A L B A N Y PA R K ✶ ARCHER HEIGHTS ✶ ARMOUR SQUARE ✶ ASHBURN ✶ AUBURN GRESHAM ✶ AUSTIN ✶

A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E
C I T Y O F C H I C AG O
✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D
PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E

PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A

✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N
PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E

✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶
N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E

✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H

2021
D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N

PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶

W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶

BUDGET
A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY

✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶
C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶

OVERVIEW
E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶

G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶

J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P

✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R
N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E ST S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L AW N DA L E

✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶
R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L A W N D A L E ✶ S O U T H S H O R E

✶ U P T O W N ✶ W A S H I N G T O N H E I G H T S ✶ W A S H I N G T O N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T
G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y

PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K

✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T
H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶

E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K

✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶
H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N

PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E

✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶
N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E

✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H
D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N

PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶

W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶

A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY

✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶
C L E A R I N G ✶ D O U G L A S ✶ D U N N I NMGA ✶YE O A SR
T GLAO
R FRI EIL DE PA
. RL KI G
✶HE ATSFT O
S IO
D ET✶ E D G E W AT E R ✶ E D I S O N PA R K ✶

E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶

G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K
CITY OF CHICAGO

2021
BUDGET
OVERVIEW

CHICAGO
M AYO R LO R I E . L I G H T F O OT
 2 0 2 1 B U D G E T O V E R V I E W
L E T T E R F R O M T H E M AY O R

My Fellow Chicagoans,

It is an honor to present to you the City of Chicago’s budget for fiscal year 2021. This $12.8 billion budget represents our
roadmap toward a fiscally responsible recovery from the unprecedented COVID-19 crisis, as well as a moral document
rooted in our core values of equity, transparency and inclusion, and our ongoing mission to expand opportunity and
success across each of our city’s 77 communities.

Just as with the COVID-19 crisis itself, the 2021 Budget is made up of difficult choices as our nation and our entire world
continue to grapple with the ongoing impact of this once-in-a-century global pandemic. Here in Chicago, this virus has
cost the lives of thousands of our residents, and upended the financial security of countless others, particularly the tens
of thousands already living on the edge of unemployment, health care, hunger, and more.

Creating a budget under these extraordinary circumstances presents us with enormous challenges absent of simple
solutions or quick fixes. Yet, rather than overwhelming us, it has only enhanced our resolve to use this moment as an
opportunity to further our work in creating the long-term structural solutions needed to make our government more
responsive to our communities and businesses in a holistic and inclusive way.

To do this, we embarked on a robust community engagement campaign to hear from residents and organizations
about their highest priorities. We also leveraged funding from the CARES Act and undertook other targeted measures
to supplement our investments in historically disinvested communities across key areas like mental health and violence
prevention. We developed revenues and efficiencies that met both our policy and financial goals, and that would aid
our longer-term recovery, rather than hinder it. And we also shouldered some very difficult choices regarding our
workforce on account of COVID-19’s financial impact.

No matter how challenging or painful, each decision we made was guided by our core values which prioritized
the long-term health and well-being of our families, communities, and small businesses. It’s those values that have
guided us throughout the turbulence and uncertainty of this crisis, and it’s because of those values that—despite this
unprecedented moment—I continue to feel hopeful and inspired about our future. That is because I am confident those
values will continue to carry us forward now, in the choices we face today, and in the challenges and successes that
await us in the months and years to come.

Sincerely,

Mayor Lori E. Lightfoot

 2 0 2 1 B U D G E T O V E R V I E W

CONTENTS

Introduction....................................................................................................................... 7

City Profile..................................................................................................................9

City of Chicago Organizational Chart............................................................... 10

City Functions............................................................................................................11

Budget Process...............................................................................................................13

COVID-19 Response and Recovery...........................................................................17

Priorities and Strategies.............................................................................................. 21

Budget Overview...........................................................................................................33

Financial Summaries.....................................................................................................37

Local Fund Summary............................................................................................ 40

Corporate Fund........................................................................................................41

Special Revenue Funds........................................................................................48

Enterprise Funds.................................................................................................... 51

Grant Funds............................................................................................................ 52

Capital...................................................................................................................... 55

Debt..........................................................................................................................5 6

Pension.....................................................................................................................57

Other Funds............................................................................................................ 59

Tax Increment Financing............................................................................. 59

Property Tax Levy.......................................................................................... 60

Program and Budget Summaries by Department................................................. 61

Appendices....................................................................................................................177

Financial and Budgetary Policies..................................................................... 179

Glossary..................................................................................................................182

Budget Detail.........................................................................................................189
INTRODUCTION
 2 0 2 1 B U D G E T O V E R V I E W
INTRODUCTION

CITY PROFILE

EDISON PARK
ROGERS PARK N
WEST RIDGE

FOREST GLEN

NORWOOD PARK EDGEWATER

NORTH PARK
JEFFERSON
LINCOLN
PARK
SQUARE
OHARE
ALBANY PARK
UPTOWN

PORTAGE PARK IRVING PARK

DUNNING NORTH CENTER

LAKE VIEW
AVONDALE

MONTCLARE

HERM
BELMONT CRAGIN
LOGAN SQUARE LINCOLN PARK

OSA
NEAR NORTH
WEST TOWN
¬ 2,693,976 total population; 1,056,118 HUMBOLDT PARK
SIDE

AUSTIN
households
WEST EAST
GARFIELD GARFIELD LOOP
¬ 228 square miles; 77 community areas PARK PARK
NEAR WEST SIDE

¬ 20.7 percent foreign-born; 36.0 percent NORTH LAWNDALE NEAR

speak a language other than English at LOWER WEST SIDE

SOUTH
SIDE

ARMOUR SQ
home BR
ID
SOUTH LAWNDALE GE
PO DOUGLAS
MCKINLEY
¬ Race and ethnicity: 32.8 percent White; RT

UARE
PARK

OA
KL
30.1 percent Black or African American; BRIGHTON

A
ND
PARK GRAND
FULLER PARK
ARCHER NEW CITY BOULEVARD KEN
29.0 percent Hispanic or Latino; 6.4 HEIGHTS W
OO
D

percent Asian; 1.7 percent all other HYDE

GARFIELD RIDGE GAGE PARK WASHINGTON
PARK
racial identifications WEST
ELSDON
PARK
ENGLEWOOD
ENGLEWOOD

¬ Educational attainment: 38.4 percent CLEARING WOODLAWN

WEST

CHICAGO LAWN
bachelor’s degree or higher. Highest WEST LAWN GREATER
SOUTH SHORE
percentage of college-educated GRAND
CROSSING

residents among the seven largest ASHBURN

AVALON SOUTH CHICAGO
PARK
U.S.cities AUBURN GRESHAM CHATHAM
BU

CALUMET

¬ 85.8 percent of households have a

R

HEIGHTS
NS
ID E

WASHINGTON

computer, 75.9 percent of households BEVERLY

HEIGHTS

PULLMAN
have broadband internet ROSELAND
EAST SIDE

¬ Median household income: $55,198 MOUNT

GREENWOOD MORGAN PARK SOUTH DEERING

¬ Labor force of 1.4 million workers WEST PULLMAN

¬ Unemployment at 11.7 percent for the

Chicago area as of Oct 2020* RIVERDALE

HEGEWISCH

¬ Metro GDP decline of -8.5% in Q2

Population data: U.S. Census Bureau, Population
Estimates Program
Other demographic data: 2018 5-year ACS estimates
*U.S. BLS, Local Area Unemployment Statistics

9
 CITY OF CHICAGO • ORGANIZATION CHART
CITY OF CHICAGO • ORGANIZATIONAL CHART

Chicago Residents

City Council Mayor City Clerk City Treasurer

Council Office of the Mayor

Committees
2 0 2 1

Finance and Legislative and Community Infrastructure

Administration Elections City Development Services Public Safety Regulatory Services

10
B U D G E T

Office of Budget Board of Election Department of Chicago Police Board Office of the Department of
and Management Commissioners Planning and Department of Inspector General Streets and
Development Public Health Sanitation
INTRODUCTION

Civilian Office of
Department of Police Department of
Finance Department of Commission on Accountability Buildings
Cultural Affairs and Human Relations Chicago
Special Events Department of
Transportation
Department of Chicago Department of
O V E R V I E W

Administrative Mayor’s Office for Police Department Business Affairs

Hearings Department of People with and Consumer Department of
Housing Disabilities Protection Water Management
Department of Law Office of
Emergency
Management and Chicago
Department of Chicago Animal
Department of Family and Support Communications Department of
Human Resources Care and Control Aviation
Services

Department of Chicago
Procurement Fire Department License Appeal
Services Chicago Public Commission
Library
Office of
Department of Public Safety Board of Ethics
Asset and Administration
Information
Management
 2 0 2 1 B U D G E T O V E R V I E W
INTRODUCTION

CITYCITY
FUNCTIONS
FUNCTIONS

FINANCE AND ADMINISTRATION

The Finance and Administration departments coordinate the City’s overall government operations, managing city
finances, human resources, technology, assets and legal functions. This support allows operational, public safety,
infrastructure and human services departments to focus on their core missions and ensures that the City serves its
residents in an efficient and cost-effective manner.

LEGISLATIVE AND ELECTIONS

The Legislative and Elections department manages the City's legislative and elections functions, while also
maintaining and promoting the efficient and accurate administration of all local, state, and federal elections.

CITY DEVELOPMENT
The City Development departments work throughout Chicago to promote economic, cultural, and community
development. These departments develop and implement citywide and neighborhood-specific plans that preserve
the character of Chicago’s communities, create open spaces and affordable housing options, and coordinate
sustainable growth. They also stage special events and festivals that enhance the city’s economy and tourism
industry and support local artists and nonprofit organizations that develop and implement public art programs.

COMMUNITY SERVICES
The Community Services departments provide services needed by Chicago’s families and neighborhoods. These
departments support those most in need by providing and coordinating care at health clinics; immunizations;
home-delivered meals for seniors; information and referral services for people with disabilities; after-school and
job-readiness programs for Chicago’s youth; emergency shelters for the homeless and displaced; crisis intervention
assistance; and learning and recreational opportunities through public libraries citywide.

PUBLIC SAFETY
The Public Safety departments work together to keep Chicago’s neighborhoods, families, and property safe.
The critical services that these departments provide save lives and protect homes, businesses, and the rights of all
Chicagoans through law enforcement, fire suppression and prevention, and emergency response operations.

REGULATORY
The Regulatory departments protect public health and safety, and the interests of consumers through the
enforcement of City ordinances and compliance with local, state and federal laws. The enforcement activity includes
regular inspections and responses to resident and business complaints.

INFRASTRUCTURE SERVICES
The Infrastructure Services departments are central to keeping Chicago on the move. These departments collect
residential recycling and garbage; remove graffiti; build, repair and maintain Chicago’s streets, sidewalks and bridges;
coordinate and repair street lights; maintain the City’s water and sewer system; purify and deliver the city’s water;
operate the City’s two international airports; and strategically plan for the future of the City’s essential infrastructure.

GENERAL FINANCING REQUIREMENTS

The Finance General category represents cross departmental expenses such as information technology systems,
employee benefits, contributions to employee pension funds, and long-term debt service payments.

11
BUDGET PROCESS
 2 0 2 1 B U D G E T O V E R V I E W
BUDGET PROCESS
BUDGET PROCESS
Each year, the City prepares an annual budget that accounts for revenue from taxes and other sources and
sets forth a plan for how the City intends to utilize resources and revenues over the course of the following
calendar year. In accordance with the State of Illinois Statute, the City produces a balanced budget,
meaning that its appropriated expenditures do not exceed the amount of revenues it
estimates will be available for that year.
Throughout the Year: OBM monitors revenues and expenditures allocated through the Annual Appropriation Ordinance.

JULY - • DEPARTMENTS SUBMIT BUDGET REQUESTS TO THE

AUGUST OFFICE OF BUDGET & MANAGEMENT (OBM)

• PER EXECUTIVE ORDER NO. 2019-3, THE BUDGET FORECAST

AUGUST - IS PUBLISHED
SEPTEMBER • OBM BEGINS BUDGET PUBLIC ENGAGEMENT
BUDGET
• OBM WORKS TO CREATE A BALANCED BUDGET
FORECAST

• MAYOR SUBMITS BUDGET

OCTOBER BUDGET
RECOMMENDATIONS TO CITY COUNCIL RECOMMENDATIONS
& BUDGET
OVERVIEW BOOK

• COMMITTEE ON THE BUDGET & GOVERNMENT OPERATIONS

OCTOBER - HOLDS HEARINGS ON THE PROPOSED BUDGET
DECEMBER • CITY COUNCIL MUST APPROVE A BALANCED BUDGET
BY DECEMBER 31ST

• ANNUAL APPROPRIATION ORDINANCE GOES INTO

JANUARY
EFFECT ON JANUARY 1ST ANNUAL
APPROPRIATION
ORDINANCE

Consolidated Plan & Action Plan Capital Improvement Plan

Sets forth priorities for the City’s housing and non-housing Comprehensive list of capital improvements scheduled
community needs for federal entitlement funding. to occur in the City over the next five years.

15
COVID-19 RESPONSE
AND RECOVERY
 2 0 2 1 B U D G E T O V E R V I E W
COVID-19 RESPONSE AND RECOVERY

2020 COVID-19 TIMELINE

MARCH
21st: Stay-at-Home Order
HEALTH RESPONSE:
• Sittercity childcare launched for essential workers
• Began quarantine and isolation shelters for essential workers
and first responders
• Launched construction of alternative care facility at McCormick Place

FINANCIAL & ECONOMIC RESPONSE:

• Meal assistance made available through Chicago Public Schools,
Chicago Food Depository, Salvation Army, and Emergency Food
Call Center
• Temporarily suspended collection on select debts owed to the City and
deferred business taxes due to the City
• Launched $2 million grant program to help impacted
Chicagoans with rent and mortgage payments
LEGISLATIVE ACTION:
• The Coronavirus Aid, Relief and Economic Security (CARES) Act was
passed by Congress and signed into law

APRIL MEALS PROVIDED SINCE MARCH

7th: Executive Order signed to guarantee COVID-19 24.1 MILLION
relief is available to undocumented residents
HEALTH RESPONSE:
• Liquor sales curfew established
• Racial Equity Rapid Response Team launched
• McCormick Place Alternate Care Facility completed DOLLARS COMMITTED FOR
• Chi COVID Coach app launched RENT AND MORTGAGE RELIEF

23rd: Stay-at-Home Order extended through April

$25.5 MILLION
FINANCIAL & ECONOMIC RESPONSE:
• $7 million Artists’ Relief Fund launched
• $100 million Small Business Resiliency Loan Fund launched
• Housing Solidarity Pledge launched to provide relief to renters TOTAL RENTERS AND HOMEOWNERS
and mortgage borrowers RECEIVING ASSISTANCE
• $5 million Microbusiness Recovery Grant program launched
4,001
RECOVERY INIATIATIVES:
• COVID-19 Recovery Task Force Launched *TOTALS ARE AS OF OCTOBER 1, 2020

MAY
1st: Face coverings required; modified
Stay-at-Home order extended through May

HEALTH RESPONSE:
• 11 free COVID-19 testing centers opened on the south and west sides
• $56 million contact tracing expansion plan announced

FINANCIAL & ECONOMIC RESPONSE:

• $24 million COVID-19 Response Fund launched to support Chicago’s
non-profits
RECOVERY INIATIATIVES:
• “Protecting Chicago” reopening framework announced

18
 2 0 2 1 B U D G E T O V E R V I E W
COVID-19 RESPONSE AND RECOVERY

JUNE
3rd: Phase III of reopening begins

HEALTH RESPONSE:
• $11 million committed to healthcare developments in North Lawndale
and Auburn Gresham
• Free COVID-19 mobile testing sites launched with more than 100
organizations in over 60 locations citywide

FINANCIAL & ECONOMIC RESPONSE:

• $6 million Together Now Round One grant program launched for
businesses impacted by COVID-19 and recent events
• $2 million Chicago Resiliency Fund launched for undocumented citizens
unable to obtain federal relief
RECOVERY INIATIATIVES:
• Outdoor dining/shared streets program announced
• $50 million Chicago Connected launched to provided free wifi to
Chicago Public School students

LEGISLATIVE ACTION:
• Chicago City Council approves more than $1.13 billion in federal CARES
Act funding DOLLARS COMMITTED FOR
SMALL BUSINESS LOANS AND GRANTS
26th: Phase IV begins
$146.6 MILLION
JULY
2nd: Emergency Travel Order issued
HEALTH RESPONSE:
• New Divvy stations opened to increase safer outdoor transit options CHICAGO SMALL BUSINESSES
RECEIVING SUPPORT
RECOVERY INIATIATIVES:
• Recovery Task Force “Forward Together” plan announced and 4,112
implementation begins

AUGUST
HEALTH RESPONSE:
• Plans for more than 25 new community health centers for communities TOTAL COVID-19 TESTS ADMINISTERED
in need announced
164,827
FINANCIAL & ECONOMIC RESPONSE:
• $3 million Together Now Round Two grant program launched for small
businesses
• Winter outdoor dining challenge launched and funded

SEPTEMBER MOBILE COVID-19 TESTING EVENTS

FINANCIAL & ECONOMIC RESPONSE: 127
• Announced easing of restrictions on businesses due to progress in the *TOTALS ARE AS OF OCTOBER 1, 2020
fight against COVID-19

OCTOBER
HEALTH RESPONSE:
• Announced plan to safety celebrate Halloween in Chicago

FINANCIAL & ECONOMIC RESPONSE:

• Announced winners of Winter Design Challenge.
• $500,000 in privately funded support announced to support Chicago
restaurants to help cover the costs of winterizing outdoor dining areas

19
P R I O R I T I E S A N D S T R AT E G I E S
 2 0 2 1 B U D G E T O V E R V I E W
P R I O R I T I E S A N D S T R AT E G I E S

INTRODUCTION The City continues to remain focused on ensuring

communities have the necessary health and financial
The City’s budget guides how we make investments in
resources needed as the COVID-19 pandemic persists.
the communities where Chicagoans live, work and raise
While Chicago’s COVID-19 response and recovery are
their families. These investments reflect the City’s shared
ongoing, the financial impact on our economy has been
values and represent the programs and services on which
significant. On August 31, 2020, Mayor Lightfoot released
residents depend. With the passing of the 2020 budget,
the 2021 Budget Forecast which projected a $798.8
Mayor Lori E. Lightfoot began the process of setting
million 2020 year-end shortfall and a $1.2 billion 2021
the City on a path to structural balance in a new era of
budget gap. The entire 2020 shortfall and 65 percent
good governance guided by the hallmarks of integrity,
of the 2021 budget gap are directly attributable to the
transparency and robust civic engagement.
economic impacts of the pandemic on the City’s revenues.
Then, in early 2020, life as we knew it was fundamentally
Even amidst an unprecedented pandemic and resulting
changed. The emergence of COVID-19 spread quickly
budget gap of historic proportions, Mayor Lightfoot
across the world creating an unprecedented global health
made a commitment to be honest and transparent about
challenge as medical professionals and first responders
the financial challenges the City faces. As part of that
scrambled to contain what would ultimately be declared
transparency, the Office of Budget and Management
a worldwide pandemic. As cities and states implemented
introduced the 2021 budget process beginning with a
stay-at-home procedures to stem the escalation of
public engagement phase that included “Budget Week,”
COVID-19, what was first seen as a health crisis evolved
a weeklong series of virtual budget townhall meetings,
into a financial meltdown of global economies. At home,
livestreamed on Facebook with subtitles in English and
Chicago faced its own set of challenges as businesses
Spanish and ASL interpretation, along with the launch of
shuttered, school buildings closed and hospitals began
a new interactive website where residents could submit
to fill across the city. In response, Mayor Lightfoot wasted
questions for the townhall series and leverage multiple
no time, directing department leaders to quickly mobilize
ways to provide feedback for the upcoming budget.
every available resource to protect the health and
Additionally, City Council held two revenue hearings to
safety of our residents from the impact of the pandemic,
explore the current state of the City’s revenue as well
including using federal funding made available to the
as provide information on potential new or expanded
City. Through a data-driven, community-based approach,
revenue options.
she worked to ensure that all residents, especially
those whose struggles were most exacerbated by the
The City also expanded its outreach to include the 2021
pandemic, received assistance.

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Community Round Table series, a grassroots effort to gather The 2021 budget also identifies reforms to government
community feedback from residents on their budgetary operations, reduces costs and takes great strides toward
spending priorities. For the second year in a row, the City achieving savings. More than $537.2 million in savings,
also launched an online survey which asked participants efficiencies, and reforms are included in the 2021 budget,
about City services they most value. The survey was also which have been identified by reducing positions and non-
made available in paper format at Chicago Public Library personnel expenses, while refocusing on core services in
locations. These engagement efforts culminated with a the most effective way possible given the constraints of a
virtual town hall event with Mayor Lightfoot and the Budget pandemic budget.
Director answering questions submitted by residents
through the online portal and discussing the outcomes of While this budget focuses in greater part on savings and
the public engagement process. Nearly 100,000 people efficiencies, these changes alone are not enough to meet
participated in budget-related discussions through the the City’s growing obligations combined with the significant
City’s online survey, Virtual Town Halls, and Community impact to Chicago’s economy from the pandemic. The
Round Table Series. 2021 budget includes a variety of increased revenues to
balance the budget in a way that does not overly burden
This community participation and feedback have guided any single business sector or resident. To that end, the
the City throughout the budget process. To that end, as proposed budget includes adjustments to three existing
the City looks to restore its fiscal health and operate in a tax structures, in addition to one-time draws from the
new normal, the primary mayoral initiatives for the 2021 Rainy Day Fund and other sources. These changes are
budget are presented here in three broad categories: anticipated to generate $184.9 million in additional
response, recovery, and resiliency. revenue, coupled with $501 million in debt refinancing.

The 2021 budget continues to support key initiatives Every decision in this budget, from reforms and
introduced in 2020, even given the constraints of the investments to revenues and expenditures, ensures that
pandemic budget, including $9.3 million in the Framework the City continues to deliver the core services residents
for Mental Health Equity, $10 million in affordable housing depend on, while building an environment that promotes
and homelessness, and $16.5 million for violence economic vitality and strengthens communities where
prevention and reduction. These investments are coupled families can grow and thrive. By prioritizing our shared
with other existing department resources and additional values of transparency, accountability, equity and
Coronavirus Aid, Relief, and Economic Security (“CARES”) inclusion to shape decisions, the 2021 budget sets out to
Act and other grant funding of more than $100 million in strengthen Chicago’s neighborhoods while keeping the
2021. city on a course towards a stable and sustainable financial
future, even in the midst of a global pandemic.

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RESPONSE The City is not only committed to increasing access

to affordable housing through direct housing and
Throughout the community engagement process, one
homelessness investments, but also ensuring that it is
of the messages heard loudest from our residents was
done equitably, ethically and responsibly. In 2020, the City
that investments in neighborhoods are of enormous
launched several community-driven housing initiatives
value, including affordable housing, mental health and
with the goal of improving affordable housing policies and
addressing homelessness. These shared values become
programs that impact every resident in the City. This led to
even more important during a crisis. So while balancing
the creation of the Inclusionary Housing Task Force that
the largest budget gap in the City’s history, the 2021
analyzed the existing Affordable Requirements Ordinance
Budget continues the work towards creating pathways to
(“ARO”) and identified potential policy changes for public
the middle-class and ensuring that everyone has access
comment. The ARO requires residential developments that
to housing that is affordable, stable and accessible, and
receive City financial assistance, involve City-owned land,
that residents can obtain quality, trauma-informed care
are granted a zoning change or are a planned development
and mental health services that improves their quality of
in the downtown area to provide a percentage of units at
life.
affordable prices.
For 2021, the City is sustaining the additional investments
The City also launched the first-ever racial equity impact
made in 2020 of $10 million in affordable housing and
assessment (“REIA”) on the Qualitative Allocation Plan,
homelessness prevention and services, which supports
which is the process of awarding Low-Income Housing
residents with incomes not exceeding 30 percent of area
Tax Credits (“LIHTC”). Through the REIA, the City heard
median income, as well as additional funding for the Flexible
from over 120 stakeholders, including residents, on how
Housing Pool for persons experiencing homelessness,
to better support tenants and potential tenants through
with a focus on reducing youth homelessness by 25
affordable housing development.
percent. The City continues the investment in the Chicago
Low Income Housing Trust Fund to provide crucial
The pandemic posed additional challenges to ensure
assistance for Chicago’s most vulnerable residents,
stable housing for residents across the city. To provide
including very low-income households and the formerly
relief to households impacted by the pandemic, the City
incarcerated. Additionally, the City leveraged more
provided rental and mortgage assistance, supporting
than $87 million in 2020 utilizing CARES act funding to
more than 4,000 families, including households with
provide emergency housing relief and support as well as
mixed immigration status.
homelessness prevention, a portion of which will continue
into 2021.

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In 2021, the City will continue to build on these efforts health safety net system available to anyone who needs
by incorporating the public feedback for the ARO and mental health services.
introducing an amended ordinance to improve the
efficacy in creating new units of affordable housing across The City also invested in Assertive Community Treatment
the city. Additionally, the City is working to strengthen (“ACT”) and Community Support Teams (“CST”) in 2020
tenant protections, incorporate racial equity across all of to address the need for crisis prevention and response
its programs and services and continue to address the programs for persons living with serious mental health
needs that have resulted from the pandemic. illness and co-occurring substance use disorders. These
investments allowed the City to scale up mental health
Taking an equity approach to mental health, the City access in neighborhoods of need and think beyond brick-
is continuing the $9.3 million investment made in 2020 and-mortar locations to help reach the many residents
in addition to $10 million in CARES Act funding in the who need services outside of clinics. These teams
Framework for Mental Health Equity that constitutes a deliver community-based care to patients with complex
set of priorities and strategies to advance equity and needs who are living in areas with high behavioral health
invest in the communities that most need mental health hospitalization rates. These investments are also reflected
resources. The framework supports proven solutions, in the 2021 budget.
grounded in evidence, to ensure residents obtain high-
quality, trauma-informed care that improves their health. In addition, the City leveraged CARES Act funding to
invest in support for new integrated healthcare services
In 2020, the City strengthened the mental health safety for persons experiencing homelessness that will deliver
net by expanding mental health services at public and direct behavioral healthcare services outside the walls
nonprofit health centers in the neighborhoods of greatest of clinics and include psychiatric assessment services,
need. These investments support 32 trauma-informed medication monitoring, and medications for opioid use
Centers of Care serving 34 Chicago community areas, disorder. These investments will continue in 2021.
including dedicated support for children, adolescents, and
young adults. Additional COVID-19 grant funding allowed The City also invested in 2020 to support coordination of
the City to expand the number of trauma-informed centers care to help ensure that anyone in Chicago who needs
of care funded in communities most impacted by the mental healthcare services is able to connect to service
pandemic. City mental health clinics were strengthened providers. This strategy included an anti-stigma campaign,
through facility improvements, telehealth, staffing, and a robust helpline, community outreach, and better data on
crisis response services in 2020. These 32 centers of gaps in care. These investments are continued in 2021.
care combined with the five City mental health clinics, in Additional COVID-19 grant funding will also allow the City
addition to Chicago’s broader network of mental health to invest funding throughout 2021 and 2022 to support
service providers, comprise a community-based mental system-wide strategies that address suicide prevention.

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RECOVERY $106.3 million are personnel savings resulting from a

reduction of 1,921 positions from the Corporate Fund, as
While the 2020 budget began the process of setting
well as planned layoffs and furloughs.
the City on a road to structural balance, the impact of an
unforeseen global pandemic presented a new challenge,
While each budget focuses on savings and efficiencies,
both in the City’s response to help residents address the
these reforms alone are not enough to meet contractually
health and financial impacts of COVID-19, and in the effects
required obligations, particularly in the time of a pandemic.
on the City’s economy and finances. Just as it was critical
In addition to short-term structural savings, the City has also
to support the recovery of our residents’ health, it is also
identified dedicated revenues for long-term liabilities to
necessary to address the recovery of the City’s finances,
create structural solutions to address budget imbalances.
leading to additional structural and shorter-term measures
to tackle this year’s unprecedented budget challenges.
Each year, the City Council passes an ordinance that levies
the amount of property taxes needed for various specified
Throughout the budget process, the City has been
purposes, including levies for each of the City’s four
identifying structural efficiencies that maximize existing
pension funds. Annual contributions to the pension funds
resources, while creating cost savings and improvements
have historically been made primarily from the proceeds
to services. City departments worked hand-in-hand with
of these levies. When the County collects the levied
the Office of Budget and Management to closely examine
amount, there is a portion that is not collected, whether
each item in the budget, strategically thinking around how
due to late payments or no payment at all. This results
to best provide core services while also reducing costs.
in non-collection of the full levy, or collection of a portion
Given the impact of the pandemic on the City’s budget,
of the levy in a future year. This shortfall is referred to as
departments were asked to reimagine how services
the “loss in collection.” Historically, the City of Chicago
could be delivered given even fewer available resources.
has not added a loss in collection factor to its property tax
Further, each department was tasked with conducting an
levies for the pension funds. This practice was consistent
in-depth analysis on all existing vacancies and positions
with Illinois and pension fund statutes: the City levied the
to identify reductions to their workforce. This necessitated
property tax amount that, in combination with other fund
difficult decisions, including the inclusion of furloughs and
sources, totaled the statutorily required contribution.
layoffs in the 2021 budget. These initiatives resulted in
$537.2 million in total savings and efficiencies, of which
However, State law changes in 2016 added language

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implying the funds must receive the full statutory property tax rate in Cook County, with an effective tax rate
contribution in the year in which the property tax levy is of 1.74 percent. In an effort to avoid another sudden, large
collected. In addition, the pension boards were authorized property tax increase, the City has included a consumer
to file a claim with the State Comptroller if the City failed to price index (“CPI”) increase to the levy beginning with the
meet its pension obligations due to the loss of collections, 2021 levy and for each year thereafter. For 2021, the CPI
who could then withhold grant funds due the City. As a increase was calculated utilizing the December 2018 to
result of these legislative changes and subsequent actions December 2019 CPI rate of 2.3 percent, resulting in an
by the Pension Funds, the City has been required to pay increase of $35.4 million. The proposed CPI increase is
over $41 million that was levied but not collected from in line with other units of government that are subject to
other sources in 2019. the Property Tax Extension Law Limit (“PTELL”), such as
Chicago Public Schools, Chicago Park District, and City
While the City continues to believe the prior interpretation Colleges, which increase their levy annually using the
is correct, State and Pension Fund actions require the City same calculation the City is proposing. Other City taxes
to make up the difference between what is levied and and fees currently tied to CPI are the Wheel Tax, which
what is collected. To this end, the proposed 2021 budget increases every two years by the amount of CPI, and water
includes an increase to the property tax levy in the amount and sewer rates, which increase annually.
of $42.5 million to account for the loss of collections.
These increases to the 2021 property tax levy would result
For the greater part of two decades, the City of Chicago’s in a total increase of $93.9 million, which includes the
property tax levy was not increased, resulting in annual increase to account for loss of collections, CPI and $16
property taxes that did not proportionately grow with the million for adding new property onto the tax rolls. For the
City’s economy. This changed when the property tax median home value of $250,000, the average estimated
increase in 2015 was implemented in order to address the impact of this increase is approximately $56 per year for
City’s steeply growing pension obligations, also a result a homeowner.
of decades of underfunding all four of the City’s pension
funds. Even with the 2015 property tax increases to meet After performing an accounts receivable tracking and
the pension contribution ramps, the Civic Federation has monitoring assessment to help prioritize its collection
found the City of Chicago to have the lowest residential efforts, the City implemented a new monitoring process in

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2020 to pursue outstanding tax and fee remittance from The City also plans to issue $1.7 billion of General
vendors engaged in contracts with the City. This initiative, Obligation (“GO”) and Sales Tax Securitization Corporation
along with other enhanced fine and fee enforcement (“STSC”) bonds to refinance outstanding City GO and STSC
initiatives, are anticipated to yield up to $78 million in bonds for near-term budgetary savings. The refinancing
uncollected taxes and licensing fees, and fines in 2021. transaction is expected to generate up to $450 million
of budgetary relief for the 2020 budget and $501 million
The 2021 budget also includes a 1.75 percent increase to of budgetary relief for the 2021 budget. The budgetary
Personal Property Lease Tax applied to non-possessory relief will help the City address the 2020 and 2021 gaps
computer leases of cloud software and cloud infrastructure, caused by COVID-19 revenue loss. The refinancing takes
bringing the tax in alignment with the tax imposed on all advantage of current low interest rates to refinancing
other lease, rental or use of rented, personal property outstanding debt with a higher interest rate to a lower
currently taxed at 9.0 percent. Vehicle Fuel Tax will be interest rate. The City intends to use these interest rate
increasing by $0.03 per gallon with the 2021 budget, savings to pay for the debt restructuring that will generate
resulting in an increase to the City of $10 million. This the budgetary relief described above.
increase follows suit of the State’s increase in the Motor
Fuel Tax by $0.03 in 2020, which the City did not take last
year. Another $45.0 million is anticipated from the sale of
surplus City properties and improved revenue projections.
This budget also includes a $33.5 million increase to the
total Tax Increment Financing surplus received by the
City, with a total TIF surplus of $304 million, exceeding
the 2020 surplus and the largest in the City’s history. This
budget also includes a full draw down of $30 million from
the Rainy Day Fund. These changes are discussed further
in the Corporate Fund Revenue section of this book and
are anticipated to generate an additional $133.5 million in
2021.

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RESILIENCY Through key intervention practices such as behavioral

health services, living wage jobs, and most importantly,
To build resiliency in a measurable and accessible way
relentless engagement with those who are at the highest
that leverages the strengths of the city, the 2021 budget
risk of violence, such networks have been scientifically
reflects a broad and inclusive strategy that addresses
proven to reduce violence in major cities. To accomplish
neighborhood support and development, an economic
this, the City is focused on sustaining current funding
plan in response to COVID-19, and a comprehensive
investments in street outreach and trauma-informed victim
public safety strategy built using a public health lens.
services while mitigating impacts due to the COVID-19
pandemic. For the 2021, the City has committed a total
The 2021 budget reflects a continuation of Mayor
of $16.5 million to community-based violence reduction
Lightfoot’s holistic, all-hands-on-deck public safety
efforts including the co-responder pilot.
approach to addressing gun violence, strengthening public
safety support resources, emphasizing accountability, and
Recognizing that law enforcement should not be
improving police operations to meet the needs of residents
government’s sole or even leading response to a complex
in Chicago’s neighborhoods. The City of Chicago’s first-
web of social and economic forces, the plan also addresses
ever comprehensive violence reduction plan, “Our City,
the trauma and mental health impacts communities face
Our Safety: A Comprehensive Plan to Reduce Violence in
today. The Mayor’s Office, the Chicago Department of
Chicago,” was released in September 2020, and guides
Public Health, Chicago Police Department, Chicago Fire
public safety initiatives and programming to sustainably
Department, and the Office of Emergency Management
reduce violence over the next three years.
and Communications are collaborating to launch a new
co-responder alternative dispatch pilot in 2021. Through
The plan is the result of more than a year’s partnership
this pilot, a trained mental health professional, community
with government officials, service providers, faith leaders,
paramedic, and Crisis Intervention Trained (“CIT”) police
philanthropic and university partners, individuals with lived
officer will co-respond to certain 911 calls with a mental
experience, and advocates to form the initiatives in this
health component to provide crisis intervention support
report that are designed to reduce violence in Chicago.
and connect individuals facing mental health challenges
to appropriate services. The City has made an initial
Building on record-high investments in the 2020 budget,
investment of $1.3 million to support this promising model,
the plan seeks to establish a comprehensive street
which recognizes that we must rethink how we respond to
outreach and victim support network similar to strategies
individuals in crisis.
employed in New York City, Los Angeles, and Oakland.

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The 2021 budget also continues to lay the foundation for RTF work is an opportunity to double-down on the mission
a strategy that shifts the focus to investing more deeply of building a new Chicago that is inclusive and accessible,
in Chicago’s neighborhoods, particularly those that have and will serve as the standard of how cities not only
lacked sufficient resources to promote economic vitality recover from this health crisis, but use their recovery as
and been disproportionately impacted by COVID-19. a driver for growth that leverages power and potential for
The City’s long-term solution to its financial challenges generations to come.
is premised on a growth strategy that focuses on all of
the city’s neighborhoods, small businesses, homeowners, When the RTF report was finished and published in July
individuals and community-based institutions, to increase (the first comprehensive recovery report published by
opportunity and expand the population. any American city), the City made a public commitment
to not let the report sit on a shelf. Since then, the City
In response to the global pandemic, Mayor Lightfoot has established 17 workstreams to implement the
convened the COVID-19 Recovery Task Force (“RTF”) in recommendations from the report. In a few short months,
April 2020 in an attempt to begin thinking ahead of the the City has already achieved several accomplishments,
far-ranging impacts of this disease on Chicago’s residents including – but not limited to – launching outdoor dining
and Chicago’s economy. The objective was to provide programs to support restaurants, implementing a contact
the strongest recovery effort Chicago has ever seen and tracing service corps built on community trust and building
build on the efforts already taken to expand equity and career pathways for those most impacted by COVID, and
opportunity (e.g. the STEP anti-poverty platform, INVEST securing film production opportunities that are creating
South/West). More than 100 stakeholders were brought hundreds of jobs for our residents.
together to form the RTF which was drawn from a diverse
mix of industries, community organizations, and policy The 2021 budget includes a $7 million investment in
experts representing all facets of the City to provide the Recovery Task Force initiatives, an investment that will
critical guidance and expertise needed to chart the path be multiplied by both private and philanthropic funds.
forward, including 14 Aldermen who served on the RTF For example, the Chicago Community Trust has already
committees and identified key pillars of our recovery. The launched a $25 million fund to support the city’s recovery,
City also created opportunities for public input, which was and private sector partners such as PepsiCo and JP
vital to the plan’s creation. Morgan Chase have stepped up with robust corporate
commitments. These are just the beginning, with much
There is no denying that the City will continue to navigate more to come.
significant challenges related to the pandemic, but the

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This investment includes support for the recruitment of

job-creating companies into Chicago that will bring jobs
to the city in the areas of transportation, distribution, and
logistics, life sciences and healthcare, manufacturing, food
and agriculture, and film sectors that will be growing during
the COVID-19 recovery horizon; support for the workforce
strategy, by identifying career pathways for displaced
individuals into high priority industries for recovery; small
business support to build capacity for small businesses,
especially in Black and Latinx neighborhoods; and support
recovery in the tourism, hotel, and convention industry -
a key driver of the Chicago economy where nearly $2
billion of economic value and jobs have been lost. This
investment will also include enhanced tourism promotion
and business development initiatives.

Overall, this budget proposal addresses the City’s

obligations and preserves key services, while continuing
to make reforms and investments that will ensure fiscal
and economic stability for all residents now and in the
generations to come.

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BUDGET OVERVIEW
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BUDGET OVERVIEW

$4 BILLION • TOTAL CORPORATE FUND

$1,204.5 MILLION BALANCED
ESTIMATED BUDGET GAP BUDGET

$18.6 MILLION $537.2 MILLION $184.9 MILLION

INVESTMENTS SAVINGS & EFFICIENCIES REVENUE & RESERVES

ECONOMIC RECOVERY PERSONNEL REDUCTIONS RAINY DAY FUND

$7 MILLION $106.3 MILLION +$30 MILLION

IMPROVED FISCAL
VIOLENCE PREVENTION MANAGEMENT ADDITIONAL TIF SURPLUS
$5.25 MILLION $262.6 MILLION +$33.5 MILLION

PROPERTY TAX
AFFORDABLE HOUSING EFFICIENCIES ADJUSTMENT
$2 MILLION $168.3 MILLION +$51.4 MILLION

• Non-Personnel
• Contractual Savings
• Healthcare

$501 MILLION EXISTING SALES TAXES

YOUTH INVESTMENTS
$1.7 MILLION +$25 MILLION
REFINANCING

REFINANCING AND
OPERATIONAL INCREASES RESTRUCTURING DEBT OTHER
$2.6 MILLION $501 MILLION +$45 MILLION

• Land Sales
• Improved Revenue
Projections

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FINANCIAL SUMMARIES
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FINANCIAL SUMMARIES

CORPORATE ENTERPRISE GRANT PENSION SPECIAL DEBT SERVICE

FUND FUNDS FUNDS FUNDS REVENUE FUNDS FUNDS
$4,022.5M $3,017.8M $2,988.6M $1,870.8M $886.5M $710.2M

CITY FUNDS

ALL FUNDS - $12.76 BILLION*

WHERE THE
MONEY GOES

GENERAL PUBLIC INFRASTRUCTURE COMMUNITY CITY LEGISLATIVE

FINANCING SAFETY SERVICES SERVICES DEVELOPMENT & ELECTIONS
$5,653.6M $2,720.4M $2,520.3M $1,421.2M $312.9M $46.4M
FINANCE &
ADMINISTRATION REGULATORY
$741.9M $79.5M

*Proceeds of debt issuances transferred between funds and reimbursements or internal transfers between funds, totaling $734.0M, are deducted to more
accurately reflect the City appropriation. Total resources include revenues generated during the year and prior year savings and available resources.

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FINANCIAL SUMMARIES

LOCAL FUND SUMMARY

There are 33,267 total positions across all funds, including
The 2021 proposed City budget for all local funds is $9.8
grant funds, in the proposed 2021 budget. This is a
billion, $4.0 billion of which makes up the City’s Corporate
decrease of 1,857 positions from the 2020 appropriation.
Fund budget. The 2021 proposed budget also includes an
anticipated $3.0 billion in grant funding, bringing the total
Approximately 90.0 percent of the City’s total positions
proposed budget for 2021 to $12.8 billion.
are union members covered by collective bargaining
agreements. These collective bargaining agreements set
Revenue estimates for the Mayor’s 2021 recommended
forth benefits plans and scheduled salary increases for
budget assume modest recovery in business and leisure
covered employees, and the City is contractually obligated
activity following the COVID-19 pandemic and ensuing
to adhere to these benefits and salary schedules. Detailed
recession, as well as recovering revenue derived from
information on union salary schedules can be found in the
consumer sharing technologies, such as rideshare
2021 Budget Recommendations.
services. In addition to growth assumptions based
on expected economic conditions, there are several
Pension appropriations will increase to $1.87 billion of the
increases proposed to existing taxes and fees in the 2021
proposed local fund operating budget in 2021, an increase
budget, and the introduction of the City share of State tax
of $165.4 million from the 2020 budget. This is discussed
revenue on the emerging cannabis industry in Chicago.
further in the Pension Fund section of this document.
Personnel services and related employee pension
Additional detail regarding the City’s revenue sources
contributions consistently represent the largest portion
by fund is provided in the Budget Detail pages at the
of the City’s local fund budget. Under the 2021 proposed
end of this document. Historical information and a more
budget, 64.9 percent of local fund operating expenses,
detailed discussion of 2020 year-end estimates for each
excluding debt service, are for personnel-related
of the City’s sources of revenue and expenditures can be
costs, which include salaries and wages, healthcare,
found in the 2021 Budget Forecast published in August.
overtime pay, pension contributions, and unemployment
For definitions of the taxes, other revenue sources, and
compensation.
fund types discussed in this document, please refer to the
Glossary.
Salaries and wages, which make up the largest portion
of personnel expenses, are $2.9 billion, or 31.6 percent,
of proposed 2021 local fund operating expenditures,
excluding debt service. Employee healthcare represents
$421.5 million, or 4.6 percent, of proposed 2021 local fund
operating expenditures, excluding debt service.

SUMMARY OF PROPOSED BUDGET - ALL FUNDS

2020 Budget 2021 Proposed

Corporate Fund $4,419.2M $4,022.5M
Debt Service Funds $802.0M $710.2M
Enterprise Funds $3,002.7M $3,017.8M
Grant Funds $1,758.7M $2,988.6M
Pension Funds $1,705.3M $1,870.8M
Special Revenue Funds $919.2M $886.5M
Total $12,607.1M $13,496.3M
Deduct Proceeds of Debt ($115.0M) ($114.6M)
Deduct Transfers between Funds ($885.7M) ($619.4M)
Total ($1,000.7M) ($734.0M)
Grand Total $11,606.4M $12,762.3M
Proceeds of debt issuances transferred between funds and reimbursements or internal transfers between funds are deducted from the total resources to more
accurately reflect the City appropria�on. Total resources include revenues generated during the year and prior year savings and available resources.

