TBD CAO‐Communications CableTVandVideoProductionEquipment $162,000.00
BidwithOCPOforfinal
reviewpriortoposting
TBD
DOTH
Preliminary/Design Engineering for 143rd
Bridge Project
1,000,000‐5,000,000
Q3 2021
RFQ‐Procurementin
process
TBD DOTH
Preliminary/Design Engineering for 170 th
street Bridge Project 1,000,000-5,000,000 Q3 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering for East
Lake Ave Bridge Project 1,000,000-5,000,000 Q3 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering for Lehigh
Ave. Bridge Project 1,000,000-5,000,000 Q3 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering
forMeacham Road Bridge Project 1,000,000-5,000,000 Q3 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary Engineering Services Sauk Trail
Multi-Use Path 1,000,000-5,000,000 Q3 2021
RFQ - Procurement in
process
TBD DOTH
Pavement Preservation and Rehabilitation
South 5,000,000-10,000,000 Q3 2021
Bid - Procurement in
process
TBD DOTH General Roadway Maintenance District 1 1,000,000-5,000,000 Q3 2021
Bid - Procurement in
process
TBD DOTH General Roadway Maintenance District 2 1,000,000-5,000,000 Q3 2021
Bid - Procurement in
process
TBD DOTH General Roadway Maintenance District 3 1,000,000-5,000,000 Q3 2021
Bid - Procurement in
process
TBD DOTH General Roadway Maintenance District 4 1,000,000-5,000,000 Q3 2021
Bid - Procurement in
process
TBD DOTH
Pavement Preservation and Rehabilitation
North 5,000,000-10,000,000 Q4 2021
Bid - Procurement in
process
TBD DOTH
Preliminary/Design Engineering Services -
Central Ave Corridor 1,000,000-5,000,000 Q4 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering Services - I
-
55 Frontage Road Corridor 1,000,000-5,000,000 Q4 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering Services -
Sauk Trail Corridor 1,000,000-5,000,000 Q4 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary/Design Engineering Services -
Buffalo Grove Corridor 1,000,000-5,000,000 Q4 2021
RFQ - Procurement in
process
TBD DOTH
Preliminary Engineering Services Kedzie
Ave 1,000,000-5,000,000 Q4 2021
RFQ - Procurement in
process
TBD DOTH
Design Engineering - Road Projects - Busse
Rd - Golf Rd to Central Road 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
Bureau of Administration
TBD DOTH
Design Engineering - Road Projects -
Sanders Rd - Milwaukee Ave to Techny
Road 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH
Design Engineering - Road Projects -
Central Rd - Barrington Rd to Huntington
Boulevard 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH
Construction Management Services - Old
Orchard Road 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH
Construction Management Services - Joe
Orr Road 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH
Construction Management Services - 88th
Avenue 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH
Traffic Signal Systems & Electrial Design
Services 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH Planning Services 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH Planning Services 1,000,000-5,000,000 Q1 2022
RFQ - Procurement in
process
TBD DOTH Fuel Site Maintenance and Repairs Services 100,000-500,000 Q1 2022 Bid
TBD DOTH
Franklin Avenue/Green StreetConstruction
Management Serivces 1,000,000-5,000,000 Q1 2022 RFQ
TBD DOTH 87th St over BOCT RR 1,000,000-5,000,00
0
Q1 2022 Bid
TBD DOTH
Cal-Sag Channel Bridge Steel Truss
Strengthening 1,000,000-5,000,000 Q1 2022 Bid
TBD DOTH PPRP North 2021B >5,000,000 Q1 2022 Bid
TBD DOTH Bridge Maintenance Nort
h
1,000,000-5,000,00
0
Q1 2022 Bid
TBD DOTH Bridge Maintenance Sout
h
1,000,000-5,000,00
0
Q1 2022 Bid
TBD DOTH Pavement Maintenance North 2021
A
1,000,000-5,000,00
0
Q1 2022 Bid
TBD DOTH Pavement Maintenance South 2021
A
1,000,000-5,000,00
0
Q1 2022 Bid
TBD DOTH German Church Road over Flag Cree
k
500,000-1,000,00
0
Q1 2022 Bid
TBD DOTH Lake Cook Road at SOO Line R
R
500,000-1,000,00
0
Q1 2022 Bid
TBD DOTH East Lake Ave at C&NW RR 100,000-5000,00
0
Q1 2022 Bid
WEAVER CONSULTANTS
GROUP NORTH CENTRAL
LLC DES
Consultant for Brownfield Assessment
Services 698,300.00 7/15/2019 7/14/2022 Existing
AMERICAN ECOTECH LC DES Ozone Analyzer
s
18,033.00 5/15/2020 5/14/2022 Existing
AMERICAN ECOTECH LC DES Gas Dilution Systems and Photometer
s
67,680.00 5/15/2020 5/14/2022 Existing
Montrose Air Quality
Services, LLC, DES Air Monitoring Services 104,800.00 6/4/2021 6/3/2022
Emergency
Contract/Existing
TBD DES Air Monitoring Service
s
200,000(TBD) 6/4/2022 Bid
TBD DES Air Monitoring Containe
r
180,000.00 DEC-2021 (TBD) NOV-2023(TBD) Bid
URG DES URG SASS Speciation Monitor
s
50,000 -100,000 Q1 2022 Q1 2024 SOLE SOURCE
TELEDYNE DES SO2 monitors (equipment
)
0 - 50,000 Q1 2022 Q1 2024 PIGGYBACK
METONE DES FRM Monitor
s
50,000 -100,000 Q1 2022 Q1 2024 PIGGYBACK
VendorName Department ContractPurpose AgreedAmount StartDate EndDate
POStatus
FHPASCHENSNNIELSEN&ASS
O
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$10,000,0
0
4,634,858.27$ 01‐Jun‐2016 31‐May‐2021
Extended
OLDVETERANCONSTRUCTIONI
N
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$10,000,0
0
10,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
AGAECONTRACTORSINC 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$1,500,00
0
1,500,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
PASCHENMGEJOINTVENTURE 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$5,000,00
0
10,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
SHARLENELECTRICCO 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$5,000,00
0
10,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
FHPASCHENSNNIELSEN&ASS
O
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$7,000,00
0
14,177,201.61$ 01‐Jun‐2016 31‐May‐2021
Extended
AGAECONTRACTORSINC 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$7,000,00
0
13,921,816.69$ 01‐Jun‐2016 31‐May‐2021
Extended
PAULBORGCONSTRUCTIONCO
M
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$7,000,00
0
15,149,995.51$ 01‐Jun‐2016 31‐May‐2021
Extended
OLDVETERANCONSTRUCTIONI
N
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$7,000,00
0
15,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
AGAECONTRACTORSINC 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$3,000,00
0
7,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
PACIFICCONSTRUCTIONSERVIC
E
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$3,000,00
0
7,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
SMECHANICALINC 1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$5,000,00
0
11,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
PASCHENAUTUMNJOINTVENT
U
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$5,000,00
0
11,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
AUTUMNCONSTRUCTIONSERVI
C
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$2,000,00
0
5,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
MQSEWER&WATERCONTRAC
T
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$4,000,00
0
8,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
FHPASCHENSNNIELSEN&ASS
O
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$4,000,00
0
8,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
MQSEWER&WATERCONTRAC
T
1031OfficeofAssetManag
e
2016JOCPROGRAMTOTALAMOUNT$1,500,00
0
3,000,000.00$ 01‐Jun‐2016 31‐May‐2021
Extended
ACCRUENTLLC 1200DepartmentofFacilitie
s
Two(2),OneYearOptionsTOTALAMOUNT$1
4
142,992.72$ 01‐Jun‐2017 31‐May‐2021
ProcuredviaSHI
POWERS&SONSCONSTRUCTIO
N
1031OfficeofAssetManag
e
CCHContractH19‐25‐018enteredintoCCPInsta
n
2,429,000.00$ 01‐Aug‐2019 31‐May‐2021
ROESCHFORD 1200DepartmentofFacilitie
s
FordVehicles 1,904,826.91$ 03‐Jun‐2019 02‐Jun‐2021
BOAfacilitatednewcontract
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
DeWaltPowerToolsandAccessories 41,025.00$ 05‐Jun‐2018 04‐Jun‐2021
RenewalinprocesswithOCPO
ACRINC 1200DepartmentofFacilitie
s
RemediationandRestorationServices 300,000.00$ 15‐Jun‐2018 14‐Jun‐2021
Expired‐needtorequestanew
contract/piggyback
ADVANCEDTEHNOLOGYINC 1200DepartmentofFacilitie
s
Collection,RecyclingandDisposalofElectronic
W
1.00$ 10‐Jul‐2017 09‐Jul‐2021
NewContractinProcess,withOCPO
pendingapprovalforadvertisement
CHICAGOUNITEDINDUSTRIESL
T
1200DepartmentofFacilitie
s
CeilingTileSupplies 527,649.30$ 01‐Aug‐2017 31‐Jul‐2021
NewContractinProcess,withOCPO
pendingapprovalforadvertisement
CHICAGOUNITEDINDUSTRIESL
T
1200DepartmentofFacilitie
s
SquareDVariableSpeedDriversTOTALAMOU
N
87,889.75$ 01‐Aug‐2017 31‐Jul‐2021
NewContractinProcess,advertised
NewContractinProcess,slatedtobe
advertised7/8
BATESWATERSOLUTIONSINC 1200DepartmentofFacilitie
s
PreventiveMaintenanceofWaterSoftenerSyst
e
8,280.00$ 01‐Sep‐2018 31‐Aug‐2021
RenewalinprocesswithOCPO
METROPOLITANINDUSTRIES 1200DepartmentofFacilitie
s
MetropolitanPumpandRelatedParts 140,000.00$ 05‐Sep‐2018 04‐Sep‐2021
Lowusage,evaluatingifthisneedsto
berenewed
AGAECONTRACTORSINC 1031OfficeofAssetManag
e
CookCountyMedicalExaminerAutopsySuiteM
o
56,168.30$ 12‐Mar‐2021 11‐Sep‐2021
PHOENIXFIRESYSTEMS,INC. 1200DepartmentofFacilitie
s
NovecCleanAgentTank 20,835.00$ 25‐Sep‐2020 24‐Sep‐2021
Thiswasa onetimepurchaserequest
HILTIINC 1200DepartmentofFacilitie
s
1784‐16512AHiltiPowerToolsandAccessories 70,000.00$ 27‐Sep‐2017 26‐Sep‐2021
RenewalinprocesswithOCPO
VALDESLLC 1200DepartmentofFacilitie
s
RockSaltandDeicingSalt 77,750.00$ 01‐Oct‐2017 30‐Sep‐2021
RenewalinprocesswithOCPO
CHICAGOUNITEDINDUSTRIESL
T
1200DepartmentofFacilitie
s
Wallboard,InsulationandDrywallProducts 528,754.40$ 01‐Oct‐2018 30‐Sep‐2021
RenewalinprocesswithOCPO
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
BRONZE,COPPER&CASINGSTOTALAMOUNT$
4
43,825.00$ 03‐Oct‐2016 02‐Oct‐2021
Renewalinprocess
JOHNSONCONTROLSFIREPROT
E
1200DepartmentofFacilitie
s
AnnualFirePumpTestsandMaintenanceServic
e
148,515.00$ 20‐Oct‐2017 22‐Oct‐2021
Renewalinprocess
TILESINSTYLELLC 1200DepartmentofFacilitie
s
FURNISHANDINSTALLCARPETTOTALAMOUNT 4,476,600.00$ 01‐Nov‐2016 31‐Oct‐2021
NewContractinprocess
STVHEERYPROGRAMMANAGE
M
1031OfficeofAssetManag
e
CapitalProgramManagementServicesforPublic 19,113,461.77$ 01‐Nov‐2016 31‐Oct‐2021
ROOTBROTHERSMFG&SUPPLY1200DepartmentofFacilitie
s
WorkGloves 452,525.17$ 01‐Nov‐2017 31‐Oct‐2021
NewContractinprocess
FOURSEASONPROSINC 1200DepartmentofFacilitie
s
HolidayDecorationsManagement 18,000.00$ 01‐Nov‐2019 31‐Oct‐2021
CHICAGOUNITEDINDUSTRIES 1200DepartmentofFacilitie
s
ElectricHandDryers 47,300.00$ 12‐Nov‐2018 11‐Nov‐2021
Renewalinprocess
ALLIEDWASTEDBAREPUBLICSE
R
1200DepartmentofFacilitie
s
ScavengerServices 1,427,565.29$ 15‐Nov‐2018 14‐Nov‐2021
Renewalinprocess
FAITHFUL&GOULD/GILBANEJV 1031OfficeofAssetManag
e
CMSERVICES‐CCHHS 24,849,258.00$ 22‐Nov‐2016 21‐Nov‐2021
Bureau of Asset Mana
g
ement
VendorName Department ContractPurpose AgreedAmount StartDate EndDate
POStatus
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
SteamfitterSuppliesAMENDMENTNO.2 1,167,485.31$ 01‐May‐2017 30‐Nov‐2021
Newcontractinprocess,withOCPO
pendingapprovalforadvertisement
ANCHORMECHANICALINC 1200DepartmentofFacilitie
s
ChillerStart‐Up,PreventiveMaintenanceandRe
p
2,258,000.00$ 01‐Dec‐2017 30‐Nov‐2021
Renewalinprocess
PASCHENASHLAURJOINTVENT
U
1031OfficeofAssetManag
e
CCHHSContractH18‐25‐103enteredforCCPUs
e
6,169,582.93$ 01‐Dec‐2018 30‐Nov‐2021
GMACONSTRUCTIONGROUP 1031OfficeofAssetManag
e
CCHContractH20‐25‐020enteredinCCPInstanc 11,500,000.00$ 01‐Jan‐2020 30‐Nov‐2021
MCDONAGHDEMOLITIONINC. 1031OfficeofAssetManag
e
CCHContractH20‐25‐013 737,302.00$ 01‐Dec‐2019 30‐Nov‐2021
ANCHORMECHANICALINC 1200DepartmentofFacilitie
s
RefrigerationEquipmentMaintenance 229,883.00$ 15‐Dec‐2017 14‐Dec‐2021
BLACKDOGPETROLEUMLLC 1200DepartmentofFacilitie
s
UltraLowSulfur#2RedDyeDieselFuel 149,860.82$ 19‐Dec‐2018 18‐Dec‐2021
PRIMERAENGINEERSLTD 1031OfficeofAssetManag
e
CCBADAHOLDINGCELLRENOVATIONSTOTAL
A
350,726.67$ 10‐Aug‐2015 27‐Dec‐2021
JOHNSONCONTROLSINC 1200DepartmentofFacilitie
s
FireAlarmMonitoringServices 35,362.35$ 01‐Jan‐2019 31‐Dec‐2021
EQUITYINDUSTRIALSUPPLYINC 1200DepartmentofFacilitie
s
TrashCanLiners‐TotalAmount:$795,309.96 795,309.96$ 01‐Feb‐2018 31‐Jan‐2022
PHOENIXFIRESYSTEMS,INC. 1200DepartmentofFacilitie
s
InspectionandServiceofVesdaPreactionSprink 66,040.00$ 01‐Feb‐2019 31‐Jan‐2022
ANCHORMECHANICALINC 1200DepartmentofFacilitie
s
MaintenanceandServiceforCentrifugalMulti‐S
t
905,200.00$ 01‐Feb‐2019 31‐Jan‐2022
PASCHENASHLAURJOINTVENT
U
1031OfficeofAssetManag
e
ConstructionoftheBelmont‐CraginHealthCent
e
12,115,676.00$ 01‐Nov‐2019 31‐Jan‐2022
EWERTINC 1200DepartmentofFacilitie
s
DoorParts 112,825.00$ 05‐Feb‐2018 04‐Feb‐2022
AUTUMNCONSTRUCTIONSERVI
C
1031OfficeofAssetManag
e
EmergencyContractforProvidentHospitalRepai 359,487.00$ 18‐Feb‐2021 17‐Feb‐2022
PATTENPOWERSYSTEMS 1200DepartmentofFacilitie
s
MAINTENANCEANDREPAIROFCATERPILLARE
M
350,000.00$ 21‐Feb‐2018 20‐Feb‐2022
PRIMEELECTRICCOINC 1200DepartmentofFacilitie
s
SwitchgearPreventiveMaintenanceRepairand
R
2,056,256.00$ 01‐Mar‐2017 28‐Feb‐2022
THESTANDARDCOMPANIESINC 1200DepartmentofFacilitie
s
99%PUREPELLETSODIUMCHLORIDEMADEWI
T
65,518.00$ 02‐Mar‐2020 01‐Mar‐2022
PRODUCTIONDISTRIBUTIONCO
M
1200DepartmentofFacilitie
s
LEDHighMastFixtures 209,212.00$ 02‐Mar‐2020 01‐Mar‐2022
BORNQUIST,INC. 1200DepartmentofFacilitie
s
CoolingTowerRepair 120,000.00$ 13‐Mar‐2017 12‐Mar‐2022
ANAGNOSDOORCOMPANYLLC 1200DepartmentofFacilitie
s
Service,MaintenanceandRepairofOverheadD
o
1,357,000.00$ 21‐Mar‐2018 20‐Mar‐2022
ANAGNOSDOORCOMPANYLLC 1200DepartmentofFacilitie
s
MAINTENANCEANDREPAIROFOVERHEADDOO 1,257,000.00$ 21‐Mar‐2018 20‐Mar‐2022
CBREINC 1031OfficeofAssetManag
e
PropertyRedevelopmentStrategicPlanningand
F
537,851.00$ 01‐Apr‐2020 30‐Mar‐2022
CITYWIDEELEVATORINSPECTIO
N
1200DepartmentofFacilitie
s
ElevatorInspectionsforVerticalTransportation
U
170,195.00$ 01‐Apr‐2018 31‐Mar‐2022
SMITHGROUPJJR,INC 1031OfficeofAssetManag
e
CCHContract#H16‐25‐148 10,350,963.82$ 01‐Oct‐2016 31‐Mar‐2022
ALTORFERINDUSTRIESINC 1200DepartmentofFacilitie
s
RepairofEmergencyGenerators(ReplacePo70
0
270,282.27$ 01‐Apr‐2018 31‐Mar‐2022
CBREINC 1031OfficeofAssetManag
e
PropertyRedevelopmentStrategicPlanningand
F
537,851.00$ 01‐Apr‐2020 31‐Mar‐2022
SUTTONFORDINC. 1200DepartmentofFacilitie
s
FordVehicles 12,546,250.00$ 01‐Apr‐2020 31‐Mar‐2022
ANDERSONELEVATOR 1200DepartmentofFacilitie
s
ELEVATORMAINTENANCETOTALAMOUNT$13, 13,092,352.32$ 01‐May‐2016 30‐Apr‐2022
INDIENTERPRISE,INC. 1200DepartmentofFacilitie
s
PipeCoveringSupplies 514,224.65$ 01‐May‐2019 30‐Apr‐2022
ARLINGTONGLASSANDMIRROR 1200DepartmentofFacilitie
s
Glass 597,008.30$ 01‐May‐2019 30‐Apr‐2022
ESSCOELLC 1200DepartmentofFacilitie
s
FireAlarmTesting&BatteryReplacementIncrea 440,724.00$ 07‐May‐2018 06‐May‐2022
AGAECONTRACTORSINC 1200DepartmentofFacilitie
s
EmergencyContractforRepair/Replacerevolvin
g
25,000.00$ 09‐May‐2018 08‐May‐2022
UNITEDSCRAPMETALINC 1200DepartmentofFacilitie
s
MetalCollectionsandRecycling 1.00$ 22‐May‐2017 21‐May‐2022
ROLL&ROLLMETALFABRICATO
R
1200DepartmentofFacilitie
s
WeldingServices(TotalContractValue$45,000) 45,000.00$ 22‐May‐2017 21‐May‐2022
THESTONEGROUPINC 1200DepartmentofFacilitie
s
BoilerandWaterHeaterMaintenanceandRepai 637,885.20$ 03‐Jun‐2019 02‐Jun‐2022
SETENVIRONMENTALINC 1200DepartmentofFacilitie
s
HazardousMaterialHandling 850,000.00$ 15‐Jun‐2018 14‐Jun‐2022
SENTRYSECURITYFASTENERSIN
C
1200DepartmentofFacilitie
s
SouthernFolgerDetentionGradeLockPartsand 634,629.18$ 17‐Jun‐2019 16‐Jun‐2022
GLOBALWATERTECHNOLOGYI
N
1200DepartmentofFacilitie
s
TestingandWaterTreatmentServices 228,864.00$ 01‐Jul‐2019 30‐Jun‐2022
MILHOUSEENGINEERINGANDC
O
1031OfficeofAssetManag
e
PROFESSIONALA/ESERVICEFORTHEDEPARTM
E
605,900.20$ 25‐Jan‐2017 24‐Jul‐2022
ACCURATECONTROLINC. 1200DepartmentofFacilitie
s
SECURITYSYSTEMMAINTENANCEANDREPAIRS 952,979.57$ 26‐Jul‐2017 25‐Jul‐2022
JPSIMONS&COMPANY 1200DepartmentofFacilitie
s
JohnsonControlPartsandAccessories 118,080.00$ 03‐Sep‐2019 02‐Sep‐2022
COURTESYELECTRICINC 1200DepartmentofFacilitie
s
PreventativeMaintenance,RepairandBatteryR
e
571,710.00$ 16‐Sep‐2019 15‐Sep‐2022
STAPLESCONTRACT&COMMER
C
1200DepartmentofFacilitie
s
CustodialFloorCareEquipment 247,385.31$ 16‐Sep‐2019 15‐Sep‐2022
TRANEUSINC 1031OfficeofAssetManag
e
TraneHVACProducts,InstallationandReleated
S
25,500,000.00$ 01‐Aug‐2020 30‐Sep‐2022
COLUMBIAPIPE&SUPPLYCO 1200DepartmentofFacilitie
s
SloanPlumbingSupplies.CatalogDiscountPricin
g
103,600.00$ 15‐Nov‐2019 14‐Nov‐2022
AFFILIATEDSTEAMEQUIPMENT
C
1200DepartmentofFacilitie
s
STEAMHEAT,CHILLEDWATERCOOLINGANDCO 367,490.00$ 24‐Nov‐2019 23‐Nov‐2022
SMITHSECKMANREIDINC 1031OfficeofAssetManag
e
A/EServicesfortheJHSMechanicalandElectric
a
4,978,994.00$ 01‐Aug‐2019 01‐Jan‐2023
ADVENTSYSTEMS,INC. 1200DepartmentofFacilitie
s
UpgrageoftheC‐Cure800SystemtotheC‐Cure 391,452.00$ 01‐Feb‐2019 31‐Jan‐2023
MAACOCOLLISIONCENTER 1200DepartmentofFacilitie
s
AutoBodyRepairs‐SouthArea 649,875.00$ 01‐Feb‐2020 31‐Jan‐2023
JPSIMONS&COMPANY 1200DepartmentofFacilitie
s
Lamps,BallastsandLEDLighting 262,000.00$ 02‐Mar‐2020 01‐Mar‐2023
PRODUCTIONDISTRIBUTIONCO
M
1200DepartmentofFacilitie
s
Lamps,BallastsandLEDLighting 179,500.00$ 02‐Mar‐2020 01‐Mar‐2023
VendorName Department ContractPurpose AgreedAmount StartDate EndDate
POStatus
SHINEONGROUPINC 1200DepartmentofFacilitie
s
ExteriorWindowWashing 285,090.00$ 01‐May‐2020 30‐Apr‐2023
CONVERGINTTECHNOLOGIESLL
C
1200DepartmentofFacilitie
s
MAINTENANCEANDREPAIROFESTFIREALARM 90,000.00$ 15‐Jun‐2020 14‐Jun‐2023
RUSHSOLUTIONS 1200DepartmentofFacilitie
s
UnarmedSecurityGuardServicesforVariousCo
o
1,454,226.48$ 01‐Aug‐2020 31‐Jul‐2023
BOBBARKERCOMPANYINC 1200DepartmentofFacilitie
s
HygineSupplies 207,900.00$ 10‐Aug‐2020 09‐Aug‐2023
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
MetcraftPlumblingPartsandSupplies(GroupB) 378,345.10$ 01‐Oct‐2020 30‐Sep‐2023
AMERESCOINC 1031OfficeofAssetManag
e
EnergyConsultantServicesforNaturalGas&Ele
c
450,000.00$ 01‐Oct‐2020 30‐Sep‐2023
WISSJANNEYELSTNERASSOCIN
C
1200DepartmentofFacilitie
s
FallProtectionAnchoragesandSuspendedScaff
o
185,000.00$ 01‐Oct‐2020 30‐Sep‐2023
NESSUPPLYCO 1200DepartmentofFacilitie
s
BatteriesandBatteryChargers 156,244.98$ 15‐Oct‐2020 14‐Oct‐2023
JPSIMONS&COMPANY 1200DepartmentofFacilitie
s
BussmanFuses 175,500.00$ 15‐Oct‐2020 14‐Oct‐2023
PALMELECTRICMOTORREPAIR, 1200DepartmentofFacilitie
s
NewElectricMotors,PumpsandAirCompressor
s
1,446,200.00$ 01‐Nov‐2020 31‐Oct‐2023
INDEPENDENTRECYCLINGSERVI
C
1200DepartmentofFacilitie
s
DumpsterBoxRentalsandAsbestosDebrisDisp
o
65,740.00$ 01‐Dec‐2020 30‐Nov‐2023
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
1945‐18038AAcornPlumbingPartsandSupplies 1,485,448.49$ 01‐Dec‐2020 30‐Nov‐2023
PREVOLVINC 1031OfficeofAssetManag
e
COUNTYIDEOFFICEFURNITURE‐GROUPBSOFT 6,300,000.00$ 01‐Dec‐2020 30‐Nov‐2023
SPACECONTINUUMLLC 1031OfficeofAssetManag
e
COUNTYWIDEOFFICEFURNITURE‐GROUPC‐T
A
1,200,000.00$ 01‐Dec‐2020 30‐Nov‐2023
FRANKCOONEYCO.,INC. 1031OfficeofAssetManag
e
COUNTYWIDEOFFICEFURNITURE/GROUP(A)M 225,000.00$ 01‐Jan‐2021 31‐Dec‐2023
MBREALESTATESERVICESINC 1031OfficeofAssetManag
e
PROPERTYMANAGEMENTSERVICESFORTHEGE 505,599.00$ 01‐Jan‐2021 31‐Dec‐2023
JOHNSONCONTROLSINC 1200DepartmentofFacilitie
s
FIREANDSECURITYREPAIRSSERVICES 120,000.00$ 19‐Jan‐2021 18‐Jan‐2024
NAK‐MANCORPORATION 1200DepartmentofFacilitie
s
StainlessSteelSheetMetal 74,427.75$ 25‐Jan‐2021 24‐Jan‐2024
ENTERPRISEFLEETMANAGEME
N
1200DepartmentofFacilitie
s
VehicleLeasingandMaintenance 546,822.56$ 26‐Jan‐2020 25‐Jan‐2024
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
PLUMBINGSUPPLIES 1,366,969.12$ 01‐Mar‐2021 29‐Feb‐2024
PREVOLVINC 1031OfficeofAssetManag
e
OFFICEFURNITURESEATING 600,000.00$ 01‐Apr‐2021 31‐Mar‐2024
HENRICKSEN&COMPANY,INC. 1031OfficeofAssetManag
e
OFFCEFURNITURE‐PUBLICRECEPTIONSEATING 675,000.00$ 01‐Apr‐2021 31‐Mar‐2024
JOHNSONPIPEANDSUPPLYCOR 1200DepartmentofFacilitie
s
SAWANDSAWBLADES 282,849.55$ 01‐Apr‐2021 31‐Mar‐2024
JPSIMONS&COMPANY 1200DepartmentofFacilitie
s
ELECTRICALWIREANDCABLESUPPLIES 280,316.11$ 01‐Apr‐2021 31‐Mar‐2024
A&MGENERALCONTRACTORS
I
1200DepartmentofFacilitie
s
LANDSCAPINGSERVICES 870,007.10$ 01‐Apr‐2021 31‐Mar‐2024
CITYESCAPEGARDEN&DESIGN
L
1200DepartmentofFacilitie
s
LANDSCAPINGSERVICES 433,035.50$ 01‐Apr‐2021 31‐Mar‐2024
GARLAND/DBSINC 1200DepartmentofFacilitie
s
ROOFINGSUPPLIES&SERVICES 500,000.00$ 01‐May‐2021 30‐Apr‐2024
INDUSTRIALELECTRICSUPPLY 1200DepartmentofFacilitie
s
LEGRANDWIREMOLDPRODUCTS 241,965.00$ 01‐May‐2021 30‐Apr‐2024
VALDESLLC 1200DepartmentofFacilitie
s
TOILETPAPERANDTOILETPAPERTOWELS 749,232.00$ 01‐Jun‐2021 31‐May‐2024
BRIGHTHORIZONSINC 1031OfficeofAssetManag
e
CHILDCARECENTEROPERATINGAGREEMENTF
O
0.01$ 15‐May‐2001 31‐May‐2026
JOHNSONCONTROLSINC 1031OfficeofAssetManag
e
GEPC‐STROGERHOSPITALCAMPUSTOTALAM
O
3,461,593.00$ 24‐Jul‐2012 23‐Jul‐2034
NORESCO,LLC 1031OfficeofAssetManag
e
GuaranteedEnergyPerformanceContracting(T
o
2,744,551.00$ 24‐Jul‐2012 13‐Oct‐2035
NORESCOLLC 1031OfficeofAssetManag
e
PACKAGE1‐GUARANTEEDENERGYPERFORMA
N
889,007.00$ 17‐Jun‐2015 09‐Jan‐2037
NORESCOLLC 1031OfficeofAssetManag
e
PACKAGE2‐GUARANTEEDENERGYPERFORMA
N
2,817,820.05$ 17‐Jun‐2015 20‐Apr‐2037
VendorName Department ContractPurpose AgreedAmount StartDate EndDate POStatus
Contract # Supplier Description End Date Type of Contracts
1718-16240R
A & A INTEGRATED
RAISED AND SUB-FLOOR CLEANING 9/24/2021 BID to replace A&A
11-88-061
ENSONO LP
MAINFRAME INTEGRATION (CITY OF CHICAGO CO
N
9/30/2021 Sole Source
HYLAND SOFTWARE
ONBASE 10/11/2021 Animal Control 2yrs w/2 1yr renewals
1418-13332
JOURNAL TECH
PUBLIC DEFENDER CASE MANAGEMENT 10/20/2021 Public Defender to extend agreement
CLARITY PARTNERS
WEBSITE DEVELOPMENT AND IMPLEMENTATIO
N
10/31/2021 Task Order
1626-15541
ESRI
ENTERPRISE LICENSE 10/31/2021 GIS start reference contract Sole Source
13-18-078
AVTEX
INTERACTIVE VOICE RECOGNITION SYSTEM CONSOLIDAT
I
12/3/2021 Renewal 1 -2yr renewal left
1630-15529
TOSHIBA
Leasing of Digital Multi-Function Copiers/Prnters 12/31/2021
Countywide - renewcontract
1590-14365B
CONVERGE ONE
UNIFIED COMMUNICATIONS SUPPORT & MAINTEN
A
1/31/2022 Replaced Arrow
1590-14861
PICTOMETRY
OBLIQUE AERIAL IMAGERYMISSION 1/31/2022 No renewal options
12-28-318
CALAMP
AUTOMATIC VEHICLE LOCATION 2/28/2022 GIS 1 year extention then RFP w/BOA?
1853-17609
JP SIMONS
TELECOM EQUIP 3/31/2022 1yr Amendment
1590-14365A
SENTINEL
UNIFIED COMMUNICATIONS 3/31/2022 Non Board - Contract# 1590-14365A
1350-12461
SUNGARD
Information Security Compliance and Incident Reponse Serv
i
6/30/2022 ISO - RFP
1518-14654
SENTINEL
NETWORK SERVICES OPERATIONS 7/31/2022 Amendment Renewal - TIME ONLY
1718-16625
AT&T
TELECOMMUNICATION SERVICES 9/30/2022
1718-16120
GRANT THORNTON
Intergrated Property Tax and Mass Appraisal System Indepe
n
10/31/2022
2003-18483
GARTNER
IT CONSULTING SERVICES TOTAL AMOUNT $1,586,
2
11/30/2022 Only 1 year renewal - renew in 2023
1790-15970
CLARITY PARTNERS
ENVIRONMENTAL CONTROL CASE MANAGEMEN
T
12/31/2022
1390-12899
ORACLE
ENTERPRISE RESOURCE PLANNING (ERP) SOFTWAR
E
1/21/2023
1730-16843
SHI
Countywide Software and Related Services 3/28/2023 Countywide
1490-13787
TYLER
INTEGRATED PROPERTY TAX 3/31/2023 Change Order is possible?
1753-17114
QUADIENT
Folder/Inserter 4/30/2023 formerly Neopost
2018-18519
GUIDEHOUSE
INDEPENDENT VERIFICATION AND VALIDATION FO
R
7/31/2023 Amendment Renewal -Two 1yr extensions
1730-16507
CLARITY
DAFSS Electronic Data System Solution 10/31/2023
1950-18041
GREAT ARC
PINMAP MAINTENANCE 11/30/2023
2050-18294
MERRICK
Ortho/Oblique/Hyperspectral 2/14/2024
1825-17613
TOSHIBA
LEASING MULTI FUNCTIONAL DIGIT 4/30/2024 Countywide
1830-17422
CDW-G
DATA CENTER AND NETWORK COMMUNICATIONS
P
5/31/2024 Non Board Amend. to change language
1830-17423A
INSIGHT
Office Technology Products and Related Services 9/8/2024 Countywide
1830-17423B
SHI
Office Technology Products and Related Services 9/8/2024 Countywide
XEROX
LEASE OF HIGH SPEED DIGITAL COPIERS 9/14/2024 Countywide
VERIZON
MOBILE COMMUNICATIONS 10/14/2024
SECUREWORKS
MANAGED SECURITY SERVICE PROVIDER 7/26/2025 ISO MSSP to replace Secureworks 1M+
1418-14268
IBM
ERP 9/14/2025
WORKFORCE
SOFTWARE
COUNTYWIDE TIME AND ATTENDANCE SYSTEM TOTAL A
M
12/30/2025 Sole Source merged w/IVR: 1 3yr renewal option and 1 2yr
1588-13992
AST
ENTERPRISE SERVICE BUS (ESB) TOTAL AMOUNT $502159
9
12/31/2025 Task Order / Time Only
2003-18501
MICROSOFT
PREMIER
MICROSOFT PREMIER UNIFIED SUPPORT
1/6/2026 Sole Source-multiple agencies / no renewal options
BureauofTechnology
JACAgreement Start End Renewals Amount Authority Open/Closed Organiza
t
Contract
N
Funding
S
BKG
1205‐2001A 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open Brighton
P
Violence
P
33915‐
521313‐
VP
ok
1205‐2001B 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open Build,Inc. Violence
P
33915‐
521313‐
VP
1205‐2001C 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open EnlaceCh Violence
P
33915‐
521313‐
VP
1205‐2001D 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open ErieNeig
h
Violence
P
33915‐
521313‐
VP
1205‐2001E 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open Habilitati
v
Violence
P
33915‐
521313‐
VP
1205‐2001F 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open Institute
f
Violence
P
33915‐
521313‐
VP
1205‐2001G 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open KidsAbo
v
Violence
P
33915‐
521313‐
VP
1205‐2001H 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open St.Agath
a
Violence
P
33915‐
521313‐
VP
1205‐2001I 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open UCAN Violence
P
33915‐
521313‐
VP
1205‐2001J 12/1/2020 11/30/2022 none 300,000.00 1205‐2001andBoard10‐2 open YouthGu
i
Violence
P
33915‐
521313‐
VP
ok
1205‐2002A 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open Centersf
o
Recidivis
m
33915‐
521313‐
RR
1205‐2002B 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open Chicagola Recidivis
m
33915‐
521313‐
RR
1205‐2002C 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open Growing
H
Recidivis
m
33915‐
521313‐
RR
1205‐2002D 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open IMAN Recidivis
m
33915‐
521313‐
RR
1205‐2002E 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open OAI Recidivis
m
33915‐
521313‐
RR
1205‐2002F 12/1/2020 11/30/2022 none 200,000.00 1205‐2002andBoard10‐2 open Revolutio Recidivis
m
33915‐
521313‐
RR
1205‐2003A 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open ErieNeig
h
Restorati
v
33915‐
521313‐
RJ
1205‐2003B 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open Friendso
f
Restorati
v
33915‐
521313‐
RJ
1205‐2003C 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open Precious
B
Restorati
v
33915‐
521313‐
RJ
1205‐2003D 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open UmojaSt
u
Restorati
v
33915‐
521313‐
RJ
1205‐2003E 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open UnionLe
a
Restorati
v
33915‐
521313‐
RJ
1205‐2003F 12/1/2020 11/30/2022 none 80,000.00 1205‐2003andBoard10‐2 open Southsid
e
Restorati
v
33915‐
521313‐
RJ
JusticeAdvisoryCouncil
JACAgreement Start End Renewals Amount Authority Open/Closed Organiza
t
Contract
N
Funding
S
BKG
1205‐2004 10/1/2020 3/31/2022 TBD 1,000,000.00 SoleSourceandBoard9‐2
4
open Heartlan
d
FelonyDr
MacArthu
rSJC
1205‐2005A 10/1/2020 9/30/2021 1year 125,000.00 1205‐2005 open Chicago
A
EMCons
u
unknown
1205‐2005B 10/1/2020 9/30/2021 1year 149,900.00 1205‐2005 open CGLCom
p
EMCons
u
unknown
1205‐2006A 9/1/2020 8/31/2022 none 2,147,368.00 1205‐2006andBoard7‐30 open ASafeHa Housing
S
13355‐
521313
ok
1205‐2006B 9/1/2020 8/31/2022 none 232,140.00 1205‐2006andBoard7‐30 open Caritas Housing
S
13355‐
521313
ok
1205‐2006C 9/1/2020 8/31/2022 none 640,297.60 1205‐2006andBoard7‐30 open Claudiaa
n
Housing
S
13355‐
521313
ok
1205‐2006D 9/1/2020 8/31/2022 none 2,573,250.00 1205‐2006andBoard7‐30 open Henry'sS
o
Housing
S
13355‐
521313
ok
1205‐2006E 11/6/2020 11/5/2021 twoyears 97,601.00 1205‐2006andBoard7‐30 open St.Leona
r
Housing
S
13355‐
521313
ok
1205‐2007A 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open National
Y
YouthVi
o
33915‐
521313‐
RJI
1205‐2007B 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open FamilyFo YouthVi
o
33915‐
521313‐
RJI
1205‐2007C 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open Pathway
s
YouthVi
o
33915‐
521313‐
RJI
1205‐2007D 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open Visionof
R
YouthVi
o
33915‐
521313‐
RJI
ok
1205‐2007E 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open Reflectio
n
YouthVi
o
33915‐
521313‐
RJI
1205‐2007F 11/1/2020 10/31/2021 1year 100,000.00 1205‐2007 open RiverOak YouthVi
o
33915‐
521313‐
RJI
1205‐2009A 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open SaferFou Servicesf
33915‐
521313‐
RJI
ok
1205‐2009B 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open MoranC
e
Servicesf
33915‐
521313‐
RJI
ok
1205‐2009C 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open BedsPlusServicesf
33915‐
521313‐
RJI
1205‐2009D 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open Healthca
r
Servicesf
33915‐
521313‐
RJI
ok
1205‐2009E 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open Neighbor
h
Servicesf
33915‐
521313‐
RJI
1205‐2009F 11/1/2020 10/31/2021 1year 100,000.00 1205‐2009 open OAI Servicesf
33915‐
521313‐
RJI
ok
1205‐2011 4/1/2020 3/31/2021 1year 100,000.00 SoleSource3‐3‐20 open
Northwe
stern
Universit
y
YouthSe
x
33915‐
521313‐
RJI
1205‐2014 8/1/2020 7/31/2021 none 200,000.00 1953‐17842andBoard7‐3 open SaferFou COVIDFr
e
MacArthu
rSJC
ok
1205‐2015 8/1/2020 11/30/2021 none 1,000,000.00 IGAandBoard7‐30‐20 open‐IGA Metropol ViolenceI
33915‐
521313‐
RJI
1205‐2016 10/1/2020 9/30/2023 1year 925,000.00 SoleSource/Board9‐24‐2 open Chicago
C
BJASubg
r
BJAGrant
1205‐2017A 12/1/2020 11/30/2021 1year 150,000.00 1953‐17842andBoard9‐2 open
St.Leona
r
Returnin
g
33915‐
521313‐
RetRes
JACAgreement Start End Renewals Amount Authority Open/Closed Organiza
t
Contract
N
Funding
S
BKG
1205‐2017B 12/1/2020 11/30/2021 1year 150,000.00 1953‐17842andBoard9‐2 open
Visionof
R
Returnin
g
33915‐
521313‐
RetRes
ok
1205‐2017C 12/1/2020 11/30/2021 1year 100,000.00 1953‐17842andBoard9‐2 open
Westside
Returnin
g
33915‐
521313‐
RetRes
ok
1205‐2017D 12/1/2020 11/30/2021 1year 100,000.00 1953‐17842andBoard9‐2 open
SaferFou
Returnin
g
33915‐
521313‐
RetRes
ok
1205‐2017E 12/1/2020 11/30/2021 1year 75,000.00 1953‐17842andBoard9‐2 open
Henry'sS
o
Returnin
g
33915‐
521313‐
RetRes
ok
1205‐2017F 12/1/2020 11/30/2021 1year 75,000.00 1953‐17842andBoard9‐2 open
LegalAid
Returnin
g
33915‐
521313‐
RetRes
1205‐2017G 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
Build,Inc.
Returnin
g
33915‐
521313‐
RetRes
1205‐2017H 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
Chicagola
Returnin
g
33915‐
521313‐
RetRes
1205‐2017I 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
GrandPr
a
Returnin
g
33915‐
521313‐
RetRes
1205‐2017J 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
Haymark
e
Returnin
g
33915‐
521313‐
RetRes
1205‐2017K 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
Caritas
Returnin
g
33915‐
521313‐
RetRes
1205‐2017L 12/1/2020 11/30/2021 1year 50,000.00 1953‐17842andBoard9‐2 open
YouthOu
t
Returnin
g
33915‐
521313‐
RetRes
1205‐2017M 12/1/2020 11/30/2021 1year 25,000.00 1953‐17842andBoard9‐2 open
Healthca
r
Returnin
g
33915‐
521313‐
RetRes
1205‐2017N 12/1/2020 11/30/2021 1year 25,000.00 1953‐17842andBoard9‐2 open
MoranC
e
Returnin
g
33915‐
521313‐
RetRes
1205‐2018A 10/1/2020 9/30/2021 1year 150,000.00 1953‐17772andBoard9‐2 open
Universal
Emerging
33915‐
521313‐
EA
ok
1205‐2018B 10/1/2020 9/30/2021 1year 150,000.00 1953‐17772andBoard9‐2 open
Visionof
R
Emerging
33915‐
521313‐
EA
ok
1205‐2018C 10/1/2020 9/30/2021 1year 85,000.00 1953‐17772andBoard9‐2 open
Centerfo
r
Emerging
33915‐
521313‐
EA
ok
1205‐2018D 10/1/2020 9/30/2021 1year 80,000.00 1953‐17772andBoard9‐2 open
PhalanxF
Emerging
33915‐
521313‐
EA
ok
1205‐2018E 10/1/2020 9/30/2021 1year 80,000.00 1953‐17772andBoard9‐2 open
YouthGu
i
Emerging
33915‐
521313‐
EA
ok
1205‐2018F 10/1/2020 9/30/2021 1year 75,000.00 1953‐17772andBoard9‐2 open
Associati
o
Emerging
33915‐
521313‐
EA
ok
1205‐2018G 10/1/2020 9/30/2021 1year 60,000.00 1953‐17772andBoard9‐2 open
Brighton
P
Emerging
33915‐
521313‐
EA
ok
1205‐2018H 10/1/2020 9/30/2021 1year 20,000.00 1953‐17772andBoard9‐2 open
Westside
Emerging
33915‐
521313‐
EA
ok
1205‐2019A 10/1/2020 9/30/2021 1year 35,000.00 SoleSource open
MikvaCh
a
President
33915‐
521313‐
YAC
JACAgreement Start End Renewals Amount Authority Open/Closed Organiza
t
Contract
N
Funding
S
BKG
1205‐2019B 10/1/2020 9/30/2021 1year 20,000.00 SoleSource open
Visionof
R
President
33915‐
521313‐
YAC
1205‐2019C 10/1/2020 9/30/2021 1year 20,000.00 SoleSource open
SouthSu
b
President
33915‐
521313‐
YAC
1205‐2020 12/1/2020 11/30/2021 none 75,000.00 SoleSource open
DePaulU
n
Evaluatio
n
521313‐
EVAL
1205‐2021 12/1/2020 11/30/2021 2years 100,000.00 IGAandBoard11‐2020 open
Chicago
C
ChildAbu
521313‐
CCAC
1205‐2024
11/1/2020 10/31/2021 1year 100,000.00
SoleSource open CabriniG
r
LegalSer
v
33915‐
521313‐
RJI
1205‐2025 12/1/2020 11/30/2021 none 149,912.00 SoleSource open NewBegi HousingServices‐SexOffend
e
1205‐2101
1/1/2021 11/30/2021 2years 149,661.00 SoleSource
open Visionof
R
AlumniA
s
MacArthu
r
1205‐2102 3/1/2021 11/30/2021 none 147,661.00 SoleSource open
Threshol
d
BondCou
33915‐
521313
1205‐2103A 2/1/2021 1/31/2022 3 years 100,000.00
SoleSourceNeeded
AdultsAc
t
ICJIAR3I
m
ICJIAGrant
1205‐2103B 2/1/2021 1/31/2022 3years 100,000.00
SoleSourceNeeded
CabriniG
r
ICJIAR3I
m
ICJIAGrant
1205‐2103C 2/1/2021 1/31/2022 3years 100,000.00
SoleSourceNeeded
LawlorC
o
ICJIAR3I
m
ICJIAGrant
1205‐2103D 2/1/2021 1/31/2022 3years 100,000.00
SoleSourceNeeded
Restorati
o
ICJIAR3I
m
ICJIAGrant
1205‐2103E 2/1/2021 1/31/2022 3years 100,000.00
SoleSourceNeeded
Roseland ICJIAR3I
m
ICJIAGrant
1205‐2103F 2/1/2021 1/31/2022 3years 100,000.00
SoleSourceNeeded
YouthGu
i
ICJIAR3I
m
ICJIAGrant
1205‐2104 4/1/2020 11/30/2021 none tbd
1205‐2104
NewBegi Housing
1205‐2105 6/1/2021 11/30/2022 1year 455,000.00 BoardandSoleSourceNe
e
Chicago
C
CCWPD
O
DoJ
1205‐2106 6/1/2021 11/30/2022 1year 500,000.00 BoardandSoleSourceNe
e
Chicago
C
CCWPD
O
DoJ
1205‐2011B 4/1/2021 3/31/2022 1year 100,000.00 SoleSource3‐3‐20ext.2/2021
Northwe
stern
Universit
y
YouthSe
x
33915‐
521313‐
RJI
pending
pending
pending
pending
pending
pending
pending
pending
pending
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the format provided below.
Department Name Capital Equipment Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons for any delays and the
expected completion date of the project
MedicalExaminer RapidDNAMachine
Started
ThiswillbeontheJulyboardmeeting.Completionshouldbe10/1/2021.
MedicalExaminer Forklift‐MEOCooler
Started
Hopefullythiswillbecompletedby11/30/2021.Thisisaforkliftthatwas
specificallydesignedtoworkinourcooler.
CAO‐Communications Video/CableEquipmentRefresh
Delayed
WaitingonbidpostingbyOCPOtopurchaseequipment.Hopingtobe
completedwithpurchaseandinstallbyendofQ4.
AnimalControl
Wardenvehicles
Delayed
waitingtoorder2021trucks.ProcurementreachingouttoRosechFord
LawLibrary
ITrefresh
NotStarted
Holdingoffonspendingduetorevenueshortfalls
TransportationandHighways
Project25635/035FY2021Snow
Fighters Started EquipmentwasorderedandwillbedeliveredinthebeginningofQ4.
TransportationandHighways
Project25637/037FY2021Road
ServicesTrucks Started
EquipmentwasorderedandwillbedeliveredinthebeginningofQ1FY2022.On‐
goingProjectwasbudgetedandapprovedforFY
2022
TransportationandHighways
Project25638/038FY2021Tractor
MowerwithBoomAttachments Started
SpecificationarecompletedandwillbesubmittedtoOCPOinQ3ofFY2021.On‐
goingProjectwasbudgetedandapprovedforFY2022
TransportationandHighways
Project25639/039FY2021ForestryTree
Truck Started
Equipmentwasorderedandwill
bedeliveredinthebeginningofQ4FY2022.On‐
goingProjectwasbudgetedandapprovedforFY2022
TransportationandHighways
Project25641/042FY2021TractorField
MowerswithAttachments Started
EquipmentwasorderedandwillbedeliveredinthebeginningofQ4FY2022.On‐
goingProjectwasbudgetedandapproved
forFY2022
TransportationandHighways
Project25642/043FY2021Pavement
Rollers Started
SpecificationarecompletedandwillbesubmittedtoOCPOinQ3ofFY2021.On‐
goingProjectwasbudgetedandapprovedforFY2022
TransportationandHighways
Project25643/044FY2021Asphalt
Spreaders Started
Specificationarecompletedandwillbesubmitted
toOCPOinQ3ofFY2021.On‐
goingProjectwasbudgetedandapprovedforFY2022
Environment&Sustainability 104URGSASSSpeciationMonitors Started
WorkingonSoleSource;tobeorderedinFY21/earlyFY22.Theprojectwasrequested
tocarryover.
