TABLE OF CONTENTS
Introduction 1
COUNTYWIDE - Finance & Administration 5
Human Rights, Ethics, and Women’s Issues 11
Justice Advisory Council (JAC) 13
Homeland Security & Emergency Management (DHSEM) 15
Environmental Control 17
Medical Examiner 19
Adoption and Child Custody Advocacy 21
Transportation & Highways 23
Animal Control 25
Law Library 27
Human Resources 29
Revenue 31
Risk Management 33
Budget and Management Services 35
Comptroller 37
Contract Compliance 39
Procurement 41
Bureau of Technology 43
Auditor 45
Administrative Hearings 47
COUNTYWIDE - Economic Development 50
Planning and Development 53
Capital Planning and Policy 55
Building and Zoning 57
Zoning Board of Appeals 59

COUNTYWIDE - Healthcare 62
Health & Hospitals System
System Financial Overview 67
Shared Services 71
Inpatient Services (Stroger, Provident, Cermak) 73
Outpatient Services (Ambulatory & CORE Center) 77
Department of Public Health 79
COUNTYWIDE - Property & Taxation 86
Assessor 91
Board of Review 95
County Clerk 99
Recorder of Deeds 101
Treasurer 103
COUNTYWIDE - Public Safety 106
Chief Judge 109
Clerk of the Circuit Court 111
Public Defender 113
Sheriff
Fiscal Administration & Support Services 115
Court Services 117
Sheriff’s Police 119
Reentry & Diversion Programs 123
Department of Corrections 125
State’s Attorney 127
Facilities Management 129
COUNTYWIDE - Forest Preserve District 132

At Cook County, we are setting targets to achieve results.
Since its establishment the STAR Performance Management program has
increased visibility into the County’s operations and generated substantial
returns through increased revenue, decreased costs and improved services.
STAR is a partnership of the Board of Commissioners, County Agencies,
employees, and residents. All County offices and agencies report progress
toward stated goals, and work together to improve performance.
The STAR program was initiated in February of 2011 and we published our
first report in July 2011. This is our ninth report. We will continue to report on
progress every three months to tell you how well Cook County is doing, to
point out where we have room for improvement, and to invite you to share
your ideas on how to run the County more effectively and efficiently.
Please read through and respond to this report. Your feedback is critical to
moving our county forward and achieving the results you expect.
Goals of the program
The efforts of each office within the County have been linked to countywide
goals in the areas of public safety, healthcare, property and taxation, and
economic development. The STAR program provides a forum for county
agencies to work jointly to set priorities, identify opportunities, address
problems, and measure performance transparently.
Through STAR, the County regularly reports performance data, creating a
culture of transparency and accountability. During internal reviews with
senior County leadership and the quarterly STAR reports, County agencies
demonstrate successes and highlight areas for improvement. Residents
and decision makers have access to critical operational data that helps
them to hold their government accountable.
In addition, performance data provides decision makers valuable information
in deciding how best to direct tax dollars. Quality performance data is
important to understanding how budget decisions will impact operations and
is a critical input to performance based budgeting.
1 | Cook County Performance by Office, 2nd Quarter 2013

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

This report shows the services Cook County provides, which are paid for by the taxes we
collect. It shows how well we’re providing them and where we want to improve. We want to
hear from you:
What are your ideas for improving county services?
What do you think of our goals and measures?
How well does our data reflect your experience?
You can share your views on our website:
http://www.cookcountyil.gov/STAR.
How To Read STAR Reports And Give Feedback

How do we measure
progress to these goals?
Measures that are on target
get a star.
What is the department
trying to achieve? What
goals have they set?
What does this department
do? What services do they
provide?
How much do they spend? Halfway
through the year, are they within
their budget? Note: Year to date is
December 1 through August 31.
What are we doing to
improve performance?
In setting goals, we looked at prior performance. We looked at similar government agencies in
other large urban counties and trusted professional associations such as the National Center for
State Courts, the National Prosecutors Survey, the Government Finance Officers Association, and the
National Performance Management Advisory Commission. Throughout, we consulted the experts in
the field.

COUNTYWIDE - Finance & Administration
BUREAU OF ADMINISTRATION
Martha Martinez, Acting Chief Administrative Officer
HUMAN RESOURCES
Maureen O’Donnell, Bureau Chief
BUREAU OF FINANCE
Ivan Samstein, Chief Financial Officer
BUREAU OF TECHNOLOGY
Lydia Murray, Chief Information Officer
Countywide – Finance & Administration 5
Human Rights, Ethics, and Women’s Issues 11
Justice Advisory Council (JAC) 13
Homeland Security 15
& Emergency Management (DHSEM)
Environmental Control 17
Medical Examiner 19
Adoption and Child Custody Advocacy 21
Transportation and Highways 23

Animal Control (Special Purpose Fund) 25
Law Library (Special Purpose Fund) 27
Human Resources 29
Revenue 31
Risk Management 33
Budget and Management Services 35
Comptroller 37
Contract Compliance 39
Procurement 41
Bureau of Technology 43
Auditor 45
Administrative Hearings 47

Cook County has 22,000 employees and a 2013 proposed budget of $2.9 billion. An
organization of this size requires sound management in the areas of budgeting,
revenue collection, human resources, purchasing, and fiscal oversight.
After the Board passes the annual appropriation, responsibility for staying on budget
resides with each County agency. Quarterly STAR reports help identify spending
patterns. Strong financial oversight ensures problematic patterns are identified early
and spending is adjusted where needed to remain on budget.
Revenues from fees, taxes, and fines are collected by several departments and offices.
Revenues are collected by the Revenue Department and the revenue function within
other agencies.
Having the correct people in the correct jobs at the right time is critical. Human
Resources fills vacancies, trains employees, and manages policies on absence and
leave.
FINANCE & ADMINISTRATION
Cook County’s Finance & Administration goals are:
1. Maintain a healthy financial position
2. Collect money owed efficiently and effectively
3. Support county workforce needs through timely hiring
4. Improve personnel oversight
5. Procure goods fairly, timely, & cost-effectively

FINANCE & ADMINISTRATION
Reporting
Office
2012
Actual
2013
Target
Q2 YTD
Actual
Q2 YTD
Target
1. Maintain A Healthy Financial Position
Personnel and non-personnel spending remaining within budget is necessary for financial viability.
Personnel expense, without overtime Budget $1,752.5 $2,110.3 $848.9 $1,055.1 -20%
Overtime expense Budget $60.8 $40.9 $34.6 $20 69%
Non-personnel Budget $520.3 $281.8 $326.1 $140.9 131%
Subtotal Budget $2,333.6 $2,433.0 $1,209.6 $1,217 -1%
Payments for Bond Interest Budget $193.5 $187.4 $86.5 $93.7 -8%
Pension Budget $196.1 $193.0 $96.5 $96.5 0%
Allowance for collection Budget $8.7 $0.0 $0.0 $0.0 0%
Grants** Budget $127.4 $134.4 $67.2 $67.2 0%
Total expense Budget $2,859.4 $2,947.8 $1,459.8 $1,473.9 -1%
2013 Q1 Actual Expenditures as of March 11, 2013
**Grant Expenditures Estimated for FY2013
2. Collect Money Owed Efficiently and Effectively
Timely collection of taxes, fines, fees, & intergovernmental transfers.
Property Tax revenue Revenue $335.2 $355.9 $148.3 $148.3 0%
Non-CCHHS Fee revenue Revenue $280.4 $269.8 $97.8 $98.4 -1%
CCHHS Patient Fees Revenue $276.1 $231.1 $99.5 $94.2 6%
CCHHS Medicaid Plan Revenue $131.3 $131.3 $0.0 $0.0 0%
CCHHS DSH & BIPA Fees Revenue $170.6 $150.8 $65.9 $62.8 5%
1115 Medicaid Waiver Expansion Revenue $0.0 $197.0 $3.6 $3.2 12%
Home rule tax revenue Revenue $849.3 $788.6 $342.8 $340.0 1%
Intergovernmental revenue Revenue $141.1 $136.9 $42.5 $43.5 -2%
Other revenue Revenue $27.8 $34.3 $15.8 $14.3 10%
Total revenue Revenue $2,211.7 $2,295.7 $816.2 $804.8 1%
2012 Actuals from the Preliminary Revenue Report as of November 30, 2012
2013 Q2 Actuals as of April 31, 2013
3. Support County Workforce Needs Through Timely Hiring of Well-Qualified Employees
Efficiently filling vacant positions improves productivity and reduces the need for overtime.
# of days to fill vacancies from request to start date
Human
Resources
98 90 74 90 -18%
# of Shakman sustained violations
Human
Resources
3 0 3 0 -
Q2
Variance