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FINANCIAL SUMMARIES

CORPORATE FUND 2021 recommended budget anticipates local tax revenues

will decrease by $259.0 million or 14.5 percent below
The Corporate Fund is the City’s general operating fund,
the 2020 budget to $1.5 billion, and intergovernmental
supporting basic City operations and services, such as
revenues will decrease by $18.5 million or 4.3 percent
public safety, public health, and small business assistance.
from the 2020 budget to $414.6 million.
The proposed 2021 budget for Corporate Fund resources
totals $4.0 billion, a decrease of $396.7 million or 9.0
Municipal Public Utility Tax
percent below the 2020 budget. The COVID-19 pandemic
has had a significant impact on the broader economy, Municipal public utility tax includes taxes on electricity,
both nationally and locally, which has had a resulting natural gas, and telecommunications, as well as fees
impact on City revenues as reflected in the 2021 Budget received from cable companies for the right to operate
Recommendations. The following is a discussion of the within the City of Chicago. Utility taxes and fees are
noteworthy elements of the 2021 revenue projections for expected to total $390.8 million in 2021, a decrease from
the Corporate Fund. the 2020 budget by $25.3 million. The decrease in the
2021 budget is driven by lower than expected natural
REVENUE gas prices, as well as a multi-year trend of declining
telecommunications tax revenue. Numerous factors
TAX REVENUE
impact utility tax revenues including weather, natural gas
Corporate Fund tax revenue consists of local tax revenue prices, rate changes, and evolving technologies that affect
and intergovernmental tax revenue. Local tax revenue consumer behavior and energy use.
includes Utility, Transaction, Transportation, Recreation,
and Business Taxes; as well as City-collected Sales Tax. Sales and Use Taxes
Intergovernmental tax revenue includes State Income Tax,
Sales and use tax revenues (“Sales Tax”) have historically
Personal Property Replacement Tax (“PPRT”), Municipal
been the largest single revenue source in the City’s
Auto Rental Tax, and Reimbursements for City services. The

SUMMARY OF ESTIMATED RESOURCES - CORPORATE FUND

Proceeds and Transfers In Municipal Public U�lity Tax Charges for Services State Income Tax
14.8% 9.7% 6.9% 6.5%

Fines, Forfeitures and Penal�es Recrea�on Taxes Personal Other

Transac�on Taxes 9.5% 5.6% Property Revenue
11.9% Replacement 3.1%
Tax
3.7%

Internal Service Earnings Transporta�on Taxes Licenses, Permits, and Business

10.2% 7.7% Cer�ficates Taxes
3.0% 1.6%

Net Current Assets at

January 1
2.8%

Chicago Sales Tax / Home Rule Retailers' Occupa�on Tax = 1.6%; Leases, Rentals and Sales = 1.0%; Municipal Parking = 0.2%; Interest Income = 0.2%;
Municipal Auto Rental Tax = 0.1%; Reimbursements for City Services = 0.0%

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FINANCIAL SUMMARIES

Corporate Fund. As further described below, in December Transaction Taxes

2017, the City sold to the Sales Tax Securitization Transaction taxes include taxes on the transfer of real
Corporation (“STSC”) the City’s rights to receive Sales estate, the lease or rental of personal property, and the
Tax revenues collected by the State. Currently, residual lease of motor vehicles in the City. Transaction taxes are
revenue received from the STSC is recorded in proceeds expected to generate revenue totaling $478.1 million in
and transfers in. Certain Sales Taxes imposed by the City 2021. Real Property Transfer Tax revenue is anticipated to
and collected by the City were not sold to the STSC and total approximately $124.7 million in 2021. The Personal
therefore do not flow through it. Property Lease Tax is expected to total $348.4 million,
an increase of approximately 27.8 percent over the 2020
The City-collected Sales Taxes, which consists of the use budget of $274.2 million. This includes the implementation
tax on non-titled personal property authorized by the of a 1.75 percent increase to the tax as it applies to non-
Home Rule Municipal Use Tax Act of the State, the use tax possessory computer leases in 2021, bringing the rate
on titled personal property on sales outside the six-county equal to that charged to other leases of personal property
area authorized by the Home Rule Municipal Use Tax Act at 9.0 percent.
of the State, as well as Restaurant Tax and Private Vehicle
Use Tax, are included as local tax revenues. In 2021, City- Transportation Taxes
collected Sales Taxes are estimated to generate revenue Transportation taxes include taxes on parking, vehicle fuel
totaling $63.6 million. Additional information regarding purchases, and the provision of ground transportation
the residual revenue from the STSC can be found in the for hire. Transportation taxes are expected to generate
proceeds and transfers in section in non-tax revenue.
DETAIL OF ESTIMATED RESOURCES - CORPORATE FUND
2020 2021 2021
Budget Proposed Proposed (%)
Local Tax Municipal Public U�lity Tax $416.1M $390.8M 9.72%
Chicago Sales Tax / Home Rule Retailers' Occupa�on Tax $74.0M $63.6M 1.58%
Transac�on Taxes $508.9M $478.1M 11.89%
Transporta�on Taxes $383.6M $308.7M 7.67%
Recrea�on Taxes $273.3M $223.9M 5.57%
Business Taxes $134.4M $66.1M 1.64%
Total $1,790.3M $1,531.3M 38.07%
Proceeds and Proceeds and Transfers In $642.5M $597.2M 14.85%
Transfers In Total $642.5M $597.2M 14.85%
Intergovernmental State Income Tax $269.8M $262.3M 6.52%
Revenue Personal Property Replacement Tax $157.2M $147.0M 3.65%
Municipal Auto Rental Tax $4.2M $3.3M 0.08%
Reimbursements for City Services $2.0M $2.0M 0.05%
Total $433.2M $414.6M 10.31%
Local Non-Tax Licenses, Permits, and Cer�ficates $128.3M $119.2M 2.96%
Revenue Fines, Forfeitures and Penal�es $342.7M $381.5M 9.48%
Charges for Services $460.2M $277.9M 6.91%
Municipal Parking $7.6M $7.6M 0.19%
Leases, Rentals and Sales $33.7M $39.3M 0.98%
Interest Income $3.5M $6.5M 0.16%
Internal Service Earnings $361.5M $410.6M 10.21%
Other Revenue $134.7M $125.8M 3.13%
Total $1,472.2M $1,368.4M 34.02%
Total $4,338.2M $3,911.5M 97.24%
Net Current Assets at January 1 $81.0M $111.0M 2.76%
Total $81.0M $111.0M 2.76%
Total $81.0M $111.0M 2.76%
Grand Total $4,419.2M $4,022.5M 100.00%

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FINANCIAL SUMMARIES

revenue totaling $308.7 million in 2021, which is 19.5 NON-TAX REVENUE

percent lower than the 2020 budget due to lower The 2021 proposed budget forecasts that non-tax
rideshare and parking garage usage, partially offset by a revenues will decrease by $103.8 million from the 2020
$0.03 per gallon increase in the City Vehicle Fuel Tax on budget to $1.4 billion. Non-tax revenue consists of fees
non-aviation fuel. charged for the issuance of licenses and permits; fines,
forfeitures and penalties for traffic or other violations;
Recreation Taxes various charges for services; municipal parking; leases,
Recreation taxes include taxes on amusements, automatic rentals and sales of City-owned property; internal service
amusement devices, the mooring of boats in the City’s earnings; and interest and other revenue.
harbors, liquor purchases, cigarette and e-cigarette
purchases, purchases of non-alcoholic beverages, Licenses and Permits
cannabis, and off-track betting. Recreation taxes are
expected to generate revenue totaling $223.9 million in Total revenue from licenses and permits is projected to
2021, a decrease of $49.4 million from the 2020 budget. be $119.2 million in 2021. These revenues include fees
This decrease is driven by a decline in Amusement Tax charged for the issuance of business licenses, alcohol
revenue due to expected lingering effects of the COVID-19 dealer licenses, building and demolition permits, and
pandemic, which is anticipated to limit live events through various other permits. Business permits and alcohol dealer
the first half of 2021. The Cannabis Excise Tax is estimated license revenue are expected to decrease as a result of
to generate $5.1 million, up from $1.5 million budgeted in lower economic activity and business closures resulting
2020 due to a full year of collection and continued growth from the COVID-19 pandemic.
in the industry.
Fines, Forfeitures, and Penalties
Business Taxes Fines, forfeitures, and penalties include fines from parking
tickets, tickets for traffic violations, and other penalties
Business taxes include taxes on hotel accommodations assessed in administrative hearings or the courts. Revenue
and on paper and plastic disposable shopping bags. In from fines, forfeitures, and penalties in 2021 is estimated
total, the City’s business taxes are expected to generate to be $381.5 million. This figure represents a 11.3 percent
$66.1 million in 2021. The Hotel Accommodations Tax increase compared to the 2020 budget of $342.7 million
generates a majority of the revenues that make up the as a result of increased safety related measures and
City’s business taxes. Hotel Accommodations Tax revenue improved collections.
is projected to be $60.1 million in 2021, a large decrease
from the 2020 budget due to drastically lower demand as Charges for Services
a result of low tourism and business travel, particularly in
the first half of 2021. The Checkout Bag Tax is projected Revenues from charges for services are expected to
to remain flat with the 2020 budget, totaling $6.0 million. decrease in 2021 to $277.9 million. Charges for services
include fees charged for inspections, public information
Intergovernmental Revenue requests, police, and other safety services such as
Intergovernmental revenues are primarily made up of a emergency transportation services. This decrease is
distributive share of the State of Illinois Income Tax and driven primarily by an additional retroactive payment for
Personal Property Replacement Tax (“PPRT”), both of emergency transportation services received in 2020,
which are distributed to the City by the State based on as well as a drop in emergency transportation services
defined formulas. Intergovernmental tax revenues are provided in 2020. In 2019, the City provided more than
expected to total $414.6 million in 2021, which is a 4.3 261,000 emergency transports, which decreased by
percent decrease from the 2020 budget. more than 6.0 percent as of September 2020, or 11,000
fewer transports from the same time period. While total
While the recession resulting from the COVID-19 pandemic reimbursement is impacted by services provided, the
has reduced employment and incomes, the impact on City successfully increased the insurance rate for these
revenues from Income Tax and PPRT have been less services as a result of a partnership with the State to
severe than expected. Income Tax revenue is expected to better capture the full cost incurred by the City for these
decrease in 2021 to $262.3 million, while PPRT revenues services, maximizing the potential reimbursement. Based
are expected to total $147.0 million. on the completed 2020 cost report, the City anticipates
nearly the same rate being applied to services provided in
2021, however, estimates assume a continued decrease to
transports. A portion of the increased reimbursement will

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FINANCIAL SUMMARIES

be utilized for the required State match. This State match receives the proceeds of bonds issued by the STSC as
is discussed in the Corporate Fund expenditures section. well as residual sales tax revenues not used to make debt
service payments. The State-collected portion of the City’s
Leases, Rentals, and Sales Sales Tax (Home Rule Occupation Tax and Use Tax or
Revenue generated from the lease or sale of City-owned “HROT”) and the City’s share of the State’s Sales and Use
land and other property accounts for approximately one Taxes (Municipal Retailer Occupation Tax or “MROT”) are
percent of overall Corporate Fund revenue each year. sold to the STSC and any remaining revenue not used for
Total revenues from such leases and sales are expected debt service are now located in ‘Proceeds and Transfers
to increase to $39.3 million in 2021 from $33.7 million in In’. Sales tax collections from the City’s portion of the
2020. state’s sales tax (“MROT”) and the City’s sales tax (“HROT”)
are projected to decline 9.3 percent or $45.3 million from
Reimbursements, Interest, and Other Revenue the 2020 budget due to lower economic activity, offset
by reduced STSC withholding resulting from refunding of
The 2021 projection for reimbursements, interest, and bonds. This City anticipates residual revenue transferred
other revenues is $548.0 million. These revenues include to the City from the STSC to total $570.2 million.
interest income, internal service earnings, municipal
parking, and other revenue. Investment returns on the NET CURRENT ASSETS
Corporate Fund are budgeted at $6.5 million in 2021.
Reimbursements consist of amounts transferred to the Prior years’ savings and sustainable revenue growth along
Corporate Fund from intergovernmental and other City with spending controls and other efficiencies resulted
funds for central services such as information technology, in a Corporate Fund balance that allowed the City to
police and fire services, street and building maintenance, make deposits to its Rainy-Day Fund. This past financial
and administrative services, and total $410.5 million. In management practice provides the City with reserves to
2021, the City expects positive revenue from the parking draw on during economic downturns. The 2021 budget
meter contract will result in a $10.0 million transfer to the includes $111.0 million from current assets, including $30.0
Corporate Fund. An additional $40 million is expected million from the Rainy Day Fund.
from Chicago Public Schools to cover a portion of its share
of the City’s annual pension contribution to the Municipal
Employees’ Annuity and Benefit Fund. A list of the
anticipated inter-fund reimbursements to the Corporate
Fund is set forth in Appendix A of the 2021 Budget
Recommendations.

On an annual basis, the City declares a portion of the

funds in active Tax Increment Financing (“TIF”) districts as
surplus revenue, returning a proportionate share of the
funds to the City’s operating budget based on the City’s
share of the composite tax rate. For the 2021 budget, the
City expects to receive a total of $76.2 million in surplus
TIF revenue. Additionally, the City has identified $21.1
million in aging revenue accounts that will be swept to the
Corporate Fund as part of the 2021 budget.

PROCEEDS AND TRANSFERS-IN

Proceeds and transfers-in are resources that are moved
from other funds into the Corporate Fund. In 2021,
transfers-in are projected to be $597.2 million, including
a combined $19.0 million of investment income from the
asset lease and concession reserves.

In October 2017, the City Council passed an ordinance

authorizing the creation of a Sales Tax Securitization
Corporation (“STSC”). Under this agreement, the City

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FINANCIAL SUMMARIES

EXPENDITURES The budgeted personnel expense accounts for required

contractual salary and prevailing rate increases for
Proposed expenditures for the City’s Corporate Fund total
current collective bargaining agreements as well as
$4.0 billion. This section discusses the 2021 proposed
certain estimated salary and wage growth for collective
budget both in terms of the types of expenditures - such
bargaining agreements currently under negotiation. In
as personnel expenditures, commodities and materials,
the 2021 budget, the City’s Corporate Fund budgeted
and contractual services - and in terms of the functional
positions will decrease by 1,921, a 7.6 percent reduction
categories of expenditures - such as public safety, finance
due to citywide efforts to reduce vacancies. In addition
and administration, and community services.
to the vacancy reductions, the City is also including in the
2021 budget $15.3 million in reductions resulting from
EXPENDITURES BY TYPE planned furloughs and layoffs.
PERSONNEL
The City generated healthcare savings of $29.0 million from
Personnel costs consistently represent the largest portion a combination of negotiating better rates, savings realized
of the City’s Corporate Fund budget. Under the 2021 from prior year audits, and savings from negotiations with
proposed budget, personnel costs are $2.9 billion, or unions without reducing benefits.
73.4 percent, of Corporate Fund operating expenses,
which includes salaries and wages, healthcare, overtime
pay, and unemployment compensation. This represents
a decrease of $68.4 million from the 2020 budget.
Salaries and wages, which make up the largest portion of
personnel expenses, are $2.1 billion, or 52.5 percent, of
proposed 2021 Corporate Fund operating expenditures.

SUMMARY OF PROPOSED EXPENDITURES - BY TYPE - CORPORATE FUND

Personnel Services 73.4% Specific Items and Con�ngencies

14.1%

Contractual Services 10.7%

Commodi�es 1.8%

Travel = 0.0%; Equipment = 0.0%

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 2 0 2 1 B U D G E T O V E R V I E W
FINANCIAL SUMMARIES

NON-PERSONNEL identifying $25 million in contractual savings for 2021,

Non-personnel expenses represent $1.1 billion of the 2021 included in the Specific Items and Contingencies budget.
Corporate Fund. The largest portion of non-personnel
expenditures is Specific Items and Contingencies. This These decreases are offset by new investments in
category includes pension contributions, transfers, the City’s COVID-19 response and increased violence
reimbursements, settlements and judgments, bond prevention resources. The 2021 budget includes $20
proceeds, non-personnel programmatic expenses and million in Corporate Fund resources for the City’s COVID-19
other related expenditures. In 2021, $565.4 million is response due to the expiration of previously received
budgeted for Specific Items and Contingencies, a decrease federal funding for the coronavirus and uncertainty in
of $329.1 million from the 2020 budget. This decrease the availability of future funding for necessary protective
is driven by several initiatives: an anticipated savings in measures such as disinfection and personal protective
certain contractual services, ending the Chicago Transit equipment. There is also $7 million included in the budget
Authority (“CTA”) rideshare subsidy, one-time increases for the City’s economic recovery, and an additional
received in 2020, and shifting pension contributions. investment in violence prevention by $5.25 million, as
Increases from necessary COVID-19 response expenses discussed in the Priorities and Strategies section of this
and additional investments offset some of these decreases. book.

Pension contributions represent $85.5 million in the Contractual services make up $432.4 million of total
Specific Items and Contingencies budget, as mentioned proposed Corporate Fund expenses, an increase of
in the personnel expenditure section above. This is a $1.1 million from the 2020 budget. Contractual services
decrease of $249.9 million from the 2020 budget due to expenditures include the cost of information technology
an offset from refunding savings realized for 2021. This is systems, maintenance and licensing; tipping fees for
discussed in further detail in the Debt section of this book. waste disposal; property rental; custodial services for
City facilities; and landscaping, engineering, and other
Another $16 million in savings in Specific Items and professional service contracts.
Contingencies is related to the elimination of a subsidy
for the CTA. There were also one-time increases included Approximately $71.0 million of total proposed Corporate
in the 2020 budget that result in decreases in the 2021 Fund expenses are allocated to commodities. These
budget. This includes a $2.7 million decrease from the expenses include items such as office supplies, small
2020 census investment, and a decrease of $65.6 million tools and equipment, and repair parts for City vehicles, as
to the required State match for emergency transportation well as the cost of utilities and motor fuel.
services. There is also a $2 million decrease due to one-
time bridge funding in 2020 for early childhood education.

With the 2021 budget, the City is introducing the Office

of Contract Review and Audit within the Department
of Finance. This new office will be focused on contract
compliance and identifying savings and efficiencies
across the City’s contracts. The City anticipates the Office

SUMMARY OF PROPOSED EXPENDITURES - BY TYPE - CORPORATE FUND

2020 2021 2021

Budget Proposed Proposed %
Personnel Services $3,020.1M $2,951.7M 73.38%
Contractual Services $431.4M $432.4M 10.75%
Travel $1.0M $0.9M 0.02%
Commodi�es $71.3M $71.0M 1.76%
Equipment $0.9M $1.1M 0.03%
Permanent Improvement and Land $0.0M $0.0M 0.00%
Specific Items and Con�ngencies $894.5M $565.4M 14.06%
Grand Total $4,419.2M $4,022.5M 100.00%

46
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FINANCIAL SUMMARIES

PROPOSED BUDGET BY FUNCTION these categories funded primarily by grants and receiving
only a small portion of funding from the Corporate Fund
City departments are organized into the following
and other local sources.
functional groups: Finance and Administration, Legislative
and Elections, City Development, Community Services,
Citywide expenditures such as pension contributions,
Public Safety, Regulatory, and Infrastructure Services.
debt service, and employee healthcare are budgeted
Each of these categories is further described in the City
separately from City departments and accounted for under
Functions section.
the Finance General category. These expenses represent
22.7 percent, or $913.8 million, of the proposed Corporate
Public Safety represents the largest functional category of
Fund budget for 2021.
expenses, at $2.3 billion, or 56.1 percent, of the proposed
Corporate Fund budget. Infrastructure Services and
Finance and Administration represent 5.4 percent and
9.0 percent of proposed 2021 Corporate Fund costs,
respectively. City Development and Community Services
together represent 4.4 percent of the 2021 proposed
Corporate Fund budget, with programs and services in

SUMMARY OF PROPOSED EXPENDITURES - BY FUNCTION

Public Safety General Financing Requirements Finance and

56.1% 22.7% Administra�on
9.0%

Infrastructure Services Community

5.4% Services
3.9%

Regulatory = 1.4%; Legisla�ve and Elec�ons = 1.0%; City Development = 0.6%

47
 2 0 2 1 B U D G E T O V E R V I E W
FINANCIAL SUMMARIES

SPECIAL REVENUE FUNDS generated primarily through a $0.38 per gallon tax on
gasoline and $0.455 per gallon tax on diesel imposed by
Special Revenue Funds are used to account for revenue
the State, of which the City receives a population-based
from specific taxes and other sources that by law are
distributive share. Revenues from this tax are expected to
designed to finance particular functions.
decrease by $7.8 million from the 2020 budget to $105.5
million in 2021, of which $5.8 million will be required for
Vehicle Tax Fund
debt service with the remaining $99.7 million accruing to
The primary source of revenue to the Vehicle Tax Fund is the MFT Fund. Total 2021 resources for the MFT Fund are
the sale of vehicle stickers. Beginning in 2016, mandated budgeted at $114.7 million. COVID-19 reduced motor fuel
increases in vehicle sticker tax rates based on consumer use overall, and the Chicago Riverwalk, funded through
price index (“CPI”) changes went into effect. Rates a Transportation Infrastructure Finance Innovation Act
increased 0.84 percent over prior rates in January 2016, (“TIFIA”) loan backed by MFT had restricted use throughout
increased by another 1.3 percent effective January 1, 2018, 2020 decreasing its expected revenues.
and most recently increased by another 3.48 percent
effective January 1, 2020. The current vehicle sticker rate The appropriation of MFT funds require approval from
for a passenger vehicle is $90.88. The next CPI adjustment the Illinois Department of Transportation. The major MFT
will be made in 2022. Vehicle sticker revenue in 2021 is funded projects are pavement, concrete, street sign,
estimated to be $123.5 million. The Vehicle Tax Fund also street lighting, traffic signal, and bridge maintenance;
receives revenue from impoundment fees and abandoned traffic studies; street lighting energy; and road salt costs.
auto towing fees, which are expected to decrease Debt service payments from MFT backed debt and loans
between 2020 and 2021. Pavement cut fee revenues are are in a separate fund to clearly show the debt service
expected to remain level in 2021 at $16.2 million due to a obligation for debt issued against MFT revenue.
slight increase in construction work conducted by utility
companies and contractors. Vehicle Tax Fund revenue is Library Fund
expected to be $193.6 million in 2021.
The Library Fund supports the maintenance and
operations of the Chicago Public Library (“CPL”) system.
Motor Fuel Tax Fund
Revenue to this fund includes proceeds from CPL’s portion
The revenues for the Motor Fuel Tax (“MFT”) Fund are of the City’s Property Tax levy, facility rental revenue, and
strictly for maintenance, repair of the right-of-way, and library fines.
debt service on MFT backed loans. MFT revenues are

SUMMARY OF ESTIMATED RESOURCES - SPECIAL REVENUE FUNDS

2020 2021 2021
Budget Proposed Proposed %
Vehicle Tax Fund $198.0M $193.6M 21.84%
Motor Fuel Tax Fund $125.9M $114.7M 12.93%
Library Fund $124.5M $117.4M 13.24%
Emergency Communica�on Fund $143.7M $160.5M 18.11%
Special Events and Municipal Hotel Operators' Occupa�on Tax Fund $49.7M $26.6M 3.00%
Controlled Substances Fund $0.1M $0.1M 0.01%
Affordable Housing Opportunity Fund $46.5M $30.0M 3.38%
CTA Real Property Transfer Tax Fund $60.8M $49.9M 5.63%
Tax Increment Financing Administra�on Fund $13.4M $13.3M 1.50%
Chicago Police CTA Detail Fund $10.8M $10.8M 1.21%
Chicago Parking Meters Fund $14.0M $10.5M 1.18%
Garbage Collec�on Fund $65.9M $62.2M 7.01%
Human Capital Innova�on Fund $2.6M $2.3M 0.26%
Houseshare Surcharge - Homeless Services Fund $5.5M $6.6M 0.74%
Neighborhood Opportunity Fund $43.4M $63.8M 7.20%
Foreign Fire Insurance Tax Fund $11.0M $16.5M 1.86%
Houseshare Surcharge - Domes�c Violence Fund $3.4M $2.6M 0.30%
Cannabis Regula�on Tax $5.1M 0.58%
Grand Total $919.2M $886.5M 100.00%

48
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FINANCIAL SUMMARIES

Property Tax revenue for the Library Fund in 2021 will total resources for this fund are projected to be approximately
approximately $114.6 million. Revenue from facility rentals, $26.6 million.
fines, and other revenue are projected to generate an
additional $865 thousand of revenue. These revenue Controlled Substances Fund
sources and estimated prior year fund balance bring the The City appropriates funds to the Controlled Substances
total 2021 available resources to $117.4 million to fund Fund pursuant to the Illinois Controlled Substances Act.
the library system. Property levy adjustments made in Funds must be used in the enforcement of laws regulating
2020 eliminated the Corporate Fund allocation which controlled substances and cannabis. The 2021 revenue
has historically subsidized library operations. Additional for the Controlled Substances Fund is expected to be
information on CPL’s budget and programming can $100,000.
be found in the departmental summary section of this
document Affordable Housing Opportunity Fund
Emergency Communications Fund The Affordable Housing Opportunity Fund (“AHOF”) was
first included in the 2016 budget. The revenue in this fund
The Emergency Communication Surcharge and its is collected through the City’s density bonus program and
allowable rates are authorized by State law. In 2018, the the Affordable Requirements Ordinance (“ARO”). The ARO
maximum allowable charge was increased to $5.00 per requires residential developments that are downtown
line per month. This surcharge is billed to subscribers of planned developments or that receive increased density
telecommunications services within the City of Chicago. to provide a percentage of units at affordable rents
or contribute to affordable housing elsewhere. These
The City’s current 911 monthly surcharge allows the revenues are used to meet permanent housing needs of
City to fully fund the City’s emergency communications Chicago’s low-income residents.
operations as well as invest in a new 911 system. In 2021,
the City expects to collect approximately $135.9 million AHOF revenue allows the City to allocate resources
in surcharge revenue, an increase of $3.8 million from for rental subsidies and Multiyear Affordability through
2020 budget. There is a projected $24.6 million fund Upfront Investment (“MAUI”) through the Chicago Low
balance, for a total 2021 budget of $160.5 million. With Income Housing Trust Fund. Resources available for 2021
this increased revenue, the City will continue updating the are anticipated to total $30.0 million, including $9.9 million
Computer Aided Dispatch (“CAD”) system, improving the of prior year available resources.
efficiency and effectiveness of emergency response and
better serving residents calling 911. The CAD upgrade is CTA Real Estate Transfer Tax Fund
scheduled to be completed in 2022.
The Chicago Transit Authority (“CTA”) Real Estate Transfer
The City will continue to maintain a segregated fund to Tax Fund accounts for revenue from the supplemental
pay debt service issued to fund the construction of the Real Estate Transfer Tax to support public transportation
City’s 911 call center. The 2021 debt service payment is in the City. The City collects and distributes the tax to the
expected to be $16.4 million. CTA each year. Like the City’s Real Property Transfer Tax,
these revenues have declined over the past two years as
Special Events and Hotel Tax Fund the real estate market, and particularly the commercial
market, has cooled. Revenue to this fund is projected at
The Special Events and Hotel Operators’ Occupation $49.9 million in 2021.
Tax Fund supports the promotion of tourism and cultural
and recreational activities in Chicago. Revenue to this TIF Administration Fund
fund comes primarily from the State’s Municipal Hotel
Occupation Tax and special event-related revenues. The Tax Increment Financing (“TIF”) Administration Fund
accounts for all administrative expenses incurred by the
A significant slow-down in business travel and tourism in City to operate and maintain its TIF program. In 2021,
Chicago due to the coronavirus has impacted the Hotel $13.3 million of such expenses will be reimbursed to this
Tax and festival-related revenues in 2020 resulting in a fund from the City’s TIF funds, which is a slight increase
46.4 percent decrease in the 2021 budget. The 2021 from 2020. TIF funds and surplus are discussed in the
forecast for Hotel Tax revenue is $14.2 million. Along with Other Funds section of this document.
revenues from food, beverages, ticket sales, vendor fees,
and corporate sponsorship at City special events, the total

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FINANCIAL SUMMARIES

Chicago Police CTA Detail with approximately $5.8 million for total 2021 resources of
An intergovernmental agreement between the Chicago $6.6 million.
Police Department and CTA allows sworn officers to be
paid for providing security on CTA property during off-duty Neighborhood Opportunity Fund
hours through the voluntary Special Employment Program. Neighborhood Opportunity Fund revenue is generated
The CTA reimburses the City for these expenditures. In from the collection of the Neighborhood Opportunity Bonus.
2021, revenues are anticipated to be $10.8 million. Since 2016, payments have been received in exchange for
density bonuses that allow developers to exceed zoning
Chicago Parking Meters Fund limits for a specific development site. The Bonus reforms
the City’s zoning system to enable developers of downtown
As a result of a 2008 75-year concession agreement on construction projects to increase density in exchange for
the City’s parking meters, the City is obligated to make voluntary payments, thereby generating resources to
reconciliation payments to Chicago Parking Meters LLC support economic activity in West, Southwest and South
when parking meter rates are not adjusted for consumer Side commercial corridors. 80 percent of the revenue
price index increases and when parking spaces are from the Neighborhood Opportunity Bonus is dedicated
removed from service. Revenue to this fund come from to the Neighborhood Opportunity Fund for equitable
certain activities related to parking meters, such as fees neighborhood development in commercial corridors. 10
charged to contractors for temporary meter closure and a percent of funding goes toward the Landmarks Fund to
convenience fee for pay by cell, as well as the addition of improve and maintain landmarks throughout the City. The
meters not included in the original contract. As a result of remaining 10 percent of the funds goes toward the Local
recent rate increases, better management of closures, and Improvement Fund for local infrastructure improvements
installation of new meters, revenue to the parking meter within one mile of the contributing development, including
fund are expected to exceed the amount of reconciliation public transit facilities, streetscapes, open spaces, river
payments for the first time. Revenues of $10.5 million are walks, and other sites. In 2021, these fees are expected to
expected in 2021, resulting in excess funds of $10 million generate $21.5 million with an additional $42.3 million in
that will support the Corporate Fund. prior year fund balance for $63.8 million in total resources.

Garbage Collection Fund Foreign Fire Insurance Tax Fund

Chicago residences receiving City-provided garbage Foreign Fire Insurance Tax revenues are collected by the
collection services are charged a $9.50 monthly fee City and distributed to the Foreign Fire Insurance Board
per dwelling unit. City garbage collection crews collect per State statute. The City estimates $5.5 million will be
refuse from single-family homes and multi-family buildings collected in 2021, and total resources available will be
with four units or less. The Garbage Fee is included as $16.5 million.
a separate line on the City’s water, sewer, and garbage
utility bill. The City estimates collection of $62.2 million in Houseshare Surcharge - Domestic Violence Fund
Garbage Fee revenue in 2021. All expenses for this fund Domestic Violence Fund revenue is generated through
are tied to the collection of residential refuse. the two percent Hotel Tax surcharge assessed on
vacation rentals or shared housing units. While revenue
Human Capital Innovation Fund from this source has fallen drastically as a result of the
Revenues to the Human Capital Innovation Fund are COVID-19 pandemic, reconciliation of prior year revenues
assigned from a $10.4 million settlement with rideshare will provide the fund with approximately $2.2 million for
companies in 2018. In 2021, a total of $2.3 million will be total 2021 resources of $2.6 million.
available for youth programming opportunities.
Cannabis Regulation Tax Fund
Houseshare Surchage - Homeless Services Fund Cannabis Regulation Tax Fund revenue is generated
Revenues to the Homeless Services Fund are dedicated through State taxes, license fees, and other revenues
to services for homeless families, funded by a four percent derived from recreational cannabis shared with local
hotel tax surcharge assessed on vacation rentals or governments based on population. In 2021, a total of
shared housing units. While revenue from this source has $5.1 million in revenues will be available to support crime
fallen drastically as a result of the COVID-19 pandemic, prevention programs, training, and interdiction efforts of
reconciliation of prior year revenues will provide the fund other banned substances.

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FINANCIAL SUMMARIES

ENTERPRISE FUNDS Sewer Fund

Enterprise Funds support the operation, maintenance, Water service charges paid by residents are directed to the
and capital costs of the City’s water and sewer systems Water Fund. Conversely, sewer charges, which are 100.0
and O’Hare and Midway International Airports. These self- percent of water charges, are directed to the Sewer Fund.
supporting funds operate like commercial enterprises, The Sewer Fund is projected to have $375.7 million in
in that each pays expenses with revenue derived from total available resources in 2021, of which sewer fees are
charges and user fees for the services it supports. projected to generate $355.9 million, with the remaining
funding from transfers from other funds.
Water Fund
O’Hare and Midway Airport Funds
Effective June 1, 2020, water rates increased by the
consumer price index (“CPI”) or 2.45 percent. The impact of O’Hare and Midway airport operations are funded through
this CPI increase is approximately $0.10 per 1,000 gallons landing fees, terminal rent, and other fees paid by airlines,
of water, making the rate per 1,000 gallons of water $4.08. as well as non-airline sources, such as charges for parking
Sewer service charges increased by the same amount, and revenues from concessions in the terminals. The
as sewer charges are billed at 100.0 percent of water amount that the airlines pay each year is established at
charges. each airport on a residual basis – the airlines are charged
the amount that is needed to pay for operating expenses
The Water Fund is projected to have $783.7 million in and debt service after taking into account non-airline
total available resources in 2021, of which water fees are revenues. In 2021, total revenues from airport operations,
projected to generate $740.2 million, or 94.4 percent of including concessions, rental fees, and airline rates and
total revenue. An additional $10.0 million will come from charges, are projected to be $1.5 billion for O’Hare and
transfers from other funds for work performed by the $336.6 million for Midway.
Department of Water Management, another $21 million
is derived from other sources including penalties, permit
fees, and interest, and an additional $12.5 million from
prior year available resources.

SUMMARY OF ESTIMATED RESOURCES - ENTERPRISE FUNDS

2020 2021 2021

Budget Proposed Proposed %
Water Fund $805.3M $783.7M 25.97%
Sewer Fund $394.2M $375.7M 12.45%
Chicago Midway Airport Fund $335.1M $336.6M 11.15%
Chicago O'Hare Airport Fund $1,468.1M $1,521.9M 50.43%
Grand Total $3,002.7M $3,017.8M 100.00%

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FINANCIAL SUMMARIES

GRANT FUNDS Non-COVID Grants

The City receives grant funds and donations from various In fiscal year 2020, the City estimated receiving $1.7 billion
federal, state, and local government agencies, as well as in grant funds. The 2020 grant actuals reflect a slight
private organizations. While these funds support a wide decrease of 2 percent or $40.5 million from the 2020
array of City services, programs, and capital improvements, budget, excluding COVID-19 grants, resulting from various
they are restricted in use by grantors for specific purposes. decreases across grant funds. Increases to the 2020
Grant funds are awarded to the City throughout the fiscal budget includes grants to the Mayor’s Office of nearly $1
year, following distinct performance periods that often million to support public safety and violence prevention
extend for multiple years. The varying periods often funding, $4.3 million to the Board of Elections for various
overlap with the City’s fiscal year resulting in unspent election assistance grants under the Help America Vote
grant funds from the City’s previous fiscal year still being Act, and $8.4 million to the Department of Family and
available for use in the coming year as carryover funds. In Support Services (“DFSS”) for childcare support as well as
addition to carryover funds, the City also budgets for the additional funds for support to victims of domestic violence
full amounts of the new anticipated awards in the coming and human trafficking. The Chicago Department of
fiscal year. Because of the unique nature and timing of Transportation (“CDOT”) grant programs decreased by 18
grant funding, the City includes in its annual appropriation percent, specifically the Surface Transportation Program,
ordinance an estimate of the total grant resources that will the Congestion Mitigation and Air Quality Program,
be available to City departments. and the Illinois Department of Transportation (“IDOT”)
Funds Program representing the primary sources of this
In fiscal year 2020, the City estimated receiving $1.7 decrease. Continuous spending down of grant funds on
billion in grant funds, and the amended grants budget is open projects and scheduling delays for new projects
$3.2 billion, reflecting a 80.8 percent increase from the have resulted in a decline in actual resources available in
originally appropriated grants budget, largely due to the fiscal year 2020. Other decreases are reflected under the
receipt of COVID-19 funding. The 2021 anticipated grants Chicago Police Department in the amount of $8.5 million,
budget is $2.9 billion, reflecting a 69.9 percent increase specifically related to the delayed receipt of the federal
from 2020, representing $2.1 billion in non-COVID-19- COPS Hiring program originally expected for FY18 and
related grant funding and $858.7 million in COVID-19 FY19.
related anticipated carryover grants.
The 2021 anticipated non-COVID-19 grant budget is $2.1
Due to the significant increase of federal funds received billion, which is a $371.1 million or 21 percent increase from
as a result of the coronavirus pandemic, this section will the 2020 non-COVID-19 budgeted grants. This increase
outline major grant variances for funding typically received is largely driven by CDOT’s grant budget, which reflects
by the City on an annual basis separate from the funding an increase $306.6 million or 108 percent, comprised of
received as a result of COVID-19. $228.2 million in carryover funding for projects under

2021 ESTIMATED RESOURCES - GRANTS 2021 PROPOSED EXPENDITURES - GRANTS

0.9%
6.2%
17.6% 8.2%
0.2%

39.6%

50.3%

28.7% 39.4%

Awards from Agencies of the Federal Government 6.5%

Awards from Agencies of the Federal Government for COVID-19
Awards from Agencies of the State of Illinois Community Services Public Safety
Awards from Public and Private Agencies Finance and Administra�on Regulatory
Awards from Public and Private Agencies for COVID-19 Infrastructure Services
Grant Program Income Legisla�ve and Elec�ons

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FINANCIAL SUMMARIES

construction, as well as $363.6 million in anticipated new also received $5.15 million in pandemic response funding
funding, primarily for various state and federally funded from private organizations.
projects, specifically under the Rebuild Illinois grant,
IDOT Transportation program, Surface Transportation On March 26, 2020, the President declared a major
program, and the Cook County Highway projects. DFSS disaster in Illinois pursuant to Section 401 of the Stafford
grants reflect an increase of $16.7 million or 3 percent, Act, making the City eligible for public assistance from
driven by the Early Head Start/Head Start program, which FEMA. This public assistance is restricted to the City’s
provides childcare services to children ages 0-3 and emergency response to the pandemic. There is no upper
3-5. The Chicago Department of Public Health (“CDPH”) limit on the amount of funding under this program that
grants include an increase of $25.9 million or 16 percent the City can be awarded to cover COVID-19 response
from 2020 due to an increase in HIV services funding, costs. As long as the costs are eligible and the national
specifically in carryover and new funding for the Housing emergency is still active, the City can continue to bill FEMA
Opportunity for People with AIDS (“HOPWA”), Integrated for reimbursement for these costs. The Office of Budget
HIV Programs to Support Ending the HIV Epidemic, and and Management (“OBM”) used emergency authority
Ryan White HIV grant programs. The Department of granted by City Council to appropriate an estimated
Housing (“DOH”) grant budget includes an increase of $200 million in public assistance to cover emergency
$13.5 million or 10 percent in funding primarily due to response costs. These costs range from a number
increased funding for the Low-Income Housing Trust Fund. of eligible initiatives including the construction and
Public Safety departments received an increase of $46.9 operation of the McCormick Alternative Care Facility and
million or 25 percent primarily due to the reflection of the emergency operations center, distribution of personal
additional funding under the Urban Area Security Initiative protective equipment (“PPE”), implementation of shelter
(“UASI”), as well as increased funding for Securing the City decompression, and conducting COVID-19 testing. OBM
and Transit Security. Major decreases are reflected under included the carryover funds for 2021 to ensure continued
the Department of Aviation in the amount of $101.5 million public assistance reimbursement for the duration of the
or 36 percent under the Midway and O’Hare Airport national emergency.
Improvement programs.
The CARES Act established the $150 billion Coronavirus
Additional budget detail for grant funds is set forth in Relief Fund (“CRF”) to provide assistance to state, local,
the 2021 Grant Detail Ordinance, available on the City’s and tribal governments. From this fund, $470.1 million was
website. Information regarding the City’s Community awarded to the City. The use of this funding is restricted
Development Block Grant program, which represents to COVID-19 response and recovery, focused on providing
$117.7 million in 2021 grant funding, can also be found in assistance for the unforeseen and unbudgeted costs of the
the 2021 Grant Detail Ordinance as well as the 2020-2024 pandemic. To that end, the City allocated $67 million for
Consolidated Plan, also available on the City’s website. housing assistance, small business assistance, workforce
development, and broadband access to Chicago Public
COVID-19 Grants Schools families during the pandemic. Throughout the
In response to the COVID-19 pandemic, Congress pandemic, a substantial amount of the City’s workforce,
passed four pieces of legislation, the largest being the including public health and safety personnel, were
Coronavirus Aid, Relief and Economic Security (“CARES”) dedicated to COVID-19 response. As a result, $300 million
Act, to provide aid to people, businesses, healthcare has been allocated to cover these eligible personnel
organizations, and state and local governments. Through costs. Lastly, $112 million has been allocated for additional
this legislation, the City of Chicago received an additional COVID-19 response costs not covered under public
$1.46 billion to invest in both emergency response to the assistance and a reserve for the response to a possible
coronavirus pandemic and programs to help mitigate the COVID-19 resurgence. This funding expires on December
economic impact felt across the City. The funding came 30, 2020.
in myriad forms, including supplemental awards under
20 existing grant programs, disaster assistance from the The remaining aid came from a large variety of different
Federal Emergency Management Agency (“FEMA”), and federal agencies under many existing City grant programs
assistance from the U.S. Treasury through the Coronavirus and a handful of private organizations. Some of this funding
Relief Fund. While the eligible uses of this funding vary was dedicated directly to pandemic response, including
by agreement, all of it must be tied directly to COVID-19 $257 million for the Chicago Public Health Department
response initiatives. In addition to federal aid, the City has (“CDPH”) for a comprehensive testing and tracing

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FINANCIAL SUMMARIES

program, and $377 million for the Chicago Department of investments of $70.1 million in homeless services, $12.7
Aviation (“CDA”) to offset operating losses at O’Hare and million in senior services, $11.2 million in children services,
Midway airports from an unprecedented drop in air travel. $10 million in violence prevention, $10 million in mental
The majority of the remaining funding was distributed as health, and $2.7 million for people with HIV/AIDS.
supplemental assistance through existing programs that
assist some of Chicago’s most vulnerable populations
such as the Area Plan for Aging, Head Start, Community
Development Block Grant (“CDBG”), Community Services
Block Grant (“CSBG”), and the Emergency Solutions Grant
(“ESG”). This includes, but is not limited to, additional

COVID-19 FUNDING SOURCES COVID-19 FUNDING ALLOCATIONS

2.5%
14.7% 16.8%

32.1%
2.8% 30.0%

25.7% 16.6%
0.5%
7.0% 0.0% 5.5%
3.1%
13.7%
25.8%
Centers for Disease Control Private
Federal Avia�on Administra�on U.S. Dept of Health and Human Services City Development Legisla�ve and Elec�ons
Federal Emergency Management Agency U.S. Dept of HUD Community Services Public Safety
IL Dept of Public Health U.S. Dept of Jus�ce Finance and Administra�on Regulatory
Na�onal Endowment for the Arts U.S. Treasury Infrastructure Services To Be Allocated

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FINANCIAL SUMMARIES

CAPITAL • Water and sewer projects - improvements such as

replacement and repairs to the City’s water and sewer
The City’s Capital Improvement Program (“CIP”) funds
lines and related facilities.
the physical improvement or replacement of City-owned
infrastructure and facilities with long useful lives, such • Aviation - improvements such as terminal and airfield
as roads, bridges, water mains, buildings and sidewalks. upgrades.
Each year, the City updates the CIP, producing a spending
The City’s CIP includes planned capital improvements
blueprint based upon the most current revenue projections
over the next five years. Details regarding the allocation,
and project priorities.
funding source, timing, and scope of each planned capital
improvement project is available on the City’s Office of
FUNDING SOURCES
Budget and Management website at www.chicago.gov/
The CIP is primarily funded through the following sources: obm.
• General obligation bonds, which are backed by
property tax revenue and are used for a variety of City RELATIONSHIP TO ANNUAL OPERATING BUDGET
infrastructure and facility projects. Planning for capital improvements is an ongoing and
• Water and sewer revenue bonds, which are backed by forward-looking process. New construction may be
water and sewer user fees, respectively, and are used necessary to accommodate increased demand or to
for the construction and repair of water and sewer replace aging facilities. Existing infrastructure requires
lines and related facilities. periodic rehabilitation, replacement, and improvement to
protect the City’s investment. The City consistently reviews
• O’Hare and Midway revenue bonds, which are backed its capital priorities and evaluates whether to repair and
by airport revenues, are used to fund airfield and improve existing assets or construct and acquire new
terminal improvements and related facilities. The City assets based on the cost effectiveness.
also uses other airport operating revenues to fund
capital improvements at both O’Hare and Midway Funding for the City’s CIP comes from local funding, general
Airports. obligation bond issuances, revenue bond issuances
• Tax Increment Financing (“TIF”), which is used to fund (largely for water, sewer, and aviation improvements), State
infrastructure such as roads, lighting, libraries, and and federal funding, and TIF. Payment of debt service
bridges. associated with capital project bonds is authorized as part
of the City’s operating budget.
• State and federal funds which are used mainly by the
Chicago Department of Transportation for bridges and
roadways and the Department of Water Management
for water and sewer improvements.
FUNDING USES
The proposed uses of capital funding are presented in the
following categories:
• City facilities - improvements and construction of
City facilities such as police and fire stations, senior
centers, and libraries.
• City infrastructure - improvements such as construction
and maintenance of streets, viaducts, alleys, lighting,
ramps, sidewalks, bridges, traffic signals, bike lanes,
and shoreline reconstruction.
• Greening and streetscapes - improvements such as
Cityspace, and streetscape projects.
• Aldermanic menu - improvements funded through
local capital funding provided to aldermen each year
to be spent at their discretion on a specific menu of
capital improvements in their respective wards.

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DEBT 2021 withholdings of sales tax revenues are $103.3 million

lower than expected due to an expected refinancing
Debt service funds account for the payment of principal
transaction by the City and STSC. All remaining Sales Tax
and interest on general obligation bond issues. Long-
revenues are then paid to the City as the holder of the
term debt is used to finance infrastructure projects in City
residual certificate.
neighborhoods including street and alley construction
and improvements, lighting, sidewalk replacement, curb
Debt service for capital projects funded through Special
and gutter repairs, and replacement and transportation
Revenue and Enterprise Funds are budgeted within those
improvements, including street resurfacing, bridge
respective funds.
rehabilitation, and traffic safety improvements. In so doing,
the City recognizes that future taxpayers will benefit from
the investment and should pay a share of its cost.

In 2020, $653.4 million was budgeted to service general

obligation debt, $434.2 million of which was funded with
revenue from the City’s property tax levy and $219.2
million was paid using other resources. The 2021 proposed
budget provides a total appropriation of $561.8 million to
service general obligation debt, of which $124.6 million will
be funded with revenue from the City’s property tax levy
and $437.2 million from other sources, primarily through
refinancing of current obligations. The property tax levy
for debt service will decrease in 2021 due to savings from
refinancing bonds issued by the City and the Sales Tax
Securitization Corporation (“STSC”).

The City also maintains debt service funds that are

not funded by property tax revenue. The Emergency
Communication Bond Redemption and Interest Fund is
funded through the 911 surcharge on telecommunications
services in the City, and $16.4 million of these funds
will pay debt service related to the City’s emergency
communications and 911 center in 2021. The Motor Fuel
Tax Debt Service Fund is funded through the City’s
distributive share of Motor Fuel Tax revenues from the
State and concession revenues generated from the City’s
Riverwalk. Approximately $12.5 million of this revenue
will be used to pay debt service on the Motor Fuel Tax
Bonds and the Transportation Infrastructure Innovation
Act (“TIFIA”) Riverwalk loan.

In December 2017, the City entered into a sale agreement

(“Agreement”) with the STSC. Under the Agreement, the
City sold to the STSC the City’s rights to receive Sales
Tax revenues collected by the State. In return, the City
received the proceeds of bonds issued by the STSC as
well as a residual certificate. Sales Tax revenues received
by the STSC are paid first to cover the STSC’s operating
expenses and debt service on the STSC’s bonds. In
2020, $137.9 million was projected but $14.7 million is
expected to be required for STSC debt service, and in

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FINANCIAL SUMMARIES

PENSION CONTRIBUTIONS - HISTORIC AND PROJECTED

$2,436.7M
$2,389.3M
$2,341.9M
$2,293.8M
$2,245.8M
1,815.2M
$1,679.8M

$1
$1,308.5M
$1,187.5M
$1,029.0M
$848.5M
$798.0M
$476.3M

$479.5M

$478.3M
$457.0M

$458.9M
$454.9M

$450.5M
$421.7M
$408.2M

$398.0M
$382.9M

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
PABF FABF MEABF LABF

1) The historic contribu�ons presented in this chart differ slightly from amounts presented in previously published documents as a result of differences in
the accoun�ng documenta�on of these contribu�ons. The 2015 and 2016 MEABF and LABF amounts reflect a revised employer contribu�on amount
made by the City a�er P.A. 98-641 was declared uncons�tu�onal by the Illinois Supreme Court in 2016. All other years, including 2019, represent the
amounts found in the annual appropria�on ordinance.
2) The PABF and FABF projected contribu�ons in 2021-2026 and the MEABF and LABF projected contribu�ons in 2022-2026 are based on the December
31, 2019 Actuarial Valua�on Reports. These projec�ons may shi� over �me based on investment returns and other pension fund changes as the City gets
closer to making those actuarial-determined contribu�ons.