Environment&Sustainability 105FlowCalibrators Started Partiallyordered;tobeexpendedin FY21
Environment&Sustainability 112AirMonitoringContainers Started
Workingonabid;spesificationarefinal.CarryoverisrequestedforFY22ifnot
orderedinFY21.
Environment&Sustainability
113SO2Monitors‐use2020capital
fundsfrom11315‐CEPRe‐AppDebt Started WillbeorderedthroughGraingerandspentinFY21
Environment&Sustainability 135ZeroAir
Generators Started 1ZAGisreceived;POfor3morewascreated;tobespentinFY21
Environment&Sustainability 010OzoneMonitors Started WillbespentinFY21
Environment&Sustainability 037SO2Monito
r
Started WillbespentinFY21
Bureau of Administration
BureauofAssetManagement
Department Name Capital Equipment Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons for any delays and the
expected completion date of the project
BureauofAssetManagement
BAM31stFloorRenovationFurniture
Started
Order submitted for Completion 9/1/2021
BureauofAssetManagement
CountyClerk/RecorderMergerRestack
Furniture
NotStarted SACreview
BureauofAssetManagement
22ndFl.69wwConferenceCenter
Furniture
Started Order submitted for Completion 9/1/2021
BureauofAssetManagement
69WestConsolidationIT
Started
Order submitted for Completion 9/1/2021
BureauofAssetManagement
ReplacementChairs‐1335
NotStarted SACreview
BureauofAssetManagement
1021‐CFO's
OfficeReconfiguration
Delayed RestackofFloor
BureauofAssetManagement
1310‐ReplacementofCounselChairs
PhaseIII
NotStarted SACreview
BureauofAssetManagement
1310‐OfficeoftheChiefJudge
ConsolidationofAdministrativeOffices
Renovation
Delayed To2022
BureauofAssetManagement
1020‐RequestforWorkstationChairs
NotStarted SACreview
BureauofAssetManagement
JusticeAdvisoryCouncilCapital
Planning
Move
Started Order submitted for Completion 9/1/2021
BureauofAssetManagement
State'sAttorney'sOfficeFurniture
ProposalCommunityJusticeCenters
Delayed To2022
BureauofAssetManagement
ERPCubeConfiguration
NotStarted SACreview
BureauofAssetManagement
ReplacementChairsforSocialService
NotStarted SACreview
BureauofAssetManagement
RockwellWarehouseFurniture
NotStarted SACreview
BureauofAssetManagement
1014‐WorkstationFurniture
Delayed RestackofFloor
BureauofAssetManagement
1013‐ChairsReplacement
NotStarted SACreview
BureauofAssetManagement
1260‐VariousFurniture
NotStarted SACreview
BureauofAssetManagement
1310‐ReplacementofCourtroomChairs
PhaseIII
NotStarted SACreview
BureauofAssetManagement
AssetManagementSystem
NotStarted RFPEvaluationCommitteehasselectedavendor
BureauofAssetManagement
173ToiletExhaustHoodsandMotors
Started Gettingnewquotesfromvendor
BureauofAssetManagement
180DuplexAirCompressors
NotStarted
BureauofAssetManagement
181PalletLift
NotStarted
BureauofAssetManagement
186FixedPlant‐Reserve
Started approx.50%offundshavebeenspenttodate
BureauofAssetManagement
187InstitutionalEquipment‐Reserve
Started approx.75%offundshavebeenspenttodate
BureauofAssetManagement
188RideonSweeper
Started
BureauofAssetManagement
1200‐Laptops
Started Laptopsordered‐delayindeliverybyvendor
BureauofAssetManagement
Vehicles
Started Notreceived‐deliverydelayed
BureauofFinance
Revenue
ITPS - Revenue Completed
Cook County recently went live with a new phase of its Integrated Tax
Processing System (ITPS) project. Cigarette, Other Tobacco Products,
Vehicle Use, New Motor Vehicle, Gambling Machine and Firearm &
Ammo taxes are now payable through the modern online system.
BureauofTechnology
BureauofTechnology
BureauofTechnology
VOIP Started About80%oftheprojectiscompleted.EnddateisQ2ofFY2022
BureauofTechnology
IntegratedPropertyTaxSystem(IPTS) Started‐Active
TheIPTSprojectisscheduledtobecompletedbyQ1‐2023.Earlierthisyearthe
Assessor’sOfficestartedutilizingthenewsolutionto
re‐assesstheCityofChicago
andcontinue
sacceptingtaxpayerpropertyappealsonline.
BureauofTechnology
IntegratedTaxProcessingSystem(ITPS) Started‐Active
OnJuly6,2021,theDepartmentofRevenuewentlivewithrelease2.1
,which
includedseveralnewtaxtypesthatenabletaxpayerstosubmittheirdocumentation
andpaymentsonlineviasecureportal.Release2.2willbethefinalreleaseandis
scheduledtobecompletedQ2‐2022.
BureauofTechnology
CitationManagement Started‐Active
BureauofTechnology
EnterpriseServiceBus(ESB) Started‐Active
BureauofTechnology
PINMapUpgrade Started
Bureau
ofTechnology
PlanimetricDevelopment Cancelled
BureauofTechnology
DataCenterRemediation Started
BureauofTechnology
69WestWashingtonDataCenter
Refresh
Delayed
BureauofTechnology
Multi‐AerialDataCollectionStarted Started
BureauofTechnology
CloudExpansionandRemediation Started
BureauofTechnology
GIScomputerhardware Started
BureauofTechnology
UPSReplacement Delayed
BureauofTechnology
LiDARcapture NotStarted
Awaiting onsiteinspectionstomoveforward.
Awaiting onsite inspections to move forward.
BureauofTechnolog
y
CybersecurityToolStackLifecycle
Management
Started Currentlyreceivingquotesfromvendors.
ThecontractwasapprovedbytheCountyBoardinMay2021andtheprojectkickedoffinJune
2021.ThescopeincludedanewcitationadjudicationsystemforAdministrativeHearing
s,which
includesacentraldatabaseforseveraldepartmentsacrosstheCountytouploadtheircitations
andintegrationswiththeDepartmentofRevenuethatwillhelpstreamlinedatatransmission
forcollections.ThisprojectisscheduledtobecompletedQ1‐2022.
Thisisacontinuedprogramtofacilitatethesharingofdatain
anefficientandsecuremanner
betweentheCounty’sCriminalJusticePartners.TheAutomatedCourtReminderSystem(ACRS)
andanewworkflow‐basedBondCourtsolutionaretwo
of the many keysystemsthatrunon
theESB.TheESBwillbemigratedtothecloudbyQ1‐2022andenhancementstoBondCourt
andaDataWarehousewillbeimplementedoverthenextyear.
Expectedcompletion:2023
.Projectgoingwell.
Expectedcompletion:2025.Projectgoingwell.
Awaiting resources. Some delays due to COVID-19.
Expectedcompletion:2021.Stillwaitingonafewpiecesofhardwaretobedelivered .
Awaiting onsite inspections to move forward.
Expectedstart: 2022.RFPwillbemadepublicinthenextmonthorso.
Award
End Date
G50685-Grant
2014 P&D CDBG
Disaster Relief
1013.Planning &
Development
$28,794,537.00 6/9/2014 9/30/2022 Set-Up
G53693-Grant
2018 BED
Defense Industry
Adjustment
Program
1027.Office Of
Economic
Development
$156,883.00 9/1/2018 12/31/2019 Set-Up
G53712-Grant
2019 BED
Apprenticeship
Expansion
1027.Office Of
Economic
Development
$88,485.00 12/1/2018 9/30/2020 Set-Up
G53740-Grant
2019 P&D HOME
1013.Planning &
Development
$1,497,467.10 10/1/2019 9/30/2022 Set-Up
G53741-Grant
2019 P&D
Community
Development
Block Grant
1013.Planning &
Development
$6,325,631.47 10/1/2019 9/30/2022 Set-Up
G53956-Grant
2020 P&D HOME
1013.Planning &
Development
$6,669,380.00 10/1/2020 9/1/2028 Set-Up
G53957-Grant
2020 P&D CDBG
1013.Planning &
Development
$10,912,056.00 10/1/2020 9/30/2021 Set-Up
G53958-Grant
2020 P&D HESG
1013.Planning &
Development
$884,494.00 10/1/2020 9/30/2021 Set-Up
G53959-Grant
2020 BED
Apprenticeship
USA
1027.Office Of
Economic
Development
$154,462.00 6/1/2020 12/31/2021 Set-Up
G53993-Grant
2020 P&D
Emergency
Solutions Grant -
Cares Act
1013.Planning &
Development
$8,862,121.00 6/30/2020 6/30/2022 Set-Up
Bureau of Economic Development
Grant Name Department
Appropriated
Award Amount
Awards Start Date
Grant Set-Up
Status
Department Name Vacant Title # of FTE
Anticipated to fill in
FY2021 (Y/N)
Current Status
(e.g. No Action Yet, RTH, Posted)
use dro
p
down
Comments on hiring challenges
Medical Examiner Assistant Medical Examiner 1 Y Request to Hire
National shortage, salary needs to be
competitive
Medical Examiner Assistant Medical Examiner 1 N Request to Hire
2022 start after fellowship; National shortage,
salary needs to be competitive
Medical Examiner Business Manager 1 Y Interviewing
Medical Examiner Forensic Pathology Fellow 1 N Position Posted
Long lead time needed start date 2023
Medical Examiner Forensic Technician 1 Y Selection Made
Medical Examiner Forensic Technician Supervisor 2 Y Request to Hire
Qualifications are uncommon
Medical Examiner Medicolegal Death Investigator 1 Y Selection Made
Medical Examiner Photography Technician III 1 Y Request to Hire
Animal & Rabies Control Admin Assit I 1 Y Selection Made
none
Animal & Rabies Control Admin Assit I 1 Y Request to Hire
none
CAO - ROI Operations Improvement Specialist 1 Y Request to Hire
waiting for BHR to repost
CAO - ROI ROI Program Manager 1 Y Request to Hire
waiting for BHR to post
Law Library Admin Assist I 1 Y Interviewing
Law Library Law Librarian III 1 Y No Action
Waiting to finish hiring other positions before
posting
Law Library Law Librarian 1 Y Selection Made
Initial candidate has withdrawn there
acceptance, will be offering to next choice
Law Library Accountant I 1 N No Action
Excluded from budget in 2021 due to COVID
Law Library Director of Acquisitions and Analytics 1 N No Action
Excluded from budget in 2021 due to COVID
CAO - Communications Executive Producer 1 Y Position Posted
Waiting on offer letter for candidate from BHR.
/CAO - Communications Graphic Technician V 1 Y No Action
Need to re-write the job description. Target
FY21 Q4 hire.
Transportation and Highways 0046.Admin Assistant I 4 N
Transportation and Highways 0051.Administrative Assistant V 1 N
Transportation and Highways 0145.Accountant V 1 Y No Action
Will be processing RFH in Q4
Transportation and Highways Planner V 1 Y
Advanced Step Placement Request submitted
to BHR
Transportation and Highways 0176.Planner III 1 Y
Advanced Step Placement Request submitted
to BHR
Transportation and Highways 0177.Planner II 1 Y
Advanced Step Placement Request submitted
to BHR
Transportation and Highways 0291.Administrative Analyst I 4 Y Position Posted
Awaiting on Eligibility List
Transportation and Highways 0292.Administrative Analyst II 4 Y Position Posted
Awaiting on Eligibility List
Transportation and Highways 1112.Systems Analyst III 1 Y Request to Hire
RFH Processed
Transportation and Highways 1135.Proj Leader - Data Syst 1 N
Transportation and Highways 2198.Highway Engineer 3 N
Transportation and Highways 2201.Asst Highway Superintendent 1 Y Selection Made
Transportation and Highways 2205.Highway Engineer III 5 N
Bureau of Administration
Department Name Vacant Title # of FTE
Anticipated to fill in
FY2021 (Y/N)
Current Status
(e.g. No Action Yet, RTH, Posted)
use dro
p
down
Comments on hiring challenges
Transportation and Highways 2206.Highway Engineer IV 10 Y Request to Hire
Updated Job Description approved by BHR.
RFH in process.
Transportation and Highways 2207.Highway Engineer V 6 Y No Action
Will be processing RFH in Q4
Transportation and Highways 2243.Architect II 1 N
Transportation and Highways 2249.Engineering Assistant III 4 N
Transportation and Highways 2251.Engineering Assistant I 2 N
Transportation and Highways 2252.Engineering Assistant II 3 N
Transportation and Highways 2255.Engineering Technician III 2 N
Transportation and Highways 2288.Highway Engineer VI - Right of
W
1N
Transportation and Highways 2310.Boilermaker-Welder 1 Y Selection Made
Transportation and Highways 2371.Motor Vehicle Driver- RR -FUL
L
8 Y Interviewing
Transportation and Highways 2371.Motor Vehicle Driver- RR - SE
A
6N
Transportation and Highways 2393.Laborer I 1 N
Transportation and Highways 2396.Laborer Foreman Highway 2 N
Transportation and Highways 4867.CADD Operator II/T&H 1 N
Transportation and Highways 5104.GIS Analyst III - Assessor 1 N
Transportation and Highways 5246.Grant Accountant 1 Y No Action
Will be processing RFH in Q4
Transportation and Highways 5658.Deputy Bureau Chief of Maint 1 Y Request to Hire
Awaiting on Posting
Transportation and Highways 6058.Field Technician II 1 N No Action
Transportation and Highways 6346.Central Dispatch Operator 2 Y No Action
Will be processing RFH in Q4
Transportation and Highways 6829.Freight Transportation Manager 1 Y No Action
Will be processing RFH in Q4
Transportation and Highways 6831.CADD Manager 1 N
Transportation and Highways 7851.Contracts Manager - DOTH 2 Y Interviewing
Transportation and Highways Deputy Bureau Chief - Project Develo
p
1Y
Job Description in review
Transportation and Highways Deputy Bureau Chief - Design 1
Job Description in review
Transportation and Highways Deputy Programming Manager 1 Y Request to Hire
Updated Job Description approved by BHR.
RFH in process.
Transportation and Highways Capital Project Manager 1 Y
Job Description in review
Transportation and Highways Ecologist 1 N
Transportation and Highways Structures Manager 1 Y
Job Description in review
Transportation and Highways Right of Way Coordinator 1 Y Request to Hire
RFH in process
Transportation and Highways Equipment and Facilities Manager 1 Y
Job Description in review
PGS 0989 Multilith Op IV 1 N No action
PGS 6052 Bindery Digital Printer Op 1 N No Action
Environmnet & Sustainability 1446.Environmental Engineer III 1 Y Resumes Received.
Cook County Public
Administrator
FY2021 Mid-Year Budget Review
1
[Public Administrator]
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1
Through the third quarter of FY 2021, the Public Administrator’s Office (PA) will have generated over
$2,361,438.39 in fees, interest, court costs and funds to unknown heirs. The PA’s current (FY2021) budget is
$1,395,000. At the close of Q3 2021, the PA’s fees alone will have generated $1,153,297 to the County
Treasurer. This revenue represents 83% of the budget appropriated for FY 2021. The PA estimates a year-end
total of $1,413,297 in revenue returned to the County. This amount represents $13,298 over the amount
appropriated for FY2021 (101%). Over $9,265,000 has been returned to heirs and beneficiaries via estate
administration in FY 2019.
FY2021 Initiative/Goal #2
As with all other departments, the challenges of COVID-19 required our office to adapt to working from home
and almost exclusively electronically. The Office of the Public Administrator has worked diligently alongside
the Circuit Court of Cook County as well as the County Clerk’s Office to streamline processes of court filings
and appearances. This success has allowed the OPA to continue fulfill its statutory mandate to probate estates
under its purview.
We have continued the ongoing process of determining whether unclaimed property remains with the State
Treasurer for estates administered by the Office in the previous 20-year period. To date, the Office has
identified and recovered $2,434,655 and is in the process of probating those assets. We expect that we will
continue to uncover unclaimed property in 2021 and beyond.
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Public Administrator $722,860 $623,507 $(99,353) (15.9)%
o Our percentage variance is likely due to the backlog cases for our office as well as that of the
court system due to COVID-19. Our revenue YTD through June 30, 2021 reduced our variance
to 10%, and our projections indicate that the variance will exist by year’s end.
III. FY2021 Expenditure Projections
FY2021 Mid-Year Budget Review
2
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel $ 574,143 $ 575,405 ($ 1,262) (0.2%)
Contractual Services $ 49,723 $ 45,534 $ 4,189 8.4%
Supplies and Materials $ 2,954 $ 1,047 $ 1,908 64.6%
Operations and
Maintenance $ 29,560 $ 27,059 $ 2,501 8.5%
Capital Expenditures
Rental and Leasing $ 17,259 $ 13,445 $ 3,814 22.1%
Contingencies and
Special Purposes
Total $673,639 $662,490 $11,150 1.7%
o Explanation of variances greater than 1% and $1 million
o What corrective action will be taken if required?
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Public Administrator 15
14 1
o We have one vacancy due to a resignation. The OPA does not expect to fill that vacancy by year
end.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
FY2021 Mid-Year Budget Review
3
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
o Please detail your office’s efforts this year to seek out new sources of grant funding.
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o The OPA, like all other departments, has had to adapt to the operational impacts of COVID-19.
With the acquisition of laptops for each staff member, we have been able to coordinate efforts
and remain fully operational during the full and partial office shut-downs.
o Working with the Circuit Court of Cook County and the Clerk’s Office, the OPA has continued
all administrative duties for our probate estates. We have implemented Zoom, MicroSoft
Teams, and OneDrive to keep our office running at full strength. The OPA intends to continue
to utilize these tools and procedures moving forward as they have added to our efficiency.
FY2021 Mid-Year Budget Review
4
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$1,496,751.03
o Our Office will continue its mandate to probate estates in Cook County for decedents without
next of kin available to administer them. Based on the number of investigations we are
conducting and the successful administration of our current and past estates, we are confident
that the volume of cases we manage will remain consistent such that we will meet our 2022
Budget Target.
Office of the Cook County
Assessor
FY2021 Mid-Year Budget Review
1
Cook County Assessor
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1 Ensuring the full implementation of Tyler’s iasWorld
The CCAO went live with the first modules of Tyler’s iasWorld in October of 2020. Throughout 2021
we have continued to roll out the assessment valuations modules of iasWorld. The full and successful
implementation of Phase 1 of the IPTS project remains our highest priority.
FY2021 Initiative/Goal #2 Leveraging GIS technology in partnership with Cook County BOT
In 2021 the CCAO launched two foundational GIS initiatives. First, the CCAO has incorporated change
detection software into the reassessment process, which enables our office to pick up changes to
properties that may not be fully captured in the permit data. Second, the CCAO has deployed GIS
enabled mobile field tablets to all field inspectors and is on track to go completely paperless by the 2022
reassessment cycle. Both of these initiatives help our office to ensure that the assessment roll is as
accurate as possible.
FY2021 Initiative/Goal #3 Continuing to improve data quality and integrity.
The CCAO has advanced several data integrity initiatives in 2021. First, the CCAO has engaged vendors
TrueRoll and Pushpin to centralize and enhance our exemption and change detection data, respectively.
The CCAO continues to advance two transformative pieces of legislation – the Physical Description Bill
and the Data Modernization Bill - which would equip our office with critical data on commercial
properties. Currently, our office solicits commercial data from property owners through our RPIE online
portal and mailed letters.
FY2021 Initiative/Goal #4 Continuing to educate the public about the work of our office through
outreach, communications, and transparency initiatives, while keeping our staff and the public
safe through the COVID-19 pandemic.
The CCAO continued to serve the public and increase public education about the work of our office
throughout the pandemic. In 2021 the CCAO conducted virtual and socially distanced outreach
seminars; maintained accessibility to the public through phone, email, social media customer service
while our offices were closed to the public; released an Annual Report; and held Market Analyst Day
virtually.
FY2021 Mid-Year Budget Review
2
The CCAO was awarded the International Association of Assessing Officers’ Public Information
Program Award and the National Association of Counties’ Achievement Award in recognition of these
efforts.
FY2021 Mid-Year Budget Review
3
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021 FY2021
$ Variance
%
Variance
YTD Budget YTD Actuals
County Assessor
Fees
$17,620 $55 $(17,566) (32,207.3)%

o Explanation of variances greater than 1% and $1 million
o What corrective action will be taken?
The CCAO’s corporate revenue represents fees collected by our Freedom of Information Department. The
figure provided as an estimate of FY21 revenues was based off of historical revenue collections, however
in 2020 the CCAO transitioned to an online FOI request platform: GovQA.
This transition to GovQA enabled our office to continue service the public throughout the COVID-19
pandemic by allowing FOIA requestors to submit requests and receive response online.
This transition has also decreased the fees collected by FOI as most requestors opt to receive their
responses electronically, where there is no fee for printing of materials. Going forward the CCAO will
estimate its corporate revenues to reflect this transition to the GovQA platform.
FY2021 Mid-Year Budget Review
4
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021 FY2021
$ Variance % Variance
YTD Budget YTD Actuals
Personnel
$11,192,670 $10,368,477 $824,193 7.4%
Contractual Services
$1,883,387 $731,837 $1,151,551 61.1%
Supplies and Materials
$121,852 $118,424 $3,428 2.8%
Operations and Maintenance
$507,731 $457,072 $50,659 10.0%
Capital Expenditures
‐ ‐ ‐ ‐
Rental and Leasing
$88,123 $69,783 $18,340 20.8%
Contingencies and Special
Purposes
($162,750) ‐ ($162,750) 100.0%
Total
$13,631,012 $11,745,592 $1,885,420 13.8%
o Explanation of variances greater than 1% and $1 million
o What corrective action will be taken if required?
Personnel: The variance in personnel expenditures is due to slower than anticipated hiring. The CCAO has just
hired a new Deputy Assessor of HR and is currently hiring for two additional Senior HR Generalists to increase
the capacity of HR to meet the hiring needs of our office, among the many other responsibilities of HR and
compliance.
Contractual Services: The CCAO pays for many professional services on an annual basis, with many of those
expenses clustered in Q3 and Q4. Additionally, a large portion of the CCAO’s contractual services consists of
the printing, mailing, and publishing of reassessment notices. These expenses follow the assessment calendar,
and are clustered in Q3 and Q4 as well. We anticipate meeting the target for contractual services expenditures
by the end of the fiscal year.
Supplies and Materials: The small amount of variance here can be explained by the fluidity of our operations
in transitioning from a nearly fully remote environment in Q1 to a hybrid environment at the end of Q2. The
CCAO is constantly evaluating our supplies and materials inventory and needs in order to respond to these
operational changes.
Operations and Maintenance: The variance in Operations and Maintenance is also due to the fluidity of our
operations in transitioning from a nearly fully remote environment in Q1 to a hybrid environment at the end of
Q2. We anticipate meeting the target for operations and maintenance expenditures by the end of the fiscal year.
Rental and Leasing: When forecasting for FY21, the CCAO planned for certain rental and leasing costs in the
event that we would return to in-person operations and events in early 2021. Due to the COVID-19 protocols
FY2021 Mid-Year Budget Review
5
that have been in place during 2021, many of these costs were not necessary as we continued to operate
remotely and hold only virtual events until very recently (July 2021).
Contingencies and Special Purposes: The CCAO’s contingencies and special purposes include additional fees
and special revenue that our office collects (Division Fees, Incentives Fees, Data Subscriptions). This revenue is
transferred into the corporate fund at the end of the fiscal year.
FY2021 Mid-Year Budget Review
6
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
County Assessor 259 217 42
o If your office has vacant positions, please provide an indication of what percentage of vacancies
are anticipated to be filled by fiscal year-end and what actions are currently in place to help
achieve that goal.
o In FY20 the CCAO hired 71 employees. In FY21 (as of 5/31/21) the CCAO has hired 24
employees and 13 employees departed the office. As of 7/12/21 the CCAO has eight
hiring sequences that are currently in progress.
o The CCAO is preparing to fill 26 vacancies, or 62% of total vacancies, by the end of
FY21.
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions.
o The CCAO, like many other entities across the country, is experiencing slower than
anticipated hiring due to the impacts of the COVID-19 pandemic.
FY2021 Mid-Year Budget Review
7
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
Please see attached Excel document.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
“154 Backup Software
S
y
stem” Pro
j
ect Dela
y
e
d
The CCAO expects to kickoff this project in
September of 2021 with an estimated completion
date in Q1 of 2022. Delays to this project were
caused by increased demand for staff resources
throughout the COVID-19 pandemic and the
transition to remote work for many employees, as
well as dela
y
s in the on
g
oin
g
mi
g
ration to O365.
FY2021 Mid-Year Budget Review
8
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
o Please detail your office’s efforts this year to seek out new sources of grant funding.
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
FY2021 Mid-Year Budget Review
9
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies within
your operations and how such initiatives can or will be carried forward into your operations as
we transition back to full operation.
The COVID-19 pandemic and subsequent closures of our office to the public required the
CCAO to respond creatively and efficiently in 2020 and 2021. The following initiatives were
instrumental to our office’s success in maintaining continuity of services and reaching property
owners throughout the pandemic:
Online applications for homestead exemptions through DocuSign (launched in 2020
and expanded in 2021).
Online appeals portal through Tyler’s SmartFile (launched in 2020 and enhanced in
2021).
Online appointment scheduling for in-person customer service.
Virtual outreach seminars through Zoom and Facebook Live.
“Pop-up” offices with County Commissioners, community organizations, and other
partners to deliver in-person outreach to property owners who may not have access to
our online services.
Continued use of email and social media as effective tools for customer service.
Continued use of our virtual call center.
Launching of our Learning Management System using the countywide Adobe contract,
which has allowed our office to continue training staff virtually and asynchronously.
In recognition of these public facing initiatives, and their success in reaching property owners
across Cook County through the pandemic, the CCAO was awarded the International
Association of Assessing Officer’s Public Information Program Award and the National
Association of Counties Achievement Award.
o Are there additional cost-saving or efficiency-saving measures you envision incorporating into
your operations as a result of lessons learned during the pandemic?
The CCAO will continue using the online appointment system to schedule property owners for
in-person customer service appointments at our downtown and branch offices. During the
COVID-19 pandemic, our staff learned that this tool can increase our efficiency and
effectiveness in serving the public as staggered, planned appointments allow us to manage
crowds and traffic flow during high volume periods, prepare in advance for a property owner’s
appointment, and provide us with an effective means of contacting the property owner for
follow ups. This system has also benefited the public by reducing wait times during high
volume periods such as Tax Bill season.
FY2021 Mid-Year Budget Review
10
Additionally, the CCAO plans to continue our training and performance management
initiatives. The Assessor’s Office conducted performance management during the COVID-19
pandemic for the first time in over a decade.
o How did you incorporate technology and digital access into your processes in the midst of
COVID-19?
The CCAO is in the midst of several long term technology and digital access initiatives,
including the countywide IPTS project which continued successfully through the COVID-19
pandemic. In addition to the public facing technology and digital access initiatives listed above,
the CCAO went live with Tyler’s iasWorld in 2020 and we continue to make Phase 1 of the IPTS
project our highest priority.
o Are you contemplating implementing more innovative/transformative technological initiatives
to systematically transform operations within your office and improve public accessibility?
How can your office accelerate these improvements and what impact would that have on
your budgets?
Yes, 2021 and 2022 will mark another period of transformational change for the CCAO. In
addition to the launch of iasWorld, the CCAO is embarking on a twelve-month organizational
change management initiative to fully realize the potential of this new technology. While the
initial go-live of iasWorld marked a significant step forward in our efforts to modernize the
office, we know that more work needs to be done to change the culture and workflow of this
office and allow staff and the public to use the tools of iasWorld to their full potential.
FY2021 Mid-Year Budget Review
11
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$29,468,480
o Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022.
The CCAO anticipates meeting the FY22 target in our personnel budget and we are continuing to evaluate our
non-personnel needs through 2022 to ensure that we have the tools, technologies, and other resources needed to
fulfill the duties of this office and provide exemplary service to the public.
Assessor 2021 Contracts
Vendor Department Contract Purpose Total Contract Amount
Contract/Amendment Begin
Date
Contract/Amendment End
Date
Contract Status
EKI All departments
Professional services (Organizational Change Management in conjuction with the
transition to Tyler's iasWorld and the county's IPTS project
$2,925,000.00 TBD TBD
CCAO is working with OCPO to
finalize this 12-month contract
in July of 2021
Gartner IT, Data, Special Projects Professional services (IT) $149,000 (Assessor's amendment) TBD TBD
CCAO is working with OCPO to
amend the county's contract
with Gartner, Inc. and add the
CCAO as a using agency with a
12-month SOW
Trepp Valuations Data subscription $147,600.00 7/15/2019 7/14/2021
CCAO is currently working with
OCPO to exercise the two 12-
month renewal options to
extend the contract until
7/14/2023
Neopost, Inc. Administration Mail machine leases and maintenance $90,293.86 TBD TBD
CCAO is currently working with
OCPO to finalize this 36-month
contract in July of 2021
RMM Consulting IT Professional services (IT) $149,600.00 5/15/2020 05/14/2022
The CCAO is evaluating the
need to extend or replace this
contract in 2022.
Accredited Chicago Newspapers Administration, Valuations, IT Mandated publication of reassessment notices $1,075,788.38 12/1/2020 11/30/2021
CCAO is currently working with
OCPO to exercise a 12-month
renewal option and extend the
contract until 11/30/2022
Cook County Suburban Publishers Administration, Valuations, IT Mandated publication of reassessment notices $195,552.00 12/1/2020 11/30/2021
CCAO is currently working with
OCPO to exercise a 12-month
renewal option and extend the
contract until 11/30/2022
Adlexx Corporation Administration, Valuations, IT Printing/Processing/Mailing of reassessment notices and homestead exemptions $232,930.94 6/7/2021 12/31/2021
This is an emergency contract
and will be replaced by a formal
bid, which is currently in
progress
TBD Administration, Valuations, IT Printing/Processing/Mailing of reassessment notices and homestead exemptions TBD TBD TBD
This contract will replace the
current 2021 contract with
Adlexx, and has an anticipated
start date of 1/1/2022. This is a
formal bid
CoStar Realty Information Valuations Data subscription $123,396.00 1/1/2021 12/31/2021
CCAO is working with OCPO
and other using agencies to
submit a new contract with an
anticipated start date of
1/1/2022
Michael Kreloff Policy Professional services (Policy) $74,812.50 8/17/2020 02/16/2022
The CCAO is evaluating the
need to extend or replace this
contract in 2022
REIS/Moody's IT Data subscription $102,243.00 7/1/2020 6/29/2022
The CCAO is evaluating the
need to extend or replace this
contract in 2022
Jeanne Connelly Valuations Professional services (Valuations) $25,500.00 TBD TBD
The CCAO is currently working
with OCPO to finalize this
contract with a start date TBD
Secretary to the Board
of Commissioners
FY2021 Mid-Year Budget Review
1
Office of The Secretary To The Board of Commissioners
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
Lessons learned in the midst of the COVID-19 highlighted the strengths and efficiencies of STTB continuing to
meet the needs of the President’s Office, Commissioners’ Offices, Other County offices, and the Public with
meeting requests and Historic Information.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1
o Current Status of Goal- STTB provides legislative support and information for the Cook County
Board of Commissioners, President, elected officials, agencies, departments and members of the
public so items can be presented for consideration. The Secretary to the Board also provides
information regarding the proceedings and policies of the Board so the legislative process will be
efficient, effective, open and transparent. This is the 1
st
Primary Goal of STTB.
o Provide impact on any key performance indicators- Goal is measured by the successful
completion of meetings and the accuracy of related material published and circulated to
numerous users.
o For OUP Only: How does this align with the Policy Roadmap - STTB aims to be an excellent
administrator of the vital services residents rely on by being transparent, accountable and
effective.
FY2021 Initiative/Goal #2
o Current Status of Goal- The 2
nd
priority of STTB, is maintaining the County Historic Records
Office, the agency is primarily responsible for the preservation, promotion and publication of the
history of Cook County—our government, communities and people.
o Provide impact on any key performance indicators- As a new function and goal of STTB, we are
developing the framework and necessary functions to provide historical information and data on
Cook County’s rich and intricate history.
o For OUP Only: How does this align with the Policy Roadmap-We aim to be an excellent
administrator of the vital services residents rely on by being transparent, accountable and
effective.
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report. There is no revenue generated from SOTB
Revenue FY2021 FY2021 $ Variance
FY2021 Mid-Year Budget Review
2
YTD Budget YTD Actuals
%
Variance
Revenue Source #1

III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021 FY2021
$ Variance % Variance
YTD Budget YTD Actuals
Personnel
$537,098 $506,918 $30,181 5.6%
Contractual Services
$282,285 $275,018 $7,267 2.6%
Supplies and Materials
$71,642 $35,406 $36,236 50.6%
Operations and Maintenance
$10,191 $10,189 $2 0.0%
Capital Expenditures
‐ ‐ ‐ ‐
Rental and Leasing
$23,511 $23,508 $3 0.0%
Contingencies and Special
Purposes
‐ ‐ ‐ ‐
Total
$924,726 $851,038 $73,688 8.0%
o Explanation of variances greater than 1% and $1 million BOC has no variances greater than 1%
and $1 million
o What corrective action will be taken if required? All Budget lines will come in line by 4
th
quarter
of FY2021
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Secretary of Board of
Commissioners
11 10 1
FY2021 Mid-Year Budget Review
3
o If your office has vacant positions, please provide an indication of what percentage of vacancies
are anticipated to be filled by fiscal year-end and what actions are currently in place to help
achieve that goal. All positions will be filled by EOY
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions. N/A
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
Media Mana
g
e
r
Secretary to
the Boar
d
Media
Mana
g
e
r
160,000 9/2019 9/2022 Payable
via SHI
MUNICODE
Secretary to
the Board
Database of
Code
ordinances
14,000 2/21 11/21 Payable
via SHI
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid. All Contracts will be renewed
payable via SHI
If re-bid, the status of the procurement.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
NONE
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
FY2021 Mid-Year Budget Review
4
o Please detail your office’s efforts this year to seek out new sources of grant funding.
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
Describe any initiatives you have implemented that have resulted in greater efficiencies within
your operations and how such initiatives can or will be carried forward into your operations as
we transition back to full operation. STTB has created a hybrid work environment to keep the
operations of the office steady, efficient, and productive.
Are there additional cost-saving or efficiency-saving measures you envision incorporating into your
operations as a result of lessons learned during the pandemic? N/A
o How did you incorporate technology and digital access into your processes in the midst of
COVID-19? Technology was crucial in keeping the Staff functioning on various tasks and
responsibilities of the department during COVID-19. The utilization of laptops, VPN, Microsoft
Teams, and mobile devices made connection easy and seamless.
Are you contemplating implementing more innovative/transformative technological initiatives to
systematically transform operations within your office and improve public accessibility?
How can your office accelerate these improvements and what impact would that have on
your budgets? County efficiencies will be experienced with a hybrid work environment
and reduction on County building resources.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$1,830,241
Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022. The 2021 budget target for STTB is reasonable and efficient and will be made by
tightly managing the resources given and making reductions and timing expenses when
necessary.
Cook County Public Defender
FY2021 Mid-Year Budget Review
1
Public Defender
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
Goal #1: Continued Enhancement of Police Station Representation Unit with Support from State and
Local Officials
• Current Status of Initiative/Goal
The Police Station Representation Unit (PSRU) continues to provide zealous representation to arrestees in
Cook County. In FY 2021, PSRU attorneys have made 429 police station visits through June 30, 2021,
resulting in 65 clients being released from the police station, uncharged. During FY21, the PSRU has
averaged 62 police station visits per month and is on track to make a projected total of 735 police station
visits by the end of the fiscal year, via a hybrid of in-person and telephone visits.
During the spring legislative session Public Defender’s Office (“Office”) successfully passed legislation as a
part of the SAFE-T Act, that clarifies an arrestee’s rights to have access to make three phone calls within
three hours of arrest. That legislation will go into effect on January 2, 2022.
• Provide impact on any key performance indicators
The COVID-19 pandemic impeded the PSRU’s ability to conduct in-person police station visits, with most
visits occurring via telephone. This limitation extended into FY21, thereby having a significant impact on
the projected target of doubling police station visits in FY21 to over 2,000. In addition, the pandemic
prohibited the Office’s community outreach and education efforts, preventing the Office from having
community outreach in schools and at community gatherings, which in the past were key marketing
opportunities to inform the public about PSRU services.
• For OUP Only: How does this align with the Policy Roadmap?
This goal is aligned with the County’s policy priority of:
o “Safe and Thriving Communities” Objective 2: Align criminal justice investments and
strategies to prioritize the needs of individuals involved in the criminal justice system, and
o “Safe and Thriving Communities” Objective 3: Increase alternatives to detention and access to
supportive services for justice-involved residents.
FY2021 Mid-Year Budget Review
2
Goal #2: Expansion of the Mental Health Unit
• Current Status of Initiative/Goal
The capacity of the Mental Health Unit expanded with the hiring of four Mental Health clinicians at the
beginning of FY21. In addition, the Mental Health Unit began to build collaborative relationships with local
professional schools of psychology and the Cook County Health System to better serve clients who have mental
health needs. These collaborative efforts will help the Public Defender’s Office achieve its goal of increasing
access to services for clients while reducing expert witness expenses. The efforts will also identify and address
the mental health needs of clients in a more effective and efficient manner, thereby potentially reducing their
length of stay in Cook County jail.
• Provide impact on any key performance indicators
The COVID-19 pandemic and resulting court shutdown impacted the Mental Health Unit’s access and ability to
conduct in-person assessments of Public Defender clients. In addition, the Unit’s performance is being impacted
by staff shortages due to resignations and leaves of absence. The Mental Health Unit is currently seeking a
federal grant for $800,000 over the court of three years to expand its capacity in anticipation of the court’s re-
opening.
• For OUP Only: How does this align with the Policy Roadmap?
Expansion of Mental Health Unit aligns with the following policy priorities:
o “Safe and Thriving Communities” Objective 2 and Objective 3 (noted above)
o “Healthy Communities” Objective 2: Improve access to and integration of high-quality
responsive healthcare and information, and Objective 4: Advocate for increased community
safety through a public health approach to violence reduction.
Goal #3: Immigration Unit
• Current Status of Initiative/Goal
The Immigration Unit pilot program officially launched in September 2020 with the hiring of an attorney
supervisor. The Unit currently has four vacant grant funded positions that are either posted or waiting for the
Bureau of Human Resources (BHR) to post to the Taleo system.
During the spring legislative session, the Public Defender’s Office successfully passed legislation (House Bill
2790, House Amendment 1), that gives the Public Defender the statutory authority to represent clients in
immigration court. The Office is currently in the process of establishing the scope of immigration court legal
representation via the pilot program.
FY2021 Mid-Year Budget Review
3
• Provide impact on any key performance indicators
During FY21, the Immigration Unit pilot program has completed 96 Padilla consultations to Assistant Public
Defenders regarding the potential immigration consequences of their clients’ pending criminal cases. In
addition, the Unit has conducted 15 in-house trainings of approximately 430 Public Defender employees via
Zoom. Thus, the Immigration Unit has had a productive launch, despite challenges that have arisen with the
delay in filling the Immigration Unit’s vacancies.
• For OUP Only: How does this align with the Policy Roadmap?
This goal aligns with the policy priority:
o “Safe and Thriving Communities” Objectives 2 and 3 (noted above) and Objective 4: Cultivate
multidisciplinary collaboration to advance criminal justice reform that incorporates the voices of
affected communities.
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
State of Illinois
$55,235
$55,784
$549
0.9%
o Explanation of variances greater than 1% and $1 million N/A
o What corrective action will be taken? N/A
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel
$36,053,047
$35,624,449
$428,598
1.2%
Contractual Services
$1,033,008
$362,429
$670,579
64.9%
Supplies and
Materials
$396,192
$186,388
$209,804
53.0%
FY2021 Mid-Year Budget Review
4
Operations and
Maintenance
$695,880
$585,341
$110,539
15.9%
Capital Expenditures
Rental and Leasing
$65,916
$65,915
$1
0.0%
Contingencies and
Special Purposes
$28,810
-
$28,810
100.0%
Total
$38,272,852
$36,824,522
$1,448,330
3.8%
• Explanation of variances greater than 1% and $1 million
o Personnel – No major variance.
o Contractual Services – The majority of this budget line is for expert witnesses and court
reporting. Due to the COVID pandemic and courts being closed, these expenses have not been
incurred as in the past. However, as the courts increase capacity for in-person hearings, we
anticipate spending down these funds.
o Supplies and Materials – The majority of this budget line is for supplies and daily operational
needs. Due to the COVID pandemic, courts being closed and employees working remotely,
these expenses have not been incurred. However, as the courts increase capacity for in-person
hearings, and employees are returning to their work locations, we anticipate spending down
these funds.
o Operations and Maintenance – No major variance.
o Capital Expenditures – See summary below in Section VI Capital Equipment Updates
o Rental and Leasing – No major variance.
o Contingencies and Special Purposes – These funds are for grant matches and will be spent
by the end of the fiscal year as grant funds are spent.
• What corrective action will be taken if required? N/A
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Public Defender
694
626
68
FY2021 Mid-Year Budget Review
5
o If your office has vacant positions, please provide an indication of what percentage of
vacancies are anticipated to be filled by fiscal year-end and what actions are currently in
place to help achieve that goal.
As of July 7, 2021, the Office has 635 filled positions and 55 vacancies. The original FY21 appropriation
including 694 FTEs, however four of these positions were absorbed by a grant the Office received from the JB
& MK Pritzker Family Foundation, after the FY21 budget was passed, leaving a total of 690 FTE’s.
The Office has been working diligently with Budget and BHR to fill much-needed vacancies. We anticipate
onboarding a class of 16 new Assistant Public Defender I’s on July 18, 2021, and a new Deputy of Policy and
Strategic Litigation is scheduled to start on August 2
nd
. In addition, the Office is currently working with BHR to
post for the following 17 vacancies:
• Senior Policy Advisor
• Director of Legislative & External Affairs (Juvenile Justice)
• Director of Legislative & External Affairs (Criminal Justice)
• Deputy of Communications
• Director of Community Engagement
• Immigration Unit Caseworker
• Immigration Unit Paralegal
• Immigration Unit Attorney (2 vacancies)
• FOIA and Subpoena Response Officer
• Investigator I (4 vacancies)
• Stenographer V (3 vacancies)
We will also seek to hire a new class of pre-licensed attorneys during FY21, as well as work with BHR to fill
other critical vacancies. Approximately 60% of current vacancies will be filled by the end of the fiscal year.
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions.
In April 2021, a new Public Defender administration began. Under Public Defender Sharone R. Mitchell Jr.’s
leadership, the Office has established new positions that will aid in addressing the Office’s new priorities
including the creation of a new policy and training divisions, enhanced community engagement and
communications, and expanded technology capacity. The Office has faced several challenges and delays in
establishing and filling new positions -- due in part to the new administration’s steep learning curve in
understanding the requirements of the Cook County Employment plan -- as well as a leave of absence in the
Public Defender’s internal HR Department and capacity limitations of BHR in reviewing, approving, and
posting positions.
FY2021 Mid-Year Budget Review
6
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End
Date
Contract
Status*
Safer Foundation
Public
Defender
Bond Court
Backlog
Clearance
Specialists at
26
th
Street
$1,345,489
1/1/2019
12/31/21,
with two
one-year
renewal
options
1-year renewal
option pending
w/Procurement
per contract
Journal
Technologies
Public
Defender Maintenance
of eDefender,
case
management
system
$2,326,425
10/21/2015
10/20/21,
with two
one-year
renewal
options
1-year renewal
option pending
w/Procurement
per contract
o *For any contract that is expiring this year, please indicate:
• Whether the contract will be renewed, extended or re-bid.
1-year renewal option pending w/Procurement for the Safer Foundation and Journal
Technologies contracts
• If re-bid, the status of the procurement.
N/A
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
Computer Refresh $164K
Partially Complete
Working with vendor on laptop options due to
national shortage
Furniture $10K
Pending
Determining exact needs as employees return to
worksites. Will be complete by year end.
CEP – Blu Ray Players
$5,500
Pending
Working with vendor on what is available
CEP – Resource Library
$92,671
Phase I nearing completion
Necessary software has been procured; system is
scheduled to launch in August.
Vehicle $30K
Pending
Order placed with dealer by BOA. Anticipating
delivery of vehicle in July-August
FY2021 Mid-Year Budget Review
7
VII. Grant Funding
Grant Name Department
Appropriated
Award
Amount
Awards Start
Date
Award
End Date
Grant
Set-Up
Status
G53738-Grant 2020 PD Forensic DNA
1260.Public Defender
$23,675
7/1/2020
6/30/2021
Set-Up
G53828-Grant 2019 PD Juvenile Defender
Education Advocacy Program
1260.Public Defender
$105,874
10/1/2019
9/30/2022
Set-Up
G53839-Grant 2020 PD Data Analytics
Enhance Program
1260.Public Defender
$367,739
1/1/2020
12/31/2021
Set-Up
G53840-Grant 2020 PD National Forensic
Evidence Litigation Training Program
1260.Public Defender
$32,300
1/1/2020
6/30/2021
Set-Up
G53739-Grant 2020 PD Mitigator Project
1260.Public Defender
$140,916
7/1/2020
6/30/2021
Set-Up
G54014-Grant 2021 PD Immigration Unit
1260.Public Defender
$600,000
12/1/2020
11/1/2022
Set-up
G54027-Grant 2021 PD NAPD Fund for
Justice
1260.Public Defender
$2,000
1/1/2021
2/15/2022
Set Up
o Please detail your office’s efforts this year to seek out new sources of grant funding.
In July 2020, the Public Defender’s Office hired a Grant Analyst, who has helped the Office achieve the highest
levels of grant funding in the organization’s recent history. This role has been vital to identifying and applying
for grant opportunities in several fields, including mental health, forensics, and immigration defense. The
Office anticipates the trend of gradually increasing grant funding will continue in the upcoming fiscal years.
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
We have one full-time Grant Analyst position responsible for the overall administration of grants, and several
management staff who contribute to the day-to-day administration and management of grants on a part-time
basis.
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies
within your operations and how such initiatives can or will be carried forward into your
operations as we transition back to full operation.
During the pandemic, the Office provided staff members with laptops and other equipment to enable them to
perform their job duties remotely. This included providing support staff, investigators, and attorneys with
laptops, optimizing the eDefender case management system, and supporting other telecom and technological
needs. The Office also incorporated video conferencing into its operations, using Zoom and/or Microsoft Teams
to meet with clients, attend court calls and conduct meetings with colleagues.
FY2021 Mid-Year Budget Review
8
These new initiatives have allowed the Office to maintain a relatively high level of productivity during the
pandemic and will be continued in the future to enable employees to telecommute as a part of a newly
implemented hybrid worksite policy.
o Are there additional cost-saving or efficiency-saving measures you envision incorporating into
your operations as a result of lessons learned during the pandemic?
The Office will work to ensure that newly implement cost-saving or efficiency-saving measures are
incorporated into Office operations beyond the pandemic. This includes utilizing video conferencing for team
meetings, routine court calls, and client visits; electronic filing of court documents and receiving discovery from
law enforcement and prosecutors digitally.
o How did you incorporate technology and digital access into your processes in the midst of
COVID-19?
The Office has increased its use of e-filing with the Clerk’s office and provided staff with Adobe Acrobat Pro
software that enables them to complete or sign digital forms and documents, thereby increasing online
productivity and creating the potential of generating cost savings over the course of multiple fiscal years.
o Are you contemplating implementing more innovative/transformative technological initiatives
to systematically transform operations within your office and improve public accessibility?
Yes, the Office anticipates implementing more innovative and transformative technological initiatives and will
have a better sense of the need as the court increases the capacity for in-person hearings.
o How can your office accelerate these improvements and what impact would that have on your
budgets?
The Office is in the nascent stages of determining the new Public Defender administration’s approach to
specific improvements that can be made. Many of them will likely center around three specific priority issue
areas: 1.) efficient case management and data collection, 2.) electronic file maintenance and preservation and 3.)
enhancing the Office’s use of technology to improve productivity and efficiency.
IX. FY2022 Preliminary Forecast
Below is the target for the entire elected or appointed official’s budget. Department level targets are available
in the Hyperion budgeting system.
FY2022 Budget Target
$83,259,026
o Please provide preliminary ideas of how your office is planning to meet your budget target
for FY2022.
FY2021 Mid-Year Budget Review
9
The Office is dedicated to being fiscally responsible and will submit a FY22 budget that is within the set target.
Over the course of the next several fiscal years, the Office will be investing resources to completely revamp and
enhance training and professional development.
The Public Defender Training Division (also known as the Professional Development Division) has
traditionally been utilized to provide training opportunities for attorneys, most of which occur in other parts of
the country. Little to no investment has been made in providing professional development for support staff,
investigators, or other Public Defender staff. The need to provide necessary training and up-to-date best
practice information to all Public Defender staff has become increasingly more important, as the Office
continues to expand its holistic offerings of services with the expansion of the Mitigation Unit, the addition of
the Mental Health Unit, the newly launched Immigration Unit pilot program, etc.
Office of the County Treasurer
FY2021 Mid-Year Budget Review
1
County Treasurer
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1: # of Online Payments
o Current Status of Initiative/Goal
CCTO Answer: On target.
o Provide impact on any key performance indicators.
CCTO Answer: We had a goal of 600,000 online payments collected by fiscal year end
and we are currently at 455,949 payments through 7/5/2021. We expect to meet or
surpass 600,000 online payments after our second installment collections.
o For OUP Only: How does this align with the Policy Roadmap.
CCTO Answer: N/A
FY2021 Initiative/Goal #2: # of Days for Printing, Folding, and Inserting Property Tax Bills per
Installment
o Current Status of Initiative/Goal
CCTO Answer: On target.
o Provide impact on any key performance indicators.