FINANCE & ADMIN (page 2)
Reporting
Office
2012
Actual
2013
Target
Q2 YTD
Actual
Q2 YTD
Target
4. Improve Personnel Oversight
Effectively managing sick time and attendance increases employee productivity.
Average sick hours per employee per month Countywide 6.56 5.20 6.85 5.20 32%
Average sick hours per employee per month Assessor 7.82 5.20 8.92 5.20 72%
Average sick hours per employee per month
Board of
Commissioners
4.44 5.20 5.11 5.20 -2%
Average sick hours per employee per month Board of Review 7.67 5.20 7.04 5.20 35%
Average sick hours per employee per month Chief Judge 6.31 5.20 6.64 5.20 28%
Clerk of the
Circuit Court
7.82 5.20 8.18 5.20 57%
Average sick hours per employee per month County Clerk 5.79 5.20 6.27 5.20 21%
Health and
Hospital System
6.67 5.20 6.74 5.20 30%
Offices Under the
President
5.97 5.20 5.81 5.20 12%
Recorder of
Deeds
7.93 5.20 7.27 5.20 40%
Average sick hours per employee per month Sheriff 6.54 5.20 7.22 5.20 39%
Average sick hours per employee per month State's Attorney 5.77 5.20 5.62 5.20 8%
Average sick hours per employee per month Treasurer 6.48 5.20 5.65 5.20 9%
5. Procure Goods Fairly, Timely, and Cost-Effectively
Efficient purchasing lowers government's costs and helps agencies get the goods and services they need.
Average cycle time for completed bids Procurement - 65 120 65 85%
Average cycle time for completed RFP/RFQ/RFIs Procurement - 190 216 190 14%
Average cycle time for completed small orders Procurement - 65 50 65 -23%
# of days to pay an invoice Comptroller 47 30 43 30 43%
Q2
Variance

Education and Outreach
• Conduct training and outreach programs for
County departments and outside organizations
to prevent discrimination before it occurs and
engage in advocacy and research related to
enhancement of civil rights protections,
prevention of sexual harassment and promotion
of better relations among the County’s diverse
racial, ethnic, religious, cultural, and social
groups.
• Develop educational materials on ethics issues
and the ethics code of conduct, increase the
number of others who receive ethics training,
including the delivery of on-line ethics training.
• Educate Cook County Board Commissioners,
Bureau Chiefs, Department Heads, and
Employees on County work place violence
policies.
Advisory Opinions
• Provide formal and informal advice to County
officials, employees, contractors, and campaign
donors on interpretation of the Ethics
Ordinance.
Mandates
• Cook County Human Right Ordinance
• Cook County Ethics Ordinance
• Cook County Living Wage Ordinance
• Cook County Contingency Fund Guidelines
Ordinance
• Cook County Board Resolution Creating a
Cook County Commission on Women's
Issues
Programs & Key Activities
Investigation
• Enforce the civil rights protections set forth in
the Cook County Human Rights Ordinance
through neutral and professional
investigation.
• Enforce the Cook County Ethics Ordinance
through neutral and professional investigation
of ethics violations.
• Audit D2’s, lobbyist expenditure reports and
County vendors for ethics compliance.
MANDATES, PROGRAMS, AND KEY ACTIVITIES
HUMAN RIGHTS, ETHICS, AND WOMEN’S ISSUES
OFFICE OF THE PRESIDENT
Kimberly Foxx | Acting Director | 312.603.1100 | Kimberly.Foxx@cookcountyil.gov
Protect rights of people in Cook County to be free from discrimination in
employment, housing, public accommodations, credit, and access to services.
Ensure that County elected officials, employees and vendors comply with the
highest ethical standards of conduct. Ensure that issues and concerns of women
and girls are considered in public policy and programming in County government.
This Department is comprised of 3 separate entities, Human Rights, Ethics, and Women’s Issues. In addition to
9 full-time employees, the Department has 3 separate Boards and Commissions, which include 37 volunteer
board members. The Department is responsible for more than 3 distinct mandates. The Goals which follow will
assist the Department in evaluating the quality and the delivery of its services. Through the efficient use of
human and other resources, as well as an assessment of measured data, the Department will strive to improve
both the quality and the way it provides services to Cook County residents and Cook County employees.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 714 800 369 327 -11%
Overtime 0 0 0 0 -
Non-Personnel 31 42 22 10 -52%
Appropriation Adjustment 0 0 391 337
Total Costs 745 842 1,447 1,130 -14%
Avg Monthly Sick Hours per Employee 6.7 10.4
Number of Employees (FTE's) 11.0 11.0

Human Rights, Ethics, & Women's Issues
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Improve Departmental Processes and Efficiencies in Human Rights Cases.
Average caseload per investigator 36 36 40 TBD 30 -
Average # of cases closed per investigator (per month) 2 2 1 TBD 2 -
# of cases (at investigations and other) closed in FY2013 54 65 8 TBD 15 -
Cases pending - Less than one year from receipt 39 46 44 TBD 46 -
Cases pending - Greater than one year from receipt 68 68 63 TBD 68 -
# of new CCHR complaint investigations completed and
closed
9 10 0 TBD 5 -
2 Increase Awareness and Improve Understanding of Ethics Ordinance.
# of Ethics outreach and trainings held 28 12 7 TBD 6 -
# of employees trained for ethics in class 719 480 220 TBD 240 -
# of requests for ethics advice: written/other (written
opinions and other inquiries)
409 150 30 TBD 75 -
Total # of employees participating in new online ethics
training
2,035 800 107 TBD 400 -
# of new online ethics training 38 25 20 TBD 5 -
3 Increase Awareness and Improve Understanding of Human Rights Ordinance.
# of Human Rights Outreach and Trainings Held 52 24 3 TBD 12 -
# of people trained for Human Rights 1,462 480 72 TBD 240 -
4 Identify & Promote Effective Recommendations on Health, Safety, and Economic Well Being of
Women and Girls
.
# of Public Hearings, Workshops, & Other Outreach 5 8 1 TBD 4 -
# of participants & attendees 1,000 600 15 TBD 300 -
# of training sessions on county work place violence policy
and domestic violence policy
34 12 3 TBD 6 -
# of employees trained on violence 835 300 72 TBD 150 -
Favorable Variance

Coordination of justice related policy over all
stakeholder offices.
Policy research and development.
Grant acquisition and management.
Monitor of legislative activity at Federal, State,
and local levels.
Ordinance Mandate: Continuous study of the
County justice system; devise means to effect
improvement of the administration of justice
and formulate all proper suggestions and
recommendations concerning legislation and
other measures designed to bring about such
improvement. (55 ILCS 5-18, State Statutory
Mandate; Sec. 2-473, County Ordinance
Mandate)
President's Mandate: Improve the efficiency
and fairness of the criminal justice system by
fostering collaboration.
JUSTICE ADVISORY COUNCIL
OFFICES OF THE PRESIDENT
Juliana Stratton | Director | 312.603.1153 | Juliana.Stratton@cookcountyil.gov
The Justice Advisory Council (JAC) coordinates the President’s criminal
justice reform efforts.
The Justice Advisory Council will take a more active role in developing and implementing policy
change in the County Criminal Justice System. This will require an increased level of stakeholder
coordination as well as a comprehensive grant acquisition strategy. The Justice Advisory Council staff
is in the process of developing those strategies and will implement through the course of the 2013
fiscal year.
PERFORMANCE TRENDS
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Appropriation Adjustment (69) 0 0 0
Total Costs 339 438 203 200 -1%

Justice Advisory Council Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Promote Fairness & Appropriateness in Jail Admissions.
Average daily population of the Cook County Jail 9,450 8,500 9,327 9,873 8,500 16%
% of orders at Central Bond Court resulting in EM or I-Bond 25% 30% 18% 26% 30% -4%
2 Ensure Access to Justice Through a Fair & Speedy Trial.
Average length of stay in the Cook County Jail (days) 57.0 50.0 TBD TBD - -
Average length of stay for defendants who posted bond 13.0 11.5 TBD TBD - -
Average length of stay for detainees who were sentenced
to prison
161.0 140.0 TBD TBD - -
3 Reduce Reliance on Secured Detention for Juveniles.
Average daily JTDC population (midnight) TBD 200 260 262 250 5%
Capacity of detention alternatives 532 - 625 605 - -
Available openings in detention alternatives 126 0 178 136 - -
# of juveniles screened to release TBD - 79 87 - -
# of juveniles screened to non-secure/staff secure facilities TBD - 22 24 - -
# of juveniles screened to release with conditions - - 77 86 - -
# of juveniles screened to secure detention TBD - 225 236 - -
Youth screed for detention due to adult transfer status TBD - 8 8 - -
# of juveniles detained due to court holds TBD - 99 120 - -
4 Promote an Effective, Open, & Fair Criminal Justice System.
# of participants in forums on reentry 135 120 0 0 - -
# of cooperative multi-stakeholder collaborative projects 28 20 20 20 - -
Favorable Variance

Information Sharing: Provide a robust
mechanism to efficiently and effectively
gather, analyze and disseminate information
to key stakeholders, leading to improved
homeland security and emergency
management capabilities.
Operations and Logistics: Provide countywide
services to prepare for, protect against,
respond to, and recover from all-incidents,
whether man-made or natural.
Training and Exercise: Develop, implement
and maintain a training and exercise program
to enhance the safety and security of first
responders, residents and our Urban Area.
Grant Management: Ensure all grant
management activities are conducted in an
efficient and timely manner in accordance with
grant guidance.
Mandates
IEM Act- 20ILCS 3305/et seq: Every county in
IL must maintain an accredited EMA.
IA Code- 29 ILCS Chapter 1 Sect. 301:
Mandates that an EOP be maintained for
accreditation.
Cook County Ordinance 09-0-69: Establishes
DHSEM as the accredited EMA of Cook
County as mandated by the IEMA act.
Cook County EOP: Establishes that DHSEM is
the primary agency for Cook County disaster
management, which is required by state
statute.
Grant Guidance: Provides rules, regulations
and guidelines for the various grant programs
administered by DHSEM.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 1,014 1,411 651 472 -28%
Overtime 0 0 0 0 -
Non-Personnel 81 176 89 38 -57%
Appropriation Adjustment (566) (628) (318) 0
Total Costs 528 959 422 510 21%
HOMELAND SECURITY & EMERGENCY
MANAGEMENT (DHSEM)
OFFICES UNDER THE PRESIDENT
Michael Masters | Director | 312.603.8180 | Michael.Masters@cookcountyil.gov
Coordinate Countywide emergency and disaster preparedness planning;
Coordinate County response during emergencies and disasters; Assist
municipalities in recovery from a disaster; Continue to mitigate hazards of
Cook County.