PENSION revenue from property tax collections including the levy

allocable to the Library Fund, $49.8 million from the
The City maintains separate funds to account for its
Corporate Fund, $243.3 million from the Water-Sewer Tax,
contributions to the four pension funds - the Municipal
and $188.7 million from the City’s Enterprise and Special
Employees’ Annuity and Benefit Fund of Chicago (“MEABF”),
Revenue Funds.
the Laborers’ and Retirement Board Employees’ Annuity
and Benefit Fund of Chicago (“LABF”), the Policemen’s
MUNICIPAL AND LABORERS’ PENSION FUNDS
Annuity and Benefit Fund of Chicago (“PABF”), and the
Firemen’s Annuity and Benefit Fund of Chicago (“FABF”) In 2016, the City and labor leaders representing the
- that provide benefits upon retirement, death or disability employees who participate in MEABF and LABF reached
to members and their beneficiaries. agreements in principal to address the net pension liability
of the funds in a manner that secures the retirements
These pension funds are established, administered of employees and retirees, while protecting Chicago
and financed pursuant to the Illinois Pension Code. The taxpayers from bearing the full amount of future pension
statutory framework, recent legal decisions on pension costs.
reform, and the impact of the increasing net pension
liability on the City’s finances and the retirement security P.A. 100-0023 was codified in July 2017 and provides
of fund members is discussed in greater detail in this that MEABF and LABF employees hired on or after July
year’s Budget Forecast. 6, 2017, will contribute 11.5 percent of their annual salary
and are eligible for full pension benefits at age 65.
The 2021 proposed budget includes a total of $1.8 billion Current employees hired after January 1, 2011 were able
contribution to the four funds, an increase of $135.4 to choose to begin receiving full pension benefits at age
million over the total contribution budgeted in 2020 due 67 and maintain an 8.5 percent employee contribution
to increased employer contributions across all four funds. or to start receiving pension benefits at age 65 with an
The 2021 contribution will be funded with $1.3 billion in 11.5 percent employee contribution. This increase to

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FINANCIAL SUMMARIES

employee contributions will help decrease future employer POLICE AND FIRE PENSION FUNDS
contributions to MEABF and LABF. Beginning with the 2020 budget, the City’s contribution
to the PABF and FABF reflected actuarially-calculated
Additionally, as part of the agreement, the City’s employer contributions. In 2021, payments to the two funds total
contributions will increase at fixed amounts over five years $1.2 billion, with $1.1 billion funded from the Property Tax
and switch to actuarially required contributions (“ARC”) no levy, and $40.7 million from the City’s Aviation Enterprise
later than 2022. Funds.
Municipal Employees’ Pension Fund – Water and Sewer
Utility Tax
The fourth year of increased statutory contributions for the
MEABF and LABF will be reflected in the 2021 budget. A
dedicated tax on water-sewer usage was passed by the
City Council in 2016 to pay for the increased contributions
to the MEABF through 2021. In 2017, residents and
businesses began paying a rate of $0.59 per 1,000
gallons based on their water and sewer usage. The tax
was phased in over five years, with a final tax rate of $2.51
per 1,000 gallons of water and sewer usage in 2020 and
2021.

The 2021 budget reflects a total contribution of $576.0

million, including $165.3 million in revenue from Property
Taxes, $49.8 million from the Corporate Fund, $117.7
million funded through revenue from the City’s Enterprise
and Special Revenue Funds, and $243.3 million from the
Water and Sewer Tax.

Laborers’ Pension Fund – Corporate Fund Revenue

The 2020 budget proposes a total contribution of $84.0
million to LABF. The 2020 contribution will be funded with
$53.7 million in revenue from Property Taxes and $30.3
million from other sources.

SUMMARY OF PROPOSED EXPENDITURES - PENSION CONTRIBUTIONS

2020 Budget 2021 Proposed 2021 Proposed

(%)
Municipal Employees’ Annuity and Benefit Fund $499.0M $576.0M 31.73%
Laborers’ and Retirement Board Employees’ Annuity and Benefit Fund $72.0M $84.0M 4.63%
Policemen’s Annuity and Benefit Fund $737.5M $786.8M 43.34%
Firemen’s Annuity and Benefit Fund $371.3M $368.4M 20.30%
Grand Total $1,679.8M $1,815.2M 100.00%

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FINANCIAL SUMMARIES

OTHER FUNDS Surplus is declared in three primary ways:

TAX INCREMENT FINANCING • “Downtown Freeze” TIFs are those in and around the
Central Business District that have been reserved only
The City’s Tax Increment Financing (“TIF”) program, which for major infrastructure projects. The full available
currently includes 136 TIF districts throughout the City, are balance in these TIFs is declared surplus each year.
used primarily to fund infrastructure, affordable housing,
and economic development activities to revitalize once • TIFs being terminated or otherwise ending must have
blighted parts of the City. The TIF program is governed any balance after closing out projects returned as
by a State law allowing municipalities to capture property surplus.
tax revenues derived from the incremental equalized • For the remaining TIFs, surplus is declared in TIFs
assessed value (“EAV”) above the base EAV that existed with a balance over $750,000. The City declares 25
when the area was designated as a TIF district and use percent of the balance over $750,000, progressing up
that money for community projects, public improvements, to 100 percent of the balance over $2.5 million.
and incentives to attract private investment to the area.
The intention is that the effective use of tax increment The City will declare a TIF surplus of $304 million to be
funds helps expand the tax base, thus increasing the surplussed in 2021. This will result in $76 million for the
amount of tax increment generated in the TIF district for City’s Corporate Fund, as well as $167 million for Chicago
reinvestment within the district and ultimately increasing Public Schools.
the property tax base for overlapping taxing districts.

As required by State law, funds not needed for projects

are to be returned to the County Clerk to be redistributed
proportionately back to the taxing bodies. The City
annually declares surplus funds as part of its operating
budget, first by thoroughly examining planned projects
and determining the balance required to fund those
projects then following a formula as detailed below.

TIF SURPLUS – TOTAL FOR ALL TAXING DISTRICTS

$304.0M
$300.2M
$176.7M

$175.7M
$171.1M
$113.2M
$96.5M

$84.4M
$65.2M
$43.5M

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Termina�on Repeal Expira�on Declared

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FINANCIAL SUMMARIES

PROPERTY TAX LEVY The increase in the 2021 property tax levy over 2020 is
$93.9 million. This includes $42.5 million to account for
According to the most recent report released by the Cook
loss of collections for statutorily required payments to
County Clerk, the 2019 total property tax extension across
the City’s four pension funds. “Loss of collections” is the
all taxing districts in Chicago is $6.05 billion, of which
shortfall between what the City levies for pension funds
approximately 25 percent is allocated to the City, one of
and what the City receives throughout the year in property
several taxing districts reflected on Chicago residents’
tax collections.
property tax bills. Revenue from the City’s property tax
levy is used to pay the City’s contributions to employee
The 2021 property tax levy also includes a consumer price
pension funds, debt service obligations, and library-
index (“CPI”) increase of $35.4 million. The CPI increase
related expenses.
was calculated utilizing the December 2018 to December
2019 CPI rate of 2.3 percent. The State uses the same
The 2021 budget proposal increases the City’s base
source to determine the rate of increase under Property
property tax levy to $1.63 billion, which includes $1,383.5
Tax Extension Limitation Law (“PTELL”).
million for required pension payments by the City. Debt
service-related payments will account for 5.5 percent of
Finally, the City is capturing as part of the 2021 levy
the City’s property tax levy, at $90.5 million, not including
new property growth from TIF expirations and new
library-related debt service. Property tax revenues are
development. This increase is $16 million and does not
not the sole source of funding for the City’s pension
impact the taxes paid on existing properties.
contributions and debt payments; other funding sources
are also utilized to meet these obligations.

Of the total City levy, $124.9 million is dedicated to fund

the Chicago Public Library system, with $5.5 million of that
dedicated to library employee pension obligations.

PROPOSED PROPERTY TAX LEVY

10.4%

7.8%

50.1%
22.5%

5.7%
3.5%
Policeman's Annuity and Benefit Fund
Laborers' and Re�rement Board Employees' Annuity and Benefit Fund
Long Term Debt
Fireman's Annuity and Benefit Fund
Chicago Public Library
Municipal Employees' Annuity and Benefit Fund
An addi�onal por�on of the City’s levy is dedicated to the payment of bonds issued in 1999 and 2007 by the City on behalf of the City Colleges of Chicago. This amount is
some�mes discussed as a part of the overall City property tax levy. However, because the City Colleges func�on as a separate governmental unit, this por�on of the
City’s levy is not discussed in detail here. The proposed 2020 levy includes $29.0 million for the payment of City Colleges bonds.

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2021 BUDGET
FUNDING COMPARISON BY FUNCTION

2020 2021
FUNCTIONAL CATEGORY Appropriation Recommendation

Finance and Administration 1,312,091,444 741,914,262

Infrastructure Services 2,246,202,412 2,520,266,797

Public Safety 2,683,644,831 2,720,397,731

Community Services 1,410,566,406 1,421,180,508

City Development 320,484,221 312,914,868

Regulatory 88,546,605 79,492,644

Legislative and Elections 51,180,936 46,446,424

General Financing Requirements 5,914,554,145 5,653,648,766

Grand Total $14,027,271,000 $13,496,262,000

Deduct:
Proceeds 1,000,722,000 733,956,000
Grant Funds 3,178,827,000 2,988,587,000
NET TOTAL $9,847,722,000 $9,773,719,000

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Finance and Administration
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Office of the Mayor 13,007,914 11,331,422

Office of Budget and Management 677,487,590 127,284,315
Office of City Clerk 11,262,733 10,361,672
Department of Finance
City Comptroller 2,760,608 3,088,304
Accounting and Financial Reporting 10,241,535 9,573,051
Financial Strategy and Operations 23,163,976 8,635,165
Revenue Services and Operations 61,365,480 62,554,918
Dept Total 97,531,599 83,851,438
Office of City Treasurer 4,124,036 4,042,570
Department of Administrative Hearings 8,259,831 7,707,394
Department of Law 41,365,309 40,560,261
Department of Human Resources 7,365,140 6,810,130
Department of Procurement Services 9,132,947 8,470,855
Department of Assets, Information, and Services
Bureau of Finance and Administration 3,388,374 3,907,783
Bureau of Facility Management 92,135,062 85,458,841
Bureau of Asset Management 204,900,750 207,442,738
Bureau of Fleet Operations 108,691,758 111,484,277
Bureau of Information Technology 33,438,401 33,200,566
Dept Total 442,554,345 441,494,205
Total - Finance and Administration $1,312,091,444 $741,914,262

Program Summary

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OFFICE OF THE MAYOR 2021 INITIATIVES

• Implement the work of the Recovery Task Force that
KEY FUNCTIONS will lead economic recovery efforts through for all 77
• Directs policy and sets administration priorities neighborhoods to support small businesses, jobs and
• Coordinates activities among City departments and business development and retention building off of
sister agencies the $750 million revitalization effort, INVEST South/
West, on the City’s south and west sides.
• Liaises with county, state, and federal governments as
well as other municipalities • Increase investments towards street outreach and
victim services while further coordinating these efforts
• Ensures departments and City employees deliver
with traditional public safety systems to sustain the
effective and efficient services
work of community-based organizations and street
2020 KEY RESULTS outreach teams throughout Chicago.
• Launched the City of Chicago’s first-ever • Renew the commitment to the City’s youngest
comprehensive violence reduction plan that will residents through an increased investment in our
guide public safety initiatives and programming to youth services and “My CHI. My Future.” to ensure
sustainably reduce violence over the next three years more young people in Chicago connect to a variety
including expanded street outreach and integrated of youth-centered out-of-school experiences that
trauma-informed victim services. empower them to cultivate their talents; develop as
healthy members of society; build relationships with
• Created an anti-poverty agenda to strengthen the peers and mentors; and explore multiple pathways to
middle class by launching utility billing relief for low- college and career.
income residents.
• Implemented data-driven and community-based rapid
response to COVID-19 in the form of direct funds to
residents and small businesses, free testing for all
residents, resources for healthcare works and first
responders, development of a Racial Equity Rapid
Response Team, reduction and restart of dozens
of government services, and construction of an
alternative health facility.
• Crafted and executed a multi-prong strategy to ensure
maximum count for Chicago in the U.S. Census.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2%
9%

POLICY AND ADMINISTRATION

11% OPERATIONS
38% INTERGOVERNMENTAL AFFAIRS
PRESS OFFICE
EXECUTIVE
INTERNATIONAL RELATIONS

13%

27%

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OFFICE OF THE MAYOR

The Mayor is the chief executive officer of the City of Chicago. Illinois statute provides that the Mayor
"shall perform all the duties which are prescribed by law, including the City ordinances, and shall take
care that the laws and ordinances are faithfully executed."
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 98 10,536,458 92 9,913,270
Special Events and Municipal Hotel Operators' 5 363,456 5 373,152
Occupation Tax Fund
Other Grant Funds 3 2,108,000 3 1,045,000
Total Full-time Equivalent Positions and 106 $13,007,914 100 $11,331,422
Amounts

ALLOCATION
Personnel Services 10,470,137 10,126,541
Non-Personnel Services 2,537,777 1,204,881

2021
Program Summary and Description FTEs Funding
EXECUTIVE 8 1,091,960

POLICY AND ADMINISTRATION 43 4,401,067

PRESS OFFICE 14 1,334,512

Coordinates the exchange of information between the administration, the
media, and the public.
INTERGOVERNMENTAL AFFAIRS 12 1,574,856
Represents the City at local, state, and federal levels to secure funding,
legislation, and public support.
INTERNATIONAL RELATIONS 2 234,150
Connects Chicago with cities around the world to promote mutually beneficial
activities that will enhance the City's global position.
OPERATIONS 21 3,240,434
Sets directives for operations and deliverables to City departments.
TURNOVER (545,557)

Program Summary

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OFFICE OF BUDGET AND MANAGEMENT housing, homelessness, and small business support,
among other priority areas.
KEY FUNCTIONS • Implemented a robust public engagement strategy
• Prepares and executes the City’s budget annually for the 2021 budget, including a weeklong series of
• Oversees the capital improvement program virtual townhall meetings live streamed online, the
launch of a new interactive website where residents
• Provides citywide grants management oversight were given the opportunity to submit questions
• Monitors and forecasts revenue for the townhall series, and the introduction of the
• Manages and tracks various financial activities Community Round Table Series, a grassroots effort to
• Provides citywide compensation management gather community feedback from residents on their
budgetary spending priorities. Additionally, for the
• Leads various management initiatives second year, the Office of Budget and Management
2020 KEY RESULTS published an online survey which asked participants
about City services they most value. More than 90,800
• Implemented multiple public dashboards to create people participated through these efforts, and a final
transparency and provide clear and engaging ways report with the engagement findings was published at
for the public to view data regarding City initiatives. chicago.gov/2021budget.
Dashboards introduced include the COVID-19 Financial
Update, Budget Dashboard and 2021 Budget Survey 2021 INITIATIVES
Results. These dashboards can be found through • Implement a new centralized grants management
Chicago.gov/OBM. system and updated policies and procedures, which
• Developed and improved accessible data analysis will eliminate duplicative processes and streamline the
tools for City departments to strengthen the impact establishment of grants in the City’s financial system.
of the workforce management initiative. These The goals of these changes are to increase grant
improvements leveraged new technology to enhance spending and performance, improve transparency,
analysis of the City’s current data infrastructure, and support stronger internal controls through
including real-time workforce and expenditure data, uniform approach for tracking and reporting across
allowing a more nimble approach to management City departments.
efforts. • Continue to develop and implement workforce
• Managed the implementation of over $1.4 billion in management improvements with a focus on identifying
new grants related to COVID-19, including federal processes that mitigate overtime costs across the City.
funding from the Coronavirus Aid, Relief and Economic
Security (“CARES”) Act. These funds provided
resources to bolster the City’s coronavirus response
and relief efforts, including funding for testing, contact
tracing, personal protective equipment, mental health,

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

1% 0%

CENTRAL GRANTS MANAGEMENT

REVENUE AND EXPENDITURE ANALYSIS
ADMINISTRATION
CAPITAL AND INFRASTRUCTURE MANAGEMENT
APPLICATIONS
COMPENSATION CONTROL
DATA ANALYTICS

97%

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OFFICE OF BUDGET AND MANAGEMENT

The Office of Budget and Management ("OBM") is responsible for the preparation, execution and
management of the City's annual operating budget and Capital Improvement Program ("CIP"). OBM
manages City requests for local, state and federal funds for budgetary and program impacts. OBM
coordinates the allocation of funds and monitors expenditures related to the Community Development
Block Grant ("CDBG") funds and other state and federal grants.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 32 3,112,864 29 2,921,673
Water Fund 1 130,356 1 130,356
Tax Increment Financing Administration Fund 1 99,624 1 99,624
Community Development Block Grant 2 1,811,746 2 1,812,662
Other Grant Funds 13 672,333,000 13 122,320,000
Total Full-time Equivalent Positions and 49 $677,487,590 46 $127,284,315
Amounts

ALLOCATION
Personnel Services 5,250,182 4,993,752
Non-Personnel Services 672,237,408 122,290,563

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 5 692,509

REVENUE AND EXPENDITURE ANALYSIS 13 1,277,506

Prepares annual budget recommendations, and monitors revenue and
spending throughout the year. Analyzes revenue impact of new initiatives.
COMPENSATION CONTROL 3 310,824
Monitors Citywide personnel and compensation approvals as they relate to
the annual appropriation ordinance.
APPLICATIONS 3 337,540
Develops, deploys, maintains, and supports citywide operating and capital
budget applications.
CAPITAL AND INFRASTRUCTURE MANAGEMENT 5 478,733
Monitors Capital, Infrastructure, and Tax increment Financing (TIF) funds
and project spending throughout the year.
DATA ANALYTICS 3 271,294
Designs and delivers management and summary reporting from data
collection for budgeting, personnel tracking, and property tax projections.
CENTRAL GRANTS MANAGEMENT 14 124,022,610
Prepares annual grant budget recommendations, and monitors grant
expenditures and performance.
TURNOVER (106,701)

Program Summary

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OFFICE OF THE CITY CLERK • Developed new e-commerce platform for online
purchases of the City Sticker, residential permit parking
KEY FUNCTIONS daily passes, and dog license which generated $4
• Administers the City’s Wheel Tax, Residential Parking million in revenue for the month of June 2020, an
Permits, Peddler’s License and Automatic Amusement increase of $1.7 million from the previous time period
License, Dog License, and Business Licensing in 2019.
• Administers, monitors and uploads City Council 2021 INITIATIVES
legislation, meeting calendars, journals and reports • Continue City Council modernization and streaming
and Municipal Code of Chicago by implementing a new legislative document
• Manages the CityKey and Chicago Rx program management software.
• Implements and oversees Mobile City Hall • Increase revenue streams through increased
compliance with the City’s Wheel Tax by sending
2020 KEY RESULTS email and mail reminders to non-complaint residents.
• Issued through June 2020: • Expand Mobile City Hall locations and service delivery
through increasing partnerships with additional City
• 514,947 City Vehicle Stickers
departments and Sister Agencies to provide more
• 172,800 residential annual/daily passes services at events.
• 6,119 dog licenses • Adjust and expand Municipal ID Program to include
• 1,741 CityKeys (decrease due to the pandemic) remote printing along with established, in-person
• Managed the posting of more than 11,600 legislative mobile prints to diversify reach to Chicago residents
documents online. • Continue improvements and upgrades to the
• Worked with the Department of Assets, Information e-commerce platform to create a more user-friendly
and Services to upgrade existing City Council and and streamlined experience.
committee streaming infrastructure to allow for live
streaming of all City Council and committee meetings
• Implemented Reduced Term City Sticker option,
lowering the barrier to entry allowing more residents
to come into compliance. Conducted first-ever City
Sticker Amnesty Month in October 2019 which resulted
in an increase of 910 percent of new residents coming
into compliance and additional residents coming into
compliance in FY2020.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

4%
9%

LICENSE MANAGEMENT
CITY COUNCIL SUPPORT
ADMINISTRATION
MUNICIPAL ID
22%

65%

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OFFICE OF CITY CLERK

The City Clerk collects, records and stores the City's official records as well as City Council legislation.
The City Clerk is responsible for providing public access to legislation, laws, records and reports; selling
City Vehicle Stickers and Residential Zone Parking Permits; issuing automatic amusement device
licenses; administering Municipal ID, KIDS ID and Medical ID programs; and administering the City's dog
registration program.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 36 4,414,362 31 3,647,281
Vehicle Tax Fund 60 6,848,371 59 6,714,391
Total Full-time Equivalent Positions and 96 $11,262,733 90 $10,361,672
Amounts

ALLOCATION
Personnel Services 6,918,194 6,584,298
Non-Personnel Services 4,344,539 3,777,374

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 10 939,783

CITY COUNCIL SUPPORT 21 2,376,457

Conducts and records all official meetings of the City Council.
LICENSE MANAGEMENT 59 6,943,876
Administers the City's vehicle sticker program and distributes all general City
licenses.
MUNICIPAL ID 411,475
Administers the City's Municipal ID program, enabling Chicagoans to obtain
a valid government-issued ID for use in accessing a range of services.
TURNOVER (309,919)

Program Summary

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DEPARTMENT OF FINANCE • Managed City Sticker ticket debt relief program

which provided debt forgiveness to 11,000 motorists,
KEY FUNCTIONS dismissing 28,000 City Sticker tickets and forgiving
• Responsible for the collection of all City revenue $11 million in fines, bringing residents into compliance.
• Prepares City financial statements • Instituted fines and fees reforms including the
discontinuation of driver’s license suspensions for
• Administers the employee healthcare program parking and compliance tickets and implementing
• Conducts tax enforcement and collections easy payment plan options with lower down payments
• Prepares employee payroll and vendor disbursements and more time to pay.
• Administers the City’s Workers’ Compensation • Completed the transition of workers’ compensation
Program claim administration to a third-party administrator
• Serves as the City’s Insurance Risk Manager for both civilian and public safety incidents at the
beginning of 2020 and implemented best practices
• Conducts billing, noticing and customer services for for administering claims.
utility charges, ambulance fees, vehicle citations and
miscellaneous Accounts Receivable 2021 INITIATIVES
• Enforces parking and vehicle compliance violations • Change non-metered water account billings from
six months to monthly to reduce delinquent utility
2020 KEY RESULTS
payments.
• Implemented the Utility Billing Relief program, allowing • Automate the issuance of tax exemption and
thousands of households to enroll and receive 50 registration certificates by allowing taxpayers to print
percent reduced water, sewer, and water/sewer tax their own certificates from Chicago Business Direct.
rates.
• Integrate various revenue systems to provide a
• Concluded the 2019 Financial Statements audit with “one-stop-shop” for management and payment of
zero material weaknesses or deficiencies. receivables.
• Increased tax collections made online by 17.28 percent • Issue a request for proposals for a new payroll ‘Time
as compared to 2019. and Attendance’ system that will allow the City to
• Implemented the Ground Emergency Medical better track absences and overtime expenditures.
Transportation Program, which allows the City to • Implement a chat bot software application that resides
receive supplemental reimbursement for emergency on the department’s parking website to assist motorists
transportation services from the federal government with customer service issues, online applications and
to better reflect the cost of service. payment processing.
• Developed functionality to process cash down • Implement the new Office of Contract Review and
payments from customers who initiate payment
Audit. This new office will be focused on contract
plans online, allowing the under-banked community
compliance and identifying savings and efficiencies
to participate in the cost saving online payment plan
initiative. across the City’s contracts.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

5%
6%

8%
ACCOUNTS RECEIVABLE
38% STREET OPERATIONS
ACCOUNTING AND FINANCIAL REPORTING
FINANCIAL STRATEGY AND OPERATIONS
10%
TAX POLICY AND ADMINISTRATION
PAYMENT PROCESSING
ADMINISTRATION

11%

22%

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DEPARTMENT OF FINANCE
City Comptroller
The Department of Finance ("DOF") provides effective and efficient management of the City's financial
resources. DOF is responsible for the collection and disbursement of City revenues, and all funds
required to be in the custody of the City Treasurer.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 29 2,737,852 31 3,088,304
Water Fund 4,552 0
Sewer Fund 5,100 0
Chicago Midway Airport Fund 6,552 0
Chicago O'Hare Airport Fund 6,552 0
Total Full-time Equivalent Positions and 29 $2,760,608 31 $3,088,304
Amounts

ALLOCATION
Personnel Services 2,715,152 3,068,204
Non-Personnel Services 45,456 20,100

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 31 3,244,503

TURNOVER (156,199)

Program Summary

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DEPARTMENT OF FINANCE
Accounting and Financial Reporting
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 53 5,390,835 49 4,974,555
Water Fund 3 269,348 3 271,522
Chicago Midway Airport Fund 2 177,069 2 184,225
Chicago O'Hare Airport Fund 25 2,260,490 24 2,169,851
Tax Increment Financing Administration Fund 6 765,468 6 702,575
Community Development Block Grant 5 1,088,325 5 634,323
Other Grant Funds 3 290,000 6 636,000
Total Full-time Equivalent Positions and 97 $10,241,535 95 $9,573,051
Amounts

ALLOCATION
Personnel Services 8,774,160 8,511,065
Non-Personnel Services 1,467,375 1,061,986

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 2 194,628

ACCOUNTING AND FINANCIAL REPORTING 93 9,801,196

Provides accounting, auditing, and financial reporting for all components of
the City.
TURNOVER (422,773)

Program Summary

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DEPARTMENT OF FINANCE
Financial Strategy and Operations
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 76 7,855,588 75 6,829,964
Water Fund 4 299,157 4 306,319
Vehicle Tax Fund 4 433,356 4 420,355
Sewer Fund 34,592 34,300
Chicago Midway Airport Fund 2 228,400 2 232,482
Chicago O'Hare Airport Fund 2 312,883 2 311,745
Chicago Parking Meters Fund 14,000,000 500,000
Total Full-time Equivalent Positions and 88 $23,163,976 87 $8,635,165
Amounts

ALLOCATION
Personnel Services 7,376,213 7,243,452
Non-Personnel Services 15,787,763 1,391,713

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 1 138,348

FINANCIAL STRATEGY AND OPERATIONS 86 8,934,170

Develops financial policy recommendations. Manages the City's debt
portfolio and cash position. Audits, processes, and schedules all City vendor
payments. Manages the distribution and audit of all City payrolls and
maintains payroll systems. Manages all personal property, casualty risks and
employee benefits programs.
TURNOVER (437,353)

Program Summary

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DEPARTMENT OF FINANCE
Revenue Services and Operations
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 402 50,858,946 380 50,046,442
Water Fund 37 8,683,310 38 9,749,683
Vehicle Tax Fund 7 1,746,224 7 1,681,793
Sewer Fund 77,000 1,077,000
Total Full-time Equivalent Positions and 446 $61,365,480 425 $62,554,918
Amounts

ALLOCATION
Personnel Services 27,564,054 26,738,896
Non-Personnel Services 33,801,426 35,816,022

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 2 734,034

PAYMENT PROCESSING 61 5,082,904

Provides and oversees cashiering and reporting of payments made to the
City. Manages and operates payment centers throughout the City.
TAX POLICY AND ADMINISTRATION 57 6,482,727
Provides and oversees City tax administration, enforcement, policy
formation, and customer service.
STREET OPERATIONS 230 18,465,275
Provides and oversees parking enforcement and booting operations.
Manages the residential disabled parking permit program.
ACCOUNTS RECEIVABLE 75 32,786,172
Oversees and performs billing and citation notices. Manages collection and
cost recovery of various debts owed to the City.
TURNOVER (996,194)

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CITY TREASURER’S OFFICE neighborhoods with credit counseling services and

access to banking and credit, in partnership with
KEY FUNCTIONS Operation HOPE.
• Manages the City’s cash and investment portfolios • Hosted Town Halls and webinar series “Money
• Oversees and administers the Chicago Catalyst Fund Mondays with Melissa” throughout the year to provide
financial education and empowerment resources for
• Provides financial empowerment, education and small businesses and residents of Chicago.
counseling across the city
• Created the Advancing Equity in Banking Commission
• Promotes economic development for small businesses in partnership with the Illinois State Treasurer, a
across the city coalition of prominent banking institutions anchored
2020 KEY RESULTS in Illinois. The Commission is committed to advancing
equity and eliminating systemic racism in the banking
• Managed approximately $8.5 billion in investment industry through equitable hiring and lending and
assets. The Office executed investment purchases of investment in Black neighborhoods. This Commission
$7.83 billion as of Q2 2020 and is projected to have will continue into 2021.
year-end earnings of $138 million across more than
580 individual positions. The Treasurer’s Office also 2021 INITIATIVES
managed $4.982 billion in outflows to pay vendors, • Continue to seek opportunities for the Chicago Catalyst
payroll, debt service, and pension liabilities during Fund to invest in neighborhoods throughout the City
the first half of 2020. In 2020, the Treasurer’s Office to increase economic development, particularly in
also increased the number of MBE/WBE/DVBE broker underserved areas on the south and west sides.
dealers’ firms that they do business with under the
new Broker Dealer Scorecard. • Continue to host Town Halls and Monday Mondays
webinar series. Host a small business expo in 2021
• Planned a “Road to Recovery” virtual small business to assist small business entrepreneurs with expanding
expo for small businesses scheduled for late fall 2020. business and financial networks in Chicago and to
This year’s event will feature a procurement center, a provide residents with financial resources.
financial center focusing on technical assistance and
access to capital, and a business plan competition. • Continue to work with the national non-profit Operation
HOPE to launch a financial education program to bring
• Received approval for the board members for the free financial empowerment resources to Chicago’s
Chicago Catalyst Fund in the spring of 2020. The neighborhoods.
Catalyst Fund, in conjunction with the City, created the
Small Business Resiliency Fund with an investment • Provide a five-day financial education and
of $50 million to provide loans to small businesses empowerment program for elementary school
throughout Chicago as a source of emergency cash students in underserved communities in collaboration
flow during the pandemic. with the Chicago Urban League, the YWCA and
Chicago Housing Authority.
• Launched a financial education campaign with a
goal of reaching 10,000 residents in underserved

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

13%

36% PORTFOLIO MANAGEMENT

FINANCIAL REPORTING
ADMINISTRATION
21% ECONOMIC DEVELOPMENT

30%

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OFFICE OF CITY TREASURER

The Office of the City Treasurer is the custodian and manager of all cash and investments for the City of
Chicago, the four City employee pension funds, and the Chicago Teacher's Pension Fund. Additionally,
the office of the City Treasurer manages outreach programs that promote economic development in
Chicago's neighborhoods.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 8 1,659,891 8 1,605,402
Water Fund 4 451,354 4 436,762
Sewer Fund 2 225,857 2 218,721
Chicago Midway Airport Fund 3 339,875 3 337,229
Chicago O'Hare Airport Fund 9 1,033,601 9 1,023,783
Tax Increment Financing Administration Fund 4 413,458 4 420,673
Total Full-time Equivalent Positions and 30 $4,124,036 30 $4,042,570
Amounts

ALLOCATION
Personnel Services 2,647,046 2,634,870
Non-Personnel Services 1,476,990 1,407,700

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 7 880,719

PORTFOLIO MANAGEMENT 9 1,496,614

Manages the City's investment portfolio.
FINANCIAL REPORTING 11 1,260,441
Performs accounting and financial reporting duties for the City's revenue and
disbursement accounts. Serves as liaison with outside auditors and City
departments.
ECONOMIC DEVELOPMENT 3 527,643
Develops and implements economic development programs, Coordinates
program marketing and public affairs, and works with financial institutions
and other governmental offices.
TURNOVER (122,847)

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DEPARTMENT OF ADMINISTRATIVE HEARINGS 2021 INITIATIVES

• Continue to coordinate with the Department of Assets,
KEY FUNCTIONS Information and Services to secure video conferencing
• Adjudicates ordinance violations issued by municipal licenses and implement and test a remote hearing
departments capability for non-parking violations.
• Monitors time to disposition and case clearance rates
for each case type
• Schedules requests for hearings and motions
• Provides training for Administrative Law Judges and
Department of Administrative Hearings (“DOAH”) staff
• Reviews case filings for conformance with DOAH and
scheduling guidelines

2020 KEY RESULTS

• Continued implementation of the text messaging
court date reminder system with a goal of decreasing
the default rate by increasing appearance rate. Full
implementation is scheduled for the fourth quarter
2020.
• Completed development and testing for the mobile
electronic ticketing system. DOAH anticipates
receiving case filings for Streets and Sanitation (“DSS”)
violations via an electronic clerk review queue during
third quarter 2020. These e-filings will reduce the
amount of paper stored by DOAH’s scanning vendor.
• Developed and implemented a method of printing
the mailing address of each named respondent on
envelopes for default orders. This creates significant
efficiencies, moving a previously manual process to
an automated one, covering more than 30,000 multi-
party default orders, saving one minute per default.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

8%

12%
31%

VEHICLE HEARINGS
CUSTOMER SERVICES
MUNICIPAL HEARINGS
ADMINISTRATION
CONSUMER AND ENVIRONMENTAL HEARINGS
14% BUILDING HEARINGS

15% 20%

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DEPARTMENT OF ADMINISTRATIVE HEARINGS

The Department of Administrative Hearings ("DOAH") is an independent entity that provides fair and
impartial administrative hearings for violations of the Municipal Code of Chicago, the Chicago Park
District Code, and the Chicago Transit Authority Code. DOAH does not hear cases where incarceration is
sought.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 41 8,259,831 38 7,707,394

ALLOCATION
Personnel Services 3,110,594 2,883,020
Non-Personnel Services 5,149,237 4,824,374

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 11 1,103,525

CUSTOMER SERVICES 5 1,570,601

Files motions to set aside defaults for all divisions and answers public
inquiries at the Central Hearing Facility. Oversees the community service
program, attends community meetings and aldermanic service fairs. Monitors
the processing of FOIA requests.
BUILDING HEARINGS 5 594,187
Conducts hearings that involve violations of the Building, Fire, and Zoning
Codes.
CONSUMER AND ENVIRONMENTAL HEARINGS 5 933,437
Conducts hearings involving public vehicles, unlicensed businesses,
deceptive or fraudulent business practices, unstamped cigarette sales,
overweight trucks, and towed vehicles. Conducts hearings related to
violations of the Health, Sanitation, Environmental, and Transportation
Codes.
MUNICIPAL HEARINGS 6 1,197,438
Conducts hearings for police issued citations, vehicle impoundments, vacant
and unsecured property, unpaid taxes, debts owed to the City, and appeals
from the denial of parade permits.
VEHICLE HEARINGS 6 2,421,675
Conducts hearings for parking, red light, automated speed camera, and
booted vehicle violations.
TURNOVER (113,469)

Program Summary

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DEPARTMENT OF LAW • Won appellate court decision over Justice Assistance

Grant (“JAG”) funds allocated for crime reduction and
KEY FUNCTIONS prevention. City filed suit to stop U.S. Department of
• Manages litigation, transactional, and legislative Justice from imposing unlawful conditions related to
projects covering a wide range of practice areas such immigration enforcement on JAG program funds.
as public finance, economic development, contracts,
2021 INITIATIVES
personal injury, civil rights, appeals, real estate and
land use, and labor relations • Continue extensive work on new agreements related
• Responsible for drafting, reviewing, and advising the to O’Hare Airport’s $8.5 billion capital expansion
City on proposed federal, state, and local legislation program, ongoing Midway Airport capital projects
and other airport-related issues due to the COVID-19
• Ensures that the City’s policies and operations comply pandemic.
with applicable legal requirements
• Continue to represent the Chicago Police Department,
• Participates in housing, nuisance abatement, the Civilian Office for Police Accountability, the Office
environmental, and anti-crime initiatives that of Emergency Management and Communications
significantly improve public safety and the quality of and the Police Board in the implementation and
life in neighborhoods throughout Chicago compliance with the Consent Decree assessed by the
Independent Monitor.
2020 KEY RESULTS
• Expand Affirmative Litigation in areas such as
• Obtained $1.5 million settlement with Equifax Inc. consumer protection, the environment, immigration,
over 2017 cybersecurity breach affecting 147 million data privacy, the opioid crisis, health care, and fairness
people, including Chicago residents. The City was to all Chicagoans.
one of the few municipalities nationwide to receive a
• Implement training and workshops in the department
settlement from Equifax.
on issues of systemic racism and discrimination and
• Won lawsuit challenging City’s authority to apply their effect on the hiring, retention, and promotion of
Amusement Tax to subscriptions for video, audio and employees of color.
games streamed over Internet.
• Updated City tax ordinances, rulings and procedures
to adapt to the digital world, including the migration
from “brick and mortar” business to the “cloud” and
other Internet applications.
• Successfully obtained many police accountability and
reform measures for police supervisors by way of
interest arbitration with the Policemen’s Benevolent
and Protective Associations of Illinois.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2% 2%1%
3%
5%
LITIGATION
32%
6% PROSECUTIONS
ADMINISTRATION
COLLECTION, OWNERSHIP AND LITIGATION

7% AERC
LABOR
FINANCE AND ECONOMIC DEVELOPMENT
APPEALS
REAL ESTATE
7% LEGAL COUNSEL
LEGAL INFORMATION

14% 20%

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DEPARTMENT OF LAW
The Department of Law ("DOL") is the legal advisor to the Mayor, City departments, commissions, and
the City Council as they establish and administer policies and programs to benefit Chicago residents.
DOL assists with preparation and enforcement of effective ordinances and represents the City's interest
in litigation.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 337 30,513,054 313 29,818,379
Water Fund 14 1,638,456 14 1,610,155
Vehicle Tax Fund 23 1,597,154 24 1,694,037
Sewer Fund 7 873,038 7 841,212
Chicago Midway Airport Fund 3 416,998 3 403,556
Chicago O'Hare Airport Fund 19 2,155,114 19 2,139,846
Tax Increment Financing Administration Fund 12 1,203,003 11 1,113,415
Community Development Block Grant 26 2,968,492 26 2,939,661
Total Full-time Equivalent Positions and 441 $41,365,309 417 $40,560,261
Amounts

ALLOCATION
Personnel Services 37,597,538 37,040,472
Non-Personnel Services 3,767,771 3,519,789

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 23 5,891,322

LITIGATION 142 13,423,611

Represents the City and City officials in a broad range of litigation, in both
federal and state court. Provides pre-litigation counseling to many
departments.
PROSECUTIONS 107 8,487,676
Prosecutes violations of the Municipal Code of Chicago relating to
transportation, police citations, and traffic matters in the Circuit Court of Cook
County. Enforces the Building and Zoning Codes by prosecuting code
violations in both Housing Court and Administrative Hearings.
AERC 28 2,819,328
Handles litigation and transactional matters in the areas of aviation,
environment, finance and bankruptcy, general regulatory, intellectual
property, public utilities, and telecommunications. Represents City
departments involving the acquisition or sale of services, and intellectual
property. Licenses City space for revenue-generating purposes.
LEGAL INFORMATION 7 617,064
Provides legal advice concerning the Freedom of Information Act ("FOIA").
APPEALS 13 1,317,403
Responsible for state and federal appellate work in the four appellate courts
that handle Illinois cases.

Program Summary

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DEPARTMENT OF LAW
2021
Program Summary and Description FTEs Funding
LABOR 26 2,513,481
Represents the City in grievances and arbitrations arising under the City's
collective bargaining agreements and assists in contract negotiations.
Provides counsel to departments on labor, personnel, and employment
matters.
LEGAL COUNSEL 7 751,044
Drafts legislation and provides legal advice and opinions to the Mayor, City
Council, City departments and City agencies.
FINANCE AND ECONOMIC DEVELOPMENT 20 2,185,992
Assists in implementing financing to stimulate economic development, with
the goal of improving public infrastructure, revitalizing blighted areas,
providing affordable housing, and creating and retaining jobs for City
residents.
REAL ESTATE 10 1,028,881
Represents the City in land acquisitions and dispositions, City leases,
affordable housing programs, and condemnations, zoning, right of way and
environmental matters. Serves as legal counsel to the Community
Development Commission, Commission on Chicago Landmarks, and the
Transportation Committee.
COLLECTION, OWNERSHIP AND LITIGATION 34 2,876,866
Handles in-house collections of Circuit Court and administrative judgments
including demolition and mortgage foreclosures. Supervises outside
collection matters. Determines ownership of properties with Municipal Code
violations.
TURNOVER (1,352,407)

Program Summary

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DEPARTMENT OF HUMAN RESOURCES platform for new employees to schedule on-boarding

processes such as fingerprinting and ID badging.
KEY FUNCTIONS • Worked with the Chicago Police Department on items
• Oversees recruitment, selection, and hiring across all related to the Consent Decree, including updating job
City departments specifications, and developing recommendations to
• Develops and administers exams used for promotions modify hiring processes for Captain and Commander.
and filling vacancies
2021 INITIATIVES
• Establishes and maintains the City’s position
classification and salary plan • Continue to streamline the City’s hiring processes
in order to reduce time-to-fill. This includes making
• Enforces the City’s Diversity and Equal Employment further reductions to paperwork requirements and
Opportunity Policy and administers the City’s moving more processes to electronic formats.
Reasonable Accommodation Policies
• Establish a process for non-compliant leaves and
• Provides counseling services to employees through absences in order to provide operating departments
the Employee Assistance Program with tools to reduce absenteeism.
• Houses and provides support for the Human • Establish a New Employee Orientation curriculum
Resources Board in Chicago eLearning for new employees and
new supervisors to ensure that City employees
2020 KEY RESULTS
receive consistent information on policies and work
• Established a variety of workforce policies in expectations.
conjunction with the COVID-19 Task Force in response
to COVID-19, including a Telework Policy, a Sick Leave
Policy Addendum that provided additional leave to
employees who contracted COVID-19, and Workforce
Guidelines for Re-Opening the City. Also established
new accommodation processes for employees with
underlying health conditions.
• Revised the City’s Drug & Alcohol Policies and
launched training on those policies utilizing the
Chicago eLearning platform. The Training Division
also assisted the CHI 311 team with publishing training
courses for 311 operators on Chicago eLearning.
• Established a project management platform to help
track and streamline the hiring process in order to
reduce time-to-fill. Implemented a new self-scheduling

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

7%

13%
EMPLOYMENT SERVICES
WORKFORCE COMPLIANCE
ADMINISTRATION
43% INFORMATION SERVICES
STRATEGIC SERVICES

16%

20%

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DEPARTMENT OF HUMAN RESOURCES

The Department of Human Resources ("DHR") facilitates the effective delivery of City services through
the establishment of a professional human resource management program. This includes attracting,
developing, and retaining quality personnel and fostering equal employment opportunities for all the
residents of Chicago.
The Human Resources Board ("HRB") conducts hearings of charges brought against career service
employees. HRB is responsible for providing advice and counsel to the Mayor and to the Commissioner
of Human Resources in all aspects of public sector human resource administration including manpower
utilization, manpower training, employee grievances and employee salaries.
DHR provides administrative support to the HRB.

2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 76 6,775,115 69 6,204,040
Water Fund 2 188,141 2 196,379
Chicago Midway Airport Fund 1 108,165 1 110,079
Chicago O'Hare Airport Fund 3 293,719 3 299,632
Total Full-time Equivalent Positions and 82 $7,365,140 75 $6,810,130
Amounts

ALLOCATION
Personnel Services 6,710,123 6,442,560
Non-Personnel Services 655,017 367,570

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 9 1,164,809

EMPLOYMENT SERVICES 32 3,059,071

Manages and monitors the hiring and promotion process for all City
departments, as well as classification and compensation. Ensures
compliance with the City's Hiring Plan and federal requirements.
INFORMATION SERVICES 11 901,216
Controls the creation and maintenance of all employee records. Manages all
web and technical programming including online application programs.
STRATEGIC SERVICES 6 502,671
Manages all programs related to testing services including test development
and test administration.
WORKFORCE COMPLIANCE 17 1,438,614
Manages employee performance evaluations, as well as the Reasonable
Accommodations and Employee Assistance programs, including Equal
Employment Opportunity and Violence in the Workplace programs.