CCTO Answer: We had a goal of 9 days per installment. During our first installment,
we met that target by completing this process in 9 days.
o For OUP Only: How does this align with the Policy Roadmap.
CCTO Answer: N/A
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021 FY2021
$ Variance
%
Variance
YTD Budget YTD Actuals
County Treasurer
$17,916,338 $22,838,445 $4,922,107 27.5%

o Explanation of variances greater than 1% and $1 million
o CCTO Answer: There has been a higher than expected number of taxpayers paying
delinquent taxes.
o What corrective action will be taken?
o CCTO Answer: No corrective action needed.
FY2021 Mid-Year Budget Review
2
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021 FY2021
$ Variance % Variance
YTD Budget YTD Actuals
Personnel
$332,754 $267,022 $65,732 19.8%
Contractual Services
$28,123 $11,700 $16,423 58.4%
Supplies and Materials
$1,795 $1,095 $700 39.0%
Operations and Maintenance
$4,794 $4,378 $415 8.7%
Capital Expenditures
‐ ‐ ‐ ‐
Rental and Leasing
‐ ‐ ‐ ‐
Contingencies and Special
Purposes
‐ ‐ ‐ ‐
Total
$367,466 $284,195 $83,271 22.7%
o Explanation of variances greater than 1% and $1 million
o CCTO Answer: The majority of the $83,271 we are under budget is a result of not
filling the three open positions we hold on the corporate budget. Regarding the
remaining line items, invoices have come in later than expected. We expect to use
the majority of the funds before the end of the year. We will not go over budget on
any of the above accounts.
o What corrective action will be taken if required?
o CCTO Answer: No corrective action is needed.
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
County Treasurer 7 4 3
FY2021 Mid-Year Budget Review
3
o If your office has vacant positions, please provide an indication of what percentage of vacancies
are anticipated to be filled by fiscal year-end and what actions are currently in place to help
achieve that goal.
o CCTO Answer: We do not expect to fill these three vacant positions in FY21.
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions.
o CCTO Answer: We have not experienced any challenges with filling positions when
needed.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
Millennium Parking
Garages LLC
1060-County
Treasure
r
Parking $9,720 12/15/2017 12/19/2021
Extended
in FY22
Davis Bancorp
1060-County
Treasure
r
Armored Car $70,200 4/1/2018 3/31/2022
Extended
in FY22
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not
Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons for
any delays and the expected completion date of the
project
Computer Equipment
Replacement
Started
We continually replace computers when they are
determined to be no longer serviceable by our IT
department.
Increase & Improve
Data Storage Capacity
Started
Our IT department continually replaces server hardware
as the
y
reach end of life.
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
FY2021 Mid-Year Budget Review
4
o Please detail your office’s efforts this year to seek out new sources of grant funding.
N/A
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
N/A
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies within
your operations and how such initiatives can or will be carried forward into your operations as
we transition back to full operation.
CCTO Answer: During FY21, we were able to purchase two vans in order to re-purpose
our customer service employees to enable them to serve taxpayers at their communities
instead of taxpayers coming into our building.The need for vehicles as a mobile arm of
the Treasurer's Office always has been substantial but now has become overwhelming
and urgent because of the pandemic. The need has grown as my office traffic has
plunged. Thousands of our constituents are reluctant to leave their homes to visit the
County Building in downtown Chicago because they fear COVID-19, and it appears that
these people are predominantly senior citizens and from our minority communities.
In addition, the Treasurer's Office has an outreach program in place wherein we go out
into the community and setup tables at events, churches, festivals, etc. and assist property
tax payers with tax related issues. Our employees lookup properties and check for tax
delinquencies, over-payments, missed exemptions, incorrect mailing information, etc.
Most services that a taxpayer would expect to happen at the office are offered by our staff
at these events. The outreach program has proven successful in that we have refunded
millions of dollars in tax refunds to taxpayers that would otherwise not find without our
assistance.
Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations as a result of lessons learned during the pandemic?
CCTO Answer: This office is always looking for new cost-savingor efficiency-
saving measures. The various technological advances my office has made
throughout the years is the reason why we were able to seamlessly adjust to life
during the pandemic and continue to provide all of our services to our taxpayers.
o How did you incorporate technology and digital access into your processes in the midst of
COVID-19?
CCTO Answer: It has always been the goal of the office to provide our services
digitally. On my webpage a taxpayer is able to get their questions answered digitally,
look up and apply for refunds digitally, and pay for their taxes digitally. We made this
possible before the pandemic and it has allowed us to transition into life during the
pandemic and still provide the services required of this office digitally.
FY2021 Mid-Year Budget Review
5
o Are you contemplating implementing more innovative/transformative technological initiatives to
systematically transform operations within your office and improve public accessibility?
CCTO Answer: As you know this office is always looking to implement more
innovative/transformative technological initiatives. As we identify those areas, we will
make the board aware of those advancements.
How can your office accelerate these improvements and what impact would that have on
your budgets?
CCTO Answer: As we continue our pursuit of technological initiatives, we will
continue to draw less on the general fund until we are no longer funded by the
general fund. You have witnessed this trend over my last 20 budgets.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target $808,218
o Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022.
CCTO Answer: As we continue to improve and initiate our technological initiatives,
we will continue to fund more of our office through our special purpose fund, which is
not funded by taxpayer dollars. Based on the initial projections from the FY22
Preliminary Budget for our office has already met the target.
Cook County Health
FY2021 Mid-Year Budget Review
1
CookCountyHealth
Objective:UpdateonFY2021 Goalsand Objectives,reviewFY2021YTD budget,FY2021year‐endprojections
andoperationallessonslearnedinthemidstoftheCOVID‐19publichealthcrisis.
I. UpdateonFY2021InitiativesandGoals
FY2021Initiative/Goal#1:VendorContractSavings
o CCHhasbeenworkingtorenegotiateterms/pricingofcontractstoachievenonpersonnel
savingsinthebudget.
o Thetargetforthisis$16.5MintheFY2021budget,$7.7Mofwhichisalreadyachieved.
FY2021InitiativeGoal#2:ExpansionofDialysisCenter
o CCHopenedthenewProvidentDialysisfacilityinApril2021forpatients.
CCHsaw9patientvisitsperweekinApril,12patientvisitsperweekinMay,and15patients
visitsperweekinJune.CCHwillcontinuetoincreasevisitsperweekincrementallythroughthe
endoftheyear.
FY2021InitiativeGoal#3:RevenueCycleImprovements
o CCHhasbeentargetingenhancementstoitsrevenuecycletoimproveaccuracyofinformation
recordedatthepointofschedulingandregistration,theimprovementsinpriorauthorizations,
andthetimelinessofcodingandbilling.
o ThroughMay,CCHcollected$12Mmoreinrevenuethanexpectedinthebudgetdueto
improvedratesandcollections.YTDdenialsthroughMaywereimprovedat3%,closetothe2%
benchmarktarget.
II. FY2021Revenue(forrevenuegeneratingoffices)
ComparisonofYTDbudget(asof5/31/2021)vsYTDactualrevenuewithexplanationsformajorvariances
andcorrectiveactionsteps.Finalunauditedactualsfor May31,2021willbe reportedintheupcoming
monthlyRevenueandExpensereport.
Revenue
FY2021YTD
Budget
FY2021YTD
Actuals
$Variance
%
Variance
NetPatientServiceRevenue $36,830,354 $31,565,398 ($5,264,956) (14.3%)
Medicare
$99,968,792 $68,723,210 ($31,245,582)
(31.3%)
MedicaidPublicAssistance
$1,288,361,594 $1,409,455,043 $121,093,449
9.4%
PrivatePayors&Carriers
$31,176,857 $36,624,589 $5,447,733
17.5%
MedicaidBIPAIGT
$37,550,000 $37,550,000 $0
0.0%
MedicaidRevisedPlanRevenue
DSH $92,048,226 $92,048,226 $0
0.0%
FY2021 Mid-Year Budget Review
2
OtherRevenue $7,500,000 $11,687,631 $4,187,631 55.8%
Total
$1,593,435,823
$1,687,654,097 $94,218,275
5.9%
o NetPatientServiceRevenuedecreasedby14.3%duetoadelayinapaymentfromtheState
forGraduateMedicalEducation.ThiswassubsequentlyreceivedinJune.
o Medicaredecreaseby31.3%duetoHealthPlanService’sMedicaremembershiplowerthan
expectation.
o MedicaidPublicAssistanceincreasedby9.4%duetoincreaseinenrollmentinCountyCare
membershipandimprovedpatientfeerates/collections.
o PrivatePayors&Carriersincreasedby17.5%duetoimprovedcollections.
o OtherRevenueincreasedby55.8%duetounexpectedBlueCrossequitybonus.
III. FY2021ExpenditureProjections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variancesand corrective action steps.Finalunaudited actualsforMay31,2021 will bereported inthe
upcomingmonthlyRevenueandExpensereport.
66
OperatingExpenses
FY2021 FY2021
$Variance %Variance
YTDBudget YTDActuals
Personnel $370,196,821 $344,647,762 $25,549,059 6.9%
ContractualServices $1,136,328,131 $1,209,610,463 ($73,282,332) (6.4%)
Suppliesand
Materials
$60,096,378 $56,056,982 $4,039,396 6.7%
Operationsand
Maintenance
$52,564,383 $40,595,273 $11,969,110 22.8%
CapitalExpenditures $0 ($6,544) $6,544 ‐
RentalandLeasing $17,638,786 $15,612,479 $2,026,307 11.5%
Contingenciesand
SpecialPurposes
$47,323,915 $18,740,457 $28,583,458 60.4%
Total $1,684,148,413 $1,685,256,872 ($1,108,459) (0.1%)
o Personnelexpensesarefavorableduetotimingofpersonnelhiringandconservativeturnover
budget.
FY2021 Mid-Year Budget Review
3
o Contractualservicesareunfavorableduetoincreasemanagedcareclaims.Theseareoffsetby
higher‐than‐expectedrevenues.
o SuppliesandMaterialsarefavorableduetotiming,budgetexpectstousethisfunding.
o OperationsandMaintenancearefavorableduetodecreaseinrepairsofmedicalequipment.
o RentalandLeasingarefavorableduetodecreaseinmedicalequipmentrental.
IV. StatusofFY2021Hiring
Pleaseprovideastatus(asof5/31/21)ontheoffice’shiringeffortstodateandplannedthroughthe
endoftheyear.Thissectionappliestoonlyoperatingfundpositions.ForOUP,pleaseprovide
responsesattheBureau‐level.Forallotherelected/appointedoffices,pleaseprovideresponsesatthe
office/department‐level.
Bureau/Department*
#ofFY2021
Appropriated
FTE
#ofFilled
Positions
#ofVacant
Positions
4240‐CermakHealth 667 482 169
4241‐JTDCHealth 60 48 12
4890‐Health
Administration
317 273 48
4891‐ProvidentHospital 388 336 55
4893‐ACHN 345 298 52
4894‐CORE 71 64 7
4895‐DeptofPublicHealth 128 101 23
4896‐HealthPlanServices 344 152 192
4897‐StrogerHospital 4,482 3,764 726
TOTAL
6,802 5,518 1,284
FY2021 Mid-Year Budget Review
4
o Ifyourofficehasvacantpositions,pleaseprovideanindicationofwhatpercentageofvacancies
areanticipatedtobefilledbyfiscalyear‐endandwhatactionsarecurrentlyinplacetohelp
achievethatgoal.
o CCH’santicipatesfilling20%‐25%ofvacanciesbytheendoffiscalyearbasedonwhere
vacanciesareinthehiringprocess.CCHisplanningjobfairsandwillpartnerwith
educationalinstitutionstohelpwithourrecruitmentefforts.Toensureourabilityto
increaseaccessandservicetothepatientpopulation,CCHhashiredagencynursesand
medicalassistants,whileweonboardpermanentstaff.Theseactionshaveallowedustohave
asignificantimpactonmaintainingbothrevenueandservice.
o Totheextentyouragencyhaspositionsvacantasof5/31/21,pleaseprovidetheBoard
informationonwhat,ifany,challengesyourofficehasfacedinfillingthepositions.
o Ourcurrentchallengesinfillingvacantpositionsarerelatedtothehighvolumeof
vacantpositionsandthefocusonpandemic‐relatedactivities.
V. FY2021Contracts
Pleaseprovidealistofyouroffice’sexistingandanticipatedcontractsforFY2021intheformat
providedbelow.(Feelfreetoattachthislistseparatelyifmoreroomisneeded)
VendorName Department
Contract
Purpose
Contract
Amount
Contract
StartDate
Contract
EndDate
Contract
Status*
SeeAttached


o *Foranycontractthatisexpiringthisyear,pleaseindicate:
Whetherthecontractwillberenewed,extendedorre‐bid.
Ifre‐bid,thestatusoftheprocurement.
VI. CapitalEquipmentUpdates
Pleaseprovidealistofyouroffice’sFY2021capitalequipmentprojectsandthestatusofprojectsinthe
formatprovidedbelow.(Feelfreetoattachthislistseparatelyifmoreroomisneeded)
CapitalEquipmentProject
ProjectStatus
(NotStarted/Started/
Delayed/Completed)
Pleaseprovideanupdateontheproject,reasons
foranydelaysandtheexpectedcompletiondate
oftheproject
MRIupgrades
NotStarted
Tobecompleteinthefall.
Scopereplacement
program
NotStarted
Tobecompleteinthefall.
C‐Arms
NotStarted
Tobecompleteinthefall.
FY2021 Mid-Year Budget Review
5
DigitalPortableX‐rayUnits
NotStarted
Tobecompleteinthefall.
HemodialysisMachines
Started
Tobecompleteinthefall.
BladderScanners
Started
Tobecompleteinthefall.
InstrumentRacks
Started
Tobecompleteinthefall.
Stretchers&Wheelchair
Started
Tobecompleteinthefall.
MedicationScanners
Started
Tobecompleteinthefall.
StandUpscales/obese
patientsandStadiometer
Started
Tobecompleteinthefall.
FlexibleFiberUreteroscope
w/lightcableadapter
Started
Tobecompleteinthefall.
30*&70*Arthroscopes
andtrays
Started
Tobecompleteinthefall.
Med/SurgBeds‐Inpatient
Started
Tobecompleteinthefall.
CTHardwareUpgradeto
currentCTequipment
Started
Tobecompleteinthefall.
ReusableRhino
Laryngoscope
Started
Tobecompleteinthefall.
HologicTridentHD
SpecimenRadiograph
Started
Tobecompleteinthefall.
MayfieldSurgicalDevice
w/SkullClamps&Headrest
System
Started
Tobecompleteinthefall.
Bloodbankfreezer&chart
recorder
Started
Tobecompleteinthefall.
SaviScoutDetector
Started
Tobecompleteinthefall.

FY2021 Mid-Year Budget Review
6
VII. GrantFunding
GrantName Department AwardAmount
Award
StateDate
AwardEnd
Date
GrantSetUp
Status
Seeattachment
(Excelfile)


o Pleasedetailyouroffice’seffortsthisyeartoseekoutnewsourcesofgrantfunding.
Departmentsprogrammanagersandstaffseekoutnewgrantsaccordingtodepartment
needsandservicesoffered.CCHhasateamof6dedicatedtopursingadditionalgrant
opportunitiesfromexternalsources.
o Howmanyfull‐timeorpart‐timestaffmembersinyourofficeareresponsibleforthe
administrationofgrants?(Indicatehowmanyarefull‐timeandhowmanyarepart‐time)
Thereare7activefull‐timeemployeesand1vacantfull‐timepositionthatarebudgetedfor
thepurposesoffinancialadministrationofGrants.Inaddition,thereare6positionswho
workongrantapplicationsanddevelopment.
VIII. COVID‐19OperationalImpacts
Pleaserespondtoeachquestionbelowandprovidedetailsandtake‐awaysaboutyouroperationsasit
relatestotheCOVID‐19publichealthcrisis.
o Describeanyinitiativesyouhaveimplementedthathaveresultedingreaterefficiencies
withinyouroperationsandhowsuchinitiativescanorwillbecarriedforwardintoyour
operationsaswetransitionbacktofulloperation.
Arethereadditionalcost‐savingorefficiency‐savingmeasuresyouenvision
incorporatingintoyouroperationsasaresultoflessonslearnedduringthepandemic?
o Howdidyouincorporatetechnologyanddigitalaccessintoyourprocessesinthemidstof
COVID‐19?
o Areyoucontemplatingimplementingmoreinnovative/transformativetechnologicalinitiatives
tosystematicallytransformoperationswithinyourofficeandimprovepublicaccessibility?
Howcanyourofficeacceleratetheseimprovementsandwhatimpactwouldthathave
onyourbudgets?
CCH’soperationscontinuedtobeimpactedbytheCOVID‐19publichealthcrisiswhich
promptedincreasedutilizationoftelehealthvisitsoverthepastyear,useofTeamsandWebEx
meetingsinsteadonin‐personmeetings,andleveragedremoteworkoptionsfortargetedstaff.
Whenclinicallyappropriate,CCHintendstocontinuetoutilizetelehealth.CCHalsoexpectsto
relyonahybridinpersonandremotemeetings.
Vendor Name Department Contract Purpose
Contract
Amount
Contract Start
Date
Contract
End Date
Contract
Status*
SUPERIORAIRGROUNDAMBULANCESERVICE,INC. CCH
H17‐25‐076‐SERVICE,NON‐EMERGENCYMEDICALTRANSPORTATION
19,462,924.91 1/6/2021 7/5/2021 Open
KAMALJITSINGH CCH
H21‐25‐0054‐Services,DivisionChairofMicrobiolog
y
49,999.00 8/1/2020 7/30/2021 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0188‐SERVICE,NETAPPSUPPORTWARRANTY
129,232.00 8/1/2020 7/30/2021 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0197‐SERVICE,COMMVAULTHYPERSCALEBACKUPSOLUTION
SOFTWARELICENSINGANDHARDWAREMAINTENANCE.
87,393.60 8/1/2018 7/31/2021 Open
SCHECK&SIRESSPROSTHETICS,INC CCH
77000032606‐SERVICE,CUSTOMORTHOTICS
1,033,877.44 7/1/2016 7/31/2021 Open
DIGITALSHIPPERLLC CCH
H16‐25‐0084‐Service,CNVIMPMSystemforBridgeBetweenPhysical
PackagesandDigitalInformation
18,985.00 8/1/2016 7/31/2021 Open
ALLIEDUNIVERSALSECURITYSERVICES CCH
H16‐25‐071‐Service,SecurityServicesforACHN,Provident,OakForest
15,474,359.70 8/1/2016 7/31/2021 Open
GLOBALINDUSTRIAL,GLOBALINDUSTRIALEQUIPMENT CCH
H16‐72‐0001‐Service,PreventiveMaintenanceandEmeregency
RepairofUPSfordatacenter
12,991.90 8/1/2016 7/31/2021 Open
VERTIVCORPORATION CCH
H16‐72‐0001‐Service,PreventiveMaintenanceandEmergencyRepair
ofUPSforDataCenter
126,323.99 12/15/2017 7/31/2021 Open
USALEAD
INSPECTORUSAINC CCH
H18‐25‐0004‐Service,LeadHomeInspections
79,223.00 1/1/2019 7/31/2021 Open
MEDICALRESEARCHANALYTICSANDINFORMATICSALLIANCE CCH
H19‐25‐0046‐Service,ExtensivleyDrugResistantOrganism‐Registry
Validation
182,343.50 8/1/2019 7/31/2021 Open
YEARUPINC CCH
H19‐25‐085‐Service,InternshipPlacement
126,080.00 8/1/2020 7/31/2021 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0170‐SERVICE,DOCUSIGNSOFTWARE
142,991.99 4/1/2021 7/31/2021 Open
HEALTHLINX,INC CCH
H21‐25‐0095‐SERVICE,INTERIMCOVIDVACCINATION
LEADERSHIP
SERVICES
125,120.00 4/1/2021 7/31/2021 Open
SIEMENSMEDICALSOLUTIONSUSA CCH
H21‐76‐057‐SupplyMagnetomAeraMobile(NumX)System
1,995,502.00 8/1/2018 7/31/2021 Open
MIMSOFTWAREINC. CCH
HA18‐055‐Service,SOFTWARESUPPORTANDMAINTENANCE
SERVICES
15,750.00 8/1/2020 7/31/2021 Open
GOLDSTANDARDDIAGNOSTICS,CORP CCH
HA20‐070‐Service,MaintenanceandSupportforAIX1000instrument
8,000.00 4/5/2021 7/31/2021 Open
SWCINSTITUTE CCH
HA21‐044‐SERVICES,TRAININGFORLEADABATEMENTHUDGRANT
8,345.00 5/24/2021 8/16/2021 Open
COMPLIANTHEALTHCARETECHNOLOGIES CCH
H21‐25‐087‐Service,ReplacementofVACWAGDSystem
407,134.62 8/19/2020 8/18/2021 Open
ARKDIAGNOSTICS,INC CCH
HA20‐071‐Supply,MethotrexateAssays,Calibrators,andKits
21,700.00 8/19/2019 8/19/2021 Open
MARKEYLIFESAFETYLLC CCH
H19‐25‐0122‐Service,LifeSafetyPlan,Assessment,andSelf‐Harmanti
‐
LigatureRiskAssessment
206,500.00 4/1/2015 8/23/2021 Open
PHSTECHNOLOGIESGROUP,LLC CCH
H15‐73‐0031‐Service,DosemonitorSoftwareLicense,Training,
MaintenanceandSupport
31,518.00 1/22/2021 8/30/2021 Open
ABIGAILAMILHASAN CCH
H21‐25‐0017SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESABIGAILAMILHASAN
96,000.00 1/22/2021 8/30/2021 Open
LAURAKSKEGGS CCH
H21‐25‐0018SERVICE,COVID‐19RNEMERGENTHEALTHCARE
PROVIDERSERVICESLAURAK.SKEGGS
96,000.00 1/22/2021 8/30/2021 Open
MARINA
TUYACRAMOS CCH
H21‐25‐0019SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESMARINAT.RAMOS
96,000.00 1/22/2021 8/30/2021 Open
BETHELPAYAA CCH
H21‐25‐0020SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICES,BETHELPAYAA
96,000.00 1/22/2021 8/30/2021 Open
KIMKRAMERLEW CCH
H21‐25‐0021SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICES,KIMKRAMERLEW
96,000.00 1/22/2021 8/30/2021 Open
NORMAARZOLA CCH
H21‐25‐0022SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESNORMAARZOLA
96,000.00 1/22/2021 8/30/2021 Open
SANDRAECURRAN CCH
H21‐25‐0023SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICES,SANDRAE.CURRAN
96,000.00 1/22/2021 8/30/2021 Open
ANITACHOUTSMA CCH
H21‐25‐0024SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESANITAHOUTSA
96,000.00 1/22/2021 8/30/2021 Open
ANNCROACH CCH
H21‐
25‐0025SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESANNROACH
96,000.00 1/22/2021 8/30/2021 Open
LAURALBENNETT CCH
H21‐25‐0026SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESLAURABENNETT
96,000.00 1/22/2021 8/30/2021 Open
REMIATMONZON CCH
H21‐25‐0027SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESREMIATMONZON
96,000.00 1/22/2021 8/30/2021 Open
GERILYNNJARACZ CCH
H21‐25‐0028SERVICE,
COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICES,GERILYNNJARACZ
96,000.00 1/22/2021 8/30/2021 Open
ROCHELLEMATHEWS CCH
H21‐25‐0029SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESROCHELLEMATHEWS
96,000.00 1/22/2021 8/30/2021 Open
BONNIEMTAMILLO CCH
H21‐25‐0030SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESBONNIEM.TAMILLO
96,000.00 1/22/2021 8/30/2021 Open
JOANNEMMCELDOWNEY CCH
H21‐25‐0031SERVICE,COVID‐19
EMERGENTHEALTHCAREPROVIDER
SERVICES,JOANNEMMCELDOWNEY
96,000.00 1/22/2021 8/30/2021 Open
MARYELLENHERLIHEY CCH
H21‐25‐0032SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
M.HERLIHEY
96,000.00 1/22/2021 8/30/2021 Open
SANDRACUNNINGHAM CCH
H21‐25‐0035SERVICE,COVID‐19EMERGENTHEALTHCAREPROVIDER
SERVICESSANDRACUNNINGHAM
96,000.00 2/16/2021 8/30/2021 Open
CLAUDIAMGROSZ CCH
HA21‐024‐SERVICES,GRAPHICDESIGNANDILLUSTRATION
6,000.00 9/1/2018 8/31/2021 Open
THEADVISORYBOARDCOMPANY CCH
77000034363‐Service,
HRAdvancementCenterMembership
118,165.00 9/1/2016 8/31/2021 Open
VERITYSOLUTIONGROUPINC CCH
CNV_340BPHARMACYCONTRACTMANAGEMENTSERVICES
505,500.00 8/10/2010 8/31/2021 Open
NUCARESERVICESCORP. CCH
H10‐72‐086:SERVICES,PATIENTCARE
8,292,349.81 2/1/2016 8/31/2021 Open
RELAYHEALTH CCH
H16‐25‐042‐Service,PrescriptionAdjudication(PreandPostEditing)
205,803.34 2/1/2018 8/31/2021 Open
CORPORATECLEANINGSERVICESINC CCH
H17‐25‐037‐Service,WindowCleaning
684,600.20 9/1/2018 8/31/2021 Open
PROTECTIONONEDIVOFADTLLC CCH
H18‐25‐0149_ProtectionOne
68,519.72 9/1/2020 8/31/2021 Open
STRYKERSALES
CORPORATION CCH
H20‐25‐0161‐SupplyandMaintenance,PartsforStretchers,Bed
RepairandMaintenance
48,211.09 9/1/2020 8/31/2021 Open
WOMANCARELLC CCH
H20‐25‐0178‐SERVICES,OBGYNCONSULTANTSERVICES
62,000.00 9/1/2020 8/31/2021 Open
CDWGOVERNMENTLLC CCH
H20‐25‐095‐EQUIPMENT,I/THARDWAREANDEQUIPMENTFOR
HARRISONSQUARE
1,681,551.78 8/31/2020 9/1/2021 Open
ABBOTTRAPIDDIAGNOSTICSINFORMATICS,INC CCH
H20‐25‐0181‐Service,SoftwareLicensesandSupportforPathology
InstrumentModules
77,867.00 7/1/2021 9/1/2021 Open
FRANKH.STOWELL&SONS,INC CCH
H21‐25‐0008‐Service,LaborandMaterialstoPerformRoom
RenovationforOmegaMedicalImagingSinglePlaneGI/ERCP
DiagnosticImagingSystem
110,753.00 9/15/2019 9/14/2021 Open
RICHARDWOLFMEDICALINSTRUMEN CCH
H19‐25‐0126‐Service,Cystoscopes,Ureterorenoscope&Telescopes
62,106.96 9/26/2018 9/25/2021 Open
INOVADIAGNOSTICSINC CCH
H18‐25‐070‐Service&Supply,Instrumentrental
reagentagreement
andconsumablesforimmunologytesting
20,248.04 9/26/2018 9/25/2021 Open
INOVADIAGNOSTICSINC CCH
H18‐25‐070Supply,InstrumentRental,Reagents,andConsumablesfor
Immunologytesting
401,119.96 9/30/2018 9/29/2021 Open
UNIVERSITYOFCHICAGO CCH
H19‐25‐0041‐Service,EvaluationandDataCollectionoftheSAMHSA
ChicagoSouthsideEarlyDiversionGrant
140,334.00 3/1/2020 9/29/2021 Open
UNIVERSITYOFILLINOIS@CHICAGO CCH
H20‐25‐0183‐THEBOARDOFTRUSTEESOFTHEUNIVERSITYOF
ILLINOISONBEHALF
34,320.00 9/30/2018 9/29/2021 Open
MUJERESLATINASENACCION CCH
HA19‐021‐Service,SexualAssaultNurseExaminers(SANE)Program
Training
11,700.00 9/9/2018 9/29/2021 Open
RESILIENCE CCH
HA19‐022‐Service,SexualAssaultNurseExaminers(SANE)Program
Training
10,800.00 10/1/2020 9/29/2021 Open
TEMPLEFITNESSIICORPORATION CCH
HA21‐014‐SERVICES,MASTERTRAINER
CONSULTANTFORTHEIPHI
DPPCHICAGOCARESPROGRAM
1,875.00 2/1/2021 9/29/2021 Open
SUKHVEERBAINS CCH
HA21‐016‐SERVICES,TRAININGANDTECHNICALASSISTANCEFORTHE
ILLINOISSUPPORTGRANT
15,760.00 1/1/2021 9/29/2021 Open
STEPHENHOLTSFORDENTERPRISES,LLC CCH
HA21‐017‐SERVICES,TRAININGANDTECHNICALASSISTANCEFORTHE
ILLINOISSUPPORTGRANT
8,250.00 2/1/2021 9/29/2021 Open
SARAHELIZABETHMESSMER CCH
HA21‐018‐SERVICES,TRAININGANDTECHNICALASSISTANCEFORTHE
ILLINOIS
15,760.00 12/1/2016 9/30/2021 Open
APPLIED
MEDICALINC CCH
CNV_APPLIEDMEDICAL‐SCOPEWARMERSCISSORS
264,785.00 10/1/2018 9/30/2021 Open
CANARYTELEHEALTH,INC CCH
CotnractH18‐25‐081CanaryTelehealthPopulationHealthMonitoring
6,675,000.00 10/1/2015 9/30/2021 Open
EXPERIANHEALTH CCH
H15‐25‐118:REVENUECYCLEHOSTEDELIGIBILITYSOFTWARE
667,203.42 2/1/2017 9/30/2021 Open
ATEBINC CCH
H16‐25‐142‐Service,CNVMedicationSyncronization
160,000.00 10/1/2016 9/30/2021 Open
MORRISONMANAGEMENTSPECIALISTSINC CCH
H16‐72‐123‐SERVICE,MANAGEMENTOFFOOD&NUTRITION
19,020,868.04 3/17/2017 9/30/2021 Open
TEXTUREHEALTHLLC CCH
H17‐
25‐056‐Service,CareManagementSoftwareApplication
3,214,068.50 10/1/2017 9/30/2021 Open
PROFESSIONALCLINICALLABORATORIESLLC CCH
H17‐25‐093‐Service,HISTOLOGICALSERVICES
6,222,811.21 10/1/2017 9/30/2021 Open
H‐O‐HWATERTECHNOLOGY,INC. CCH
H17‐72‐108Service,WaterTreatmentServicesforStroger,Provident,
andOFHC
346,462.79 4/1/2018 9/30/2021 Open
ABBOTTLABORATORIES CCH
H18‐25‐033‐Supply,ReagentsandCartridgesforChemistryand
CoagulationTestingPerformedatPoint
ofCare
777,524.78 10/1/2018 9/30/2021 Open
CARDINALHEALTH414LLC CCH
H18‐25‐069‐Service,RentalReagentforAIX1000automatedRPR
analyzerandconsumables
171,414.36 10/1/2018 9/30/2021 Open
ANCHORMECHANICALINC CCH
H18‐72‐078‐Service,BoilerandChillerMaintenanceandrepairat
StrogerandOFHC
2,262,639.00 10/1/2018 9/30/2021 Open
CARESTREAMDENTALLLC CCH
H18‐76‐0128‐SERVICE,9300‐CWARRANTYPACKAGE
27,000.00 10/1/2018 9/30/2021 Open
EPPERSONCONSULTING CCH
H19‐25‐0041
SoleSourceforOpioidScreening
90,000.00 10/1/2019 9/30/2021 Open
AMERICANCOLLEGEOFOBSTETRICIANSANDGYNECOLOGIS
T
CCH
H19‐25‐0075‐Service,VoluntaryReviewofQualityofCare
65,000.00 10/1/2019 9/30/2021 Open
EPPERSONCONSULTING CCH
H20‐25‐0061‐Services,ConsultingServices
90,000.00 10/1/2019 9/30/2021 Open
ANNAJCARVALHOCONSULTANTLLC CCH
H20‐25‐0063‐SERVICE,PROJECTCONSULTAN
T
88,005.00 10/1/2020 9/30/2021 Open
MIDWESTSALTLLC CCH
H20‐25‐0178‐Supply,bulkroadsalt
29,942.50 10/1/2020 9/30/2021 Open
STERISCORPORATION CCH
H20‐25‐0189‐Supply,PartsforSurgicalTables
30,166.39 10/1/2020 9/30/2021 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0202‐SERVICE,CONTENTMANAGEMENTINTEROPERABILITY
SERVICES(CMIS)SOFTWARELICENSING
46,390.02 10/1/2020 9/30/2021 Open
JOSEPHINEMARTEY CCH
H21‐25‐0006‐SERVICES,PROJECTCOORDINATORIPHIDIABETIS
PREVENTIONPROGRAM
39,250.00 10/1/2019 9/30/2021 Open
TEMPLEFITNESSIICORPORATION CCH
HA20‐040‐SERVICES,
MASTERTRAINERCONSULTANTFORTHEIPHI
DPPCHICAGOCARESPROGRAM
1,875.00 10/1/2020 9/30/2021 Open
CDWGOVERNMENTLLC CCH
HA20‐098‐SERVICE,CBTNUGGETSLICENSE
22,312.50 10/1/2020 9/30/2021 Open
EVOQUAWATERTECHNOLOGIES CCH
HA20‐101‐Service&Supply,PreventiveMaintenanceonChemistry
AnalyzersandFilterCartridges
10,927.62 8/1/2019 9/30/2021 Open
KELSEYMOORE CCH
Service,ConsultantServiceAgreement
100,000.00 10/10/2017 10/9/2021 Open
SHREDITUSALLC CCH
H17‐25‐0021‐SHREDDINGSERVICE
S
461,980.39 10/26/2020 10/27/2021 Open
JOCELYNM.SALES CCH
H20‐25‐0214‐SERVICES,DIRECTOROFADVANCEPRACTICE
REGISTEREDNURSERESIDENCY
87,360.00 11/1/2018 10/30/2021 Open
VOYCE CCH
H18‐25‐079‐SERVICE,VIDEOREMOTEINTERPRETATIONANDVOICE
ONLYINTERPRETATION
2,250,000.00 7/1/2014 10/31/2021 Open
KONICAMINOLTABUSINESSSOLUTIONSUSAINC CCH
H14‐25‐037‐SERVICE,LEASINGOFMULTI‐FUNCTIONALDIGITAL(MFD)
PHOTCOPIERSONACOSTPERCOPYBASIS
3,092,998.48 11/1/2017 10/31/2021 Open
ASAFEHAVENFOUNDATION CCH
H17‐72‐111‐Service,SNOWREMOVALJSH,PHCC,CCDPH
1,933,908.45 11/1/2018 10/31/2021 Open
NTHRIVE,INC CCH
H18‐25‐068
‐SERVICE,PHYSICIANSBILLINGANDCODING
6,600,000.00 11/1/2018 10/31/2021 Open
JUBILANTDRAXIMAGERADIOPHARMACIESINCRADIOPHARM
A
CCH
H18‐25‐102,Supplies,TriadIsotopesRadiopharmaceuticals
2,674,321.39 11/1/2018 10/31/2021 Open
TRANSLOGICCORPORATION CCH
H18‐72‐090‐Service,MaintenanceandRepairofPneumaticTube
SystematStrogerHospital
294,000.00 11/1/2019 10/31/2021 Open
GARTNER,INC CCH
H19‐25‐0160ServiceSubscriptionBasedResearchExecutiveServices
188,944.00 9/1/2020 10/31/2021 Open
STREETSAMARITANS CCH
H20‐25‐0152‐Service,Outreachtoenrollhomelessincountycareand
flexhousingpool
124,127.00 5/1/2021 10/31/2021 Open
DIALYSISCARE
CENTERMANAGEMENT,LLC CCH
H21‐25‐0121,SERVICE,PERITONEALDIALYSISNURSESTAFFING
RESOURCES
75,000.00 12/3/2018 11/2/2021 Open
WILLIAMGFRANTZ CCH
H18‐25‐0155‐Service,Consultant
100,000.00 11/3/2019 11/2/2021 Open
MICROFOCUS(US),INC. CCH
H19‐25‐0152‐SERVICE,MAINTENANCEANDSUPPORTFORRUMBA
SOFTWARE
22,776.20 4/6/2020 11/5/2021 Open
INDEPENDENTLIVINGSYSTEMS,LLC CCH
H20‐25‐069‐Service,EmergencyHomeDeliveredMeal
s
5,700,000.00 11/16/2020 11/15/2021 Open
PRECISIONAIRPRODUCTSCOMPANY CCH
HA21‐004Service+Supply,HEPAFilterandInstallationSupervision
16,874.00 5/20/2021 11/19/2021 Open
CHRISTINEBISSLER CCH
H21‐25‐0149‐SERVICE,COVID‐19VACCINEPROJECTMANAGER
44,156.32 11/24/2020 11/23/2021 Open
AMBRAHEALTH CCH
H20‐25‐0216‐Service,AmbraSuiteSubscriptionforDiagnosticImaging
Reports,andImplementationServices
83,000.00 12/1/2017 11/30/2021 Open
CROSSCOUNTRYSTAFFINGINC CCH
H17‐25‐114‐SERVICE,NURSEAGENCYSERVICES
5,404,924.27 12/1/2017 11/30/2021 Open
BARTON‐CAREYMEDICALPRODUCTSINC CCH
CNV_CUSTOMBURNGARMENTSONSITE
140,572.63 12/1/2018 11/30/2021 Open
BIO‐RADLABORATORIES,INC. CCH
ContractH18‐25‐137BioRadQCMaterialsChemistry
495,028.20 10/1/2012 11/30/2021 Open
SCHWABREHABHOSPITAL CCH
H12‐25‐068Service,ACUTEINPATIENTREHABILITATIONTHERAPY
1,071,693.96 10/20/2014 11/30/2021 Open
TRISTATEDENTALSUPPLIES&EQUIPMENTINC. CCH
H14‐25‐0128‐Supplies,PharmaceuticalDental
107,750.12 11/1/2014 11/30/2021 Open
MEDIDAL,INC CCH
H14‐25‐045‐Service,
CNVPHARMACYPRESCRIPTIONCLAIMS
PROCESSINGSERVICES
3,360,978.20 3/1/2015 11/30/2021 Open
KEYSTONEADVISORSOFILLINOISLLC CCH
H15‐25‐037‐SERVICE,TEMPORARYEMPLOYMENTAGENC
Y
1,006,223.13 12/1/2016 11/30/2021 Open
GEPRECISIONHEALTHCARELLC CCH
H16‐25‐124‐SERVICE,CLINICALENGINEERING(BIOMEDICAL)SERVICE
18,625,377.51 12/1/2016 11/30/2021 Open
ATOSDIGITALHEALTHSOLUTIONS,INC CCH
H16‐25‐129‐SERVICES,CUSTOMIZEDWEB‐BASEDTRAINING
398,700.42 12/1/2016 11/30/2021 Open
NEUROCAREINC CCH
H17‐25‐021‐SERVICE,DIAGNOSTICSLEEPLABORATORYSERVICES
3,464,875.92 6/1/2017 11/30/2021 Open
MEDSPEEDLLC CCH
H17‐25‐064_Service,CourierServicefortheDeliveryofLabSamples
1,483,720.30 8/15/2017 11/30/2021 Open
PICKENS‐KANEMOVING&
STORAGECO CCH
H17‐25‐098Service,MoveManagementandMovingServices
1,429,908.00 12/1/2016 11/30/2021 Open
ANCHORMECHANICALINC CCH
H17‐72‐016‐Service,JSHREFRIGERATION&VENTILATION
EQUIPMENT/MAINT/REPAIR
8,081,978.90 12/1/2017 11/30/2021 Open
MAXIMHEALTHCARESERVICESINC CCH
H18‐25‐008‐Service,TemporaryStaffing
27,341,185.85 12/1/2018 11/30/2021 Open
INTEGRATEDPHARMACYSERVICES,INC. CCH
H18‐25‐0156‐Service,340BIndependentAudit
147,000.00 12/1/2018 11/30/2021 Open
BAKER,DONELSON,BEARMAN,CALDWELL&BERKOWITZ,PC CCH
H18‐25‐
088‐LEGALCONSULTING(CORPORATECOMPLIANCE)
150,000.00 12/1/2018 11/30/2021 Open
PINNACLEENTERPRISERISKCONSULTINGSERVICESLLC CCH
H18‐25‐090‐Service,ProfessionalConsutling
300,000.00 12/1/2018 11/30/2021 Open
STRATEGICMANAGEMENTSERVICES,LLC CCH
H18‐25‐091‐SERVICE,PROFESSIONALCONSULTING(CONSULTING
COMPLIANCE)
1,000,000.00 12/1/2017 11/30/2021 Open
KORESAE,LLC CCH
H18‐25‐114‐Service,TemporaryStaffing
20,555,026.39 11/30/2017 11/30/2021 Open
VILLAGEOFOAKPARK CCH
H18‐25‐126‐Service,LeadPrevention
318,550.00 12/1/2017 11/30/2021 Open
CITYOFCHICAGO CCH
H18‐25‐127,Service‐Abatement
781,005.84 12/1/2017 11/30/2021 Open
CITYOFEVANSTON CCH
H18‐76‐0017‐Service,LeadPrevention
153,900.00 4/1/2019 11/30/2021 Open
CARMINATICONSULTINGINC CCH
H19‐25‐0047‐Services,CaseManagementApplicationEnhancement
116,500.00 5/6/2019 11/30/2021 Open
HIQANALYTICS,LLC CCH
H19‐25‐0073‐Service,ProfessionalConsultantServices
80,000.00 6/1/2019 11/30/2021 Open
MORGANWESTCORPORATION CCH
H19‐25‐0081‐Service,SQLanalysisofproviderdata,validation,and
completion
ofdatafiles
149,000.00 9/1/2019 11/30/2021 Open
NORTHWESTERNMEDICALFACULTYFOUNDATION CCH
H19‐25‐0118‐Service,MaternalFetalMedicine
118,710.01 12/1/2018 11/30/2021 Open
PARATASYSTEMSLLC CCH
H19‐25‐035_ParataSytems_AutomatedPharmacy
600,000.00 12/1/2019 11/30/2021 Open
CHARLESHWINTERSTEEN&ASSOCIATES CCH
H20‐25‐0002‐Service,PreparationandFilingofH1‐BPetitionsforCCH
Physicians
60,000.00 12/1/2019 11/30/2021 Open
PAULVBEDDOEGOVERNMENTAFFAIRSLLC CCH
H20‐25‐0022‐Service,HealthcarePolicyConsulting,Administration
&
GovernmentAffairs
150,000.00 12/1/2018 11/30/2021 Open
STORAGESOLUTIONSTECHNOLOGYGROUP,INC CCH
H20‐25‐0031‐Service,hardwareandsoftwareformultipleCDBurners
48,774.00 1/1/2020 11/30/2021 Open
INTEGRATEDSOLUTIONSCONSULTINGCORPORATION CCH
H20‐25‐0060‐Service,MedicalCountermeasure(MCM)Operational
ReadinessReview(ORR)
25,000.00 5/1/2020 11/30/2021 Open
BCTCONSULTING,INC. CCH
H20‐25‐0133‐SERVICE,COVID‐19CONTENTDEVELOPMENT,
MAINTENANCEANDSUPPORT
82,380.00 12/1/2020 11/30/2021 Open
EPSTEINBECKER&GREEN
P.C. CCH
H20‐25‐0179‐Service,MentalHealthParityLegalServices
149,000.00 12/1/2020 11/30/2021 Open
EVERSIGHT CCH
H20‐25‐089‐SUPPLY,CORNEALTRANSPLANTPRODUCTANDSUPPLIES
300,000.00 12/1/2020 11/30/2021 Open
AJILONLLC CCH
H20‐25‐124‐SERVICE,TEMPORARYSTAFFING
250,000.00 12/1/2020 11/30/2021 Open
THEHEALTHLAWCONSULTANCYLLC CCH
H21‐25‐0010‐Service,LegalServicesRelatedtoAdministrationof
MedicareAdvantage
149,000.00 12/1/2020 11/30/2021 Open
MAYOCOLLABORATIVESERVICESLLC CCH
H21‐25‐0012‐Service,
AnatomicPathologyConsultsandReferenceLab
Testing
100,000.00 12/1/2020 11/30/2021 Open
UNIVERSITYOFILLINOIS CCH
H21‐25‐004‐Service,ProvidingNeuropathologyattending,
dermatopathologyattending,andteachingandconsultingservices
285,600.00 4/1/2021 11/30/2021 Open