Homeland Security & Emergency Mgmt. Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Build and maintain operation response and planning capabilities in order to better coordinate with
and assist our partners
.
Average time between notification of an issue and release
of an SAU (minutes)
- 30 71 57 30 90%
Average time between deployment activation and
deployment (minutes)
- 180 48 26 180 -86%
Average time between deployment and arrival of DHSEM
Assets on site (minutes)
- 180 40 46 180 -74%
# of status awareness updates 831 320 135 532 - -
2 Ensure all DHSEM grant management activities are conducted in a transparent and responsible
manner
.
Grant dollars received (Millions) $43 $15 $0 $0 $0 -
% of grant dollars remaining at grant closeout 1% 1% 0% 0% 1% -1%
# of subgrantees closed out within 30 days of grant
expiration
- 3 - - - -
% of open grant funds encumbered - 75% 14% 13% 38% -25%
% of open grant funds expended - 50% 26% 18% 25% -7%
3 Undertake key logistics and training efforts to assist first responders in being prepared prior to,
during and following an incident
.
Training courses/sessions conducted 71 60 26 75 - -
Field training exercises conducted 24 3 1 3 - -
% of Core Capabilities trained with respect to law
enforcement
- 100% 15% 50% 30% 20%
% of Core Capabilities trained with respect to fire services - 100% 20% 25% 30% -5%
% of National Incident Management and Incident
Command System classes filled
- 85% 100% 100% 85% 15%
% of Cook County Jurisdictions attending trainings - 100% 87% 100% 100% 0%
Favorable Variance

PROGRAMS / KEY ACTIVITIES (CONT'D)
Compliance:
Field investigations of citizen complaints and
violations against Department ordinance
Program Development:
New program development in environment
and sustainability
Key Activities:
• Revise Department processes in order to
achieve increased operational efficiencies
• Increase public awareness and promote
environmental initiatives, i.e. notifying
public of pollution action days and providing
advice for appropriate physical activities on
such days
• Develop enterprise-level sustainability
programs focused on energy efficiency and
material conservation activities
MANDATES
• Conditions of the Cook County
Environmental Control Ordinance
• Conditions of the Illinois EPA cooperative
agreement as it relates to air pollution
control, inspection and monitoring
• Conditions of the United States EPA grant
agreements as they relate to air pollution
control, inspection and monitoring
PROGRAMS / KEY ACTIVITIES
Inspection:
• Site review of permitted activities for
industrial and commercial fuel-burning
equipment, asbestos abatement,
demolition, open burning, Stage I/II vapor
recovery at gas stations and dry cleaners
• Monitor air quality on behalf of the Illinois
EPA and the United States EPA
ENVIRONMENTAL CONTROL
Deborah Stone | Director | 312.603.8200 | Deborah.Stone@cookcountyil.gov
Improve the quality of the environment for residents of Cook County.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 1,385 1,575 727 744 2%
Overtime 0 0 0 0 -
Non-Personnel 88 122 62 17 -73%
Appropriation Adjustment 0 (48) (24) 0
Total Costs 1,473 1,649 765 761 0%

Environmental Control Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Increase Sustainability for Suburban Cook County.
Tons of waste diverted from landfills (events, permanent e-
waste sites)
9 10 1 1 2 -51%
Demolition Debris Diversion Rate (of applicable structures) - 70% 78% 79% 70% 9%
% of municipalities reporting recycling data - 85% - - - -
ACTION: Implement recycling data reporting initiative.
2 Increase Sustainability for County Corporate Activities.
Tons of waste diverted from landfills (county recycling, boot
camp, Rockwell paper shredding)
51 TBD 31 51 - -
Total kWh used by all County facilities (Millions) 242.50 TBD 61.12 TBD - -
Total Therms used by all County Facilities (Millions) 13.08 TBD 5.59 TBD - -
# of county structures entered into Energy Star Portfolio
Manager
0 19 34 34 19 79%
3 Reduce Air Pollution.
# air pollution action days 12 0 0 0 0 -
% of gas stations inspected, in compliance with regulations
after 2nd inspection
75% 80% - 83% 80% 3%
% of Demolition Projects inspected before completion of
project
91% 65% 99% 98% 50% 48%
% of asbestos projects inspected before completion of
project
90% 85% 100% 99% 80% 19%
% of industrial unit work plan completed 101% 100% 16% 39% 50% -11%
4 Ensure Efficient Operations.
Average # of days from when complaint is received until
onsite inspection occurs
2.8 2.0 1.3 0.8 2.0 -62%
Average # of days from 1st inspection to re-inspection for
Gas Stations
15.8 60.0 - - 60.0 -
% data capture (% of time air quality monitors are
functioning)
96% 95% 93% 98% 95% 3%
Average # of inspections per field inspection staff (reported
annually)
1,303 933 - - - -
Favorable Variance

Autopsies and postmortem examinations:
Perform complete autopsy examinations or
external examinations as necessary by policy
and procedures to determine cause and
manner of death. Provide expert testimony in
criminal and civil matters at deposition or trial.
Meet with law enforcement, state’s attorneys,
public defenders, and family as appropriate.
Provide prompt notification to respective
agencies, i.e. Department of Health, of any
death due to a reportable disease, unsafe
consumer product, unsafe work environment.
Administration:
Provide overall supervision of department
including handling of labor issues. Maintain
medical records & electronic death registry.
Manage personal effects. Manage cremation
permits & fees.
The Medical Examiner shall investigate any
human death that falls within any or all of the
following categories: criminal violence, suicide,
accident, suddenly when in apparent good
health, unattended by a licensed physician,
suspicious or unusual circumstances, criminal
abortion, poisoning or attributable to an
adverse reaction to drugs and/or alcohol,
diseases constituting a threat to public health,
disease or injury or toxic agent resulting from
employment, during medical diagnostic or
therapeutic procedures, in any prison or penal
institution, when involuntarily confined or in
police custody, when any human body is to be
cremated, unclaimed bodies.
Death investigations:
Take initial calls from mandated reporters
concerning the death of an individual within
the County. Determine if deceased falls within
jurisdiction. Perform scene investigations.
MEDICAL EXAMINER
Stephen J. Cina, M.D. | Chief Medical Examiner | 312.666.0500 | Stephen.Cina@cookcountyil.gov
Ensure public health and safety by performing autopsies and postmortem
examinations to determine cause and manner of death for individuals who
die in Cook County.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 5,773 6,736 3,109 2,727 -12%
Overtime 212 29 13 133 891%
Non-Personnel 1,156 1,573 797 887 11%
Total Costs 7,140 8,338 3,920 3,746 -4%

Medical Examiner Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Improve Timeliness of Service.
% of reports of all postmortem examinations completed
within 90 days from time of autopsy
- 95% 41% 39% 95% -56%
% of reports of all postmortem examinations completed
within 60 days from time of autopsy
- 90% 17% 21% 90% -69%
% of cases autopsied within 24 hours of admission - 90% 99% 99% 90% 9%
% of toxicology examinations completed within 90 days of
case submission
- 95% 89% 86% 95% -9%
% of toxicology examinations completed within 60 days of
case submission
- 90% 79% 74% 90% -16%
Average response time to a death scene (minutes) - 60 37 35 60 -42%
2 Increase Quality of Service and Customer Satisfaction.
# of identified decedents in MEO for over 90 days - 0 9 0 0 -
# of identified decedents in MEO for over 60 days (non-
veterans)
- 0 17 9 0 -
Average decedent length of stay at MEO (days) - 20 4 4 20 -80%
% of completed investigator reports that must be returned
for correction
8% 5% 8% 10% 5% 5%
# of pathologists performing more than 325 autopsies per
year
TBD 4 5 5 4 25%
Average # of autopsies per pathologist TBD 325 449 417 325 28%
3 Ensure Fiscal Responsibility.
Amount of revenue collected $866,232 - $234,189 $466,341 - -
4 Other Indicators.
% of deaths occurring within the County reported to MEO - 20% 35% 33% 20% 13%
# of cremation permits issued 14,996 - 4,144 8,058 - -
% of cremation permits issued electronically 73% 80% 73% 73% 80% -7%
# of indigent burials at County's expense - adult 190 - 24 66 - -
# of indigent burials at County's expense - fetal 412 - 0 144 - -
Storage cases as % of intake 8% 25% 9% 8% 25% -17%
% of indigent burials that are storage cases - - 9% 13% - -
Census of adult remains 248 150 204 150 150 0%
Census of fetal remains 56 30 118 96 30 220%
Favorable Variance