TURNOVER (256,251)

Program Summary

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DEPARTMENT OF PROCUREMENT SERVICES a process to gather data about the participation of

LGBT-owned Business Enterprises (“LGBTBE”) in
KEY FUNCTIONS City contracting as a result of the resolution passed
• Manages contract administration across the City to acknowledge LGBTBEs and their contributions
to Chicago’s economy. In addition, the department
• Certifies Minority, Women, Veterans, Business maintains relationships with LGBT-focused assist
Enterprises Owned by People with Disabilities and agencies, keeping them informed about conferences,
Disadvantaged Businesses events, or business development opportunities that
• Enforces contract compliance are available to LGBTBEs, and works with them to
• Facilitates community outreach and engagement further encourage participation by LGBTBEs in City
regarding City procurement opportunities and rules procurements.
• Manages salvage auctions for various City departments • Expanded eProcurement contracting to all contracting
categories. Readily available access to vendor training
2020 KEY RESULTS and support related to eProcurement will assist in
• Initiated a Disparity Study for the City’s Minority- leveling the playing field for business of all sizes and
and Women-Owned Business Enterprise (“M/WBE”) types.
Construction Program, in partnership with the
Department of Law. The study seeks to ensure that 2021 INITIATIVES
MBEs and WBEs have equal access to contracting • Enact the findings of the disparity study for the M/
opportunities and that the City’s current program WBE construction program. The study will help in
remains legally defensible and administratively establishing MBE/WBE participation goals for the
successful. A nationally recognized industry expert is program and include recommendations for future
conducting the study which includes the compilation initiatives and enhancements to enhance opportunities
and analysis of statistical and economic data and for entrepreneurial success for businesses owned by
anecdotal evidence of discrimination. Expected women and minorities.
competition of the study in Q2 of 2021. • Implement a new certification and compliance
• Expanded the service reimbursement agreement management system to better monitor various
program by increasing the maximum potential value of contract certifications and track compliance goals on
such agreements and partnering with the Department City contracts. The new system will include a vendor
of Aviation to support small businesses impacted by profile site that will allow vendors to showcase their
the COVID-19 pandemic. To date, this program has skillset and niche areas.
assisted over 300 businesses by providing education • Pivot the robust workshop and outreach program to
and counseling about numerous business-readiness a digital environment to ensure that the local vendor
topics, including certification application preparation, community, particularly small, minority, women-
financial coaching and bond-readiness, and core owned, veteran and businesses owned by people
business skills such as business plan development. with disabilities, have access.
• Collaborated with the Department of Law to establish

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

15%

CONTRACT MANAGEMENT
CERTIFICATION AND COMPLIANCE
ADMINISTRATION

27% 58%

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DEPARTMENT OF PROCUREMENT SERVICES

The Department of Procurement Services ("DPS") is the contracting authority for the procurement of
goods and services for the City of Chicago. DPS works with all City departments and its customers to
guarantee an open, fair and timely process by establishing, communicating and enforcing superior
business practices.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 74 6,792,436 65 6,115,682
Water Fund 4 287,797 4 299,623
Chicago Midway Airport Fund 5 405,105 5 421,106
Chicago O'Hare Airport Fund 19 1,647,609 19 1,634,444
Total Full-time Equivalent Positions and 102 $9,132,947 93 $8,470,855
Amounts

ALLOCATION
Personnel Services 8,527,114 8,067,580
Non-Personnel Services 605,833 403,275

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 12 1,353,558

CONTRACT MANAGEMENT 56 5,120,681

Facilitates the procurement process to secure high-quality goods and
services in a timely and cost-effective manner.
CERTIFICATION AND COMPLIANCE 25 2,392,516
Manages the Certification Program for disadvantaged, minority and women
owned businesses including MBE, WBE, BEPD, DBE, and ACDBE
certifications. Monitors vendor compliance with contract commitments and
applicable laws and regulations.
TURNOVER (395,900)

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DEPARTMENT OF ASSETS, INFORMATION AND Launched in April, the website has served nearly
SERVICES 75,000 visitors as of September 2020. In addition to
links for completing the census in multiple languages,
KEY FUNCTIONS the site contains references, resources including
posters, talking points, event templates, background
• Repairs and maintains City vehicles, as well as those
information, and weekly ward reports showing
owned by sister agencies
participation across the City.
• Operates and maintains City facilities, both owned
• Provided 3,675 training classes to 946 employees
and leased, through custodial, landscaping, carpentry,
which has contributed to reducing the 2019
painting, and other professional services
Occupational Safety and Health Administration
• Leads real estate management for both owned and (“OSHA”) total recordable incident rate for the
leased buildings department to 5.47 incidents per 100 people from the
• Provides oversight for a variety of citywide services 2018 rate of 7.5 incidents per 100 people.
including printing, graphic design, and photography • Improved the Chicago Fire Department’s apparatus
services; document retention services; and ComEd fleet by replacing older units with nine fire engine
franchise agreement oversight pumpers, 13 ladder trucks, two aerial towers and 13
• Maintains, manages, and markets the Riverwalk response units.
• Procures fuel and utilities in support of City operations
2021 INITIATIVES
• Manages sustainability planning, brownfield
management, solid waste disposal, construction • Initiate field work to perform $31 million remediation
debris management, NEPA reviews and oversight work of radiological impacted soil at the former
of the Citywide Environmental Health & Safety Carnotite Reduction Company.
Compliance Program • Implement a standardized safety incident reporting
• Ensures the City’s technology infrastructure is up-to- process for the City’s non-sworn workforce that
date, cost-effective and performs reliably will include reporting via environmental health and
safety management software. The software will
• Advances the City’s network and computing improve employee injury incident transparency and
environments using the latest technologies accountability through an easily accessible centralized
2020 RESULTS database, trend reports, and automatic notifications.
• Launched the Chicago Design System which is the • Finalize negotiations with ComEd on the 30-year
public visual identity of the City of Chicago. The franchise agreement. The new agreement will promote
Chicago Design System is an inclusive, equitable, cost improved operations and coordination with ComEd
saving system for City communication and for public on the public way and on public property. It will also
use to show civic pride. include promoting clean, renewable energy, billing
• Supported the 2020 Census Initiative response assistance and relief and economic development on
rate goal by launching https://Chicago.gov/Census. the south and west side.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

4%

16% 26%

ENERGY SERVICES
FLEET OPERATIONS

3% GRAPHICS SERVICES
ENVIRONMENTAL HEALTH AND SAFETY
INFORMATION TECHNOLOGY
CAPITAL IMPROVEMENTS
4%
ADMINISTRATION
FACILITY OPERATIONS
REAL ESTATE PORTFOLIO MANAGEMENT
8%

25%
14%
1%

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DEPARTMENT OF ASSETS, INFORMATION, AND SERVICES

Bureau of Finance and Administration
The Department of Assets, Information, and Services ("AIS") is responsible for maintaining and repairing
City-owned and leased vehicles and the operation, maintenance and repair of City buildings and
properties. AIS is also responsible for custodial services, security coverage, graphic services, mail
service, relocation services, document storage and management, energy procurement,and
environmental, health, and safety management. Finally, AIS coordinates Citywide technology business
processes and solutions, and provides network, database, software, and technical support for all City
departments.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 33 3,388,374 37 3,907,783

ALLOCATION
Personnel Services 2,885,786 3,412,095
Non-Personnel Services 502,588 495,688

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 37 4,062,817

TURNOVER (155,034)

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DEPARTMENT OF ASSETS, INFORMATION, AND SERVICES

Bureau of Facility Management
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 386 78,262,891 339 70,862,493
Water Fund 540,869 493,519
Vehicle Tax Fund 2,111,687 2,134,946
Library Fund 11,219,615 11,967,883
Total Full-time Equivalent Positions and 386 $92,135,062 339 $85,458,841
Amounts

ALLOCATION
Personnel Services 35,275,865 31,901,588
Non-Personnel Services 56,859,197 53,557,253

2021
Program Summary and Description FTEs Funding
FACILITY OPERATIONS 165 69,353,501
Maintains properties and manages custodial, security, and landscaping
services at all City-owned and leased facilities.
CAPITAL IMPROVEMENTS 174 17,758,056
Provides architectural, engineering and construction services for City
facilities. Plans, programs, and designs improvements for all City facilities.
Oversees joint venture projects with the Public Building Commission.
TURNOVER (1,652,716)

Program Summary

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F I N A N C E A N D A D M I N I S T R AT I O N

DEPARTMENT OF ASSETS, INFORMATION, AND SERVICES

Bureau of Asset Management
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 50 53,478,542 45 49,387,661
Water Fund 23,747,564 23,331,693
Vehicle Tax Fund 17,448,725 16,886,400
Motor Fuel Tax Fund 14,659,391 11,459,934
Sewer Fund 1,366,963 1,313,875
Library Fund 5,408,356 5,263,641
Chicago Midway Airport Fund 7,183,527 6,416,024
Chicago O'Hare Airport Fund 29,280,017 29,207,509
Community Development Block Grant 2 286,665 2 294,001
Other Grant Funds 1 52,041,000 8 63,882,000
Total Full-time Equivalent Positions and 53 $204,900,750 55 $207,442,738
Amounts

ALLOCATION
Personnel Services 4,354,617 5,253,597
Non-Personnel Services 200,546,133 202,189,141

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 2 11,383,561

REAL ESTATE PORTFOLIO MANAGEMENT 4 19,071,654

Develops standard procedures for the terms, enforcement, and negotiation
of leases. Evaluates space needs, lease consolidations, and build-out
designs.
ENERGY SERVICES 4 113,966,054
Develops and executes energy procurement strategies, oversees energy
contract management, researches the energy market to ensure rate
optimization, and applies for energy-related grants.
ENVIRONMENTAL HEALTH AND SAFETY 21 60,288,012
Develops and manages the City's comprehensive Environmental, Health,
and Safety Compliance program.
GRAPHICS SERVICES 24 2,977,088
Provides photographic and digital imaging services, fast and economical
printing, photocopying, and bindery services to City departments.
TURNOVER (243,631)

Program Summary

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F I N A N C E A N D A D M I N I S T R AT I O N

DEPARTMENT OF ASSETS, INFORMATION, AND SERVICES

Bureau of Fleet Operations
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 438 79,285,365 418 80,944,222
Water Fund 49 7,119,310 48 7,215,727
Vehicle Tax Fund 109,040 108,000
Sewer Fund 26 4,091,209 26 4,789,340
Library Fund 33,520 34,880
Chicago Midway Airport Fund 17 3,231,519 15 3,156,293
Chicago O'Hare Airport Fund 99 14,821,795 91 15,235,815
Total Full-time Equivalent Positions and 629 $108,691,758 598 $111,484,277
Amounts

ALLOCATION
Personnel Services 56,426,936 54,770,686
Non-Personnel Services 52,264,822 56,713,591

2021
Program Summary and Description FTEs Funding
FLEET OPERATIONS 598 113,738,383
Maintains and repairs vehicles utilized by the City, Chicago Park District,
Chicago Housing Authority, and Chicago Transit Authority. Manages quality
control and equipment and parts inventories, and coordinates and dispatches
field technicians.
TURNOVER (2,254,106)

Program Summary

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F I N A N C E A N D A D M I N I S T R AT I O N

DEPARTMENT OF ASSETS, INFORMATION, AND SERVICES

Bureau of Information Technology
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 93 25,538,627 75 24,813,326
Water Fund 6,656,404 7,082,221
Library Fund 13 1,243,370 13 1,305,019
Total Full-time Equivalent Positions and 106 $33,438,401 88 $33,200,566
Amounts

ALLOCATION
Personnel Services 10,834,939 9,152,812
Non-Personnel Services 22,603,462 24,047,754

2021
Program Summary and Description FTEs Funding
INFORMATION TECHNOLOGY 88 33,721,645
Designs and manages the City's enterprise network, maintains and manages
Citywide enterprise applications, andsupports the City IT infrastructure.
TURNOVER (521,079)

Program Summary

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INFRASTRUCTURE SERVICES

Infrastructure Services
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Department of Streets and Sanitation

Commissioner's Office 2,376,549 2,247,546
Administrative Services Division 2,037,545 1,863,966
Bureau of Sanitation 165,341,002 172,018,395
Bureau of Rodent Control 13,073,047 12,539,229
Bureau of Street Operations 46,892,886 52,430,103
Bureau of Forestry 19,001,447 18,486,178
Bureau of Traffic Services 24,912,857 24,362,982
Dept Total 273,635,333 283,948,399
Chicago Department of Transportation
Office of the Commissioner 2,616,286 2,743,837
Division of Administration 5,112,139 5,015,682
Division of Engineering 249,030,546 601,624,760
Division of Traffic Safety 16,247,945 14,947,699
Division of Infrastructure Management 11,885,328 12,654,206
Division of Sign Management 8,161,253 8,104,160
Division of Project Development 10,415,917 13,745,847
Division of Electrical Operations 34,406,538 34,311,333
Division of In-House Construction 79,432,754 79,115,167
Dept Total 417,308,706 772,262,691
Chicago Department of Aviation
Chicago Midway Airport 259,714,637 222,728,547
Chicago-O'Hare International Airport 980,472,455 919,595,013
Dept Total 1,240,187,092 1,142,323,560
Department of Water Management
Commissioner's Office 17,144,163 27,068,789
Bureau of Administrative Support 4,820,655 4,620,716
Bureau of Engineering Services 23,317,647 26,179,763
Bureau of Water Supply 92,436,667 90,282,399
Bureau of Operations and Distribution 166,618,443 163,620,283
Bureau of Meter Services 10,733,706 9,960,197
Dept Total 315,071,281 321,732,147
Total - Infrastructure Services $2,246,202,412 $2,520,266,797

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION • Conducted neighborhood blitz clean-ups through

coordinated Operation Clean projects with the
KEY FUNCTIONS Chicago Police Department (“CPD”), with locations
• Collects and disposes of municipal solid waste and now selected based on CPD statistical data. As of mid-
bulk refuse, and collects and diverts recyclable 2020, 12 blitzes were completed.
materials from the waste stream • Implemented a paperless system for the graffiti
• Provides black refuse and blue recycling carts to removal team by implementing Salesforce One
residents for waste and recycling services Mobile, which allowed for response to service graffiti
related 311 requests live.
• Monitors alleys for violations of city code
• Baits and eliminates rodents 2021 INITIATIVES
• Removes graffiti • Continue a citywide tree inventory that will map and
• Cleans City-owned vacant lots categorize every tree on public property.
• Demolishes condemned garages • Increase the number of door-to-door rodent abatement
projects citywide and begin implementation of
• Plows and salts city roads during winter months
Salesforce One Mobile. This mobile program will
• Trims live trees and safely removes dead trees from allow servicing of rodent control related 311 requests
City property, plants new trees live.
• Sweeps streets from spring to fall • Continue the expansion of turn-by-turn snow routing
• Tows or relocates improperly parked vehicles and system for the 2020/2021 snow season by adding 72
manages City auto pounds new routes. By the end of the season, the department
will be ahead of the goal with 40 wards and 164
2020 KEY RESULTS routes, representing 82 percent of overall routes
• Continued essential services during the stay-at-home utilizing the turn-by-turn technology. The phase-in of
order, collecting 8 percent more waste during the the turn-by-tern routing system will be completed by
pandemic compared to the same time period in 2019. the 2021/2022 snow season.
This was in addition to providing other non-routine
support, including delivering and setting up beds for
homeless shelters and delivering 460 emergency
food boxes to those most in need.
• Implemented the expansion of turn-by-turn routing
system for snow removal to include 22 wards and 92
routes.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

7% 10%
1%
3% STREET OPERATIONS
GRAFFITI BLASTERS

7% OPERATIONAL SUPPORT
COMMUNITY ENHANCEMENTS
SPECIAL TRAFFIC SERVICES
1%
FORESTRY OPERATIONS
RODENT CONTROL
ADMINISTRATION
5%
RECYCLING OPERATIONS
REFUSE OPERATIONS
4% TOWING OPERATIONS
49%
2%

10%

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INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION

Commissioner's Office
The Department of Streets and Sanitation ("DSS") provides a clean, safe, and healthy environment on the
streets and alleys of Chicago through the effective management of the collection and disposal of
residential refuse; the sweeping and plowing of streets; managing a citywide residential recycling
program; the timely removal of graffiti; the cleaning of vacant lots; the demolition of condemned garages;
the efficient towing of illegally parked or abandoned vehicles; the mitigation and abatement of rodents; as
well as the planting, trimming and removal of trees.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 22 2,376,549 20 2,247,546

ALLOCATION
Personnel Services 2,172,239 2,010,736
Non-Personnel Services 204,310 236,810

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 20 2,327,001

TURNOVER (79,455)

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION

Administrative Services Division
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 24 2,037,545 21 1,863,966

ALLOCATION
Personnel Services 2,003,740 1,830,161
Non-Personnel Services 33,805 33,805

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 21 1,930,654

TURNOVER (66,688)

Program Summary

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P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T
INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION

Bureau of Sanitation
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 393 93,105,122 442 111,079,910
Vehicle Tax Fund 81 7,490,364 0
Garbage Collection Fund 903 64,745,516 853 60,938,485
Total Full-time Equivalent Positions and 1,377 $165,341,002 1,295 $172,018,395
Amounts

ALLOCATION
Personnel Services 101,603,170 97,691,882
Non-Personnel Services 63,737,832 74,326,513

2021
Program Summary and Description FTEs Funding
OPERATIONAL SUPPORT 6 562,278
Supervises personnel, employee safety, training, and warehouse operations.
Allocates hoisting engineers to operate heavy equipment for a variety of City
needs.
REFUSE OPERATIONS 1,205 141,756,754
Collects refuse, bulk items, and yard waste citywide. Enforces the City's
sanitation code.
RECYCLING OPERATIONS 58 28,286,685
Collects recyclable material citywide.
COMMUNITY ENHANCEMENTS 2,324,554
Provides supervision and field crews for projects that clean and enhance
neighborhoods.
STREET OPERATIONS 26 1,679,417
Maintains the cleanliness and safety of the public way through manual
cleaning, special events support, and litter basket waste collection.
Manages and implements the City's snow removal operations. Removes
debris blocking and/or entering the City sewer system.
TURNOVER (2,591,293)

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION

Bureau of Rodent Control
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 128 13,073,047 122 12,539,229

ALLOCATION
Personnel Services 9,991,859 9,463,791
Non-Personnel Services 3,081,188 3,075,438

2021
Program Summary and Description FTEs Funding
RODENT CONTROL 122 12,905,967
Identifies, controls, and eliminates rodent problems through inspections and
baiting of alleys, sewers, and identified premises. Collects and removes
deceased rodents and other animals from the public way. Manages the City's
refuse cart inventory.
TURNOVER (366,738)

DEPARTMENT OF STREETS AND SANITATION

Bureau of Street Operations
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 203 21,386,121 214 23,908,663
Vehicle Tax Fund 84 8,949,265 143 13,628,940
Motor Fuel Tax Fund 16,557,500 14,892,500
Total Full-time Equivalent Positions and 287 $46,892,886 357 $52,430,103
Amounts

ALLOCATION
Personnel Services 26,608,952 31,245,797
Non-Personnel Services 20,283,934 21,184,306

2021
Program Summary and Description FTEs Funding
OPERATIONAL SUPPORT 40 4,244,512
Supervises personnel, employee safety, training, and warehouse operations.
Allocates hoisting engineers to operate heavy equipment for a variety of City
needs.
COMMUNITY ENHANCEMENTS 198 18,355,795
Provides supervision and field crews for projects that clean and enhance
neighborhoods.
GRAFFITI BLASTERS 37 4,181,547
Removes graffiti in Chicago neighborhoods.
STREET OPERATIONS Program Summary 82 26,656,734
Maintains the cleanliness and safety of the public way through manual
cleaning, special events support, and litter basket waste collection.
Manages and implements the City's snow removal operations. Removes
debris blocking and/or entering the City sewer system.
TURNOVER (1,008,485)

98
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INFRASTRUCTURE SERVICES

DEPARTMENT OF STREETS AND SANITATION

Bureau of Forestry
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 209 19,001,447 200 18,486,178

ALLOCATION
Personnel Services 16,439,008 15,928,959
Non-Personnel Services 2,562,439 2,557,219

2021
Program Summary and Description FTEs Funding
OPERATIONAL SUPPORT 35 3,453,669
Supervises personnel, employee safety, training, and warehouse operations.
Allocates hoisting engineers to operate heavy equipment for a variety of City
needs.
FORESTRY OPERATIONS 165 15,674,327
Removes dead and hazardous trees, trims live trees on the City parkways,
removes tree stumps, and processes non-parkway landscape debris.
TURNOVER (641,818)

DEPARTMENT OF STREETS AND SANITATION

Bureau of Traffic Services
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Vehicle Tax Fund 182 24,912,857 174 24,362,982

ALLOCATION
Personnel Services 14,159,857 13,843,132
Non-Personnel Services 10,753,000 10,519,850

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 8 771,895

OPERATIONAL SUPPORT 235,750

Supervises personnel, employee safety, training, and warehouse operations.
Allocates hoisting engineers to operate heavy equipment for a variety of City
needs.
TOWING OPERATIONS 130 20,714,868

SPECIAL TRAFFIC SERVICES 36 3,178,226

Provides traffic support for parades, marathons, filming locations, and other
Program Summary
special events.
TURNOVER (537,757)

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION be converted into corridors for safe travel and healthy
activity; and launched “Make Way for Dining,” that
KEY FUNCTIONS enabled restaurants and bars to expand operations
• Develop and implement transportation and mobility outdoors.
policies that advance mobility justice and equity • Launched a major expansion of Divvy, the bike share
• Advance mobility options by offering micro-mobility system, covering the entire far South Side of Chicago,
services and coordinating with sister agencies to installing 66 new Divvy bikeshare stations and
expand transit expanding the network by almost 60 square miles
building towards full citywide expansion by 2021.
• Coordinate freight infrastructure planning, policy, and
implementation with regional agencies and carriers • Supported INVEST South/West program by starting
work on more than $6 million in sidewalk, curb and
• Review and approve traffic and transportation gutter, and bus pad repairs on the main street corridors
facility design for public improvements and private that are part of the City’s community-led program.
development
• Administer public way policy, including building 2021 INITIATIVES
addresses, street vacations and dedications • Implementation of an organizational strategic plan
• Lead collaborative traffic safety initiatives through for the agency that will lead to better alignment with
Vision Zero mayoral priorities. The plan was developed in 2020
• Design, construct, resurface, and maintain residential in partnership with Bloomberg Associates through
and arterial streets, alleys and bikeways, sidewalks, robust internal and external stakeholder participation.
and ADA ramps The Transportation Equity Network, a coalition co-
led by Active Transportation Alliance and Center for
• Bridge, waterway, traffic signal, and street lighting
Neighborhood Technology, assisted by issuing equity
design, construction, maintenance, and repair
challenges and reviewing implementation strategies.
• Coordinate permits for construction, special events The plan will build cohesion and collaboration to
and private uses of the public way communicate department priorities to the public.
• Design and maintenance of street signs and pavement • Construction of the Damen Green Line CTA Station
markings will be underway in 2021. The new in-fill station will
improve public transit for residents, businesses and
2020 KEY RESULTS
industries along the Kinzie Industrial Corridor and
• Implemented one of the most comprehensive visitors to the United Center.
responses to the COVID-19 pandemic in the country • Initiate the 43rd Street Pedestrian Bridge project,
through the “Our Streets” Program. Provided free replacing an existing, dilapidated bridge built in 1939
access to Divvy for healthcare workers and sharply that was not ADA accessible.
reduced fares for all Divvy users; launched “Shared
Streets” that invited residents to request local roads

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2% 2% 5%
4%
PROJECT DEVELOPMENT
3%
ELECTRICAL OPERATIONS AND MANAGEMENT
2%
CONCRETE MAINTENANCE
3% SIGN MANAGEMENT
ASPHALT MAINTENANCE
TRAFFIC SAFETY
ADMINISTRATION
BRIDGE OPERATIONS
DESIGN, ENGINEERING AND CONSTRUCTION
EXECUTIVE MANAGEMENT
PUBLIC WAY MANAGEMENT

77%

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION

Office of the Commissioner
The Chicago Department of Transportation ("CDOT") is responsible for planning, designing, programming
and constructing infrastructure as part of the City's Capital Improvement Program ("CIP"). CDOT projects
include bridges, select subway and elevated transit stations, arterial streets, and viaducts. CDOT
operates, repairs and maintains all bridges, streets, street signs, pavement markings, street and alley
lights, and traffic signals.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 24 2,616,286 24 2,743,837

ALLOCATION
Personnel Services 2,412,421 2,550,552
Non-Personnel Services 203,865 193,285

2021
Program Summary and Description FTEs Funding
EXECUTIVE MANAGEMENT 24 2,822,112
Provides policy direction and executive management.
TURNOVER (78,275)

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Administration
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 62 5,112,139 57 5,015,682

ALLOCATION
Personnel Services 4,964,599 4,882,042
Non-Personnel Services 147,540 133,640

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 57 5,246,501

TURNOVER (230,819)

Program Summary

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Engineering
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 8,828,595 8,853,595
Vehicle Tax Fund 76 7,883,951 76 7,933,165
Motor Fuel Tax Fund 900,000 900,000
Community Development Block Grant 5,000,000 5,000,000
Other Grant Funds 226,418,000 578,938,000
Total Full-time Equivalent Positions and 76 $249,030,546 76 $601,624,760
Amounts

ALLOCATION
Personnel Services 7,488,627 7,515,501
Non-Personnel Services 241,541,919 594,109,259

2021
Program Summary and Description FTEs Funding
PROJECT DEVELOPMENT 5,000,000
Prepares surface transportation plans, studies, and policy recommendations
to enhance mobility, economic vitality, and quality of life in Chicago.
DESIGN, ENGINEERING AND CONSTRUCTION 76 597,093,081
Designs, develops, and manages the construction of bridges, asphalt and
concrete repair and replacement, transit, street lighting, traffic signals, and
other capital projects. Coordinates the use of the freight tunnel system.
TURNOVER (468,321)

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Traffic Safety
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 9 16,247,945 9 14,947,699

ALLOCATION
Personnel Services 903,624 936,729
Non-Personnel Services 15,344,321 14,010,970

2021
Program Summary and Description FTEs Funding
TRAFFIC SAFETY 9 14,997,877
Operates and manages traffic control signs and signals, effective
enforcement of traffic laws through the red-light camera and speed camera
programs, and use of innovative and advanced technologies for integrated
traffic management.
TURNOVER Program Summary (50,178)

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Infrastructure Management
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Vehicle Tax Fund 75 11,885,328 74 12,654,206

ALLOCATION
Personnel Services 5,440,081 5,547,316
Non-Personnel Services 6,445,247 7,106,890

2021
Program Summary and Description FTEs Funding
PUBLIC WAY MANAGEMENT 74 12,962,538
Coordinates the use of the public way, and manages and operates the Office
of Underground Coordination, the City Utility Alert Network, and One Call.
Issues public way permits, performs inspections of the public way, and
reviews construction projects for quality assurance.
TURNOVER (308,332)

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Sign Management
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 51 4,000,690 7 717,806
Motor Fuel Tax Fund 4,160,563 41 7,386,354
Total Full-time Equivalent Positions and 51 $8,161,253 48 $8,104,160
Amounts

ALLOCATION
Personnel Services 3,849,909 3,775,816
Non-Personnel Services 4,311,344 4,328,344

2021
Program Summary and Description FTEs Funding
EXECUTIVE MANAGEMENT 7 536,544
Provides policy direction and executive management.
SIGN MANAGEMENT 41 7,672,285
Manufactures and installs street signs, traffic signs, and various other signs
used by the City. Handles the repair and replacement of existing signs
based on citywide service requests.
TURNOVER (104,669)

Program Summary

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Project Development
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 37 6,588,451 37 5,050,381
Motor Fuel Tax Fund 715,466 815,466
Other Grant Funds 3 3,112,000 3 7,880,000
Total Full-time Equivalent Positions and 40 $10,415,917 40 $13,745,847
Amounts

ALLOCATION
Personnel Services 3,692,914 4,141,729
Non-Personnel Services 6,723,003 9,604,118

2021
Program Summary and Description FTEs Funding
PROJECT DEVELOPMENT 40 13,926,543
Prepares surface transportation plans, studies, and policy recommendations
to enhance mobility, economic vitality, and quality of life in Chicago.
TURNOVER (180,696)

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of Electrical Operations
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 79 9,774,489 15 3,663,091
Motor Fuel Tax Fund 194 24,632,049 253 30,648,242
Total Full-time Equivalent Positions and 273 $34,406,538 268 $34,311,333
Amounts

ALLOCATION
Personnel Services 27,997,782 27,720,185
Non-Personnel Services 6,408,756 6,591,148

2021
Program Summary and Description FTEs Funding
ELECTRICAL OPERATIONS AND MANAGEMENT 268 35,039,020
Maintains and repairs the street light, alley light, traffic signal, and fire alarm
systems in the city. Repairs circuits, relamps street lights and traffic signals,
and replaces broken or obsolete equipment. Supervises electrical system
improvement projects.
TURNOVER (727,687)

Program Summary

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF TRANSPORTATION

Division of In-House Construction
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 59 4,378,901 56 4,180,627
Vehicle Tax Fund 290 27,506,569 285 27,463,301
Motor Fuel Tax Fund 385 47,547,284 377 47,471,239
Total Full-time Equivalent Positions and 734 $79,432,754 718 $79,115,167
Amounts

ALLOCATION
Personnel Services 68,468,049 67,636,044
Non-Personnel Services 10,964,705 11,479,123

2021
Program Summary and Description FTEs Funding
DESIGN, ENGINEERING AND CONSTRUCTION 10 1,988,456
Designs, develops, and manages the construction of bridges, asphalt and
concrete repair and replacement, transit, street lighting, traffic signals, and
other capital projects. Coordinates the use of the freight tunnel system.
BRIDGE OPERATIONS 183 23,897,671
Performs routine repairs to bridges and provides staff at bridge houses with
roving patrols for timely bridge openings over commercial and public water
way transportation.
ASPHALT MAINTENANCE 186 22,490,563
Responsible for residential street and alley resurfacing, pothole patching,
pavement markings, and street and alley speed bump installation and
maintenance.
CONCRETE MAINTENANCE 339 32,604,339
Responsible for the repair and replacement of sidewalks, curbs, and gutters.
Ensures proper drainage and manages erosion prevention activities.
TURNOVER (1,865,862)

Program Summary

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF AVIATION largest aircraft operating today, and a parking garage.
• Completed construction on the expanded security
KEY FUNCTIONS checkpoint bridge over Cicero Avenue – a key
• Manage O’Hare and Midway International Airports component of the Midway Modernization Program
safely, effectively, and efficiently (“MMP”), the first new capital program in nearly 20
• Enhance economic activity and job creation within the years at the airport. In addition, the MMP includes a
City of Chicago and the region total reimagining of the concessions experience and
terminal parking garage enhancements.
• Continue to grow Chicago airports’ competitive
positions in the global aviation marketplace 2021 INITIATIVES
• Provide the very best services and amenities in an • Progress on O’Hare 21 will continue aggressively,
environment that reflects Chicago’s rich, diverse and with the Terminal 5 expansion progressing toward
unique character and continue to be the international completion, while planning, design and construction
leader in airport sustainability by integrating for the O’Hare Global Terminal (“OGT”) will continue.
environmental best practices into all aspects of airport The Federal Aviation Administration will continue its
opertations required Environmental Assessment for the project.
When complete, O’Hare 21 will totally reimagine
2020 KEY RESULTS
the passenger experience; maintain the airport’s
• Awarded final contracts to complete the O’Hare competitive position; and meet the airport’s long-term
21 design team who will design two new satellite infrastructure needs.
concourses and serve as the program’s lead civil • Anticipated completion of the OMP airfield
engineer that will transform the airport. reconfiguration after the Runway 9R/27L extension is
• Completed construction of the last full runway, 9C, finished in late 2021. This is already one of O’Hare’s
and broke ground on the final extension to runway most-utilized runways, and it soon will be able to
9R of the O’Hare Modernization Program (“OMP”) accommodate all aircraft in operation today – as well
airfield reconfiguration. Runway 9C is scheduled as balancing operations between the airfields.
to be commissioned in November 2020, while the • Connecting Chicagoans to airport jobs and
lengthened 9R will open in late 2021. These two opportunities, as well as small and diverse business
runway projects have created more than 4,900 jobs capacity building, will remain top department priorities.
during construction, and the overall program has As major capital projects at both airports continue, the
reduced system impact delays by 63 percent department is taking every opportunity to develop
• Completed necessary site/civil and foundation work capacity building programs, mentor-protégé programs,
for the Terminal 5 expansion. The $1.2 billion project and enlisting certified Assist Agencies in these efforts.
will support approximately 1,100 jobs and include new CDA has also established the virtual Aviation Learning
baggage handling systems, expansions to the existing Series to help businesses understand prequalification,
building, additional gate capacity to accommodate the the bidding process, and diverse capacity building.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

3% 1% 0%
7%

AIRFIELD OPERATIONS
CAPITAL DEVELOPMENT
14% 40% FACILITY MANAGEMENT
LANDSIDE OPERATIONS
SECURITY AND SAFETY MANAGEMENT
ADMINISTRATION
FINANCIAL MANAGEMENT
COMMERCIAL DEVELOPMENT AND CONCESSIONS
LEGAL AND CONTRACT MANAGEMENT

16%

17%

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF AVIATION

Chicago Midway Airport
The Chicago Department of Aviation ("CDA") manages all aspects of Midway and O'Hare International
airports including operations, maintenance, and capital improvements. CDA is also responsible for the
design, construction, and implementation of modernization programs at both airports.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Chicago Midway Airport Fund 298 119,256,637 299 118,123,547
Other Grant Funds 140,458,000 104,605,000
Total Full-time Equivalent Positions and 298 $259,714,637 299 $222,728,547
Amounts

ALLOCATION
Personnel Services 24,279,737 25,108,947
Non-Personnel Services 235,434,900 197,619,600

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 10 6,332,772

FINANCIAL MANAGEMENT 1,526,692

Directs financial matters concerning the airport system.
LEGAL AND CONTRACT MANAGEMENT 11,000
Provides direction on legal issues, contract processing, and review of all
airport contracts.
COMMERCIAL DEVELOPMENT AND CONCESSIONS 1,973,500
Manages all airport tenants and concession services.
CAPITAL DEVELOPMENT 25,390,300
Provides engineering and architectural services for airport development
projects. Manages noise abatement program.
AIRFIELD OPERATIONS 137 99,311,503
Provides for the safe operation of airplane ground movements, airfield
coordination, vehicle operations, snow and ice removal services, and
emergency response coordination.
LANDSIDE OPERATIONS 22 20,284,264
Manages ground transportation services at parking facilities.
SECURITY AND SAFETY MANAGEMENT 110 16,576,665
Provides airport safety and security services for the traveling public, airport
employees, and property.
FACILITY MANAGEMENT 20 52,412,889
Operates and maintains terminal and airfield facilities and equipment.
TURNOVER (1,091,038)

Program Summary

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INFRASTRUCTURE SERVICES

CHICAGO DEPARTMENT OF AVIATION

Chicago-O'Hare International Airport
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Chicago O'Hare Airport Fund 1,724 470,725,455 1,672 467,784,013
Other Grant Funds 509,747,000 451,811,000
Total Full-time Equivalent Positions and 1,724 $980,472,455 1,672 $919,595,013
Amounts

ALLOCATION
Personnel Services 149,615,155 149,468,313
Non-Personnel Services 830,857,300 770,126,700

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 60 27,516,425

FINANCIAL MANAGEMENT 43 14,894,289

Directs financial matters concerning the airport system.
LEGAL AND CONTRACT MANAGEMENT 15 1,501,904
Provides direction on legal issues, contract processing, and review of all
airport contracts.
COMMERCIAL DEVELOPMENT AND CONCESSIONS 17 14,339,203
Manages all airport tenants and concession services.
CAPITAL DEVELOPMENT 65 172,143,842
Provides engineering and architectural services for airport development
projects. Manages noise abatement program.
AIRFIELD OPERATIONS 506 360,236,482
Provides for the safe operation of airplane ground movements, airfield
coordination, vehicle operations, snow and ice removal services, and
emergency response coordination.
LANDSIDE OPERATIONS 207 137,285,561
Manages ground transportation services at parking facilities.
SECURITY AND SAFETY MANAGEMENT 421 62,572,552
Provides airport safety and security services for the traveling public, airport
employees, and property.
FACILITY MANAGEMENT 338 134,940,625
Operates and maintains terminal and airfield facilities and equipment.
TURNOVER (5,835,870)

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF WATER MANAGEMENT Plant (“SWPP”) Filter Building Roof Project. This is an
$80 million, 2.5-year project to replace a failing roof
KEY FUNCTIONS installed in 1940’s, abate lead paint and replace aging
• Provides capital improvement engineering services electrical and roof drainage systems.
for the design and construction of new water mains • Continued the Central Park Pumping Station
and sewer mains Conversion from Stream to Electric Power Project, with
• Operates, maintains, and repairs the City’s water and anticipated completion in mid-2022. This project will
combined sewer systems comprised of approximately provide a new and state-of-the-art pumping station.
4,300 miles of water mains, 48,049 hydrants, and As of June 2020, construction is 26 percent complete.
approximately 4,500 miles of sewer and storm water
2021 INITIATIVES
mains and 353,000 structures and manholes
• Maintains, repairs, and provides security for two water • Begin the SWPP Filter Underdrain Project, a $90
purification plants and 12 water pumping stations million 4-year project to replace filter underdrains
constructed in the 1940’s to the 1960’s that have
• Repairs broken water mains and sewer lines, deteriorated. The filter material will be replaced to
undertakes private sewer drain repairs to address meet the Ten State Standards.
water in basement service requests on residential
homes with less than four units • Complete the Jardine Water Purification Plant (‘JWPP”)
Laboratory Upgrade Project, spanning a period of
• Collects, purifies, tests, and distributes almost one three years that will upgrade the existing, outdated
billion gallons of fresh, clean, safe drinking water to water quality testing laboratory in order to furnish
Chicago and 123 suburbs daily it with the latest water quality testing equipment,
• Provides meter services management including repair, and other essential equipment. As of June 2020,
maintenance, and upgrades to existing meters construction is 58 percent complete. This project is
expected to be substantially complete in 2021.
2020 KEY RESULTS
• Complete the JWPP Medium Voltage Power
• Replaced 7.7 miles of sewer main, lined 31 miles of Distribution which includes replacement of non-
sewer main lining and completed 1,100 structures as maintainable switchgear and motor control centers
of June 2020. installed in 1950’s, replacement of temporary
• Replaced and installed 65 miles of water mains as generators with five permanent generators with diesel
of June 2020. After carefully reviewing the project fuel tanks and day tanks. The new generator building
locations, and in anticipation of the private drain pilot will increase capacity with state-of-art switchgears
study results, the 2020 goals of water main capital and motor control panels will be connected with the
construction will be updated to reflect necessary control system for remote monitoring and will increase
changes. the efficiency of electrical system to realize the savings
• Began construction on the Sawyer Water Purification in electrical loads.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2%
2% 2%
3%
5%
1%
4% SYSTEM MAINTENANCE
SYSTEM INSTALLATION
1%
38% CAPITAL DESIGN AND CONSTRUCTION SERVICES
WATER TREATMENT
9% WATER PUMPING
COMMUNICATIONS AND COORDINATION
ADMINISTRATION
METER OPERATIONS SUPPORT
WATER QUALITY
SAFETY AND SECURITY
ENGINEERING SERVICES
WATER METER MANAGEMENT
15% INSPECTION SERVICES

1%
17%

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INFRASTRUCTURE SERVICES

DEPARTMENT OF WATER MANAGEMENT

Commissioner's Office
The Department of Water Management ("DWM") is responsible for the delivery of water to Chicago
residents and suburban communities. DWM also transmits waste water from homes and businesses
along with storm water runoff from streets to the Water Reclamation system. Operations rely on a
network of purification plants, tunnels, pumping stations, structures, and water and sewer mains.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 78 12,144,163 76 12,068,789
Community Development Block Grant 5,000,000 15,000,000
Total Full-time Equivalent Positions and 78 $17,144,163 76 $27,068,789
Amounts

ALLOCATION
Personnel Services 5,132,902 5,057,528
Non-Personnel Services 12,011,261 22,011,261

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 18 3,962,148

SAFETY AND SECURITY 58 8,368,809

Coordinates employee safety measures and provides site security at water
and sewer system facilities.
SYSTEM MAINTENANCE 15,000,000
Maintains and repairs sewer mains, catch basins, and manholes to ensure
the free flow of storm and sanitary sewage and to prevent hazards to the
public. Performs normal and emergency repair and maintenance of water
distribution appurtenances.
TURNOVER (262,168)

DEPARTMENT OF WATER MANAGEMENT

Bureau of Administrative Support
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 43 4,820,655 40 4,620,716

ALLOCATION
Personnel Services 4,063,763 3,863,824
Non-Personnel Services 756,892 756,892

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 40 4,789,600

Program Summary
TURNOVER (168,884)

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INFRASTRUCTURE SERVICES

DEPARTMENT OF WATER MANAGEMENT

Bureau of Engineering Services
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 48 8,415,061 49 8,559,085
Sewer Fund 27 3,260,586 26 3,173,678
Other Grant Funds 11,642,000 14,447,000
Total Full-time Equivalent Positions and 75 $23,317,647 75 $26,179,763
Amounts

ALLOCATION
Personnel Services 7,410,687 7,473,203
Non-Personnel Services 15,906,960 18,706,560

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 2 275,008

CAPITAL DESIGN AND CONSTRUCTION SERVICES 39 3,944,495

Plans, designs, and supervises capital improvements to the sewer and water
systems.
ENGINEERING SERVICES 7 5,608,292
Provides the planning, analysis, and investigation necessary to maintain and
expand the water distribution and sewer systems. Prepares system atlases
and updates permanent records.
INSPECTION SERVICES 27 3,042,825
Protects public health and welfare by inspecting consumer plumbing to
ensure compliance with the municipal code. Inspects and evaluates the
condition of valves throughout the water system, and protects the water and
sewer systems from damage by private contractors.
WATER QUALITY 5,600,000
Conducts comprehensive water quality monitoring to ensure sanitary quality
is maintained throughout the water system.
SYSTEM INSTALLATION 7,181,000
Provides for the replacement of sewers, water mains, water valves, and fire
hydrants. Monitors the cleaning of large sewers by private contractors.
SYSTEM MAINTENANCE 1,040,000
Maintains and repairs sewer mains, catch basins, and manholes to ensure
the free flow of storm and sanitary sewage and to prevent hazards to the
public. Performs normal and emergency repair and maintenance of water
distribution appurtenances.
TURNOVER (511,857)

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF WATER MANAGEMENT

Bureau of Water Supply
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 616 92,436,667 588 90,282,399

ALLOCATION
Personnel Services 61,917,657 60,007,267
Non-Personnel Services 30,519,010 30,275,132

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 8 1,081,544

WATER QUALITY 50 10,343,710

Conducts comprehensive water quality monitoring to ensure sanitary quality
is maintained throughout the water system.
WATER PUMPING 205 30,729,515
Operates and maintains 12 pumping stations to provide sufficient water for
domestic, industrial, and firefighting needs.
WATER TREATMENT 325 50,830,007
Operates and maintains the City's two water purification plants.
TURNOVER (2,702,377)

Program Summary

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INFRASTRUCTURE SERVICES

DEPARTMENT OF WATER MANAGEMENT

Bureau of Operations and Distribution
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 743 90,349,553 720 88,260,019
Sewer Fund 558 76,268,890 548 75,360,264
Total Full-time Equivalent Positions and 1,301 $166,618,443 1,268 $163,620,283
Amounts

ALLOCATION
Personnel Services 122,097,739 119,620,992
Non-Personnel Services 44,520,704 43,999,291

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 16 2,039,980

ENGINEERING SERVICES 8 847,560

Provides the planning, analysis, and investigation necessary to maintain and
expand the water distribution and sewer systems. Prepares system atlases
and updates permanent records.
INSPECTION SERVICES 24 2,625,137
Protects public health and welfare by inspecting consumer plumbing to
ensure compliance with the municipal code. Inspects and evaluates the
condition of valves throughout the water system, and protects the water and
sewer systems from damage by private contractors.
SYSTEM INSTALLATION 46 49,221,886
Provides for the replacement of sewers, water mains, water valves, and fire
hydrants. Monitors the cleaning of large sewers by private contractors.
SYSTEM MAINTENANCE 1,151 110,751,409
Maintains and repairs sewer mains, catch basins, and manholes to ensure
the free flow of storm and sanitary sewage and to prevent hazards to the
public. Performs normal and emergency repair and maintenance of water
distribution appurtenances.
COMMUNICATIONS AND COORDINATION 23 2,115,942
Coordinates, schedules, dispatches, and issues work repair orders with
proper notices and permits via the 311 system. Coordinates with utility
companies and other City departments on the DIGGER Program and other
CDOT permitting and construction.
TURNOVER (3,981,631)

Program Summary

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INFRASTRUCTURE SERVICES
DEPARTMENT OF WATER MANAGEMENT
Bureau of Meter Services
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Water Fund 118 10,733,706 110 9,960,197

ALLOCATION
Personnel Services 10,458,706 9,685,197
Non-Personnel Services 275,000 275,000

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 3 321,212

METER OPERATIONS SUPPORT 35 2,989,732

Supports the City's water meter installation and repair programs.
WATER METER MANAGEMENT 72 7,175,079
Provides water meters to customers. Repairs meters, including remote
meters with read-out devices in the field. Reconditions and tests newly
designed meters, fire detector meters, and existing meters. Ensures the
accuracy and efficiency of meter readings, semi-annual assessments, and
new account examinations. Manages the processing of delinquent accounts.
TURNOVER (525,826)

Program Summary

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PUBLIC SAFETY

Public Safety
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Office of Public Safety Administration 30,560,047 135,591,779

Chicago Police Board 1,101,910 564,945
Chicago Police Department 1,757,498,349 1,698,590,492
Office of Emergency Management and Communications 202,919,050 133,977,954
Chicago Fire Department 677,812,297 738,357,735
Civilian Office of Police Accountability 13,753,178 13,314,826
Total - Public Safety $2,683,644,831 $2,720,397,731

Program Summary

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PUBLIC SAFETY

OFFICE OF PUBLIC SAFETY ADMINISTRATION 2021 INITIATIVES

KEY FUNCTIONS • Work with the Department of Procurement services on

efficiencies and consolidation of contracts.
• The Office of Public Safety Administration merges
the Finance and Administration function, which • Streamline public safety reimbursement processes for
includes finance, contracts, grants, facilities and special events to recover costs while providing better
general support as well as personnel management, services to City partners.
Information Technology and Medical across the Public
Safety departments. • Automate time and attendance for CPD, ensuring all
Departments are on the same system, decreasing
2020 KEY RESULTS reliance on manual entry and increasing efficiency
• Worked towards full operationalization of the Office and accuracy, while decreasing liability.
to align finance, human resources, information • Better coordinate grant applications and processes
technology and logistics functions to serve the public between the three departments to maximize funding
safety departments. received from State and Federal dollars.
• Hire a new Chief Medical Director to serve the needs
of the Chicago Fire Department (‘CFD”), the Office • Continue to work with CPD and CFD on civilianizing
of Emergency Management and Communications administrative functions - allowing sworn officers and
(“OEMC”) and the Chicago Police Department (“CPD”). uniformed fire personnel to be back on the streets to
This efficiency creates a streamlined approach to assist the communities they serve.
medical services and hiring processes across the
three departments.
• Began auditing all cross-departmental equipment,
including phones, vehicles, and IT, that led to the
identification of efficiencies through shared services.
• Worked with Public Safety Information Technology
on various initiatives to share technology resources
across departments.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

7% 1%

INFORMATION TECHNOLOGY
FINANCE AND ADMINISTRATION
PERSONNEL MANAGEMENT
ADMINISTRATION
48%

44%

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PUBLIC SAFETY

OFFICE OF PUBLIC SAFETY ADMINISTRATION

The Office of Public Safety Administration ("PSA") manages and implements all administrative functions
for the City of Chicago's public safety departments, including the departments of Police and Fire, and the
Office of Emergency Management and Communications.

2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 277 18,534,945 222 30,626,710
Emergency Communication Fund 113 12,025,102 106 68,475,593
Chicago Midway Airport Fund 0 42,238
Chicago O'Hare Airport Fund 0 32,238
Other Grant Funds 21 0 21 36,415,000
Total Full-time Equivalent Positions and 411 $30,560,047 349 $135,591,779
Amounts

ALLOCATION
Personnel Services 30,340,047 30,524,230
Non-Personnel Services 220,000 105,067,549

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 5 719,973

FINANCE AND ADMINISTRATION 134 60,405,256

PERSONNEL MANAGEMENT 87 10,082,636

INFORMATION TECHNOLOGY 123 66,827,059

TURNOVER (2,443,145)

Program Summary

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PUBLIC SAFETY

CHICAGO POLICE BOARD 2021 INITIATIVES

• Bring an independent and community-based voice
KEY FUNCTIONS to conversations with others involved in City policy
• Reviews disciplinary cases when the Superintendent making, where the Board will be strongly advocating
of Police files charges to discharge a sworn officer for policies that bring about meaningful police reform
from the Chicago Police Department (“CPD”) and greater accountability. This is part of the Board’s
• Resolves matters in which the Chief Administrator of role in recommending changes in CPD policy and
the Civilian Office of Police Accountability (“COPA”) rules.
and the Superintendent of Police do not agree • Continue to provide a fair and open process for
regarding the discipline of an officer deciding disciplinary cases in which CPD officers are
• Holds monthly public meetings that provide accused of serious misconduct.
an opportunity for all members of the public to
present questions and comments to the Board, the
Superintendent of Police, and the Chief Administrator
of COPA
• Nominates candidates for the position of
Superintendent of Police to the Mayor
• Considers appeals by applicants for a probationary
police officer position who have been removed from
CPD’s eligibility list due to the results of a background
investigation

2020 KEY RESULTS

• Conducted a nation-wide search and nominated to
the Mayor three candidates for Superintendent of the
CPD.
• Decided six disciplinary cases through July 31, 2020.
• Began holding disciplinary hearings via two-way video
conferencing so that fair hearings proceed in a timely
manner while at the same time protecting the health
and safety of the participants and the public during
the COVID-19 pandemic.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

POLICE DISCIPLINE

100%

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PUBLIC SAFETY

CHICAGO POLICE BOARD

The Police Board is an independent civilian body that oversees various activities of the Chicago Police
Department ("CPD"). The Police Board's powers and responsibilities include deciding cases involving
allegations of serious misconduct by police officers and other CPD personnel.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 2 1,101,910 2 564,945

ALLOCATION
Personnel Services 290,568 278,928
Non-Personnel Services 811,342 286,017

2021
Program Summary and Description FTEs Funding
POLICE DISCIPLINE 2 564,945
The Police Board decides disciplinary cases when the Superintendent of
Police files charges to discharge a sworn officer from the Chicago Police
Department, or to suspend an officer for more than 30 days.