ALEKSANDARLKRUNICM.DS.C. CCH
H21‐25‐0120,SERVICE‐DERMATOLOGYCONSULTANTFORTHE
MICROGRAPHICSURGERY(MOHS)CLINIC
67,200.00 5/1/2021 11/30/2021 Open
ELRODFRIEDMANLLP CCH
H21‐25‐0144‐Service,LegalServices
75,000.00 12/1/2020 11/30/2021 Open
SALDEMARSOLUTIONS,
LLC CCH
H21‐25‐016‐SERVICE,PROFESSIONALCONSULTINGSERVICES
769,684.40 12/1/2019 11/30/2021 Open
ACCURATEBIOMETRICS,INC. CCH
HA20‐009‐Services,LiveScanFingerprintingandIdentityServices
4,440.00 8/1/2020 11/30/2021 Open
GEORGEBEECHAM CCH
HA20‐092‐SERVICES,TRAVELEXPENSESFORCDCPUBLICHEALTH
ASSOCIATE
1,020.00 12/1/2020 11/30/2021 Open
CHICAGOAREAAUTOPSYSERVICESINC CCH
HA20‐116‐Service,Backupautopsyservices
24,999.00 11/16/2020 11/30/2021 Open
DONALDJBOLGER CCH
HA20‐117‐SERVICES,PUBLICHEALTHINFORMATIONOFFICER
SUPPORT
24,950.00 11/18/2020 11/30/2021 Open
KYUNGSOOKLEE CCH
HA21‐003‐SERVICES,PDNURSE
11,000.00 12/1/2020 11/30/2021 Open
NATALIYASHUMYLO CCH
HA21‐005‐SERVICES,PEDIATRICECHOCARDIOGRAPHER
10,000.00 12/1/2020 11/30/2021 Open
CRIBSFORKIDS,INC CCH
HA21‐007‐Service,ProvideCribKitstoCountycareMembers
24,999.00 12/9/2019 12/8/2021 Open
CJLRESOURCESLLC CCH
H20‐25‐0030‐Service,BusinessEnterpriseVendorOutreach
96,000.00 12/10/2020 12/9/2021 Open
LIFELINESOFTWAREINC CCH
HA20‐060‐Service,‐RadcalcUpgradePackage
21,495.00 12/15/2017 12/14/2021 Open
ARCOSENVIRONMENTALSERVICESINC CCH
H18‐
25‐110,Service‐LeadAbatementandMitigation
1,317,485.25 12/15/2017 12/14/2021 Open
A&BENVIRONMENTA
L
CCH
H18‐25‐111‐Service,LeadAbatement
1,268,287.50 2/4/2021 12/15/2021 Open
MICHAELMOSKOWITZ CCH
H21‐25‐0065‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
106,610.04 2/4/2021 12/15/2021 Open
JESSICAMOORE CCH
H21‐25‐0066‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 2/4/2021 12/15/2021 Open
DIANACHAIDEZ CCH
H21‐25‐0067‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 2/2/2021 12/15/2021 Open
CHRISTOPHERMORGAN CCH
H21‐25‐0072‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 2/4/2021 12/15/2021 Open
BRIANMARSHALL CCH
H21‐25‐0073‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
106,610.04 2/4/2021 12/15/2021 Open
SHARONERJOHNSON CCH
H21‐25‐
0074‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 2/4/2021 12/15/2021 Open
ANGELAMCKENZIE CCH
H21‐25‐0076‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 2/4/2021 12/15/2021 Open
CARLETAALSTON CCH
H21‐25‐0077‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
85,000.00 2/4/2021 12/15/2021 Open
BIANCARICHARDSON CCH
H21‐25‐0078‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES
75,000.00 3/2/2021 12/15/2021 Open
SHERMANABUNCH CCH
H21‐25‐0122‐SERVICE,COVID‐19
VACCINESITEMANAGEMENT
SERVICES,VACCINESITEMANAGER
85,000.00 12/16/2016 12/16/2021 Open
TELETRACKINGTECHNOLOGIES,INC. CCH
CNV_CAPACITYMANAGEMENTSUITEBEDTRACKING
1,665,304.00 12/17/2018 12/16/2021 Open
METROPOLITAN1,LLC CCH
H18‐25‐147‐Service,ValetParking
1,500,000.00 12/21/2020 12/20/2021 Open
SPECIALTYCONSULTING,INC. CCH
H20‐25‐0213Service,ExteriorFacadeAssessmentoftheCCH
AdministrationBuilding
38,943.00 12/22/2018 12/21/2021 Open
PHARMEDIUMSERVICESLLC CCH
H18‐25‐042‐Suppy,VariousCompoundedPharmaceuticals
600,000.00 12/22/2020 12/21/2021 Open
MEDONECAPITAL,
INC. CCH
H20‐25‐0136‐EQUIPMENT,SCRUBEXSURGICALSCRUBSLINEN
CONTROL
54,696.00 11/17/2020 12/30/2021 Open
SCORPIADOYLE CCH
H20‐25‐0218‐SERVICES,REGISTEREDNURSE(RN)ONCALLFOR
PERITONEALDIALYSIS
36,000.00 12/30/2020 12/30/2021 Open
EXECUTIVEINFORMATIONSYSTEMS,LLC CCH
H21‐25‐0009‐SERVICE,ANNUALMAINTENANCETOSUPPORT
STATISTICALANALYSISSOFTWAREANDUSERUPGRADE
28,102.50 7/1/2014 12/31/2021 Open
MHNACOLLC CCH
CNV_CAREMANAGEMENTANDSHAREDSAVINGS
83,206,433.32 4/1/2016 12/31/2021 Open
CHRYSALISCONSULTINGGROUP
INC CCH
ContractH16‐25‐0031ChrysalisGroup
500,000.00 1/1/2019 12/31/2021 Open
ABBOTTLABORATORIES/HOSPITALPRODDIV CCH
ContractH18‐73‐077AbbottGPORRAform2000instrument
3,694,320.48 5/1/2015 12/31/2021 Open
TELERENTLEASINGCORPORATION CCH
H15‐25‐059‐SERVICES,TELEVISIONTELE‐LEASINGIMPLEMENTATION
977,600.14 4/1/2018 12/31/2021 Open
VALENCEHEALTH CCH
H15‐25‐144‐Service,CountyCareClaims
#############
#
7/1/2015 12/31/2021 Open
COREMECHANICALINC CCH
H15‐72‐079‐Service,MaintenanceandRepairofPumpsand
CompressorsatProvidentHospital
356,270.00 11/1/2015 12/31/2021 Open
CAREFUSIONSOLUTIONS,LLC CCH
H15‐76‐0123‐Equipment,ImpressConnectSystem
45,000.00 11/1/2015 12/31/2021 Open
CAREFUSION2200,INC CCH
H15‐76‐0123‐ServiceandEquipment,ImpressConnectSystem
45,000.00 1/10/2017 12/31/2021 Open
ARXIUMINC CCH
H16‐25‐084‐Service,MaintenanceforProprietaryEquipmentat
CermakPharmacy
663,682.85 9/1/2016 12/31/2021 Open
MEDICALHOMENETWORK CCH
H16‐25‐133‐Service,CareManagementRealTimeAlertsandAnalytics
19,132,126.15 2/1/2016 12/31/2021 Open
MEDICALHOMENETWORK CCH
H16‐73‐032‐MedicalHomeNetwork‐PCPscopeofservice
5,070,000.00 1/1/2018 12/31/2021 Open
BESSEMEDICALSUPPLY CCH
H17‐25‐095‐Service,SpecialtyPharmacyDistribution
4,701,349.96 1/1/2017 12/31/2021 Open
JOHNSONCONTROLSINC CCH
H17‐72‐031‐Service,Testing,Maintenance,andRepairofBuilding
Automation,Security,Fire
Alarm,andRadioTransmission
5,901,590.45 1/1/2018 12/31/2021 Open
NORTHWESTHOUSINGPARTNERSHIP CCH
H18‐25‐0006‐Service,LeadHazardReduction
128,760.00 1/1/2018 12/31/2021 Open
NEIGHBORHOODHOUSINGSRVCSCHGOINC CCH
H18‐25‐0007‐Service,ApplicationProcessingLeadHazardReduction
131,200.20 7/1/2018 12/31/2021 Open
CATALYSTCONSULTINGGROUPINC CCH
H18‐25‐0018‐SoleSourceContractforJobTrackerEnhancement
System
94,710.00 1/1/2019 12/31/2021 Open
LABRXINTERIORS,INC. CCH
H18‐25‐0136,Service,MedicalPackingUnitDose,andPharmacy
PackagingSolutions
74,385.00 1/1/2019 12/31/2021 Open
GREATLAKESMEDICAIDINC CCH
H18‐25‐094‐SERVICE,PROVIDEASSISTANCEFORFAVORABLE
DETERMINATIONFORSYSTEMPATIENTSWITHFEDERALANDSTATE
PROGRAMS
3,600,000.00 1/1/2019 12/31/2021 Open
OLYMPUSAMERICAINC CCH
H18‐25‐136_OlympusAmerican,Inc._Service
3,386,490.96 1/1/2019 12/31/2021 Open
SOFTCOMPUTERCONSULTANTSINC. CCH
H18‐25‐141‐SERVICE,SYSTEMWIDESOFTWAREANDHARDWARE
UPGRADES,SOFTWARESUPPORTANDMAINTENANCE,CONSULTING
ANDTRAINING
3,261,880.07 1/1/2019 12/31/2021 Open
ALCONVISION,LLC CCH
H19‐25‐002OphathalmologySupplies,Equipment,Supportand
Maintenance
1,960,290.00 1/1/2020 12/31/2021 Open
KOFFELMEDICALSUPPLYINC CCH
H19‐25‐0025‐SERVICE,PERITONEALDIALYSISPROGRAM
149,000.00 1/1/2019 12/31/2021 Open
BAUSCH
&LOMB CCH
H19‐25‐003‐GoodsandServices,OphthalmologySupplies,Equipment
andRelatedSupportandMaintenance
1,246,425.00 1/1/2020 12/31/2021 Open
YMCAOFMETROPOLITANCHICAGO CCH
H20‐25‐0017‐Service,AccesstoMembershipCentersforMorecare
Patients
25,000.00 1/1/2021 12/31/2021 Open
HYLANDLLC CCH
H20‐25‐0028‐Service,PacsScanSoftwareLicense
36,432.00 1/1/2021 12/31/2021 Open
HYLANDLLC CCH
H20‐25‐0028Service,‐PacsScanSoftwareLicense
36,432.00 1/1/2021 12/31/2021 Open
HYLAND
SOFTWAREINC CCH
H20‐25‐0028Services,‐PacsScanSoftwareLicense
36,432.00 1/1/2021 12/31/2021 Open
IRHYTHMTECHNOLOGIES,INC. CCH
H20‐25‐0193‐SERVICE,CARDIACMONITORING
60,000.00 6/1/2020 12/31/2021 Open
HEKTOENINSTITUTEFORMEDICALRESEARCH CCH
H20‐25‐093‐SERVICE,ADMINISTRATIONOFCONTRACTSFOR
COMMUNITYBASEDORGANIZATIONS(CBOs)ILLINOISDEPARTMENT
OFPUBLICHEALTH(IDPH)COVID‐19CONTACTTRACINGGRANT
6,025,996.00 1/1/2021 12/31/2021 Open
DONALDJBOLGER CCH
H21‐25‐0060
‐SERVICES,PUBLICHEALTHINFORMATIONOFFICER
SUPPORT
115,050.00 1/15/2021 12/31/2021 Open
NICOLESANKOWSKI CCH
H21‐25‐0106‐SERVICES,SOCIALMEDIAANDWEBDEVELOPMENT
CONSULTANT
47,520.00 11/1/2020 12/31/2021 Open
KELSEYMOORE CCH
H21‐25‐0153‐SERVICES,SPECIALPROJECTSASSISTANT,COVID‐19
CONTACTTRACINGINITIATIVE
45,000.00 1/1/2021 12/31/2021 Open
LEGALAIDCHICAGO CCH
H21‐25‐021‐Service,LegalServicestoRemedyHealthNeeds
175,000.00 1/1/2021 12/31/2021 Open
NORAWYNN CCH
HA21‐027‐SERVICES,GRANTWRITING
CONSULTAN
T
3,000.00 8/4/2020 1/13/2022 Open
SAFERFOUNDATION CCH
H20‐25‐0180‐SERVICE,COORDINATORSUPPORTIMPLEMENTATION
OFTHEWOMEN
SREENTRYINITIATIVE
70,000.00 1/15/2020 1/14/2022 Open
EBSCOINDUSTRIES,INC. CCH
H20‐25‐0015‐SERVICE,NURSEREFERENCEPLUSANDCINAHL
COMPLETE
122,050.00 2/1/2017 1/31/2022 Open
BAXTERHEALTHCARECORPORATION CCH
CNV_ANNUALUSAGE&MAINTENANCEFEESFOREXISTING
EQUIPMENT
56,981.40 2/1/2016 1/31/2022 Open
VIZIENTINC CCH
CNV_SAFETYINTELLIGENCESOFTWARE&PATIENTSAFETY
ORGANIZATIONSERVICES
149,500.00 2/1/2016 1/31/2022 Open
TECHREFRIGERATIONSERVICE CCH
H16‐72‐018:PREVENTIVEMAINTENANCE&REPAIROFREFRIGERATION
‐
PHCC
502,364.70 2/1/2016 1/31/2022 Open
ADVANCEDBOILERCONTROLSERVICES,INC. CCH
H16‐72‐019‐Service,MaintenanceandRepairsofBoilerSystemat
Provident
294,771.79 2/6/2017 1/31/2022 Open
Q‐MATICCORPORATION CCH
H17‐25‐029‐Service,SupportandMaintenanceforExistingEquipment
andtoMigrateNewSoftwarePlatform
148,357.57 2/1/2019 1/31/2022 Open
KATENAPRODUCTS,INC. CCH
H18‐25‐106DisposableandReusableOphthalmologyInstruments
257,117.14 2/1/2019 1/31/2022 Open
GLOBALHEALTHCAREEXCHANGELLC CCH
H19‐25‐025‐SERVICE,GHXSOURCINGANDCONTRACTSSOFTWARE
SUBSCRIPTIONANDSUPPORT
557,744.73 2/1/2021 1/31/2022 Open
RSMUSLLP/MCGLADREYLLP CCH
H20‐25‐0151‐SERVICE,AUDITENGAGEMENTSERVICESFORPROJECT
NO.16‐030
60,000.00 2/1/2020 1/31/2022 Open
MEDONECAPITAL,INC. CCH
H20‐25‐031‐SERVICE,CONSENTTRANSFERAGREEMEN
T
190,044.00 2/1/2021 1/31/2022 Open
INSIGHTDIRECTUSA,INC CCH
H21‐25‐0089‐SERVICE,SMARTSHEETENTERPRISEPLANPLUS
SUPPORTLICENSEDUSERSANDTRAINING‐PROJECTMANAGEMENT
TOOL
19,530.00 3/22/2021 1/31/2022 Open
LARRYD.MUSE CCH
H21‐25‐0108‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
85,000.00 4/5/2021 1/31/2022 Open
CAROLYNELEE CCH
H21‐25‐0109‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/22/2021 1/31/2022 Open
PAMELAFOWLER CCH
H21‐
25‐0110‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/22/2021 1/31/2022 Open
URSULAJENISEHARRIS CCH
H21‐25‐0112‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITEMANAGER
85,000.00 3/11/2021 1/31/2022 Open
ANTHONYLROAN CCH
H21‐25‐0113‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
106,610.40 3/22/2021 1/31/2022 Open
DANIELASANTOS CCH
H21‐25‐0114‐SERVICE,COVID‐19VACCINESITE
MANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/22/2021 1/31/2022 Open
CORDELLBARNES CCH
H21‐25‐0115‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
106,610.40 3/22/2021 1/31/2022 Open
LESLIEDUAH CCH
H21‐25‐0116‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/22/2021 1/31/2022 Open
MATTHEWLHOWARD CCH
H21‐25‐0117‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITEMANAGER
85,000.00 3/22/2021 1/31/2022 Open
RENEAMUNOZ CCH
H21‐25
‐0118‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/22/2021 1/31/2022 Open
CRYSTALLWINSTON CCH
H21‐25‐0119‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITEMANAGER
85,000.00 1/25/2021 1/31/2022 Open
EBM,INC CCH
H21‐25‐019_JanitorialCleaningServices,AmendmentNo.1
252,000.00 2/1/2021 1/31/2022 Open
METAPHRASISLANGUAGE&CULTURALSOLUTIONS,LLC CCH
HA21‐028‐SERVICES,INTERPRETATIONANDTRANSLATION
10,000.00 2/4/2021 2/3/2022 Open
LINANDPATEL,LLC CCH
H21‐25‐0086‐Service,LegalServicesinCrtificateofNeed,Medicare/
MedicaidAuditandAppealsProjects
149,000.00 2/26/2020 2/25/2022 Open
POLYMEDCOINC CCH
HA20‐030‐Service,MaintenanceofPathfastcardiacbiomarker
analyzer1807D3217
7,790.25 3/2/2017 2/28/2022 Open
CASTLEBRANCHINC CCH
CNV_EMPLOYMENTSCREENINGSANDREFERENCECHECKS
97,181.15 3/1/2019 2/28/2022 Open
CARMINATICONSULTINGINC CCH
ComplianceIssueTrackingTool
241,717.80 3/27/2017 2/28/2022 Open
DENVERSOLUTIONS,LLC CCH
H17‐25‐0022‐Supplies,Vancomycin,Mitomycin,
Moxifloxacin
52,400.45 3/1/2017 2/28/2022 Open
HEALTHMANAGEMENTSERVICESINC CCH
H17‐25‐039‐SERVICE,DURABLEMEDICALEQUIPMENTANDSERVICE
1,569,087.02 3/1/2018 2/28/2022 Open
BECKMANCOULTERINC CCH
H18‐25‐125‐Service&Supply,FlowCytometryEquipmentRentaland
Reagents
978,610.66 9/1/2019 2/28/2022 Open
SETENVIRONMENTALINC CCH
H19‐25‐090‐ServiceDurandBuildingDecontaminationandCleanup
308,916.67 3/1/2021 2/28/2022 Open
DESMAN,INC CCH
H21‐25‐0004‐ServiceAEFacilityConditionAssessmentof
theStroger
HospitalParkingGarage
73,709.23 4/8/2021 2/28/2022 Open
CYNTHIASTANDLEY CCH
H21‐25‐0130‐SERVICE,COVID‐19VACCINESITEMANAGEMENT
SERVICES,VACCINESITE
75,000.00 3/1/2020 2/28/2022 Open
LEICAMICROSYSTEMSINC CCH
HA20‐022‐Service,PreventativeMaintenanceandRepairServiceon
LeicaCM1950Instruments
8,316.00 3/1/2020 2/28/2022 Open
GETINGEUSASALES,LLC CCH
Product,CoronaryArteryBypassGraftsAndEquipment
335,052.00 3/10/2021 3/9/2022 Open
AFFILIATEDENGINEERS,INC CCH
H21‐25‐0043‐PSA,ProvidentHospitalParkingGarageEmergency
DuressSystems
70,900.00 3/10/2021 3/9/2022 Open
PARATASYSTEMSLLC CCH
HA21‐031‐Service,Removal&RelocationofMinSystemsand
Upgrade/MaintanenceofMaxSystem
15,500.00 4/1/2018 3/31/2022 Open
ABBOTTLABORATORIES/HOSPITALPRODDIV CCH
ContractH18‐25‐015BloodGlucoseMonitors,
diabetesconsumables
andsupplies
2,561,103.50 4/1/2019 3/31/2022 Open
MPULSEMOBILE,INC CCH
ContractH19‐25‐041textandemailmessagingoutreach
976,607.00 10/1/2016 3/31/2022 Open
SMITHGROUPJJR,INC CCH
H16‐25‐148‐Service,Architectural,Engineering,andConstruction
AdministrationServicesforRegionalOutpatientClinics
1,952,434.48 4/1/2016 3/31/2022 Open
STENSTROMPETROLEUMSERVICES,INC. CCH
H16‐72‐076‐Service,inspection,cleaning,maintenanceandrepairsfor
fueltanksstroger,core,ofhc
275,158.00 4/1/2017 3/31/2022 Open
ITXM
DIAGNOSTICS CCH
H17‐25‐038‐Service,therapeuticapheresisservices
346,576.45 4/1/2019 3/31/2022 Open
MEDIMPACTHEALTHCARESYSTEMSINC CCH
H18‐25‐145,H18‐25‐146‐Service,MedimpactPBM
984,402,829.50 4/1/2018 3/31/2022 Open
IMPERIALPARKING(U.S.),LLC CCH
H18‐72‐034‐Service,ManagementofParkingFacilitiesatStroger,
Provident,SatelliteLots
11,708,601.00 4/1/2019 3/31/2022 Open
HOPETECHNOLOGYANDEDUCATIONCENTER CCH
H19‐25‐0030HopeTechnologyandEducationCenter‐Basic
understaning/operationsofcomputerhardware/softwaretraining.
120,000.00 4/1/2019 3/31/2022 Open
AUDAIREHEALTHINC CCH
H19‐25‐0043Service,ProvisionofRealTimePrescriptionAuditData
100,000.00 4/1/2019 3/31/2022 Open
NUVASIVECLINICALSERVICESMONITORING,INC CCH
H19‐25‐027‐Service,IntraoperativeNeuropsychologicalMonitoring
270,000.00 4/1/2020 3/31/2022 Open
BCTCONSULTING,INC. CCH
H20‐25‐0135‐SERVICE,SOCIALMEDIAADVERTISINGFORTOBACCO
PREVENTION,SEXUALLYTRANSMITTEDINFECTIONSANDLEAD
POISONINGPREVENTION
101,650.00 4/1/2021 3/31/2022 Open
QUICK
LEONARDKIEFFERINTERNATIONA
L
CCH
H21‐25‐064,SERVICE,ExecutiveSearchServices
200,000.00 4/1/2021 3/31/2022 Open
IMEDCOAMERICALTD CCH
HA21‐029‐Service,RFDoorServiceandTestingforMRIShieldat
Stroger
5,000.00 4/22/2019 4/22/2022 Open
AICURE,LLC CCH
HA19‐043VideoDirectObservedTherapy;TotalAmount$9,900.00
9,900.00 5/1/2016 4/30/2022 Open
BAYERHEALTHCARELLC CCH
CNV_STELLANTSYRINGES
1,105,587.85 5/1/2016 4/30/2022 Open
AVTEXSOLUTIONSLLC CCH
H16‐25‐061‐Service,Software,Hardware&Implementationfor
Outbound
IVRServices
253,579.40 5/1/2016 4/30/2022 Open
JOHNSONCONTROLSFIREPROTECTIONLP CCH
H16‐25‐075‐Service,FireSuppression,Extinguisher,andAlarmSystem
Testing
1,406,969.26 5/1/2017 4/30/2022 Open
HOLABIRD&ROOTLLC CCH
H17‐25‐074‐Service,ArchitecturalDesignServicesforHealthClinics,
DialysisCenter
1,190,391.72 5/1/2018 4/30/2022 Open
CIOXHEALTH CCH
H18‐25‐048‐SERVICE,THIRDPARTYRECORDCOPYSERVICES
0 5/1/2018 4/30/2022 Open
MILLIMAN,INC. CCH
H18‐25‐052‐Service,ActuarialServices
forCountycare
4,844,845.00 5/1/2019 4/30/2022 Open
SIGHTSCIENCES,INC. CCH
H19‐25‐0080OMNIDisposableDevice
145,000.00 5/1/2019 4/30/2022 Open
ELEKTAINC CCH
H19‐25‐0086‐Service,SoftwareLicensesandSupportforMetriq
CancerRegistryProgram
63,848.00 5/1/2019 4/30/2022 Open
STRYKERSALESCORPORATION CCH
H19‐25‐036‐Supplies:CraniomaxillofacialProducts
3,000,000.00 5/1/2019 4/30/2022 Open
INTERNATIONALBUSINESSMACHINESCORPORATION CCH
H19‐25‐049‐SERVICE,SOFTWARE,SERVICE,MICROMEDEXPHARMACY
SOFTWARELICENSING,SUPPORTANDMAINTENANCE
264,121.44 5/1/2021 4/30/2022 Open
COLLEGEOFAMERICANPATHOLOGISTS CCH
H21‐25‐0098‐Service,CAPeFRMSoftware,Support,andTraining
40,000.00 5/1/2021 4/30/2022 Open
SPECIALTYCONSULTING,INC. CCH
H21‐25‐023,ProfessionalServicesAgreementforEnvironmental
AssessmentatOakForestHealthCampus,CCHAdministrationBuilding,
CCDPHForestPark,andProvidentHospital
2,069,819.60 5/15/2019 5/14/2022 Open
VERATHONINC CCH
H19‐25‐0079‐SUPPLIES,GLIDESCOPESSUPPLIES
728,528.00 6/1/2019 5/30/2022 Open
9WHALOOPCOLPDBAANGELICA CCH
H19‐25‐042‐Service,LaundryandLinenManagementService
7,090,996.00 6/1/2017 5/31/2022 Open
ILLINOISDEPARTMENTOF
PUBLICHEALTH CCH
H17‐25‐109‐SERVICE,NEWBORNMETABOLICSCREENING(PKU)
848,322.01 6/1/2019 5/31/2022 Open
FUJIREBIODIAGNOSTICS,INC. CCH
H19‐25‐0082‐Supply,serodiatp*pakits
87,543.00 6/1/2019 5/31/2022 Open
CDWGOVERNMENTLLC CCH
H19‐25‐039‐SERVICE,MICROSOFTENTERPRISEAGREEMEN
T
7,421,500.12 6/1/2019 5/31/2022 Open
CDWGOVERNMENTLLC CCH
H19‐25‐040‐SERVICE,MICROSOFTSERVERCOREENROLLMEN
T
703,913.68 6/1/2019 5/31/2022 Open
LINCOLNPARKDIALYSISSERVICESINC CCH
H19‐25‐046‐SERVICES,LINCOLNPARKDIALYSISSERVICESINCDBA
DAVITAINC
1,158,600.00 6/1/2019 5/31/2022 Open
CANNONDESIGN,INC. CCH
H19‐25‐049Service,Healthcarearchitecturalconsultingservices
812,194.00 6/1/2020 5/31/2022 Open
MELISSAAWILSON CCH
HA20‐057‐SERVICES,PEDIATRICECHOCARDIOGRAPHER
20,000.00 6/1/2015 6/15/2022 Open
DEVICORMEDICALPRODUCTSINC CCH
H15‐73‐062‐Supply,BiopsySuppliesforStereotacticBiopsy
ProceduresIncludingCapital
Placement
322,418.27 6/29/2019 6/28/2022 Open
CDWGOVERNMENTLLC CCH
H19‐25‐064‐Service,CRMEnterpriseSoftware
465,377.61 7/1/2011 6/30/2022 Open
ARAMARKSERVICES,INC. CCH
ContractH11‐72‐055Aramark
3,976,830.86 7/1/2019 6/30/2022 Open
ARTECENVIRONMENTAL CCH
ContractHA19‐047Artecanestheticwastegastest
18,000.00 7/1/2017 6/30/2022 Open
REHABCAREGROUPEASTINC CCH
H17‐25‐073‐SERVICE,REHABILITATIONTHERAP
Y
1,237,296.76 7/1/2018 6/30/2022 Open
WOLFMEDICALSUPPLY,INC. CCH
H18‐25‐041‐Supply,DisposableInfusionPumps
390,000.00 7/1/2018 6/30/2022 Open
CLARKEENVIRONMENTALMOSQUITOMANAGEMEN
T
CCH
H18‐25‐044‐Service,MosquitoAbatementServices
650,000.00 7/1/2019 6/30/2022 Open
TECHSOFTWARE,LLC CCH
H19‐25‐0072_TechSoftwareLLC
81,075.00 7/1/2019 6/30/2022 Open
DATIXUSAINC CCH
H19‐25‐065ColeSourceforSafetyIntelligenceSoftwareforDeptof
QualityandPatientSafety
378,359.37 7/1/2019 6/30/2022 Open
CENTAURIHEALTHSOLUTIONSINC CCH
H19‐25‐072‐Service,SSI/SSDImemberEligibilityandEnrollment
3,800,000.00 7/1/2019 6/30/2022 Open
OPTUM360LLC CCH
H19‐25‐078‐
SERVICE,CHARGEMASTERSOFTWAREFORCOMPLIANCE
MEDICARESERVICES
231,763.00 7/1/2020 6/30/2022 Open
UNIVERSITYOFILLINOISMEDICALCTR CCH
H20‐25‐0137‐ProgramAddendum,PediatricDepartment
169,231.00 7/1/2020 6/30/2022 Open
NORTHSHOREUNIVERSITYHEALTHSYSTEM CCH
H20‐25‐0140‐ProgramAddendum,EndocrinologyDepartment
96,818.00 7/1/2020 6/30/2022 Open
UNIVERSITYOFILLINOIS@CHICAGO CCH
H20‐25‐076,Service‐ProgramAddendumtoCooperativeEducation
MasterAgreementfortheDivisionofOtolaryngology
558,950.00 7/1/2020 6/30/2022 Open
UNIVERSITY
OFILLINOISMEDICALCTR CCH
H20‐25‐077‐Service,ProgramAddendumtoCooperativeEducation
MasterAgreementfortheDepartmentofMedicine,Divisionof
Nephrology
410,803.00 7/1/2019 6/30/2022 Open
ABSMED,INC. CCH
HA19‐086‐Supplies,Surgical
24,000.00 3/1/2015 7/14/2022 Open
VARIANMEDICALSYSTEMS,INC CCH
H14‐25‐020‐Service,SoftwareSupport&MaintenanceforAria/Eclipse
RadiologicalEquipment
2,775,005.78 8/1/2017 7/31/2022 Open
HOUSINGFORWARD CCH
H17‐25‐094‐SERVICE,HOUSING
SUPPORTIVESERVICES
784,011.10 8/1/2019 7/31/2022 Open
SMITHSMEDICALASD,INC CCH
H18‐25‐039‐Supply,ParaguardIntrauterineContraceptionDevices
(IUD)
375,000.00 8/1/2019 7/31/2022 Open
SMITHSMEDICALASD,INC CCH
H18‐25‐040‐Supply,Mifepre
x
2,000,000.00 8/1/2019 7/31/2022 Open
KONEINC CCH
H19‐25‐0103‐Service,MaintenanceandRepairofEleavtorsin
ProfessionalBuilding
142,560.00 8/1/2019 7/31/2022 Open
AMERIWATER,LLC CCH
H19‐25‐0109‐SERVICE,LALTESTING
30,778.49 3/1/2020 8/1/2022 Open
ILLINOISCOUNCILOFHEALTHSYSTEMPHARMACISTS CCH
HA20‐065‐SERVICES,EDUCATIONALACTIVITIESFORPHARMACISTS
24,999.00 8/17/2020 8/16/2022 Open
AARETE,LLC CCH
H20‐25‐101‐SERVICE,CONTRACTRE‐NEGOTIATIONSSERVICES
5,692,000.00 8/31/2017 8/30/2022 Open
ORACLEAMERICA,INC. CCH
H17‐25‐101‐SERVICE,ORACLETALENTMGM'TCLOUD&APP.USER
PERPETUALSOFTWAREUPDATELIC.&SUPPORT
839,589.28 9/1/2019 8/30/2022 Open
UNIVERSITYOFILLINOIS@CHICAGO CCH
H20‐25‐051‐SERVICE,QUALITATIVERESEARCHPROJECT,
MONITORINGREALTIMEOPIOIDEVENTS
525,513.00 9/1/2019 8/31/2022 Open
UNIVERSITYOFCHICAGOHOSPITALS,THE(INC) CCH
H19‐25‐0124‐Service,ReferenceLaboratoryServices
48,960.00 9/1/2019 8/31/2022 Open
PACESYSTEMS,INC. CCH
H19
‐25‐0145‐SERVICE,INSTALLATIONOFSECURITYCAMERAAND
SERVERSINTHEWOODLAWNANDMORTONEASTCLINICS
32,633.45 9/1/2019 8/31/2022 Open
INOTHERPEUTICSLLC CCH
H19‐25‐079‐SERVICE,INHALEDNITRICOXID
E
1,507,356.00 9/1/2019 8/31/2022 Open
STARSURGICALINC CCH
H19‐25‐086‐Supplies,WittmannPatch,SkinProtectivePlates,and
RetentionGuards
280,280.00 9/1/2019 8/31/2022 Open
FIRSTTRANSIT,INC. CCH
H19‐25‐108‐Service,Non‐emegencyMedicalTransportation
(Medicaid)
104,319,353.00 10/1/2020 8/31/2022 Open
HEKTOENINSTITUTEFORMEDICALRESEARCH CCH
H20‐25‐0219‐SERVICE,COUNTYCARECLAIMSDATAANALYS
T
38,962.33 10/1/2019 8/31/2022 Open
TASCINC CCH
H20‐25‐035‐SERVICE,ASSESSMENT,PLANNINGANDIMPLEMENTING
DIVERSIONPROGRAMS
450,000.00 9/1/2020 8/31/2022 Open
ILLINOISCOUNCILOFHEALTHSYSTEMPHARMACISTS CCH
HA21‐010‐SERVICES,EDUCATIONALACTIVITIESFORPHARMACISTS
18,421.00 9/15/2020 9/14/2022 Open
METAPHRASISLANGUAGE&CULTURALSOLUTIONS,LLC CCH
HA20‐095‐SERVICE,TRANSLATIONSERVICESFORMEDICALAND
MARKETINGMATERIALS
24,500.00 10/1/2019 9/30/2022 Open
DEVELOPMENTDIMENSIONSINTERNATIONAL,IN
C
CCH
H19‐25‐0135,ServiceContractForEmployeeEducation
140,000.00 10/1/2019 9/30/2022 Open
GUARDIANINSURANCE CCH
H19‐25‐054‐Service,MedicaidDentalandVisionBenefits
Management
172,535,204.00 10/1/2019 9/30/2022 Open
CENTURIONSERVICEGROUP,LLC CCH
H19‐25‐088‐EQUIPMENT,REVENUEGENERATINGCONTRACTFOR
SALEORAUCTIONOFASSETSTHROUGHSUPPLIER
5,250.00 10/1/2019 9/30/2022 Open
CEPHEID CCH
H19‐25‐099‐Supply,ReagentsConsumables,andControlsfor
ImmunoassayTesting
522,093.08 10/1/2019 9/30/2022 Open
BEHAVIORAL
HEALTHINNOVATIONS(DBALORRIERICKMANJONES) CCH
H20‐25‐0062‐Services,EvaluationServices
108,085.00 10/1/2019 9/30/2022 Open
CHICAGOCHILDREN'SADVOCACYCENTER CCH
H20‐25‐0065‐CONSULTATIONFORTHEDOJOVCPROJECTCHILD
GRANT
48,900.00 10/1/2019 9/30/2022 Open
HOYLETONYOUTH&FAMILYSERVICES CCH
H20‐25‐0066‐SERVICES,CONSULTATIONSERVICESPROJECTC.H.I.L.D
GRANT
39,051.00 10/1/2019 9/30/2022 Open
BESTRONGFAMILIES,NFP CCH
H20‐25‐0081‐Service,ConsultationServices
48,900.00 10/1/2019 9/30/2022 Open
EVERTHRIVE
ILLINOIS CCH
H20‐25‐0117‐SERVICE,CONSULTATIONSERVICES
39,000.00 10/1/2020 9/30/2022 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0225‐SERVICE,ENOVATEMAINTENANCEANDSUPPORTOF
RHYTHMANDMEDBINMANAGEFOREHRMOBILEWORKSTATION
39,700.00 10/1/2019 9/30/2022 Open
UNIVERSITYOFILLINOIS@CHICAGO CCH
H20‐25‐036‐SERVICE,STAFFING,TRAININGANDCONSULTING
PROJECTCHILDGRANT
396,457.00 10/1/2019 9/30/2022 Open
PARTNERSHIPFORRESILIENCE CCH
HA20‐031‐SERVICES,CONSULTATIONFORTHEDOJ
OVCPROJECT
C.H.I.L.DGRANT
6,000.00 10/1/2020 9/30/2022 Open
CDWGOVERNMENTLLC CCH
HA20‐099‐SERVICE,RUMBAMICROFOCUS
24,320.80 9/30/2018 10/4/2022 Open
BOBBYEWRIGHTCOMPREHENSIVEBEHAVIORALHEALTHCENTER,INC CCH
H19‐25‐019‐Service,MobileCrisisTeamsandMentalHealthSupport
352,677.00 10/15/2019 10/14/2022 Open
RESPIRATORYTECHNOLOGIES,INC. CCH
H19‐25‐0156‐Supply,DisposableRespiratoryVests
30,000.00 10/25/2019 10/24/2022 Open
CUSTOMDATAPROCESSING,INC. CCH
H20‐25‐0025‐Service,MobileSoftware,
Support,Maintenanceon
EnvironmentalHealthInspectionsSoftware
93,309.00 11/1/2019 10/31/2022 Open
EXPERIANHEALTH CCH
H19‐25‐010‐SERVICE,WEB‐BASEDSYSTEMTODETERMINEELIGIBILITY
FORBENEFITPROGRAM
268,140.00 12/1/2019 10/31/2022 Open
BAYERHEALTHCARELLC CCH
H19‐25‐0142BAYERHEALTHCAREPHARMACEUTICALS
375,000.00 11/1/2019 10/31/2022 Open
BIOMETMICROFIXATION CCH
H19‐25‐0144‐Supplies,TempromandibularStockJointReplacement
SystemforTotalJointReplacement
145,000.00 11/1/2019 10/31/2022 Open
INMARRXSOLUTIONS CCH
H19‐25‐087‐Service,PharmacyReconciliation
400,000.00 11/1/2019 10/31/2022 Open
QUIDELCORPORATION CCH
H19‐25‐089‐Supply,MicrobiologyReagentsfortheCulturingof
InfluenzaViruses
599,952.30 11/1/2019 10/31/2022 Open
ARTHREXINC CCH
H20‐25‐002‐SUPPLIES,ARTHROSCOPY,SHOULDERIMPLANTS,
ORTHOPEDICSUPPLIES,ANDBIOLOGICS
645,000.00 11/1/2019 10/31/2022 Open
PROGRESSPORCELAINDENTALLAB CCH
H20‐25‐0023‐Supplies;DentalCrowns,Bridges,Denturesand
Porcelain
149,999.00 11/1/2019 10/31/2022 Open
CDWGOVERNMENTLLC CCH
H20‐76‐0008‐SERVICES,INFOBLOXSECURITYSERVICES
123,964.23 11/1/2019 10/31/2022 Open
JONES&CLEARYROOFINGCO. CCH
HA19‐103‐Service,PowerhouseRoofMaintenance
15,000.00 11/1/2019 10/31/2022 Open
STRECK,INC CCH
HA19‐119‐Service,ExtendedWarrantyonDiseaseCube30TouchESR
Analyzer
9,000.00 11/16/2019 11/15/2022 Open
TELEXYHEALTHCAREINC CCH
H21‐25‐0048Service‐QpathEUniversalEnterpriseLicenseYearlySub
andRemoteTraining
42,000.00 11/20/2017 11/19/2022 Open
MCKESSONPHARMACYSYSTEMS CCH
H17
‐25‐085‐SERVICE,LICENSING,MAINTENANCE,SUPPORTAND
HARDWAREUPGRADESFORTHEMCKESSONENTERPRISERX
PHARMACYSYSTEM
3,243,431.30 12/1/2016 11/30/2022 Open
ATOSHEALTHCARESERVICESLLC CCH
H16‐25‐174‐SERVICES,PROFESSIONALSERVICESFORINFORMATION
TECHNOLOGY(IT)STAFFINGANDSUPPORT
67,906,168.59 12/1/2016 11/30/2022 Open
RUSHUNIVERSITYMEDICALCENTER CCH
H17‐25‐044:RENALBIOPSIES,CONSULTS&CONFERENCEMODERATION
676,186.40 12/1/2019 11/30/2022 Open
TELEFLEXLLC CCH
H19‐25‐0105‐Supply,EZ
‐IONeedlesandSupplies
145,000.00 8/12/2019 11/30/2022 Open
ALPHA‐TECSYSTEMS,INC. CCH
H19‐25‐0125‐Supply,NAC‐PACAFBMycobacteriumReagents
86,263.00 12/1/2019 11/30/2022 Open
CIVCORADIOTHERAPY CCH
H19‐25‐0129‐Supply,RadiotherapyDisposables
144,000.00 12/1/2019 11/30/2022 Open
SENTACTLLC CCH
H19‐25‐0133_RoundingSoftware,LicenseandTraining
147,200.00 12/1/2019 11/30/2022 Open
OFFICEDEPOTINC CCH
H19‐25‐077‐SuppliesandServices,OfficeSupplies
1,491,083.64 12/1/2019 11/30/2022 Open
STERISINSTRUMENTMANAGEMENTSERVICES,INC CCH
H20‐25‐001‐Service,
SPDManagementOutsourcingandSupport
Services
3,082,500.00 12/1/2019 11/30/2022 Open
DUTCHOPHTHALMIC,USA,INC. CCH
H20‐25‐0021‐Supplies,Ophthalmolgy
149,999.00 1/27/2020 11/30/2022 Open
NATIONALPEERREVIEWCORPORATION CCH
H20‐25‐0050‐PeerReviewfor13ThoracicSurgeryCase
s
39,600.00 12/1/2019 11/30/2022 Open
GEHEALTHCAREIITSUSACORP. CCH
H20‐25‐010‐Service,CentricityPacsSoftwareSupportandUpgrades
4,802,292.00 12/1/2019 11/30/2022 Open
VISIONRTINC. CCH
H20‐25‐011‐Service,MaintenancesupportandupgradesforVisionRT
system
209,319.00 12/1/2020 11/30/2022 Open
SAVRXCHICAGOINC CCH
H21‐25‐006‐Service,PharmacyCallCenterBasedatCCH‐Stroger
Campus
2,460,008.93 12/9/2019 12/8/2022 Open
PRAXAIRHEALTHCARESERVICES,INC. CCH
H20‐25‐023‐
SERVICE,MEDICALGAS
1,200,000.00 10/1/2016 12/15/2022 Open
MEDONECAPITAL,INC. CCH
H16‐76‐139‐EQUIPMENT,MEDONELEASEFORALARISPUMPSWITH
CAREFUSION
3,689,305.56 1/1/2020 12/31/2022 Open
THEGUARDIANLIFEINSURANCECOMPANYOFAMERICA CCH
H19‐25‐052‐Service,MedicareDentalandVisionBenefits
Management
3,655,103.00 1/1/2020 12/31/2022 Open
ALLIEDWASTEDBAREPUBLICSERVICES CCH
H19‐25‐103‐Service,WasteRemovalServicesThroughoutCCH
3,305,014.02 1/1/2020 12/31/2022 Open
FIRSTTRANSIT,
INC. CCH
H19‐25‐113‐Service,Non‐emergencyMedicalTransportation
(Medicare)
6,144,000.00 1/1/2021 12/31/2022 Open
UNITEDSHOCKWAVESERVICES,LTD CCH
H20‐25‐0165‐Service,MobileLithotripsyEquipment,Radiologist
OperatorandOtherIncidentalServicesandSuppliestoPerform
LithotripsyProcedures
110,000.00 1/1/2020 12/31/2022 Open
PRESSGANEYASSOCIATESINC CCH
H20‐25‐018‐Service,TargetedEmployeeEducation
351,778.00 1/1/2020 12/31/2022 Open
HELENALABORATORIESCORP CCH
H20‐25‐021‐Supply,ReagentRental
AgreementforSPIFEandQuick
ScanTouchInstruments
240,320.25 1/1/2020 12/31/2022 Open
MEDIMPACTHEALTHCARESYSTEMSINC CCH
H20‐25‐026‐Service,ClaimsReimbursementstoMedicareProviders
andAdministrativeCosts
13,030,256.00 2/13/2019 12/31/2022 Open
MADELIVERYINNOVATIONS,INC. CCH
Service‐MAInnovations,Inc.(MADI)CountyCare,Developmentand
ManagementServiceAgreement
5,859,882.00 1/10/2021 1/9/2023 Open
PHILIPSHEALTHCARE,DIVISIONOFPHILIPSNORTHAMER CCH
H21‐25‐0046‐Service,UronavFusianBiopsySystem2.0
75,600.00 10/1/2015 1/31/2023 Open
CAREFUSION CCH
H15‐25‐102‐Service,CNV_PYXISMEDSTATIONLEASE&SUPPORT
AGREEMENT
10,500,392.83 2/1/2020 1/31/2023 Open
VITALDATATECHNOLOGYLLC CCH
H17‐25‐029‐Service,MedicaidHEDISReporting
1,265,700.00 2/1/2020 1/31/2023 Open
VALUEMEDINC CCH
H20‐25‐0054‐SERVICE,RENTALOFV60NIVVENTILATORWITHSTAND
118,440.00 2/1/2020 1/31/2023 Open
VITALDATATECHNOLOGYLLC CCH
H20‐25‐030‐Service,MedicareHEDISreportin
g
652,500.00 2/1/2021 1/31/2023 Open
POLYMEDCOINC CCH
HA21‐019‐Service,MaintenanceofPathfastCardiacBiomarker
Analyzer1711D3096
7,790.25 2/29/2020 2/28/2023 Open
THECHICAGOLIGHTHOUSE CCH
H20‐25‐033‐SERVICE,PATIENTTELEPHONICSUPPOR
T
3,000,000.00 3/1/2020 2/28/2023 Open
ACUMEDINC CCH
H20‐25‐042‐OrthopedicandBiologicalSuppliesforSurgeries
1,900,000.00 3/1/2020 2/28/2023 Open
CARDINALHEALTH200,LLC CCH
H20‐25‐060‐Supply,reagents,service,usageofbactecfxinstruments
584,076.78 3/1/2020 2/28/2023 Open
CINTASCORPORATION CCH
H20‐25‐068‐Service+Supply,MicroFiberMops,CleaningSupplies,
FloorMatandCarpetRunnerCleaning+Rental
1,158,107.00 4/1/2016 3/31/2023 Open
ABBOTTLABORATORIES CCH
H16‐25‐057‐
Suppy,ABBOTTDIAGNOSTICDIVISIONARCHITECT4
3,195,401.49 4/4/2018 3/31/2023 Open
3MHEALTHINFORMATIONSYSTEMSINC CCH
H18‐25‐036,Service,SoftwareSupport,Maintenanceand
Enhancements
4,475,898.87 4/1/2020 3/31/2023 Open
REDHAWKFIRE&SECURITY CCH
H20‐25‐0069‐Service,SecurityCameraLicenses,Support,andserver
forProvidentHospital
37,186.00 4/1/2020 3/31/2023 Open
ORASURETECHNOLOGIESINC CCH
H20‐25‐055‐Supply,OraquickAdvanceRapidHIV1/2Kitsand
Controls
151,500.00 4/1/2020 3/31/2023 Open
CLEANEARTHENVIRONMENTALSOLUTIONS,INC. CCH
H20‐25‐063‐WasteRemovalforMedical,Hazardous,Sharpsand
PharmaWaste
1,640,742.36 4/1/2020 3/31/2023 Open
RISARCCONSULTING,LLC CCH
SERVICE,H20‐25‐056,PHYSICIANANDFACILITYBILLINGANDCODING
ANDCLAIMSMANAGEMENTSERVICESUSINGARTIFICIALINTELLIGENCE
(AI)SOFTWARE
18,000,000.00 5/1/2020 4/30/2023 Open
CARDINALHEALTH200,LLC CCH
H20‐25‐006‐Supply,DistributionofLaboratorySuppliesand
Products
3,000,000.00 5/1/2020 4/30/2023 Open
POLYMEDCOINC CCH
H20‐25‐053‐Supply,Reagents,Bottles,andUSageofAnalyzerforFecal
ImmunochemicalTesting
600,000.00 2/1/2020 4/30/2023 Open
UNIVERSITYOFILLINOIS CCH
H20‐25‐062‐Service,CareCoordination
2,116,000.00 5/1/2020 4/30/2023 Open
INTERSTATEELECTRONICSCOMPANY CCH
H20‐25‐070‐Service,maintenanceandrepairofnursecalland
overheadpaging,stroger
277,100.00 5/1/2021 4/30/2023 Open
BAUERLATOZASTUDIOLTD CCH
H21‐25‐044_PSA,_Design_of_Roof_Replacement_for_JHS_Hospital
905,190.00 5/18/2020 5/17/2023 Open
INTELLIGENTPOWERSOLUTIONS
INC CCH
HA20‐050‐Service,PreventativeMaintenance,Battery,&Fan
ReplacementForUPSonPathologyInstruments
22,350.00 6/1/2018 5/31/2023 Open
DIAGNOSTICASTAGO CCH
H18‐25‐043
(SupplementtoGBPA77000033209)DiagnoscaStago‐
BPApartONLY
882,927.40 6/1/2018 5/31/2023 Open
DIAGNOSTICASTAGO CCH
H18‐25‐043
Supply&Service,RentalReagentAgreementfor4
CoagulationAnalyzers,Maintenance,andrelatedConsumables
870,156.88 6/1/2020 5/31/2023 Open
VUAANT,INC CCH
Service,H20‐25‐0080‐Cares.aiSaasPlatform
79,000.00 2/17/2020 6/17/2023 Open
CARDOSIKIPERDESIGNGROUPINC CCH
ContractH20‐25‐019‐Service,WayfingdingandSignageDesignand
ImplementationforStrogerHospital
819,000.00 7/17/2019 6/30/2023 Open
AMERICANNURSESASSOCIATION,INC CCH
H20‐25‐0026,Service‐ConsultingPractice
TransitionAccreditation
Program("PTAP")Designation
51,200.00 7/1/2020 6/30/2023 Open
MOISESLANDSCAPING CCH
H20‐25‐0149‐SERVICE,LANDSCAPINGSERVICEFORACHNCLINCS
45,600.00 8/1/2020 7/31/2023 Open
CARDINALHEALTH108LLC CCH
H20‐25‐0155‐Supply,PharmaceuticalDrugSituro
120,000.00 10/1/2020 7/31/2023 Open
STRYKERSPINE CCH
H20‐25‐046‐SUPPLIES,ORTHOPEDICUPPEREXTREMITIESAND
TRAUMA
2,562,000.00 8/1/2020 7/31/2023 Open
CURASCRIPTSPECIALTYDISTRIBUTIONINC CCH
H20‐25‐087‐Supply,InternalUterineDevicesIUDNexplanon
375,000.00 8/1/2020 7/31/2023 Open
SHRINERSHOSPITALSFORCHILDREN CCH
H20‐25‐090‐
SERVICE,PART‐TIMEPEDIATRICORTHOPEDICSURGEON
600,000.00 8/1/2019 7/31/2023 Open
CARESTREAMDENTAL,LLC CCH
HA19‐108,SERVICE‐WARRANTYAGREEMEN
T
4,600.00 8/27/2020 8/26/2023 Open
MSDSONLINEINC. CCH
H20‐25‐0209‐SERVICE,MSDSONLINE
55,434.00 9/1/2020 8/31/2023 Open
WRIGHTMEDICALTECHNOLOGYINC CCH
H20‐25‐045‐Supply,Orthopedicsupplies
488,000.00 9/1/2020 8/31/2023 Open
ARTHREXINC CCH
H20‐25‐047Supplies‐OrthopedicUpper/LowerExtremitiesSupplies
378,000.00 9/1/2020 8/31/2023 Open
ARTHREXINC CCH
H20‐25‐047‐Supplies,OrthopedicSupplies
378,000.00 9/1/2020 8/31/2023 Open
CDWGOVERNMENTLLC CCH
H20‐25‐107‐SERVICE,CYNERIOVALORMAINTENANCEANDSUPPORT
171,564.00 9/25/2020 9/24/2023 Open
VIZIENTINC CCH
H20‐25‐024‐SERVICE,
CONTRACTLABORMANAGEMENTFORNURSE
REGISTRY
24,000,000.00 10/1/2018 9/29/2023 Open
HRDI CCH
H19‐25‐0012‐Service,BehavioralHealthServices
560,084.00 9/30/2019 9/29/2023 Open
TASCINC CCH
H20‐25‐007‐Services,ForParternshipOutreachCoordinatorsand
AdministratorsforPreventativeOpioidOverdoseDeaths
1,081,624.00 10/1/2018 9/30/2023 Open
CITYOFCHICAGO CCH
H19‐25‐0059_MOA_CityofChicagoPolice
314,600.00 10/1/2020 9/30/2023 Open
PHILIPSHEALTHCARE,DIVISIONOFPHILIPSNORTHAMER CCH
H20‐25‐0170‐Service,MaintenanceforDynacadSystem
42,000.00 11/1/2020 10/31/2023 Open
MEDTRONIC
USAINC CCH
H20‐25‐012‐SUPPLIES,SPINALCORDSTIMULATIONPRODUCTS
565,000.00 11/1/2020 10/31/2023 Open
CDWGOVERNMENTLLC CCH
H20‐25‐0226‐SERVICE,INFOSEC
129,600.00 11/1/2020 10/31/2023 Open
MOISESLANDSCAPING CCH
H20‐25‐088‐SERVICE,SNOWREMOVAL,SALTINGANDSANDINGFOR
ACHNCLINICS
176,400.00 11/1/2020 10/31/2023 Open
UPTODATE,INC. CCH
H20‐25‐123‐SERVICE,ONLINECLINICALINFORMATIONRESOURCE
LICENSING,MAINTENANCEANDSUPPORT
963,423.63 11/1/2020 10/31/2023 Open
INTERLACEHEALTH,LLC CCH
H20‐25‐126‐Service,
SoftwareLicensingMaintenanceAndSupportFor
ElectronicConsent.