An investigation required under this section
shall include fingerprints based on criminal
background check with a review by the Illinois
State Police and Federal Bureau of
Investigations.
A foreign-born child will require a post-
placement investigation in accordance with the
Child Care Act 1969.
The reports must be in written form and must
be accompanied by the criminal background
checks. The report is filed as part of the record
of the proceedings.
Investigations & Inquiries: Field
investigations for all three branches (custody,
probate, and adoption); warehouse research
for adoption inquires; proper reporting.
Collections: Proper invoicing, processing of
fingerprint, adoption, and inquiries.
Under Illinois Statute, this office is ordered to
conduct investigations and submit written
intensive social study reports involving
independent adoption placements, contested
adoptions, custody/visitation, probate (minor,
disabled minors, and/or adults) to the Circuit
Court.
(750 ILCS 5/605) In contested custody
proceedings, and in other custody
proceedings, the court may order an
investigation and report concerning custodial
arrangements for the child. The investigator
may consult any person who may have
information about the child and his potential
custodial arrangements. The investigator is to
submit reports to all parties involved and may
be consulted to a court’s witness.
ADOPTION AND CHILD CUSTODY ADVOCACY
Angela Bailey | Director | 312.603.0550 | Angela.Bailey@cookcountyil.gov
Advocate for children of Cook County where parental permanency involving
adoption, custody, probate, mediation, and visitation is at question.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Total Costs 565 688 319 298 -6%

Adoption & Child Custody Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Improve Efficiency of Client-Facing Operations.
% of court reports met by case management date 80% 100% 80% 90% 100% -10%
% of adoption inquiries completed within 14 days 100% 100% 100% 100% 100% 0%
Number of closed cases 605 639 141 307 320 -4%
Average number of cases per caseworker 29 15 24 23 15 53%
Average number of days from date assigned within ACCA
to disposition
91.0 75.0 112.0 85.0 75.0 13%
2 Satisfy Clients of the Investigative Process.
% of clients agreeing they were satisfied with the
investigative process
- 90% - - 90% -
Average number of hours per visit 3.9 4.0 4.0 4.0 4.0 0%
Average number of visits per investigation 2.5 2.0 2.5 2.5 2.0 25%
Number of complaints received 14 0 1 1 0 -
Number of validated complaints 5 0 0 1 0 -
ACTION: Develop client survey to measure client satisfaction with the investigative process.
Favorable Variance

Design Bureau: Design, preparation, and
review of plans, specifications and estimates of
Department road and bridge construction
improvements. Provides assistance to Building
and Zoning in the review of permit applications.
Construction Bureau: Engineering project
management and Administrative management of
the construction of Department road and bridge
improvements; permit review/approval,
execution of overweight/oversize permits.
Maintenance Bureau: Responsible for daily
Department roadway and right of way
maintenance, snow and ice removal for
Department jurisdiction, and assistance
throughout Cook County in weather and other
emergency events.
Administrative Bureau: Responsible for initial
preparation of budget, administrative control of
fiscal appropriations and expenditures, contracts,
Human Resource management, Safety and
Training, IT support and all GIS related
mapping, reproduction services, and general
records.
• Jurisdictional authority over 560 centerline
miles of highways.
• Maintenance responsibilities for 1,500 lane
miles of pavement, 134 bridges, 351 traffic
signals, 7 pumping stations, from 5
maintenance facilities.
• Design and/or construct any County highway
or aid in the construction of Township roads in
the County.
• Complete/update a plat whenever any County
highway is laid out, widened, or altered.
• Place, erect, and maintain on County
highways all traffic control devices, signs and
pavement markings.
• Inspect every bridge according to a
maintenance schedule - roughly every two
years.
Transportation & Planning Bureau: Advanced
multi-year planning for near term highway
improvement needs, establishment of project
agreements, acquisition of required project
right of ways, preparation of Long Range
Transportation Plan and the preparation,
management and/or review of preliminary
engineering plans and traffic studies.
TRANSPORTATION & HIGHWAYS
John Yonan, P.E. | Superintendent | 312.603.1601 | John.Yonan@cookcountyil.gov
To plan, design, construct, maintain and operate sustainable highways
that provide safe, efficient, comfortable and economical movement of
people and goods.
Due to the nature of roadway construction, many of the goals are planned to be met towards the end
of the 2013 construction season.
PERFORMANCE TRENDS
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 47 189 87 113 30%
Non-Personnel 2,204 3,369 1,708 1,044 -39%
Appropriation Adjustment (286) (425) (215) (95)
Total Costs 26,773 28,351 13,218 12,013 -9%

Transportation & Highways Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Ensure Safe County Highways and Bridges.
# of bridge inspections 37 37 7 21 17 24%
# of property damage claims associated with Department
infrastructure
31 75 23 69 69 0%
# of enhancements implemented to improve safety for
motorized traffic
- 24 10 16 12 33%
# of enhancements implemented to improve safety for non-
motorized traffic
- 10 0 1 4 -75%
ACTION: Ensure compliance with the new National Bridge Inspection Standards (NBIS) metrics for bridge inspections.
ACTION: Crash data agreement received, data obtained.
2 Ensure Smooth and Comfortable County Highway Travel.
# of lane miles improved annually 53.4 51.0 0.0 0.0 0.0 -
ACTION: Implement Cook County Highway Asset Program (CCHAP) Department-wide.
3 Reduce Congestion on County Highways.
# of intersections for which operations have been improved
through operational, maintenance, or small capital means
19 10 0 1 3 -67%
# of intersections for which operations have been improved
through planned construction projects
4 38 2 4 5 -20%
4 Complete Construction Projects On-Time.
# of contracts meeting targeted letting dates, within 3
months of target
18 17 8 11 16 -31%
% of construction projects on schedule - 90% 100% 100% 90% 10%
% of construction projects on budget - 90% 100% 100% 90% 10%
ACTION: Implement Cook County Highway Department Automated Management of Projects (CHAMP).
5 Ensure Efficient Delivery of Service.
% on time response to permit requests 85.7% 90.0% 88.2% 90.4% 90.0% 0%
% of responses to overweight/oversize permit request
within 4 hours of receipt
98.5% 95.0% 98.3% 98.2% 95.0% 3%
% of responses to utility permit requests within 2 weeks of
receipt
86.6% 90.0% 81.7% 85.8% 90.0% -4%
% of responses to construction permit requests within 4
weeks of receipt
72.2% 80.0% 84.6% 87.1% 80.0% 7%
# of full lane surface restoration miles 4.5 7.0 0.0 0.0 0.0 -
# of catch basins cleaned 262 732 54 1,188 211 463%
# of curb-miles swept 1,781 1,996 22 322 550 -41%
# of acres of County Right of Way mowed 2,906 1,618 0 144 298 -52%
ACTION: Implement GPS Tracking of maintenance crews.
Favorable Variance

Low Cost Rabies Vaccine Program & Micro-
Chip Clinics: Provides low cost option for
rabies vaccine & microchips.
Spay & Neuter: During month of February,
department offers $40 discount for people who
spay/neuter their pets at veterinary hospitals
that participate in the program.
Educational Program: County-wide
educational seminars provided to grades 2-8
on animal bite prevention and responsible pet
ownership.
Research:
• Max McGraw Research cooperative project
to help prevent potential conflicts between
the public and wildlife e.g. raccoons and
coyotes.
• University of Illinois collaborative effort to
monitor wildlife diseases throughout Cook
County.
All animals vaccinated for rabies must be
registered with the Department.
All veterinarians administering rabies vaccines
must provide tags provided by the County in
which they practice.
All animals that may be infected with the
rabies virus are required to undergo specified
quarantines after bites or scratches.
Data Entry: Register all animals vaccinated
against rabies. Enter and look-up all
information regarding all animals vaccinated
against rabies.
Tag Sales: Provide veterinarians with rabies
tags. Activities include receiving orders,
processing orders, packaging and shipping all
orders for rabies tags.
Code Enforcement: Receives and processes
all bite reports and all rabies observations.
Prosecutes all violators.
ANIMAL CONTROL
Dr. Donna Alexander | Administrator | 708.974.6140 | Donna.Alexander@cookcountyil.gov
Protect residents from rabies and other diseases transmitted from animal to
man through professional Animal Control services; enforcing vaccinations;
enforcing bite ordinances; supporting relevant research; assisting
municipalities to establish animal control programs.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 1 0 0 0 -
Non-Personnel 761 1,653 838 731 -13%
Total Costs 2,246 3,411 1,657 1,421 -14%