Program Summary

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PUBLIC SAFETY

CHICAGO POLICE DEPARTMENT maximum resources to be focused on crime prevention

and rapid response.
KEY FUNCTIONS • Introduced the Critical Incident Response Team (“CIRT”)
and Community Safety Team (“CST”). CIRT consists of
The various offices, bureaus and groups throughout approximately 250 officers that focus on protecting
the Chicago Police Department (”CPD”) are primarily the First Amendment rights of peaceful protestors.
organized under two separate commands: The Office of CIRT consists of approximately 250 officers and is
Operations-Patrol and the Office of Constitutional Policing responsible for ensuring the safety of residents and
& Reform. Additional functions include: visitors during times of mass gatherings. This unit will
• Formerly the Bureau of Patrol, the Office of Operations- undergo specialized training and supervision, and will
Patrol oversees patrol operations throughout the five operate with appropriate field protocols for maintaining
Police Areas and 22 Districts in Chicago a presence at lawful gatherings, separate and distinct
• The Bureau of Detectives is responsible for from an appropriate response to unlawful criminal
investigating crimes and includes the Youth activity.
Investigations Division, Central Investigations Division 2021 INITIATIVES
and Forensic Services Division • Add more supervisors to the rank and file to improve
• The Bureau of Counter-terrorism and Special oversight and mentorship. A ratio of 10 officers per
Operations is responsible for all targeted operations sergeant is recommended to improve the span of
into both international and domestic criminal control for all field units. The addition of more sergeants
enterprises, effectively modernizing the previous will also improve the unity of command, allowing
Organized Crime Bureau, as well as coordination of supervisors to work with a consistent group of officers
intelligence and resources to ensure that Chicago each shift.
is protected from and can respond to a complex • Continue to expand the Neighborhood Policing
coordinated terrorist attack Initiative (“NPI”). This effort seeks to revolutionize
• The Office of Constitutional Policing & Reform manages community policing in Chicago by giving a group of
reform projects and initiatives within the Department. officers time away from the radio to focus on making
It includes the Training & Support Group, the Force genuine connections with community residents. These
Review Division and the Reform Management Group District Coordination Officers are already in place in
the 9th, 10th, 11th, 15th and 25th districts. The goal is to
2020 KEY RESULTS expand the NPI citywide by 2022.
• Announced a comprehensive restructuring plan that • Provide officers with quality training with a focus on
streamlined operations and deployed more than 1,100 areas of both greatest need and greatest impact. All
police officers and detectives back to the districts. officers will take part in an 8-hour in-service training
The reorganization reorients the connectivity between with My Block, My Hood, My City and Metropolitan
detectives, patrol and counter-terrorism units to Family Services in 2021 that teaches the history and
streamline the flow of information and provides for the culture of Chicago’s many vibrant neighborhoods.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

3% 2%
10%

OFFICE OF OPERATIONS
BUREAU OF COUNTER-TERRORISM
CONSTITUTIONAL POLICING AND REFORM
12% BUREAU OF DETECTIVES
OFFICE OF THE SUPERINTENDENT

73%

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CHICAGO POLICE DEPARTMENT

The Chicago Police Department ("CPD") protects the lives, property, and rights of all people, maintains
order, and enforces the law impartially. CPD provides quality police service in partnership with other
members of the community and strives to attain the highest degree of ethical behavior and professional
conduct at all times.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 14,287 1,635,918,179 13,669 1,556,686,263
Chicago Midway Airport Fund 74 8,785,338 74 8,403,457
Chicago O'Hare Airport Fund 220 25,219,832 220 24,157,772
Controlled Substances Fund 100,000 100,000
Chicago Police CTA Detail Fund 10,754,000 10,754,000
Other Grant Funds 128 76,721,000 132 98,489,000
Total Full-time Equivalent Positions and 14,709 $1,757,498,349 14,095 $1,698,590,492
Amounts

ALLOCATION
Personnel Services 1,552,097,631 1,517,861,738
Non-Personnel Services 205,400,718 180,728,754

2021
Program Summary and Description FTEs Funding
OFFICE OF THE SUPERINTENDENT 317 33,935,661
Responsible for the organization, promotion, and disciplinary action of all
Department members. Administers legal and legislative matters and various
labor agreements, improves the Department's response to domestic
violence, and works with residents through community policing, Disseminates
information to the public through the news media.
OFFICE OF OPERATIONS 11,004 1,265,265,861
Responsible for general field operations, including the protection of life and
property, apprehension of criminals, problem-solving to address chronic
crime and disorder problems, and enforcing traffic laws and City ordinances.
Coordinates and unifies the efforts to maximize use of Departmental
resources, personnel, and technology.
BUREAU OF DETECTIVES 510 50,457,845
Directs the efforts of personnel trained in apprehending offenders and
completing thorough and unified investigations. Serves as a liaison in
matters of criminal and juvenile-related offenses, providing district law
enforcement officers with investigative and arrest information, and
developing and presenting criminal cases.
BUREAU OF COUNTER-TERRORISM 1,598 210,676,911
Responsible for all targeted operation into both international and domestic
criminal enterprises. Coordinates intelligence
CHICAGO resources
POLICE to ensure that the
DEPARTMENT
City is protected from and can respond to a complex coordinated terrorist
attack. Summary and Description 2021
Program FTEs Funding
CONSTITUTIONAL POLICING AND REFORM 666 182,344,426
Responsible for managing reform projects and track reforming
implementation progress to ensure that Program
initiativesSummary
are completed correctly
and efficiently. Coordinates with the independent monitor so that CPD is
able to respond to requests for information in accordance with the Consent
Decree and the Illinois Attorney General.
TURNOVER (44,090,212)

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OFFICE OF EMERGENCY MANAGEMENT owners now have the ability to opt-in to messaging
AND COMMUNICATIONS to receive citywide and location-specific alerts
related to public safety incidents and weather-related
KEY FUNCTIONS emergencies tailored to the business community.
• Handles call taking and dispatch of all 9-1-1 emergency • Installed noise monitoring devices at six locations
calls across the city in support of the Chicago Police
Department’s motorcycle enforcement efforts. By
• Handles call taking for 3-1-1 non-emergency City
coupling camera technology, noise monitoring
service requests
devices, and analytic software in a first-of-its-kind
• Leads planning, training, and exercises for citywide pilot, the OEMC’s Operations Center and relevant
preparedness and resource coordination efforts Strategic Decision Support Center rooms are notified
related to disasters, emergencies, and large-scale of any groups of five or more motorcycles traveling in
special events groups.
• Operates the City’s Operations Center and Emergency
Operations Center 2021 INITIATIVES
• Deploys Traffic Control Aides at special events and • Work with citywide agencies to complete a
other critical locations comprehensive response and initial recovery plan and
exercise related to a complex coordinated terrorist
2020 KEY RESULTS attack incident.
• Led the citywide response effort related to COVID-19 • Continue citywide coordination efforts related to
in partnership with the Mayor’s Office and the Chicago the COVID-19 pandemic, including building on 2020
Department of Public Health. OEMC involvement efforts related to testing, feeding, personal protective
included developing the COVID-19 citywide task force; equipment, planning, resource coordination, housing,
coordinating resource requests citywide; organizing and logistics, but also future planning as it relates to
the citywide feeding plan; handling logistics related to the ongoing response to future waves, recovery, as
congregate, quarantine, isolation, and respite housing; well as the after action review of the incident as the
managing a donation distribution center; arranging situation evolves.
logistics around static and mobile testing sites; and • Expand research, development and implementation of
other supporting responsibilities. efforts to secure the City against instances of vehicular
• Completed work related to improving the location terrorism by securing additional portable assets, such
accuracy of cellular 9-1-1 calls. With this new technology, and portable bollards.
the 9-1-1 center is better able to locate callers calling
from a smartphone with location services activated.
• Launched an emergency text alert program for
businesses in partnership with the Department of
Business Affairs and Consumer Protections. Business

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

4% 3%

12%

POLICE AND FIRE OPERATIONS

EMERGENCY MANAGEMENT
41% CITY OPERATIONS
311 CITY SERVICES
ADMINISTRATION

41%

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OFFICE OF EMERGENCY MANAGEMENT AND COMMUNICATIONS

The Office of Emergency Management and Communications ("OEMC") manages incidents, coordinates
events, operates communications systems, and provides public safety technology to City departments
and agencies to strengthen their respective missions and protect lives and property in the City of
Chicago.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 1,075 26,133,602 173 10,665,629
Emergency Communication Fund 638 99,272,419 638 58,405,146
Chicago Midway Airport Fund 150 6,874,339 150 6,996,415
Chicago O'Hare Airport Fund 84 4,070,690 84 3,971,764
Other Grant Funds 16 66,568,000 16 53,939,000
Total Full-time Equivalent Positions and 1,963 $202,919,050 1,061 $133,977,954
Amounts

ALLOCATION
Personnel Services 92,499,684 81,725,256
Non-Personnel Services 110,419,366 52,252,698

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 25 4,048,941

POLICE AND FIRE OPERATIONS 606 55,689,535

Responsible for the dispatch of all Police, Fire, and Emergency Medical
Services through the City's 911 Center and Alternative Response Center
("ARS"), operating 24 hours a day, 7 days a week, 365 days a year.
EMERGENCY MANAGEMENT 23 55,604,184
Prepares Chicago for significant incidents (man-made, natural, and
technological), emergencies, planned events, and provides disaster
response and recovery assistance to residents and institutions. Mitigates the
effects of catastrophic events and provides operational coordination.
311 CITY SERVICES 72 4,866,004
Serves as the point of entry for residents, business owners, and visitors
requesting non-emergency City services and information.
CITY OPERATIONS 335 16,688,360
Provides traffic management and performs traffic control functions to ensure
the safe and effective movement of traffic throughout Chicago.
TURNOVER (2,919,070)

Program Summary

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CHICAGO FIRE DEPARTMENT • Prepared to open the second largest firehouse in

Chicago in November. This new, innovative “super”
KEY FUNCTIONS firehouse, located near 119th and Morgan, will serve
• Extinguishes fires that harm life, property, or the the far south side of the City.
environment • Implemented a tablet-based system to track and
• Performs search, rescue and emergency medical transmit compliance and inspection data on Fire
services (“EMS”) Prevention Bureau building inspections to improve
inspection efficiency and results.
• Provides maritime fire and EMS to a 15-mile limit in
Lake Michigan • Continued efforts to modernize firehouses by
constructing gender designated bathrooms, shower
• Inspects buildings and commercial venues for fire rooms, locker rooms, and private rooms.
code compliance
• Provides public education on fire awareness and 2021 INITIATIVES
safety • Continue developing a firehouse in downtown
• Detects hazardous materials and mitigates damage to Chicago that will house Engine 42 among other units
Chicago communities within a new high-rise.
• Serves as training hub for northeastern Illinois area • Increase the training and exercise program over 2020
fire and police departments levels to address joint homeland security tactical
courses for frontline fire companies and police officers
2020 KEY RESULTS throughout the City.
• Deployed specially outfitted ambulances and transport • Build upon partnerships with retailers to offer below
vans in response to the COVID-19 pandemic. Each market-cost smoke detectors in stores citywide. This
were subjected to specialized cleaning after each use will ensure smoke detectors are affordable, available,
to ensure full decontamination. Transport vans were and accessible in all homes.
used to safely move COVID-19 patients from critical • Amplify virtual reality “Fire Escape” program in
care to standard care facilities, freeing up needed Chicago Public Schools to educate students on
space in critical care facilities. methods to escape fires using virtual reality.
• Assisted State-run COVID-19 testing facilities with
personnel and standby ambulances.
• Expanded police and fire active shooter response
training and exercise program to Chicago Public
Schools. The trainings provided an opportunity to
discuss and test multi-agency incident management;
utilize scenarios to test inter-agency communication
and coordination methods; and offer multi-agency
cross training to build capabilities.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2% 2%
7%

FIRE SUPPRESSION AND RESCUE OPERATIONS

13% EMERGENCY MEDICAL SERVICES
ADMINISTRATION
FIRE PREVENTION
SUPPORT SERVICES

75%

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CHICAGO FIRE DEPARTMENT

The Chicago Fire Department ("CFD") is responsible for the safety of residents and property by providing
emergency services, including extinguishing fires, investigating causes of fires, enforcing the Fire
Prevention Code, and administering emergency medical care. CFD utilizes the latest training methods
and drills to keep Chicago safe from natural and man-made emergencies.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 4,836 601,264,404 4,803 644,435,437
Chicago Midway Airport Fund 68 7,863,531 68 8,181,646
Chicago O'Hare Airport Fund 244 28,595,362 243 30,988,652
Other Grant Funds 10 40,089,000 10 54,752,000
Total Full-time Equivalent Positions and 5,158 $677,812,297 5,124 $738,357,735
Amounts

ALLOCATION
Personnel Services 609,245,254 663,898,880
Non-Personnel Services 68,567,043 74,458,855

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 82 52,728,575

FIRE SUPPRESSION AND RESCUE OPERATIONS 4,066 573,758,990

Conducts fire fighting and rescue operations. Encompasses the
Department's Special Operations and Fire Investigation divisions.
EMERGENCY MEDICAL SERVICES 831 102,502,300
Provides emergency medical care and hospital transport utilizing advanced
life support ("ALS") ambulances, as well as engine companies and fire trucks
equipped with advanced life support equipment.
SUPPORT SERVICES 56 13,542,356
Provides logistical support, including managing the storage, distribution, and
maintenance of supplies, equipment, and departmental technology.
FIRE PREVENTION 89 17,484,230
Inspects schools, institutions, and places of public assembly for compliance
with the City of Chicago Fire Code.
TURNOVER (21,658,716)

Program Summary

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CIVILIAN OFFICE OF POLICE ACCOUNTABILITY • Engaged with an external subject matter expert to
create a community-based mediation program. The
KEY FUNCTIONS program will highlight the importance of community
• Provides a just and efficient means to fairly and timely involvement and principles of restorative justice.
conduct investigations of police misconduct, and • Increased community engagement through
determine whether allegations of police misconduct participation in many ward and community meetings
are well-founded in every police district to keep stakeholders informed.
• Identifies and address patterns of police misconduct • Directly engaged nearly 300 complainants and more
• Makes policy recommendations to improve the than 1,000 community stakeholders through virtual
Chicago Police Department (“CPD”), thereby reducing meetings.
incidents of police misconduct • Received 407 protest-related complaints, retaining
169. COPA was well positioned to respond immediately
2020 KEY RESULTS to these complaints, creating a specialized team
• Increased pending investigations by 16 percent in the to promptly review and respond, coordinating with
year ending June 30, 2020. CCSAO and the Federal Bureau of Investigations.
Having already completed several investigations,
• Closed 10 Officer Involved Shooting investigations,
COPA is currently investigating 140 protest- related
five of which included sustained violations through
complaints.
June 30, 2020.
• Concluded 80 percent of cases closed through June 2021 INITIATIVES
30, 2020 in less than one year. • Work to achieve compliance with essential Consent
• Recommended discharge in 11 cases closed through Decree mandates, including continuing to build a
Q2 2020. community centered mediation program, amend its
• Obtained Police Board enforcement of recommended ordinance to support investigative capability and
discipline in more than three quarters of the Office further enhance data collection and reporting.
of Civilian Police Accountability (“COPA”) related • Pursue policy recommendations and address patterns
decisions from September 2017 through July 2020. of police misconduct to improve accountability
• Made substantial progress in 2020 as the department throughout CPD, address incidents of police
continues to improve policies to achieve full misconduct, and support constitutional policing.
compliance with the Consent Decree. • Expand youth outreach in Department of Family and
• Continued to address its shared interests with Cook Support Services summer programs to introduce
County State’s Attorney’s Office (“CCSAO”) and CPD the importance of civilian oversight and police
in investigating sex-based allegations. The goal is to accountability.
minimize victim trauma through joint interviews and
collaborative investigative strategy.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

3% 1%
7%

INVESTIGATIONS
11% ADMINISTRATION
LEGAL
INFORMATION TECHNOLOGY
PUBLIC AFFAIRS
TRAINING

13%

65%

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CIVILIAN OFFICE OF POLICE ACCOUNTABILITY

The mission of the Civilian Office of Police Accountability ("COPA") is to provide a just and efficient
means to fairly and timely conduct investigations of alleged police misconduct within its jurisdiction. COPA
determines whether those allegations are well-founded by applying a preponderance of the evidence
standard, and identifying and addressing patterns of police misconduct. Based on information obtained
through such investigations, COPA makes policy recommendations to improve the Chicago Police
Department and reduce incidents of police misconduct.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 151 13,753,178 140 13,314,826

ALLOCATION
Personnel Services 11,618,022 11,176,496
Non-Personnel Services 2,135,156 2,138,330

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 18 1,814,767

INVESTIGATIONS 99 9,053,981
Conducts investigations into allegations of misconduct against members of
the Chicago Police Department including incidents involving excessive force,
domestic violence, coercion and verbal abuse, as well as incidents involving
death or serious injury to a member of the public.
LEGAL 17 1,562,738
Within the Administration Section, the legal department provides advice and
counsel to the investigative staff as well as oversees legal matters in which
the agency is involved.
PUBLIC AFFAIRS 6 463,204
Responsible for all outreach and communications with the public including
the implementation of transparency policies and public reporting.
TRAINING 209,800
COPA training and professionial development activities as required by
ordinance and Consent Decree.
INFORMATION TECHNOLOGY 924,165
Information Technology activities supporting the agency's investigative
process and data reporting tools
TURNOVER (713,829)

Program Summary

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CIVILIAN OFFICE OF POLICE ACCOUNTABILITY

Per Section 2-78-105 of the Municipal Code, COPA’s annual budget shall not be less than one percent (1.0 percent)
of the annual appropriation of all non-grant funds for the Chicago Police Department (“CPD”) contained in the annual
appropriation ordinance for that fiscal year.

FUNDING FLOOR 2021

BASE RECOMMENDATION

CPD Fund 100 $1,556,686,263

CPD Fund 610 $8,403,457
CPD Fund 740 $24,157,772
CPD Fund 0994 $100,000
CPD Fund 0B25 $10,754,000
Total Funds $1,600,101,492
1.0 Percent Floor $16,001,015

COPA 2021
BUDGET RECOMMENDATION

Personnel Services $11,176,496

Non-Personnel Services $2,138,330
Total COPA Budget Allocation $13,314,826
Fringe* $5,075,247
Total $18,390,058

*Fringe is calculated based on benefit expenditures from Finance General. This includes employee healthcare,
pension, unemployment insurance, workers compensation and general liability insurance, social security
(employer’s share), and Medicare. The calculated fringe rate for 2020 is 45.41 percent.

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Community Services
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Chicago Department of Public Health 511,791,298 518,436,411

Chicago Commission on Human Relations 2,955,975 2,796,074
Mayor's Office for People with Disabilities 7,577,109 7,760,748
Department of Family and Support Services 803,005,109 780,489,814
Chicago Public Library 85,236,915 111,697,461
Total - Community Services $1,410,566,406 $1,421,180,508

Program Summary

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COMMUNITY SERVICES

CHICAGO DEPARTMENT OF PUBLIC HEALTH and deflection program to all police districts, began
reporting overdose data on a monthly basis, initiated a
KEY FUNCTIONS South Side task force, and led a learning collaborative
• Provides health protection including emergency of safety net and other hospitals to increase
preparedness, environmental permitting and medication-assisted treatment.
inspections, food protection, lead poisoning • Awarded grants to street outreach and victim service
prevention, vector control, and disease control organizations in communities at highest risk of
• Administers behavioral health services including violence to expand violence interruption training,
violence prevention, substance use, and mental health crisis intervention and de-escalation services, linking
victims of violence to mental health supports.
• Supports maternal, infant, child and adolescent health
• Issued new permitting rules for large recycling
• Provides HIV/STI prevention, housing and care, facilities with community input that includes strong
treatment, partner services, research and data analysis requirements for air and noise assessment and
• Leads community engagement, public information, monitoring, as well as other measures to minimize
epidemiology, and research, with a focus on preventing dust and pollution.
chronic disease • Launched the implementation of Healthy Chicago
2020 KEY RESULTS 2025, the citywide plan to promote racial equity
and close the life expectancy gap through initiatives
• Led nationally recognized response to the COVID-19 focused in key areas to addressing the root causes of
pandemic through data analysis, testing, case health– including housing, food access, neighborhood
investigation, contact tracing, quarantine and isolation, development and community safety.
health care system support, and dissemination of
public guidance. As of August 2020, the outbreak has 2021 INITIATIVES
been well controlled in the city; area hospitals have • Continue to prevent and mitigate the spread of
maintained sufficient capacity to meet demand and COVID-19, bolstering the local response with new
the Chicago Department of Public Health (“CDPH”) state and federal support to expand innovative testing
has distributed more than 12 million units of personal strategies, laboratory capacity, and contact tracing.
protective equipment. CDPH will lead the implementation of a widespread
• Advanced key strategies from the Mental Health vaccination campaign, with a focus on public outreach
Transformation Framework through investments to and education to ensure that the response successfully
enhance existing City-run clinics, increase access to reaches communities at greatest risk.
mental health care through Federally Qualified Health • Through Healthy Chicago 2025, collaborate with
Centers and other outpatient clinics, and extend other departments to embed health and racial equity
community-based supports for people with severe in policies such as strengthening environmental
mental illness. protections for communities that are most vulnerable
• Addressed the issue of increasing opioid use and to the effects of pollution and adopting health metrics
overdose by expanding the successful diversion for the citywide Plan.
PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

1%
13%
HIV / AIDS / STI SERVICES
EMERGENCY PREPAREDNESS
7% MATERNAL/INFANT/CHILD/ADOLESCENT HEALTH
MENTAL HEALTH SERVICES
38%
TUBERCULOSIS CONTROL
5% BEHAVIORAL HEALTH
LEAD POISONING PREVENTION
CHRONIC DISEASE
ADMINISTRATION
6% VACCINE PREVENTABLE DISEASES
SUBSTANCE USE DISORDER
1%
FOOD PROTECTION
6% ENVIRONMENTAL HEALTH AND PERMITTING
EPIDEMIOLOGY
1% 2% COMMUNICABLE DISEASE
2% 2%
15%

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CHICAGO DEPARTMENT OF PUBLIC HEALTH

Department of Public Health
The Chicago Department of Public Health ("CDPH") provides guidance, services, and strategies that
make Chicago a healthier and safer city. By working with community partners to promote health, prevent
disease, reduce environmental hazards, and ensure access to care, CDPH addresses the needs of the
City's residents while working to develop innovative solutions to emerging public health matters. CDPH's
focus and duties include: identifying, analyzing and tracking ongoing health related issues and guiding
public health actions; inspecting food establishments; delivering services directly through delegate
agencies; establishing a public health presence in City neighborhoods; and promoting health, living
among residents through policy and public education campaigns.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 225 54,960,346 221 57,174,490
Community Development Block Grant 73 14,118,659 74 14,193,921
Other Grant Funds 320 442,712,293 533 447,068,000
Total Full-time Equivalent Positions and 618 $511,791,298 828 $518,436,411
Amounts

ALLOCATION
Personnel Services 71,376,269 131,304,606
Non-Personnel Services 440,415,029 387,131,805

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 64 11,756,132

HIV / AIDS / STI SERVICES 100 66,844,572

Provides and supports comprehensive services relating to HIV and other
sexually transmitted infections. Services are provided and supported by
CDPH in clinical and community settings through funding to delegate
agencies. Collects data on HIV/AIDS and STI cases.
FOOD PROTECTION 52 6,213,547
Promotes food safety and sanitation through the inspection of food
establishments and by providing technical assistance on food safety to
businesses and the public. Conducts inspections and enforcement actions
related to summer festivals.
COMMUNICABLE DISEASE 28 3,679,585
Maintains citywide surveillance of reportable communicable diseases.
Conducts epidemiological analysis to identify trends and implement
prevention and intervention strategies. Investigates outbreaks of diseases
and makes recommendations on control and treatment. Educates the public
and organizations on communicable diseases and prevention.

Program Summary

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CHICAGO DEPARTMENT OF PUBLIC HEALTH

Department of Public Health
2021
Program Summary and Description FTEs Funding
TUBERCULOSIS CONTROL 15 3,471,746
Maintains citywide surveillance and case management of all diagnosed
tuberculosis ("TB") cases in Chicago, including providing directly observed
therapy and ensuring the provision of specialized treatment. Investigates the
status of TB cases and conducts TB screening and prevention activities for
high-risk populations.
VACCINE PREVENTABLE DISEASES 31 78,089,614
Provides vaccines to those at high risk for under-immunization. Assures
delivery of immunization through direct services at clinics or other sites,
coordinates healthcare provider education and manages activities among
community-based organizations to identify and immunize high-risk children
and adults. Maintains citywide surveillance of vaccine-preventable diseases.
MENTAL HEALTH SERVICES 73 29,953,980
Provides outpatient mental health services for adults, including case
management, psychosocial rehabilitation, crisis intervention through mental
health assessments, and group and individual therapy to help clients
increase functional capacity and achieve individualized treatment plan
objectives. Services are also supported in clinical and community settings
through funding to delegate agencies.
SUBSTANCE USE DISORDER 10 10,860,077
Supports a continuum of substance use prevention and treatment services,
including promoting medication-assisted treatment in primary care settings
and supporting outpatient, intensive outpatient, and residential treatment, as
well as recovery homes. Promotes Naloxone availability to treat opioid
overdoses, educates healthcare providers, and collects and analyzes data
for substance use disorders to inform evidence-based interventions.
BEHAVIORAL HEALTH 14 30,287,968
Supports community partners to reduce children's exposure to violence, teen
dating violence, and bullying; implements community outreach, public
awareness, and social networking violence prevention and mental health
strategies. Supports mental health services related to violence, including
crisis intervention, crisis response and recovery, and child sexual assault.
Promotes trauma-informed practices and fund community and school
restorative justice programs.
LEAD POISONING PREVENTION 45 12,269,543
Works to combat lead poisoning by ensuring children are tested for lead,
educating parents, providers, and property owners on the dangers of lead,
and enforcing City and State laws to inspect homes of children with lead
poisoning and ensure lead hazards are properly eliminated. Collects and
analyzes data and ensures lead poisoned children receive appropriate
services.

Program Summary

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CHICAGO DEPARTMENT OF PUBLIC HEALTH

Department of Public Health
2021
Program Summary and Description FTEs Funding
CHRONIC DISEASE 1,519,625
To reduce chronic disease and other health outcome disparities by building
and sustaining capacity to address neighborhood environments and
social/institutional inequities.
MATERNAL/INFANT/CHILD/ADOLESCENT HEALTH 71 26,129,679
Provides population level and direct health and supportive services to infants,
children, adolescents, and women who are pregnant or of reproductive age.
Services include education, home visits, nutritional services, and school-
based health services.
EMERGENCY PREPAREDNESS 45 38,275,967
Implements preparedness response programs for bioterrorism, infectious
disease outbreaks, and other public health threat. Establishes plans, trains
staff, and conducts exercises and drills to improve public health and health
care readiness. Administers federal funds for hospital preparedness.
EPIDEMIOLOGY 237 198,773,486
Analyzes and maps health data to inform policy, planning, and interventions.
ENVIRONMENTAL HEALTH AND PERMITTING 43 6,408,458
Performs routine and complaint-generated inspections to ensure
environmental protection laws are enforced to keep residents healthy and
safe. Environmental permits are also administered.
TURNOVER (6,097,568)

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COMMUNITY SERVICES

COMMISSION ON HUMAN RELATIONS Vouchers (i.e. Section 8) and race. The study was
conducted in four different community areas and
KEY FUNCTIONS
found that discrimination against renters with Housing
• Investigates and adjudicates complaints of Choice Vouchers and Blacks continues to be a barrier
discrimination to housing choice.
• Mediates community conflicts and conducts peace • The Commission continues to work with the U.S.
circles Department of Housing and Urban Development
• Provides educational workshops (“HUD”) to fulfill the federal requirements to become a
• Advocates for and assists hate crime victims Fair Housing Assistance Program agency.

2020 KEY RESULTS 2021 INITIATIVES

• Led the City’s efforts to develop the Cook County • Work with the Mayor’s Office of Equity and Racial
Regional Assessment of Fair Housing in collaboration Justice to conduct equity training workshops for City
with more than a dozen municipalities and public employees. The workshops will help participants
housing agencies. The report identifies barriers to understand what equity is and why it continues to be
fair housing and offers detailed strategies to address important to incorporate equity into all City policies,
them. procedures, and programs.
• Produced a new Hate Crime Training Video tailored • Develop and implement a new Bystander Intervention
for the general public that explains what a hate crime training program. This workshop will train participants
is, what to do if you believe you are a victim of a hate on safe ways to help stop a hate crime from occurring,
crime, and services available for victims. prevent someone from being bullied, and how to
• Developed and participated in a webinar with Asian intervene to reduce tension during a conflict. The
community organizations called, “Hate Crime in training will be offered to schools, youth service
the Age of COVID-19.” The webinar discussed the agencies, and community groups.
increase of hate crimes and bias incidents against • Develop internal protocols to employ a racial equity
Asians in the U.S. since the outbreak of COVID-19 and lens to review all operations of the department
provided information on how to stay safe in the face of including service delivery, human resources, and
hate. The webinar drew more than 1,000 viewers from fiscal operations.
across the country and overseas, with participants
joining in from as far as Singapore.
• Completed a fair housing testing study in partnership
with Roosevelt University and John Marshall Law
School examining housing discrimination based
on source of income, specifically Housing Choice

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

18%

HUMAN RIGHTS COMPLIANCE

ADMINISTRATION
COMMUNITY RELATIONS

54%

28%

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CHICAGO COMMISSION ON HUMAN RELATIONS

The Chicago Commission on Human Relations ("CCHR") promotes appreciation of Chicago's diversity
and works to eliminate prejudice and discrimination. Commissioners, advisory councils, and staff conduct
proactive programs of education, intervention, and constituency building to discourage bigotry and bring
people together. CCHR enforces the Chicago Human Rights Ordinance and Chicago Fair Housing
Ordinance.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 11 1,091,268 11 1,065,905
Community Development Block Grant 8 1,864,707 8 1,730,169
Total Full-time Equivalent Positions and 19 $2,955,975 19 $2,796,074
Amounts

ALLOCATION
Personnel Services 2,079,816 2,052,927
Non-Personnel Services 876,159 743,147

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 2 814,798

HUMAN RIGHTS COMPLIANCE 13 1,562,159

Enforces the Chicago Human Rights and Fair Housing Ordinances.
Investigates complaints of housing, employment, public accommodations,
and credit discrimination based on race, color, ancestry, national origin,
religion, disability, age (over 40), sex, sexual orientation, gender identity,
marital status, parental status, military status, source of income, credit
history (employment only), and criminal history (employment only).
COMMUNITY RELATIONS 4 519,022
Responds to tensions that may arise due to racial, ethnic, and other forms of
difference to prevent hate crimes and violence. Assist in conflict resolution
through dialogue and understanding. Advocates for and assists hate crime
victims, and provides human relations workshops and presentations on such
topics as prejudice reduction, hate crimes, and bullying.
TURNOVER (99,905)

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MAYOR’S OFFICE FOR PEOPLE WITH DISABILITIES • Provided direct service/information assistance
to 3,050 individuals with disabilities, completed
KEY FUNCTIONS 200 referrals for job training/placement with 86
• Provides direct independent living services job placements; and 29 benefit analyses through
Employment Services/Work Incentives Planning and
• Enforces accessibility compliance Assistance (“WIPA”) grant staff.
• Administers the home modification program
• Promotes and advances legislation and policy related 2021 INITIATIVES
to disability issues • Implement recommendations of the Mayoral Task
• Offers employment programs Force on Employment and Economic Development
Opportunity Task Force, specifically increasing
• Conducts Disability awareness training
entrepreneurship opportunities, developing a
• Provides deaf and hard-of-hearing programs workforce development platform, addressing student
transition needs and increasing financial literacy. With
2020 KEY RESULTS
funding from Citi and as part of the Empowered Cities
• Worked with Mayor’s Office to amend the Chicago Initiative, the department has hired a Project Manager
Minimum Wage Ordinance to eliminate Section 14(c) to address these and other employment and financial
certificates which allowed organizations to pay people wellness inequities of Chicagoans with disabilities.
with disabilities below the minimum wage. Chicago • Enhance staff training to include diversity and inclusion
is only the second city in the nation to eliminate this training and establish an Americans with Disabilities
exemption. Act (“ADA”) Coordinator Program with other City
• Completed 22 HomeMod projects as of mid-2020, departments.
which provides home modifications for qualified • Evaluate and implement department programs/
homeowners or renters with disabilities. 81 are services protocols for members of the public in light
expected to be completed by end of 2020. of COVID-19, so that services can continue to be
• Provided the following direct services through June provided both in person and virtually.
2020: responded to 8,115 information resource calls;
provided independent living services to 238 clients;
provided home delivered meals to 137 individuals; and
provided personal assistance/homemaker services to
112 clients.
• Completed 546 permit plan reviews and 144 pre-
permit plan reviews, responded to 1,138 requests for
technical assistance and conducted 16 site inspections
through June 2020.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

2% 3%
3%
5%
23%
POLICY AND ADMINISTRATION
7% OPERATIONS
INDEPENDENT LIVING PROGRAM
ADMINISTRATION

7% INTERGOVERNMENTAL AFFAIRS
INTERNATIONAL RELATIONS
PRESS OFFICE
DISABILITY RESOURCES
1%
EXECUTIVE
EMPLOYMENT SERVICES
8% 16%
PREVENTION PROGRAMS
ACCESSIBILITY COMPLIANCE

10%
14%

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MAYOR'S OFFICE FOR PEOPLE WITH DISABILITIES

The Mayor's Office for People with Disabilities ("MOPD") promotes total access, full participation, and
equal opportunity in all aspects of life for people with disabilities through education and training,
advocacy, and direct services.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 14 1,915,294 15 1,873,653
Community Development Block Grant 12 4,220,815 12 4,335,095
Other Grant Funds 4 1,441,000 4 1,552,000
Total Full-time Equivalent Positions and 30 $7,577,109 31 $7,760,748
Amounts

ALLOCATION
Personnel Services 3,644,433 3,661,727
Non-Personnel Services 3,932,676 4,099,021

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 9 2,055,538

EMPLOYMENT SERVICES 3 536,857

Provides intensive one-on-one and in group settings Social Security
Administration services, (Benefits Analyses) to SSI/SSDI recipients currently
working or have recent job offers. This is an effort to accurately clarify the
impact of work on the SSA and Public benefits with the support of
Community Service providers particularly those in the targeted underserved
areas.
ACCESSIBILITY COMPLIANCE 5 551,812
Responsible for reviewing and approving public and private entities in the
City for compliance with local, state, and federal disability rights and
accessibility laws.
PREVENTION PROGRAMS 2 472,005
Provides educational and referral services for substance abuse prevention,
since focusing on underage drinking and marijuana use by youth who are
deaf and hard of hearing. Programs also implement other strategies for
increasing self-esteem, and encouraging positive lifestyles.
DISABILITY RESOURCES 9 1,397,920
Enrolls clients in appropriate programs for services and assistance.
Advocates on behalf of clients when appropriate, enabling them to live
independently.
INDEPENDENT LIVING PROGRAM 3 2,889,724
Supports services designed to enhance independent living and quality of life
for people with disabilities, including individualized needs assessment, in-
home assistive devices, and personal care or homemaker services.
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COMMUNITY SERVICES

DEPARTMENT OF FAMILY AND SUPPORT SERVICES online application to reduce barriers for individuals
applying for assistance.
KEY FUNCTIONS • Supported nearly 11,000 seniors weekly through the
• Manages community-based Chicago early learning Home Delivered Meals program: a 60 percent increase
programs including Early Head Start, Head Start, Pre- as a result of the COVID-19 stay-at-home order.
school for All and Prevention Initiative • Launched the Chicago Youth Service Corps (“CYSC”),
• Supports programs for victims of intimate partner a six-week virtual program as a result of the COVID-19
and teen dating violence including the 24/7 domestic pandemic. 2,000 youth, ages 16-24, were employed
violence hotline, counseling, and legal advocacy and offered opportunities for leadership development,
services community service, and project-based learnings within
• Manages the City’s 3,000 plus shelter bed network their own neighborhoods.
program, and provides outreach and supportive service
2021 INITIATIVES
programs for person’s experiencing homelessness
• Provides comprehensive social services and case • Create a shared, cloud-based integration of data
management at six Community Service Centers across community-based and school-based sites
throughout the City to improve outcomes for the children and families
enrolled in Chicago Early Learning Programs. Once
• Offers Chicago seniors in-home and caregiver fully operational, educators will be able to see the
services, and social, educational and recreation implications of early childhood outcomes and their
activities at 21 regional and satellite centers persistence through third grade assessment which
• Provides career counseling, job readiness and correlates with high school graduation.
skills training, job placement assistance, and case • Implement a youth-dedicated Flexible Housing Pool
management services to house more than 200 young people experiencing
• Creates programs and initiatives that leverage the housing instability or homelessness with a focus on
assets and strengths of youth ages 6-24 to support youth who have complex physical and behavioral
their growth and development health needs, and/or criminal justice involvement.
• Support youth at the highest risk of violence
2020 KEY RESULTS
involvement in their communities by increasing their
• Supported 70 housing units for victims of domestic self-efficacy and assisting with their transition to
violence through the Rental Assistance and Rapid adulthood through the new Service Coordination and
Rehousing Programs with rental subsidies and other Navigation Program. The program intends to leverage
cash assistance to help families and individuals interventions that can help reduce youth involvement
maintain permanent and stable housing. in violence as well as their engagement with the
• Revamped the rental assistance program by juvenile and criminal justice systems. This model
leveraging $12 million in federal CARES Act funding leverages best practice research and community
to prevent households from becoming homeless as stakeholder feedback.
a result of the COVID-19 pandemic and launched an
PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM
1%
7%
3%

CHILD SERVICES
13% DOMESTIC VIOLENCE
YOUTH SERVICES
WORKFORCE SERVICES
HOMELESS SERVICES
HUMAN SERVICES
2% SENIOR SERVICE PROGRAMS
ADMINISTRATION
59%

14%

1%

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DEPARTMENT OF FAMILY AND SUPPORT SERVICES

The Department of Family and Support Services ("DFSS") supports coordinated services to enhance the
lives of Chicago residents, particularly those in need, from birth through the senior years. DFSS promotes
the independence and well-being of individuals, supports families, and strengthens neighborhoods by
providing direct assistance and administering resources to a network of community based organizations,
social service providers, and institutions.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 102 92,791,106 94 95,388,336
Human Capital Innovation Fund 2,174,000 1,836,000
Houseshare Surcharge - Homeless Services Fund 5,138,000 6,176,000
Houseshare Surcharge - Domestic Violence Fund 3,155,000 2,422,000
Community Development Block Grant 28 25,386,296 28 25,507,478
Other Grant Funds 299 674,360,707 299 649,160,000
Total Full-time Equivalent Positions and 429 $803,005,109 421 $780,489,814
Amounts

ALLOCATION
Personnel Services 64,268,234 51,989,753
Non-Personnel Services 738,736,875 728,500,061

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 77 10,129,183

CHILD SERVICES 113 458,246,723

Manages comprehensive Head Start and Child Care programs serving
families of children ages birth to 12.
YOUTH SERVICES 14 109,297,204
Coordinates out-of-school activities, counseling, and mentoring programs for
youth ages six to 18. Provides employment and training activities for youth
and provides an alternative for youth entering the juvenile justice system
through the Juvenile Intervention Support Center.
HOMELESS SERVICES 23 103,677,479
Coordinates programs for people who are homeless or at imminent risk of
homelessness as well as funds community agencies that provide housing
and other supportive services. Assists with non-life-threatening situations by
providing well-being checks, responding to requests for emergency shelter or
relocation, and social services.
DOMESTIC VIOLENCE 4 7,325,428
Oversees the City's domestic violence hotline. Collaborates with a network
of community-based delegate agencies to provide victims of domestic
violence and their families with support and services.

Program Summary

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DEPARTMENT OF FAMILY AND SUPPORT SERVICES

2021
Program Summary and Description FTEs Funding
WORKFORCE SERVICES 6 12,081,503
Provides workforce services through a coordinated network of service
provider agencies that collaborate to provide quality programs and
assistance to job seekers and employers. Provides programs tailored to the
needs of underserved populations such as returning citizens, veterans,
persons with disabilities, and immigrants.
SENIOR SERVICE PROGRAMS 130 55,224,362
Provides adults ages 60 and older with access to services to remain healthy,
safe, and independent. Services include the golden diners program, home-
delivered meals, elder neglect services, emergency medical transportation,
and a variety of social and recreational activities at regional and satellite
centers.
HUMAN SERVICES 54 26,147,314
Operates six community service centers located throughout the city providing
a range of resources such as rental assistance, case management, and
veteran's services.
TURNOVER (1,639,382)

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COMMUNITY SERVICES

CHICAGO PUBLIC LIBRARY Chicagoans such as President Barack Obama,

Michelle Obama, Jeff Tweedy, Oprah Winfrey, Jane
KEY FUNCTIONS Lynch, Common, John C. Reilly, Keke Palmer, Michael
• Provides free digital access in Chicago through more Shannon, Michael Pena, Chicago Mayor Lori Lightfoot,
than 2,800 public computers and free Internet access Senators Tammy Duckworth and Dick Durbin, Kel
Mitchell, and several others.
• Provides library services 24/7 online
• Studied the needs of patrons of all ages and examined
• Provides after school online homework help and lessons learned from the Live from the Library initiative
in-library assistance from a Teacher in the Library, in order to develop a digital program plan. This has
preschool literacy, and summer learning programs enabled CPL to continue offering signature library
• Manages YOUmedia and teen learning spaces that programs to patrons of all ages.
serve as safe space for teens to explore creative
interests through work with librarians and teen 2021 INITIATIVES
mentors • Begin to utilize the new CPL Strategy to inform the
future direction of the department. The planning
2020 KEY RESULTS
process included engaging more than 800 CPL staff
• Completed major renovation of the brand-new west and stakeholders as well as feedback from 10,000
side regional hub, the Legler Regional Library. Legler patrons. The strategy, which will guide all annual
serves as the first regional library on the west side work and departmental operating plans, will be fully
since the 1970s, providing 68 hours of service to the operational in 2021.
west side communities. The Legler Regional Library • Develop the first regional service plan on the west
will reopen in the 4th quarter of 2020. side since the 1970s for the Legler Regional Library.
• Opened a new Altgeld Branch Library, a stand-alone Legler will include the first-ever studio and artist-in-
library in Altgeld Garden, in partnership with the residence program at a CPL location.
Chicago Housing Authority in September 2020. • Launch a new Major Author Series, featuring some
• Responded to the COVID-19 stay-at-home order filling of the biggest name authors and speakers in the
necessary roles in response to the pandemic, including country, offering interesting, engaging and inspiring
the development and operation of the Emergency discussions around important topics of the day,
Food Coordination Center and repurposed Maker Lab offering this content digitally.
equipment to create personal protective equipment.
• Launched a campaign called Live from the Library in
partnership with the Chicago Public Library Foundation
and a pro bono partnership with advertising agency
Foote Cone & Belding, featuring celebrities reading to
children daily through Chicago Public Library (“CPL”)
social media accounts. This initiative featured notable

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

3%0%
7%

11% CENTRAL LIBRARY SERVICES

CAPITAL IMPROVEMENT
ADMINISTRATION
NEIGHBORHOOD LIBRARY SERVICES
TECHNOLOGY, CONTENT AND INNOVATION
LIBRARY PROGRAMS AND PARTNERSHIPS

52%

27%

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COMMUNITY SERVICES

CHICAGO PUBLIC LIBRARY

The Chicago Public Library ("CPL") system supports Chicagoans in their enjoyment of reading, pursuit of
learning, and access to knowledge. CPL provides equal access to information, ideas, and technology at
neighborhood locations.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Library Fund 1,067 71,721,915 1,064 72,911,461
Other Grant Funds 72 13,515,000 72 38,786,000
Total Full-time Equivalent Positions and 1,139 $85,236,915 1,136 $111,697,461
Amounts

ALLOCATION
Personnel Services 74,687,713 76,392,335
Non-Personnel Services 10,549,202 35,305,126

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 92 12,419,262

CAPITAL IMPROVEMENT 30,796,000

Improves library services by renovating and constructing library facilities.
CENTRAL LIBRARY SERVICES 951 59,757,917
Provide public service at the Harold Washington Library Center and Popular
Library at Water Works. Assist visitors of all ages in locating materials and
information; utilizing library computers and online resources; requesting
books, movies and music in print and electronic format; conducting
programs, outreach and information and referral services. Conduct patron
account services and maintain patron records; conduct collection
maintenance and materials delivery.
NEIGHBORHOOD LIBRARY SERVICES 66 7,736,698
Provide public service at 78 branches and 3 regional libraries. Assist visitors
of all ages in locating materials and information; utilizing library computers
and online resources; requesting books, movies and music in print and
electronic format; conducting programs, outreach and information and
referral services. Conduct patron account services and maintain patron
records; conduct collection maintenance and materials delivery. Manage
facility maintenance and security needs.
TECHNOLOGY, CONTENT AND INNOVATION 27 3,850,274
Plays key roles in the following areas: selection, processing, cataloging,
circulation and on-going management of the library's collections; technology
planning; coordinating a cohesive presence among CPL's virtual and
CHICAGO
physical technology environments; PUBLIC
and preserving, LIBRARY
archiving, digitizing and
making available the Harold Washington' Library Center's Special
Collections. 2021
Program Summary and Description FTEs Funding
LIBRARY PROGRAMS AND PARTNERSHIPS 368,730
Develops and coordinates cultural, civic, and educational programs and
resources for patrons with a focus on innovative community-based learning
practices. Program Summary
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CITY DEVELOPMENT

City Development
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Department of Housing 202,299,756 190,788,625

Department of Cultural Affairs and Special Events 42,149,506 24,956,235
Department of Planning and Development 76,034,959 97,170,008
Total - City Development $320,484,221 $312,914,868

Program Summary

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CITY DEVELOPMENT

DEPARTMENT OF HOUSING deferred payment loans.