277,776.00 11/1/2020 10/31/2023 Open
BAYLISMEDICALUSA,INC. CCH
H20‐76‐0215‐EQUIPMENT&SUPPLIES,BMCRADIOFREQUENCY
PUNCTUREGENERATORANDDISPOSABLES
30,000.00 8/7/2009 11/30/2023 Open
BANCOFAMERICANATLASSOCLEASING&CAPTL CCH
09‐41‐252‐SERVICE,EQUIPMENTLEASING
42,042,804.82 7/1/2016 11/30/2023 Open
SYSTEMINNOVATORSDIV/N.HARRISCOMPUTER CCH
H16‐25‐078‐SERVICE,SOFTWARELICENSES&PROFESSIONAL
SERVICESTOIMPLEMENTINOVAHERM
50,410.59 8/1/2016 11/30/2023 Open
VECNATECHNOLOGIESINC CCH
H16‐25‐111‐SERVICES,CENTRALREGISTRATIONTRAILKIOSKPROJECT
653,806.72 12/1/2018 11/30/2023 Open
AMERISOURCEBERGENDRUGCORPORATION CCH
H18‐25‐105,Supplies,PrimePharmaceuticalDistributor
400,000,000.00 12/1/2020 11/30/2023 Open
RELIASLLC CCH
H20‐25‐0014‐SERVICE,VIRTUALSOLUTIONSFORCLINICIAN
PROFICIENCY
76,563.99 12/1/2020 11/30/2023 Open
CARDIOVASCULARSYSTEMS,INC. CCH
H20‐25‐0194‐SUPPLY,ATHERECTOMYCATHETERS,TIPSAND
LUBRICANTSUPPLIES
145,000.00 12/1/2020 11/30/2023 Open
ARGON
MEDICALDEVICES,INC. CCH
H20‐25‐119‐Supply,RetrievableFilters&Accessories
300,000.00 12/1/2020 11/30/2023 Open
JOHNSONCONTROLSINC CCH
H20‐76‐109‐Supply,ConsumablesforCuddlesInfantMonitoring
System
36,300.00 12/1/2020 11/30/2023 Open
COOKRADIATIONONCOLOGY,S.C. CCH
H21‐25‐001‐Service,RadiationOncologyServices
14,999,499.00 12/1/2020 11/30/2023 Open
PARATASYSTEMSLLC CCH
H21‐25‐003‐Service,MaintenanceforProprietaryEquipmentat
CermakPharmacy
769,650.00 12/1/2020 11/30/2023 Open
DIALYSISCARECENTERMANAGEMENT,
LLC CCH
H21‐25‐011,SERVICE,MANAGEMENTANDOPERATIONOFTHERENAL
DIALYSISCENTERATPROVIDENTHOSPITAL
8,427,311.00 12/1/2020 11/30/2023 Open
DAYSPRINGPROFESSIONALJANITORIALSERIVCESINC CCH
H21‐25‐012‐SERVICE,JANITORIALCLEANINGSERVICES
5,049,668.95 12/1/2020 11/30/2023 Open
KUMARANMUTHUMUDALIAR CCH
HA21‐002‐Service,DermatologyPathologyPhysicianConsultant
Services
10,800.00 1/1/2021 12/31/2023 Open
DAVISBANCORPINC CCH
H20‐25‐0160‐Service,ArmoredCarServices
63,300.00 1/1/2021 12/31/2023 Open
ABBOTTLABORATORIES CCH
H20‐25‐100‐SUPPLY,PACEMAKERS,ATRIALSEPTALDEFECT(
ASD)
CLOSURES,DRUGELUTINGTENTS,CAROTIDSTENTS,EMBOLIC
PROTECTION,PCIGUIDEWIRESANDANGIOPLASTYBALLOONS
6,690,000.00 1/1/2021 12/31/2023 Open
RADIOMETERAMERICA CCH
H21‐25‐020‐ServiceandSupply,Reagents,Consumables,andLease
for6BloodGasAnalyzers
884,941.20 1/1/2021 12/31/2023 Open
QUESTDIAGNOSTICSINC CCH
H21‐25‐034_SERVICE,REFERENCELABORATORYTESTING
5,909,032.11 1/11/2021 1/10/2024 Open
ADVANCEDACCELERATORAPPLICATIONSUSA,INC CCH
H20‐25‐103‐Supply,NetspotGalliumGA
68Dotatate
262,500.00 2/1/2019 1/31/2024 Open
BIO‐RADLABORATORIES,INC. CCH
H19‐25‐015‐Supplie,Bioplex2200multiplexinganalyzer
967,407.45 2/1/2021 1/31/2024 Open
ATTESTHEALTHCAREADVISORSLLC CCH
H21‐25‐0047‐Service,URACPHarmacyMeasureDataValidation
Conduction
34,500.00 2/1/2021 1/31/2024 Open
LABMETRICSINC CCH
H21‐25‐005‐Service,SterileProductsQualityAssuranceandTesting
Program
411,000.00 3/1/2016 2/28/2024 Open
BECKMANCOULTERINC CCH
H16‐25‐007‐Service,LabAutomationEquipment,Reagents,
Services
andSoftware
10,998,252.29 3/1/2021 2/28/2024 Open
WESTPHYSICSCONSULTINGLLC CCH
H21‐25‐037‐Service,PhysicsandRadiationSafetyProfessional
Services
985,381.00 3/1/2021 2/28/2024 Open
BOXWOODTECHNOLOGYINCORPORATEDTEST CCH
H21‐25‐053_SERVICE,MAINTENANCEANDENHANCEMENTSFORJOB
POSTINGSYSTEM
165,000.00 3/1/2021 2/29/2024 Open
ADCOSERVICES,INC CCH
H21‐25‐0082‐Service,DisposalofRadioactiveSourcesandLead
Aprons
60,000.00 3/1/2021 2/29/2024 Open
BOSTONSCIENTIFICCORPORATION CCH
H21‐25‐046‐SUPPLY,
PERIPHERALINTERVENTIONAL,UROLOGY,
GYNECOLOGY,CORONARYANDENDOCSCOPYSURGICALSUPPLIES
3,745,000.00 3/1/2021 2/29/2024 Open
1UPHEALTH,INC. CCH
H21‐25‐050‐Service,CMSPatientAccessandInteroperabilityFinal
RuleIntegration
4,360,000.00 3/1/2021 2/29/2024 Open
AMANDASKLEINMANMD CCH
HA21‐001,SERVICES,DERMATOLOGYPSYCHIATRICCONSULTING
14,400.00 1/1/2016 3/31/2024 Open
FIRSTAMERICANEQUIPMENTFINANCE CCH
H16‐25‐014‐Service,lease‐lineagreement
24,377,732.13 4/1/2018 3/31/2024 Open
ALTORFERINDUSTRIESINC CCH
H18‐72‐133Service‐Preventivemaintenance,
Repairs,LoadBank
TestingforEmergencyBackupGeneratorsatJSHandCoreCenter
462,413.87 4/1/2021 3/31/2024 Open
TRIOSE,INC. CCH
H21‐25‐035‐Service,PharmacyRXDeliveryService
3,000,000.00 4/1/2021 3/31/2024 Open
STERISINSTRUMENTMANAGEMENTSERVICES,INC CCH
H21‐25‐047‐Service,InstrumentRepair,CaseCartRepair,Retractor
Refurbishment
1,098,675.00 5/1/2019 4/30/2024 Open
CAREFUSIONSOLUTIONS,LLC CCH
H19‐25‐004‐Service,Rentalof3PyxisMedstationMedication
DispensingSystemsforProvident
223,200.00 5/17/2021 5/16/2024 Open
SYNTELLISPERFORMANCESOLUTIONS,LLC CCH
H21‐25‐063,SERVICE,HEALTHCARESPECIFICBUDGETINGAND
FINANCIALREPORTINGSYSTEM
953,000.00 6/1/2019 5/31/2024 Open
BIO‐RADLABORATORIES,INC. CCH
H19‐25‐069‐Service&Supply,ReagentKitsandRentalof2D‐100HB
testingsystemsand1D‐10HbA1canalyzer
1,064,374.20 6/28/2019 6/27/2024 Open
PITNEYBOWESINC CCH
H19‐25‐0057
‐Service,PostageMachineandMailTracke
r
113,794.80 9/1/2019 8/31/2024 Open
LABORIEMEDICALTECHNOLOGIESCORP. CCH
H19‐76‐0101‐Equipment,AquariusCTUrodynamicSystemand
SonestaProcedureTable
43,996.00 11/1/2022 10/31/2024 Open
STRYKERSALESCORPORATION CCH
H20‐76‐110‐Service,Procare
78,067.92 12/1/2020 10/31/2024 Open
MIZUHOOSI CCH
H20‐76‐120‐Equipment,ShippingandServiceCostforEquipment(2)
SpinalTableSystems
48,695.90 11/18/2019 11/17/2024 Open
JOHNSONCONTROLSSECURITYSOLUTIONS CCH
HA20‐004‐Service,InstallationandServiceofWirelessFireAlarm
RadioatBlueIslandHealthCenter
5,550.00 12/1/2019 11/30/2024 Open
WWGRAINGERINC CCH
H19‐25‐063‐Supply,InstitutionalSuppliesforMaintenance,Repair,
andOperations
15,000,000.00 1/1/2020 12/31/2024 Open
EVOLENTHEALTHLLC CCH
H19‐25‐053‐Service,MedicareThirdPartAdministrativeServices
423,302,632.00 1/1/2020 12/31/2024 Open
QUADIENTINC CCH
HA20‐018‐SERVICE,POSTAGE
METER,MAINTENANCEAND
INSTALLATION/TRAINING
4,572.00 1/15/2020 1/14/2025 Open
MCDERMOTTCENTER CCH
H20‐25‐072‐SERVICE,PROGRAMSTAFF,RECOVERYHOMESERVICES,
TRANSPORTATIONFORTHECOOKCOUNTYOFFENDERREENTRY
PROGRAM
818,885.00 1/15/2020 1/14/2025 Open
CHESTNUTHEALTHSYSTEMINC CCH
H20‐25‐073‐DataCollectionandEvaluationServicesfortheCook
CountyOfenderReentryProgram(CCORP)Grant
425,000.00 1/31/2020 2/1/2025 Open
MIDWAYVASCULAR,INC. CCH
H20‐25‐0012‐Supply,Vascular
BloodFlowLaboratory
33,600.00 3/13/2020 3/12/2025 Open
ABBOTTRAPIDDIAGNOSTICSINFORMATICS,INC CCH
H20‐25‐0057‐Service,SoftwareLicensesandSupportforSiemens
HealthineersClinitekStatusConnectModule
57,901.50 3/16/2022 3/15/2025 Open
IRADIMEDCORP. CCH
H21‐25‐0055‐IradimedCorporationServicePremiummaintenance
agreementoonMRIIVPumppackage
40,060.00 4/1/2021 3/31/2025 Open
TIGERCONNECTINC CCH
H21‐25‐010‐SERVICE,ENTERPRISESECUREMESSAGINGANDMOBILE
COMMUNICATIONS
3,010,475.00 7/1/2020 6/30/2025 Open
PAYMENTUS
CORPORATION CCH
H20‐25‐0145‐SERVICE,PATIENTBILLINGBYINTERACTIVETELEPHONE
VOICERESPONSESYSTEM(IVR)ORWEBSITE
24,900.00 12/4/2017 12/3/2025 Open
GEHFS,LLC CCH
H17‐25‐078‐GEPatientMonitors,AccessoriesandInformation
TechnologyUpgrade
12,659,709.83 12/1/2019 12/31/2025 Open
AMERICANMEDICALASSN CCH
77000083301‐INTERNALUSELICENSEAGREEMEN
T
130,516.46 1/1/2016 12/31/2025 Open
CERNERCORPORATION CCH
H15‐25‐111‐SERVICE,CONSULTINGSERVICES‐SOFTWARE,
MAINTENANCE.ENHANCEMENTS,HOSTING
289,183,973.56 8/4/2017 8/3/2027 Open
VERIZONWIRELESS‐CELLCOPARTNERSHIP CCH
H17‐25‐0019‐EQUIPMENTANDSERVICE,MULTICARRIERIN‐BUILDING
DISTRIBUTEDANTENNASYSTEM(
DAS)
0.01 Open
SCOTTSARRANLLC CCH
H18‐25‐0083‐ManagedCareStrateg
y
301,090.00 Open
IRADIMEDCORP. CCH
H21‐76‐0145‐Equipment‐MridiumMRInfusionPUmpwithSPO2and
PremiumMain
51,980.00 Open
Grant Name Department
Appropriated
Award Amount
Awards Start
Date
Award End
Date
Grant Set-Up
Status
G53581-Grant 2018 DPH Lead Hazard Reduction Demonstration 4895.Department Of Public Health $ 200,000.00 8/1/2017 7/31/2020 Set-Up
G53623-Grant 2019 DPH Breast and Cervical Cancer 4895.Department Of Public Health $ 44,811.00 7/1/2019 6/30/2021 Set-Up
G53624-Grant 2019 DPH Breast and Cervical Cancer Ste 4895.Department Of Public Health $ 169,633.00 7/1/2019 6/30/2021 Set-Up
G53629-Grant 2019 DPH Local Health Protection 4895.Department Of Public Health $ 1,660,998.00 7/1/2019 6/30/2021 Set-Up
G53631-Grant 2019 CCH Block Grant Vivitrol 4895.Department Of Public Health $ 77,878.00 7/1/2019 6/30/2020 Set-Up
G53633-Grant 2018 CCH Assisted Outpatient 4895.Department Of Public Health $ 44,123.00 9/30/2018 9/29/2019 Set-Up
G53691-Grant 2018 CCH NFL American Cancer Society Breast Equity 4895.Department Of Public Health $ 43,144.00 8/1/2018 12/31/2020 Set-Up
G53707-Grant 2018 CCH Housing Coordination and Evaluation 4895.Department Of Public Health $ 107,012.00 9/1/2018 6/30/2021 Set-Up
G53708-Grant 2019 CCH Demonstration of the MEND progra
m
4895.Department Of Public Health $ 29,047.00 12/1/2018 2/1/2022 Set-Up
G53711-Grant 2018 CCH Comprehensive Opioid Abuse Site-Based Progra
m
4895.Department Of Public Health $ 86,051.00 10/1/2018 9/30/2021 Set-Up
G53756-Grant 2019 CCH Reducing Hypertension Program 4895.Department Of Public Health $ 9,089.00 4/1/2019 7/31/2022 Set-Up
G53769-Grant 2019 CCH Assisted Outpatient 4895.Department Of Public Health $ 248,790.00 9/30/2019 9/29/2020 Set-Up
G53779-Grant 2020 CCH Supplemental WIC 4895.Department Of Public Health $ 2,013,020.00 7/1/2020 6/30/2021 Set-Up
G53780-Grant 2020 DPH Bioterrorism Prep and Pla
n
4895.Department Of Public Health $ 615,399.00 7/1/2020 6/30/2021 Set-Up
G53783-Grant 2020 DPH Case Managemen
t
4895.Department Of Public Health $ 325,227.00 7/1/2020 6/30/2021 Set-Up
G53784-Grant 2020 DPH Cities Readiness 4895.Department Of Public Health $ 79,577.00 7/1/2020 6/30/2021 Set-Up
G53785-Grant 2020 CCH Opioid STR 4895.Department Of Public Health $ 633,282.00 7/1/2020 6/30/2021 Set-Up
G53786-Grant 2020 DPH Tobacco Free Communities 4895.Department Of Public Health $ 334,730.00 7/1/2020 6/30/2021 Set-Up
G53787-Grant 2020 DPH Vision and Hearing Screen 4895.Department Of Public Health $ 1,859.00 7/1/2019 6/30/2020 Set-Up
G53788-Grant 2019 CCH Pritzker Community Health 4895.Department Of Public Health $ 77,143.00 7/1/2019 6/30/2020 Set-Up
G53797-Grant 2020 DPH Healthy Start Initiative 4895.Department Of Public Health $ 129,477.00 #N/A #N/A Set-Up
G53800-Grant 2019 CCH Careers in Healthcare program 4895.Department Of Public Health $ 81,639.00 7/1/2019 6/30/2020 Set-Up
G53811-Grant 2020 CCH Adolescent Health 4895.Department Of Public Health $ 47,336.00 7/1/2020 6/30/2021 Set-Up
G53813-Grant 2020 CCH Block Grant Vivitrol 4895.Department Of Public Health $ 873,045.00 7/1/2020 6/30/2021 Set-Up
G53830-Grant 2018 CCH ATSU Student Faculty Program Directo
r
4895.Department Of Public Health $ 2,625.00 6/1/2018 5/30/2021 Set-Up
G53831-Grant 2020 CCH Collaboration of Helpers Lowering Deaths of Children 4895.Department Of Public Health $ 181,801.00 10/1/2019 9/30/2022 Set-Up
G53832-Grant 2019 CCH Partnership to Sup Data-driven Responses to Emerging Tx 4895.Department Of Public Health $ 194,149.00 9/1/2019 8/31/2021 Set-Up
G53836-Grant 2020 CCH Justice and Mental Health Collaboration Project 4895.Department Of Public Health $ 181,801.00 10/1/2019 9/30/2022 Set-Up
G53843-Grant 2019 CCH Syphilis Prevention Services Among Wome
n
4895.Department Of Public Health $ 329,858.00 7/1/2019 6/30/2022 Set-Up
G53852-Grant 2020 CCH Illinois Family Planning Program STE 4895.Department Of Public Health $ 478,157.00 1/1/2020 6/30/2021 Set-Up
G53854-Grant 2020 CCH Illinois Family Planning Program FED 4895.Department Of Public Health $ 155,491.00 1/1/2020 6/30/2021 Set-Up
G53856-Grant 2020 CCH Healthy Start Init Elim Racial/Ethnic Disparities 4895.Department Of Public Health $ 58,053.00 #N/A #N/A Not Set-Up
G53858-Grant 2019 DPH Local Health Protection FED 4895.Department Of Public Health $ 11,146.00 7/1/2019 7/21/2021 Set-Up
G53859-Grant 2020 CCH Cook County Offender Reentry Program 4895.Department Of Public Health $ 60,696.00 1/15/2020 1/14/2021 Set-Up
G53864-Grant 2020 CCH Bldg Bridges Btw Jails & Comm-Based Treat for Opioi
d
4895.Department Of Public Health $ 9,279.00 3/1/2020 8/31/2021 Set-Up
G53869-Grant 2019 CCH Demonstration Proj to Inc Substance Use Provider 4895.Department Of Public Health $ 380,435.00 9/30/2019 9/29/2021 Set-Up
G53871-Grant 2020 CCH A Multi-Level Genomic & Spatial Anal. Of MRSA Trans 4895.Department Of Public Health $ 4,120.00 3/11/2020 2/28/2025 Set-Up
G53872-Grant 2020 CCH Adv. Nurse Education Nurse Practitioner Residency 4895.Department Of Public Health $ 180,318.00 7/1/2020 6/30/2021 Set-Up
G53873-Grant 2019 DPH Overdose Data to Action (OD2A) 4895.Department Of Public Health $ 878,491.00 9/1/2019 9/29/2022 Set-Up
G53880-Grant 2020 DPH COVID-19 Crisis Grant 2020 4895.Department Of Public Health $ 175,288.00 3/16/2020 3/15/2021 Set-Up
G53894-Grant 2020 CCH Chicago Southside Early Diversion Program 4895.Department Of Public Health $ 247,500.00 9/30/2020 9/29/2021 Set-Up
G53895-Grant 2020 CCH Partnerships to Prevent Opioid Overdose Deaths P-POD 4895.Department Of Public Health $ 493,875.00 9/30/2020 9/29/2021 Set-Up
G53924-Grant 2021 DPH Comprehensive Local Health (State) 4895.Department Of Public Health $ 1,959,565.00 #N/A #N/A Not Set-Up
G53925-Grant 2021 DPH Comprehensive Local Health (Fed) 4895.Department Of Public Health $ 11,146.00 #N/A #N/A Not Set-Up
G53926-Grant 2021 DPH Emergency Preparedness 4895.Department Of Public Health $ 893,466.00 #N/A #N/A Not Set-Up
G53927-Grant 2021 DPH Cities Readiness Initiative 4895.Department Of Public Health $ 136,278.00 #N/A #N/A Not Set-Up
G53928-Grant 2021 DPH IL Tobacco Free Communities 4895.Department Of Public Health $ 572,360.00 #N/A #N/A Not Set-Up
G53930-Grant 2021 DPH Pre-school Vision & Hearing Screening 4895.Department Of Public Health $ 3,718.00 #N/A #N/A Not Set-Up
G53931-Grant 2020 DPH High Risk Infants & Follow-up 4895.Department Of Public Health $ 39,232.00 #N/A #N/A Not Set-Up
G53932-Grant 2021 DPH High Risk Infants & Follow-up (Fed) 4895.Department Of Public Health $ 78,464.00 #N/A #N/A Not Set-Up
G53933-Grant 2021 DPH High Risk Infants & Follow-up (State) 4895.Department Of Public Health $ 441,760.00 #N/A #N/A Not Set-Up
G53934-Grant 2021 DPH IL Breast & Cervical Cancer Screening (Fed) 4895.Department Of Public Health $ 199,342.00 #N/A #N/A Not Set-Up
G53935-Grant 2021 DPH IL Breast & Cervical Cancer Screening (State) 4895.Department Of Public Health $ 339,266.00 #N/A #N/A Not Set-Up
G53937-Grant 2020 CCH Great Lakes Hemophilia HRSA 4895.Department Of Public Health $ 1,581.00 6/1/2020 5/31/2021 Set-Up
G53938-Grant 2021 CCH Great Lakes Hemophilia HRSA 4895.Department Of Public Health $ 3,042.00 #N/A #N/A Not Set-Up
G53940-Grant 2021 CCH Great Lakes Hemophilia CDC 4895.Department Of Public Health $ 588.00 #N/A #N/A Not Set-Up
G53941-Grant 2021 CCH Chicago Early Southside Diversion (CSEDP) 4895.Department Of Public Health $ 457,208.00 #N/A #N/A Not Set-Up
G53942-Grant 2020 CCH Breast Feeding Peer Counselor 4895.Department Of Public Health $ 15,001.00 7/1/2020 6/30/2021 Set-Up
G53944-Grant 2021 CCH Adolescent Health 4895.Department Of Public Health $ 81,962.00 #N/A #N/A Not Set-Up
G53945-Grant 2021 CCH ANE-Nurse Practitioner Program 4895.Department Of Public Health $ 759,532.00 #N/A #N/A Not Set-Up
G53946-Grant 2021 CCH Healthy Start Initiative 4895.Department Of Public Health $ 1,497,712.00 4/1/2021 3/31/2022 Set-Up
G53947-Grant 2021 CCH Healthy Families IL 4895.Department Of Public Health $ 163,344.00 #N/A #N/A Not Set-Up
G53949-Grant 2021 CCH Cook County Offender Reentry 4895.Department Of Public Health $ 606,946.00 1/15/2021 1/14/2022 Set-Up
G53950-Grant 2020 CCH Chgo Cook County Breast CRISP 4895.Department Of Public Health $ 100,000.00 7/10/2020 6/30/2021 Set-Up
G53951-Grant 2020 CCH Healthy Families IL 4895.Department Of Public Health $ 653,341.00 7/1/2020 6/30/2021 Set-Up
G53960-Grant 2021 CCH Block Grant Vivitrol 4895.Department Of Public Health $ 693,708.00 #N/A #N/A Not Set-Up
G53961-Grant 2021 CCH Opioid STR 4895.Department Of Public Health $ 958,338.00 #N/A #N/A Not Set-Up
G53962-Grant 2021 CCH Advanced Nurse Education 4895.Department Of Public Health $ 795,890.00 9/30/2020 9/29/2021 Set-Up
G53963-Grant 2021 CCH Bldg Bridges Btw Jails & Comm-Base
d
4895.Department Of Public Health $ 55,668.00 #N/A #N/A Not Set-Up
G53964-Grant 2021 CCH A Multi-Level Genomic &Spatial Anal. Of MRSA Trans 4895.Department Of Public Health $ 24,712.00 #N/A #N/A Not Set-Up
G53965-Grant 2021 CCH Supplemental WIC 4895.Department Of Public Health $ 810,402.00 #N/A #N/A Not Set-Up
G53966-Grant 2020 DPH Covid-19 Contact Tracing 4895.Department Of Public Health $ 20,377,607.00 6/1/2020 5/31/2021 Set-Up
G53982-Grant 2020 DPH Covid-19 Contact Tracing - ELC 4895.Department Of Public Health $ 17,034,000.00 6/1/2020 5/31/2021 Set-Up
G54017-Grant 2020 CCH Racial Healing Illinois 4895.Department Of Public Health
$ 30,000.00
10/30/2020 3/31/2021 Set Up
G53867-Grant 2020 CCH Provident/Hospital Association COVID-19 Preparedness and
Response Activities 4895.Department Of Public Health
$ 55,494.00 4/1/2020 4/9/2021
Set Up
G53868-Grant 2020 CCH Stroger Hospital/Hospital Association COVID-19 Preparedness and
Response Activities 4895.Department Of Public Health
$ 55,494.00 4/1/2020 4/9/2021
Set Up
G54032-Grant 2021 CCH Support COVID-19 Respnse At CCH 4895.Department Of Public Health 75,000.00$ 1/30/2021 12/31/2021 Set Up
G54012-Grant 2020 CCH Collab to Adv Reach, Equity, & System 4895.Department Of Public Health 121,998.93$ 9/30/2020 9/29/2021 Set Up
G54039-Grant 2021 CCH Acupuncture in the Ed (AED) 4895.Department Of Public Health 500,000.00$ 2/28/2021 2/27/2022 Set Up
G53784-Grant 2020 DPH Cities Readiness Initiative 4895.Department Of Public Health $ 147,767.00 7/1/2020 6/30/2021 Set Up
G54033-Grant 2020 DPH ISPA
N
4895.Department Of Public Health 34,000.00$ 9/30/2020 9/29/2021 Set Up
G53787-Grant 2020 CCH Preschool Vision and Hearing 4895.Department Of Public Health 37,184.00$ 7/1/2020 6/30/2021 Set Up
G54045-Grant 2021 DPH COVID-19 Mass Vaccination 4895.Department Of Public Health $ 5,500,000.00 12/1/2020 11/30/2021 Set Up
G54049-Grant 2014 CCH Dept of of Commerce & Economic Oppo
r
4895.Department Of Public Health $ 1,500,000.00 10/1/2014 6/30/2022 Set Up
G53895-Grant 2020 CCH Partnerships to Prevent Opioid Overdose Deaths P-POD 4895.Department Of Public Health $ 493,875.00 9/30/2020 9/29/2021 Set Up
G54048-Grant 2021 CCH Cook County Project Mend 4895.Department Of Public Health $ 65,000.00 12/31/2020 12/31/2021 Set Up
G54047-Grant 2020 CCH COVID-19 Electronic Health Data Initiative 4895.Department Of Public Health 55,000.00$ 10/1/2020 7/31/2021 Set Up
G53549-Grant 2021 CCH Offender Reentry 4895.Department Of Public Health $ 646,332.00 1/15/2021 1/14/2021 Set Up
G54046-Grant 2021 CCH Chicago Healthcare System for Prep and Response 4895.Department Of Public Health 15,000.00$ 7/1/2020 6/30/2021 Set Up
Cook County State’s Attorney
FY2021 Mid-Year Budget Review
1
State’s Attorney
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end
projections and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1
AlternativeProsecutionPrograms
WhiletheCOVID‐19pandemicpreventedmanydiversionprogramsfromoperating,theAlternative
ProsecutionandSentencingUnitestablishedanewdiversionprogramforemergingadultscharged
withdeliveryofacontrolledsubstance.Priortothepandemic,thispopulationwasfrequentlyheldin‐
custodyonD‐Bonds.ThisprogramwasdevelopedinpartnershipwithotherCookCountyjustice
systempartnersthroughtheSafetyandJusticeChallenge.
FY2021 Initiative/Goal #2
TheGunCrimeStrategiesUnit(GCSU)
TheGCSUwasdevelopedbyState’sAttorneyKimFoxxinresponsetotherisingviolenceinChicagoin
2016.GCSUAssistantState’sAttorneys(ASAs)arecurrentlyembeddedinsixofthemostviolentpolice
districtsinChicago.Thosedistrictsincludethe3rd,6th,7th,10th,11th,and15thDistrictslocatedon
theSouthandWestsidesofthecity.WorkinginconjunctionwiththeCommanders,District
IntelligenceOfficers,andotherChicagoPoliceDepartmentpersonnelinthesedistricts,theGCSUASAs
andpoliceidentifytheindividualswhoaredrivingviolenceinthesedistrictsandverticallyprosecute
anycaseinvolvingadriverofviolence.GCSUASAsprosecuteallmannersoffelonycases.TheGCSU
ASAsarecrossdesignatedasSpecialAssistantUnitedStatesAttorneys(SAUSAs)andcanprosecute
casesinfederalcourtintheNorthernDistrictofIllinois.GCSUASAsworkcloselywithourlaw
enforcementpartnersintheChicagoPoliceDepartmentaswellastheUnitedStatesAttorney’sOffice,
theFBIandATF.BuildingontheinitialsuccessoftheGCSU,theSAOlookstoexpandtheGCSUmodel
intootherChicagopolicedistrictsaswellasCalumetCity.
FY2021 Performance Metrics
Forfiscalyear2021,SAOisfocusedonreturningthecriminalcourtstotheirfullcapacity.TheSAO
hasset2021targetswiththeassumptionthatfuturedisruptiontothecourtsisminimized.Because
ofthepandemic’simpactonthecourts,courtcaseslengthasincreasedandtherateofcasesbeing
openedhasbeenoutpassingtherateofcasesbeingclosed.Thisimpactcanbeclearlyseeninthe
2021YTDmetricswhicharebasedonDec20throughJune21.AsCookCountyturnsthecorneron
COVID,theSAOisoptimisticthat2
nd
halfof2021willprovetobemoreefficient.
FY2021 Mid-Year Budget Review
2
PerformanceMetricName 2019Actual 2020Actual 2021Target 2021Actual
YTD
ChicagoFelonyCourt‐CasesClosed 18,978 10,625 20,000 6,393
ChicagoFelonyCourt‐CasesClosed
perCaseArraigned
.93
.73
1.40
.72
ChicagoFelonyTrial‐Avg.Closed
CaseLengthinDays
235
201
300
368
SuburbanFelonyCourt‐Cases
Closed
10,379
5,855
8,000
3,796
Suburban‐FelonyCourtCases
ClosedperCaseArraigned
.91
.68
1.30
.86
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021
YTDBudget
FY2021
YTDActuals
$Variance %Variance
StateofIllinois $85,070 $87,587 $2,517 2.9%
Explanation of variances greater than 1% and $1 million
o PersonalpropertyreplacementtaxescollectedbytheStateofIllinoisandpaidtolocal
governmentstoreplacemoneythatwaslostbylocalgovernmentswhentheirpowersto
imposepersonalpropertytaxesoncorporations,partnerships,andotherbusinessentitieswere
takenaway.ThisrevenuereimbursesthesalaryoftheState’sAttorney.
What corrective action will be taken?
o Nocorrectiveactionneeded.Theamounttobereimbursedisflat;thevarianceisaresultofthe
projectedYTDbudgetwhichisanestimateonthedistribution’stiming.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
OperatingExpenses
FY2021
YTDBudget
FY2021
YTDActuals
$Variance % Variance
Personnel $59,240,419 $55,802,109 $3,438,310 5.8%
ContractualServices $1,491,598 $778,816 $712,782 47.8%
SuppliesandMaterials $585,870 $394,249 $191,620 32.7%
FY2021 Mid-Year Budget Review
3
OperatingExpenses
FY2021
YTDBudget
FY2021
YTDActuals
$Variance % Variance
OperationsandMaintenance $1,851,251 $1,829,826 $21,424 1.2%
CapitalExpenditures

RentalandLeasing $204,662 $204,661 $1 0.0%
ContingenciesandSpecial
Purposes $384,728 $39,331 $345,397 89.8%
Total $63,758,527 $59,048,993 $4,709,534 7.4%
Explanation of variances greater than 1% and $1 million
o Personnel—DuetothenatureoftheattorneylicensingprocessintheState,themajorityof
AssistantState’sAttorney(ASA)hiringoccursaftertheJulybarexamination,soitisnotunusual
fortheSAOtocarryvacanciesinthefirsthalfofthefiscalyearwhichrepresentsthevarianceof
theYTDBudgettotheYTDActuals.
o ContractualServices—Duetocourtclosures,theofficeisreceivinglessexpenditurepayment
requestsassociatedwithcaseactivity,notablycourtreportingandtheacquisitionofmedical
records,expertwitnessfees,etc.whichlargelymakeupthisfundingcategory.
Additionalfundsinthiscategoryunspentareforsupportservices,activitythathasbe
unrealizedduetothepandemicanditsimpactonhiring.
o SuppliesandMaterials—Thereiscurrentlyasignificantsurplusofunspentfundsintheoffice
supplyaccount.ThisaccountisthecentralexchangeforallDistrictOffices,theLeightonCourt
OfficeandAdministrativeoffices,suchas69WestWashingtonandtheDaleyCenter.Asaresult
ofthestay‐at‐homeorderrelatedtoCOVID‐19,lessconsumptionofsuppliesisoccurring.
Whereneeded,COVID‐19‐relatedPersonalProtectiveEquipment(PPE)orotherCOVID‐19
needshavebeensupportedcollectivelybytheDepartmentofHomelandSecurity,makingit
unnecessarytouseSAOappropriatedfundsforsuch.AstheSAOfullyreturnstothework
environment,neededPPEwillbeevaluated,possiblyresultinginincreasedspending.
o Contingencies&SpecialPurpose—Variousend‐of‐the‐yeartransactionsthatsupplement
grantfunding(cashmatches).Futureyear’sbudgetallocationwillreflectandfallexpenditureto
preventthereportingofavariance.
What corrective action will be taken if required?
Nocorrectiveactionisplanned,futurespendisdependentonthereturnofnormaloperating
conditions.
FY2021 Mid-Year Budget Review
4
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
#ofFY2021
AppropriatedFTE
#ofFilled
Positions
#ofVacant
Positions
State’sAttorney 1,170
1,061 109
If your office has vacant positions, please provide an indication of what percentage of vacancies are
anticipated to be filled by fiscal year-end and what actions are currently in place to help achieve that
goal.
TheSAO’sgoalistofill100%ofthevacanciesbyfiscalyearend.Currentlythereare121vacancies
intheoffice,75ofwhichhavependingemploymentactivityforAugust1
st
.Theremaining46
consistsofattorneypositionsthatarecurrentlyinthehiring/interviewingprocessandnon‐
attorneypositionsthatwillbefilledafterrequiredCollectiveBargainingandorotherposting
timeframeandinterviews.
To the extent your agency has positions vacant as of 5/31/21, please provide the Board information on
what, if any, challenges your office has faced in filling the positions.
Thelegaljobmarketlikemanyothersisfacedwiththechallengeofattractingtalentedlawyers.
ThishasbeenexacerbatedbytheCOVID‐19virusandthedipinlawschooladmissions.TheSAO
isworkingtomeetthehiringneedsoftheofficethroughtheimplementationofarobust
recruitmentschedule.Additionally,theofficehasexpandeditsgeographicalreachinaneffort
toattractcandidatesfromawiderpoolwiththeUniformBarExamthatallowsattorneysto
changejurisdictionswithgreaterease.Inadditiontoexpandingthepoolofapplicants,theSAO
hasexpandeditssourcing,islookingtoaddanapplicationtrackingsystemtohelpbetter
capturecandidate’sinformation,aggregatedata,indexresumesmoreefficientlyandimprove
onboarding.Further,theSAOisdevelopinganinitiativetocreateinterestinworkingina
prosecutor’sofficeasearlyashighschool.
FY2021 Mid-Year Budget Review
5
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
VendorName Contract
Purpose
Contract
Amount
Contract
StartDate
Contract
EndDate
ContractStatus* Department
ChicagoUnited
IndustriesLtd
AudioVideo
Presentation
Equipment
$9,904.00 11/2/2020 11/1/2021 Expiring‐Nothing
furtherneeded
SAOManagement
Information
Services(MIS)
AVU
ApprissInc. VictimIncident
Notification
Everyday
Services
$786,000.00 11/1/2018 10/31/2021 Newcontract
requestedin
Procurement
SAOVictim
Witness
PitneyBowes Postage
Machines,
Maintenance
andMeters
$177,466.52 12/20/2019 12/19/2021
Renewing&
increasing($30K
meters&
maintenance,
initialamtinclude
machines)
SAO
Administration
EnterpriseFleet
Management
VehicleLeasing
and
Maintenance
$815,374.40
6/1/2020 5/31/2024 Active ( 20
vehicles)
SAO
Administration
Fleet
LexisNexis LegalOnline
Researchand
Related
Products
SAO
$502,110.00
Total
$1,675,800
10/1/2020 9/30/2023 Active Countywide*
BudgetLead/
SAOwasLead
WestPublishing
CorpDBAWest,A
ThomsonReuters
Business
LegalOnline
Researchand
Related
Products
SAO
$36,348.00
Total
$1,090,581.7
2
10/1/2020 9/30/2023 Active Countywide*
BudgetLead/
SAOwasLead
SuttonFord Countywide
Vehicles
SAO
Allotment
$613,803.50
Total
$1,207,878.7
6
6/1/2021
5/31/2022
Active Countywide*
SAOLead
BCRAutomotive
DBARoeschFord
Countywide
Vehicles
SAO
Allotment
$27,517.00
Countywide
Total
$299,877.00
5/1/2021 4/30/2022 Active Countywide*
BOAFleetLead
SAOparticipant
FY2021 Mid-Year Budget Review
6
VendorName
Contract
Purpose
Contract
Amount
Contract
StartDate
Contract
EndDate
ContractStatus* Department
Twomaytoz Foodservicefor
impaneledJury
TrialsandVictim
Witness
SAO
Allotment
$47,625.00
OCJ‐Total
$299,877.00
8/17/2018
8/16/2021 Newcontract
requestin‐
processbyOCJ
Officeofthe
ChiefJudge
Galls,LLC. BallisticVests SAO
Allotment
$33,075.00
Total
$454,086.25
11/1/2019 10/31/2022 Increaserequest
in‐processto
includeSAO
Sheriff’sOffice
PaperSolutions,
Inc.
PrintedFile
Jacketsand
Folders
SAO
Allotment
$45,170.00
Total
$2,674,665.0
0
8/16/2020 8/15/2023 Active Countywide
Clerkofthe
CircuitCourt
LeadDept
OVEInc.DBA
CenturySprings
Countywide
BottledDrinking
Water
SAO
Allotment
$94,691.00
Total
$782,348.22
5/18/2021 5/17/2024 Active Countywide
(pendingBAM
placementof
IONmachines)
*For any contract that is expiring this year, please indicate:
o Whether the contract will be renewed, extended or re-bid.
o If re-bid, the status of the procurement
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
CapitalEquipmentProject
ProjectStatus
(NotStarted/Started/
Delayed/Completed)
Pleaseprovideanupdateontheproject,reasons
foranydelaysandtheexpectedcompletiondate
oftheproject
030SAOAudio&Visual
Equipment
Started
Completingreviewofavailabilityonmarketplace
andfinalizingspecifications,expectedcompletion
October2021
033SAOVehicle
ReplacementProposal
Started
PurchaseOrderprovidedtovendor,awaiting
deliveryofvehicles
041SAOSupplemental
CollingforPressRoom
Completed
Completed
FY2021 Mid-Year Budget Review
7
CapitalEquipmentProject
ProjectStatus
(NotStarted/Started/
Delayed/Completed)
Pleaseprovideanupdateontheproject,reasons
foranydelaysandtheexpectedcompletiondate
oftheproject
206SAOCase
ManagementSystem
Delayed
RFPinprocesswiththeOCPO;contractaward
anticipatedduring4Q21
25763SAOFurniture
ProposalCommunity
JusticeCenters
Delayed
Requestedrolloveroffundingduetolease
acquisitioninprogress(Twolocations:Westand
South)
VII. Grant Funding
GrantName Department
Appropriated
Award
Amount
Awards
StartDate
Award
EndDate
Grant
Set‐Up
Status
G53550‐Grant2018SAOGunCrimeStrategiesTF 1250.SAO $185,000 10/1/2017 9/30/2021 Set‐Up
G53582‐Grant2018SAOEquitableSharingProgram
‐Treasury 1250.SAO $1,082,550 12/1/2017 11/30/2022 Set‐Up
G53583‐Grant2018SAOEquitableSharingProgram
‐Justice 1250.SAO $2,344,759 12/1/2017 11/30/2022 Set‐Up
G53605‐Grant2019SAOInternetCrimesAgainst
Children 1250.SAO $210,249 10/1/2018 9/30/2021 Set‐Up
G53606‐Grant2019SAOLawEnforcement
ProsecutionandCountyVictimAssistance 1250.SAO $187,040 7/1/2019 12/31/2020 Set‐Up
G53723‐Grant2018SAOHumanTraffickingTask
Force 1250.SAO $169,551 10/1/2018 9/30/2021 Set‐Up
G53744‐Grant2020SAOAppellateAssistance 1250.SAO $2,461,585 7/1/2020 6/30/2021 Set‐Up
G53745‐Grant2020SAOTitleIV‐DSTATE 1250.SAO $5,781,064 7/1/2020 6/30/2022 Set‐Up
G53746‐Grant2020SAOTitleIV‐DFED 1250.SAO $11,222,066 7/1/2020 6/30/2022 Set‐Up
G53747‐Grant2020SAOComplexDrugProsecution 1250.SAO $571,103 10/1/2020 9/30/2021 Set‐Up
G53748‐Grant2020SAOCommunityJusticeCenter 1250.SAO $196,346 7/1/2020 6/30/2021 Set‐Up
G53749‐Grant2020SAOHumanTrafficking
Coordinator 1250.SAO $75,362 7/1/2020 6/30/2021 Set‐Up
G53750‐Grant2020SAOVictimSensitiveInterview
IAG 1250.SAO $100,429 7/1/2020 6/30/2021 Set‐Up
G53777‐Grant2020SAODomesticViolenceMDT 1250.SAO $18,364 1/1/2020 12/31/2020 Set‐Up
G53778‐Grant2020SAOSexualAssault
MultidisciplinaryTeam(MDT) 1250.SAO $42,024 1/1/2020 12/31/2020 Set‐Up
G53818‐Grant2019SAOCombatingViolenceCrime 1250.SAO $201,458 10/1/2019 9/30/2021 Set‐Up
G53823‐Grant2019SAOIntellectualProperty
EnforcementProgram 1250.SAO $186,925 10/1/2019 9/30/2021 Set‐Up
G53824‐Grant2019ImprovingCriminalJustice
ResponsetoSexualAssault 1250.SAO $546,109 10/1/2019 9/30/2022 Set‐Up
G53825‐Grant2019SAOJusticeReinvestment
Program 1250.SAO $793,064 10/1/2019 9/30/2022 Set‐Up
FY2021 Mid-Year Budget Review
8
GrantName Department
Appropriated
Award
Amount
Awards
StartDate
Award
EndDate
Grant
Set‐Up
Status
G53826‐Grant2020SAOProsecutingColdCases
DNAProgram 1250.SAO $295,603 1/1/2020 12/31/2022 Set‐Up
G53845‐Grant2020SAOFacilityDogProgram 1250.SAO $7,000 1/1/2020 12/31/2027 Set‐Up
G53847‐Grant2020SAOPostConvictionDNAGrant 1250.SAO $469,585 1/1/2020 12/31/2021 Set‐Up
G53897‐Grant2021SAOLawEnforcement
Prosecution&CountyVictimAssis 1250.SAO $2,895,269 1/1/2021 12/31/2021 Set‐Up
G53898‐Grant2021SAOSkokieAdultDrug
TreatmentCourt 1250.SAO $400,000 #N/A #N/A
NotSet‐
Up
G53900‐Grant2021SAOSexualAssault/Domestic
ViolenceSpecialist 1250.SAO $21,670 #N/A #N/A
NotSet‐
Up
G53901‐Grant2021SAOHiddenVictimSupport
Group 1250.SAO $10,800 #N/A #N/A
NotSet‐
Up
G53902‐Grant2021SAODomesticViolenceMDT 1250.SAO $225,204 1/1/2021 12/31/2021 Set‐Up
G53903‐Grant2021SAOSexualAssaultMDT 1250.SAO $487,462 1/1/2021 12/31/2021 Set‐Up
G53905‐Grant2021SAOInternetCrimesAgainst
Children 1250.SAO $812,460 #N/A #N/A
NotSet‐
Up
G53906‐Grant2021SAOProjectSafe
Neighborhoods 1250.SAO $200,000 #N/A #N/A
NotSet‐
Up
G53907‐Grant2021SAOHumanTraffickingTask
Force 1250.SAO $1,000,000 #N/A #N/A
NotSet‐
Up
G53909‐Grant2021SAOIntellectualProperty
EnforcementProgram 1250.SAO $273,393 #N/A #N/A
NotSet‐
Up
G53910‐Grant2021SAOComplexDrugProsecution
1250.State's
Attorney $806,854 #N/A #N/A
NotSet‐
Up
G53913‐Grant2021SAOAppellateAsst 1250.SAO $3,400,000 #N/A #N/A
NotSet‐
Up
G53914‐Grant2021SAOWalgreens 1250.SAO $6,000 #N/A #N/A
NotSet‐
Up
G53917‐Grant2021SAOILDCFS‐ChildSexualAbuse
Specialist 1250.SAO $37,932 #N/A #N/A
NotSet‐
Up
G53918-Grant 2021 SAO IL Attorney General
Child Sexual Abuse Specialis
t
1250.SAO
$18,600 #N/A #N/A
Not Set-
Up
G53975-Grant 2020 SAO Criminal Tax Fraud
Pro
g
ra
m
1250.SAO
$408,155 8/1/2020 7/31/2021 Se
t
-Up
G53976-Grant 2020 SAO Motor Vehicle Gran
t
1250.SAO
$409,667 3/1/2020 6/30/2021 Se
t
-Up
G54005-Grant 2020 SAO Child Sexual Abuse
Specialis
t
1250.SAO
$29,018 7/1/2020 6/30/2021 Se
t
-Up
G54007-Grant 2020 SAO VCVA - Hidden Victim
Gran
t
1250.SAO
$10,500 7/1/2020 6/30/2022 Se
t
-Up
G54020-Grant 2021 SAO Victims of Crime Act
Multi-Victim
1250.SAO
$282,416 12/24/2021 11/30/2021 Set Up
G53897-Grant 2021 SAO Law Enforcement
Prosecution and Count
y
Victim Assistance
1250.SAO
$1,375,000 1/1/2021 1/31/2022 Set Up
FY2021 Mid-Year Budget Review
9
o Please detail your office’s efforts this year to seek out new sources of grant funding.
Theofficeisapplyingforandanticipatesreceivingfundingforallgrantslisted.Awardswitha
statusof“notsetup”arethecurrentgrant’ssuccessor.Additionally,theSAOisapplyingfor
twonewgrants:
PuttingaStoptoDomesticViolence(PASTDV)Program$550,000
ThePASTDVProgramwill:Goal#1)Increasebatterer’sinterventionservicestooffenders
withoutincreasingcollateraldamageofaDVconvictionandGoal#2)Reducefutureviolence
andrecidivismratesforgraduatesoftheprogram.

Thethreemaincomponentsoftheproposedprogramareto:1)establishaseparatedocket
withadedicatedjudgespecificallyforthePASTDVProgramparticipants;2)staffdedicated
partnerabuseinterventiongroupsfortheprogram,and3)providesupport,services,andsafety
planningforvictimsofprogramparticipants.Thisprogramwilluseapromisingpractice‐based
approachtowardthisproject.ThegroupswillusetheMoralReconationTherapy(MRT)
approachforthebatterer’sinterventionprogram.
FirstBridgeProgram$340,000
Establishapre‐pleadiversionprogramthatconnectslow‐leveloffenderschargedwithUnlawful
UseofaWeapon(UUW)orAggravatedUUW(AggUUW)toservices,basedontheirneeds.The
goaloftheprogramistode‐escalatetheriskofpotentialviolenceandpreventindividualswith
littletonoothercriminalhistoryfromobtainingaconviction.Thisprogramwouldprovide
meaningfulinterventions,inlieuofprobationorincarceration,beginninginthreeChicago
PoliceDepartmentDistricts(4,5,and22)whosecasesareheardinCookCounty’s5thCircuit
CourtDistrict,Bridgeview.
How many full-time or part-time staff members in your office are responsible for the administration of
grants? (Indicate how many are full-time and how many are part-time)
TheSAO’sProgramandDevelopmentUnitconsistsofoneDirectorandtwoProgram
Specialists;atotalofthreefull‐timestaffdedicatedtogrants.
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
Describe any initiatives you have implemented that have resulted in greater efficiencies within your
operations and how such initiatives can or will be carried forward into your operations as we transition
back to full operation. Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations as a result of lessons learned during the pandemic?
DuringCOVID‐19theofficeshiftedplannedattendanceforseveralconferencesortraining
activities(whichincludedtravel)toonlineorstreamingplatformsifofferedbythevendor.
Wherepossible,theofficewouldliketocontinuetoengagevendorstoprovideremote
FY2021 Mid-Year Budget Review
10
learning,trainingorconferenceoptions.Whilethereisaninherentvaluetostaffmeetingand
learninginanenvironmentwiththeirofficecolleaguesandothers,costwassavedasaresult
ofnon‐travelandinmanyinstancesmorestaffwereabletoparticipategiventheflexibility.
How did you incorporate technology and digital access into your processes in the midst of COVID-19?
TheSAOmigratedfromnetworkdrivestoOneDriveandSharePoint.Laptopsweredeployed
laptopsandstafflearnedtoutilizeMicrosoftTeamsto“betogether”whileapart.E‐Filingrolled
out6.29.2021‐OdysseyEfileILallowsallattorneystofileandservedocuments
electronically.Attorneyshavetheoptionofusingthee‐filesystemtofileandservepleadings,
buttheyarenotrequiredtodoso.Pleadingsmaystillbefiledbyallpartiesinallthetraditional
methods.
Are you contemplating implementing more innovative/transformative technological initiatives to
systematically transform operations within your office and improve public accessibility? How can your
office accelerate these improvements and what impact would that have on your budgets?
Theofficehasalwaysenvisionedusinglesspaperandreducingthenumberofprinters;
COVID19hasdemonstratedtheabilitytomoveinformationthroughoutthesupplyand
informationchainwithoutpaperandallitsunderlyingcosts(printer,toner,postage,delivery)
Continuingtostrivetowardremovingpaperfromday‐to‐dayoperationswillsavemoneyon
physicalandhumanresourceswhileshrinkingtheoffice’scarbonfootprint.
TheOfficeoftheChiefJudgeisleadingacollaborativeeffortwiththeState'sAttorney'sOffice,
PublicDefender'sOffice,Sheriff'sOffice,ClerkoftheCircuitCourt,andOfficesUnderThe
PresidentoftheCookCountyBoardofCommissioners,toprovidestate‐of‐the‐artevidence
presentationtechnologyinallcriminal,civilandtrafficcourtroomsthroughoutCookCounty.