Animal Control Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Prevent Rabies Transmission from Animal to Human.
Reported human rabies cases 0 0 0 0 0 -
Reported rabies cases in companion animals 0 0 0 0 0 -
Average days from bite occurrence to animal
evaluation/quarantine
5 3 5 4 3 33%
ACTION: Educating veterinarians in importance of timeliness for quarantine reporting.
ACTION: Improving the Animal Control Act in providing for stiffer penalties to owners of dogs deemed vicious or dangerous.
2 Increase Ordinance Compliance via Education & Enforcement.
% compliance after violation notices are issued 68% 95% 78% 85% 95% -10%
Average days from bite occurrence to violation notice 15 15 7 7 7 0%
Animals vaccinated & registered 498,060 496,898 72,950 172,594 172,615 0%
ACTION: Prosecuting violators through Administrative Hearings vs. the Circuit Court.
ACTION: Educate police about timeliness of bite reports and the public in owner requirements when a companion animal bites.
3 Lost Pets: Improve Reunification, ID of Vaccination Status.
Average # of hours to identify vaccination status of lost pets 1.0 1.0 0.3 0.3 1.0 -75%
Average days to enter data regarding vaccinated animals
after receipt in office
26 25 5 5 7 -29%
ACTION: Public education as to the danger of rabies in unvaccinated animals and wildlife.
4 Speed Up Delivery of Rabies Tags to Veterinarians.
Average business days from receipt of veterinarian tag
order to delivery
2 3 2 2 2 0%
5 Other Indicators.
Animals vaccinated through the low cost rabies vaccination
program
5,165 4,000 - 86 - -
Bite reports received 3,455 - 497 352 - -
Reported rabies cases in animals (bats) 9 - 1 4 0 -
Average days from bite to delivery of report to department 2 2 4 5 2 150%
Educational seminars provided to schools 13 12 2 6 6 0%
Rabies tag orders received 509,993 496,898 117,010 228,870 248,449 -8%
Favorable Variance

and internal re-evaluation insuring maximum
service in the areas of greatest demand;
Regularly review collection development
controls and cost analysis for the redistribution
of resources to make the broadest range of
subject materials available to our user public
in the most cost effective manner.
Research Assistance: Assist members of
the bench, bar, public officials, and members
of the public with legal research.
Legislative Reference: Assist the President
and members of the County Board in the
research and drafting of ordinances and
resolutions for consideration by the Board;
maintain a legislative reference library and
review all Code updates for accuracy.
Antiquarian Collection: Preserve and
showcase our antiquarian collection to
encourage donations of rare legal materials
and to increase public interest in the history
and development of the law.
Establish and maintain a public County Law
Library. (55 ILCS 5/5-39001)
Assist the County Board and President in the
research and drafting of ordinances and
resolutions and ensure they are accurate in
form, structure and uniformity; maintain a
legislative library and ensure the Code is
updated accurately. (County Code, Chapter
50, Article I)
Establish and maintain a County Law Library,
including branches, freely available to all
licensed Illinois attorneys, judges and other
public officers of the County, and all members
of the public. (County Code, Chapter 50,
Article II)
Collection Development: Acquire, develop,
and maintain a practice-oriented collection of
legal research materials in print and electronic
format to meet the diverse needs of our
patrons; Identify the changing service needs of
the public through on-going client contacts
LAW LIBRARY
Montell Davenport | Executive Law Librarian | 312.603.5428 | Montell.Davenport@cookcountyil.gov
Cook County Law Library provides a premier collection of print and electronic resources
specifically tailored to address the changing needs of a diverse community that includes
attorneys, judges, students, self-represented litigants, government, and the public. Cook
County Law Library is an integral resource within the community that continues to provide
value by improving, redirecting, and supplementing its services. Cook County Law Library
utilizes advancements in technology and partnerships with other legal organizations and
Cook County departments to deliver access to the highest standard of legal information
and services.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Non-Personnel 3,441 3,956 2,005 870 -57%
Total Costs 6,031 6,847 3,341 2,010 -40%

Law Library Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Achieve a Better Customer Experience.
Satisfaction level with the library's services based on semi-
annual patron survey
96% 95% - 93% 95% -2%
ACTION: Install and launch new Millennium web-based integrated library management system.
ACTION: Launch web portal.
2 Expand Access to Authentic and Reliable Legal Information.
Patron visits - all branches 94,972 95,922 22,756 47,023 47,573 -1%
Number of visitors to the Online Public Access Catalog - TBD 2,179 5,065 TBD -
Usage of library's electronic legal resources - based on
Westlaw transactions
- 17,640 9,560 22,666 19,332 17%
ACTION: Collaborate with Chicago Bar Association on self-help desk initiative.
3 Other Indicators.
Chicago Bar Association ProSe Intern Program - # of
patrons served
- - 114 255 - -
Chicago Bar Association ProSe Intern Program -
Satisfaction level based on surveys
- - 96% - - -
# of hits on new website resource - - 118 237 - -
Additional Document Processing Centers 2 2 0 0 0 -
Staff hours worked per patron visit - Main branch 0.63 0.63 0.57 0.56 0.60 -7%
Favorable Variance

Labor Relations: Negotiates collective
bargaining agreements and manages labor
relations, which includes conducting hearings
on 3rd step grievances. For unionized
employees, 3rd step is the step prior to
arbitration before a neutrally selected
arbitrator; for career service employees, 3rd
step is the last step in the process, before the
outcome can be appealed to the Circuit Court.
Medical Division: Performs pre-employment
screenings, duty and non-duty related
disability exams and evaluations, and first aid
to current employees, when applicable.
Training & Employee Development:
Establishes policies and procedures to ensure
the delivery of quality public service and
provides training to County managers and
employees.
Establishes a professional and progressive
merit-based human resources management
system that provides the President and other
County executives with the necessary
flexibility and management control to assure
the delivery of quality public services.
Ensures compliance with the Shakman
Consent Decree and Supplemental Relief
Order (SRO), such that hiring and firing
decisions for non-policy making positions are
free from political influence.
Selection, Classification & Compensation:
Administers employee selection process,
ensures that job descriptions accurately reflect
job duties and qualifications, implements pay
plans and ensures compliance with Shakman
Consent Decree/SRO for Offices Under the
President.
BUREAU OF HUMAN RESOURCES
Maureen T. O’Donnell | Bureau Chief | 312.603.3300 | Maureen.ODonnell@cookcountyil.gov
Attract and retain motivated, well qualified County employees for Offices
Under the President and provide management with the personnel tools
needed. Enforce fair hiring and promotion practices, free of discrimination in
all of its forms.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Non-Personnel 118 218 111 63 -43%
Total Costs 3,068 3,709 1,708 1,557 -9%

Human Resources Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Recruit and Hire the Best Qualified Employees.
Average # of applicants submitted per posting - 75 15 28 75 -63%
% of qualified applicants - 50% 34% 39% 50% -11%
Offer Acceptance rate - 90% - - - -
ACTION: Continue to increase efficiency of hiring process.
2 Complete the hiring process in an efficient and timely manner.
Average # of days from request to hire approval to hire 98 90 66 74 90 -18%
Average # of days from request to hire approval to
recruitment posting
21 15 9 9 15 -40%
Average # of days from posting close to employee pool
sent to department
15 5 3 9 5 80%
Average # of days from candidate pool sent to decision to
hire by department
25 30 21 26 30 -13%
Average # of days from decision to hire until actual hire date 15 15 11 12 15 -20%
ACTION: Compliance Plan approved March 19, 2012. Implementation underway.
3 Maintain, support, and develop current employees.
Training courses conducted 70 52 7 19 26 -27%
# of employees receiving training 2,623 3,235 144 400 1,618 -75%
Average # of days to review FMLA applications - 5 5 4 5 -20%
# of supervisors receiving Absence Management Training 101 161 163 -1%
# of absence Management Training Courses 6 13 7 86%
ACTION: Review processes for scheduling hearings and writing decisions in order to resolve cases more efficiently.
4 Ensure Shakman Compliance.
# of sustained Shakman violations in OUP 0 0 3 3 0 -
% of Employees in OUP Employment Plan Trained 100% 100% 1% 1% 10% -9%
5 Administer collective bargaining & Grievance Process.
% of 2008-2012 CBA's complete - 100% 97% 98% 100% -2%
% of 2012-2016 CBA's complete - - - 0% 0% -
Cost of Legal Counsel for HR activity $383,418 $800,000 $12,612 TBD TBD -
% of 3rd step hearings ≤ 30 days from receipt to hearing 58% 100% 100% 78% 100% -22%
% of 3rd step hearings ≤ 30 days from hearing to decision 81% 100% 100% 93% 100% -7%
Favorable Variance

Compliance - Field Investigations, Field &
Desk Audits, Credits/Refunds Requests, IDOR
Letter 508, NSF Collection (Delinquent),
Penalty Waiver Requests, Cigarette Audits,
Registration, Overseeing Tax Exempt
Process, and Use Tax Exceptions, Ordinance
Review, Monthly Annual Cash/Bank
Reconciliations, Delinquent Home Rule Tax
Collections, Delinquency & Deficiency
Assessment Process.
Delinquent Property Taxes - Compile and
Update Delinquent Property Master,
Scavenger Sale List, Maintain Warrant Book
Audit Report, REDI File Preparation and No
Bid Program.
Administration - Budget & Purchasing
Process, Internal Audits, asset management,
IT Support, Revenue Enhancement Strategies,
Management Reporting, Record Retention,
Staff Development, Procurement Activities.
Cook County, Illinois, Code of Ordinances,
Chapter 74 Taxation – Home Rule Tax
Ordinances
Cook County Revenue Code of Ordinances,
Chapter 54, Chapter 82
Cook County Cable Television Ordinance,
Chapter 78
State of Illinois Compile Statue 35, Section
200/21-10
Collections - Account receivables and
receipting system for Home Rule Tax returns,
payments, fees and charges, General Fee
Collection, iNovah JDE reconciliation,
Individual Use Tax Processing, Vehicle Sticker
accounting, Cigarettes Stamp sales, Refunds
and Claims, Transfer Report, Fuel Rebate,
Daily Cash/Bank Reconciliation and Customer
Service.
REVENUE
BUREAU OF FINANCE
Zahra Ali | Revenue Director | 312.603.5498 | Zahra.Ali@cookcountyil.gov
Efficiently administer and enforce the collection of Cook County Home Rule
Taxes, fees, and fines while providing courteous, professional service to the
public. Also, fairly and equitably enforce Tax Compliance and accurately
process revenue collections.
Since 2009, the revenue from Home Rule collection has been declining due in-part to the financial crisis of 2008
and the on-going recession. As the economy starts to recover, this decline should taper off; however, high oil
prices will continue to impact Gasoline and Diesel Taxes negatively. Over the past two years, implementation of
automated systems (from manual processes) has temporarily slowed revenue collection. The Cook County
Department of Revenue remains optimistic that automation as well as increased compliance and enforcement
will increase revenues in years going forward.
PERFORMANCE TRENDS
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 19 9 27 205
Non-Personnel 454 1,765 894 352 -61%
Appropriation Adjustment 0 (2,722) (1,380) 0
Total Costs 2,692 2,198 971 1,510 55%