• Passed the COVID-19 Eviction Protection Ordinance
KEY FUNCTIONS by City Council this summer. The ordinance requires
• Manages the development of affordable multi- and landlords to make good faith efforts towards
single-family housing by providing financing through resolutions with tenants before moving ahead with an
Low-Income Housing Tax Credits, Tax Exempt eviction filing, including offering repayment plans and
Municipal Bonds, and City grants and loans third-party mediation.
• Implements housing and neighborhood preservation
2021 INITIATIVES
to eliminate blight, and rehabilitate deteriorated,
vacant and abandoned housing • The Department of Housing’s issuance of a Qualified
• Provides homebuyer and homeowner assistance Allocation Plan (“QAP”) in 2019 will govern the
including home purchase assistance, emergency allocation of Low-Income Housing Tax Credits for
repairs, counseling, energy efficiency improvements 2020-2021 multifamily affordable rental housing
and financing programs development projects. The new QAP reflects Mayor
Lightfoot’s commitment to increased transparency,
• Leads policy, research and development of City equity and accountability in the allocation of City
housing issues to promote growth and diversity investments and resources.
2020 KEY RESULTS • Initiate up to 11 proposed affordable housing projects
selected by the Department of Housing (“DOH”) to
• Began efforts to expand housing opportunities receive Low-Income Housing Tax Credits. Collectively
through the legalization of additional dwelling units valued at more than $400 million, the projects will
(“ADUs”) in basements, attics, and coach houses. The create more than 1,000 affordable units in Pilsen,
proposed initiative is expected to be approved by City Humboldt Park, Woodlawn and other communities
Council in fall 2020. This initiative would also create across the North, South and West sides of the city.
a pathway for the legalization of existing, unlawful
ADUs for current tenants while expanding income • Launch an aggressive strategic plan that will outline
opportunities for property owners. the various forms in which information from DOH is
received by non-English speaking residents and
• Issued the Inclusionary Housing Task Force report in people with disabilities. To do this thoughtfully, DOH
September. The report identifies opportunities to help is looking into a comprehensive study; translation of
meet the estimated 120,000-unit affordable housing a large number of materials, including essential Know
deficit in Chicago. The report addresses the need for Your Rights information as new legislative is passed;
updates to the five-year-old Affordable Requirements and outreach and engagement in various languages.
Ordinance and other housing-related policies and
programs.
• Established a $3 million emergency housing assistance
fund to support up to 3,400 low-income households
impacted by COVID-19 with grants and no-interest,

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

1%
14%

HOUSING DEVELOPMENT
3%
CONSTRUCTION AND COMPLIANCE
HOMEOWNERSHIP PROGRAMS
ADMINISTRATION

83%

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CITY DEVELOPMENT

DEPARTMENT OF HOUSING
The Department of Housing ("DOH") supports access to affordable housing in all neighborhoods,
partnering with the government, developers, funders, non-profits and advocates to bring new solutions
and investments to promote a diverse, assessible and thriving city, where every resident can find a place
to call home.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 20 15,325,341 17 9,993,237
Affordable Housing Opportunity Fund 10 45,280,132 9 29,071,499
Tax Increment Financing Administration Fund 6 641,842 5 536,855
Community Development Block Grant 33 33,904,441 36 35,136,034
Other Grant Funds 14 107,148,000 14 116,051,000
Total Full-time Equivalent Positions and 83 $202,299,756 81 $190,788,625
Amounts

ALLOCATION
Personnel Services 8,980,083 9,017,960
Non-Personnel Services 193,319,673 181,770,665

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 13 1,540,873

HOUSING DEVELOPMENT 7 157,595,384

Creates and preserves affordable housing. Leverages federal, state and
local financial resources to support the construction and rehabilitation of
family, senior, and supportive housing. Manages programs and initiatives
that target troubled, vacant, and abandoned properties for restoration as
affordable housing, and to support neighborhood revitalization efforts.
HOMEOWNERSHIP PROGRAMS 19 26,234,495
Promotes homeownership opportunities for first-time homeowners, low-and
moderate-income residents, and working families. Provides assistance to
finance repairs and preserve owner-occupied buildings. Provides mortgage
loans, down payment and closing cost assistance, and housing counseling
services.
CONSTRUCTION AND COMPLIANCE 42 5,649,446
Ensures construction and programmatic compliance on housing projects that
receive federal, state and City financial assistance. Reviews plans and
performs inspections during various stages of development.
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CITY DEVELOPMENT

DEPARTMENT OF CULTURAL AFFAIRS • Announced major public art commissions in

AND SPECIAL EVENTS neighborhoods across Chicago, collaborating with
multiple City departments including the Department
KEY FUNCTIONS of Planning and Development to launch a first-of-its-
kind Artist in Residence program for INVEST South/
• Administers the Cultural Grants Program to equitably
West communities.
support artists, cultural organizations and arts corridors
citywide • Supported the City’s COVID-19 response by
temporarily redeploying 40 percent of department staff
• Coordinates the citywide Chicago Public Art Collection
to assist with food and personal protective equipment
and implements the City’s Percent for Art and other
distribution, and volunteer management. Partnered
public art programs
with the State of Illinois and the local philanthropic
• Oversees the Chicago Film Office to coordinate film community to provide financial relief to artists and
permits, City services and other logistical support to cultural organizations impacted by COVID-19, including
strengthen the local TV and film industry the Arts for Illinois Relief Fund, awarding $7 million to
• Presents major cultural festivals including Chicago 1,460 artists and 233 organizations across the state.
Blues Festival, Chicago Jazz Festival, and Taste of
Chicago; presenting free dance, music, theatre, and 2021 INITIATIVES
visual art programs for the public – in-person and • Celebrate 2021 as a continuation of the Year of
virtually Chicago Music, launching a new brand for Chicago
• Facilitates neighborhood festivals, parades and music and a major local/national/international
athletic events citywide marketing campaign. Events will include presenting
• Manages Millennium Park, Chicago Cultural Center, free music programming downtown and citywide,
and other City-owned cultural venues; coordinates advocating for local venues and clubs, and supporting
Chicago City Markets including the Maxwell Street music education.
Market • Continue to increase financial support to local
cultural organizations and individual artists through
2020 KEY RESULTS the Cultural Grants Program and arts relief efforts by
• Pivoted in response to the COVID-19 pandemic to tapping into private foundations to match the City’s
present 24 Instagram artist takeovers through the contributions. This funding will have with a special
Mayor’s Instagram account and more than 150 new focus on underserved neighborhoods, including
and reimagined summer events – including drive-in INVEST South/West communities.
movies, neighborhood markets, community meals for • Advance the City’s broad arts agenda by leveraging
frontline workers, and virtual concerts with a combined the expertise and diverse viewpoints of the reinstated
online audience of 500,000 views projected by year’s Cultural Advisory Council and collaborations with
end. community organizations and multiple City agencies to
build long-term cultural vitality in city neighborhoods.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

4%
8%

30% FACILITIES
12% PROGRAMMING
STRATEGIC INITIATIVES
EXTERNAL EVENTS
ADMINISTRATION
MARKETING

21%

25%

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DEPARTMENT OF CULTURAL AFFAIRS AND SPECIAL EVENTS

The Department of Cultural Affairs and Special Events ("DCASE") is dedicated to enriching Chicago's
artistic vitality and cultural vibrancy. This includes fostering the development of Chicago's non-profit arts
sector, independent working artists and for-profit arts businesses; providing a framework to guide the
City's future cultural and economic growth, via the 2012 Chicago Cultural Plan; marketing the City's
cultural assets to a worldwide audience; and presenting high-quality, free and affordable cultural
programs for residents and visitors.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Special Events and Municipal Hotel Operators' 77 40,206,506 66 20,659,235
Occupation Tax Fund
Other Grant Funds 1,943,000 4,297,000
Total Full-time Equivalent Positions and 77 $42,149,506 66 $24,956,235
Amounts

ALLOCATION
Personnel Services 6,313,733 5,889,728
Non-Personnel Services 35,835,773 19,066,507

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 14 1,879,948

EXTERNAL EVENTS 16 2,914,416

Coordinates privately produced events held in the City of Chicago including
festivals, music festivals, athletic events, area filming and major civic
celebrations by ensuring these events have the proper permits.
Communicates with hosting neighborhoods and sister government agencies
for safe operations.
PROGRAMMING 11 6,232,356
Produces and presents world-class public programs that showcase Chicago
arts organizations and individual artists. Provides access to cultural
programs to Chicago residents, and attracts visitors and businesses around
the world. Provides direct employment and professional development
opportunities for local artists.
STRATEGIC INITIATIVES 10 5,362,768
Coordinates and administers citywide initiatives and special projects.
Administers cultural grants to local artists and arts organizations. Manages a
comprehensive multi-year development plan and its operations including the
Cultural Fund program. Supports Chicago's arts community through strategic
partnerships, programs, and services.

Program Summary

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2021
Program Summary and Description FTEs Funding
MARKETING 9 1,034,572
Promotes the arts agenda of the City and the wider cultural community via
Communications (press, social media, advertising, web and email
marketing), Design (graphic and print jobs), Visitor Experience (visitor
services, volunteers, education, and engagement), Partnerships (individual
and corporate sponsorships), and Cultural Tourism activities in collaboration
with Choose Chicago.
FACILITIES 6 7,532,175
Manages department facilities including Millennium Park, Chicago Cultural
Center, Gallery 37 Center for the Arts, Clarke House Museum, and the
Historic Water Works. Manages rentals at Millennium Park and the Chicago
Cultural Center. Manages the City Markets Program including the Maxwell
Street Market and Farmers Markets.

Program Summary

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CITY DEVELOPMENT

DEPARTMENT OF PLANNING AND DEVELOPMENT • Hosted community roundtables for the west and
south side planning initiative to facilitate local
KEY FUNCTIONS input; established partnerships with Local Initiatives
• Administers the City’s zoning ordinance through Support Corporation and Main Streets America to
the review of building permit application to ensure help administer and guide local improvements; and
compliance with the Chicago Zoning Ordinance engaged design professionals to ensure physical
improvements are architecturally well-conceived and
• Manages economic development initiatives including executed. Requests for Proposals for key development
financial assistance programs, grants, City-owned land sites will be issued starting in August 2020.
sales and other efforts to promote private investment
and community improvements. • Finalizing zoning entitlements for a $3.5 billion
redevelopment proposal for the former Michael Reese
• Initiates and performs community and citywide Hospital site in Bronzeville by the end of 2020. The
planning efforts. multi-phase project is expected to create 8.2 million
• Implements sustainable growth initiatives including square feet of commercial, institutional and mixed-
the development of open space and sustainability income housing and more than 4,000 permanent and
policies temporary jobs.
• Leads historic preservation efforts by assisting
property owners, City departments, sister agencies, 2021 INITIATIVES
and members of the public to promote the preservation • Lead an expansive planning endeavor consisting of
of Chicago’s historic resources multiple public and private-sector partners to create
the first citywide plan for Chicago in more than 50
2020 KEY RESULTS years. Announced this summer, the plan will address
• Created a report for the Woodlawn community in multiple equitable development issues that have
response to local concerns about the impact of impeded the city’s overall growth and resiliency in
the Obama Presidential Center on neighborhood recent decades.
affordability. The report consolidates a dozen local • Select a high-density, mixed-use proposal for a
plans from the previous two decades and identifies 16,000-square-foot, City-owned site at Plymouth Court
strategies that maximize public resources on behalf and Van Buren Street in the Loop in early 2021. The
of existing community stakeholders. After a series of site is being advertised through C40’s Reinventing
in-person and virtual public meetings, the report was Cities Competition, a global initiative intended to drive
adopted by Plan Commission to serve as a roadmap carbon neutral and resilient projects for prominent
for formal policies involving City resources. development sites in cities worldwide.
• Finalized the approval process for special use • Formalize redevelopment proposals for key
applications for recreational cannabis sales to development locations within INVEST South/West
provide complete transparency involving proposed community areas, pursuant to Requests for Proposals
dispensaries seeking Zoning Board of Appeals issued in 2020.
approvals.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

8%

11%
ECONOMIC DEVELOPMENT
PLANNING AND SUSTAINABILITY
ZONING ORDINANCE
ADMINISTRATION

18%

63%

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DEPARTMENT OF PLANNING AND DEVELOPMENT

As the principal planning agency for the City of Chicago, the Department of Planning and Development
("DPD") promotes the comprehensive growth and sustainability of the City and its neighborhoods. DPD
also oversees the City's zoning and land use policies and employs a variety of resources to encourage
business and real estate development, historic preservation, accessible waterfronts, walkable
neighborhoods, and related community improvements.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 97 10,967,319 94 11,909,517
Tax Increment Financing Administration Fund 49 6,187,637 49 6,785,793
Neighborhood Opportunity Fund 8 42,285,320 6 62,383,026
Community Development Block Grant 18 3,807,683 19 4,042,672
Other Grant Funds 2 12,787,000 1 12,049,000
Total Full-time Equivalent Positions and 174 $76,034,959 169 $97,170,008
Amounts

ALLOCATION
Personnel Services 15,766,178 15,481,375
Non-Personnel Services 60,268,781 81,688,633

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 49 7,515,340

ECONOMIC DEVELOPMENT 36 61,751,678

Promotes an equitable approach to community development to ensure all
Chicago neighborhoods benefit from new public and private investment.
Coordinates the strategic allocation of department financial tools and other
resources, including tax increment financing, property tax incentives,
workforce development grants, and City-owned land sales. Reviews and
monitors City-assisted projects to verify compliance and coordinates projects
with other public agencies.
PLANNING AND SUSTAINABILITY 53 17,675,971
Manages community-based planning efforts involving designated industrial
corridors, commercial districts, urban agriculture districts and community-
managed open spaces. Ensures new development projects align with the
City's design standards, historical preservation and sustainable development
policies. Coordinates the designation of official City landmarks, reviews
DEPARTMENT OF PLANNING AND DEVELOPMENT
proposed work to existing landmark buildings and structures, and creates
open space and sustainability plans. 2021
Program Summary and Description FTEs Funding
ZONING ORDINANCE 31 10,843,665
Administers the City's zoning code to ensure land use compliance for all
properties located within city limits, especially new development projects,
such as Planned Developments, Lakefront Protection projects, and
proposals requiring special uses, variations and administrative relief.
Monitors voluntary developer payments to the Neighborhood Opportunity
Bonus system. Reviews applications that require approval for signs and
landscaping.
Program Summary
TURNOVER (616,646)

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Regulatory
FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

Office of Inspector General 9,807,374 10,652,751

Department of Buildings 37,127,233 33,404,387
Department of Business Affairs and Consumer Protection 33,543,574 27,352,831
Chicago Animal Care and Control 7,006,449 7,022,025
License Appeal Commission 188,346 191,115
Board of Ethics 873,629 869,535
Total - Regulatory $88,546,605 $79,492,644

Program Summary

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R E G U L AT O R Y

OFFICE OF THE INSPECTOR GENERAL savings and efficiencies in numerous City-related

operations.
KEY FUNCTIONS • Received the Association of Local Government
• Conducts independent, external government Auditors 2020 Distinguished Knighton Award for best
performance audits providing objective, evidence- performance audit in the large audit shop category
based analysis in published reports of findings and for the Audit and Program Review Section’s “Chicago
recommendations to City departments and City Low Income Housing Trust Fund Housing Quality
Council Inspections.”
• Conducts criminal and administrative investigations • Created the Diversity, Equity, Inclusion, and Compliance
of allegations of misconduct, fraud, waste, abuse, Section, which incorporates the use of quantitative
and mismanagement by City officials, employees, and qualitative data and information to monitor trends
contractors, vendors, and licensees supporting and patterns across City departments on a broad
administrative disciplinary, prosecutorial, contractor and complex array of employment-related actions, in
debarment, and civil recovery outcomes compliance with the various City Employment Plans.
• Conducts independent, quantitative and qualitative This section reviews the actions of CPD for potential
evidence-based evaluations, inspections, and reviews bias, internally and in-field operations, including
reported in published findings and recommendations racial bias; and advises all department sections on
for improving the operations, programs, policies, the promotion of diversity, equity, and inclusion in
and practices and fostering public legitimacy in the operations and products to ensure that community
Chicago Police Department (“CPD”), the Civilian Office voices and experiences are considered in all of the
of Police Accountability, and the Police Board department’s work.
• Reviews, monitors, and audits the City’s programs and 2021 INITIATIVES
operations to assess and promote diversity, equity,
and inclusion as a matter of culture and outcome in the • Complete full institution of a Construction Fraud
delivery of constituent services and the administration and Integrity Monitoring Unit based on the insights
of City operations developed from the joint working group with the
O’Hare 21-focused Integrity Monitoring Program.
2020 KEY RESULTS • Continued expansion of data and features of the
• Initiated the City’s Integrity Monitoring Program in Office of Inspection General’s Information Portal to
collaboration with the Department of Aviation and enhance internal enterprise accountability and public
Procurement Services for large scale construction transparency.
projects with initial focus on the multi-year, multi- • Implement standardized and automated filing and
billion-dollar O’Hare 21 project. tracking systems for City residency and secondary
• Issued performance audits, evaluations, reviews, employment filing.
advisories, and follow-ups with findings and
recommendations representing potential improvements,

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

6%

13%
28%
OPERATIONS
INVESTIGATIONS
LEGAL
PUBLIC SAFETY AUDIT
AUDIT AND PROGRAM REVIEW
DEIC
14%

14%
26%

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OFFICE OF INSPECTOR GENERAL

The Office of Inspector General ("OIG") investigates and helps to prevent misconduct and waste, while
promoting efficiency and integrity in City operations. OIG's jurisdiction extends throughout most of City
government, including City employees, programs, licensees and those seeking to do business with the
City.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 73 6,644,426 68 7,596,469
Water Fund 12 1,159,978 12 1,162,167
Sewer Fund 7 709,732 7 710,174
Chicago Midway Airport Fund 3 225,006 3 231,212
Chicago O'Hare Airport Fund 12 1,068,232 10 952,729
Total Full-time Equivalent Positions and 107 $9,807,374 100 $10,652,751
Amounts

ALLOCATION
Personnel Services 8,709,813 8,668,586
Non-Personnel Services 1,097,561 1,984,165

2021
Program Summary and Description FTEs Funding
INVESTIGATIONS 23 2,938,019
Conducts both criminal and administrative investigations of allegations of
corruption, misconduct, waste, or substandard performance by governmental
officers, employees, contractors, vendors, and licensees, among others.
LEGAL 13 1,500,005
Provides professional operational support to all other office components.
The attorneys are frequently paired with investigators, performance analysts,
and compliance officers to assist in complex investigations, audits, and
program reviews and to help ensure the OIG investigations produce legally
sound results. Performs hiring oversight through legally mandated audits
and reviews the City's hiring and employment practices related to the various
City hiring plans.
OPERATIONS 25 2,890,344
Supports day-to-day functions of the OIG by providing fiscal, budgeting,
human resources, and communications services. Conducts data analytics
and manages OIG's structural and operational information technology
infrastructure.
AUDIT AND PROGRAM REVIEW 16 1,388,595
Conducts independent, objective analysis and evaluations of City programs
and operations, issues public reports, and makes recommendations to
strengthen and improve the delivery of City services. Evaluates programs in
order to promote efficiency, economy, effectiveness, and integrity in City
operations.

Program Summary

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OFFICE OF INSPECTOR GENERAL

2021
Program Summary and Description FTEs Funding
PUBLIC SAFETY AUDIT 17 1,456,221
Initiates reviews and audits of the Chicago Police Department ("CPD"), the
Civilian Office of Police Accountability ("COPA") and the Police Board with
the goal of enhancing the effectiveness of the CPD, COPA and the Police
Board, increasing public safety, protecting civil liberties, and civil rights, and
ensuring the accountability of the police force, thus building stronger police-
community relations.
DEIC 6 597,097
Diversity, Equity, Inclusion, and Compliance (DEIC) conducts compliance
reviews of City employment actions in accordance with various City hiring
plans and perform analysis, assessments, and training to promote healthy
and equitable workplace operations of which unbiassed hiring, promotions
and employment practices are of the utmost importance.
TURNOVER (117,530)

Program Summary

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OFFICE OF INSPECTOR GENERAL

Per Section 2-56-010 of the Municipal Code, the OIG’s annual budget shall not be less than fourteen hundredths
of one percent (0.14 percent) of the annual appropriation of all funds contained in the annual appropriation
ordinance, as adjusted. “As adjusted” means subtracting, before applying the percentage: (i) all funds for services
to sister agencies pursuant to intergovernmental agreement as provided in Section 2-56-030, and (ii) all funds
appropriated for pension payments above those amounts set forth in the appropriation ordinance for fiscal year
2014.

FUNDING FLOOR 2021

BASE CALCULATION RECOMMENDATION

Total City Budget $9,773,719,000

Grant Revenue $2,988,587,000
Pension Adjustment ($1,313,612,000)
Sister Agency Adjustment ($208,502)
Total Adjusted Funds $11,448,485,498
0.14 Percent Floor $15,917,459

OIG 2021
BUDGET RECOMMENDATION
Personnel Services $8,668,586
Non-Personnel Services $2,241,130
Total OIG Budget Allocation $10,909,716
Fringe* $3,936,405
Indirect Costs $1,279,840
Sister Agency Adjustment ($208,502)
Total $15,917,459

*Fringe is calculated based on benefit expenditures from Finance General. This includes employee healthcare,
pension, unemployment insurance, workers compensation and general liability insurance, social security (employ-
er’s share), and Medicare. The calculated fringe rate for 2020 is 45.41 percent.
The OIG’s 2021 expenditure budget will be adjusted via technical amendments to ensure that their funding is consistent with the 0.14 per-
cent floor.

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DEPARTMENT OF BUILDINGS to sustainability and energy conservation.

• Continued the pilot program to allow the use of
KEY FUNCTIONS alternative plumbing materials on new and existing
• Reviews applications and issues permits for residential buildings up to four stories. More than
construction, demolition, and repair work in the City 1,500 projects have participated since 2018 and
of Chicago data gathered from the program indicates savings
• Conducts annual technical inspections for buildings, for residential buildings that can range from 5 to 75
signs, elevators and other devices; permit inspections; percent of plumbing costs, an average of 44 percent.
restaurant and other small business inspections;
2021 INITIATIVES
carnival rides and stages; and inspections in follow-up
to 311 Customer Service Requests • In 2020 and through 2021, DOB will continue its multi-
• Administers and enforces the Chicago Building Code year process to modernize the Chicago Building Code.
• Administers licenses for 12 different trades and • DOB is working on a multi-year effort to migrate from a
regulates more than 29,000 licensees range of outdated systems used to support permitting
and inspection functions to the platform used by other
2020 KEY RESULTS similar departments. The current project schedule
targets complete migration by the end of 2020. This
• Continued to focus significant resources on effort is designed to eliminate DOB’s remaining in-
implementing the Chicago Construction Codes person permitting and payment processes and provide
adopted by the City Council in April 2019 as the first enhanced public data regarding permits, licenses and
comprehensive rewrite of Chicago’s construction inspection results.
requirements in 70 years. In February 2020, City
Council passed the second technical corrections
ordinance related to the new codes. The Department
of Buildings (“DOB”) worked with the International
Code Council to publish code book supplements
reflecting these ordinance changes; the supplements
were released in June.
• Implemented the new Chicago Building Code and
Chicago Building Rehabilitation code after a nine-
month transition period, becoming mandatory on
August 1, 2020. During the transition period, nearly 200
permits were issued under the new codes and many
more began the review process. These changes are
expected to provide cost savings for a range of small
and mid-sized projects, while also enhancing safety in
larger buildings and furthering the City’s commitment

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

4% 2%
6%

9% TECHNICAL INSPECTIONS
TROUBLED BUILDINGS PROGRAM
39% CODE ENFORCEMENT
PLAN REVIEW
ADMINISTRATION
SMALL PROJECT PERMITTING
CASE MANAGEMENT
CODE COMPLIANCE
14%

16% 11%

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DEPARTMENT OF BUILDINGS
The Department of Buildings ("DOB") maintains building safety for residents and visitors by enforcing the
Chicago Building Code through building permits, building inspections, trade licensing, and regulatory
review. DOB promotes high quality design standards for new construction as well as the conservation,
rehabilitation, and reuse of the City's existing buildings.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 197 24,849,653 177 21,354,532
Water Fund 24 2,688,637 23 2,559,230
Vehicle Tax Fund 5 502,136 5 502,307
Sewer Fund 13 1,944,636 13 1,942,334
Community Development Block Grant 45 7,142,171 42 7,045,984
Total Full-time Equivalent Positions and 284 $37,127,233 260 $33,404,387
Amounts

ALLOCATION
Personnel Services 32,042,129 30,046,846
Non-Personnel Services 5,085,104 3,357,541

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 19 3,193,203

CASE MANAGEMENT 16 1,403,576

Responsible for the printing and mailing all notices of violations for
adjudication in Administrative Hearings and Circuit Court.
CODE COMPLIANCE 2 561,635
Responsible for maintenance and updating the Chicago Building Code and
reviews of proposed amendments to the Building Code and for the
enforcement of bad contractors violations of the building code.
TECHNICAL INSPECTIONS 111 13,348,541
Conducts technical inspections to ensure compliance with the Building Code,
including electrical, elevator, ventilation, refrigeration, boiler, iron, and
plumbing inspections. Reviews plans and conducts site inspections to ensure
that work is done according to approved plans. Notifies owners about repairs
that must be made to bring a building into compliance with the Building
Code.
TROUBLED BUILDINGS PROGRAM 29 3,706,148
Addresses buildings that harbor criminal activity, are vacant and unsecured,
or have dangerous and hazardous building code violations, with the goal of
reducing crime and restoring housing stock to the residents of Chicago.
Coordinates a comprehensive approach to problem properties and board-
ups or demolishes vacant and hazardous buildings.

Program Summary

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DEPARTMENT OF BUILDINGS
2021
Program Summary and Description FTEs Funding
CODE ENFORCEMENT 32 5,359,786
Inspects existing structures which are occupied responds to resident
complaints regarding Building Code violations, with a focus on housing in low
to moderate income areas. Notifies owners about repairs that must be made
to bring the property into compliance with the building code.
SMALL PROJECT PERMITTING 20 1,907,694
Reviews and permits small projects that do not require architectural
drawings.
PLAN REVIEW 31 4,928,804
Manages plan review and permitting for medium-sized projects.
TURNOVER (1,005,000)

Program Summary

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DEPARTMENT OF BUSINESS AFFAIRS AND • Worked to implement numerous pieces of legislation,

CONSUMER PROTECTION extending support to many of the department’s 60,000
licensees in response to COVID-19. Licensees can avail
KEY FUNCTIONS themselves of the deferral on license renewals, many
of Chicago’s 1,000 plus sidewalk cafes have expanded
• Oversees the processing, issuance and renewal of
and received discounts under the expanded sidewalk
all business licenses, including liquor and public way
café program, and over 100 expanded outdoor dining
use permits out of the one-stop-shop Small Business
permits have been issued for dining on the public way.
Center
• Introduced enforcement of the Fair Workweek,
• Oversees and manages the licensing of Chicago’s
Minimum Wage and Paid Sick Leave, and Anti-
public chauffeurs and public passenger vehicles
Retaliation Ordinances. The Office of Labor Standards
• Protects the public from unfair and deceptive practices has processed a combined 427 complaints and
by investigating businesses, conducting hearings and pursued 329 cases from January through June. These
issuing disciplinary action for violations including marquee labor standards protect workers’ right to
tobacco, consumer fraud, public vehicles, retail predictable schedules, the minimum wage, paid sick
licensing, labor standards and weights and measures leave, and freedom from retaliation.
• Serves as a liaison to the small business community,
working to develop programs and policies and 2021 INITIATIVES
streamline business interactions with the City while • Continue to educate workers on their rights under
managing the Neighborhood Business Development the Fair Workweek Ordinance and ongoing, periodic
Centers grant program Minimum Wage increases.
• Enforces Chicago’s labor standards laws, including • Continue to support neighborhoods, businesses,
Minimum Wage, Paid Sick Leave, Fair Workweek and and workers in the COVID-19 economy to promote
Anti-Retaliation equitable business growth and innovation. This will
• Develops and implements regulations to support safe include introducing programs and implementing
and responsible business growth regulations, enforcing against problem businesses,
and extending services through the Regional
2020 KEY RESULTS Neighborhood Business Centers to foster safety and
• Secured more than $100 million in COVID-19 and equity in the neighborhoods.
civil unrest recovery funds, disbursed through three • Increase the efficiency of the department’s most
opportunities: Together Now, the Small Business central legacy processes, including modifications to
Recovery Grant, and the Small Business Resiliency the paper-based public way use application process
Fund. All of the recovery grants were disbursed to low and identifying ways to modernize the public vehicle
and moderate income neighborhoods. licensing process, vehicle inspections, and public
• Followed a triage approach to address over 6,000 vehicle regulations.
stay-at-home and reopening-related complaints
between March and June.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

5% 2%

6%
28%

8% OUTREACH, EDUCATION, AND MUNICIPAL TV

BUSINESS COMPLIANCE ENFORCEMENT
ADVOCACY
LICENSES AND PERMITS
PUBLIC VEHICLE ADMINISTRATION
ADMINISTRATION
10% PROSECUTIONS AND ADJUDICATIONS
LOCAL LIQUOR CONTROL

16% 24%

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DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION

The Department of Business Affairs and Consumer Protection ("BACP") licenses, educates, regulates,
and empowers Chicago businesses to grow and succeed. BACP receives and processes consumer
complaints, investigates business compliance, and enforces rules and regulations.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 193 20,645,574 175 19,454,831
Tax Increment Financing Administration Fund 375,000 375,000
Other Grant Funds 8 12,523,000 9 7,523,000
Total Full-time Equivalent Positions and 201 $33,543,574 184 $27,352,831
Amounts

ALLOCATION
Personnel Services 16,161,467 15,749,285
Non-Personnel Services 17,382,107 11,603,546

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 16 1,744,021

OUTREACH, EDUCATION, AND MUNICIPAL TV 19 7,727,482

Coordinates and creates business and community awareness events
including small business expos, business education workshops, and
develops information to benefit the community at large. The division also
oversees and monitors cable and related telecommunications activities of
Cable 23 and Cable 25, ensuring awareness of the City's services,
programs and resources, and fostering independent film and television
production supporting community programs.
ADVOCACY 4 4,589,819
Serves as an advocate for small businesses creating policies and initiatives
that support business growth in every community. Works with Chambers of
Commerce and other community support organizations to expand and create
businesses. Manages the chamber grant program and microloans to support
small businesses.
LICENSES AND PERMITS 26 2,674,835
As the City's one-stop-shop for business licensing and resources, this
division is responsible for processing and issuing all City general retail
business licensing and processing the issuance of public way use permits to
business and property owners. Business consultants offers start-to-finish
case management and access to start-up counseling and financial, legal and
tax advice.

Program Summary

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DEPARTMENT OF BUSINESS AFFAIRS AND CONSUMER PROTECTION

2021
Program Summary and Description FTEs Funding
LOCAL LIQUOR CONTROL 6 571,267
Operates as the Local Liquor Control Commission, managing all liquor
licensing including intake, review and processing of all liquor and public place
of amusement licensing. The division also devises plans of operations,
rehabilitating applicants if appropriate and coordinating with law enforcement
and elected officials. Oversees license discipline including settlements and
orders after hearings.
PUBLIC VEHICLE ADMINISTRATION 26 2,337,103
Oversees the administration of Chicago's public vehicle industry. Licenses
transportation network providers, taxicabs, charter buses, pedicabs, public
chauffeurs and other public passenger vehicles. The division is charged with
regulating licensing including collecting trip data, regulating rates of fares.
BUSINESS COMPLIANCE ENFORCEMENT 67 6,745,345
Initiates investigations of suspected bad businesses and disciplines those
businesses found to be in violation of City ordinances or license requirement.
Conducts investigations to ensure compliance with the laws governing public
passenger vehicles and truck weight enforcement as well as cable television
complaints. Also includes the Offie of Labor Standards beginning in 2019.
PROSECUTIONS AND ADJUDICATIONS 20 1,527,561
Prosecutes cases at the Department of Administrative Hearings alleging
Municipal Code violations concerning consumer fraud, public vehicle
regulations, retail regulations, and truck weight regulations. Seeks fines
against businesses in violation and restitution for aggrieved consumers,
where appropriate. Initiates investigations of suspected bad businesses and
disciplines those businesses found to be in violation of City ordinances or
license requirement.
TURNOVER (564,602)

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CHICAGO ANIMAL CARE AND CONTROL during COVID-19. Since implementation, CACC has
successfully maintained the shelter population under
KEY FUNCTIONS 100 dogs and 100 cats.
• Provides temporary shelter for homeless animals and • Saved the lives of 23 animals in partnership with
provides in-house medical care to more than 16,000 Friends of Chicago Animal Care and Control with the
animals per year After-Hours Emergency Care Program.
• Provides the community with low cost vaccines and • Increased the live release rate by one percent to 94
microchipping for pets percent as of July 5, 2020.
• Protects public health and safety by ensuring
2021 INITIATIVES
ordinances pertaining to animals are enforced, and
protects animals and residents by removing stray • Continue to refine the managed intake process which
animals from the public way is expected to result in continued efficiencies in 2021
• Investigates dangerous animal complaints and bite by decreasing illness and improving the quality of life
reports for shelter animals and improving service for residents.
• Adopts animals to the public and partners with over • Work towards increasing racial equity in every facet
200 rescues to place homeless animals of the department’s work including adoption outreach,
volunteer recruitment and retention, reducing barriers
2020 KEY RESULTS for people who are looking to redeem their lost pets,
and implement a renewed focus for Animal Control
• Processed 644 adoptions, and 3,803 transfers while Officers on providing equal access to resources to
fulfilling essential functions during the pandemic. This residents to help care for their pets.
is largely attributed to the fact that Chicago Animal
Care and Control (“CACC”) modified services to an • Continue to collaborate with partners to coordinate
appointment-only model that enabled the department efforts to return lost pets to their families with
to continue to serve Chicago residents while enhanced marketing and communication strategies.
maintaining social distance. • Increase capacity to provide spay/neuter surgeries by
• Returned 626 animals to their owners. 10 percent to help unaltered stray animals - particularly
stray cats - to reduce new litters of homeless animals
• Implemented a managed intake process in March and keep them from coming into the shelter.
2020 that allowed for the prioritization of services
for the most vulnerable animals, while providing • Partner with Friends of Chicago Animal Care and
alternatives to owners to help empower them to find Control to establish a Pet Food Bank to keep pets and
other resources to rehome their pets. This program their humans together and to help reduce the shelter
was necessary during the stay-at-home order but has population.
provided the opportunity to enable the department
to operate more efficiently while limiting risk

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

6%

10%

ANIMAL CARE
ANIMAL CONTROL
ADMINISTRATION
ANTI-CRUELTY

27% 58%

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CHICAGO ANIMAL CARE AND CONTROL

Chicago Animal Care and Control ("CACC") protects public safety and ensures the humane care of
animals through sheltering, pet placement, education, and animal law enforcement.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 80 7,006,449 77 7,022,025

ALLOCATION
Personnel Services 5,543,589 5,548,165
Non-Personnel Services 1,462,860 1,473,860

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 6 706,103

ANIMAL CONTROL 26 1,957,066

Responds to service requests to remove stray, vicious, and unwanted
animals from the public way. Investigates animal bites and dangerous dog
cases. Assists law enforcement, City departments, and sister agencies with
animal-related issues. Ensures compliance of animal-related portions of the
City Municipal Code and issues citations for non-compliance.
ANIMAL CARE 40 4,155,297
Receives lost, injured, and unwanted animals brought to the shelter.
Provides daily care and medical attention to all animals housed at the
shelter. Provides customer service to visitors and educates the public about
animal safety and pet ownership. Promotes maximization of live animal
outcomes through lost pet redemptions, pet adoptions, and animal transfer
programs. Administers vaccinations, performs surgeries, and other
procedures.
ANTI-CRUELTY 5 405,758
Inspects and responds to complaints of animal-related businesses. Conducts
cruelty and dangerous dog investigations. Assists the Chicago Police
Department and other law enforcement agencies with dog fighting
investigations and other advanced animal-related responses. Primary
chemical immobilization experts, including non-lethal tranquilization of vicious
and injured animals on the public way.
TURNOVER (202,199)

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LICENSE APPEAL COMMISSION

KEY FUNCTIONS
• Conducts public hearings for liquor license applications
• Evaluates appeals to determine legal appropriateness
of suspension, revocations and fines imposed by
the Department of Business Affairs and Consumer
Protection

2020 KEY RESULTS

• Conducted six public hearings as of July 22, 2020,
compared to 21 total in 2019.
• Received eight appeals filed with the Commission as
of July 22, 2020, compared to ten total in 2019.

2021 INITIATIVES
• Continued focus on the License Appeal Commission’s
key functions.

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

APPEALS PROCESS

100%

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LICENSE APPEAL COMMISSION

The License Appeal Commission evaluates appeals to determine the legal appropriateness of
suspension, revocations, and fines imposed by the Department of Business Affairs and Consumer
Protection on liquor license holders. The Commission conducts hearings to determine whether
applications for new liquor licenses were rightfully denied and enters orders thereon.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 1 188,346 1 191,115

ALLOCATION
Personnel Services 93,984 96,096
Non-Personnel Services 94,362 95,019

2021
Program Summary and Description FTEs Funding
APPEALS PROCESS 1 191,115
Determines the legal appropriateness of revocations, suspensions and fines
imposed by the Department of Business Affairs and Consumer Protection
against current liquor license holders, and conducts hearings on appeals of
liquor license application denials.

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BOARD OF ETHICS 2020 KEY RESULTS

• Revised six educational publications to cover changes
KEY FUNCTIONS in the ethics law.
• Issues confidential informal and formal advisory • Issued 4,000 informal and eight formal advisory
opinions in compliance with the Governmental Ethics opinions to City employees, officials, lobbyists, and
Ordinance contractors.
• Administers the filing and public posting of Statements • Administered annual training to more than 32,400
of Financial Interests filed annually by City employees City employees and officials and 810 lobbyists.
and officials, and imposes sanctions where violations
• Adjudicated four completed investigations from the
for late filing are determined
Office of Inspector General and imposed more than
• Administers the City’s lobbyist registration program; $8,000 in fines.
makes public all annual registration statements
• Enforced the lobbyist filing deadlines and imposed
and quarterly activity reports filed by lobbyists;
more than $5,000 in fines.
imposes fines where violations where late filings are
determined, and collects lobbying fees and penalties • Enforced the filings deadlines for filers of Statements
of Financial Interests (extended, due to the COVID-19
• Enforces the Governmental Ethics Ordinance by
pandemic), found approximately 45 employees and
adjudicating ethics investigations completed by
officials in violation of law for late filing, and imposed
the Office of Inspector General and by making its
more than $5,000 in fines.
own findings of probable cause where no factual
investigation by the Office of Inspector General is 2021 INITIATIVES
required, and determines violations and imposes
sanctions as provided in the Ordinance consistent • Produce new training programs and videos in
with due process of law partnership with the Mayor’s Office, and re-design “in-
person” trainings for remote learning.
• Designs and conducts classes for City employees,
officials, and others required to attend face-to-face • Implement non-profit lobbying law to process
ethics training, conducts classes upon request, and registrations and educate an estimated 50 individuals
determines and imposes sanctions for violations by who lobby solely on behalf of non-profit organizations.
those who fail to complete training on time • Plan and host a “Public Ethics Symposium” featuring
• Designs and administers separate on-line annual representatives from City, County and State
ethics training programs for City employees, officials, governments, “good government” advocates, and
and lobbyists, and determines and imposes sanctions academics.
for violations by those who fail to complete training
on time
• Consults with City departments and agencies
on internal ethics policies covering secondary
employment, conflicts of interests, and gift restrictions

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

1% 0%
2%

ADMINISTRATION
COMPLIANCE AND ENFORCEMENT
EDUCATION
DISCLOSURE FORMS
REGULATION
CASEWORK
LAW COMPLIANCE

93%

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BOARD OF ETHICS
The Board of Ethics ("The Board") administers the City of Chicago's Governmental Ethics and Campaign
Financing Ordinances and other laws adopted to help ensure that City officials and employees avoid
conflicts of interests. The Board's activities include providing confidential advice; educating City
personnel, vendors, lobbyists, and the public about ordinances; regulating lobbyists and campaign
contributors; distributing and maintaining financial disclosure statements for public inspection; and
referring complaints and adjudicating completed investigations.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 8 873,629 8 869,535

ALLOCATION
Personnel Services 800,713 810,417
Non-Personnel Services 72,916 59,118

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 8 812,596

EDUCATION 13,429
Oversees and conducts mandatory annual and quadrennial ethics training for
City employees, officials, and lobbyists, and provides educational materials
and ethics presentations to others, including on sexual harassment.
COMPLIANCE AND ENFORCEMENT 15,110
Receives, refers, and adjudicates complaints alleging violations of the
Governmental Ethics Ordinance. Reviews ethics investigations conducted
by the Office of the Inspector General, holds probable cause meetings,
administers merits hearings, and makes determinations, settlements, and
case dispositions. Assesses penalties for late filers and trainers. Maintains
public database of case dispositions. Commences enforcement actions
where appropriate.
CASEWORK 4,410
Interprets and provides confidential advisory opinions on the Governmental
Ethics Ordinance. Advises City officials and employees regarding legislative
action on governmental ethics, campaign financing, and lobbying, makes
formal opinions available, and maintains searchable public index of all formal
opinions.
REGULATION 10,848
Administers the City's lobbyist registration and reporting program; makes
BOARD
lobbyists' filings and data publicly available; OFpublic
reviews ETHICSrecords to ensure
compliance with lobbying and campaign finance laws; commences regulatory
actions where appropriate; imposes penalties where appropriate. 2021
Program Summary and Description FTEs Funding
DISCLOSURE FORMS 11,896
Distributes, collects, maintains, and makes publicly available annual
Statements of Financial Interests filings and other required and non-required
disclosures filed by City employees and officials.
Program Summary
LAW COMPLIANCE 1,246
Conducts audits, monitors risk, and recommends corrective action for
problems leading to non-compliance with applicable laws, rules, regulations,
and policies.

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Legislative and Elections

FUNDING COMPARISON BY DEPARTMENT
Department 2020 2021

City Council
City Council 22,652,255 21,378,593
City Council Committees 5,194,997 5,239,997
Legislative Reference Bureau 377,008 377,008
Council Office of Financial Analysis 309,376 275,344
Dept Total 28,533,636 27,270,942
Board of Election Commissioners 22,647,300 19,175,482
Total - Legislative and Elections $51,180,936 $46,446,424

Program Summary

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CITY COUNCIL
The City Council is the legislative body of the City of Chicago consisting of the Mayor and fifty aldermen.
The City Council is authorized to exercise general and specific powers as the Illinois General Assembly
delegates by statute. The City Council passes ordinances, levies taxes, and provides necessary services
to residents of Chicago.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 210 22,652,255 209 21,378,593

ALLOCATION
Personnel Services 16,462,835 16,442,173
Non-Personnel Services 6,189,420 4,936,420

2021
Program Summary and Description FTEs Funding
CITY COUNCIL 209 21,378,593

Program Summary

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CITY COUNCIL
City Council Committees
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 4,433,287 4,478,287
Vehicle Tax Fund 595,000 595,000
Special Events and Municipal Hotel Operators' 166,710 166,710
Occupation Tax Fund
Total Full-time Equivalent Positions and 0 $5,194,997 0 $5,239,997
Amounts

ALLOCATION
Personnel Services 4,519,007 4,564,007
Non-Personnel Services 675,990 675,990

2021
Program Summary and Description FTEs Funding
FINANCE 1,118,730

BUDGET AND GOVERNMENT OPERATIONS 331,500

CONTRACTS, OVERSIGHT, AND EQUITY 191,500

HEALTH AND HUMAN RELATIONS 141,000

AVIATION 181,450

LICENSING AND CONSUMER PROTECTION 191,500

PUBLIC SAFETY 213,800

IMMIGRANT AND REFUGEE RIGHTS 111,500

COMMITTEES, RULES, AND ETHICS 148,720

ETHICS AND GOOD GOVERNANCE 144,600

ECONOMIC, CAPITAL, AND TECHNOLOGY 387,500

EDUCATION AND CHILD DEVELOPMENT 173,387

ENVIRONMENTAL PROTECTION AND ENERGY 206,000

Program Summary

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CITY COUNCIL
City Council Committees
2021
Program Summary and Description FTEs Funding
ZONING, LANDMARKS, AND BUILDINGS 409,891

HOUSING AND REAL ESTATE 212,109

TRANSPORTATION AND PUBLIC WAY 310,000

PEDESTRIAN AND TRAFFIC SAFETY 285,000

SPECIAL EVENTS AND CULTURAL AFFAIRS 166,710

WORKFORCE DEVELOPMENT AND AUDIT 315,100

CITY COUNCIL
Legislative Reference Bureau
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 377,008 377,008

ALLOCATION
Personnel Services 361,008 361,008
Non-Personnel Services 16,000 16,000

2021
Program Summary and Description FTEs Funding
LEGISLATIVE REFERENCE 377,008

CITY COUNCIL
Council Office of Financial Analysis
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 4 309,376 3 275,344

ALLOCATION
Personnel Services 282,216 248,184
Non-Personnel Services 27,160 27,160

2021
Program Summary and Description FTEs Funding
COUNCIL OFFICE OF FINANCIAL ANALYSIS 3 275,344
Program Summary

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BOARD OF ELECTION COMMISSIONERS Ballot Return Envelopes in the event the voters cannot
or do not wish to use standard mail to complete the
KEY FUNCTIONS voting process.
• Manages voter registration and voter history records • Replaced 15-year-old balloting system to provide
• Identifies polling places voters and poll workers with a new and simpler system
for elections.
• Recruits and trains poll workers
• Utilized the Board’s voter canvass in an effort to
• Programs, tests and secures balloting equipment grow email lists to increase efficient and timely
• Conducts Electoral Board proceedings communications with voters in the event any have
• Informs voters of options for early voting, vote by mail issues with their Vote By Mail submissions.
and election day voting
2021 INITIATIVES
• Tabulates verifies and reports election results
• Explore voting systems that allow for universal vote
• Performs annual canvass mailings to verify/update
centers, like those used during Early Voting, where
voter rolls, and, under a new 2020 law, send
voters may use any location to cast a ballot on
applications to Vote By Mail to qualified voters
Election Day. This will be key to the ongoing work with
2020 KEY RESULTS the US Justice Department, Equip for Equality and city
agencies toward achieving 100 percent accessible
• Conducted the citywide Primary Election and polling places.
Presidential General Election with new mailings and
other precautions designed to ensure safe voting • Manage voter registration systems, perform a canvass
options. These efforts included expanded Vote By mailing and perform all maintenance on balloting
Mail and Early Voting, online training for poll workers, systems.
and procuring protective gear to protect the public • Administer any special elections that may be necessary.
during Early Voting and on Election Day. In several of the recent four-year cycles (2009, 2013
• Increased Early Voting and Vote By Mail to a record- and 2017), there have been special primaries and
high 45 percent of March Primary ballots cast. This was special elections necessary to fill vacancies in offices.
a key reason that the city turnout of 38 percent was
nearly one-third higher than the 29 percent average
for suburban and downstate communities.
• Anticipate an increase in Vote By Mail by more than
200 percent for the November 2020 General Elections
after setting an all-time record for the March 2020
Primary. Introducing Secured Drop Boxes at all Early
Voting sites to give voters a safe, easy way to submit

PROPOSED 2021 DEPARTMENT BUDGET BY PROGRAM

5%
8% 20%

ADMINISTRATION
ELECTION PLANNING AND COMMUNITY SERVICES
ELECTION SUPPORT
6% ELECTRONIC VOTING & INFORMATION SYSTEMS
22%
REGISTRATION AND RECORDS PROCESSING
WAREHOUSE AND EQUIPMENT PREPARATION

40%

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BOARD OF ELECTION COMMISSIONERS

The Board of Election Commissioners conducts and supervises all local, county, state and federal
elections for the City of Chicago, and is responsible for the certification of election results. The Board
also manages voter registrations, maintains an accurate list of voters, and educates the public on all
election dates and laws.
2020 2021
FUND SOURCE(S) FTEs Appropriation FTEs Recommendation
Corporate Fund 118 18,377,300 118 13,905,482
Other Grant Funds 4,270,000 5,270,000
Total Full-time Equivalent Positions and 118 $22,647,300 118 $19,175,482
Amounts

ALLOCATION
Personnel Services 7,801,505 6,099,280
Non-Personnel Services 14,845,795 13,076,202

2021
Program Summary and Description FTEs Funding
ADMINISTRATION 16 3,858,398

ELECTION PLANNING AND COMMUNITY SERVICES 15 1,103,496

Recruits, trains, and places judges of election, deputy registrars, and polling
place administrators. Assists in the creation of audio ballots for touchscreen
voting. Conducts voter registration drives, voting equipment demonstrations,
educational seminars and training of deputy voter registrars.
ELECTRONIC VOTING & INFORMATION SYSTEMS 11 4,242,777
Designs and produces electronic ballots and ballot cards. Collects and
reports election vote tallies. Generates lists of registered voters and
processes voter verification of registration cards. Tests computer software,
hardware, and telecommunications setups for early voting and Election Day
activities.
ELECTION SUPPORT 33 7,742,793
Establishes locations of polling places. Conducts investigations of election
complaints. Trains and places nursing home judges of election, as well as
judges of election for replacement ballots from military and overseas voters
and for the central count of absentee ballots. Manages Early Voting and Vote
By Mail programs. Conducts Electoral Board hearings.
WAREHOUSE AND EQUIPMENT PREPARATION 15 957,481
Prepares materials, equipment, and ballots for elections. Catalogues and
stores all election materials and equipment. Performs audits and re-
tabulations of precinctsBOARD
as selected
OFby ELECTION
the Illinois State Board of Elections.
COMMISSIONERS
Coordinates cartage company deliveries to and from Early Voting and
Election Day polling places. 2021
Program Summary and Description FTEs Funding
REGISTRATION AND RECORDS PROCESSING 28 1,549,310
Processes all new and changed voter registration applications and distributes
voter IDs. Maintains, scans, and indexes documents, and responds to public
requests for information. Stores, retrieves, and prepares lists of voter
eligibility records. Conducts a U.S. mail canvass
Programand processes changes of
Summary
address for all registered voters.
TURNOVER (278,773)

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GENERAL FINANCING REQUIREMENTS The proposed 2021 Finance General budget includes
$531.5 million in employee benefits costs (not including
The Finance General category represents cross-
pension contributions) for active employees and
departmental expenses such as information technology
annuitants. Costs for employee benefits are down
systems, employee benefits, contributions to employee
from 2020, primarily due to renegotiated healthcare
pension funds, and long-term debt service payments.
benefits resulting in savings. For routine settlements and
The 2021 proposed budget includes a total of $1.9 billion
judgments, the Finance General 2021 budget is $46.7
for expenses related to the pension funds and a total of
million, flat compared to 2020 levels. Loss in collection of
$1.9 billion for the payment of debt service. These costs
taxes is discussed in the Property Tax section of this book.
are discussed in greater detail in the Pension and Debt
Service Fund sections of this document.