Theproposedsystemwillenablelitigantstopresentphysicalanddigitalevidenceincriminal,
civilandtrafficmattersinauniformandstandardizedwayinanycourtroom,thuseliminating
theneedfordepartmentstopurchaseseparate,and,oftentimes,duplicatepresentation
equipment.
IX. FY2022 Preliminary Forecast
Below is the target for the entire elected or appointed official’s budget. Department level targets are available
in the Hyperion budgeting system.
FY2022BudgetTarget
$139,037,132
Please provide preliminary ideas of how your office is planning to meet your budget target for FY2022.
TheSAOtentativelyfeelsthatitwillbeabletomeetitsbudgettarget.Theofficerecognizes
thatthe4%or$5,437,582,increaseoverlastyear’sappropriationisasignificantinvestment
intotheoffice’smissionandwillmakeabestattempttostaywithinthatfundingmandate.
Cook County Clerk
FY2021 Mid-Year Budget Review
1
County Clerk
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end
projections and operational lessons learned during the COVID-19 public health crisis.
The Cook County Clerk’s Office is committed to providing quality and efficient service to the public in our
four major divisions, Vital Records, Real Estate & Tax Services, Elections and Recording Operations. In
addition, we manage an Election Operations Center which houses our election equipment and Clerk records.
We have six funds, which includes our Corporate Fund and five Special Funds: Elections, Automation,
Document Storage, GIS, and Real Estate Housing.
The focus for the office for FY2021 continues to be efficiency in operations, advocacy, cybersecurity,
accuracy.
The Clerk is the Chief Election Authority for all towns and villages in suburban Cook County, which total
more than 125 individual communities. This includes providing all voting information and services to the
public, including voter registration, mail voting, early voting, and election day voting.
FY 2021 continues to be a challenge as we shift from the pandemic. Vital Records, Tax Services, and
Recordings are critical, public facing functions in which we continue to make shifts in our processes to
serve customers quickly, efficiently, and safely.
We are continuously assessing the office for operating efficiencies, economies of scale, and internal control
enhancements to properly employ our fiduciary duties, by serving the citizens of Cook County and
managing taxpayer dollars.
I. Update on FY2021 Initiatives and Goals
• Assumption of Duties-Recording Operations Division Consolidation Actions: The assumption
of duties included, but was not limited to, hiring of staff to perform Recorder of Deeds operational
functions and duties, consolidation of websites, the analysis, assessment, and implementation of
outdated technology (i.e., servers, maintenance, software, equipment, and other), reduce recordings
backlog, and establish new indexing servicer. We were successful in hiring to fill needed positions
by 12/3/2020. We are increasing our usage of electronic recording, thus reducing the “foot traffic”
to visit our office. All recordings take place at Cook County Building, 118 N. Clark Street.
• Real Estate & Tax Services Advancements: Maintain efficiency toward the next tax-cycle which
includes web-portal enhancements planned as part of the IPTS implementation and with stand-alone
improvements to fully automate levy submissions. In addition, we will be expanding our electronic
capabilities for sharing redemption documentation between taxpayers and tax buyers.
• Technology Infrastructure Enhancements: Completion of Phase II roll out of the new Cashiering,
Accounting System and Document Management platform in Real Estate & Tax Services and
implementation of the accounting-general ledger software upgrade in both Tax Services and
Recording Operations. This platform replaces our legacy system creating processes and workflow
efficiencies, reducing any revenue slippage, and one platform for the key revenue collection
divisions.
FY2021 Mid-Year Budget Review
2
• Information Security Improvements: Upgrade cybersecurity systems to stay ahead of the ever-
evolving cybersecurity threat environment, with specific focus on improving the resiliency of
software code and backup systems. To date the Information Technology team has successfully
assumed the technical responsibilities of the new Recording’s Division creating a new server
hardware and infrastructure platform, a new office -wide back up system, and deployed a new
Elections Results system for display of election results on the Clerk’s website. They worked
diligently to successfully create an automated upload for the backlogged recordings to be indexed
by an external vendor.
• Election Services Accountability and Cybersecurity: As an advocate for Election services, we
are the only large jurisdiction in the nation to conduct in person live voting for pre-trial detainees in
Cook County Jail voting. In addition, we are currently conducting elections in 12 languages. Nursing
Home- Continuously advocate for nursing home residents to vote seamlessly without fear of
COVID-19.
o The Election Division rolled out the new voter equipment countywide for the 2020
Presidential Primary. All these machines underwent an extensive pre-election testing prior
to voter-usage. The new equipment provides three measures of security via paper ballot,
digital image, and results transmission.
o Cook County and Chicago are the first Election authorities in a large municipality that
conducts in person live voting at Cook County Jail. Pre-trial detainees that are eligible Cook
County Voters have full and complete rights to vote. This process started in March of 2020
and in 2021 the Clerk was the first Election Authority to conduct municipal Elections at
Cook County Jail. It is an incredibly important process that is humbling to administer.
o Our most recent election was the Consolidated Election this past April. It is one of the most
complex elections in the United States. This past election there were more than 2,500
candidates running in a total of 1,025 races in municipalities, townships, school districts,
park districts, library districts and fire protection districts.
o And just as we saw in the Presidential Election, the way voters cast their ballots in the
Consolidated Election trended away from in person voting --- toward mail voting and early
voting. And we do believe that this will be the wave of the future.
o Mail ballot voting increased 487 percent between 2019 and 2021 and early voting
increased nearly 20 percent from 2019 to 2021.
• Vital Records Technology and Space Improvements: As of June 2021, Cook County Vital
Records began utilizing a new print process for all Marriage, Birth, Civil Union, Death front counter
and back-office purchases. The new “Virtual Records Printer” was deployed to help improve three
areas:
Reduction in paper waste and the spoilage of security paper.
Improve security paper tracking and reporting reducing theft and loss.
FY2021 Mid-Year Budget Review
3
Enhanced printing on security paper templates eliminating manual intervention.
o 1
st
Q FY2021 Vital Records relocated from the 50 W Washington to 118 N. Clark Suite #120
as part of the Clerk’s “Assumption of Duties”. Sharing the Suite with our Recording
Operations improving our visibility and access to customers.
o In 2
nd
Q FY2021 Vital Records migrated from a legacy Notary Approval Platform to a Web
based Platform. The system affords an automated tracking of Annual Notary Commissions
reducing errors.
o 3
rd
Q FY2021 Vital Records will implement a Virtual Queuing System that will assist with
managing the customer demand creating an opportunity for scheduling and appointment and
holding a virtual position in line.
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021, will be reported
in the upcoming monthly Revenue and Expense report.
Revenue
FY2021
FY2021
$ Variance
%
Variance
YTD Budget
YTD Actuals
County Clerk Fees
$23,959,250
$34,178,094
$10,218,844
42.7%
The Clerk’s Recording Division is experiencing an increase in revenue due to the processing of
2020 backlogged recordings and 2021 overall being a “sellers’ market”. Due to the Pandemic in
2020, the Recorder of Deeds Office experienced a delay in processing recordings. After the
Assumption of Duties, the Clerk’s focus was to get back on track with recordings. Therefore, back
logged recordings are impacting 2021 revenue. In addition, according to real estate investors they
are seeing housing sales and prices continuing to have a positive trend. Mortgage rates are low in
which homeowners are taking advantage by refinancing.
The Treasurer’s Annual Tax Sale will dictate a significant portion of the revenue generated by the
Real Estate & Tax Services Division for redemption purposes. The sale has been delayed for FY
2021 due to the Executive Oder. The new date has yet to be established, therefore revenue will be
impacted by the delay.
FY2021 Mid-Year Budget Review
4
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in
the upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
FY2021
$ Variance
%
Variance
YTD Budget
YTD Actuals
Personnel
$ 7,567,147
$ 6,953,490
$ 613,657
8.1%
Contractual Services
$ 784,300
$ 144,213
$ 640,087
81.6%
Supplies and Materials
$ 334,507
$ 187,025
$ 147,482
44.1%
Operations and Maintenance
$ 487,022
$ 477,523
$ 9,499
2.0%
Capital Expenditures
-
-
-
-
Rental and Leasing
-
-
-
-
Contingencies and Special
Purposes
($ 50,000)
-
($ 50,000)
100.0%
Total
$ 9,292,885
$ 7,857,159
$ 1,435,726
15.4%
Personnel: The variation is due to several retirements creating vacancies in our Vital Records and Real
Estate & Tax Services Divisions. In addition, we have outstanding positions to be filled from the
Assumption of Duties consolidation.
Contractual Services: Projects associated with the Assumption of Duties have not been fully deployed as
of 2
nd
quarter. For the recordings-indexing process, it has been outsourced to one of our revenue generating
vendors. Thus, charges are being deducted from the preestablished revenue contract for index services
rendered.
Operations and Maintenance: We are below the budgeted amount due to the delay in the deployment of
the Real Estate & Tax Services Division cashiering system. Thus, license payments are not due until the
system has been fully deployed.
FY2021 Mid-Year Budget Review
5
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through
the end of the year. This section applies to only operating fund positions. For OUP, please
provide responses at the Bureau-level. For all other elected/appointed offices, please provide
responses at the office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
County Clerk
183
160
23
o If your office has vacant positions, please provide an indication of what percentage of
vacancies are anticipated to be filled by fiscal year-end and what actions are
currently in place to help achieve that goal.
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions.
For the Assumption of Duties (“AOD”) of the Recorder of Deeds Office, the Cook County Clerk’s
Office must adhere to the employment-related policies, practices, and procedures referenced in the
Assumption of Duties Hiring Plan when filling Shakman Non-Exempt positions. The Assumption
of Duties Hiring Plan (“AOD Hiring Plan”) shall expire on December 1, 2021. There are several
positions still vacant from the assumption of duties which will be filled by 4
th
quarter.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start
Date
Contract
End Date
Contract
Status*
Anvenu Insights and
Analytics
Recording
Operations Software
Maintenance
$85,000
9/4/2019
9/3/2021
Being
Replaced by
Onyx
International
Security Paper (ISP)
Vital
Records
Security Paper
for Vital
Records
$410689
5/18/2020
5/17/2021
Procurement
for Bid
The bulk of the Clerk contracts are for election services which support a broad range of election needs.
Many are up for renewal and are being reassessed for rebids (i.e., movers for election equipment, ballot
FY2021 Mid-Year Budget Review
6
printing, van leasing, and other). Many of the current contracts have been in place on average five years
or more thus a rebid will potentially cause an increase in our contract fees.
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of
projects in the format provided below. (Feel free to attach this list separately if more room is
needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project,
reasons for any delays and the expected
completion date of the project
Digitization of
Recording Records
Not Started
Delayed until procurement process is completed.
Cashiering Solution
Upgrade
Started
In progress.
Election Operation
Center
Asset/Inventory
Tracking System
Started
In progress. Will piggyback on current records
management contract.
Consolidated
Website
Started
In progress. Rebuilding servers.
Taxpayer/Tax buyer
Submission Payment
Portal
Not Started
Delayed until Tax Cashiering System Upgrade is
completed with Credit Card Services being
applied.
Taxing District
Portal
Not Stared
Delayed until 2020 Tax Cycle is complete, and
resources are available.
Website Security
Upgrade
Started
Completed. Implemented the Edgewise Cyber
Security package to protect against ransomware.
VII. Grant Funding
Grant Name Department
Award
Amount
Award
State
Date
Award
End
Date
Grant Set
Up Status
[a]
G53989-Grant 2020 CC
HAVA Cares Act
County
Clerk
$ 1,989,872
$ 43,952
$ 44,196
Set-Up
[a]
G53996-Grant 2020 CC 2020
HAVA Election Security
Grant
County
Clerk
$ 286,409
$ 43,983
$ 44,408
Set-Up
[a] - In FY21 Appropriation
[b] - Approved by Board/Budget Director
o Please detail your office’s efforts this year to seek out new sources of grant funding.
FY2021 Mid-Year Budget Review
7
o How many full-time or part-time staff members in your office are responsible for the
administration of grants?
The HAVA Cares Act Grant is administered by our Elections Division and the HAVA Election Security
Grant is administered by both our Election Division and Information Technology Department. Both
are reimbursable grants for specific purchases and/or staffing resources utilized to perform the required
election duties. Our office works diligently with the State to stay abreast of upcoming elections
legislature which may require grant support.
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your
operations as it relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies
within your operations and how such initiatives can or will be carried forward into your
operations as we transition back to full operation.
• Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations because of lessons learned during the
pandemic?
o How did you incorporate technology and digital access into your processes during COVID-
19?
o Are you contemplating implementing more innovative/transformative technological
initiatives to systematically transform operations within your office and improve public
accessibility?
• How can your office accelerate these improvements and what impact would that
have on your budgets?
Election Services
Making Enhancements for Flexibility, Accountability and Safety during Covid
COVID-19 greatly impacted the elections as we had to change polling places within hours of the
election due to the concern and safety of residents in nursing homes and other normal polling
facilities. The Clerk administered six elections, and the 2020 Presidential Election was
unprecedented --- in so very many ways. For the suburban primary and general elections held in
April 2021, we were better prepared with proper PPE and readily available and less judges dropping
out at the last minute.
Between March and November 2020, we worked around the clock to administer an election process
that would be safe and secure. One that would provide flexibility for voters to choose a voting plan
that they felt most comfortable with – whether that was voting by mail, early voting, or election-day
voting.
We re-designed the entire mail ballot system. We petitioned and were acquired grant funds to
complete an acquisition of equipment that is the most advanced mail ballot processing center in the
State of Illinois.
FY2021 Mid-Year Budget Review
8
With the nation experiencing a resurgence of Covid-19 in the fall months leading up to the General
Election, we urged voters to take advantage of Early Voting and Vote by Mail, and they answered
that call in historic fashion.
Suburban Cook County voters shattered previous voting records, with the highest level of voter
participation recorded over any previous election. Early voting increased significantly, and voter
registration was at an all-time high.
Real Estate & Tax Services Governed by State Statutes Impacting Redemptions
The overall redemption process is 80% over the counter, yet 100% paper based. Our teams
developed a detailed Business Continuity plan that would ease the concern of delinquent taxpayers.
We implemented several new processes and procedures and ensured that each was highlighted on
our website.
We electronically communicated with Tax Buyers to meet their needs in conjunction with the
required state statues. We created three new email boxes to manage customer request based on type
of service needed. This allowed remote office staff to respond to the request and inquiries daily. We
will keep the email boxes to easily determine customer needs and reduce customer foot traffic.
We are currently working with our technical team to develop a web-portal for customers to submit
their request and pay electronically for documents needed. Our real estate footprint has changed due
to COVID. We have instituted and in-office drop box in which a customer is in and out within 15
minutes by giving them the option to pay by check and we will mail the requested documentation.
Recording Operations Initiatives to Reduce Fiscal Impact to Customers
As a result of Cook County's Proclamation of Disaster, the fees for recording Transfer of Death
documents for the period of May 2020 through December 2020 was reduced by the County Board
to give financial relief to submitters.
Due to Covid Pandemic, contactless drop off and pickup services were offered for County Agencies,
FEDEX, UPS, City of Chicago, and Title Companies, by allowing these agencies to walk in their
documents and drop off. This process has worked very efficiently and reduced the direct contact for
safety purposes.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$19,753,005
Please provide preliminary ideas of how your office is planning to meet your budget target
for FY2022.
FY2021 Mid-Year Budget Review
9
To meet our expenditure target, The Office of the Cook County Clerk (CCCO) is focused on
continuous cost efficiencies, economies of scale, and implementing best practices. CCCO’s goal is
to submit a budget of personnel and non-personnel expenses that are reasonable based on the
services provided and objectives for FY 2022. We will continue monitoring the Recording
Operations Division’s needs, derived from the assumption of duties to ensure the continuous flow
of business.
FY 2022, revenue will be generated through four sources: Real Estate & Tax Services, Vital
Records, Ethics, and Recording Operations. We do not plan to create any additional product
offerings or new revenue streams but build upon our current services and ensure revenue accuracy.
Currently, the real estate market is in an upswing. Recordings Divisions revenue depends upon the
continuous growth of the Real Estate (R/E) Market which fluctuates based on the economy. The
R/E market dictates the transactions that come into our office. However, the R/E market can become
uncertain at any time due to the outlook of business conditions, unemployment, and income
impacted by COVID-19. In addition, revenue will be impacted by the timing of the various tax sales
which will occur by the end of FY 2021 and beginning of FY 2022. Revenue from Vital Records
will continue to be impacted by the need for the REAL ID in which the deadline continues to be
extended.
Cook County Board of Review
FY2021 Mid-Year Budget Review
1
Board of Review
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Digital Appeals Processing System (DAPS) Enhancements
o The CCBOR is meeting its goal. The CCBOR made improvements to the Illinois Property Tax
Appeal Board (PTAB) workflow, Certificate of Error Process and the Exemption Application
workflow. Many of the enhancements were accelerated by the Governor’s “Stay at Home”
Order which forced CCBOR employees to work remotely.
FY2021 High Volume Subscription Service
The CCBOR implemented the “Bulk Filing” feature of the subscription service for the 2020 tax year
appeal session.
The “Bulk Filing” enhancement generated additional revenue for the County. This funding is helping the
BOR outreach to underserved neighborhoods and communities, providing all property owners with access to the appeal
process. The Board of Review is committed to serving all communities in Cook County.
FY2021 Virtual Non-Attorney and Attorney Hearings.
As a direct result of the Governor’s “Stay at Home” Order, the CCBOR did not conduct any “in person”
hearings for the 2020 tax year session. Certain efficiencies were realized that will be implemented for
the 2021 tax year session
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021 FY2021
$ Variance
%
Variance
YTD Budget YTD Actuals
Board of Review
$200,000 $80,000 $(120,000) (60.0)%
o The current BOR revenue source is a “Data Subscription Service” provided to high volume users
at the BOR. The product is a compiled data package of BOR appeal decisions which allows
users to digitally organize their filings and results. The cost structure is based on appeal volume
tiers. Users are invoiced annually at the beginning of the BOR Appeal Session. This revenue
has yet to be received for this fiscal year. We anticipate meeting the revenue goals.
FY2021 Mid-Year Budget Review
2
o For the 2020 Appeal Session, “Bulk Filing Service” was added. This service allowed users to
bulk file appeals through a web-based system. It is anticipated this service will increase
revenues.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021 FY2021
$ Variance % Variance
YTD Budget YTD Actuals
Personnel
$ 6,404,582 $ 6,288,045 $ 116,537 1.8%
Contractual Services
$ 90,435 $ 37,212 $ 53,223 58.9%
Supplies and Materials
$ 82,487 $ 55,411 $ 27,076 32.8%
Operations and Maintenance
$ 122,224 $ 36,723 $ 85,501 70.0%
Capital Expenditures
- - - -
Rental and Leasing
$ 27,414 $ 24,810 $ 2,604 9.5%
Contingencies and Special
Purposes
- - - -
Total
$ 6,727,143 $ 6,442,202 $ 284,941 13.8%
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Board of Review 142 135 7
The Board of Review anticipates hiring into all vacancies in the 3
rd
quarter as a ramp up to the 2021
appeal session.
V. FY2021 Contracts
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
Co-Star
Real Estate
83,000 7/1/2021 active
FY2021 Mid-Year Budget Review
3
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
See Attached
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
o Describe any initiatives you have implemented that have resulted in greater efficiencies within
your operations and how such initiatives can or will be carried forward into your operations as
we transition back to full operation.
Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations as a result of lessons learned during the pandemic?
Due to pandemic related health and safety concerns, the CCBOR did not conduct any “in person” hearings
for the 2020 tax year session, pivoting to telephonic proceedings for non-attorney (“Pro Se”) matters and
virtual proceedings via Microsoft Teams for attorney matters. Through informal polling of CCBOR
stakeholders of the hearing process, namely, taxpayers and practitioners, the CCBOR learned that a number
of invaluable lessons which are the following:
An integral component of the “Pro Se” hearings, is the Chief Clerk’s “pre-screening” process. Here, a
CCBOR “case worker” contacts the non-attorney appellant who has requested a hearing to determine
whether an “oral hearing” is necessary. The case worker will discuss the basis of the appeal, determine the
required valuation evidence, if necessary, instruct the appellant on methods of evidence submission while
highlighting the benefits of a desk review.
FY2021 Mid-Year Budget Review
4
If it is determined that an appellant will speak with an analyst, the case will be scheduled for a telephonic hearing
when the filing period ends. Complaints that proceed to hearing will be divided amongst the staffs and their respective
hearing analysts. Each analyst will have assigned cases and be responsible for calling and conducting the hearing on a
designated day. The appellant will be given a window of time to await such call.
Due to long standing spatial constraints related to the current CCBOR hearing room, both the appellant/tax
payers, practitioners and CCBOR hearing officers faced audio and visual challenges which impacted the
oral hearing experience. Specifically, due to the number of oral hearing participants speaking
simultaneously in a constricted physical space, effective communication was, at best, a challenge. In
addition, due to the current configuration of the CCBOR hearing room, the sharing of digital documentation
amongst the parties was limited.
Virtual hearing proceedings addressed the aforementioned audio and visual challenges by allowing one on
one communication and the utilization of the TEAMS “screen sharing” feature which were both beneficial
to all parties.
The noted realized benefits will be adopted for the 2021 tax year session.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$14,776,153
The BOR will explore all options of efficiencies across all expenses that will not prevent the BOR from
fulfilling its responsibilities to the County and its constituents.
Chicago Board of Election
Commissioners
FY2021 Mid-Year Budget Review
1
Board of Election Commissioners
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1
o Successfully conducted the citywide Primary Election and Presidential Election during a
pandemic with new mailing and voting equipment.
o Provided safe voting options.
FY2021 Initiative/Goal #2
o Utilized the Board’s voter canvass in an effort to grow email lists to increase in efficient and
timely communications with voters.
o Increased Early Voting and Vote By Mail by 73% to a record high.
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021 FY2021
$ Variance
%
Variance
YTD Budget YTD Actuals
Revenue Source #1
N/A
o Explanation of variances greater than 1% and $1 million
o What corrective action will be taken?
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021 FY2021
$ Variance % Variance
YTD Budget YTD Actuals
Personnel
$217,072 $215,104 $1,968 0.9%
Contractual Services
$407,000 $123,124 $283,876 69.7%
Supplies and Materials
‐ ‐ ‐ ‐
Operations and Maintenance
‐ ‐ ‐ ‐
FY2021 Mid-Year Budget Review
2
Capital Expenditures
‐ ‐ ‐ ‐
Rental and Leasing
‐ ‐ ‐ ‐
Contingencies and Special
Purposes
‐ ‐ ‐ ‐
Total
$624,072 $338,228 $285,844 45.8%
o Explanation of variances greater than 1% and $1 million
o What corrective action will be taken if required?
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Board of Election
Commissioners
4 4 0
o If your office has vacant positions, please provide an indication of what percentage of vacancies
are anticipated to be filled by fiscal year-end and what actions are currently in place to help
achieve that goal. N/A
o To the extent your agency has positions vacant as of 5/31/21, please provide the Board
information on what, if any, challenges your office has faced in filling the positions. N/A
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
N/A
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
VI. Capital Equipment Updates
FY2021 Mid-Year Budget Review
3
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment
Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons
for any delays and the expected completion date
of the project
N/A
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award
End Date
Grant Set Up
Status
N/A
o Please detail your office’s efforts this year to seek out new sources of grant funding.
o How many full-time or part-time staff members in your office are responsible for the
administration of grants? (Indicate how many are full-time and how many are part-time)
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
Describe any initiatives you have implemented that have resulted in greater efficiencies
within your operations and how such initiatives can or will be carried forward into your
operations as we transition back to full operation.
o As a result of the work-from-home protocols put in place, we discovered a more efficient way
to track registration data and employees’ output. These metrics were used to measure the
productivity of staff, which in turn, led to better overall management of registration
responsibilities, resulting in greater efficiencies for the Registration Department and the Board
as a whole.
Are there additional cost-saving or efficiency-saving measures you envision
incorporating into your operations as a result of lessons learned during the pandemic?
o Provided remote access for employees to work and utilized Webex for virtual meetings.
Are you contemplating implementing more innovative/transformative technological
initiatives to systematically transform operations within your office and improve public
accessibility?
o As we were bring back staff on staggered shifts, we determined that we could cross train a large
portion of our staff to help with projects at out warehouse, ensuring both their social distancing
FY2021 Mid-Year Budget Review
4
compliance, as well as a major surge in our productivity in clearing a large backlog of projects
which had been previously caused by a lack of warehouse staff.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
N/A
o Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022
o We have reviewed and updated projections based on previous elections.
o Based on previous years, each department has provided a list of their needs which will be
considered, and they will ultimately receive a departmental budget and budgeting tool to assist
the entire organization in staying within our provided budget.
o Communication of expectations and goals are more widely spread throughout the organization.
o We are preparing for emergencies.
Clerk of the Circuit Court
FY2021 Mid-Year Budget Review
1
Clerk of the Circuit Court
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1
Court Operations, e-Filing
Pro
g
ram
(Output Metric)
2019 Year
End
Actual
2020
Year End
Actual
2021 Year
to Date 2nd
Quarter
Actual
2021 Year
End
(Revised)
Target
Number of e-Filin
g
s 3,017,961 2,087,971 1,070,000 2,200,000
On July 1, 2018, e-Filing became mandatory for all civil areas of law. From 2019 to 2020 the number
of e-filings that the Office of the Cook County Clerk of the Circuit Court (our Office) received
decreased due to the COVID-19 pandemic. In the second quarter of FY2020 there were 378,000 e-
filings and in the second quarter of FY2021, there were 502,000 e-filings, showing an increase due to
higher use of the Courts by the public and operations returning to normal. We anticipate that the
FY2021 target of 2,200,000 will be reached.
FY2021 Initiative/Goal #2
Court Operations Courtroom
Clerks
(Output Metric)
2019
Year
End
Actual
2020
Year
End
Actual
2021
Year to
Date
2nd
Quarter
Actual
2021
Year
End
(Revised)
Target
Number of cases filed (output) 729,980 463,021 199,481 495,000
The number of case filings is separate from the number of e-filings. A single case may contain multiple
e-filings. From 2019 to 2020, the number of case filings decreased considerably from 729,980 to
463,021 due to the COVID-19 pandemic. During the second quarter year-to-date of FY2021, there
were 199,481 case filings. As stakeholders begin to conduct more business in the Courts and
operations return to normal, our Office anticipates a slightly higher FY2021 target of 495,000 case
filings compared to the 463,021 filings from last fiscal year.
FY2021 Mid-Year Budget Review
2
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
402000-Fees and Lic 28,487,500
27,749,605 ($737,895) (2.7%)
The COVID-19 pandemic negatively impacted revenue streams, becoming the primary cause of the
negative variance. As the Courts are used more by stakeholders and the general public, our Office’s
revenue will increase. We anticipate that the revenue variance at the end of FY2021 will be less than
1%.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel
$43,844,907 $39,898,306 $3,946,601 9.0%
Contractual Services
$384,863 $289,741 $95,122 24.7%
Supplies and
Materials
$338,764 $60,079 $278,684 82.3%
Operations and
Maintenance
$3,787,623 $3,849,442 ($61,819) (1.6%)
Capital Expenditures
Rental and Leasing
$252,790 $211,548 $41,242 16.3%
Contingencies and
Special Purposes
Total
$48,608,947 $44,309,116 $4,299,831 8.8%
FY2021 Mid-Year Budget Review
3
Personnel Positive variance during the first half of the year is due to vacant
union and non-union positions. During the second half of
FY2021 the variance will decrease but remain positive due to the
Department of Budget and Management Services (DBMS)
approval of the Request to Hire (RTH). In addition, we will fill
100 vacant positions before the end of FY2021’s third quarter.
Contractual Services Positive variance is mainly due to the unspent funds of the
amount budgeted for the purchase or printing of City of Chicago
and Suburban Tickets. Our Office currently has enough unused
tickets in stock. The variance will be spent throughout the second
half of the year. The anticipated variance at fiscal year-end is
expected to
b
e less than 1%.
Supplies and Materials Positive variance is mainly due to unspent funds of the amount
budgeted due to our Office using money from a different funding
source to purchase PPE. Our Office anticipates this expenditure
will be used more the second half of this fiscal year to purchase
supplies to keep staff and the public safe.
Operations and
Maintenance
Negative variance is due to the greater use of commercial
licenses than was originally budgeted for under Maintenance &
Repair Contracts in the first half of FY2021. The annual
chargeback amount has been greater than the actual preloaded
b
ud
g
eted amount or the amount anticipated in the past.
Capital Expenditures
Rental and Leasing Positive variance exists because the full payment of the Panic
Alarm Security System Software contract is not due yet. The
positive variance should be gone by the end of the year upon full
payment of the expenditure described.
Contingencies and Special
Purposes
IV. Status of FY2021 Hiring
FY2021 Mid-Year Budget Review
4
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses at
the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Clerk of the Circuit
Court 1,256
1,038 218
Our Office anticipates filling 100 of the 218 vacant positions by the end of the current fiscal year’s
third quarter. We expect to fill a considerable number of the remaining vacant positions during the
fourth quarter.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department Contract Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status
Chicago Tribune
Court
Operations
Publication of Legal
Notices - Court
Ordered
$102,000.00 8/1/2021 7/31/2022 Ongoing
CDW-G/SHI
International
MIS
VMWare Support
Subscription
Production Technical
Support-Licenses for
server environment
$29,434.77 8/5/2021 8/5/2022 Ongoing
CDW-G/SHI
International
MIS
Maintenance for Idera
SQL Diagnostic
Manager Software-
Licenses for
troubleshooting server
environment
$13,297.30 8/17/2021 8/17/2022 Ongoing
CDW-G/SHI
International
MIS
Maintenance and
Technical Support for
HP Hardware
$204,528.86 10/1/2021 9/30/2022 Ongoing
FY2021 Mid-Year Budget Review
5
Cummins -
Allison Corp.
Court
Operations
Maintenance of
currency counters
$59,964.00 10/15/2019 10/14/2021 Ongoing
Cummins -
Allison Corp
Court
Operations
Maintenance of
currency counters
$30,130.00 12/1/2021 11/30/2022
Tentative
Date
Engineered
Security Systems
(ESS)
MIS
Maintenance for
Preventative Hardware
and Software for
Camera Security
Cashiering System
$225,000.00 10/18/2021 10/17/2022 Ongoing
Powell
Photography
Public
Information
Photography/
Videography Services
$12,500.00 10/25/2020 10/25/2022 Ongoing
Zuno
Photography
Public
Information
Photography/
Videography Services
$12,500.00 10/25/2020 10/25/2022 Ongoing
Video Parachute
Public
Information
Photography/
Videography Services
$12,500.00 10/25/2020 10/25/2022 Ongoing
SHI International MIS
Maintenance enhanced
support Idera Precise
SQL Licenses
$10,000.00 10/30/2021 10/30/2022 Ongoing
SHI International MIS
Maintenance and
Technical Support
Licenses for
Images/troubleshooting
in server environmen
t
$163,709.23 1/1/2022 12/31/2022
Re-
instate
Microsoft MIS
Maintenance for
Microsoft Premier
$92,421.00 1/6/2021 1/6/2022 Ongoing
Davis Bancorp
Court
Operations
Armored Car Service $232,560.00 4/1/2018 5/31/2022 Ongoing
Tyler
Technologies
MIS
Electronic Case
Management
$36,449,035.00 4/8/2021 4/8/2022 Ongoing
SHI International MIS
Maintenance and
Technical Support for
Insight Software
$17,265.31 5/1/2021 4/30/2022 Ongoing
Ensono MIS
Mainframe
Outsourcing Disaster
Recovery
Implementation
$2,000,000.00 10/1/2021 9/30/2022 Ongoing
FY2021 Mid-Year Budget Review
6
Paper Solutions
Court
Operations
Supply and Delivery of
City and Suburban
Tickets
$264,280.00 11/30/2021 11/30/2021 Ongoing
SHI International MIS
VM Ware Enterprise
Licenses - for server
environment
$47,868.95 8/14/2021 8/14/2022 Ongoing
CDW-G/SHI
International
MIS
Maintenance for Idera
Precise SQL Licenses -
for server environment
$40,518.80 10/31/2018 10/30/2023 Ongoing
CDW-G/SHI
International
MIS
Maintenance for Idera
ER/Studio Data ARCH
Platform-Licenses for
migration to CMS
$21,810.31 11/9/2018 11/9/2023 Ongoing
Johnson Controls
Court
Operations
Maintenance and
Monitoring of
Burglar/Fire Alarm
Systems
$79,236.30 5/15/2021 5/14/2026 Ongoing
Envelope
Connection Inc.
Court
Operations
Printing of Court
Diversion Envelopes
$151,200.00 9/1/2017 8/31/2021 Ongoing
NCR
Court
Operations
Printing Court
Diversion Envelopes
$45,000.00 9/1/2021 8/31/2023
Tentative
Date
TradeMark
Products
Court
Operations
Repair of Time
Stamps, Court Sealers
and Hand Stamps
$86,840.00 8/28/2020 9/27/2023 Ongoing
TradeMark
Products
Court
Operations
Purchase of Hand
Stamps
$25,000.00 7/26/2021 7/25/2023 Tentative
Ove Water
Services, Inc.
Court
Operations
Countywide Water
Delivery
$40,000.00 5/1/2021 5/17/2024 Ongoing
Quadient/Neopost Mailroom
Maintenance & Rental
of Mail Meter Machine
$622.00 12/1/2020 11/30/2221 Ongoing
Pitney Bowes Mailroom
Rental for Connect
Meter Postage
Machines
$1,071.00 4/1/2021 3/31/2022 Ongoing
Pitney Bowes Mailroom
Maintenance: Postal
Equipment and Mono
Printer Module with
Connect 2000 Feede
r
$1,337.16 4/1/2020 3/31/2021 Ongoing
Ove Water
Services, Inc
Court
Operations
Countywide Water
Coolers
$1,946.10 6/1/2021 11/30/2021 Ongoing
Paper Solutions
Court
Operations
File Jackets $145,671.90 12/1/2020 11/30/2021 Ongoing
Countywide
Contract
Court
Operations
Legal Services $125,000.00 12/1/2019 11/30/2021 Ongoing
FY2021 Mid-Year Budget Review
7
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment Project
Project Status
(Not Started/Started/
Delayed/Completed)
Please provide an update on the project,
reasons for any delays and the expected
completion date of the project
Microfilm Readers Started
We are working on amending an existing contract
to purchase the microfilm readers, and anticipate
completion by end of year.
Van for Records
Management (2)
Delayed
We need a budgetary transfer and anticipate
completion by end of year.
HPE Primera Enterprise
Storage Solutions
Completed Project was completed in FY2021.
Chairs Started
We submitted SAC form to Assent Management,
and anticipate completion by end of year.
VII. Grant Funding
Grant Name Department Award Amount
Award
State Date
Award End
Date
Grant Set
Up Status
G53795-Grant
2020 CCC Child
Support FED
1335.Clerk Of
Crct Crt Off.Of
Clerk
$394,206.00
7/1/2020 6/30/2021
Set-Up
G53795-Grant
2020 CCC Child
Support FED
1335.Clerk Of
Crct Crt Off.Of
Clerk
$203,076.00
7/1/2020 6/30/2021 Set-Up
G53972-Grant
2021 CCC Child
Support Grant FED
1335.Clerk Of
Crct Crt Off.Of
Clerk
$1,493,574.00
#N/A #N/A Not Set-Up
G53973-Grant
2021 CCC Child
Support Grant STE
1335.Clerk Of
Crct Crt Off.Of
Clerk
$151,169.00
#N/A #N/A
Not Set-Up
G53998-Grant
2020 CCC Self-
Represented
Litigant
Coordinator Grant
1335.Clerk Of
Crct Crt Off.Of
Clerk
$10,000.00
8/1/2020 7/31/2021 Set-Up
FY2021 Mid-Year Budget Review
8
Please detail your office’s efforts this year to seek out new sources of grant funding.
The following summarizes our Office’s potential grants for FY2021.
Access to Justice - Self-Represented Litigant Coordinator Grant (seeking $20K)
Our Office is requesting to be considered for the Court Navigator Network Self-
Represented Litigant Coordinator 2021-2022 Grant Award. Funds awarded will be
utilized for a Clerk Coordinator to spearhead our Office’s newly created Family Law
Self-Represented Litigant Customer Service Center (Center).
Led by the Coordinator, the Family Law Self-Represented Litigant Customer Service
Center will play a critical role in adequately supporting (Self-Represented Litigants)
SRLs. Specifically, grant funds will be used to move frequently engaged SRL services
from the inadequate and constricted existing space to a more functional, welcoming
and customer friendly area.
Access to Justice - Online Dispute Resolution Grant (seeking $19K)
Our Office would like to explore the possibility of implementing an automated dispute
resolution system or Online Dispute Resolution (ODR) software.
We currently use Odyssey software, a Tyler Courts & Justice Solution, as the Court’s
official record management system. One of the functions available through Odyssey is
an already existing ODR modular platform called Modria. Our Office has not activated
Modria, but we have a high interest in exploring its adoption.
How many full-time or part-time staff members in your office are responsible for the administration
of grants? (Indicate how many are full-time and how many are part-time)
Our Office currently has one full-time employee who administers the grant funds summarized
above.
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-away about your operations as it
relates to the COVID-19 public health crisis.
Describe any initiatives you have implemented that have resulted in greater efficiencies within your
operations and how such initiatives can or will be carried forward into your operations as we transition
back to full operation.
During the first half of FY2021, our Office implemented numerous reforms and initiatives
focused on its workforce in tandem with the federal court’s Shakman Compliance
Administrator (CCCA). These changes have enabled our office to hire, transfer, train and
retrain staff in a more transparent and efficient manner. As the impacts of COVID-19 pandemic
continue to recede, our Office realizes that the public will require greater access and more
flexible accommodations that will allow them to file cases, pay fees and court costs, and
conduct other business with the court system. However, we remain aware of its lingering
FY2021 Mid-Year Budget Review
9
impacts and the strong possibility that it can reemerge in the fall and winter. On June 28, the
governor noted that the more dangerous and contagious COVID-19 Delta variant was
increasing in prevalence and the State’s public health officials “expect it to dominate our cases
statewide by the fall.”
Shakman Compliance
Over the past six months our Office has worked diligently with its CCCA to comply with
the court's decrees and thereby increase the efficiency of our Office’s operations. Working
with the Plaintiff’s attorney and the CCCA, our Office has amended the Shakman
Employment Plan, amended the exempt list and the exempt positions descriptions, updated
telework, transfer and temporary assignment policies and forms, revised and improved time
and attendance enforcement, improved employment actions notices, updated and
implemented the lateral transfer process, and revised and finalized position descriptions for
the entry-level bargaining unit hiring process. Our Human Resources Department has had
regular and consistent contact and meetings with the CCCA and her staff to continuously
move toward substantial compliance in a collaborative manner.
Staff Hiring
During the first half of the current fiscal year, our Office has hired 87 Shakman-Exempt
staffers in conjunction with the CCCA and with the approval of the Federal Judge.
Additionally, our Office completed the Entry-Level Bargaining Unit Position Hiring
process to bring greater transparency to the hiring of entry-level bargaining positions. On
June 11, 2021, our Office commenced the Entry-Level Bargaining Unit Position Hiring
process by posting six positions on Taleo: (1) Clerk IV, Senior; (2) Cashier II; (3) Appeals
Clerk I; (4) Financial Room Clerk II; (5) Expungement Clerk I; and (6) Warehouse Records
Clerk I, Sr.
Staff Transfers
In March 2021, our Office initiated the first Lateral Transfer process under the
Employment Plan for Clerk IV, Sr., Cashier II, and Financial Room Clerk II. Our Office is
currently working on lateral transfer offers to 30 Clerk Court I employees.
Staff Training
Shakman Training: Our Office and the CCCA agreed that training the Exempt and Non-
Exempt employees on requirements under Shakman monitoring was imperative. By the
end of March 2021, our Office completed Shakman training to both Shakman-exempt and
Non-exempt staff.
Employment Plan Training: The current Shakman Employment Plan requires
comprehensive annual Employment Plan training for HR employees and Supervisors. On
June 16, 2021, the CCCA and our Office presented HR Employment Plan training to the
HR staff. Later this summer, the training for Supervisors will be completed.
Interviewer Training: The Employment Plan requires that all employees who are eligible
to interview Candidates for any Non-Exempt position receive comprehensive training on
proper interviewing conduct, techniques, requirements and the prohibition of Unlawful
FY2021 Mid-Year Budget Review
10
Political Contacts and Unlawful Political Discrimination before the employee may
participate on an Interview Panel. This training is scheduled to be completed by the end of
summer 2021.
Self-Represented Litigant Assistance: Our office continues to work with outside partners
to improve our operations. We are working with many stakeholders including but not
limited to the Chicago Bar Association, Chicago Bar Foundation and various groups that
assist self-represented litigants in the court system. In addition, we have been working with
other city, county, and state offices to improve the quality of services provided by the entire
court system. Our Office plans to strengthen its network of outside partnerships to increase
awareness of our Office and the services we provide.
CBA: Our Office began negotiations for a new Collective Bargaining Agreement and is
committed to negotiating a contract that is fair to the employees and supportive of
operations.
Notices: Our Office continues to send Zoom Hearing Notices to the prosecutors and
attorneys of record on a case (when required by statute).
Are there additional cost-saving or efficiency-saving measures you envision incorporating into
your operations as a result of lessons learned during the pandemic?
To promote access to information, we need to increase access to the courts, the court clerks
and the services they provide, starting with greater access to case records online. Making
court records accessible online is a multistep process that is described in greater detail
below and will hopefully be completed by January 1, 2022. Once the process is complete,
our Office will be fully integrated into the Odyssey Case Management System, the
electronic docket will then be considered the official court record and our case files will be
searchable online.
How did you incorporate technology and digital access into your processes in the midst of COVID-
19?
COVID-19 pandemic uniquely impacted the Cook County court system. Adapting to the
current pandemic required our Office to integrate technology into our processes to keep the
public and our employees safe. Our Office utilized this time to explore how to more
efficiently and conveniently deliver its services to the public, Self-Represented Litigants
(SRLs) and attorneys.
The eCourtesy copy project allows signed orders from court to be sent by our clerks to the
individual emails on file for the case. Our Office began sending a courtesy digital copy of
signed court orders at the beginning of the COVID-19 pandemic. We plan to continue this
practice going forward.
FY2021 Mid-Year Budget Review
11
Instead of requiring stakeholders to submit subsequent filings on certain cases in person,
our Office has created a system that allows them to file electronically, saving time and
cutting costs.
We have updated our website to provide the most accurate and timely information and
services as possible. By visiting the website, customers can:
view court case information through the Electronic Docket,
get Zoom hearing information and links,
access fillable court forms that our Office is continuously reviewing and updating to
increase ease of use and to ensure they meet AOIC standards,
retrieve expungement and sealing information and electronic appeals filings,
review Electronic Service Providers via the eFiling Information Portal,
subscribe to our mailing list, and
sign up for case management E-Notices.
Our Office continues to use Zoom and Microsoft Teams to disseminate information to staff
regarding court operations, Office operations and the impact COVID-19 has on those
operations. This communication technology will be essential for the foreseeable future as
our Office continues to review policies and procedures to decide on changes necessary to
improve operations.
Are you contemplating implementing more innovative/transformative technological initiatives to
systematically transform operations within your office and improve public accessibility?
We inherited the Odyssey Case Management System for Civil and Traffic divisions that
cannot be implemented without court approval. Due to contracts with technology vendors
that predate the current administration, our Office is obligated to work within the
parameters of those contracts while working to find better solutions. Our Office has been
working with the Office of the Chief Judge and various Presiding Judges to implement
Odyssey in those divisions and eventually all divisions of the Circuit Court. The new
system will allow for the viewing of docket images through a portal. The Probate and
Domestic Relations divisions are on track to transition to Odyssey by the end of July 2021.
It is our intention to gain court approval for all divisions by January 1, 2022. Furthermore,
we are working with the Administrative Office of the Illinois Courts and Office of the Chief
Judge on eFileIL (the statewide centralized electronic filing manager for civil cases),
electronic order entry and other matters. As each division is integrated with Odyssey,
SRLs, attorneys of record and all agencies will be able to see their case files and images
through the Odyssey Portal.
Once we have fully integrated all divisions with Odyssey, we can complete the Disaster
Recovery project and implement eRecord, meaning the electronic docket becomes the
official court record. Then, we can get certified for re:SearchIL, allowing users to have
access to the State’s cross-jurisdictional portal to view case files throughout all 102
counties. Our target to complete this process by January 1, 2022.
Our Office currently uses informational kiosks and digital signage in the court houses to
provide information to the public such as court calls in multiple language. We have had
preliminary conversations on how to expand the use of these kiosks and the deployment of
more digital signage.
FY2021 Mid-Year Budget Review
12
Our Office has also had early conversations on how to use a queuing system similar to the
one used at secretary of state facilities in our offices throughout the County. This will allow
the customer to get a number, to know where they are in the queue and to be serviced in a
timely manner.
Our Office is taking several steps over the coming months that will allow it to communicate
information on policies and processes more clearly to the general public.
In addition to the initiatives that we have started and are outlined above, we are
developing a proposal for a call center that will more effectively field inquiries from
the public.
The pre-pandemic manner in which the public and stakeholders interacted with the
circuit court and our Office is unlikely to return. The continued use of Zoom for
hearings and trials is a distinct possibility as well, given the fact that users of the
court system have become accustomed to remote interactions. To meet the needs
of the court system experience moving forward, we propose the creation of a Call
Center to serve as a safe support resource that will make it easier for County
residents and other users to get answers to court questions without having to
physically go to a County facility. The Center will not only benefit the elderly, the
differently abled, and those facing language or other barriers, it will be a more
efficient and transparent resource that leverages existing assets. The proposed
Center will consist of 30 trained, Cisco licensed agents and will partner with an
additional service to provide access to over 200 languages for non-English
speakers. These resources will greatly enhance our Office’s obligation to provide
greater access to justice as prescribed by the Illinois State Supreme Court.
Our Office will develop and launch a new website, but not in the near future. In the
meantime, we will continue to review and update the current website in order to
improve transparency and accessibility with a focus on user experience by
restructuring the navigation bar and by prioritizing information. We are also in the
process of adding American Disabilities Act (ADA) and Web Content Accessibility
Guidelines (WCAG) tools to the home page for individuals who require additional
aid in navigating the site.
How can your office accelerate these improvements?
By better utilizing our Office’s budgeted headcount and filling vacant positions, we intend
to accelerate these improvements and begin contemplating additional changes to increase
efficiency and adapt more effective technology.
What impact would that have on your budgets?
Vacant positions have resulted in a $3.9 million (9%) positive variance during first half of
FY2021. This positive variance will decrease but remain positive as we fill those positions.
In addition, our Office’s current staffing level is inadequate to address the anticipated
increase in demand for Court services. In order to meet the projected increase and help
accelerate improvements, additional staff must be hired and trained.
FY2021 Mid-Year Budget Review
13
IX. FY2022 Preliminary Forecast
Below is the target for the entire elected or appointed official’s budget. Department level targets are
available in the Hyperion budgeting system.
FY2022 Budget Target $103,377,846
Please provide preliminary ideas of how your office is planning to meet your budget target for
FY2022.
Currently, our Office will need to, and has begun to, hire additional Court Operations staff to
provide the necessary services as the Courts return to normal operations. This will require
additional approved FTEs and funding. In addition, we will continue to implement new
technological systems that will lead to greater ease of service and record keeping.
Offices of the Chief Judge
FY2021 Mid-Year Budget Review
1
Circuit Court of Cook County, Office of the Chief Judge
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end
projections and operational lessons learned in the midst of the COVID-19 public health crisis. Provide current
status of initiative/goal. Provide impact on any key performance indicators.
I. Update on FY2021 Initiatives and Goals
Jury Trials in the Criminal Division
On June 30, 2021, the Illinois Supreme Court issued two new orders that, effective October 1, 2021, will
resume statutory time restrictions for speedy trials and, effective immediately, relaxes social distancing
requirements. The statutory time restrictions in the Code of Criminal Procedure and the Juvenile Court Act for
bringing an accused person to trial will no longer be tolled. For the past many months, the Circuit Court has
been planning for this eventuality, building upon the court’s early adjudication work since the onset of the
pandemic, and, effective March 22, 2021, by resuming jury trials.
Between April 2020, and the end of May 2021, the Circuit Court continued to administer justice through the use
of technology and innovative practice, even with the limitations imposed on in-person proceedings. About
128,000 criminal cases have been disposed in the court during this time. The court recognized, however, that,
even as the dangers of COVID-19 persist, the court must move forward to increase the scope of its operations in
areas where the suspension of in-person proceedings out of concerns for public heath are causing harm by
potentially infringing on the rights of litigants. This is particularly the case with pending criminal matters where
defendants have stated they are ready for trial and have demanded a trial by jury.
In January 2021, the court worked with public safety stakeholders and prepared a plan for criminal court jury
trials at the Leighton courthouse and in the municipal district courthouses. Following courthouse space
modifications to ensure safety, two pilot jury trials were held in March, one at the Leighton courthouse and one
in Municipal District Five. Since that time, jury trials have been conducted at Leighton and all five municipal
districts, a total of 26 trials to date. Planning efforts have intensified. In June, Chief Judge Evans formed a
committee of criminal justice stakeholders to determine how to safely and expeditiously accelerate the
resumption of in-person proceedings. Meanwhile, facilitated by the Supreme Court orders and new social
distancing guidelines from the Cook County Dept. of Public Health, the pace of trial activity quickened earlier
this month, as courtrooms were modified by Cook County Facilities Management to accommodate more
relaxed social distancing rules. By August, the court plans to summon jurors five days a week to accommodate
30-40 criminal trials each week. In the coming days, 86 courtrooms across the county will be ready with space
modifications to accommodate trials, 76 of which can be used for jury trials.