Revenue Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Maximize Compliance with Licensing and All Home Rule Taxes.
% of registered Home Rule Tax Collectors filing their return
on time
75% 80% 72% 70% 80% -10%
# of Cigarette Tax investigations of Tobacco Retailers 5,531 5,880 1,111 2,130 2,790 -24%
% of cars registered in unincorporated areas with a County
Vehicle License
59% 65% 59% 59% 59% 0%
% of known businesses in unincorporated areas that
obtained a General Business License
60% 65% 61% 11% 65% -54%
ACTION: Increase enforcement staff members and joint enforcement collaboration with the Sheriff’s Office; continue collaboration with
the City of Chicago and the State of Illinois to share information on common tax collectors.
2 Improve Revenue Collections for Home Rule Taxes.
Revenue collected from all Home Rule Taxes (excluding
Wheel tax and Cigarette Tax) (Millions)
$269.95 $257.39 $61.88 $125.82 $122.80 2%
Revenue from Cigarette Tax (Millions) $123.55 $133.31 $27.20 $69.28 $66.60 4%
Revenue from Wheel Tax (Millions) $3.91 $4.00 $0.12 $0.29 $0.31 -5%
ACTION: Streamline collection process through implementation of lockbox and redesigned tax returns. Ultimately, obtain an Integrated
Tax Administration System.
3 Increase Usage of Electronic Payments.
% of payments received electronically 17% 16% 16% 31% 16% 15%
ACTION: Offer multiple electronic payment functionality to tax collectors. In addition, increase the # of transaction types for electronic
acceptance.
4 Reduce Home Rule Tax Delinquency Rate.
% of dollars collected by collection agency from the total
number of dollars sent (Home Rule Tax except cigarettes)
2% 15% 1% 2% 1% 1%
% of Home Rule Tax delinquent accounts sent to
Collection Agency within 30 days of becoming eligible for
collection
100% 90% 100% 100% 100% 0%
ACTION: Increase compliance by aggressively pursuing delinquent tax collectors through Administrative Hearings and implementation
of third party collection process.
5 Ensure Good Customer Service.
Average # of days to issue a General Business License 28 15 131 47 15 213%
# of public awareness/education activities for home rule
taxpayers
25 30 10 29 10 190%
ACTION: Work with taxpayers, local business chambers and associates; improve DOR website and phone system to better assist with
tax payer questions and services. Ensure County stakeholders approving General Business Licenses are on track.
Favorable Variance

General Liability Division
• Claims reporting and recovery related to
property and Municipal and Healthcare
Professional Liability claims
• Patient Arrestee Bill Payments – The
County Jail Act obligates the County to
provide for the medical needs of detainees
remanded to the Sheriff of Cook County.
• Medicare Section 111 Reporting
Compliance - Requirement to report claim
settlements for any claimant that is
Medicare eligible
• Unemployment Insurance administration
• Issuance of Certificates of Insurance
Employee Benefits Division
• Benefits Administration (including health,
pharmacy, dental, vision, life and flexible
spending) for active Cook County
employees.
• Compliance with federal and state
regulations regarding benefits including the
Affordable Care Act.
Workers Compensation Division
• Administers the payment of workers
compensation benefits for injuries or illness
sustained in the course and scope of
employment with Cook County in
accordance with the Illinois Workers
Compensation Act.
RISK MANAGEMENT
BUREAU OF FINANCE
Deanna Zalas | Director | 312.603.6385 | Deanna.Zalas@cookcountyil.gov
Responsible for the administration of Employee Benefits, General Liability,
Safety/Loss Prevention, and Workers’ Compensation programs.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Appropriation Adjustment (364) (935) (474) 0
Total Costs 1,103 621 246 664 170%

Risk Management Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Workers Compensation.
# of new claims / month - TBD TBD TBD TBD -
# of open claims - TBD TBD TBD TBD -
Lag Time (days) - TBD TBD TBD TBD -
Cycle Time of closed claims (in days) - TBD TBD TBD TBD -
Average Paid on Closed Claims - TBD TBD TBD TBD -
ACTION: New goals and measures for FY2013.
2 Benefits.
% generic drug utilization - TBD TBD TBD TBD -
# of employees participating in Health/Wellness event - TBD TBD TBD TBD -
ER visits per 100 employees - TBD TBD TBD TBD -
# of employees utilizing Blue Access for Members (BAM) - TBD TBD TBD TBD -
3 General Liability.
Average # of days to process subrogation - TBD TBD TBD TBD -
Recoveries - TBD TBD TBD TBD -
# of new claims / month - TBD TBD TBD TBD -
# of open claims - TBD TBD TBD TBD -
4 Safety.
# of employees participating in a Safety training program - TBD TBD TBD TBD -
Reported incidents per 100 employees - TBD TBD TBD TBD -
# corrective action items closed - TBD TBD TBD TBD -
Favorable Variance

Programs and Key Activities
• Budget Preparation and Management
• Grants Management
• Performance Management
Mandates
• Quarterly Performance Report (Ordinance)
• State Statutes governing the budget process
(55 ILCS) 5/6-24001-24007)
• Prepare and issue a preliminary budget on
or before June 30th of each year (Presidential
Mandate)
• Submit the Executive Budget
Recommendation to the Cook County Board
of Commissioners by October 31st each year
(Presidential Mandate)
BUDGET & MANAGEMENT SERVICES
BUREAU OF FINANCE
Andrea Gibson | Budget Director | 312.603.5611 | Andrea.Gibson@cookcountyil.gov
• Prepare, execute, and manage the County Budget
• Evaluate and analyze data to recommend improvements that realize
efficiency or budget savings
• Prepare budgets for federal, state, and private grants
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 2 22 10 27 169%
Total Costs 1,249 1,495 686 731 7%

Budget and Management Services Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Complete Budget in Timely Manner.
Complete Preliminary Budget by June 30th (days) -3 0 N/A N/A - -
# of days before the end of the fiscal year the Presidents
Recommendation is submitted
43 50 N/A N/A - -
# of days required to shift cycles after budgets are due 17 7 N/A N/A - -
2 Ensure Department Spending is within Approved Budget Level.
# of departments tracking above current budget on
personnel expenses
14 0 2 8 0 -
# of departments tracking above current budget on non-
personnel expenses
33 0 44 46 0 -
# of departments tracking above current budget for
overtime expenses
33 0 26 36 0 -
% of personnel budget spent across all OUP depts. 98% 100% 19% 45% 50% -5%
% of non-personnel budget spent across all OUP depts. 67% 100% 25% 54% 50% 4%
3 Budget Commitments.
% of budget commitments implemented 91% 100% 23% 49% 45% 4%
$ implemented from budget commitments (millions) $590 $613 $37 $163 $109 50%
# of outstanding budget commitments 14 0 64 41 - -
4 Improve Performance of Existing Grants.
% of grants with findings from the annual single audit 13% 0% N/A 9% 0% -
% of grants with action plans resulting from annual single
audit
100% 100% N/A 100% 100% 0%
% of grant funds not expended at the close of the grant TBD 0% N/A N/A 0% -
5 Secure New Grant Funding.
# of discretionary grants applied for 9 16 7 10 8 25%
# of discretionary grants awarded 5 4 4 4 2 100%
% of indirect costs collected from grants 100% 100% N/A N/A 50% -
6 Produce a High Quality Budget Document Using Established Guidelines and Best Practices.
Budget document receives GFOA award 1 1 N/A N/A 0 -
# of GFOA revisions/finding 11 1 N/A N/A - -
# of repeat findings in 2012 GFOA submission - 0 N/A N/A 0 -
Favorable Variance

Key Activities
General Ledger, including Financial Reporting
Accounts Payable
Payroll/Garnishments
Mandates
Monthly Revenue Report (Resolution)
Approve or disapprove a bill from a vendor
within 30 days after receipt and paid within 30
days of approval (Local Government Prompt
Payment Act - 50 ILCS 505)
In conjunction with Director of Human
Resources to report Grade 17-24 changes at
end of every pay period (Ordinance 10-O-32)
Review records of the State of Illinois Child
Support Enforcement Program to determine if
any delinquency issues (Ordinance)
Issue the CAFR and A-133 Single Audit
Report within 6 months of year end
COMPTROLLER
BUREAU OF FINANCE
John Schick | Comptroller | 312.603.5601 | John.Schick@cookcountyil.gov
Supervise the fiscal affairs of Cook County by maintaining the accounting
records, general ledger, financial reporting, accounts payable, payroll, and
garnishments in addition to being responsible for the external audit function
and timely completion of the Comprehensive Annual Financial Report
(CAFR).
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 3 0 0 1 -
Non-Personnel 68 65 33 34 2%
Appropriation Adjustment (90) 0 0 0
Total Costs 2,450 2,775 1,284 1,179 -8%