GENERAL FINANCING REQUIREMENTS

FUNDING COMPARISON BY FUNCTION
2020 2021
Expenditure Categories Appropriation Recommendation

Pension Funds 1,705,319,000 1,870,753,000

Loss in Collection of Taxes 22,141,754 49,058,075

Finance General 3,430,300,071 3,207,828,431

Employee Benefits 566,016,497 531,531,150
Workers' Compensation 70,510,000 73,530,800
Payment of Judgments 46,748,419 46,748,419
Debt Service 1,955,399,486 1,956,078,697
Other Citywide Expenditures 791,625,669 599,939,365
Subtotal: 3,430,300,071 3,207,828,431
Total-General Financing Requirements $5,157,760,825 $5,127,639,506
Interfund Transfers and Reimbursements $756,793,320 $526,009,260

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FINANCE GENERAL
Finance General represents cross-departmental expenses such as IT costs, employee benefits,
contributions to employee pension funds, and long-term debt service payments.
2020 2021
FUND SOURCE(S) Appropriation Recommendation
Corporate Fund 1,251,711,447 913,780,750
Water Fund 532,531,962 515,111,439
Vehicle Tax Fund 78,020,973 76,861,177
Motor Fuel Tax Fund 16,742,747 1,080,265
Sewer Fund 305,311,397 286,235,102
Library Fund 34,841,224 25,924,116
Emergency Communication Fund 32,359,479 33,656,261
Special Events and Municipal Hotel Operators' Occupation 8,923,328 5,399,903
Tax Fund
Motor Fuel Tax Debt Service Fund 12,405,000 12,545,000
Bond Redemption and Interest Series Fund 612,913,000 527,794,000
Library Bond Redemption Fund 4,170,000 0
Library Note Redemption and Interest Tender Notes Series 119,775,000 119,356,000
"B" Fund
Emergency Communication Bond Redemption and Interest 16,428,000 16,434,000
Fund
City Colleges Bond Redemption and Interest Fund 36,331,000 34,032,000
Chicago Midway Airport Fund 179,995,939 183,319,491
Municipal Employees' Annuity and Benefit Fund 524,534,000 582,886,000
Laborers' and Retirement Board Annuity and Benefit Fund 72,000,000 86,238,000
Policemen's Annuity and Benefit Fund 737,527,000 818,850,000
Firemen's Annuity and Benefit Fund 371,258,000 382,779,000
Chicago O'Hare Airport Fund 886,619,649 941,947,207
Affordable Housing Opportunity Fund 1,266,868 900,501
CTA Real Property Transfer Tax Fund 60,800,000 49,889,000
Tax Increment Financing Administration Fund 3,752,968 3,303,065
Chicago Parking Meters Fund 0 10,000,000
Garbage Collection Fund 1,183,484 1,216,515
Human Capital Innovation Fund 447,000 447,000
Houseshare Surcharge - Homeless Services Fund 400,000 400,000
Neighborhood Opportunity Fund 1,065,680 1,434,974
Foreign Fire Insurance Tax Fund 11,039,000 16,500,000
Houseshare Surcharge - Domestic Violence Fund 200,000 200,000
Cannabis Regulation Tax 0 5,128,000
TOTALS $5,914,554,145 $5,653,648,766

Program Summary

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P R O G R A M A N D B U D G E T S U M M A R I E S B Y D E PA R T M E N T
L E G I S L AT I V E A N D E L E C T I O N S

FINANCE GENERAL
2021
Program Summary and Description Funding
PENSION FUNDS
For payment to employee annuity and benefit funds. 1,870,753,000

LOSS IN COLLECTION OF TAXES

For anticipated loss in collection of the property tax levy. 49,058,075

FINANCE GENERAL
Employee Benefits 531,531,150
For payment of employee and annuitant benefits.

Workers' Compensation 73,530,800

For payment of claims under workers' compensation,
excluding such claims for the public safety and aviation
departments.

Payment of Judgments 46,748,419

For payment of judgments, settlements, and outside
counsel related to non-public safety litigation.

Debt Service 1,956,078,697

For payment of principal and interest on outstanding
bonds, notes, and other debt instruments.

Other Citywide Expenditures 599,939,365

For other Citywide expenditures that do not fall within
any single department's budget, including insurance
premiums, accounting and auditing expenses, Citywide
IT systems and maintenance, and matching funds for
grants,

Program Summary

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FINANCIAL AND BUDGETARY POLICIES • The City does not budget for doubtful accounts, which
are accounts that have been delinquent for a period
The City’s financial policies provide a framework for the
of at least 90 days and for which collection is unlikely;
City’s overall fiscal management and outline standards
however, doubtful accounts are reported under GAAP.
for consistent and transparent budgetary practices.
These fiscal policies are intended to protect the City’s • The City budget classifies the prior year’s surplus as an
fiscal integrity and health, encourage equitable allocation available resource, whereas GAAP records it as a portion
of costs and resources, and allow sufficient flexibility of the City’s fund balance.
to consider new fiscal and budgetary strategies. The
FUND STABILIZATION
City consistently evaluates these policies to determine
if they should be modified to accommodate changing The City’s policy is to maintain sufficient unrestricted
circumstances and conditions. fund balances to mitigate current and future risks,
emergencies, or unanticipated budget shortfalls. As part
BASIS OF BUDGETING of its financial and budget practices, the City establishes
and maintains three sources of unrestricted budgetary
The City prepares and presents its annual budget on a
fund balance: (i) Asset Lease and Service Concession
modified accrual basis of accounting, with the exception
Reserves, (ii) Operating Liquidity Fund, and (iii) Unassigned
of property taxes and Enterprise Funds. The modified
Fund Balance. Current City policy states that the City will
accrual basis of accounting recognizes revenue when
maintain an unrestricted (comprised of assigned and
earned, as long as the revenue is collectible within the
unassigned)fund balance equivalent to no less than two
current accounting period or soon enough to be used to
months of operating expenses.
pay liabilities from the current accounting period. The City
accounts for revenues as soon as the revenues are both
Asset Lease and Concession Reserves:  Revenues from
measurable and available. Such revenues are used to pay
the long-term lease of the Chicago Skyway and the
liabilities from the current accounting period.
concession agreement for the metered parking system
The City records revenues from fees for licenses and comprise the City’s Asset Lease and Concession Reserves.
permits, charges for services, and other revenues when
received in cash at the time of the issuance of the license Operating Liquidity Fund:  The City created this fund
or permit or the provision of the service. For budgeting in 2016 and each year a determined amount of the
purposes, property taxes are considered revenue for the unassigned fund balance will be assigned to it. This
year in which the taxes are levied. fund will provide reoccurring short-term funding for City
Appropriations are made at the appropriation category operations, allowing the City to manage liquidity issues
level, include account level detail, and are presented by associated with timing of revenue collection. For example,
fund and by City department. The City’s expenditures the Operating Liquidity Fund could be used to replace the
include both cash payments and encumbrances (funds short-term borrowing needed for library operations while
that are committed pursuant to a contract) that are related the City awaits property tax receipts.
to the current fiscal year. Expenditures are generally
recorded when an event or transaction occurs. All annual Unassigned Fund Balance:  Surplus resources identified
appropriations lapse at year end if they remain unspent through the annual financial audit process make up the
and unencumbered, and encumbrances are expended unassigned fund balance. The City’s unassigned fund
within three months of year end. balance has grown due in part to the improving economy,
enhancements in revenue, including debt collection
The City’s budgetary basis of accounting described above and investment strategies, and ongoing savings and
differs from the City’s generally accepted accounting efficiencies.
principles (“GAAP”) basis of reporting, which is used in the
City’s Comprehensive Annual Financial Report (“CAFR”). As part of its budget stabilization policy, the City adheres
The key differences are: to the Government Finance Officers Association (“GFOA”)
• The City budgets encumbrances as expenditures, recommendation and maintains an unrestricted fund
whereas GAAP reflects encumbrances as assigned fund balance in the General Fund of no less than two months of
balance. operating expenses.

• The City’s budget classifies both long-term debt proceeds

and operating transfers-in as revenues, whereas GAAP
classifies these as other financial sources.

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BALANCED AND COMPREHENSIVE BUDGETING WATER AND SEWER RATE STABILIZATION ACCOUNTS
The City bases its annual budget on a reliable assessment The City’s Water Fund and Sewer Fund both maintain
of the available resources for that year and a meaningful rate stabilization accounts. These accounts ensure that
understanding of the City’s service priorities and adopts a the City’s water and sewer systems will remain financially
balanced budget in accordance with the Illinois Municipal solvent in the case of a catastrophic event. In such an
Code (65 ILCS 5/8-2-6). event, the accounts would be used to finance operations
and make necessary repairs for a short period of time.
Members of the public are provided with an opportunity Contributions to the water and sewer rate stabilization
to submit comments on the annual budget through City accounts are projected in amounts necessary to maintain
Council hearings, community forums, written or electronic an account balance equal to three months of operating
submissions, or other appropriate means, and at any expenses. Any net revenues remaining after providing
public hearings required by the Illinois Municipal Code (65 sufficient funds for all required deposits into the bond
ILCS 5/8-2-6). accounts may be transferred to the water and sewer rate
stabilization accounts upon the direction of the City to
Annually, the City evaluates each department’s direct be used for any lawful purpose of the water and sewer
costs, as well as any indirect costs that are necessary to systems, respectively.
conduct that department’s function. Accurately assessing
these costs across City government provides a useful DIVERSE REVENUE SYSTEM AND EVALUATION OF
measure of the full cost of City services. COSTS
The City maintains a diversified and stable revenue
Enterprise funds are charged the full cost of services system that is responsive to the changing economy and is
provided by other City funds. designed to protect the City from short-term fluctuations
in any individual revenue source. The City does not use
FINANCIAL REPORT AND LONG-TERM FINANCIAL revenue from volatile sources in an amount that exceeds
PLANNING normal growth rates for ongoing operating costs.
Pursuant to Executive Order No. 2019-3, a long-term
budget and financial analysis – the Budget Forecast – User fees are evaluated on an ongoing basis to determine
is issued by the Office of Budget and Management by the appropriate level based on the cost of the service as
August 31 of each year which includes a revenue trend well as other factors. Tax and fee reductions and waivers
analysis and a long-term financial forecast and a local fund are also critically evaluated to determine their value and
financial condition analysis that presents historical data on impact on City services and finances. Where possible,
the City’s financial condition over the previous ten years. the cost of City services is benchmarked against similar
providers of such services so that the City can accurately
GRANTS MANAGEMENT evaluate opportunities to improve efficiency and reduce
Anticipated grants are appropriated annually as part costs associated with service delivery. Additionally, the
of the Appropriation Ordinance passed by the City City also utilizes an equity lens to determine opportunities
Council. Before applying for or accepting any grant, the to provide more pathways to compliance for payment
City evaluates whether the grant is consistent with the of various City fees, taxes and fines, as well as through
City’s mission and priorities, and assesses the costs, the evaluation on the impact of the cost of City fees on
responsibilities, and risks associated with the grant. residents across the city.

CAPITAL INVESTMENTS AND MAINTENANCE DECLARING A TIF SURPLUS

The City consistently maintains capital assets and Starting with the 2020 Budget, Mayor Lightfoot
prioritizes capital projects in a manner that minimizes implemented a policy that clearly outlines the City’s
future maintenance and replacement costs, and meets approach to declaring tax increment financing (‘TIF”)
Chicago’s infrastructure needs. On an annual basis, the surplus. This policy formalizes past practice of declaring
City issues a multi-year Capital Improvement Plan (“CIP”). the full available balance in the “Downtown Freeze” TIFs
The CIP contains an outline of the sources of funds, timing as surplus, while more aggressively analyzing every TIF
of capital projects as well as project descriptions and to determine the available balance and declaring surplus
locations. from the balance not reserved for projects.

Surplus is declared in three primary ways:

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• “Downtown Freeze” TIFs are those in and around the

Central Business District that have been reserved only
for major infrastructure projects. The full available
balance in these TIFs is declared surplus each year.
• TIFs being terminated or otherwise ending must have
any balance after closing out projects returned as
surplus.
• For the remaining TIFs, surplus is declared in TIFs
with a balance over $750,000. The City declares 25
percent of the balance over $750,000, progressing up
to 100 percent of the balance over $2.5 million.
DEBT MANAGEMENT POLICY
Pursuant to Section 2-32-031(d) of the Municipal Code of
Chicago, the Chief Financial Officer must adopt the City
of Chicago Debt Management Policy which establishes
guidelines for the issuance and management of all City-
issued debt and any new financing types related to existing
City debt. The Chief Financial Officer has the day-to-day
responsibility and authority for structuring, implementing,
and managing the City’s debt program in accordance with
authorization by the Chicago City Council. The City’s Debt
Management Policy is available on the City of Chicago’s
Investor Relations website.

CITY INVESTMENT POLICY

The investment of City funds is governed by the Municipal
Code. Pursuant to the Municipal Code, the City Treasurer
has adopted a Statement of Investment Policy and
Guidelines to establish written cash management and
investment guidelines for the investment of City funds.

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GLOSSARY Boat Mooring Tax: A tax imposed on the mooring or

docking of any watercraft for a fee in or on a harbor,
Actuarially-Calculated: An amount determined sufficient
river or other body of water within the corporate limits or
to increase the funded ratio of the City of Chicago’s
jurisdiction of the City. The tax rate is 7.0 percent of the
pension funds, including Municipal Employees’ Annuity
mooring or docking fee. Authorization: Municipal Code
and Benefit Fund, the Laborers’ Annuity and Benefit
3-16-030.
Fund, the Policemen’s Annuity and Benefit Fund and
the Firemen’s Annuity and Benefit Fund, to a statutorily
Bonds: Long-term debt primarily used to finance
required amount over a number of years.
infrastructure projects including street and alley
construction and improvements, lighting, sidewalk
Amusement Tax: A tax imposed upon the patrons of
replacement, curb and gutter repairs and replacement, and
amusement activities within the City of Chicago including
transportation improvements, as well as Enterprise Fund
sporting events, theater productions, and a variety of
related projects. The City of Chicago has several different
other entertainment activities. The tax does not apply to
types of bonds including general obligation bonds, Motor
admission fees to witness in-person live theatrical, live
Fuel Tax revenue bonds, tax increment allocation bonds,
musical, or other live cultural performances that take place
water and wastewater bonds, and O’Hare and Midway
in a venue whose maximum capacity is 1,500 persons or
Bonds.
fewer. The tax rate is 9.0 percent of the fee paid to witness
in-person live theatrical, live musical, or other live cultural
Business Taxes: Consists of revenue from the City’s tax on
performances that take place in a venue whose maximum
hotel accommodations, the Checkout Bag Tax, and prior
capacity is more than 1,500 persons. Authorization:
to 2019, Foreign Fire Insurance Tax.
Municipal Code 4-156-020.
Capital Improvement Plan: A five-year plan that identifies
Appropriation: An amount of money in the budget,
capital projects, establishes a planning schedule and
authorized by the City Council, for expenditures for
provides options for financing projects.
specific purposes. Appropriations are made by account
group within each department and fund.
Carryover Appropriations: The balance of appropriations
available for expenditure in years subsequent to the year
Automatic Amusement Device Tax: A tax imposed on
of enactment.
each automatic amusement device or machine used
within the City of Chicago for gain or profit. The tax rate
Charges for Service: Charges levied for services provided
is $150 per amusement device annually. Authorization:
by the City of Chicago that are not covered by general
Municipal Code 4-156-160.
tax revenue. Such services include building inspections,
information requests, emergency medical services, and
Aviation Funds: A fund established to account for
safety services.
acquisition, operation, and maintenance of the City’s
airports. Aviation funds are comprised of the O’Hare
Checkout Bag Tax: A tax of $.07 per bag on the retail sale
International Airport Fund and the Midway International
or use of paper and plastic checkout bags in Chicago, of
Airport Fund.
which retail merchants retain $.02 and the remaining $.05
is remitted to the City. Authorization: Municipal Code 3-50-
Basis of Accounting: The method used to recognize
030.
increases and decreases in financial resources.
Cigarette Tax: A tax of $0.059 per cigarette ($1.18 per
Basis of Budgeting: The method used to determine when
pack of twenty) is imposed upon all cigarettes possessed
revenues and expenditures are recognized for budgetary
for sale within the City of Chicago. The tax is paid through
purposes.
the purchase of tax stamps from the City of Chicago’s
Department of Finance. In the City of Chicago’s budget,
Benefits: Includes costs such as healthcare, workers’
this also includes the liquid nicotine product tax, which is
compensation, life insurance, social security contributions
imposed on the retail sale of liquid nicotine products in the
and Medicare contributions. While the City’s pensions are
City of Chicago at $1.50 per product unit and $1.20 per fluid
a benefit of City employment, employer costs associated
milliliter of consumable nicotine solution. Authorization:
with pensions are counted separately from other benefits.
Municipal Code 3-42-020 (cigarette) and 3-47-030 (liquid
nicotine).

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Claims, Refunds, Judgments and Legal Fees: Includes Authorization: Municipal Code 3-64-030 and 7-50-020.
expenses incurred with claims filed against the City of
Chicago, legal settlements and judgments, and related Emergency Communications Fund: A Special Revenue
legal fees including attorney costs. Fund that is comprised of revenues from the collection
of the emergency communication surcharge and used to
Collective Bargaining Agreements (“CBAs”): A written fund 911 and emergency preparedness related activities.
legal contract between an employer and a union
representing employees. Enterprise Funds: Funds established to account for
acquisition, operation, and maintenance of government
Commodities and Equipment: Consists of costs for gas, services such as water, sewer, and the airports. These
electricity, natural gas, and small equipment. funds are self-supporting in that they derive revenue from
user charges.
Comprehensive Annual Financial Report (“CAFR”):
Provides complete and accurate financial information Equalized Assessed Value (“EAV”): The equalized
which complies with the reporting requirements of the assessed value of a property is the result of applying a
Municipal Code of Chicago. State equalization factor to the assessed value of a parcel
of property. The State equalization factor is used to bring
Consumer Price Index (“CPI”): Generally understood as all property in Illinois to a uniform level of assessment.
a way to measure inflation, CPI measures the average As it relates to TIF districts, base EAV is the value at the
change over time in the prices paid for a set of consumer time the TIF district was established, incremental EAV is
goods and services. difference between the base EAV and the current EAV.

Contractual Services: Comprised of costs incurred related Fines, Forfeitures, and Penalties: Fines and any associated
to services provided to the City that are dictated by a penalties levied for violations of the Municipal Code. The
contractual agreement, such as information technology or primary source of this type of revenue is from parking
auditing services. tickets. Also included in this category are red-light and
automated speed enforcement fines, moving violations,
Corporate Fund: The City of Chicago’s general operating booting-related fees, sanitation code violations, and
fund, used to account for basic City operations and housing court fines.
services such as public safety, business and consumer
services, and tree trimming. Fiscal Year (“FY”): The City of Chicago’s fiscal year aligns
with the calendar year: January 1 to December 31.
Debt Service Funds: Debt Service Funds are used to
account for the accumulation of resources for, and the Foreign Fire Insurance Tax: A tax imposed on any business
payment of, long-term debt service and related costs. not incorporated in the State of Illinois that is engaged in
Revenue bonds issued for the City of Chicago’s Enterprise selling fire insurance in the City of Chicago. The tax is
Funds and debt issued for special taxing districts are not paid for the maintenance, use, and benefit of the Chicago
included in the City’s general Debt Service Funds. Fire Department. The tax rate is 2.0 percent of the gross
receipts received for premiums. Authorization: Municipal
Delegate Agencies: Organizations that provide services Code 4-308-020.
on behalf of the City through a grant contract.
Full Time Equivalent (“FTE”): The ratio of the total
Doubtful Account: An account balance that has been number of paid hours during a period by the number of
delinquent for a period of at least 90 days, and where working hours in that period. One FTE is equivalent to one
collection is unlikely. employee working full-time.

Emergency Communication Surcharge: A surcharge Generally Accepted Accounting Principles (“GAAP”):

imposed on all billed subscribers of telecommunications Refers to a common set of accounting principles, standards
services within the City of Chicago for the purpose of and procedures that companies and their accountants
funding a portion of the maintenance and operation of the must follow when they compile their financial statements.
City’s emergency 911 system. The surcharge is $5.00 per
month for each network connection and wireless number, Garbage Fee: Chicago residences receiving City-provided
and a 9.0 percent tax on pre-paid wireless service. garbage collection services are charged a $9.50 monthly

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fee per dwelling unit. City-provided garbage collection Hotel Accommodations Tax: A 4.5 percent tax imposed
services are provided to single family homes and multi- on the rental or lease of hotel accommodations in the City
family buildings with four units or fewer. Authorization: of Chicago. For vacation rentals and shared housing units,
Municipal Code 7-28-235. a 6.0 percent surcharge is added to the 4.5 percent base
rate for a total City tax rate of 10.5 percent of the gross
General Obligation Debt: Comprised of three types of rental or leasing charge. Authorization: Municipal Code
general obligation bonds including Tax Levy Bonds, 3-24-030.
Alternate Revenue Bonds and Pledge Bonds.
Illinois Municipal Retailers’ Occupation Tax: A tax imposed
General Financing Requirements: Comprised of the on the activity of selling tangible personal property at
Finance General budgeting category that represents cross- retail in Illinois. The tax rate is 6.25 percent of the selling
departmental expenses such as information technology price. The tax is administered and collected by the State.
systems, employee benefits, contributions to employee Authorization: 35 Illinois Compiled Statutes (ILCS) 120/2-10.
pension funds, and long-term debt service payments.
Illinois Use Tax: A tax imposed on the use of tangible
Gross Domestic Product: The total value of goods personal property purchased outside Illinois but used
produced, and services provided in a defined area in the State. The tax rate is 6.25 percent of the selling
(country, state, municipality, etc.) during one year. price. The tax is administered and collected by the Illinois
Department of Revenue. 16.0 percent of collections (1.0
Ground Transportation Tax: A tax imposed on the provision percent of the 6.25 percent) is distributed to municipalities.
of hired ground transportation to passengers in the City The City receives 20.0 percent of the 1.0 percent portion
of Chicago. The tax rate is $98 per month on medallion allocated to municipalities. Authorization: 35 ILCS 105/1.
licensees. There is a $3.50 per day charge for each non-
taxicab vehicle with a seating capacity of 10 or fewer Income Tax: A tax imposed by the State of Illinois on the
passengers, $6 per day for each non-taxicab vehicle with privilege of earning or receiving income in Illinois. The
a seating capacity of 11 to 24 passengers, $9 per day for tax rate is 7.0 percent of net income for corporations and
each non-taxicab vehicle with a capacity of more than 24 4.95 percent of net income for individuals, trusts, and
passengers. Transportation network provider vehicles are estates. Of the net income tax receipts after refund, 6.06
charged $1.13 per trip for single ride trips that begin or end percent of personal income tax receipts and 6.85 percent
in Chicago, or $0.53 for shared rides that begin or end of corporate income tax receipts are placed in the Local
in Chicago, and $0.10 per trip Accessibly Fund payment Government Distributive Fund, which is then distributed to
for all trips that begin or end in Chicago. Additionally, a municipalities based on population. Authorization: 35 ILCS
$5.00 per trip surcharge on all transportation network 5/201, 5/901; 30 ILCS 115/1, 115/2.
provider vehicles for airport, Navy Pier, and McCormick
Place pickup and drop-off. As of 2020, the City also Intergovernmental Tax Revenue: Consists of the City’s
implemented a downtown surcharge on weekdays from 6 share of State Income Tax, Personal Property Replacement
am to 10 pm of $1.75 per trip for single rides and $0.60 per Tax, Municipal Auto Rental Tax, and Reimbursements for
trip for shared rides. Lastly, the City of Chicago charges City Services.
$1.00 per day for pedicab
s for each day in service. Authorization: Municipal Code Internal Service Earnings: Reimbursements from other City
3-46-030. funds to the Corporate Fund for services that are provided
to other City funds. Certain internal service earnings are
Home Rule Municipal Retailers’ Occupation Tax: A allocated using cost accounting methods, while others are
tax imposed on the activity of selling tangible personal reimbursed using intergovernmental purchase orders.
property other than property titled or registered with the
State of Illinois that is sold at retail in the City of Chicago. Licenses and Permits: Licenses and permits are required
The tax rate is 1.25 percent of the gross receipts from such for the operation of certain construction and business
sales. Grocery food and prescription and nonprescription activities in the City of Chicago. Fees for these licenses
medicines are generally exempt from the tax. The tax is and permits vary with the type of activity authorized.
administered and collected by the Illinois Department of
Revenue and disbursed monthly to the City. Authorization: Liquor Tax: A tax imposed on the retail sale of alcoholic
Municipal Code 3-40-10 and 3-40-20. beverages in the City of Chicago. Each wholesale dealer
who sells to a retail dealer located in the City of Chicago

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collects the tax and any such retail alcoholic beverage Motor Vehicle Lessor Tax: A tax imposed on the leasing
dealer in turn collects the tax from the retail purchaser. The of motor vehicles in the City of Chicago to a lessee on a
tax rate is $0.29 per gallon of beer, $0.36 per gallon for daily or weekly basis. The lessor is allowed to pass this
alcoholic liquor containing 14.0 percent or less alcohol by tax on to lessees as a separate charge on rental bills or
volume, $0.89 per gallon for liquor containing more than invoices. The tax is $2.75 per vehicle per rental period.
14.0 percent and less than 20.0 percent alcohol by volume, Authorization: Municipal Code 3-48-030.
and $2.68 per gallon for liquor containing 20.0 percent or
more alcohol by volume. Authorization: Municipal Code Municipal Hotel Operators’ Occupation Tax: A tax
3-44-030. authorized by State legislation and imposed on the activity
of renting hotel accommodations in the City of Chicago.
Local Funds: All funds used by the City for non-capital The tax rate is 1.0 percent of gross receipts. The tax is
operations other than grant funds. Includes the Corporate administered and collected by the Illinois Department of
Fund, Enterprise Funds, and Special Revenue Funds. Revenue and distributed monthly to the City. Authorization:
Municipal Code 3-40-470.
Local Non-Tax Revenue: Consists of fees charged for the
issuance of licenses and permits; fines, forfeitures and Municipal Parking: A category of revenues that currently
penalties for traffic or other violations; various charges includes revenue generated by various parking permits.
for services; municipal parking; leases, rentals and sales Historical collections in this category also include parking
of City-owned property; internal service earnings; and meter revenues generated prior to the long-term lease of
interest and other revenue. the City’s parking meter system in 2009.

Local Tax Revenue: Consists of taxes collected by the City, O’Hare Airport Fund: A fund established to account
including utility, transportation, transaction, recreation, for acquisition, operation, and maintenance of O’Hare
and business taxes. International Airport.
Long-Term Debt: Used to finance infrastructure projects
Parking Garage Tax: A tax imposed on the privilege of
in neighborhoods including street and alley construction
parking a motor vehicle in any commercial parking lot or
and improvements, lighting, sidewalk replacement, curb
garage in the City of Chicago. The tax rate is currently
and gutter repairs and replacement, and transportation
22.0 percent for daily parking during the week as well as
improvements, including street resurfacing, bridge
all weekly and monthly parking and 20.0 percent for daily
rehabilitation and traffic safety improvements, as well as
parking on the weekends. Authorization: Municipal Code
Enterprise Fund related projects.
4-236-020.
Midway Airport Fund: A fund established to account
Personnel Services: Personnel-related costs, which include
for acquisition, operation, and maintenance of Midway
salaries and wages, pension contributions, healthcare,
International Airport.
overtime pay, and unemployment compensation.
Modified Accrual Basis of Accounting: Under the modified
accrual basis of accounting, revenues are recognized when Pension Funds: The City of Chicago’s employees
they become measurable and available. Expenditures are are covered under four defined-benefit retirement
recognized when the liability is incurred. plans established by State statute and administered
by independent pension boards. These plans are the
Motor Fuel Tax: A tax imposed by the State of Illinois on Municipal Employees’ Annuity and Benefit Fund, the
the sale of motor fuel within the State. The tax rate is $0.38 Laborers’ Annuity and Benefit Fund, the Policemen’s
per gallon of gasoline and $0.455 per gallon of diesel fuel. Annuity and Benefit Fund, and the Firemen’s Annuity
A portion of the revenue is distributed to municipalities and and Benefit Fund. Each independent pension board has
townships based on population via a Statewide allocation authority to invest the assets of its respective plan subject
formula. Authorization: 35 ILCS 505/2, 505/8. to the limitations set forth in 40 ILCS 5/1-113.

Motor Fuel Tax Fund: A Special Revenue Fund comprised Personal Property Lease Tax: A tax imposed on the
of revenue derived from the Motor Fuel Tax that funds lease, rental or use of rented, personal property in the
expenses such as costs associated with streetlight energy, City of Chicago. The tax rate is currently 9.0 percent of
salt purchases for snow removal, street pavement and the lease or rental price. The lease transaction tax rate
bridge maintenance, and related personnel costs. for nonpossessory computer leases of software and

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infrastructure - referred to as cloud software and cloud for the purpose of providing financial assistance to the
infrastructure - is 7.25 percent. Proposed with the 2021 Chicago Transit Authority. The tax rate is $1.50 per $500
budget, is a 1.75 percent increase to the lease transaction of the transfer price or fraction thereof and is paid by the
tax rate, bringing the rate to 9.0 percent. Authorization: transferor. Authorization: Municipal Code 3-33-030.
Municipal Code 3-32-030.
Recreation Taxes: Consists of taxes on amusement
Personal Property Replacement Tax: Two categories activities and devices, boat moorings, liquor, cigarettes,
of taxes levied by the State and distributed to local non—alcoholic beverages, and off-track betting. Effective
governments to replace personal property taxes no with the passage of the 2020 budget, this category will
longer allowed under the Illinois Constitution: 1. An also include an excise tax on the sale of recreational
income-based tax on corporations, partnerships, and cannabis.
other business entities. The tax rate is 2.5 percent for
corporations and 1.5 percent for partnerships, trusts, and Reimbursements and Financial Expenses: Reimbursements
subchapter S corporations. The tax allocation formula consists of amounts transferred to the Corporate Fund from
for local governments in Cook County is based on the other City funds for central services such as information
1976 distribution of the repealed personal property tax. technology, police and fire services, street and building
Authorization: 35 ILCS 5/201(c), (d); 30 ILCS 115/12. 2. A maintenance, and administrative services.
tax on invested capital imposed by the State of Illinois
on public utilities. The tax rate is 0.8 percent on invested Reserves: Reserves are funds that the City sets aside as
capital. The tax allocation formula for local governments an economic safety net to mitigate current and future risks
in Cook County is based on the 1976 distribution of the such as contingencies, emergencies, or revenue shortfalls.
repealed personal property tax. Authorization: 35 ILCS
610/2a.1, 615/2a.1, 620/2a.1, 625/2a.1; 30 ILCS 115/12. Restaurant and Other Places for Eating Tax: A tax imposed
on each place for eating located in the City of Chicago.
Prior Year Available Resources: Amounts remaining The tax rate is 0.50 percent of the selling price of all food
from prior years that are budgeted in the current year. and beverages sold at retail. Authorization: Municipal
Prior year available resources result from revenue Code 3-30-030.
exceeding expenditures through savings and sustainable
revenue growth, along with spending controls and other Sales Tax Securitization Corporation Residual Revenues:
efficiencies. In October 2017, the City Council passed an ordinance
authorizing the creation of a Sales Tax Securitization
Proceeds and Transfers In: Consists of amounts transferred Corporation (“STSC”). This revenue securitization
into the Corporate Fund from outside sources. structure was developed because of legislation passed
by the Illinois General Assembly, allowing all home rule
Proceeds of Debt: Funds generated from the sale of municipalities to create a special purpose corporation
bonds or notes. organized for the sole purpose of issuing bonds paid for
from revenues collected by the State. In December 2017,
Property Tax: A tax levied on the equalized assessed the City entered into a sale agreement (“Agreement”) with
valuation of real property in the City of Chicago. Cook the STSC. Under the Agreement, the City sold to the STSC
County collects the tax with assistance from the Illinois the City’s rights to receive Sales Tax revenues collected
Department of Revenue. Authorization for the City’s by the State. In return, the City received the proceeds of
property tax levy occurs through bond ordinances and bonds issued by the STSC as well as a residual certificate.
property tax levy ordinances in connection with the annual Sales Tax revenues received by the STSC are paid first
appropriation ordinances. to cover the STSC’s operating expenses and debt service
on the STSC’s bonds. All remaining Sales Tax revenues
Real Property Transfer Tax: A tax imposed on the transfer are then paid to the City as the holder of the residual
of title to, or beneficial interest in, real property located certificate and are budgeted as Proceeds and Transfers.
in the City of Chicago. The tax rate is $3.75 per $500
of transfer price, or fraction thereof, and is paid by the Sewer Fund: An Enterprise Fund that support the
transferee. Authorization: Municipal Code 3-33-030. operation, maintenance, and capital programs of the City’s
sewer systems.
Real Property Transfer Tax—CTA Portion: A supplemental
tax on the transfer of real property in the City of Chicago

186
 2 0 2 1 B U D G E T O V E R V I E W
APPENDICES

Simplified Telecommunications Tax: A tax imposed on Use Tax for Non-Titled Personal Property: A tax imposed
the privilege of originating or receiving intrastate or on the use of non-titled tangible personal property in the
interstate telecommunications within the City of Chicago. City of Chicago that is purchased at retail from a retailer
The tax rate is 7.0 percent of the gross charge for such located outside the City of Chicago. The tax rate is 1.0
telecommunications purchased at retail. Authorization: percent of the property’s selling price. Authorization:
Municipal Code 3-73- 030. Municipal Code 3-27-030.

Special Events and Municipal Hotel Operators’ Occupation Use Tax for Titled Personal Property: A tax imposed on
Tax Fund: Includes revenues from the Municipal Hotel the use of titled personal property in the City of Chicago
Operator’s Occupation Tax and is used to support the that is purchased at retail from a retailer located outside
promotion of tourism, cultural and recreational activities. the City of Chicago and titled or registered in the City. The
tax rate is 1.25 percent of the property’s selling price. The
Special Revenue Fund: A fund established to account Illinois Department of Revenue administers and collects
for the operations of a specific activity and the revenue the tax on behalf of the City when titled personal property
generated for carrying out that activity. Special Revenue is purchased from a retailer in Cook, DuPage, Lake, Kane,
Funds are used to account for the proceeds of specific McHenry, or Will counties. Authorization: Municipal Code
revenue sources (other than special assessments, 3-28-030.
expendable trusts, or major capital projects) requiring
separate accounting because of legal or regulatory Utility Taxes and Fees: Consists of taxes on the purchase
provisions or administrative action. of telecommunication services, electricity, natural gas and
cable television.
Structural Budget Deficit: Any structural budget imbalance
between existing revenues and existing expenses in the Vehicle Fuel Tax: A tax imposed on the purchase of vehicle
Corporate Fund for that budget year. Commonly referred fuel purchased or dispensed within the City of Chicago.
to as the “gap”. The tax rate is $0.05 per gallon. Introduced with the 2021
Budget is a proposed $0.03 per gallon increase, bringing
Tax Increment Financing (“TIF”): TIF is a funding tool used the total tax to $0.08 per gallon. Authorization: Municipal
to improve neighborhood infrastructure and promote Code 3-52-020.
investment in communities across the city. The program
is governed by a State law allowing municipalities to Vehicle Tax Fund: Includes revenue from vehicle sticker
capture property tax revenues derived from the amount of sales, impoundment fees, abandoned auto sale fees and
incremental equalized assessed value (“EAV”) above the pavement cut fees for the maintenance of the public way.
base EAV that existed before an area was designated as
a TIF district. Water Fund: An Enterprise Fund that supports the
operation, maintenance, and capital programs of the City’s
Transaction Taxes: Consists of taxes on the transfer of real water systems.
estate, the lease or rental of personal property, and the
short-term least of motor vehicles within the City. Water and Sewer User Fees: A fee imposed on water
and sewer usage within the City of Chicago. The revenue
Transportation Network Providers (“TNP”): Rideshare collected via water charges and the sewer surcharges on
companies that provide prearranged transportation City utility bills. The water and sewer funds are segregated
services for compensation through an internet-enabled funds where water fund revenue is used to support the
application or digital platform to connect passengers with water system and sewer fund revenue is used to support
drivers of vehicles for hire. the sewer system. Authorization: Municipal Code 11-12-
260.
Transportation Taxes: Consists of taxes on vehicle fuel,
garage parking, and hired ground transportation. Water and Sewer Tax: A utility tax assessed on water and
sewer use within the City of Chicago. Beginning in 2017, the
Transfers-in: The movement of resources into local funds tax was $.59 per 1,000 gallons of water and sewer use and
from reserves and other non-recurring revenue sources. increased to $1.28 per 1,000 gallons in 2018. The rate will be
$2.01 per 1,000 gallons in 2019 and $2.51 per 1,000 gallons in
Transfers-out: The movement of resources from local funds 2020. Authorization: Municipal Code 3-08-030, -040.
to reserves and other non-recurring revenue sources.

187
 2 0 2 1 B U D G E T O V E R V I E W
APPENDICES

Wheel Tax (referred to as the Vehicle Sticker Fee): An

annual fee imposed on the privilege of operating a motor
vehicle within the City of Chicago that is owned by a
resident of the City of Chicago. The annual fee is $87.82
for smaller passenger automobiles (less than 4,500
pounds) and $139.48 for larger passenger automobiles
(4,500 pounds or more). The fee varies for other vehicle
classifications. Authorization: Municipal Code 3-56-050.

Zero Based Budgeting: A method of budgeting in which

expenses are justified for each new fiscal year. The City of
Chicago starts at a base of zero and every function within
the city is analyzed for its needs and costs.