We believe that the court will have sufficient courtroom space in the coming months to accommodate the
backlog of jury trial and bench trial demands. As of July 2, 2021, a total of 159 cases have been identified based
on a submission of a written demand for trial and the court is on track to dispose of those 159 before October 1,
2021. If additional jury trial capacity beyond current plans is deemed necessary in the coming months,
additional space for assembly of potential jurors will be required. Several alternatives are being considered for
jury assembly beyond current capacity: the Richard J. Daley Center, the auditorium at the Cook County
Juvenile Center, temporary tent facilities at Leighton, and leased space from local colleges and private facilities
which have recently confirmed interest, all of which will require logistical and financial support. Available
FY2021 Mid-Year Budget Review
2
staffing for a large number of simultaneous trials in the offices of the State’s Attorney, the Public Defender, the
Sheriff and the Circuit Clerk will also be a significant factor in determining the pace that jury trials can be
conducted.
Pretrial Services and Electronic Monitoring
Throughout the pandemic, the Adult Probation Department’s (APD) Pretrial Services Division has continued to
provide the courts with risk assessment information (PSA) and to supervise defendants ordered to pretrial-
release supervision. Since December 2020, Pretrial Services has completed over 10,700 PSAs, at an assessment
completion rate of over 97%. Pretrial-release supervision caseloads continued to increase steadily throughout
the pandemic and have begun to stabilize at over 7,000 defendants. These caseloads are higher than
recommended, leading administrators to reassign staff to the highest-need areas. Communication with
defendants who have limited access to phones and computers has remained a challenge, though staff continue to
provide court date reminders to clients and monitor conditions of release. Pretrial officers have shown initiative
and resourcefulness in continuing their important work, including setting up Google Voice numbers to maintain
privacy while talking with clients and using various video conferencing platforms to check in with them.
A large part of Cook County’s collective response to the pandemic was reducing the jail population, which
included releasing defendants from the jail more quickly and periodically reviewing the jail population to
identify detainees suitable for release. These strategies led to significant increases in the electronic monitoring
populations. For example, in APD’s GPS program for domestic violence cases, the Bischof Law makes persons
charged with certain domestic violence offenses involving an intimate partner and subject to no-contact orders
eligible for monitoring by GPS. Orders to EM are activated and monitored by APD’s Home Confinement Unit.
At the start of the pandemic, the number of defendants under GPS monitoring increased significantly, as a result
of jail reduction strategies and the early, temporary suspension of all non-emergency court hearings. This
combination of new GPS activations and very limited deactivations caused the GPS population to more than
double from January through July 2020. When the courts reopened for non-emergency matters, the active
population began to decrease and has stabilized between 900 and 1,000 active defendants, a 37% increase from
APD’s pre-pandemic caseload.
Pretrial Services is on track to exceed the FY21 target caseload of about 6,500 defendants, but has maintained a
high assessment completion rate. The Home Confinement Unit is also on track to exceed the FY21 target for
GPS activations of about 3,600.
Legal Aid for Housing and Debt
The Cook County Legal Aid for Housing and Debt (CCLAHD) program includes the Early Resolution Program
(ERP) and the Mortgage Foreclosure Mediation Program (MFMP). The CCLAHD hotline opened in November
2020, and the in-court services for the ERP started in January 2021. The MFMP, initiated in 2010 to meet the
mortgage foreclosure crisis and closed by the County in 2017, is expected to re-launch later in 2021.
The ERP program provides both pre-court and in-court services for parties involved in residential eviction
cases, consumer debt cases, and tax deed sales. ERP services are available for both landlords and tenants on
claims of non-payment of rent and are currently provided remotely. Pre-court services include a hotline, legal
aid, and assistance for applying for rental assistance through city, county, or statewide rental assistance
programs. Outreach is becoming more robust, as federally-funded assistance programs enter second and third
FY2021 Mid-Year Budget Review
3
rounds, to keep cases from reaching the courts. In-court services include case management by a case manager
from the Center for Conflict Resolution and immediate connection with a legal aid agency such as CARPLS,
managed through the Chicago Bar Foundation, to receive legal advice. Once a case is referred into the ERP, the
parties have two weeks to use the legal aid and mediation services to reach a resolution for the case. If needed,
the parties can ask for additional time to continue negotiating. As of early June 2021, nearly 8,000 residents
have received some form of assistance from the ERP, either pre-court or in court. From April 17, 2021, through
June 7, 2021, 608 people were referred to the ERP by a judge, and 36% of those referred were landlords. Calls
to the hotline have averaged about 1,500 calls per month. Outreach will increase as the County provides
additional funding for ERP services. Capacity of the legal aid agencies during the court calls is a concern once
the moratorium on evictions lifts fully and evictions are free to move in the normal course of business.
Steps to re-launch the MFMP are currently underway, expected potentially this fall. The Illinois Housing
Development Authority (IHDA) is currently negotiating an intergovernmental agreement with Cook County’s
Bureau of Economic Development (BED) to provide housing counseling services. Similarly, The Chicago Bar
Foundation (CBF) will negotiate contracts with the BED for outreach and the legal aid and mediation
components. There is now a new rule in place by the Consumer Financial Protection Bureau (CFPB) at the
federal level that implements new steps for foreclosure mitigation prior to the filing of a new foreclosure
complaint. The expectation is that this new rule will suppress and slow the filing of new cases through the end
of 2021. This development would provide time to re-establish MFMP systems and to allow the court to hire
new case managers for in-court oversight. The goal is to have the MFMP in place before these new mitigation
rules lapse.
Community Courts
The Restorative Justice Community Courts program was established late in 2017 to address the needs of
emerging adults, ages 18-26, charged with certain non-violent types of misdemeanors and low-level felonies.
The courts use a restorative justice approach to repair harm, providing targeted intervention services to these
young adults and restoring the communities where their crimes are committed. There are currently four
Restorative Justice Community Courts operating under the auspices of the Chief Judge, three established in
targeted communities throughout Chicago: North Lawndale, Englewood, and Avondale. The fourth court,
which opened in January of this year, addresses specific drug charges city-wide.
During the pandemic, community court activities slowed in 2020, but, for the most part, proceedings and
community services are now in-person. Case assignments to the courts are increasing this year, due to relaxed
safety protocols for all four courts.
FY2021 Mid-Year Budget Review
4
II. FY2021 Revenue
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
FY2021 YTD
Budget
FY2021 YTD
Actuals
$ Variance % Variance
State of Illinois
$27,336,060
$2,389,356
$53,296
+0.2%
Public Guardian $890,000 $1,405,141 $515,141 +36.7%
Many probation and detention positions are partly or wholly subsidized by the State of Illinois. By law, these
subsidies should include $1,000 per month for “salary subsidy” positions and 100 percent funding for the
salaries of “grants-in-aid” and “pretrial services” positions. In their letter of August 27, 2020, the
Administrative Office of the Illinois Courts (AOIC) announced that the allocation for the probation and court
service departments and detention staff for the Circuit Court of Cook County would be $60,398,802 for the state
fiscal year ended June 30, 2021, to fully reimburse currently existing positions in accordance with 725 ILCS
185/33 and 730 ILCS 110/15(4 and 4a). The County budget for the fiscal year was established at $54,672,120,
less than the full state allocation due to position vacancies. So far this year, subsidy revenues are on target with
budget due to continuing position vacancies in all three probation agencies and in the JTDC, mostly related to
COVID-19 and associated hiring delays and difficulties.
However, the court is pleased to announce that the AOIC has agreed to re-characterize the subsidies between
“salary subsidy” and “grant-in-aid” categories for probation staff, effective retroactively to the beginning of the
year. We expect that this change will allow the Court to collect the full annual allocation, an increase of $5.7
million from previous estimates. The AOIC recognizes that COVID-19 has significantly slowed hiring across
the state and as a result, the state has available funds to reimburse county probation costs. The court is now
awaiting instructions to complete the paperwork necessary to secure the additional funding.
Public Guardian revenues mostly include legal and estate fees charged to their adult clients. Collections to date
are substantially ahead of budget due to a reversal of the slow collection activities in 2020 due to COVID-19.
Collections remain strong through June, $1,651,784, although we expect collections to slow considerably in the
final months as the backlog is reduced.
FY2021 Mid-Year Budget Review
5
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel
$106,659,710
$103,222,467 $3,437,243 +3.2%
Contractual Services
6,712,700 3,658,069 3,054,631 +45.5%
Supplies and
Materials
2,290,290 1,737,605 552,685 +24.1%
Operations and
Maintenance
10,790,364 10,363,273 427,091 +4.0%
Capital Expenditures
0 14,300 (14,300)
Rental and Leasing
462,725 481,415 (18,689) (4.0%)
Contingencies and
Special Purposes
593,688 (192,742) 786,430 +132.5%
Total
$127,509,478 $119,284,387 $8,225,091 6.5%
The positive personnel variance to date of about three percent reflects the effects of vacant positions, mostly the
JTDC, Adult Probation and the Office of the Chief Judge. Vacant position values are sufficient to satisfy the
court’s payroll turnover obligations of about 6.6% overall. The positive trends in personnel costs are reduced
somewhat by offsetting negative variances in overtime costs at the JTDC.
The large positive variance in contractual services mostly relates to savings in jury-related fees, food services
and postage, cognitive behavioral therapy programming in Adult Probation and in therapy services and
detention alternative programs for minors administered through the Juvenile Probation Department, all due to
lingering Covid-19 effects.
The large positive variance in supplies and materials reflects the continuing degree of remote operations in most
offices, reducing the need for office supplies, paper, and books. The largest component of this group, JTDC
food supplies, is trending on target with expectations.
The budget for operations and maintenance includes lease costs for court properties and is largely on target with
the budget.
The court’s budget for contingencies and special purposes includes several special-purpose allocations, both
charges and credits. The largest charge relates to legal and associated fees for attorneys appointed by the court
to represent indigent parties, mostly arising from the Child Protection and Criminal Divisions of the court.
Expenses for these services are trending well below budget due to COVID restrictions and savings achieved
through remote operations. It should be noted that the costs of representation for sexual violent persons is
reimbursed by the State of Illinois and those reimbursements to date are trending in line with the budget.
Contingencies and special purposes also includes budgeted transfers (credits) from special purpose probation
FY2021 Mid-Year Budget Review
6
funds totaling $2,624,622 for the year. These transfers have not been made yet; the court is waiting to determine
the need based on overall budget trends.
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated FTE
# of Filled
Positions
# of Vacant
Positions
Adult Probation 554.0 488.0 66.0
Judiciary 437.0
382.0 55.0
Office of the Chief Judge 484.6 444.0
40.6
Public Guardian 208.4 199.0
9.4
Forensic Clinical Services 24.8 20.0
4.8
Social Service 207.0 189.0
18.0
Juvenile Probation 329.0 302.0
27.0
Juvenile Temporary Detention Center 604.3 526.0
78.3
TOTAL 2,849 2,550 299
The court’s position vacancy counts are currently a bit lower than those outlined above; a group of 30 Adult
Probation officers began employment late last month. A number of Associate Judge retentions are also expected
in the coming months. The court maintains a detailed hiring plan and has submitted a number of hiring requests.
Overall, hiring has been slower than in normal times, particularly the JTDC, which typically has a lengthy
period before position posting and hire. Slow hiring there has contributed to a substantial growth in overtime
spending.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start Date
Contract
End Date
Contract
Status*
As below
The court has many contracts that expire in the next 12 months, many of which are for food, clothing and other
products for resident minors at the JTDC. The court has other contracts in process as well. The court’s contracts
are summarized on the attached report.
FY2021 Mid-Year Budget Review
7
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
Capital Equipment Project
Project Status
(Not
Started/Started/
Delayed/Completed)
Please provide an update on the project, reasons for
any delays and the expected completion date of the
project
1280 Case Management System,
CMS Year 2 of 2
Started
The Adult Probation Department has been working with
the vendor to design and develop the complex,
comprehensive case management system that meets the
Department’s needs which involves interfaces with
other stakeholders’ systems and banking and automated
financial processes. The court hopes to complete
migration to production by the end of the year and will
continue to work on the various post go-live items and
out of scope work. All FY2021 funding that is not
expended will be carried over to FY2022. A FY2022
CEP business case was submitted to request additional
funding in anticipation of some large enhancements to
meet the court’s needs.
1310 Computer Equipment Started
A majority of the equipment has been ordered. Due to
supply chain issues, computer and monitors are taking
up to 3 months for delivery. All funds will be
expended.
1310 Jury Administration Delayed
Jury Administration is developing a RFP for a new
management system. Funds were requested to be moved
to FY2022 to provide time to release RFP, negotiate a
contract and implement the new system.
1313 Social Service – 2 Way
Radios
Started
Radios have been ordered, and delivery is anticipated in
August 2021. Fieldwork training is ongoing with
anticipation of more radios ordered over the next 2-3
years.
1326 Juvenile Probation EMS
(JEMS)
Started
Juvenile Probation’s new case management system went
live in November 2020. Some of the work planned for
FY2020 was delayed and pushed to FY2021due to the
pandemic but the Department completed the staff
training and is currently working on the post go-live
enhancements. The Department requested a FY2022
capital appropriation for work that was planned for
FY2021.
1440 JTDC Video Camera
Project
Not Started
The JTDC is working with Capital Planning and
Facilities Management to complete this project. A
project funding request has been submitted to roll
FY2021 Mid-Year Budget Review
8
funding in FY2022. This project is not expected to be
completed until FY2022.
VII. Grant Funding
Please detail your office’s efforts this year to seek out new sources of grant funding.
How many full-time or part-time staff members in your office are responsible for the administration of
grants? (Indicate how many are full-time and how many are part-time)
Grant Name Department
Appropriated
Award Amount
Awards
Start Date
Award End
Date
Grant Set-Up Status
G53576-Grant 2017 OCJ Safety
and Justice Challenge
Office of the
Chief Judge
$577,921 10/1/2017 5/31/2021 Set-Up
G53596-Grant 2019 OCJ Access
& Visitation
Office of the
Chief Judge
2,000
7/1/2019 6/30/2020 Set-Up
G53683-Grant 2018 OCJ North
Suburban Drug Court
Enhancement
Office of the
Chief Judge
921,809
9/30/2018 9/29/2021 Set-Up
G53696-Grant 2018 AP Risk,
Need, Responsivity
Adult
Probation
344,819
10/1/2018 9/30/2021 Set-Up
G53732-Grant 2020 OCJ Access
& Visitation
Office of the
Chief Judge
54,062
7/1/2020 6/30/2021 Set-Up
G53733-Grant 2020 OCJ Adult
Redeploy
Office of the
Chief Judge
359,786
7/1/2020 6/30/2021 Set-Up
G53734-Grant 2020 OCJ DV
Partner Abuse
Office of the
Chief Judge
8,678
7/1/2020 6/30/2021 Set-Up
G53735-Grant 2020 JTDC
National School Lunch
Juvenile
Temporary
Detention
Center
163,838
7/1/2020 6/30/2021 Set-Up
G53736-Grant 2020 JTDC School
Breakfast
Juvenile
Temporary
Detention
Center
88,973
7/1/2020 6/30/2021 Set-Up
G53737-Grant 2020 JTDC IL
Lunch and Breakfast
Juvenile
Temporary
Detention
Center
3,239
7/1/2020 6/30/2021 Set-Up
G53755-Grant 2020 OCJ Drug
and Mental Health Court Services
Enhancement
Office of the
Chief Judge
495,125
5/31/2020 5/30/2021 Set-Up
G53803-Grant 2019 OCJ
SAMHSA Suburb Drug
Office of the
Chief Judge
276,060
9/30/2019 9/29/2021 Set-Up
G53805-Grant 2020 OCJ RAP
Expansion
Office of the
Chief Judge
217,918
7/1/2020 6/30/2021 Set-Up
FY2021 Mid-Year Budget Review
9
G53849-Grant 2020 OCJ Safety
Justice Challenge
Office of the
Chief Judge
1,847,391
1/1/2020 12/31/2021 Set-Up
G53881-Grant 2020 OCJ W/RAP
Substance Abuse Treatment
Capacity Expansion
Office of the
Chief Judge
272,217
7/30/2020 7/29/2021 Set-Up
G53882-Grant 2021 OCJ Adult
Redeply Illinois ACT
Office of the
Chief Judge
677,137
#N/A #N/A Not Set-Up
G53883-Grant 2021 OCJ Adult
Redeply Illinois RAP
Office of the
Chief Judge
371,432
#N/A #N/A Not Set-Up
G53884-Grant 2021 OCJ Adult
Redeply Illinois RRP
Office of the
Chief Judge
219,730
#N/A #N/A Not Set-Up
G53885-Grant 2021 OCJ Access
and Visitation
Office of the
Chief Judge
99,601
7/1/2021 6/30/2022 Set-Up
G53886-Grant 2021 OCJ Partner
Abuse Intervention
Office of the
Chief Judge
40,000
7/1/2021 6/30/2022 Not Set-Up
G53887-Grant 2021 OCJ
SAMHSA Drug and Mental
Health Court
Office of the
Chief Judge
399,847
5/31/2021 5/30/2022 Set-Up
G53888-Grant 2021 OCJ
SAMHSA WRAP Court
Office of the
Chief Judge
397,737
#N/A #N/A Not Set-Up
G53889-Grant 2021 JTDC
National School Lunch
Juvenile
Temporary
Detention
Center
285,072
#N/A #N/A Not Set-Up
G53890-Grant 2021 JTDC School
Breakfast
Juvenile
Temporary
Detention
Center
151,938
#N/A #N/A Not Set-Up
G53891-Grant 2021 JTDC Lunch
and Breakfast
Juvenile
Temporary
Detention
Center
5,558
#N/A #N/A Not Set-Up
G53893-Grant 2020 OCJ Adult
Redeploy Illinois RRP
Office of the
Chief Judge
123,571
7/1/2020 6/30/2021 Set-Up
G54002-Grant 2020 JTDC 2020
PREA TIPS
Juvenile
Temporary
Detention
Center
47,563
6/8/2020 7/30/2022 Set-Up
G54004-Grant 2020 OCJ Cook
County Justice for Family Project
Office of the
Chief Judge
650,000
10/1/2020 9/30/2023 Set-Up
G54008-Grant 2021 OCJ Veteran
Treatment Court Mentor Program
Office of the
Chief Judge
499,989
10/1/2020 9/30/2023 Set-Up
FY2021 Mid-Year Budget Review
10
G54002-Grant 2020 JDTC Prison
Rape Elimination Act Targeted
Implementation Planning and
Support
Juvenile
Temporary
Detention
Center
47,563
6/8/2020 8/29/2022 Not Set Up
G53892-Grant 2021 JP Juvenile
Detention Alternative Initiative
Juvenile
Probation
25,000
12/31/2020 12/31/2021 Set Up
As of June 2021, the court was managing 16 different grant programs funded by 19 federal, state and private
grantors with a total award value of $8.6 million to administer or enhance programs to increase access to justice
to the court’s clients.
1
Four of the grant programs ($2.5 million) from the U.S. Department of Health and
Human Services enhance various drug courts and mental health courts across the county, by expanding and
expediting client access to community-based substance abuse treatment services, cognitive behavioral therapies
and improving communications and coordination through electronic case management. The court also
administers three Adult Redeploy Illinois grants ($1.2 million) to divert low-level non-violent criminal
defendants suffering from behavioral problems from incarceration at the Illinois Department of Corrections
(IDOC).
In FY2021, the court started implementation of two new grant programs. In late 2020, the court was granted a
three year award to enhance the Veteran Treatment Court Program (VTC) through mentorship of veteran clients
to promote improvements in the treatment and recovery outcomes. In FY2021 the court hired the first staff to
coordinate volunteer mentors to work in the six districts. The court also received a 3 year funding to improve
the response of the civil and criminal justice system to families with a history of domestic violence by providing
supervised child visitation services and legal advice and assistance preparing motions for pro se litigants. In
FY2021, the court worked with the County Chief Procurement Office to execute agreements to collaborate with
three community partners.
Court applications have been submitted for three new competitive grants to enhance the current court operations
in addition to five state grant renewals and no-cost extensions. One of the grants concerns the emerging adult
population. It is well documented that the young adults’ (age 18 – 24) cognitive development is closer to that of
youth than to that of adults. When those in that age-range on juvenile probation get in further conflict with the
law, they are treated as adults and developmentally appropriate, individualized support and services only
available in juvenile probation are no longer available to them. The court has recently been notified of an award
to address this gap in the services, to coordinate services and advocacy for such youth who are transitioning into
the adult system.
Domestic violence is a complex societal issue that has grown as a national concern during the COVID-19
pandemic. Data indicates that the re-arrest rates while on probation are higher for individuals convicted of
interpersonal violence than for overall caseloads and recidivism rates are significantly higher for specialized
domestic violence cases than for all clients on probation. To address this issue, the court applied for multiyear
federal funding to identify a validated domestic violence risk assessment tool, to train staff on an evidenced-
based supervision model and to enhance information sharing on risk, compliance and progress with
stakeholders.

1
ThisamountrepresentsthetotalgrantamountsforagreementsactiveinJune2021anddoesnotequalthetotalfundsavailableas
ofJune2021ortheamountsreportedintheadoptedannualappropriation.
FY2021 Mid-Year Budget Review
11
The court has also applied for funding to enhance the south suburban adult drug courts located in the fourth,
fifth and sixth municipal districts by building program capacity to assess needs, offering practical recovery
supports, integrating clinical case management with health literacy and health insurance assistance, and
providing targeted evidence- based substance abuse treatment. The court anticipates serving 80 clients over the
four year funding period.
Further, the court is preparing an application for a new competitive funding opportunity from the MacArthur
Foundation’s Safety and Justice Challenge initiative.
The court does not have a dedicated division to manage its grant portfolio. Rather, the court’s finance division,
grant program managers and problem solving court staff dedicate hours to complete both administrative and
programmatic responsibilities. The court has four positions fully funded by grants that administer grant
programs and six staff members funded by the court’s operating budget who are responsible for financial and
administrative duties and/or programmatic responsibilities.
2
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-a-ways about your operations as it
relates to the COVID-19 public health crisis. Describe any initiatives you have implemented that have
resulted in greater efficiencies within your operations and how such initiatives can or will be carried
forward into your operations as we transition back to full operation. Are there additional cost-saving or
efficiency-saving measures you envision incorporating into your operations as a result of lessons
learned during the pandemic? How did you incorporate technology and digital access into your
processes in the midst of COVID-19? Are you contemplating implementing more
innovative/transformative technological initiatives to systematically transform operations within your
office and improve public accessibility? How can your office accelerate these improvements and what
impact would that have on your budgets?
Circuit Court Operations
On March 17, 2020, as COVID-19 began to emerge as a serious public health threat and appeared to present
risk to the health and safety of Cook County residents, Chief Judge Timothy Evans issued General
Administrative Order 2020-1 to modify court operations, scaling back non-emergency court proceedings and
postponing non-emergency court-related activities that involved human-to-human contact. At the same time, the
order ensured access to emergency justice.
Much has changed since that time, as the court has mostly returned to pre-pandemic operating levels through
modification of courtroom facilities and the innovative deployments of remote-access technologies. All court
facilities are open for business, and with more than 400 courtrooms equipped for Zoom teleconference hearings,
the court hosted nearly 1.5 million hours of Zoom court sessions with more than 1.8 million participants
between March 17, 2020, and March 11, 2021, in all divisions and districts. And even though jury trials were
postponed for a time, more than 120,000 criminal matters have been heard either in-person or remotely during
these difficult months.

2
SeveralgrantsenhancetheProblemSolvingCourts;forthatreasonthecourthasstafffundedbytheoperatingbudgetwho
provideprogramandadministrativesupport.
FY2021 Mid-Year Budget Review
12
The court recognizes that as the dangers from the pandemic recede, there remains a real opportunity to learn
from the tragedy and modernize operations by integrating technology into court operations to support remote
and hybrid proceedings. The court is now firmly committed to remote operations in certain circumstances and
for certain types of proceedings, in-line with the strong support for remote proceedings affirmed by the Illinois
Supreme Court.
On June 24, 2021, the Cook County Board approved of a budget transfer proposed by the court to facilitate the
purchase of a number of Cisco Webex Dual 55 video conferencing systems. These systems will allow pro-se
and other court participants in hybrid proceedings to fully hear, view and communicate with all parties, to
experience the proceedings in equal measure to an in-person proceeding. As such, the systems provide for
increased access of justice for court participants, who otherwise may not be fully engaged. The equipment will
be deployed in the Juvenile courtrooms, as well as courtrooms in the Chancery Division and in the Municipal
Courts scheduled to hear cases involved in the Legal Aid for Housing and Debt Program. The cost of the
systems will be reimbursed through the state COVID Rapid Relief Funding for Remote Capabilities Program.
In addition and in collaboration with the justice stakeholder and offices under the President, the court has
submitted a Capital Improvement Project (CIP) proposal to upgrade the AV technology across all courtrooms
countywide. Courtroom technology is disparate from courthouse to courthouse and among agencies. This
project will streamline technology infrastructure in the courtroom so that agencies will have uniform access to
standardized evidence presentation equipment.
In time, and assuming the health risks are under control, the choice for the appropriate form of court
proceedings; remote, hybrid or in-person will involve a complex calculus. The court must weigh case
processing efficiency relative to the interests of the parties in litigation: the constitutional rights of defendants to
face their accusers, access to justice, and the time and costs of litigation to the parties involved. The court
expects that responses will differ not only across case types in general, but from case-to-case depending on the
parties involved, the locales, and the circumstances of the litigation. As we look past the pandemic, it is
expected that judges will embrace technology, but will retain discretion in the form of proceedings for their
cases.
The court is in the process of drafting a new order for a modification of its operations in response to changes in
the pandemic. That order, expected in the coming days, will provide information on the court’s plans going
forward.
Adult Probation
As of June 2021, APD had an active caseload of 12,233 sentenced individuals and 7,040 defendants supervised
by the Pretrial Services Division. APD’s core programs include Pretrial Services, Standard Probation
Supervision, the Home Confinement Unit, and staffing for the problem-solving courts.
The responsibilities of the Pretrial Services unit significantly increased beginning with the Chief Judge’s 2017
general order addressing bond reform and has seen its workloads expand considerably during COVID-19. But
even with increased caseloads, over 80% of defendants under supervision attend all court hearings and about
80% remain arrest-free while in the community. The countywide push to reduce the jail population during
COVID also contributed to a substantial increase in the number of defendants monitored with EM technology.
The number of individuals with a curfew being monitored by the Home Confinement Unit has increased 30%
FY2021 Mid-Year Budget Review
13
since December 2020. The number of defendants charged with certain domestic violence offenses monitored by
GPS has remained relatively stable since December 2020, but the average daily population remains about 37%
higher than in March 2020. Although the pandemic paused some plans for implementing partnerships with
providers in the community, APD has continued to communicate with these agencies and has worked to build
relationships that will benefit those under supervision.
The COVID-19 pandemic has continued to affect APD’s operations in other important ways. Public health
guidelines and court orders require all interactions between APD staff and clients to continue remotely, with
only limited exceptions for drug testing and DNA collection. As vaccination rates climb, APD is planning for a
return to in-person operations. Returning to a new normal, while heeding public health guidelines and
internalizing lessons learned from remote operations, will remain a major focus for FY2022.
As APD returns to in-person interactions with clients, another major opportunity will be the increased use of
Core Correctional Practices. The Administrative Office of the Illinois Courts is expected to implement
mandatory training for all probation staff in the state, covering effective supervision strategies and essential
officer skills to help clients make prosocial behavioral changes. This training will further APD’s push to
implement Effective Practices in Community Supervision for higher risk clients. Continuing a drive to
incorporate data and research findings into operations, APD will also continue to build linkages with Cook
County Health and outside researchers to address the opioid crisis among people under supervision.
Social Service
During the past 15 months, the Social Service Department (SSD) has retooled numerous business practices and
changes have been made to all aspects of policies related to client services from intake through termination, as
well as fee collection and cash management. Meanwhile SSD has been involved in the following to address
pandemic issues:
Participating in weekly and Quarterly meetings with the Cook County Bureau of Asset Management for
direction of re-entry planning.
Training for implementation guidelines and informing staff of phase requirements.
Procuring, storing and delivering PPE supplies to 11 outlying locations monthly.
Posting of safety/social distancing signage throughout our 11 locations.
Coordination with HR to monitor operations and inform staff of new policies, room usage and proper
distancing of high traffic areas.
SSD added additional pre-trial staff last year to enhance its ability to monitor post-release clients. The pretrial
staff has been working throughout the pandemic to support Bond Court seven days a week. Additionally, SSD
staff have been maintaining contact with their clients via the phone and the internet. The Fee Unit has
continued to collect and record fee payments and the finance staff continue to work on the implementation of
SSD’s new web-enabled case/fee management system. SSD has worked on resolving gaps identified during the
migration and early releases of the application. SSD is also poised to purchase radio equipment and train staff
to complete home visits required by the AOIC.
SSD’s treatment agency partners have tried to continue work with their clients during the pandemic and are
exploring individual counseling sessions to replace group sessions. Cost remains a concern however. The
Illinois Department of Human Services provided funding to keep pace with the agency’s requests for individual
treatment, but additional county funding may be necessary in the long-run.
FY2021 Mid-Year Budget Review
14
Juvenile Probation
The Juvenile Probation Department (JPD) continues to endure an approximately decade-long, net decrease in
personnel due
to staff attrition outpacing any actions to fill vacancies. Indeed, since FY2014, when the last
probation officers and non-sworn administrative staff were hired, the JPD’s ranks have shrunk at
every
level, from 449.5 FTEs in FY15 to 329 FTEs in FY21. During this same period, although the number of
children and youth entering the juvenile justice system at the local, state, and national levels has
continued to shrink in volume, supervision and treatment have expanded in complexity.
Today, JPD continues its historic role as the formal community-based alternative for justice-involved youth to
avoid incarceration in either youth detention or prison facilities. However, some of the
young people
involved are now older, with significant community exposure to violence and trauma;
unaddressed
behavioral health, educational, an d vocational challenges; and a longer history of contact with law
enforcement throughout childhood, including offenses involving firearms and violence towards others.
Unfortunately, the challenging work of supporting a young person’s positive behavior change and successful
exit from juvenile court is often undermined, as they fall victim to tragic violence
themselves.
With the assistance of nationally-recognized experts, and in alignment with statewide standards for
probation best practices, the JPD has focused on redesigning its case management model and developing
broad partnerships with an ever-growing set of aligned partners in behavioral health and social
service agencies
to provide more comprehensive and protective support to probation-involved youth. Indeed, JPD
completed a strategic plan through a competitive grant process in FY19 and incorporated new statewide
case management standards both of which necessitated a reorganization of staff in FY20. This reorganization
calls for an update of existing staff assignments that the JPD had duly negotiated with the relevant bargaining
units and includes the hope of filling a majority of staff vacancies, particularly line officer positions. However,
the reorganization and related hiring has not occurred and remains delayed due to the pandemic and changes in
leadership.
Pandemic-related exigencies prompted an attenuated and revised implementation of the JPD’s strategic plan,
reorganization, and contract service collaborations. The case management model that juvenile probation officers
utilize is now the primary focus of development. The department continues to incorporate new technology to
support telehealth models of service delivery and participation in court-related proceedings. The telehealth
model utilizing Zoom and Teams allowed for more equity and parity in caseload sizes as geographical areas
were expanded. Staff were allowed to obtain games and workbooks to use virtually that focused on increasing
decision making, empathy, and social skills.
JPD’s ground-level operating protocols have changed extensively since March 2020. Staff were assigned tablets
and/or laptops upon evacuation of office spaces to resume operations remotely and were introduced and trained
in the utilization of Zoom, Teams, FaceTime and Google Voice (for private calling) as well as the department’s
new case management system to cFIVE Supervisor. The ability to provide staff with necessary equipment
allowed staff to maintain contact with each other, the clients and families we are privileged to serve as well as
community partners who work in collaboration with our clients and families. We arranged a virtual meeting
room utilizing Zoom for clients and family members who were present in-person for court hearings to connect
with their Probation Officer after their court hearing concluded. We modified several roles to ensure the least
amount of staff were present in our office spaces ensuring optimal production for communication of court
FY2021 Mid-Year Budget Review
15
orders utilizing Zoom and Teams. Printers were configured to process all court orders and many court
documents were converted to a fillable format which allowed the Officers to complete probation orders
remotely. The challenges of the pandemic demonstrated that with the adequate tools and resources JPD was
quickly able to modify operations without compromising the quality of client interaction.
Meanwhile, community-based partners were similarly revisiting their approaches for engaging youth in a
variety of services that addressed their risks and needs and have also removed geographic limits to expand their
service areas. But despite concerns for the virus, JPD staff remain critical to ensuring that at-risk youth remain
connected to homes and communities at precisely a time when secure facilities and other institutions cannot
safely house them without increased health risks at a time when our communities are most impacted by the
public health and social justice issues of the day.
The JPD is working to incorporate new practice models that both reflect the lessons learned during the
pandemic and the best practices reflected in the strategic plan as aligned with state and national standards
and research. This means a
hiring plan that minimally ensures continuity of leadership through strategic
promotions among shrinking subordinate ranks, and quality professional development and data-driven
quality assurance. Moreover, the effectiveness of community-based youth corrections is largely dependent on
partnerships with community-based assets at both the family and neighborhood levels for which grant funding
is critical but
inadequate. Thus, contracted services for alternatives to incarceration and clinical services
remain necessary to ensure youth success.
The JPD had entered FY21 with a plan that was “right-sized” to meet a challenging workload in support
of public safety in a manner that was both efficient and sufficient. The pandemic and national discussions
around racial justice and equity have further validated formal investments in
community-centered support for
young people and JPD’s operational approach and direction represents a credible example of such investments.
Forensic Clinical Services
The early part of 2020 brought about unexpected and unprecedented restrictions/limitations in Forensic Clinical
Services’ (FCS) operations due to health and safety concerns from the COVID-19 pandemic. These restrictions
impacted both court-ordered clinical evaluations and court expert testimonies. However, by last summer, FCS
implemented videoconferencing technology for conducting remote forensic evaluations and providing court
testimonies. As the months progressed, it also became necessary to develop and implement several new clinical
protocols to address different populations served by FCS, i.e. those housed in Cook County Corrections and
IDOC, Illinois Department of Human Services patients housed in medical facilities, and those at home, released
on bond, under electronically monitoring, etc.
FCS reports that between July of last year and the end of June 2021, FCS psychiatrists and psychologists
completed 580 forensic evaluations, provided 93 court testimonies (48 in-court and 19 remotely), and developed
261 psycho-social reports. FCS has worked closely and collaboratively with both the Cook County Public
Defender’s Office and Cook County State’s Attorney’s Office in meeting its goals. FCS will continue to make
necessary changes and refine existing protocols in an effort to further its mission to serve the Court and our
community.
FY2021 Mid-Year Budget Review
16
Juvenile Temporary Detention Center
The Juvenile Temporary Detention Center (JTDC) has continued to operate through the COVID-19 pandemic,
which includes the Nancy Jefferson School, which re-opened for the 2020-21 school year, with the return of
staff on April 23. To ensure public safety, special precautions continue to be taken to protect the residents and
staff. All new admissions continue to be screened for evidence of the virus. Those without symptoms are
quarantined before being allowed contact with the general population. In addition, all employees are regularly
tested for the virus at the facility to identify asymptomatic carriers. As a result, the JTDC has had limited
incidence of the virus at the center. Meanwhile, special court detention hearings continue to be held at Juvenile
Court to divert residents to probation supervision when safety allows. The resident population has declined from
206 on March 13, 2020, to 162 as of this writing on July 6, 2021.
The JTDC struggles with critical staffing challenges due to the pandemic. The 24-hour operation has
experienced significant COVID-19 staff absenteeism as it continues to ensure the protection of the
constitutional rights of its minor residents. The JTDC is also working on a restructuring plan for the institution
which will provide for a more structured and efficient operation. This plan will help reduce overtime and
improve accountability throughout the facility.
Office of the Public Guardian
The Office of the Public Guardian (PG) faces a number of challenges entering the second half of the fiscal year.
PG’s AS400-based systems (multiple stand-alone systems that are not integrated) for the Juvenile Division are
more than 15 years old, not web-based, and far beyond their functional lifespan, with resultant inefficiencies.
With the pandemic, it has become increasingly urgent that the office obtain an updated, web-based, integrated
case management system so that information can be accessed by staff working remotely. There is also a level
of fundamental procedural fairness, as the Cook County Public Defenders and DCFS have robust case
management systems that allow them to access critical information remotely. The PG has contracted with a
consulting firm that is conducting a technology needs assessment, analyzing PG juvenile division business
processes, and developing an RFP to select a vendor to provide an optimal web-based client management
system to track court proceedings and dockets, child placement histories, special needs, contacts, and other
information for the PG’s 7,000 child clients.
The office is also concerned about the ability to appropriately staff cases with increasing caseloads. Child abuse
and neglect cases have skyrocketed during the COVID-19 pandemic as families have been isolated at home
under stressors correlated with child abuse, such as worries about health, employment, and finances. In January
2020, the PG had 6,071 child clients in the Juvenile Division. At the end of June 2021, the office had 7,070
child clients, an increase of 1,000 cases, or more than 18%, since the pandemic began. Further, as has been
widely reported in the news media, although filings in Juvenile Court are up, reports of child abuse to DCFS
have been drastically lower during the pandemic. This is because many children are not being seen by teachers,
doctors, and other mandated reporters. Experts warn that there is a large group of abused children currently not
known to authorities who will be entering the courts once they fully reopen. On the Adult Guardianship side,
the same is true with respect to elder abuse and seniors who are isolated in the community and need help but
who, as of yet, are unknown to authorities.
FY2021 Mid-Year Budget Review
17
IX. FY2022 Preliminary Forecast
Below is the target for the entire elected or appointed official’s budget. Department level targets are
available in the Hyperion budgeting system.
FY2022 Budget Target
$270,949,273
In May, the court submitted preliminary projections for the 2022 budget, which totaled $277.7 million.
Although those estimates were incomplete, as they included the county’s preloaded values for salaries and
payroll fringe benefits and did not reflect any new staff requests and expected adjustments, we expect the
court’s initial request later this month will likely be generally in line with May projections. Budget increases
must be considered to restore values of certain services to pre-pandemic levels. These include, for example,
jury-related services, client services, training, and travel. In addition, the court is planning an expansion of
services in certain areas, such as community court and detention alternatives for minors. Nevertheless, the court
is reviewing its options for the submission due July 23. At this point, all are under consideration.
Contrac t Depart m ent Vendor Va lue D e s c ri pti o n S tartDate EndD ate Renewable Ex t endable RenewalOptions ,Notes
MaxRenewal
EndDate
1953‐17712 1280.ADU LTPROBATION DEPT. LOYOLAUNIVERSITYOFCH ICAGO IN C 293,347$
Program Eval u at i o n And Re se arch Se r vi ce s
01Ma y 2019 30Sep2021 t rue true
1790‐17142I 1280.ADU L TPROBATION DE P T . P O L I S H AMERI CAN ASSOCIATION 80,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142G 1280.ADUL TPROBATION DEP T . L AKAREN TERPRIS ECO RP 80,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142F 1280.ADU LTPRO BATION DE PT . KIRBY REH ABILITATION 80,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142E 1280.ADU L TPROBA TION DE P T . H E AL T H C ARE AL TERN ATI VE SYSTEMSIN C 120,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142D 1280.ADU LTPROBATION DE PT . CR I S IS CEN TERFO RSOU TH SU BURBIA 95,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142B 1280.ADU LTPRO BATION DE PT . BE H AVI O RAL SERVICESCEN TER 80,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142A 1280.ADUL TPROBATION DE PT . AVAN CE IN C 95,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17142L 1280.ADU L TPROBA TION DE PT . S O U T H SU BURBANFAMILYSH ELTER 320,000
Do me stic Viole nce I n te rve n tio n Counseling
15De c 2018 14De c 2021 true true
1790‐17142K 1280.ADU LTPRO BATION DEPT. SARAH ' SIN N 305,000
Do me stic Viole nce I n te rve n tio n Counseling
15De c 2018 14De c 2021 true true
1790‐17142J 1280.ADU L TPROBATION DE P T . T H E SAL VATION ARMY 120,000
Do me stic Viole nce I n te rve n tio n Counseling
15De c 2018 14De c 2021 true true
1790‐17142H 1280.ADULTPRO BATION DEPT. PAT H W AY TOPEAC ENFP 155,000
Do me stic Viole nce I n te rve n tio n Counseling
15De c 2018 14De c 2021 true true
1790‐17142C 1280.ADU LTPROBATION DE PT . C EN T ERFORADVAN CIN G DO ME S T I CPEACEIN C 411,050
Do me stic Viole nce I n te rve n tio n Counseling
15De c 2018 14De c 2021 true true Two(2)‐One(1)YearRenew al
O
14De c 2023
1515‐15006B 1280.ADU LTPRO BATION DE PT . TRACKGROUPIN C 17,454,255
El e ct r o n i c Monitoring Se rvi ce s ‐Gps
28Jan2019 27Jan2022 true true Two(2)‐One(1)YearRenewal
O
27Jan2024
1318‐13264 1280.ADU LTPROBATION DE PT . C F I VE SO L U TION SINC 6,605,519
Adult Probation Case Manageme nt Syst e m
06Apr2016 05Apr2022 true true 05Apr2023
1890‐17539H 1280.ADULTPRO BATION DE PT . W E S TC ARE ILLINOISINC 150,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539G 1280.ADUL TPROBATION DE P T . T AS C IN C 90,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539F 1280.ADU LTPRO BATION DE PT . PIL S E N W ELLNESSCEN TERIN C 150,000
Substance Abuse Counseling And Treatment An d Se r vi ce s
01Jun2019 31Ma y 2022 true true
newcontractforJuly Board
approval;southCook ,1953‐
17892
1890‐17539E 1280.ADU L TPROBA TION DE P T . MC DERMO T TCENTER 600,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539D 1280.ADU LTPROBATION DE PT . L U T H E RAN SO CIALSERVICESOFILL IN OIS 300,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539C 1280.ADU LTPROBATION DEPT . G ATE W AYFO UNDATION IN C 600,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539B 1280.ADU LTPRO BATION DE PT . TH E CATH O LICCHARITIES 90,000
Substance Abuse Counseling And Treatment Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1890‐17539A 1280.ADUL TPROBATION DE PT . B E H AVI O RAL SERVICESCENTER 90,000
Substance Abuse Treatment An d Counse ling Se r vi ce s
01Jun2019 31Ma y 2022 true true renewal plannedfor2022
1853‐17658 1280.ADU LTPROBATION DE PT . W E S T C ARE ILLIN OISINC 1,556,324
Cognitive Behavioral Treatment Se r vi ce s
01Aug 2019 31Jul2022 true true 31Jul2024
1953‐17789 1280.ADU LTPROBATION DE PT . T AS C IN C 493,674
Clinical Case Manage ment Se r vi ce s‐(Wrap/Rap)
01Jan2020 31De c 2022 true t rue 31De c 2024
1890‐17232 1300.JUDICIARY PROFESSIO NALDY N AMI CN ETW ORK 568,357
Lo cke rs‐26Th Cal
01Sep2018 31Aug 2021 t rue true 30Aug 2021
1753‐16211 1300.JUDICIARY CENTERFO RDIVO R C E EDUCATION 0
Online Pare nting Education
01Feb2018 31Ja n2022 true true
1753‐17075 1300.JUDICIARY PRADO &REN TERIACPASPROFCORP 15,560
M arriage Fund Audit Se r vi c e s
01Ma r2018 28Feb2022 true t rue Two(2)‐One(1)YearRenew a l
O
28Feb2023
1853‐17270 1305.PUBLICG U ARDIAN PAN O RAMICSOFTW AREINC 294,000
Adult G u ar d i an sh i p Case ManagementSyst e m Li ce n se An d Syst e m
Maintenance Agreement
12Sep2018 16Sep2021 true true Two(2)‐One(1)YearRenewal
O
16Sep2022
1718‐16372 1305.PUBLICG U ARDIAN Q U ADIE N TIN C 35,992
Le asi n gOf Postage Machines An d Meters
06De c 2020 05De c 2021 true true Two(2)‐One(1)YearRenew al
O
05De c 2021
1950‐17746 1305.PUBLICG U ARDIAN CL ARI TY PARTN ERSLLC 548,540 01De c 2020 30Nov2022 t rue true Two(2)‐One(1)YearRenewal
O
30Nov2024
NA 1310.OFFICEOFTH ECH IEFJU DG E N ATIO N AL SAFETYCO U N CIL ‐
No co st ; paid by program particpants
5/ 31/ 2021 6/ 1/ 2022 no no R FPinproc es s
1830‐17325 1310.OFFICEOFTH ECH IEFJUDGE TW OMAYTO ZIN C 653,785
Food Se r vi ce Fo r Impaneled Ju ry Trials He l d At Th e 2600 S.
California Avenue Courthou se
17Aug 2018 16Aug 2021 true true Two(2)‐One(1)YearRenewal
O
16Aug 2023
1830‐17256 1310.OFFICEOFTH ECH IEFJU DG E TAS CIN C 550,775
Circuit Court Of Cook County Suburban Municipal Districts Drug
CourtSe r vi ce s Enhanceme nt Program
01Ma y 2018 30Sep2021 t rue true One(1)‐One(1)Year Renew al
O
30Sep2021
1830‐17322 1310.OFFICEOFTH ECH IEFJU DG E MCDERMO TT CENTER 169,996
Circuit Court Of Cook County Suburban Municipal Districts Drug
CourtSe r vi ce s Enhanceme nt Program
01Ma y 2018 30Sep2021 t rue true One(1)‐One(1)Year Renew al
O
30Sep2021
1830‐17326 1310.OFFICEOFTH ECH IEFJU DG E G AT E W AYFO U N DATION IN C 139,960
Gate way So l e So u r ce
01Aug 2018 30Sep2021 t rue true 30Sep2021
1630‐15618 1310.OFFICEOFTH ECH IEFJU DG E JJCOLLINS&SON SINC ‐
Ju ro r Su mmo n s En ve l o p e s
01De c 2016 30Nov2021 true true Two(2)‐One(1)YearRenew al
O
30Nov2021
1753‐16842 1310.OFFICEOFTH ECH IEFJU DG E N O RT H W ES TE RN U NIVERSITY 7,691,000
Mental He al th Se r vi c e s Fo r Court In vo lve d Yo u t h
01De c 2017 30Nov2021 true true
RFP proces s is underway.
Anticipa te c omple ting R FP
proces s and awarding new
contract before end FY2021
30Nov2021
1630‐15349 1310.OFFICEOFTH ECH IEFJU DG E L AN S AUSAIN C 277,233
Lan saSo f t war e App lication De ve l o p me n t SupportAn d Maintenance
16Ma y 2021 15Ma y 2022 true true 15Ma y 2022
1925‐17752 1310.OFFICEOFTH ECH IEFJU DG E RU N CO O FFICESU PPL Y&EQ U IPMEN TCO MPAN 48,969
Red Journals
01Aug 2019 31Jul2022 true true
1925‐17945 1310.OFFICEOFTH ECH IEFJU DG E PITN EY BO W ESINC 95,070
Le asi n gOf Postage Machines
24De c 2019 23De c 2022 true true 23De c 2024
1953‐17581 1310.OFFICEOFTH ECH IEFJU DG E PRE S EN CE BEH AVIO RALH EALTH 1,334,664
Mental He al th Court Clinical Case Managent Se r vi ce s
01Ma r2020 28Feb2023 true t rue
1925‐18030 1310.OFFICEOFTH ECH IEFJUDGE TW OMAYTO ZIN C 1,019,184
Ju ro r Meal Se rvi ce
01Apr2020 31Ma r2023 true t rue 31Ma r2025
1944‐17845 1310.OFFICEOFTH ECH IEFJU DG E TH ECH ICAGO BARFO UN DATION 790,346
Le gal Ad vice An d G u ar d i an sh i p A ssi stan ce He lp De sks
01Ma y 2020 30Apr2023 true true 30Apr2025
1830‐17645 1310.OFFICEOFTH ECH IEFJU DG E MCDERMO TT CENTER 944,595
Circuit Court Of Cook County No rth Suburban MunicipalDi stricts
Drug Court Se r vi ce EnhancementProgram (Nsd cse p )
19De c 2018 29Sep2023 tru e true 29Sep2024
1853‐17646 1310.OFFICEOFTH ECH IEFJU DG E G AT E W AYFO U N DATION IN C 1,302,402
Substance Abuse Treatment An d Counse ling Se r vi ce s
25Jan2019 29Sep2023 true true 29Sep2024
1853‐17648 1310.OFFICEOFTH ECH IEFJU DG E PRE S EN CE BEH AVIO RALH EALTH 830,167
Clie ntCare Case Manage me nt Se rvi ce s
25Jan2019 29Sep2023 true true
2112‐18536 1310.OFFICEOFTH ECH IEFJU DG E CEN TERFO RAD VAN CIN G DO ME S T I C PEACEINC 26,000
Subre cipient Ju stice fo r FamiliesGran t:Ce nterfo r Advan cin g
Do me stic Peace Ju stice fo r Familie s Program
15Apr2021 14Apr2024 true true 14Apr2024
2012‐18205 1310.OFFICEOFTH ECH IEFJU DG E L AN G U AG E LINESOL UTIO NS 36,600
Telephonic Language In te rp re tati on Se r vi ce s
15Apr2021 14Apr2026 true true Two(2)‐One(1)YearRenewal
O
14Apr2028
1790‐17144F 1313.SO CIALCASEW ORKS ERVICES RO N AL D CSIMMO NS 75,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
01De c 2018 30Nov2021 true true
1790‐17144E 1313.SOCIALCASEW O RKSERVICES NEW HOPECO MMU N I TY SERVICECEN TERIN C 135,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
01De c 2018 30Nov2021 true true
1790‐17144D 1313.SO CIALCASEW ORKSERVICES EMAG ESIN C 135,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
01De c 2018 30Nov2021 true true
1790‐17144B 1313.SO CIALCASEW ORKSERVICES CEN TERFO RCON TEXTU ALCH ANG ELTD 75,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
01De c 2018 30Nov2021 true true
1790‐17142M 1313.SOCIALCASEW O RKSERVICES UNIVERSALFAMILYCO N NECTIO N 135,000
Do me stic Viole nce I n te rve n tio n Counseling
01De c 2018 30Nov2021 true true
1790‐17144C 1313.SO CIALCASEW ORKSERVICES CO G N ITIVEBEH AVIO RALSOL U TIO N S 360,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
15De c 2018 14De c 2021 true true
1790‐17144A 1313.SOCIA LCASEW O RKSERVICES ADEL ANTEPC 165,000
Se x Offe n d e r A sse ssm e n t An d Treatment Se r vi ce s
15De c 2018 14De c 2021 true true
13‐23‐001 1326.JU VENILEPROBATIO N AUN TMART H AS YO U THSERVICECEN TERIN C 12,005,623
Pre‐Tr i al Se r vi c e s And Eve n i n g Rep orting Ce nter
01Oct2013 30Nov2021 true true
RFP proces s completed.