Comptroller Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Improve Timeliness of Financial/General Ledger Services.
Average # of months required to complete CAFRs 6 6 - 6 6 0%
% of items on track in CAFR plan 100% 100% 100% 100% 100% 0%
# of days required to complete Revenue report 8.9 10.0 5.0 5.0 10.0 -50%
% of offices/departments that submitted financial data by
15th of the month
73% 100% 67% 67% 100% -33%
2 Reduce Total Time Required to Process Invoice Payments.
Average # of days to process invoices (i.e. invoice date to
payment date)
47 30 42 43 30 42%
% of properly completed 29A vouchers processed within 10
business days of receipt
100% 100% 100% 100% 100% 0%
% of Payments made within 30 days 50% 100% 45% 50% 100% -50%
3 Enhance Accounts Payable Processing Capabilities.
$ amount of payments via ACH (Millions) - $100 $28 $67 $50 34%
$ amount of payments via e-payments (Millions) - $10 - - $0 -
$ saved through e-payments - $100,000 - - $0 -
$ saved through ACH payments (prompt payment
discounts)
- $200,000 $32,884 $66,471 $100,000 -34%
ACTION: Implementing ACH Payment System
4 Improve Accuracy & Efficiency of Payroll Processing.
# of department time keeper payroll errors TBD 50 15 18 13 38%
Cost per check/direct deposit $1.98 $1.92 $1.76 $1.58 $1.92 -18%
# of checks printed in error 173 0 0 0 0 -
5 Ensure Compliance with Accounting Standards and County Internal Controls.
# of findings 11 0 - 2 0 -
# of repeat findings 7 0 - 8 0 -
# of material weaknesses 2 0 - 3 0 -
# of significant deficiencies 9 0 - 7 0 -
# of control deficiencies 0 0 - 0 0 -
Favorable Variance

Collaborate with local organizations with
M/WBE membership.
Quantify, verify, and report the results of the
Capacity Building initiative.
Identify ways to incentivize Cook County
primary vendors to participate in the initiative.
Review and approve certification applications;
Notify certified vendors of Cook County
procurement opportunities.
Address deficiencies in the State of Illinois
disparity study.
Produce quarterly and annual reports for the
President and Board outlining progress, goals,
and commitments regarding supplier diversity.
Help CCHHS develop policies, processes and
relationships to support M/WBE procurement
goals.
Presidential Mandates
• Play an active role in helping Cook
County's M/WBEs build capacity and
create jobs
• Track procurement spend as it relates to
job creation and capacity building at
M/WBEs, in lieu of merely recording
contract dollar figures
Cook County Ordinances and CCHHS
Policy
• Ensure the full and equitable participation
of M/WBEs in the County's procurement
process as both prime and sub-contractors
• Meet following participation % goals for
M/WBEs contracting with the County: 35%
of professional services contracts to
M/WBE's; 25% of services and supplies
contracts to MBEs and 10% to WBEs; 24%
of construction contracts to MBEs and 10%
to WBEs
CONTRACT COMPLIANCE
BUREAU OF FINANCE
Jacqueline Gomez | Director | 312.603.5502 | Jacqueline.Gomez@cookcountyil.gov
Contract Compliance supports minority and women-owned businesses by offering
a certification program, ensuring M/WBE inclusion in County contracting processes,
and reporting supplier diversity levels to the President and Board of
Commissioners.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 666 694 320 325 2%
Overtime 0 0 0 0 0%
Total Costs 715 658 302 329 9%

Contract Compliance Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Increase Supplier Diversity.
% of contracts committed to MBE for Goods & Services 31% 25% TBD TBD 25% -
% of contracts committed to WBE for Goods & Services 8% 10% TBD TBD 10% -
% of contracts awarded to MBE for Construction 48% 24% TBD TBD 24% -
% of contracts awarded to WBE for Construction 5% 10% TBD TBD 10% -
% of contracts committed to MBE for Professional Services 33% 25% TBD TBD 25% -
% of contracts committed to WBE for Professional Services 4% 10% TBD TBD 10% -
% of contracts committed to MBE for Goods & Services
(CCHHS)
TBD 25% TBD TBD 25% -
% of contracts committed to WBE for Goods & Services
(CCHHS)
% of contracts committed to MBE for Professional Services
(CCHHS)
% of contracts committed to WBE for Professional Services
(CCHHS)
2 Department Productivity.
Average processing time for new applications (days) - 90.0 TBD TBD 90.0 -
Favorable Variance

President's Office Mandates
• Reduce cost of goods and services through
strategic sourcing
• Improve transparency of procurement
process
• Assist departments by providing leadership
in the procurement and contracting process
Public Procurement Code of Ethics
• Foster a fair and equal purchasing
environment free of improprieties and
conflicts of interest, whether real or
perceived
• Contract Formation
• Contract Processing
• Contract Management and Administration
• Reporting and Analysis
• Professional and Team Development
Cook County Ordinances
Part 1, Chapter 34, Cook County Procurement
Code requires that:
• For purchases and contracts of $150,000
or more:
- Advertise procurement opportunities
on the County’s website.
- Hold public bid openings
- Recommend and obtain approval
from County Board to award contracts
• Ensure Cook County vendors are in good
standing with the law
• Increase total dollars spend with M/WBE
vendors in Cook County
OFFICE OF THE CHIEF PROCUREMENT OFFICER
BUREAU OF FINANCE
Shannon Andrews | Chief Procurement Officer | 312.603.5370 | Shannon.Andrews@cookcountyil.gov
Add value through quality and cost-effective contracts; Create partnerships
with County departments to foster a team environment while implementing
best practices in public procurement; Improve efficiency through the timely
execution of the procurement process in accordance with County ordinances
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 1,483 2,243 1,035 875 -15%
Overtime 0 0 0 0 0%
Non-Personnel 30 234 119 17 -86%
Total Costs 1,513 2,477 1,154 892 -23%

Office of the Chief Procurement Officer Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Deliver Cost Savings on County Contracts without Sacrificing Quality.
Amount of savings from strategic sourcing contract
initiatives (Millions)
$44.2 $3.2 $12.8 $15.6 $2.0 678%
% of vendors rated "Acceptable" by County Departments
on product and service satisfaction surveys
TBD 80% - - - -
2 Improve Operating Efficiency.
Average procurement cycle time for Bids (days) - 65 61 120 65 85%
Average procurement cycle time for RFP/RFQ/RFIs (days) - 190 235 216 190 14%
Average procurement cycle time for Sole Source contracts
(days)
- 65 80 57 65 -13%
Average procurement cycle time for JOC contracts (days) - 14 27 17 14 21%
Average procurement cycle time for GPOs (days) - 100 - - 100 -
Average procurement cycle time for Piggybacks (days) - 65 77 64 65 -1%
3 Increase Department Professionalism and Added Value.
% of client departments agreeing that Purchasing
department adds value to procurement process
100% 70% 100% 100% 70% 30%
4 Improve Accountability, Partnership, and Teamwork with Client Departments.
% of rebids 10% 5% 11% 8% 5% 3%
5 Provide Greater Transparency in Procurement Process and Information.
Procurement FOIA requests 94 80 13 16 21 -24%
Favorable Variance

IT Solutions and Services: Build and
maintain a secure, flexible, dependable,
technically sound information and
communications infrastructure for Cook
County agencies. Services are provided for
the county’s data communications, voice
networks, personal computing systems,
mainframe, midrange and distributed systems
operations.
Technology Policy & Planning: Innovatively
and cooperatively plan, develop and manage
software applications and websites for other
county departments to improve workflow
process to address residents’ and businesses’
needs for simple, responsive, transparent and
cost-effective government administration.
BUREAU OF TECHNOLOGY
Lydia Murray | Chief Information Officer | 312.603.1400 | Lydia.Murray@cookcountyil.gov
The Bureau of Technology aim is to collaboratively assist County agencies
and departments to meet their business needs through collaboration, policy,
strategic planning and services.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 38 44 20 46 126%
Non-Personnel 6,941 11,944 6,054 5,540 -8%
Appropriation Adjustment 2,014 215 109 0
Total Costs 18,031 24,871 12,030 10,691 -11%
Geographic Information Systems: Provide
maintenance of and access to Cook County’s
enterprise geographic information system to
facilitate shared geographic-based
information. Services are delivered by
managing resources, acquisition of GIS data
and tools, performing quality assurance of
GIS data and implementation of quality
control measures.
Project Management: Provides project
management to consistently deliver successful
technology projects that increase value to Cook
County by aligning projects to Cook County’s
strategic goals.
Open Data: Increase access to and use of
government data in support of good governance.
Release government data that is relevant to
agencies and of interest to the public.