188
B U D G E T D E TA I L
 CORPORATE FUND

Actual Es�mate Projec�on

2015 2016 2017 2018 2019 2020 2021
Business Taxes Hotel Tax $109.8M $113.5M $131.6M $130.4M $133.7M $28.9M $60.1M
Foreign Fire Insurance Tax $6.0M $5.4M $5.6M $4.9M
Shopping Bag Tax $5.6M $6.4M $6.4M $5.8M $6.0M
Total $115.8M $118.9M $142.9M $141.7M $140.1M $34.7M $66.1M
City Sales Tax/HROT Home Rule Occupa�on Tax $308.9M $308.1M $229.9M $57.0M $63.7M $47.9M $63.6M
Total $308.9M $308.1M $229.9M $57.0M $63.7M $47.9M $63.6M
Municipal Public U�lity Taxes & Telecommunica�ons $105.5M $103.6M $101.9M $87.4M $77.6M $75.3M $69.7M
Fees Electricity Use $95.2M $98.7M $95.4M $98.5M $96.1M $89.7M $95.2M
Electricity IMF $87.6M $91.4M $88.3M $90.8M $88.6M $85.8M $87.6M
Cable Television $29.8M $29.6M $28.7M $26.7M $26.1M $25.2M $24.3M
Natural Gas Use & U�lity Taxes $119.7M $111.1M $124.7M $128.6M $128.3M $109.7M $114.0M
Total $437.8M $434.4M $439.0M $432.1M $416.7M $385.7M $390.8M
Recrea�on Taxes Amusement Tax $145.7M $163.6M $172.6M $195.5M $196.5M $97.9M $143.6M
Liquor Tax $33.7M $33.1M $32.6M $33.0M $32.0M $28.2M $31.0M
2 0 2 1

Non-Alcoholic Beverage Tax $22.9M $24.4M $24.3M $27.0M $25.3M $23.0M $24.9M
Municipal Cigare�e Tax $22.8M $23.1M $21.3M $21.3M $19.8M $21.3M $17.3M

Local Taxes
Boat Mooring Tax $1.4M $1.3M $1.3M $1.8M $1.1M $1.0M $1.2M
Auto Amusement Tax $0.5M $0.5M $0.4M $0.4M $0.4M $0.4M $0.3M
Off Track Be�ng $0.5M $0.6M $0.6M $0.5M $0.4M $0.2M $0.4M
Cannabis Excise tax $2.1M $5.2M
Total $227.5M $246.6M $253.1M $279.5M $275.5M $174.0M $223.9M

191
B U D G E T

Transac�on Taxes Personal Property Lease Transac�on $192.5M $259.9M $265.7M $295.4M $328.7M $310.6M $348.4M
Real Property Transfer $191.1M $197.1M $161.7M $175.5M $152.4M $120.5M $124.7M
REVENUE

Motor Vehicle Lessor Tax $6.7M $6.6M $6.8M $6.6M $6.7M $3.3M $5.0M
Total $390.3M $463.6M $434.2M $477.5M $487.8M $434.4M $478.1M
B U D G E T D E TA I L

Transporta�on Taxes Parking Tax $131.5M $134.5M $135.4M $134.0M $144.1M $71.2M $108.5M
Vehicle Fuel Tax $49.3M $53.0M $54.2M $53.7M $54.1M $38.2M $55.6M
Ground Transporta�on Tax $17.1M $59.6M $85.4M $119.4M $138.8M $107.9M $144.6M
Total $197.9M $247.1M $275.0M $307.1M $337.0M $217.3M $308.7M
Total $1,678.1M $1,818.7M $1,774.1M $1,694.8M $1,720.7M $1,294.1M $1,531.3M
Proceeds & Transfers In Skyway Long-Term Reserve Interest $9.0M $15.9M $12.1M $17.7M $15.0M $15.0M
O V E R V I E W

Parking Meter Revenue Replacement Fund $2.0M

Parking Meter Revenue Replacement Fund Interest $5.2M $3.5M $3.4M $4.0M $4.0M
Proceeds & Transfers In-Other $42.9M $8.0M $8.4M $3.7M $14.0M $8.0M $8.0M
Sales Tax Securi�za�on Corpora�on Residual $150.8M $608.2M $615.7M $461.4M $570.2M
Total $53.9M $8.0M $180.2M $627.5M $650.9M $488.4M $597.2M

Proceeds & Transfers In

Total $53.9M $8.0M $180.2M $627.5M $650.9M $488.4M $597.2M
State Sales Tax/ROT State Sales Tax/ROT $356.9M $366.4M $270.5M
Total $356.9M $366.4M $270.5M
State Income Tax State Income Tax $286.5M $254.0M $239.9M $255.0M $284.2M $265.1M $262.3M
Total $286.5M $254.0M $239.9M $255.0M $284.2M $265.1M $262.3M
Municipal Auto Rental Tax Municipal Auto Rental Tax $4.2M $4.2M $4.1M $4.1M $4.4M $2.2M $3.3M
Total $4.2M $4.2M $4.1M $4.1M $4.4M $2.2M $3.3M
Personal Prop Replacement Tax Personal Prop Replacement Tax (Corporate Share) $50.5M $159.7M $148.3M $137.4M $185.6M $141.5M $147.0M
(Corporate Share)

Intergovernmental
Total $50.5M $159.7M $148.3M $137.4M $185.6M $141.5M $147.0M
Reimbursements
 CORPORATE FUND

Personal Prop Replacement Tax Actual Es�mate Projec�on

(Corporate Share) Total 2015 2016 2017 2018 2019 2020 2021
Reimbursements Reimbursements $1.8M $1.9M $2.5M $3.4M $1.5M $2.0M $2.0M
Total $1.8M $1.9M $2.5M $3.4M $1.5M $2.0M $2.0M

Intergovernmental
Total $699.9M $786.2M $665.4M $400.0M $475.8M $410.8M $414.6M
Charges for Services Safety $61.5M $77.3M $70.0M $73.7M $80.2M $344.9M $229.4M
Other Charges $29.4M $32.5M $28.9M $30.2M $31.0M $26.5M $28.6M
Inspec�on $15.0M $13.1M $12.7M $13.1M $14.6M $10.0M $12.3M
Current Expenses $13.0M $6.3M $6.3M $4.6M $7.4M $5.6M $6.6M
Informa�on $0.7M $1.5M $0.3M $1.1M $1.2M $1.0M $1.0M
Total $119.6M $130.8M $118.2M $122.7M $134.4M $388.0M $277.9M
Fines, Forfeitures & Penal�es Fines, Forfeitures & Penal�es $366.3M $318.4M $344.9M $335.9M $319.2M $230.0M $381.5M
Total $366.3M $318.4M $344.9M $335.9M $319.2M $230.0M $381.5M
Interest Income Interest Income $0.9M $8.3M $7.0M $1.9M $31.4M $3.5M $6.5M
Total $0.9M $8.3M $7.0M $1.9M $31.4M $3.5M $6.5M
Internal Service Earnings Enterprise Funds $137.1M $168.4M $162.6M $171.9M $173.6M $177.1M $173.1M
2 0 2 1

Intergovernmental Funds $42.0M $32.9M $37.0M $35.3M $12.5M $114.9M $155.0M

Other Reimbursements $28.4M $12.9M $14.7M $11.5M $29.1M $14.8M $13.9M
Special Revenue Funds $137.1M $128.5M $133.5M $51.5M $67.8M $54.7M $68.6M
Total $344.5M $342.6M $347.7M $270.2M $283.1M $361.5M $410.6M
Leases, Rentals & Sales Rentals and Leases $14.0M $13.0M $13.2M $26.5M $25.5M $1.4M $25.0M
Sale of Impounded Autos $0.0M $0.0M $0.0M $0.0M
Sale of Land $3.5M $9.6M $10.8M $6.2M $0.2M $1.8M $11.0M

Non-Tax Revenue

192
B U D G E T

Sale of Materials $1.4M $1.3M $1.0M $0.7M $0.4M $0.3M $0.3M

Vaca�on of Streets $6.5M $2.2M $0.9M $2.2M $15.8M $4.5M $3.0M
REVENUE

Total $25.5M $26.1M $25.9M $35.7M $42.0M $8.0M $39.3M

Licenses & Permits Other Permits and Cer�ficates $45.0M $48.3M $49.3M $48.1M $51.6M $39.4M $44.8M
B U D G E T D E TA I L

Building Permits $43.7M $43.5M $43.2M $42.5M $40.1M $35.5M $37.0M

Business Licenses $19.4M $18.5M $22.3M $21.4M $25.4M $19.0M $21.7M
Alcohol Dealers License $12.5M $12.2M $12.7M $12.5M $13.3M $10.3M $11.5M
Prior Period Fines $6.2M $7.9M $6.1M $4.9M $5.5M $3.2M $4.2M
Total $126.7M $130.4M $133.5M $129.3M $136.0M $107.4M $119.2M
Municipal Parking Municipal Parking $6.5M $7.5M $7.7M $7.8M $7.7M $7.0M $7.6M
O V E R V I E W

Total $6.5M $7.5M $7.7M $7.8M $7.7M $7.0M $7.6M

Other Revenue Other Revenue $97.6M $59.3M $71.2M $69.0M $75.0M $130.7M $125.8M
Total $97.6M $59.3M $71.2M $69.0M $75.0M $130.7M $125.8M
Total $1,087.7M $1,023.4M $1,056.1M $972.4M $1,028.7M $1,236.1M $1,368.4M
Corporate Fund Revenue $3,519.6M $3,636.2M $3,675.7M $3,694.8M $3,876.1M $3,429.4M $3,911.5M
Corporate Fund Revenue $81.0M $111.0M
Grand Total $3,519.6M $3,636.2M $3,675.7M $3,694.8M $3,876.1M $3,510.4M $4,022.5M
 SPECIAL REVENUE FUNDS
Actual Es�mate Projec�on
2015 2016 2017 2018 2019 2020 2021
0300 - Vehicle Tax Fund Vehicle S�cker Tax $119.2M $131.7M $128.3M $125.9M $123.6M $115.0M $123.5M
Other Reimbursements $35.9M $33.2M $32.6M $27.2M $40.5M $36.7M $39.7M
Pavement Cut Fees $5.3M $14.2M $23.6M $12.0M $21.3M $12.2M $16.2M
Impoundment Fees $8.8M $8.8M $10.0M $9.9M $9.9M $6.7M $8.7M
Parking Tax $10.0M $10.0M $10.0M $10.0M $0.0M $0.0M $0.0M
Sale of Impounded Autos $2.8M $2.6M $3.9M $4.1M $3.2M $2.0M $2.5M
Abandoned Auto Towing $0.0M $0.0M $0.0M $0.0M $0.1M $0.0M $0.0M
Transfer-In $0.6M $0.7M $0.7M $0.7M $0.7M $0.6M $0.6M
Other Revenue $0.1M $0.7M $7.1M $5.8M $3.5M $2.4M $2.4M
Subtotal $182.7M $202.0M $216.2M $195.7M $202.7M $175.6M $193.6M
Prior Year Available Resources $28.3M $14.8M $29.6M $39.4M $31.5M $7.0M $0.0M
Subtotal $28.3M $14.8M $29.6M $39.4M $31.5M $7.0M $0.0M
Fund Total $211.0M $216.7M $245.8M $235.1M $234.2M $182.6M $193.6M
0310 - Motor Fuel Tax Fund Motor Fuel Tax Distribu�on $53.7M $57.9M $55.5M $56.9M $108.5M $91.9M $99.7M
Interest and Other $1.9M $0.4M $0.1M $0.6M $0.0M $0.0M $0.0M
Subtotal $55.5M $58.3M $55.7M $57.5M $108.5M $91.9M $99.7M
Prior Year Available Resources $19.4M $4.0M $16.5M $17.2M $17.5M $23.8M $14.9M
Subtotal $19.4M $4.0M $16.5M $17.2M $17.5M $23.8M $14.9M
2 0 2 1

Fund Total $74.9M $62.2M $72.1M $74.8M $125.9M $115.7M $114.7M

0346 - Library Fund Proceeds of Debt $76.0M $77.1M $77.1M $83.6M $108.4M $114.6M $114.6M
Corporate Fund Subsidy $6.5M $19.8M $19.1M $15.2M $0.0M $0.0M $0.0M
Fines $1.8M $1.4M $1.8M $1.4M $1.4M $0.1M $0.1M
Rental of Facili�es $0.4M $0.2M $0.2M $0.2M $0.2M $0.0M $0.2M
Interest $0.0M $0.0M $0.0M $0.0M $0.1M $0.0M $0.0M
Transfer-In $0.0M $0.0M $0.0M
Other Revenue $0.1M $1.2M $0.0M $0.5M $0.0M $1.4M $0.6M
Subtotal $84.8M $99.6M $98.2M $100.9M $110.1M $116.0M $115.4M

193
B U D G E T

Prior Year Available Resources $8.4M $7.6M $9.4M $9.5M $7.9M $10.4M $2.0M
Subtotal $8.4M $7.6M $9.4M $9.5M $7.9M $10.4M $2.0M
REVENUE

Fund Total $93.1M $107.2M $107.6M $110.5M $118.0M $126.4M $117.4M

0353 - Emergency Communica�on Fund Telephone Surcharge $102.7M $101.3M $100.5M $131.2M $136.8M $136.0M $135.9M
Subtotal $102.7M $101.3M $100.5M $131.2M $136.8M $136.0M $135.9M
B U D G E T D E TA I L

Prior Year Available Resources $8.1M $1.2M $6.1M $12.6M $33.2M $11.6M $24.6M
Subtotal $8.1M $1.2M $6.1M $12.6M $33.2M $11.6M $24.6M
Fund Total $110.8M $102.5M $106.6M $143.8M $170.1M $147.6M $160.5M
0355 - Special Events and Municipal Hotel Operator's Tax $21.9M $26.1M $24.8M $23.9M $29.5M $6.0M $14.2M
Hotel Operators' Occupa�on Tax Fund Recrea�on Fees and Charges $11.1M $10.5M $11.7M $11.4M $13.1M $1.1M $5.0M
Other Revenue $6.5M $6.5M $8.1M $7.7M $6.5M
O V E R V I E W

Rental and Charges $1.2M $1.4M $1.2M $1.4M $1.0M $0.5M $0.9M
Interest and Other $6.5M $6.5M $0.0M $0.0M $0.1M $0.0M $0.0M
Subtotal $40.8M $44.4M $44.2M $43.1M $51.8M $15.3M $26.6M
Prior Year Available Resources $11.3M $10.8M $8.1M $7.7M $4.3M $5.5M $0.0M
Subtotal $11.3M $10.8M $8.1M $7.7M $4.3M $5.5M $0.0M
Fund Total $52.1M $55.3M $52.3M $50.8M $56.1M $20.8M $26.6M
0994 - Controlled Subtances Fund Fines Forfeitures, Penal�es $0.0M $0.0M $0.1M
Subtotal $0.0M $0.0M $0.1M
Prior Year Available Resources $0.0M $0.0M $0.0M
Subtotal $0.0M $0.0M $0.0M
Fund Total $0.0M $0.0M $0.1M
0996 - Affordable Housing Opportunity Building Permits $0.0M $19.0M $20.0M
Fund Interest on Investments ($0.2M) $0.9M $0.3M $2.3M $0.0M $0.0M
Current Expense $16.9M $19.0M $17.5M $41.1M $0.0M $0.0M
Subtotal $16.7M $19.9M $17.8M $43.4M $19.0M $20.0M
Prior Year Available Resources $0.0M $29.3M $10.0M
Subtotal $0.0M $29.3M $10.0M
Fund Total $16.7M $19.9M $17.8M $43.4M $48.3M $30.0M
0B09 - CTA Real Property Transfer Tax Interest on Investments $0.0M $0.1M $0.1M $0.4M $0.0M $0.0M
Fund Real Property Transfer Tax - CTA Por�on $76.1M $79.3M $63.7M $69.8M $60.5M $48.2M $49.9M
$76.1M $79.3M $63.9M $69.8M $60.9M $48.2M $49.9M
 SPECIAL REVENUE FUNDS
Actual Es�mate Projec�on
Interest on Investments 2015 $0.0M
2016 $0.1M
2017 $0.1M
2018 $0.4M
2019 $0.0M
2020 $0.0M
2021
0B09 - CTA Real Property Transfer Tax Real Property Transfer Tax - CTA Por�on $76.1M $79.3M $63.7M $69.8M $60.5M $48.2M $49.9M
Fund Subtotal $76.1M $79.3M $63.9M $69.8M $60.9M $48.2M $49.9M
Prior Year Available Resources $0.3M $1.9M $3.1M $0.8M $0.0M $0.0M
Subtotal $0.3M $1.9M $3.1M $0.8M $0.0M $0.0M
Fund Total $76.4M $79.3M $65.8M $72.9M $61.7M $48.2M $49.9M
0B21 - Tax Increment Financing TIF Administra�ve Reimbursement $8.7M $8.7M $8.9M $8.9M $8.6M $12.6M $13.3M
Administra�on Fund Subtotal $8.7M $8.7M $8.9M $8.9M $8.6M $12.6M $13.3M
Prior Year Available Resources $0.0M $0.0M $0.0M $0.0M $0.0M
Subtotal $0.0M $0.0M $0.0M $0.0M $0.0M
Fund Total $8.7M $8.7M $9.0M $8.9M $8.6M $12.6M $13.3M
0B25 - Chicago Police CTA Detail Fund Safety $0.0M $5.1M $5.6M $10.8M
Subtotal $0.0M $5.1M $5.6M $10.8M
Prior Year Available Resources $0.0M $0.0M $0.0M
Subtotal $0.0M $0.0M $0.0M
Fund Total $0.0M $5.1M $5.6M $10.8M
0B26 - Chicago Parking Meters Municipal Parking $9.0M $4.3M $10.5M
Subtotal $9.0M $4.3M $10.5M
Prior Year Available Resources $0.0M $0.0M $0.0M
2 0 2 1

Subtotal $0.0M $0.0M $0.0M

Fund Total $9.0M $4.3M $10.5M
0B32 - Garbage Collec�on Fund Sanita�on $54.4M $64.0M $63.0M $62.0M $58.8M $62.2M
Subtotal $54.4M $64.0M $63.0M $62.0M $58.8M $62.2M
Prior year Available Resources $1.2M $4.1M $0.0M
Subtotal $1.2M $4.1M $0.0M
Fund Total $54.4M $64.0M $63.0M $63.2M $62.9M $62.2M
0B39 - Human Capital Innova�on Fund Prior Period Fines $10.5M $0.0M $0.0M $0.0M
Subtotal $10.5M $0.0M $0.0M $0.0M

194
B U D G E T

Prior Year Available Resources $10.2M $4.8M $2.3M

Subtotal $10.2M $4.8M $2.3M
REVENUE

Fund Total $10.5M $10.2M $4.8M $2.3M

0B40 - Houseshare Surcharge - Homeless Hotel Tax Surcharge $1.0M $0.8M
Subtotal $1.0M $0.8M
B U D G E T D E TA I L

Prior Year Available Resources $0.0M $5.8M

Subtotal $0.0M $5.8M
Fund Total $1.0M $6.6M
0B41 - Neighborhood Opportunity Fund Building Permits $3.4M $11.9M $42.0M $21.5M $21.5M
Interest on Investments $0.0M ($0.6M) $1.8M $0.0M $0.0M
Subtotal $3.4M $11.3M $43.8M $21.5M $21.5M
O V E R V I E W

Prior Year Available Resources $0.0M $66.6M $42.3M

Subtotal $0.0M $66.6M $42.3M
Fund Total $3.4M $11.3M $43.8M $88.1M $63.8M
0B42 - Foreign Fire Insurance Tax Fund Foreign Fire Insurance Tax $5.5M $6.9M $5.5M
Subtotal $5.5M $6.9M $5.5M
Prior Year Available Resources $0.3M $5.8M $11.0M
Subtotal $0.3M $5.8M $11.0M
Fund Total $5.8M $12.6M $16.5M
0B43 - Houseshare Surcharge - Domes�c Hotel Tax Surcharge $0.5M $0.4M
Violence Subtotal $0.5M $0.4M
Prior Year Available Resources $0.0M $2.2M
Subtotal $0.0M $2.2M
Fund Total $0.5M $2.6M
0B70 - Cannabis Regula�on Tax Cannabis Tax $2.3M $2.8M
Subtotal $2.3M $2.8M
Prior Year Available Resources $0.0M $2.3M
Subtotal $0.0M $2.3M
Fund Total $2.3M $5.1M
Grand Total $627.1M $703.1M $746.4M $799.5M $955.0M $884.3M $886.5M
 ENTERPRISE FUNDS
Actual Es�mate Projec�on
2015 2016 2017 2018 2019 2020 2021
0200 - Water Fund Water Fees $750.2M $735.9M $729.6M $746.5M $726.4M $728.1M $740.2M
Miscellaneous and Other $22.6M $26.8M $42.9M $34.3M $32.1M $33.3M $31.0M
Prior Year Available Resources $0.0M $0.0M $0.0M $0.0M $24.0M $12.5M
Total $772.7M $762.6M $772.5M $780.9M $758.5M $785.4M $783.7M
0314 - Sewer Fund Sewer Fees $374.8M $367.8M $356.5M $368.2M $350.1M $330.2M $355.9M
Miscellaneous and Other $5.0M $2.3M $5.5M $5.6M $7.4M $19.1M $18.8M
Prior Year Available Resources $0.0M $0.0M $0.0M $0.0M $12.0M $1.0M
Total $379.8M $370.1M $362.0M $373.8M $357.5M $361.3M $375.7M
0610 - Midway Airport Fund Rates, Charges and Other $221.3M $237.7M $247.0M $262.2M $279.3M $310.7M $336.6M
Total $221.3M $237.7M $247.0M $262.2M $279.3M $310.7M $336.6M
0740 - O'Hare Airport Fund Rates, Charges and Other $959.6M $1,047.4M $1,128.8M $1,199.9M $1,307.8M $1,421.5M $1,521.9M
Total $959.6M $1,047.4M $1,128.8M $1,199.9M $1,307.8M $1,421.5M $1,521.9M
Grand Total $2,333.4M $2,417.8M $2,510.2M $2,616.8M $2,703.0M $2,878.9M $3,017.8M
2 0 2 1

195
B U D G E T

REVENUE
B U D G E T D E TA I L
O V E R V I E W
 DEBT SERVICE FUNDS

Actual Es�mate Projec�on

2015 2016 2017 2018 2019 2020 2021
0383 - Motor Fuel Tax Fund Debt Service Motor Fuel Tax $11.7M $11.0M $13.2M $11.8M $12.4M $4.8M $5.8M
Interest and Other Revenue $2.3M $2.5M $3.5M $3.8M $5.5M $2.7M $2.7M
Proceeds of Debt $0.0M $0.0M $0.0M
Subtotal $14.0M $13.5M $16.7M $15.6M $17.9M $7.5M $8.4M
Prior Year Available Resources $2.6M $6.2M $5.8M $0.2M $6.6M $9.0M $4.1M
Subtotal $2.6M $6.2M $5.8M $0.2M $6.6M $9.0M $4.1M
Fund Total $16.7M $19.6M $22.5M $15.9M $24.4M $16.5M $12.5M
0505 - Sales Tax Bond Redemp�on and Home Rule Retailers Occupa�on Tax $37.4M $39.0M $38.8M
Interest Fund Interest and Other $31.1M $0.1M $0.2M
Transfer In $1.4M
Subtotal $68.5M $39.1M $40.4M
Prior Year Available Resources ($2.5M) ($1.2M) $1.2M
Subtotal ($2.5M) ($1.2M) $1.2M
Fund Total $66.1M $37.9M $41.6M
0510 - General Obliga�on Bond Redemp�on Property Tax Levy $332.0M $391.5M $352.4M $398.1M $363.9M $405.2M $90.5M
and Interest Fund Corporate Fund Subsidy $67.3M $123.0M $0.0M
Interest and Other Revenue $32.0M $207.8M $437.3M
2 0 2 1

Other Revenue $300.7M $538.2M $76.4M $64.8M

Transfer In $224.9M $0.0M $441.9M $0.0M $175.4M
Subtotal $857.6M $997.1M $993.7M $462.8M $571.3M $612.9M $527.8M
Prior Year Available Resources $0.0M $0.0M $0.0M $0.0M $0.0M $0.0M
Subtotal $0.0M $0.0M $0.0M $0.0M $0.0M $0.0M
Fund Total $857.6M $997.1M $993.7M $462.8M $571.3M $612.9M $527.8M
0516 - Library Bond Redemp�on and Property Tax Levy $4.0M $4.6M $3.9M $4.3M $3.7M $4.2M
Interest Fund Interest and Other Revenue $0.1M
Other (Interest) $0.0M $0.0M

196
B U D G E T

Transfer In $0.0M $0.0M $0.0M $4.1M

Other $0.0M
REVENUE

Subtotal $4.0M $4.6M $4.0M $4.3M $7.8M $4.2M

Prior Year Available Resources $0.5M $0.5M $0.5M $0.0M $1.0M $0.0M
Subtotal $0.5M $0.5M $0.5M $0.0M $1.0M $0.0M
B U D G E T D E TA I L

Fund Total $4.6M $5.2M $4.5M $4.3M $8.9M $4.2M

0521 - Library Daily Tender Note Property Tax Levy $71.7M $83.7M $74.2M $82.5M $76.4M $119.4M $119.4M
Redemp�on and Interest Fund Interest and Other Revenue $0.3M
Other (Interest) $0.1M $0.1M $0.1M
Transfer In $0.0M $0.0M $0.0M
Subtotal $71.7M $83.8M $74.3M $82.6M $76.7M $119.4M $119.4M
O V E R V I E W

Prior Year Available Resources $3.3M $3.3M $10.5M $19.3M $0.4M $0.0M
Subtotal $3.3M $3.3M $10.5M $19.3M $0.4M $0.0M
Fund Total $75.0M $87.1M $84.7M $82.6M $96.0M $119.8M $119.4M
0525 - Emergency Communica�on Bond Telephone Surcharge & Interest $22.3M $22.3M $22.3M $22.3M $21.5M $16.4M $15.6M
Redemp�on and Interest Fund Subtotal $22.3M $22.3M $22.3M $22.3M $21.5M $16.4M $15.6M
Prior Year Available Resources $0.8M $0.8M $0.8M $0.8M $0.0M $0.8M
Subtotal $0.8M $0.8M $0.8M $0.8M $0.0M $0.8M
Fund Total $23.1M $23.1M $23.1M $22.3M $22.3M $16.4M $16.4M
0549 - City College Bond Redemp�on and Property Tax Levy $34.1M $38.9M $32.1M $36.5M $31.2M $29.0M $34.0M
Interest Fund Interest and Other Revenue $0.6M $2.5M $0.0M
Other (Interest) $0.3M $0.3M $0.4M
Transfer In $2.4M $0.0M $0.0M
Subtotal $34.1M $39.2M $32.4M $36.8M $34.2M $31.5M $34.0M
Prior Year Available Resources $5.1M $5.1M $5.1M $0.1M $9.0M $4.8M $0.0M
Subtotal $5.1M $5.1M $5.1M $0.1M $9.0M $4.8M $0.0M
Fund Total $39.2M $44.2M $37.4M $36.9M $43.2M $36.3M $34.0M
Grand Total $1,082.2M $1,214.3M $1,207.6M $624.8M $766.2M $806.1M $710.2M
 PENSION FUNDS

Appropria�on Proposed
2015 2016 2017 2018 2019 2020 2021
0681 - Municipal Employees' Annuity and Benefit Property Tax Levy $119.4M $119.4M $119.4M $119.4M $119.4M $119.4M $160.0M
Fund Library Property Tax Levy $5.3M $5.3M $5.3M $5.3M $5.3M $5.3M $5.3M
Corporate Fund Payment $13.9M $11.6M $92.9M $81.3M $81.3M $81.3M $49.8M
Water-Sewer U�lity Tax $122.3M $174.1M $191.0M $206.5M
Emergency Communica�on Fund $10.6M $13.0M $14.5M $17.4M
Library Fund Payment $3.1M $3.1M $3.1M $3.1M $4.7M
Water Fund Payment $11.1M $10.7M $18.9M $24.5M $30.4M $33.0M $37.0M
Sewer Fund Payment $3.2M $3.2M $5.5M $7.0M $8.5M $9.0M $10.3M
Midway Fund Payment $1.5M $1.5M $3.6M $5.0M $6.3M $7.2M $8.6M
O'Hare Fund Payment $9.6M $9.8M $18.2M $23.7M $29.7M $35.1M $39.8M
Water-Sewer Escrow $36.8M
Fund Total $164.0M $161.5M $267.0M $402.2M $471.0M $499.0M $576.0M
0682 - Laborers' and Re�rement Board Employees' Property Tax Levy $11.1M $11.1M $11.1M $11.1M $11.1M $11.1M $53.7M
Annuity and Benefit Fund Corporate Fund Payment $12.5M $19.8M $27.1M $35.2M $0.0M
Water Fund Payment $1.6M $1.6M $5.5M $7.7M $9.7M $11.4M $13.3M
2 0 2 1

Sewer Fund Payment $1.2M $1.3M $4.0M $5.8M $7.4M $8.2M $9.6M
Midway Fund Payment $0.2M $0.2M $0.5M $0.7M $0.9M $1.2M $1.4M
O'Hare Fund Payment $0.9M $0.9M $2.3M $3.0M $3.9M $5.0M $5.9M
Fund Total $15.0M $15.0M $36.0M $48.0M $60.0M $72.0M $84.0M
0683 - Policemen's Annuity and Benefit Fund Property Tax Levy $362.0M $455.4M $490.7M $546.6M $546.6M $592.7M $769.4M
Corporate Fund Payment $50.7M $18.9M $128.3M $0.0M
Midway Fund Payment $1.7M $2.1M $2.3M $2.5M $3.4M $4.1M $4.3M

197
B U D G E T

O'Hare Fund Payment $5.6M $6.6M $7.0M $7.8M $10.1M $12.5M $13.1M
Fund Total $420.0M $464.0M $500.0M $557.0M $579.0M $737.5M $786.8M
REVENUE

0684 - Firemen's Annuity and Benefit Fund Property Tax Levy $179.4M $194.8M $212.6M $223.1M $223.1M $257.1M $345.1M
Corporate Fund Payment $7.2M $9.6M $90.8M $0.0M
Midway Fund Payment $2.7M $2.9M $3.1M $3.2M $3.4M $5.0M $4.9M
B U D G E T D E TA I L

O'Hare Fund Payment $9.7M $10.3M $11.3M $12.2M $12.5M $18.4M $18.5M
Fund Total $199.0M $208.0M $227.0M $238.5M $248.5M $371.3M $368.4M
Grand Total $798.0M $848.5M $1,030.0M $1,245.7M $1,358.5M $1,679.8M $1,815.2M
O V E R V I E W
 APPROPRIATIONS BY FUNCTION
LOCAL FUNDS

Proposed
2015 2016 2017 2018 2019 2020 2021
Finance and Administra�on Office of the Mayor $6.7M $6.8M $6.9M $7.2M $7.7M $10.9M $10.3M
Office of Budget and Management $2.3M $2.6M $3.2M $3.3M $3.4M $3.3M $3.2M
Department of Innova�on and Technology $35.2M $25.5M $27.6M $30.4M $31.5M
City Clerk $10.0M $10.0M $10.0M $10.7M $10.8M $11.3M $10.4M
Department of Finance $81.4M $80.3M $83.4M $84.1M $84.3M $96.2M $82.6M
City Treasurer $2.5M $4.2M $4.1M $4.2M $4.1M $4.1M $4.0M
Department of Administra�ve Hearings $8.0M $8.2M $8.6M $8.5M $8.4M $8.3M $7.7M
Department of Law $34.9M $35.2M $36.4M $37.0M $38.5M $38.4M $37.6M
Department of Human Resources $5.9M $6.6M $7.3M $7.4M $7.5M $7.4M $6.8M
Department of Procurement Services $8.0M $7.9M $8.7M $8.9M $9.4M $9.1M $8.5M
Department of Asset and Informa�on Management $336.3M $329.5M $338.8M $344.9M $349.5M $390.2M $377.3M
Total $531.0M $516.8M $535.0M $546.6M $555.1M $579.2M $548.4M
Infrastructure Services Department of Streets and Sanita�on $251.5M $256.2M $257.0M $263.4M $268.0M $273.6M $283.9M
Chicago Department of Transporta�on $147.2M $151.3M $165.9M $163.8M $173.3M $182.8M $180.4M
Chicago Department of Avia�on $437.3M $452.3M $484.1M $505.6M $554.9M $590.0M $585.9M
2 0 2 1

Department of Water Management $268.3M $269.4M $280.1M $280.6M $296.6M $298.4M $292.3M
Total $1,104.3M $1,129.2M $1,187.0M $1,213.4M $1,292.9M $1,344.8M $1,342.6M
Public Safety Office of Public Safety Administra�on $30.6M $99.2M
Police Board $0.4M $0.4M $0.5M $0.5M $0.5M $1.1M $0.6M
Independent Police Review Authority $8.5M $8.5M $2.9M
Chicago Police Department $1,398.1M $1,410.0M $1,460.6M $1,535.6M $1,591.7M $1,680.8M $1,600.1M
Office of Emergency Management and Communica�ons $86.1M $101.4M $116.8M $142.9M $143.8M $136.4M $80.0M
Chicago Fire Department $589.4M $613.4M $621.9M $625.8M $624.4M $637.7M $683.6M

198
B U D G E T

Civilian Office of Police Accountability $7.3M $13.3M $13.9M $13.8M $13.3M

Total $2,082.5M $2,133.7M $2,210.0M $2,318.0M $2,374.2M $2,500.3M $2,476.8M
Community Services Department of Public Health $29.5M $30.4M $32.0M $32.9M $36.0M $55.0M $57.2M
Commission on Human Rela�ons $1.1M $1.2M $1.2M $1.2M $1.2M $1.1M $1.1M
EXPENDITURES

Mayor's Office for People with Disabili�es $1.1M $1.4M $1.4M $1.6M $1.6M $1.9M $1.9M
B U D G E T D E TA I L

Department of Family and Support Services $61.7M $64.0M $76.4M $82.0M $94.1M $103.3M $105.8M
Chicago Public Library $54.2M $56.0M $56.7M $57.4M $62.5M $71.7M $72.9M
Total $147.7M $153.1M $167.7M $175.2M $195.3M $232.9M $238.8M
City Development Department of Housing $32.1M $61.2M $39.6M
Department of Cultural Affairs and Special Events $30.2M $29.9M $31.3M $31.3M $34.4M $40.2M $20.7M
Department of Planning and Development $40.6M $42.2M $62.2M $80.5M $29.5M $59.4M $81.1M
O V E R V I E W

Total $70.8M $72.1M $93.5M $111.8M $96.0M $160.9M $141.3M

Regulatory Office of Inspector General $6.0M $6.4M $8.6M $8.9M $9.7M $9.8M $10.7M
Department of Buildings $26.7M $31.7M $31.3M $30.5M $31.0M $30.0M $26.4M
Department of Business Affairs and Consumer Protec�on $18.4M $18.5M $19.1M $19.0M $20.1M $21.0M $19.8M
Chicago Animal Care and Control $5.6M $5.7M $6.3M $6.5M $6.8M $7.0M $7.0M
License Appeal Commission $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M
Board of Ethics $0.8M $0.9M $0.8M $0.8M $0.9M $0.9M $0.9M
Total $57.6M $63.3M $66.4M $65.9M $68.8M $68.9M $64.9M
Legisla�ve and Elec�ons City Council $26.9M $27.0M $27.3M $27.4M $28.0M $28.5M $27.3M
Board of Elec�on Commissioners $25.6M $14.8M $11.6M $15.6M $34.2M $18.4M $13.9M
Total $52.5M $41.7M $38.9M $43.0M $62.2M $46.9M $41.2M
General Financing Requirements Finance General $4,280.0M $4,444.7M $4,766.3M $4,836.9M $4,947.7M $5,914.6M $5,653.6M
Total $4,280.0M $4,444.7M $4,766.3M $4,836.9M $4,947.7M $5,914.6M $5,653.6M
Deduc�ons Deduct Transfers between Funds ($552.2M) ($638.8M) ($697.0M) ($630.7M) ($634.1M) ($885.7M) ($619.4M)
Deduct Proceeds between Funds ($95.3M) ($77.1M) ($77.2M) ($83.6M) ($98.1M) ($115.0M) ($114.6M)
Total ($647.5M) ($716.0M) ($774.2M) ($714.3M) ($732.2M) ($1,000.7M) ($734.0M)
Grand Total $7,678.9M $7,838.6M $8,290.6M $8,596.5M $8,860.0M $9,847.7M $9,773.7M
 POSITIONS AND FULL TIME EQUIVALENTS BY FUNCTION
ALL FUNDS
2015 2016 2017 2018 2019 2020 2021 Proposed
POS FTE POS FTE POS FTE POS FTE POS FTE POS FTE POS FTE
Finance and Administra�on Office of The Mayor 75 75 74 74 77 74 76 76 86 86 106 106 100 100
Office of Budget and Management 24 24 28 28 50 34 35 35 51 51 49 49 46 46
Department of Innova�on and Technology 106 106 105 105 119 107 107 107 264 113 0 0
Office of the City Clerk 96 96 96 96 96 96 98 98 100 100 96 96 90 90
Department of Finance 523 642 543 661 550 658 542 659 553 669 544 660 522 638
City Treasurer 24 24 32 32 31 31 30 30 30 30 30 30 30 30
Department of Administra�ve Hearings 42 42 42 42 42 42 42 42 42 42 41 41 38 38
Department of Law 377 417 377 417 407 424 392 426 414 448 411 441 388 417
Department of Human Resources 75 75 77 77 84 84 86 86 85 85 82 82 75 75
Department of Procurement Services 91 91 91 91 102 102 103 103 107 107 102 102 93 93
Department of Assets, Informa�on, and Services 1,081 1,081 1,099 1,099 1,105 1,104 1,101 1,101 1,105 1,105 1,207 1,207 1,117 1,117
Total 2,514 2,673 2,564 2,722 2,663 2,756 2,612 2,763 2,837 2,836 2,668 2,814 2,499 2,644
Infrastructure Services Department of Streets and Sanita�on 2,168 2,294 2,205 2,328 2,208 2,297 2,200 2,278 2,176 2,254 2,170 2,229 2,130 2,189
Chicago Department of Transporta�on 1,138 1,294 1,154 1,318 1,191 1,359 1,194 1,371 1,216 1,368 1,211 1,344 1,181 1,313
2 0 2 1

Department of Avia�on 1,307 1,496 1,354 1,543 1,436 1,764 1,449 1,777 1,667 1,835 1,831 2,022 1,780 1,971
Department of Water Management 2,096 2,139 2,096 2,129 1,931 2,284 1,895 2,337 1,908 2,350 1,826 2,231 1,752 2,157
Total 6,709 7,223 6,809 7,318 6,766 7,704 6,738 7,763 6,967 7,808 7,038 7,826 6,843 7,630
Public Safety Public Safety Administra�on 411 411 349 349
Police Board 2 2 2 2 2 2 2 2 2 2 2 2 2 2
Independent Police Review Authority 98 98 97 97 62 62
Chicago Police Department 14,230 14,280 13,599 13,649 14,224 14,205 14,626 14,667 14,917 14,958 14,665 14,709 14,051 14,095
Office of Emergency Management and Communica�ons 815 902 1,729 1,816 1,883 2,110 1,866 2,121 1,908 2,163 1,737 1,963 835 1,061

199
B U D G E T

Chicago Fire Department 5,172 5,173 5,163 5,163 5,173 5,161 5,158 5,158 5,216 5,216 5,158 5,158 5,124 5,124
Civilian Office of Police Accountability 142 142 145 145 151 151 151 140 140
Total 20,317 20,455 20,590 20,727 21,486 21,682 21,797 22,093 22,043 22,490 22,124 22,394 20,501 20,770
PERSONNEL

City Development Department of Housing 85 85 83 83 81 81

Department of Cultural Affairs and Special Events 81 81 77 78 77 78 77 78 77 78 76 77 65 66
B U D G E T D E TA I L

Department of Planning and Development 166 167 168 169 230 174 173 174 166 166 174 174 169 169
Total 247 248 245 247 307 252 250 252 328 329 333 334 315 316
Community Services Department of Public Health 182 184 180 182 602 183 201 203 583 588 613 618 823 828
Commission on Human Rela�ons 12 12 12 12 20 12 12 12 20 20 19 19 19 19
Mayor's Office for People with Disabili�es 12 12 12 12 29 13 13 13 30 30 30 30 31 31
O V E R V I E W

Department of Family and Support Services 46 46 49 49 370 51 51 51 393 433 389 429 381 421
Chicago Public Library 711 859 725 870 799 870 748 907 854 1,025 913 1,139 910 1,136
Total 963 1,112 978 1,126 1,820 1,129 1,025 1,186 1,880 2,096 1,964 2,235 2,164 2,434
Regulatory Office of Inspector General 67 67 64 64 96 96 97 97 106 106 107 107 100 100
Department of Buildings 235 235 239 239 294 246 247 247 295 295 284 284 260 260
Department of Business Affairs & Consumer Protec�on 176 181 178 183 189 184 183 188 193 198 196 201 179 184
Chicago Animal Care and Control 64 73 62 73 66 77 67 78 68 79 69 80 67 77
License Appeal Commission 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Board of Ethics 9 9 9 9 8 8 8 8 8 8 8 8 8 8
Total 552 566 553 569 654 612 603 619 671 687 665 681 615 630
Legisla�ve and Elec�ons City Council 240 240 239 239 239 239 239 239 214 214 214 214 212 212
Board of Elec�on Commissioners 118 118 118 118 118 118 118 118 118 118 118 118 118 118
Total 358 358 357 357 357 357 357 357 332 332 332 332 330 330
Grand Total 31,660 32,635 32,096 33,065 34,053 34,492 33,382 35,032 35,058 36,577 35,124 36,616 33,267 34,754
 FULL TIME EQUIVALENTS BY FUND TYPE
ALL FUNDS
Corporate Fund Special Revenue Funds Enterprise Funds Grants Grand Total
2020 2021 Change 2020 2021 Change 2020 2021 Change 2020 2021 Change 2020 2021 Change
Finance and Administra�on Office of The Mayor 98 92 -6 5 5 0 3 3 0 106 100 -6
Office of Budget and Management 32 29 -3 1 1 0 1 1 0 15 15 0 49 46 -3
Office of the City Clerk 36 31 -5 60 59 -1 96 90 -6
Department of Finance 560 535 -25 17 17 0 75 75 0 8 11 3 660 638 -22
City Treasurer 8 8 0 4 4 0 18 18 0 30 30 0
Department of Administra�ve Hearings 41 38 -3 41 38 -3
Department of Law 337 313 -24 35 35 0 43 43 0 26 26 0 441 417 -24
Department of Human Resources 76 69 -7 6 6 0 82 75 -7
Department of Procurement Services 74 65 -9 28 28 0 102 93 -9
Department of Assets, Informa�on, and Services 1,000 914 -86 13 13 0 191 180 -11 3 10 7 1,207 1,117 -90
Total 2,262 2,094 -168 135 134 -1 362 351 -11 55 65 10 2,814 2,644 -170
Infrastructure Services Department of Streets and Sanita�on 979 1,019 40 1,250 1,170 -80 2,229 2,189 -40
Chicago Department of Transporta�on 321 205 -116 1,020 1,105 85 3 3 0 1,344 1,313 -31
Department of Avia�on 2,022 1,971 -51 2,022 1,971 -51
Department of Water Management 2,231 2,157 -74 2,231 2,157 -74
2 0 2 1

Total 1,300 1,224 -76 2,270 2,275 5 4,253 4,128 -125 3 3 0 7,826 7,630 -196
Public Safety Public Safety Administra�on 277 222 -55 113 106 -7 21 21 0 411 349 -62
Police Board 2 2 0 2 2 0
Chicago Police Department 14,287 13,669 -618 294 294 0 128 132 4 14,709 14,095 -614
Office of Emergency Management and Communica�ons 1,075 173 -902 638 638 0 234 234 0 16 16 0 1,963 1,061 -902
Chicago Fire Department 4,836 4,803 -33 312 311 -1 10 10 0 5,158 5,124 -34
Civilian Office of Police Accountability 151 140 -11 151 140 -11
Total 20,628 19,009 -1,619 751 744 -7 840 839 -1 175 179 4 22,394 20,770 -1,624

200
B U D G E T

Community Services Department of Public Health 225 221 -4 393 607 214 618 828 210
Commission on Human Rela�ons 11 11 0 8 8 0 19 19 0
Mayor's Office for People with Disabili�es 14 15 1 16 16 0 30 31 1
PERSONNEL

Department of Family and Support Services 102 94 -8 327 327 -1 429 421 -9
Chicago Public Library 1,067 1,064 -3 72 72 0 1,139 1,136 -3
B U D G E T D E TA I L

Total 352 341 -11 1,067 1,064 -3 816 1,029 213 2,235 2,434 199
City Development Department of Housing 20 17 -3 16 14 -2 47 50 3 83 81 -2
Department of Cultural Affairs and Special Events 77 66 -12 77 66 -12
Department of Planning and Development 97 94 -3 57 55 -2 20 20 0 174 169 -5
Total 117 111 -6 150 135 -16 67 70 3 334 316 -19
O V E R V I E W

Regulatory Office of Inspector General 73 68 -5 34 32 -2 107 100 -7

Department of Buildings 197 177 -20 5 5 0 37 36 -1 45 42 -3 284 260 -24
Department of Business Affairs & Consumer Protec�on 193 175 -18 8 9 1 201 184 -17
Chicago Animal Care and Control 80 77 -3 80 77 -3
License Appeal Commission 1 1 0 1 1 0
Board of Ethics 8 8 0 8 8 0
Total 552 506 -46 5 5 0 71 68 -3 53 51 -2 681 630 -51
Legisla�ve and Elec�ons City Council 214 212 -2 214 212 -2
Board of Elec�on Commissioner 118 118 0 118 118 0
Total 332 330 -2 332 330 -2
Grand Total 25,543 23,615 -1,928 4,378 4,357 -21 5,526 5,385 -141 1,169 1,397 228 36,616 34,754 -1,862
 GRANT FUNDS BY FUNCTION

2020 Appropria�on 2020 Year End Es�mate 2021 An�cipated Grant Carryover 2021 Proposed
Finance and Administra�on Office of The Mayor $0.9M $2.1M $0.0M $1.0M $1.0M
Office of Budget and Management $4.1M $674.1M $23.9M $100.2M $124.1M
Department of Innova�on and Technology $0.0M $0.0M $0.0M $0.0M $0.0M
Department of Finance $1.4M $1.4M $1.3M $0.0M $1.3M
Department of Law $3.0M $3.0M $2.9M $0.0M $2.9M
Department of Procurement Services $0.0M $0.0M $0.0M $0.0M $0.0M
Department of Asset and Informa�on Management $45.6M $52.3M $13.2M $51.0M $64.2M
Total $54.9M $732.9M $41.3M $152.2M $193.6M
Infrastructure Services Chicago Department of Transporta�on $285.2M $234.5M $363.6M $228.2M $591.8M
Department of Avia�on $281.2M $650.2M $94.4M $462.0M $556.4M
Department of Water Management $16.6M $16.6M $20.6M $8.8M $29.4M
Total $583.1M $901.4M $478.6M $699.1M $1,177.7M
Public Safety Office of Public Safety Administra�on $2.9M $0.0M $36.4M $0.0M $36.4M
Chicago Police Department $81.3M $76.7M $49.8M $48.7M $98.5M
Office of Emergency Communica�on $68.4M $66.6M $7.1M $46.8M $53.9M
Chicago Fire Department $36.5M $40.1M $20.1M $34.7M $54.8M
2 0 2 1

Total $189.1M $183.4M $113.4M $130.2M $243.6M

Community Services Department of Public Health $166.7M $456.8M $127.2M $334.1M $461.3M
Commission on Human Rela�ons $1.9M $1.9M $1.7M $0.0M $1.7M
Mayor's Office for People with Disabili�es $5.7M $5.7M $4.9M $1.0M $5.9M
Department of Family and Support Services $583.1M $699.7M $360.1M $314.6M $674.7M
Chicago Public Library $12.8M $13.5M $33.6M $5.2M $38.8M
Total $770.2M $1,177.6M $527.5M $654.8M $1,182.3M
City Development Department of Housing $137.6M $141.1M $78.7M $72.5M $151.2M

201
B U D G E T

Department of Cultural Affairs and Special Events $3.5M $1.9M $3.9M $0.4M $4.3M
Department of Planning and Development $5.6M $16.6M $4.2M $11.9M $16.1M
GRANTS

Total $146.7M $159.6M $86.8M $84.8M $171.6M

Regulatory Department of Buildings $7.1M $7.1M $7.0M $0.0M $7.0M
Department of Business Affairs & Consumer Protec�on $7.5M $12.5M $7.2M $0.3M $7.5M
B U D G E T D E TA I L

Total $14.7M $19.7M $14.2M $0.3M $14.6M

Legisla�ve and Elec�ons Board of Elec�on Commissioner $0.0M $4.3M $1.0M $4.3M $5.3M
Total $0.0M $4.3M $1.0M $4.3M $5.3M
Grand Total $1,758.7M $3,178.8M $1,262.9M $1,725.7M $2,988.6M
O V E R V I E W
A L B A N Y PA R K ✶ ARCHER HEIGHTS ✶ ARMOUR SQUARE ✶ ASHBURN ✶ AUBURN GRESHAM ✶ AUSTIN ✶
A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E

✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D
PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E

PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A

✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N
PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E

✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶
N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E

✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H
D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N

PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶

W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶

A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY

✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶
C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶

E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶

G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶

J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P

✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E ✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R
N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E ST S I D E ✶ N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L AW N DA L E

✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E ✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶
R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H D E E R I N G ✶ S O U T H L A W N D A L E ✶ S O U T H S H O R E

✶ U P T O W N ✶ W A S H I N G T O N H E I G H T S ✶ W A S H I N G T O N PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T
G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶ W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y

PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶ A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K

✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY ✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T
H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶ C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶

E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶ E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K

✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶ G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶
H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K ✶ J E F F E R S O N PA R K ✶ K E N W O O D ✶ L A K E V I E W ✶ L I N C O L N

PA R K ✶ L I N C O L N S Q U A R E ✶ L O G A N S Q U A R E ✶ L O O P ✶ L O W E R W E S T S I D E ✶ M C K I N L E Y PA R K ✶ M O N T C L A R E

✶ M O R G A N PA R K ✶ M O U N T G R E E N W O O D ✶ N E A R N O R T H S I D E ✶ N E A R S O U T H S I D E ✶ N E A R W E S T S I D E ✶
N E W C I T Y ✶ N O R T H C E N T E R ✶ N O R T H L A W N D A L E ✶ N O R T H PA R K ✶ N O R W O O D PA R K ✶ O A K L A N D ✶ O H A R E

✶ P O R TA G E PA R K ✶ P U L L M A N ✶ R I V E R D A L E ✶ R O G E R S PA R K ✶ R O S E L A N D ✶ S O U T H C H I C A G O ✶ S O U T H
D E E R I N G ✶ S O U T H L AW N DA L E ✶ S O U T H S H O R E ✶ U P TOW N ✶ WA S H I N G TO N H E I G H T S ✶ WA S H I N G TO N

PA R K ✶ W E S T E L S D O N ✶ W E S T E N G L E W O O D ✶ W E S T G A R F I E L D PA R K ✶ W E S T L A W N ✶ W E S T P U L L M A N ✶

W E S T R I D G E ✶ W E S T T O W N ✶ W O O D L A W N ✶ A L B A N Y PA R K ✶ A R C H E R H E I G H T S ✶ A R M O U R S Q U A R E ✶

A S H B U R N ✶ A U B U R N G R E S H A M ✶ A U S T I N ✶ A V A L O N PA R K ✶ A V O N D A L E ✶ B E L M O N T C R A G I N ✶ B E V E R LY

✶ B R I D G E P O R T ✶ B R I G H T O N PA R K ✶ B U R N S I D E ✶ C A L U M E T H E I G H T S ✶ C H AT H A M ✶ C H I C A G O L A W N ✶
C L E A R I N G ✶ D O U G L A S ✶ D U N N I N G ✶ E A S T G A R F I E L D PA R K ✶ E A S T S I D E ✶ E D G E W AT E R ✶ E D I S O N PA R K ✶

E N G L E W O O D ✶ F O R E S T G L E N ✶ F U L L E R PA R K ✶ G A G E PA R K ✶ G A R F I E L D R I D G E ✶ G R A N D B O U L E V A R D ✶

G R E AT E R G R A N D C R O S S I N G ✶ H E G E W I S C H ✶ H E R M O S A ✶ H U M B O L D T PA R K ✶ H Y D E PA R K ✶ I R V I N G PA R K