Anticipate awarding a new
contract before end of FY2021.
30Nov2018
1515‐15006B 1326.JUVENIL EPROBA TION TRA C KGROU P 1,108,140
EM
1/ 28/ 2019 1/ 27/2022
In the proces s of reques ting firs t
year renew option. To begin
01/28/2022 through 01/27/2023,
with a contrac t increa se of
$430,695
11‐84‐036 1326.JU VENILEPROBATIO N H EARTLANDHUMANCARESERVICESINC 6,501,721
Sh e l t e r CareFacilitie s
01Feb2013 30Nov2021 true true
RFP proces s underway.
Anticipate new contract award
before end FY2021.
30Nov2021
1853‐17522 1440.JTDC AMCMECH AN I CAL IN C 69,527
Cooking Equipment Preventive Maintenance An d Repair
01Nov2018 31Oct2021 true t rue Two(2)‐One(1)Year Renew al
O
31Oct2022
1768‐16752 1440.JTDC BLAC KDO G FOODSL L C 887,500
Meat Products
01De c 2017 30Nov2021 true true 30Nov2021
CONTRACTSAT6‐30‐21
CIR CUI TCOURTOFCOOKCOUNTY
Contrac t Depart m ent Vendor Va lue D e s c ri pti o n S tartDate EndD ate Renewable Ex t endable RenewalOptions ,Notes
MaxRenewal
EndDate
1925‐17978 1440.JTDC BLAC KDO G FOODSL L C 252,340
Dairy Products Fo r Jtd c
01Jan2020 31De c 2021 true t rue 31De c 2024
1925‐17936 1440.JTDC W A SH BU RN MACH I N E RY IN C 28,570
Laundry Room Equipment Preventive Maintenance An d Repair Fo r
Th e Juve nile Te mp o r ar y De te n tio n Cente r
20Jan2020 19Jan2022 true true 19Ja n2024
1730‐16924 1440.JTDC TABBTEXTILES IN C 74,586
Li n e n Supplies
15Feb2018 14Feb2022 true true Two(2)‐One(1)YearRenewal
O
14Feb2022
1925‐17909 1440.JTDC AMCMECH AN I CAL IN C 99,650
Re frige ration Equipment Preventive Maintenance An d Rep air
17Ma r2020 16Ma r2022 true t rue 16Ma r2024
1925‐18044 1440.JTDC BLAC KDO G FOODSL L C 122,294
Kitchen Supplies Es t $Amt 100,000
01Apr2020 31Ma r2022 true t rue 31Ma r2023
1825‐17540R 1440.JTDC AMCMECH AN I CAL IN C 68,925
Di sh wash e r Maintenance
05Apr2019 04Apr2022 true true
1903‐18063 1440.JTDC BLAC KDO G FOODSL L C 2,227,313
Dry An d Canned Goods $2,268,597.17
01Ma y 2020 30Apr2022 true true 30Apr2024
1903‐18080 1440.JTDC VALDESLLC 102,895
Dispo sab l e Supplies Est$96,000
15Ma y 2020 14Ma y 2022 true true 14Ma y 2025
1925‐17856 1440.JTDC CH ICAG OUNITEDINDUSTRIESL TD 147,398
Resident Gym Sh o e
01Jun2020 31Ma y 2022 true true 31Ma y 2025
2053‐18206 1440.JTDC BLAC KDO G FOODSL L C 228,142
Bre ad An d Pastry Goods
01Jul2020 30Jun2022 true t rue 30Jun2025
2053‐18209 1440.JTDC U XCECLIPSE(U SA)L L C 2,046,619
Juven ile Resident And Manage me nt Information Syst e m
01Jun2020 31Ma y 2023 true true 31Ma y 2024
2045‐18282B 1440.JTDC AMERCAREPRODU CTSIN C 302,108
Hygi e ne Supplies
01Oct2020 30Sep2023 true true Two(2)‐One(1)YearRenewal
O
30Sep2025
1925‐17986 1440.JTDC VICTORYSU PPLYL LC 220,858
Resident'S Clothing
01Nov2020 31Oct2023 true t rue Two(2)‐One(1)Year Renew al
O
31Oct2025
1903‐18076 1440.JTDC CRISTIN AFOODSIN C 157,277
Fre sh Produce‐Est $ 252,000
14Nov2020 13Nov2023 true true 13Nov2025
2003‐18445 1440.JTDC CRISTIN AFOODSIN C 684,102
POULTRY PRODUCTS FO R JTDC
01Ma y 2021 30Apr2024 true true Two(2)‐One(1)YearRenewal
O
30Apr2026
Office of the Independent
Inspector General
FY2021 Mid-Year Budget Review
1
Office of the Independent Inspector General
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
FY2021 Initiative/Goal #1 – Replace outdated desktop computers with laptops with VPN service
to allow direct access to the OIIG case management system by all OIIG staff when off-site.
The OIIG has successfully met this goal by replacing desktop computers with laptops and
secured VPN to access the OIIG’s case management system. This has enabled all OIIG staff to
effectively and efficiently work off-site while enhancing the office’s capacity to streamline
workflow, manage critical documents, coordinate OIIG activities and manage case progression.
FY2021 Initiative/Goal #2 – Continue statutory responsibilities to diligently pursue unlawful
political discrimination complaints as well as addressing sexual harassment and employment
discrimination matters.
In addition to the other important responsibilities enumerated in the OIIG enabling ordinance, the
OIIG has dedicated staff to addressing allegations of sexual harassment and other forms of
employment discrimination and misconduct in all offices under its jurisdiction and addressing
allegations involving unlawful political activity. The OIIG has successfully met its legal mandate
by increasing its cadre of investigative support in 2021 by five (approximately 50%).
II. FY2021 Revenue (for revenue generating offices) - Not applicable.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Personnel $ 1,066,517 $ 874,577 $ 191,940 18.0%
Contractual Services $ 6,226 $ 1,174 $ 5,051 81.1%
Supplies and Materials $ 6,135 $ 4,852 $ 1,283 20.9%
Operations and
Maintenance $ 64,568 $ 54,090 $ 10,477 16.2%
Capital Expenditures
Rental and Leasing $ 3,240 $ 4,644 *($1,403) *(43.3%)
Contingencies and
Special Purposes ($92,622) ($306,307) $ 213,685 **(230.7%)
Total $1,054,063 $633,031 $421,033 39.9%
FY2021 Mid-Year Budget Review
2
*Please note that the OIIG’s rental and leasing budget for the year is $4,644 and covers the cost of copier
rentals and two parking spaces for OIIG vehicles. Both expenses are paid upfront in December for the entire
year. No other expenses are required out of this account.
**The OIIG has issued invoices to the MWRD totaling approximately $175,700 and to the FPD totaling
$20,570.
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions. For OUP, please provide responses
at the Bureau-level. For all other elected/appointed offices, please provide responses at the
office/department-level.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of Vacant
Positions
Office of the Independent Inspector General
19 17 2
Please note, as of July 12, 2021, the OIIG had one vacancy in the position of Deputy Inspector
General – General Investigations which will be posted in the coming weeks.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
Vendor Name Department
Contract
Purpose
Contract
Amount
Contract
Start
Date
Contract
End Date
Contract
Status*
Column Technologies
Ongoing
maintenance
services
$41,483.23 3/15/2021 11/30/2023 N/A
o *For any contract that is expiring this year, please indicate:
Whether the contract will be renewed, extended or re-bid.
If re-bid, the status of the procurement.
VI. Capital Equipment Updates - Not applicable.
VII. Grant Funding – Not applicable.
FY2021 Mid-Year Budget Review
3
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
Due to the circumstances triggered by the pandemic, the OIIG increased use of technology to
continue to meet its mandate which has resulted in greater efficiencies. As outlined above, the
OIIG has replaced all of its desktop computers with laptops with secured VPN access. This has
significantly enhanced OIIG processes by enabling OIIG staff to manage all case activity
through the OIIG case management system remotely. The office also used this technology for the
conduct of all witness interviews during the pandemic. We will be incorporating the protocols
established for use of on-line witness interviews in many OIIG investigations moving forward.
The OIIG has also adopted a policy permitting OIIG Investigators to request approval for remote
work up to two days per week.
The OIIG is currently exploring opportunities to expand the use of the case management system
to facilitate the completion of certain “check-the-box” activities, such as the completion of the
OIIG Certification of Independence and Conflict Avoidance form which each Investigator and
Case Supervisor completes upon assignment of any investigation.
IX. FY2022 Preliminary Forecast
FY2022 Budget Target
$1,987,143.13
The OIIG budget primarily consists of costs associated with personnel giving us the ability to
meet our budget target.
Cook County Sheriff
FY2021 Mid-Year Budget Review
1
Sheriff’s Bureau
Objective: Update on FY2021 Goals and Objectives, review FY2021 YTD budget, FY2020 year-end projections
and operational lessons learned in the midst of the COVID-19 public health crisis.
I. Update on FY2021 Initiatives and Goals
The Sheriff’s Office will continue adapting to the COVID-19 pandemic by keeping the virus contained in
the jail.
o A study by Yale and Stanford Universiti
es found that the measures implemented
by Sheriff Dart
and his staff at the Jail, which exceed public health recommendations, prevented thousands of
COVID-19 in
fections, hundreds of hospitalizations, and dozens of deaths in just
the first three
months of the
outbreak.
o 3 detainees (all of whom were positive at intake) of the more than 5,900 in custody at the jail
are
positive as of July 12, 2021.
CCDOC 7-day test positivi
ty rate is 0.0%, well below Suburban Cook County (1.1%)
and
Illinois (1.
6%)
7-day TPRs.
As of July 12, 2021, 13 staff have tested positive
Only 5 of
those work inside the jail
o As of July 12, 2021, 55.0% of employees and 59.0% of detainee
s have been vaccinated.
The Sheriff’s Office will also continue to expand its non-traditional
law enforcement and corrections
initiatives in
2021.
o Sheriff’s Office expanded the Treatment Response Team. TRT is a collaborative in
tervention
connecting public safety (Sheriff’s Police Officers) and public health professionals (TRT
Clinicians) to create co
mmunity
-based pathways to treatment.
TRT respond
s to incidents referred by the Overdose Mapping and Application Pr
ogram
and the CC Emergency Cal
l Center and links individuals in need to
community-based
treatment ser
vices.
In January 2021, the Sheriff’s Office began to use tablets for tele
health interventions
between Sher
iff’s Police Officers and TRT clinicians for individua
ls in crisis. So far, in
2021 Sheriff’s Police have referred 186 individuals to
TRT, and there are 146 tota
l active
clients.
o Sheriff’s Offi
ce implemented the Community Resource Center. CRC is partnered with over
250
community providers.
To date, 1800 individuals are receiving some type of service or linkage to a community
provider. Si
nce the inception, CRC staff has made 14,990 outreach calls to Cook
County
residents, including those returning to communities an
d EM participants, to offer
services
and follow up on referrals.
CCSO’s team of Domestic
Violence Specialists provides support to victims of do
mestic
violence, including
navigation of health insurance, referrals to shelte
rs, and connections
to counseling. The team makes 40-50 weekly outreach calls and has handled 712
outreach cases since 12/1/20.
The Sheriff’s Electronic Monitoring pr
ogram will continue transitioning to monito
r all participants by
GPS.
o All detainees
ordered to Electronic Monitoring are now on GPS.
FY2021 Mid-Year Budget Review
2
II. FY2021 Revenue (for revenue generating offices)
Comparison of YTD budget (as of 5/31/2021) vs YTD actual revenue with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Revenue
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance % Variance
Sheriff General Fees $8,502,554 $3,924,665 ($4,577,889) (116.6%)
The Sheriff’s Office revenue shortfall is primarily driven by COVID-19 disrupting collection. The Eviction
mortarium, a halt on annual tax sales conducted by the Treasurer and the substantial decline in court filings are
contributing factors to the reduction in Civil Process revenue collections. In January, due to the eviction
moratorium, the Sheriff’s Office informed the Bureau of Finance to reduce the original $15M projection to $11M.
We expect Sheriff’s revenue collection to steadily increase as the State’s reopening phases progress.
III. FY2021 Expenditure Projections
Comparison of YTD budget (as of 5/31/2021) vs YTD actual expenses with explanations for major
variances and corrective action steps. Final unaudited actuals for May 31, 2021 will be reported in the
upcoming monthly Revenue and Expense report.
Operating Expenses
FY2021
YTD Budget
FY2021
YTD Actuals
$ Variance
%
Variance
Personnel $ 258,846,649 $ 235,989,405 $ 22,857,245 8.8%
Contractual Services $ 5,681,861 $ 9,449,625 ($ 3,767,763) (66.3%)
Supplies and
Materials $ 1,120,861 $ 1,024,385 $ 96,476 8.6%
Operations and
Maintenance $ 7,710,087 $ 6,167,573 $ 1,542,514 20.0%
Capital Expenditures $ 0 - $ 0 -
Rental and Leasing $ 452,835 $ 414,145 $ 38,690 8.5%
Contingencies and
Special Purposes (777,835) (274,460) ($ 503,375) 64.7%
Total $273,034,459 $252,770,672 $20,263,787 7.4%
Personnel - $22,857,245 Positive Variance
The Sheriff’s Office positive variance in personnel is driven by CARES Act reimbursements to the salary and
fringe benefit account. This variance will decrease by $10.6M once the Cook County Board approved transfer
from the March 18th
Board Meeting for food services is completed.
FY2021 Mid-Year Budget Review
3
Contractual Services - $3,767,763 Negative Variance
As referenced above, the contractual services FY2021 YTD Budget does not include a $10.6M Cook County
Board approved transfer from the personnel account. This transfer creates a $6.8M positive variance which we
expect to expend in the second half of the fiscal year.
Supplies and Materials - $96,476 Positive Variance
In the first half of the fiscal year, the Sheriff’s Office has limited spending in the supplies and materials accounts
to an absolute minimum. Due to delayed purchasing, increases in raw material prices, and a surge in the detainee
population, we expect to expend all appropriated funding.
Operations and Maintenance - $1,542,514 Positive Variance
The annual invoices for our IT operation and maintenance account are typically received in the second half of the
fiscal year. These payments will negate the current surplus by fiscal year end.
Rental and Leasing - $38,690 Positive Variance
The Sheriff’s Office expects the rental and leasing accounts’ positive variance to be expended by year end. This is
an account budgeted and controlled by the County.
Contingencies and Special Purposes - $503,375 Negative Variance
Sheriff’s Office reimbursements are typically billed quarterly. The invoices for the 2nd quarter are not billed until
June. Any shortfall in this account will be offset by a surplus in the County’s Department of Revenue account.
Overall, the Sheriff’s Office will remain in budget for FY21 due to past and pending reimbursements from
FEMA, CARES Act and ARPA.
IV. Status of FY2021 Hiring
Please provide a status (as of 5/31/21) on the office’s hiring efforts to date and planned through the end
of the year. This section applies to only operating fund positions.
Bureau/Department*
# of FY2021
Appropriated
FTE
# of Filled
Positions
# of
Vacant
Positions
1210-Office of the Sheriff 13 13
1214-Sheriff's Administration And Human
Resources 330 325 5
1216-Office of Prof Review, Prof Integrity
Special Investi
g
ations 31 31
1217-Sheriff's Information Technolo
gy
91 88 3
1230-Court Services Divisio
n
799 795 4
1231-Police Department 624
615 9
FY2021 Mid-Year Budget Review
4
1232-Communit
y
Corrections Department 173 168 5
1239-Department of Corrections 3,480 3,453 27
1249-Sheriff's Merit Boar
d
19 18 1
o We expect that 100% of the above vacancies will be filled by year-end by hiring additional
Correctional Officers, thus giving us the ability to promote/transfer into Courts, EM and Police.
o Much like law enforcement agencies across the Country, the CCSO has faced challenges over the
past year in attracting qualified Correctional Officer candidates despite increasing recruitment
efforts across the state. Also, due to lower-than-average industry compensation for many roles,
we have faced difficulty in filling civilian positions, particularly in IT.
o There are also 19 appropriated FTEs at the Merit Board, 18 of which are filled. The Merit Board
is created by statute, but the administration and hearings are independent of the Sheriff Office.
V. FY2021 Contracts
Please provide a list of your office’s existing and anticipated contracts for FY2021 in the format
provided below. (Feel free to attach this list separately if more room is needed)
See Attached
VI. Capital Equipment Updates
Please provide a list of your office’s FY2021 capital equipment projects and the status of projects in the
format provided below. (Feel free to attach this list separately if more room is needed)
See Attached
VII. Grant Funding
Grant Name Department
Appropriated
Award Amount
Awards Start
Date
Award
End Date
Grant Set-Up
Status
G53491-Grant 2018 SHE
Hi
g
hIntensit
y
Dru
g
Traffic
1210.Office Of The
Sheriff $8,400.00 1/1/2018 12/31/2020 Se
t
-Up
G53602-Grant 2019 SHE
HIDTA
1210.Office Of The
Sheriff $2,431,606.00 1/1/2019 6/30/2021 Se
t
-Up
G53613-Grant 2019 SHE Child
Suppor
t
1210.Office Of The
Sheriff $27,313.00 7/1/2019 6/30/2020 Se
t
-Up
G53650-Grant 2018 SHE
Equitable Share - Justice
1210.Office Of The
Sheriff $455,705.00 12/1/2017 11/30/2022 Se
t
-Up
G53651-Grant 2018 SHE
Equitable Share - Treasur
y
1210.Office Of The
Sheriff $1,104,992.00 12/1/2017 11/30/2022 Se
t
-Up
G53710-Grant 2019 SHE
HUNT Alternatives
1210.Office Of The
Sheriff $17,800 1/1/2019 12/31/2019 Se
t
-Up
G53725-Grant 2019 SHE Child
Support STE
1210.Office Of The
Sheriff $14,070 7/1/2019 6/30/2020 Se
t
-Up
G53743-Grant 2020 SHE
HIDTA
1210.Office Of The
Sheriff $4,700,160 1/1/2020 12/31/2021 Se
t
-Up
G53807-Grant 2020 SHE Child
Support FED
1210.Office Of The
Sheriff $845,143 7/1/2020 6/30/2022 Se
t
-Up
G53808-Grant 2020 SHE Child
Support STE
1210.Office Of The
Sheriff $435,377 7/1/2020 6/30/2022 Se
t
-Up
FY2021 Mid-Year Budget Review
5
G53851-Grant 2020 SHE
Overdose Prevention and
Response Pro
j
ect (ORS Pro
j
ect)
1210.Office Of The
Sheriff $141,079 11/19/2019 6/30/2021 Se
t
-Up
G53919-Grant 2021 SHE Child
Support FED
1210.Office Of The
Sheriff $1,005,538 #N/A #N/A
N
ot Se
t
-Up
G53920-Grant 2021 SHE Child
Support STE
1210.Office Of The
Sheriff $518,004 #N/A #N/A
N
ot Se
t
-Up
G53921-Grant 2021 SHE
HIDTA
1210.Office Of The
Sheriff $4,248,342 #N/A #N/A
N
ot Se
t
-Up
G53922-Grant 2021 SHE STEP
1210.Office Of The
Sheriff $103,536 #N/A #N/A
N
ot Se
t
-Up
G53923-Grant 2021 SHE
Residential Substance Abuse
Treatmen
t
1210.Office Of The
Sheriff $187,975 10/1/2020 9/30/2021 Se
t
-Up
G53979-Grant 2020 SHE
Coronavirus Emergency
Supplemental Fundin
g
1210.Office Of The
Sheriff $458,198 10/1/2020 9/30/2021 Se
t
-Up
G53980-Grant 2020 SHE Drug -
Impaired Drivin
g
Trainin
g
Gran
t
1210.Office Of The
Sheriff $135,158 7/1/2020 6/30/2021 Se
t
-Up
G54018-Grant 2020 SHE Comp
Law Enforcement Resp to Dru
g
s
1210.Office Of The
Sheriff $79,500 10/1/2020 9/30/2021 Set Up
G53923-Grant 2020 SHE
Residential Substance Abuse
Treatment (RSAT)
1210.Office Of The
Sheriff
$187,975
10/1/2020 9/30/2021
Set Up
G53979-Grant 2020 SHE
Coronivirus Emergency
Supplemental Fundin
g
1210.Office Of The
Sheriff
$458,198
10/1/2020 9/30/2021
Set Up
The Sheriff’s Office currently has 2 full-time staff members who are responsible for the administration of grants.
The Cook County Sheriff’s Office (CCSO) continues its efforts to seek out and pursue grant funding through
Federal, State, Local, and philanthropic funding opportunities. Our grant personnel conduct daily searches of
numerous granting organizations, including but not limited to Community Oriented Policing Services (COPS),
Bureau of Justice Assistance (BJA), National Institute of Justice (NIJ), Office of Juvenile Justice and Delinquency
Prevention (OJJDP), Office for Victims of Crime (OVC), Illinois Criminal Justice Information Authority (ICJIA),
and MacArthur Foundation, in order to identify potential grant funding that aligns with the CCSO’s mission and
policies. These efforts allow the CCSO to identify the most pressing crime-related challenges confronting the
justice system and to provide information, training, coordination, and innovative strategies and approaches for
addressing these challenges.
Current efforts include maintaining and monitoring seven (7) FY20 grant awards which support a wide range of
programming. CCSO applied for six more and are in the process of applying for two additional grant awards.
FY21 Grants Applied for:
Comprehensive Law Enforcement Response to Drugs (renewal) – Increase public safety and improve the
behavioral health of community residents.
Intellectual Property Program – The goal of this program is to improve coordination of intellectual property
(IP) enforcement efforts among federal, state, and local authorities, which contributes to the Department’s
FY2021 Mid-Year Budget Review
6
priority of reducing crime. These efforts shall include aggressive investigating and prosecuting a wide range
of IP crimes, with a particular focus on: (1) public health and safety; (2) theft of trade secrets and economic
espionage; and (3) large scale commercial counterfeiting and piracy.
Second Chance Act Addressing the Needs of Incarcerated Parents and Their Minor Children – The goal of
this program is to assist states and localities in developing or expanding services that meet the needs of
incarcerated parents and their minor children to prevent violent crime, reduce recidivism, and provide support
for minor children.
COPS Hiring Program – To provide funding to hire additional personnel in an effort to increase community
policing and crime prevention efforts.
Second Chance Act Pay for Success – To enhance public safety, lower recidivism, and improve the lives of
those coming out of the criminal justice system by increase programming for and reduce recidivism in the
target reentry population.
Comprehensive Opioid, Stimulant, and Substance Abuse Site-based Program – To reduce the impact of
opioids, stimulants, and other substances on individuals and communities, including a reduction in the
number of overdose fatalities, as well as mitigate the impacts on crime victims by supporting comprehensive,
collaborative initiatives.
FY21 grants in process of applying for:
Child-friendly Family Visiting Spaces in Jails and Prisons Programs
Urban Agriculture and Innovative Program
VIII. COVID-19 Operational Impacts
Please respond to each question below and provide details and take-aways about your operations as it
relates to the COVID-19 public health crisis.
COVID-19 Update
As you all know, it has been an outrageously difficult time this past year and a half. COVID-19 has brought
challenges we never expected to face.
o A study by Yale and Stanford Universities found that the measures implemented by Sheriff Dart and his
staff at the Jail, which exceed public health recommendations, prevented thousands of COVID-19
infections, hundreds of hospitalizations, and dozens of deaths in just the first three months of the
outbreak.
o Measures to fight the virus have proven greatly successful at Cook County Jail, which continues to show
positivity rates and cases-per-capita numbers that are much lower overall.
o The Jail successfully fought off the surge everyone experienced in the Fall and Winter. Masks and social
distancing are still being followed based on the CDC recommendations for congregate settings, they have
shown to work, and we continue to offer vaccines to every detainee and staff member.
o We will keep working to contain the virus and will continue to build mitigation strategies from scratch
and to have those recognized and validated by the CDC and other recent studies
We wrote the playbook for other jails, prisons, and congregate settings due to the incredible effort made by CCSO
staff and the staff at Cermak. We have constantly innovated and adapted in the fight against the pandemic. We
are a national model for others.
This is evidenced by a CDC study published on July 14, 2020 that found the combined efforts of the
Sheriff’s Office and our partners at Cermak Health Services dramatically reduced the spread of COVID at
the Jail. (This was sent to the commissioners on Monday, 11/2/20)
FY2021 Mid-Year Budget Review
7
o The study concludes that the number of new cases plummeted due to the combination of a host of
interventions, including:
Quarantine and isolation
Limited movement by detainees and staff
The massive undertaking to single cell as many detainees as possible
The creation of the off-site isolation and quarantine facility at the former Boot Camp
Aggressive testing
We also have continued many of our COVID-19 related efforts, such as the deployment of
multidisciplinary teams that started in March 2020 to assist with and coordinate COVID-19 related
discharge planning.
o These teams are responsible for contacting the homes that detainees were preparing to return to in order to
ensure that the detainee could self-isolate if needed, and to ensure that no one else in the home was sick.
o We coordinate with the City and State Departments of Public Health to develop housing plans for
detainees being released without a stable place to go in the community.
o We provide COVID-19 educational packets including vaccination information to all detainees upon
release and speak with them about best practices to stay healthy.
These efforts are working.
o Virus is contained at the jail, per Dr. Mennella, CDC and CDPH. 3 detainees (all of whom were positive
at intake) of the more than 5,900 in custody at the jail are positive as of 7/12/21.
CCDOC 7-day test positivity rate is 0.0%, well below Suburban Cook County (1.1%) and Illinois
(1.6%) 7-day TPRs.
As of 7/12/21, 13 staff have tested positive.
Only 5 of those work inside the jail
And of course, our thoughts and prayers are with the families and friends of the staff members
and detainees we have lost to this horrible virus.
CCSO and Cermak have received a 2021 Achievement Award from the National Association of
Counties for the collaborative efforts to control the spread of COVID in the Jail.
Vaccinations
o Vaccination remains a major priority of the Sheriff’s Office, and Jail staff continues to work daily with its
medical provider, Cermak Health Services, to ensure that vaccinations are provided as quickly as
possible.
As of July 12, 2021, 55.0% of employees and 59.0% of detainees have been vaccinated.
o We continue to work on incentives to motivate staff to get vaccinated.
Offering onsite COVID-19 vaccination.
Offering onsite COVID-19 testing.
COVID-19 patch design contest open to all staff – to be given to all vaccinated staff.
Evaluating percentage of vaccinated staff based on work location (courthouse, division). The
highest percentage will be incentivized with free lunch, prizes, goody bags, etc.
o Since we started providing vaccines to detainees at CCDOC in February 2021, we have made changes to
our processes to expand our efforts.
For example, we now have a central vaccination clinic in Division 6 that operates 5 days a week.
Detainees are scheduled after they submit a health service request form.
Walk ins are also an option based on the number of spots available.
Cermak has the capacity to offer 150 shots a day.
FY2021 Mid-Year Budget Review
8
We have expanded our educational efforts to include PSAs, interviews with health care providers
and other detainees who received the shot, educational information, and more on our Daily
Television programming.
Additionally, we have developed a team to do outreach to anyone who has either refused to get
the shot or who has yet to have contact with Cermak regarding the vaccine.
Our officers go tier to tier to speak with these individuals in an attempt to engage them in the
process.
Containing COVID-19 costs money.
o Since the beginning of the COVID-19 pandemic, we have spent nearly $450 million dollars of budgeted
and unbudgeted resources to protect not only detainees and staff from the pandemic and its repercussions,
but also the citizens of Cook County.
o Due to opening previously closed sections of the jail to allow for single celling and social distancing,
creating approximately 450 additional posts per day and higher than normal absenteeism, we have
expended $52M in overtime dollars through May 2021.
o We transferred hundreds of deputies to the jail from closed and limited capacity courthouses, but many of
them have moved back due to resumed courts operations.
o Our office has been in constant communication with the County Finance team, and we are optimistic that
we will remain within our budget for FY21 due to (past and pending) reimbursements from CARES Act,
FEMA and the American Rescue Plan Act.
o How did you incorporate technology and digital access into your processes in the midst of COVID?
The Sheriff’s Office implemented multiple technology plans and actions in response to COVID-
19 in order to ensure detainee, officer and civilian employee safety and to maintain ongoing
operations and to continue to enhance and expand technology capabilities.
Critical operations include:
Enabling detainee remote hearing appearance in collaboration with County BOT, the
Chief Judge, Public Defender, and State’s Attorney’s Office.
Enabling detainee remote video access to counsel and support services.
Enabling detainee remote visitation with friends and family.
Enabling detainee remote access to medical staff for non-critical appointments.
Expanding public access to enable remote visitation.
Quickly mobilizing and supporting employees to enable work-from home efforts.
Enhancing enterprise security to ensure data integrity and availability.
Custom built applications deployed (i.e., contact tracing, scheduling applications).
Utilizing camera system to monitor PPE equipment distribution.
Working with justice partners in the Bond Court Automation project to streamline data
integrations and operations
Key technologies utilized include:
Secure and easy-to-use videoconferencing platforms.
Mobile devices including laptops and smartphones.
Secure remote access systems including enhanced authentication and VPN.
Internally developed monitoring and business intelligence applications.
o Are you contemplating implementing more innovative/transformative technological initiatives to
systematically transform operations within your office and improve public accessibility? Yes, we plan to
do the following:
FY2021 Mid-Year Budget Review
9
Expanding use of remote conferencing technology for detainee visitation with their
attorneys and families.
Expanding use of automation to allow personnel to focus on mission-critical
requirements and continuous service delivery. This includes increasing automation in the
Sheriff’s CCOMS jail management system where appropriate.
Expanding the use of the electronic filing for Civil Process for the public.
Expanding and enhancing the use of business intelligence to measure and understand the
effectiveness of new operational approaches.
Implementing data governance capabilities to reduce manual monitoring of data use
activity. This includes deploying information classification systems to automate
classification and handling based on approved policy.
Integrating application capabilities to support increased collaboration and operational
efficiencies. This includes enabling advanced Microsoft Teams features.
Utilizing existing software and hardware technology assets in new ways to reduce
operational and capital expense. This includes evaluating and potentially deploying
virtual desktop computers where permissible.
Implementing E-Citation via the County-Wide DACRA System, in collaboration with the
County BOT, Department of Revenue, and Clerk of Circuit Court.
o How can your office accelerate these improvements and what impact would that have on your budgets?
Adjusting the technology procurement process would greatly assist in accelerating implementing
all current and future process improvement efforts. The current procurement process supports
overall County operational requirements but requires time to execute which moves slower than
technology change cycles. An expedited technology procurement process would assist greatly
with keeping technology and capabilities current.
Estimated budget impacts:
Near term: preliminary impact analysis indicates a 10% to 15% increase to budget over
the next 3 years due to initial technology acquisition.
Long term: preliminary analysis shows a consist increase of 3%-5% due to increased
support and maintenance costs coupled with ongoing technology refresh requirements.
Expanded use of video conferencing for status hearings via Zoom will incur capital
expenditures.
IX. FY2022 Preliminary Forecast
Below is the target for the entire elected or appointed official’s budget. Department level targets are
available in the Hyperion budgeting system.
FY2022 Budget Target
$596,089,331
o Our Target for FY22 is 4% ($23M) over our current FY21 budget. Though several million of this increase
will go to County budgeted expenses (Insurance benefits, Workers Compensation), we are hopeful that
we can meet this target while also adding back many of the 300 positions we gave up last year.
Vendor Name Department Contract Purpose Contract Amount Contract Start Date Contract End Date Contract Status*
CJASR 1214‐Sheriff'sTrainingInstitute InstructionalServices $2,232,000.00 12/1/2020 11/30/2021 RFQinprocesstoawardnewcontracts.
RobertJ.Hovey 1214‐Sheriff'sTrainingInstitute InstructionalServices $128,700.00 12/1/2020 11/30/2021 RFQinprocesstoawardnewcontracts.
MeggittDefenseTraining
Systems
1214‐Sheriff'sTrainingInstitute MaintenanceofTargetRetrievalFiringRange $63,300.00 8/5/2019 8/4/2022 Contractexpiresinfiscalyear2022.
CoreMechanical,Inc. 1214‐Sheriff'sTrainingInstitute MaintenanceandRepairofVentilationSystem&
Equipment
$144,600.00 10/1/2020 9/30/2023 Contractexpiresinfiscalyear2023.
GraduationSolutionsLLC
dbaGraduationSource
1214‐Sheriff'sTrainingInstitute LeatheretteCertificateHolders $21,717.50 4/1/2021 3/31/2024 Contractexpiresinfiscalyear2024.
BestTechnologySystems,
Inc.
1214‐Sheriff'sTrainingInstitute Maintenance&DecontaminationSvcs $269,280.00 6/3/2021 6/2/2024 Contractexpiresinfiscalyear2024.
WexBank 1214‐Sheriff'sVehiclesServices FleetFuelCardService $14,250,000.00 1/1/2021 12/31/2021 Anewcontractwillbegoingouttobidthisyear.
AutoExpertsofOakPark 1214‐Sheriff'sVehiclesServices AutomotiveRepair,Zone5 $1,288,270.00 12/1/2020 11/30/2021 Currentcontractwillberenewedthisyear.
VikingIId/b/aGordon'son
Western
1214‐Sheriff'sVehiclesServices AutomotiveRepairZone6 $1,568,530.00 12/1/2020 11/30/2021 Currentcontractwillberenewedthisyear.
WJLLCL,LLCd/b/a
Gordon'sGarage
1214‐Sheriff'sVehiclesServices AutomotiveRepair,Zone7 $16,747,539.00 12/1/2020 11/30/2021 Currentcontractwillberenewedthisyear.
URTE&RTowing,Inc. 1214‐Sheriff'sVehiclesServices AutomotiveRepair,Zones9&10 $3,495,470.74 12/1/2020 11/30/2021 Currentcontractwillberenewedthisyear.
BeverlyHillsGarage 1214‐Sheriff'sVehiclesServices AutomotiveRepair,Zone8 $2,111,055.00 12/1/2020 11/30/2021 Currentcontractwillberenewedthisyear.
MunicipalTowingand
Recovery,Inc.
1214‐Sheriff'sVehiclesServices TowingServices‐Zone1 $164,800.00 4/1/2021 3/31/2022 Contractexpiresinfiscalyear2022.
URTE&RTowing,Inc. 1214‐Sheriff'sVehiclesServices TowingServices‐Zone2 $164,500.00 6/1/2021 5/31/2022 Contractexpiresinfiscalyear2022.
Kerry'sAutobody 1214‐Sheriff'sVehiclesServices AutoBodyRepairs(SouthArea) $530,750.00 2/1/2020 1/31/2023 Contractexpiresinfiscalyear2023.
MacAutoRepair 1214‐Sheriff'sVehiclesServices AutoBodyRepairs(SouthArea) $595,000.00 2/1/2020 1/31/2023 Contractexpiresinfiscalyear2023.
HarrisonCollisionCenter
d/b/aMaacoCollision
Center
1214‐Sheriff'sVehiclesServices AutoBodyRepairs(NorthArea) $649,875.00 2/1/2020 1/31/2023 Contractexpiresinfiscalyear2023.
SuttonFord,Inc. 1214‐Sheriff'sVehiclesServices FordVehicles(PoliceSUVs) $12,546,250.00 4/1/2020 3/31/2022 Contractexpiresinfiscalyear2022.
FederalSignalCorporation 1214‐Sheriff'sVehiclesServices AftermarketEquipment‐UtilityVehicles $1,224,061.40 8/17/2020 8/16/2023 Contractexpiresinfiscalyear2023.
Interpark,LLC 1214‐Sheriff'sFiscalAdministration Pre‐PaidParkingPasses $28,800.00 12/19/2018 12/18/2021 Currentcontractwillberenewedthisyear.
AliaDrugTestingLLC 214‐HumanResources DrugTesting $80,274.00 11/18/2020 12/17/2021 Currentcontractwillberenewedthisyear.
PhamatechInc. 214‐HumanResources DrugTesting $49,050.00 11/13/2020 11/12/2021 Currentcontractwillnotberenewedduetoincreasein
pricing.
IDEMIA(FKA)MorphoTrak
Inc.
1217‐Sheriff'sIT LiveScanmaintenance $4,573,250.00 7/1/2016 6/30/2021 Currentcontractwillberenewedthisyear.
CDWGovernment,LLC 1217‐Sheriff'sIT RuggedizedModems $1,609,243.80 10/18/2020 10/17/2021 Currentcontractwillberenewedthisyear.
ClarityPartners,LLC 1217‐Sheriff'sIT RecordsManagementSystem $1,688,400.00 11/1/2020 10/31/2021 Anewcontractwillbeawardedthisyear.
IrisLTD 1217‐Sheriff'sIT 37BitCardsandSupplies $179,648.00 8/1/2018 7/31/2021 Currentcontractwillberenewedthisyear.
AccurateControls 1217‐Sheriff'sIT SecuritySystemMaintenance&RepairServices $315,592.40 7/26/2020 7/25/2021 Currentcontractwillberenewedthisyear.
PitneyBowesGlobal
FinancialService,LLC
1230‐Sheriff'sCourtServices PostageMeters(Leasing) $24,793.92 8/1/2019 7/31/2021 Currentcontractwillberenewedthisyear.
TheREMIGroupLLC 1230‐Sheriff'sCourtServices MaintenanceandRepairofSecurityMachines $1,487,850.32 1/1/2021 12/31/2021 Anewcontractwillbegoingouttobidthisyear.
ChicagoUnitedIndustries 1230‐Sheriff'sCourtServices CertifiedMailEnvelopes $182,484.00 5/13/2019 5/12/2022 Contractexpiresinfiscalyear2022.
YatesHairScienceGroup
LLC
d/b/aYatesEnterprises
1230‐Sheriff'sCourtServices MagnetometersandX‐RayMachines $566,430.00 11/1/2018 10/31/2021 Thiscontractexpiresthisyearwithnooptionstorenew.A
newsolicitationwillbepreparedifweneedthis
equipment.
MotorolaSolutions,Inc. 1231‐Sheriff'sPoliceDept. RadioMaintenance Countywide‐$15,236,883.01
CCSO‐$800,000.00
11/14/2020 11/13/2021 Anewcontractwillbeawardedthisyear.
Legend+WhiteAnimal
HealthCorp.
1231‐Sheriff'sPoliceDept. CanineFood $42,368.85 8/23/2019 8/22/2022 Contractexpiresinfiscalyear2022.
Galls,LLC 1231‐Sheriff'sPoliceDept. BallisticVests $371,398.75 11/1/2019 10/31/2022 Contractexpiresinfiscalyear2022.
PartnersandPaws
VeterinaryServices,LLC
1231‐Sheriff'sPoliceDept. VeterinaryServices $531,120.00 11/1/2019 10/31/2022 Contractexpiresinfiscalyear2022.
MotorolaSolutions,Inc. 1231‐Sheriff'sPoliceDept. Radios,PartsandEquipment Countywide‐$74,954,308.90
CCSO‐$2,500,000.00
7/1/2020 6/30/2025 Contractexpiresinfiscalyear2025.
MotorolaSolutions,Inc. 1231‐Sheriff'sPoliceDept. MotorolaSystemExpansionandMaintenanceServices $13,702,154.00
FullyfundedbyDEMRSgrant
7/1/2020 6/30/2025 Contractexpiresinfiscalyear2025.
ShallowCreekKennels,Inc. 1231‐Sheriff'sPoliceDept. PoliceCanines $118,425.00 10/1/2020 9/30/2023 Contractexpiresinfiscalyear2023.
AlliedServicesGroup 1231‐Sheriff'sPoliceDept. BodyRemovalandTransportation $90,000.00 8/1/2020 7/31/2021 Current
contractwillberenewedthisyear.
Vendor Name Department Contract Purpose Contract Amount Contract Start Date Contract End Date Contract Status*
AttentiUSA 232‐CommunityServices(CountyWide) ElectronicMonitoringServices $14,260,821.25(Countywide)
$9,608,796.25(CCSO)
1/28/2019 1/27/2022 Contractwon'tberenewedbytheSheriff'sOffice,allofthe
participantsweretransferredintoTrackGroupcontract
(GPSservices).
TrackGroup,Inc. 232‐CommunityServices(CountyWide) EMServicesCategory2GPS $17,454,254.50(Countywide)
$10,645,504.50(CCSO)
1/28/2019 1/27/2022 Contractexpiresinfiscalyear2022.
Atlas&Associations,Inc 239‐DOC EvidenceBags $103,875.00 11/6/2019 2/1/2022 Contractexpiresinfiscalyear2022.
AMCMechanical 239‐DOC IcemachinesMaintenance $74,100.00 7/13/2021 11/1/2023 Contractexpiresinfiscalyear2023.
CBM 239‐DOC Foodmanagement $38,360,583.23 7/24/2020 7/23/2021 Contractwillbeincreaseandextendedthisyear.
EconomyCompoundsInc 239‐DOC LaundryChemicals $172,969.50 11/24/2020 11/23/2021 Currentcontractwillberenewedthisyear.
HercRentalEquipment 239‐DOC(Countywide) RentalEquipmentservices $3,000,000(Countywide)
$300,000(CCSO)
4/15/2020 4/14/2023 Contractexpiresinfiscalyear2023.
InterCitySupplyco. 239‐DOC(Countywide) JanitorialSupplies $2,554,983.28(Countywide)
$353,900.00(CCSO)
2/1/2017 1/31/2021 Anewcontractisouttobidandwillbeawardedthisyear.
ProgressiveIndustries 239‐DOC CanvasShoes $660,829.50 11/24/2020 11/25/2021 Contractwon'tberenewed.Anewsolicitationisbeing
preparedtogoouttobid.
Quality&Excellence 239‐DOC(Countywide) PestControlServices $488,816.00 9/26/2020 9/25/2021 Anewcontractwillbeawardedthisyear.
Resilience 239‐DOC RapeVictimsAdvocates $60,810.00 1/25/2021 1/24/2024 Contractexpiresinfiscalyear2024.
RepublicServices 239‐DOC(Countywide) ScavengerServices $1,427,565.29(Countywide)
$121,987.50(CCSO)
11/15/2020 11/14/2021 Currentcontractwillberenewedthisyear.
ValdesEnterprise 239‐DOC ToiletPaperandPaperTowels $749,232.00(Countywide)
$278,886(CCSO)
6/1/2021 5/31/2024 Contractexpiresinfiscalyear2024.
TabbTextilesCo 239‐DOC Linens $352,395.00 10/1/2020 9/30/2023 Contractexpiresinfiscalyear2023.
TheREMIGroupLLC 239‐DOC MaintenanceSecurityEquipment $1,012,850.00 1/1/2020 12/31/2021 Anewcontractwillbeawardedthisyear.
BobBarkerCompany,Inc. 239‐DOC MattressesandCovers $1,352,821.00 10/3/2019 10/2/2022 Contractexpiresinfiscalyear2022.
RootBrothersMfg.&Suppl
y
239‐DOC(countywide) WorkingGloves $369,867.00(Countywide)
$32,361.50(CCSO)
11/1/2020 10/31/2021 Contractwillberenewedthisfiscalyear.
BobBarkerCompany,Inc. 239‐DOC SpecializedJumpsuits $122,913.00 7/1/2020 6/30/2023 Contractexpiresinfiscalyear2023.
BobBarkerCompany,Inc. 239‐DOC(countywide) In‐cellOrganizers $187,950.00 10/1/2020 9/30/2023 Contractexpiresinfiscalyear2023.
EquityIndustrialSupply,Inc
.
239‐DOC TrashCanLiners $768,216(Countywide)
$107,860(CCSO)
2/1/2021 1/31/2022 Contractexpiresinfiscalyear2022.
ChicagoUnitedIndustries 239‐DOC SmithandWessonHandcuffs,LegIrons $57,206.00 9/17/2020 9/16/2021 Contractwillberenewedthisfiscalyear.
WWGrainger 239‐DOC(Countywide) Maintenance,Repairs,andOperati onsSupplies $33,103,800.00(Countywide) 10/1/2020 9/30/2021 Anewcontractwillbeawardedthisyear.
PaperSolutions 239‐DOC FileJackets $2,674,665(Countywide)
$457,200(CCSO)
10/1/2020 9/30/2023 Contractexpiresinfiscalyear2023.
DavisBancorp 239‐DOC(Countywide) ArmoredCarServices $582,768.00(Countywide)
$11,940(CCSO)
4/1/2021 3/31/2022 Contractexpiresinfiscalyear2022.
SchaffEquipment 239‐DOC Maintenanceoflawnandsnowremoval $123,750.00 5/1/2020 4/30/2023 Contractexpiresinfiscalyear2023.
PhoenixTradingInc.,D/b/a
AmercareProducts,Inc
239‐DOC Hygienesupplies $732,935(Countywide)
$720,000(CCSO)
8/10/2020 8/9/2023 Contractexpiresinfiscalyear2023.
FrankHGillCo 239‐DOC MaintenanceofTaylorDunneCarts $116,700.00 4/15/2021 4/14/2024 Contractexpiresinfiscalyear2024.
Industrial/Organizational
Solutions,Inc.
1249‐Sheriff'sMeritBoard Entry‐LevelandPromotionalTestingServices $489,530.00 7/1/2020 6/30/2023 Contractexpiresinfiscalyear2023.
CandorHealthEducation 1210‐Sheriff'sHIDTA HeroinandDrugPreventionProgramforStudents $324,000.00 10/1/2020 9/30/2024 Contractexpiresinfiscalyear2024.
EnterpriseFleet
Management,Inc.
1210‐Sheriff'sHIDTA VehicleLeasingandMaintenance $2,670,056.14 6/1/2021 5/31/2023 Contractexpiresinfiscalyear2023.
MotorolaSolutions,Inc. 1210‐Sheriff'sHIDTA LPRCameraSystemInstallation $1,992,976.84 11/21/2018 11/20/2021 Thecontractwillexpirethisyear.Thiswillnotberenewed.
EnterpriseFleet
Management,Inc.
1210‐Sheriff'sChildSupport VehicleLeasingandMaintenance $546,822.56 1/26/2020 1/25/2024 Contractexpiresinfiscalyear2024.
Pro
j
ect Status
Ca
p
ital E
q
ui
p
ment Pro
j
ec
t
(
Not Started/Started/ Dela
y
ed/Com
p
leted
)
High Mileage Vehicle Replacement Started
The Sheriff's Office has a contract for hybrid SUVs and has placed an order with the vendor. We expect
the vehicles to be delivered by late September/early October.
Portable Bus Lift System Started
This
p
ro
j
ect has recentl
y
g
one out to bid. We ex
p
ect to receive the
p
ortable bus lift s
y
stem b
y
the end
of September.
Camera Server Refresh Started
T he Sheriff's Office has be
g
un orderin
g
e
q
ui
p
ment for the camera server refresh
p
ro
j
ect. We ex
p
ect to
expend all funding by the end of the fiscal year.
Desktop and Laptop Refresh Started
The Sheriff's Office has ordered all e
q
ui
p
ment for the deskto
p
and la
p
to
p
refresh
p
ro
j
ect. We ex
p
ect to
expend all funding by the end of the fiscal year.
Toughbook Refresh Started
T he Sheriff's Office has be
g
un re
p
ur
p
osin
g
the fundin
g
for this
p
ro
j
ect for other com
p
uter hardware needs.
We will use our current inventory to fulfill our Toughbook needs. We expect to expend all funding by
the end of the fiscal year.
Radio System Channel Expansion Started
T he Sheriff's Office has a contract for the radio s
y
stem channel ex
p
ansion. T he
p
ro
j
ected end date of the
project is late October.
New Washers for DOC Laundry Room Started
T he Sheriff's Office has
p
laced an order for washers. We ex
p
ect to have this e
q
ui
p
ment installed b
y
the
end of September.
Taylor Dunne Carts Started The Sheriff's Office has placed an order for carts. We expect to have this equipment by the end of July.
County Fleet Management Started
The implementation of the County Fleet Management System has begun with the county. The Sheriff's
Office expects this system to be operational by the end of November.
Sheriff High Mileage Vehicle Replacement SPF Delayed
The current fund balance of the s
p
ecial
p
ur
p
ose fund is less than the a
pp
ro
p
riation. We will need to
delay purchasing until the current fund balance increases to the appropriation level.
Tasers/Body Cameras Started
T he Sheriff's Office is in
p
ossession of the tasers and bod
y
cameras. T his is
y
ear 2 of a 5
y
ear
p
a
y
ment
plan.
Rockwell Warehouse Furniture Started
T he Sheriff's Office is workin
g
with Facilities Mana
g
ement to see if an
y
count
y
owned furniture can be
repurposed to fit the current need before placing an order for new furniture. We expect to expend all
funding for this project by the end of the fiscal year.
Please
p
rovide an u
p
date on the
p
ro
j
ect, reasons f or an
y
dela
y
s and the ex
p
ected com
p
letion date
of the project