Bureau of Technology Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Reduce Service Interruption to Minimize Overall Customer Operations.
# of new incidents - TPP (ADM) - 120 16 42 60 -30%
# of new incidents - Open Data / New Media - 0 1 1 0 -
# of new incidents - GIS - 24 12 23 12 92%
# of new incidents - ITSS - 19,560 4,908 9,223 9,780 -6%
# of incidents closed - TPP (ADM) - 120 16 36 60 -40%
# of incidents closed - Open Data / New Media - 0 1 1 0 -
# of incidents closed - GIS - 24 12 23 12 92%
# of incidents closed - ITSS - 21,120 4,781 9,097 10,560 -14%
% incidents resolved within SLA - TPP (ADM) - 90% 95% 86% 90% -4%
% incidents resolved within SLA - Open Data / New Media - 100% 100% 100% 100% 0%
% incidents resolved within SLA - GIS - 100% 100% 100% 100% 0%
% incidents resolved within SLA - ITSS - 85% 94% 85% 85% 0%
2 Improve Customer Service Delivery to Cook County Agencies.
# of new service requests - TPP (ADM) 8,342 8,000 1,990 3,681 4,000 -8%
# of new service requests - Open Data / New Media - 0 753 1,155 0 -
# of new service requests - GIS 326 336 64 192 168 14%
# of new service requests - ITSS 9,573 10,800 1,784 4,936 5,400 -9%
# of service requests closed - TPP (ADM) 8,092 7,764 1,942 3,603 3,882 -7%
# of service requests closed - Open Data / New Media - 0 753 1,155 0 -
# of service requests closed - GIS 326 336 64 190 168 13%
# of service requests closed - ITSS 9,573 9,000 1,471 4,750 4,500 6%
% service requests completed within SLA - TPP (ADM) - 90% - - 90% -
% service requests completed within SLA - Open Data /
New Media
- 100% 100% 100% 100% 0%
% service requests completed within SLA - GIS - 99% 75% 92% 99% -7%
% service requests completed within SLA - ITSS - 99% 78% 79% 99% -20%
3 Project Management.
# of active projects - 85 49 52 85 -39%
# of projects closed - 60 6 16 30 -47%
% of projects on-time - 80% - 92% 80% 12%
Favorable Variance

d) The desired result or benefits are being
achieved;
e) Financial and other reports are being provided
that disclose fairly, accurately, and fully all
information required by law, to ascertain the
nature and scope of programs and activities,
and to establish a proper basis for evaluating
the programs and activities including the
collection of, accounting for, and depositing of,
revenues and other resources;
f) Management has established adequate
operating and administrative procedures and
practices, systems or accounting internal
control systems and internal management
controls; and
g) Indications of fraud, abuse or illegal acts are
valid and need further investigation.
Audits are conducted according to the annual audit
plan; results of the audits are published and
provided to the President, Commissioners,
Department heads and Cook County residents.
County Ordinance, Chapter 2, Article IV, Division 6,
Auditor, Sec. 2-311.
The County Auditor's Office conducts financial,
management and performance audits of County
departments, offices, boards, activities, agencies
and programs to independently and objectively
determine whether:
a) Activities and programs being implemented
have been authorized by government Charter
or Code, state or provincial law or applicable
federal law or regulations and are being
conducted and funds expended in compliance
with applicable laws;
b) The department, office, or agency is acquiring,
managing, protecting, and using its resources,
including public funds, personnel, property,
equipment, and space, economically,
efficiently, and effectively and in a manner
consistent with the objectives intended by the
authorizing entity or enabling legislation;
c) The entity, programs, activities, functions,
contracts, grants management, or policies are
effective, including the identification of any
causes of inefficiencies or uneconomical
practices;
AUDITOR
Shelly Banks | Auditor | 312.603.1500 | Shelly.Banks@cookcountyil.gov
To promote transparency and accountability in government by providing
independent and impartial reviews. To determine that those entrusted with
County resources are establishing and maintaining effective controls.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 -
Non-Personnel 2 6 3 0 -
Appropriation Adjustment 0 0 0 0 -
Total Costs 711 904 417 269 -36%

County Auditor Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Ensure Transparency & Accountability in County Government.
% of the audits in the Audit Plan completed 25% 100% 25% 13% 13% 0%
% of completed audits available on Department website 0% 100% 0% 0% 0% -
% of QAR recommendations implemented - 100% 0% 0% 0% -
% of budgeted audit time allocated to assist the
Comptroller's Office in issuing a timely CAFR
19% 19% 4% 19% 19% 0%
% of Countywide Risk Assessment completed for OUP - 100% 0% 0% 0% -
% of staff required CPE's completed 100% 100% 56% 59% 59% 0%
2 Other Indicators.
# of audits on the annual audit plan 4 8 4 8 8 0%
# of audits completed 1 8 1 1 1 0%
# of completed internal audits published on website 0 8 0 0 0 -
# of QAR recommendations implemented - 4 0 0 0 -
# of days provided assistance to the Comptroller's Office 407 135 27 135 135 0%
# of staff CPE's hours completed (PP Estimate) 47 41 23 24 24 0%
# of competed programs for risk assessment for the OUP - 35 0 0 0 -
Favorable Variance

• Schedule cases for the following County
Departments:
Sheriff, Revenue, Health, Building and
Zoning, Highway, Environmental Control,
Animal Control. Also the Forest Preserve
District Police.
• Conduct reviews of citations at which
testimony, exhibits and evidence are
presented and evaluated, and a final
conclusion on adequacy of the citation is
issued.
• Share with County departments and the
Forest Preserve District relevant data
relating to adjudication proceedings.
• Answer inquiries from the members of the
public and respondents relating to
administrative adjudication process.
• Maintain files of pleadings and orders.
Ordinance 09-O-03 established the
Department of Administrative Hearings.
To provide administrative law judges to
conduct administrative proceedings for
departments, agencies, boards and
commissions of the County. Operating in a
fair and impartial manner. Providing
transparency with respect to its proceedings.
Entering judgments, findings and orders which
are consistent with State laws and County
ordinances.
ADMINISTRATIVE HEARINGS
John C. Allen IV | Director | 312.603.2125 | John.Allen@cookcountyil.gov
The Department of Administrative Hearings was created to allow fair, efficient
and impartial appeals of citations issued by County departments and the
Cook County Forest Preserve District.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 0%
Non-Personnel 728 815 413 322 -22%
Total Costs 1,041 1,198 590 494 -16%

Administrative Hearings Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Reduce Data Entry Time and Data Errors.
% of citations transmitted to Administrative Hearings
electronically by issuing department
80% 80% 90% 95% 90% 5%
# of citations received electronically from Revenue, Sheriff,
and Forest Preserve Police
40,140 - 4,911 12,585 - -
ACTION: Conduct field visits with agency inspectors.
2 Increase Customer Convenience.
# of parking wheel tax and vehicle equipment tickets
appealed by mail
3,721 - 172 1,561 - -
% of hearings held at suburban locations 1% 9% 6% 11% 10% 1%
% of cases appealed online - 30% - - - -
3 Increase Percentage of Cases Adjudicated through Administrative Hearings.
# of tickets issued 46,004 - 6,150 13,317 - -
# of cases heard 30,005 - 8,689 19,874 - -
Average Cost per Case $23.05 $22.22 $22.09 $14.00 $25.00 -44%
Avg # of cases disposed per judge hour 4 - 4 - - -
Dollar amount of fine judgments (Millions) $16.6 - $2.5 $4.6 - -
ACTION: Implement process to hear cases for Vacant Building Ordinance.
4 Increase Public Awareness of Administrative Hearings and Ordinance.
# of individuals using Administrative Hearing website to find
information
9,312 - 1,888 4,327 - -
ACTION: Add website address to additional locations to encourage use.
Favorable Variance

COUNTYWIDE - Economic Development
BUREAU OF ECONOMIC DEVELOPMENT
Herman Brewer, Bureau Chief
Countywide – Economic Development 50
Planning & Development 53
Capital Planning and Policy 55
Building and Zoning 57
Zoning Board of Appeals 59

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

ECONOMIC DEVELOPMENT
Reporting
Office
2012
Actual
2013
Target
Q2 YTD
Actual
Q2 YTD
Target
1. Pursue Regional Economic Development
# of businesses assisted through tax incentives
Planning &
Development
47 50 25 24 4%
# of capital investment projects completed
Planning &
Development
70 100 57 55 4%
2. Increase Access To Living Wage Jobs
# of jobs supported through construction related activities
(CDBG & HOME)
Planning &
Development
- 565 135 . -
# of jobs supported through non-construction related
activities (CDBG & ESG)
Planning &
Development
- 145 151 145 4%
# of jobs created through tax incentives
Planning &
Development
1,866 1,954 718 979 -27%
# of jobs retained through tax incentives
Planning &
Development
1,338 1,405 212 702 -70%
3. Minimize Tax Burden
Cook County consumer spending tax rate (sales tax) Countywide 1.00% 0.75% 0.75% 0.75% 0%
Through collaborative projects, the County can multiply investment dollars and attract additional partners to
create even greater regional economic advancement.
Fostering the creation of well-paying, private-sector jobs will boost the regional economy and reduce
unemployment.
Lowering taxes increases economic activity, which raises business income and increases residents' spending
power.
Q2
Variance

Grant Management: (1) deploy and track
grant funds, (2) disburse funds, (3) report
accomplishments & performance measures
regularly, (4) identify and apply for mission-
aligned grants.
Business Incentive Programs: (1) assist
businesses with growth and job
retention/attraction, (2) process/review
incentive requests through administrative and
legislative processes, (3) track incentives
awarded for compliance.
Regional Planning: (1) identify innovative
approaches to solving regional economic
development issues, (2) engage active
regional partners, (3) apply new strategies to
problem-solving with Cook County in the
leadership role, (4) encourage collaboration
among municipalities.
Develop viable urban communities
Support homelessness prevention
Implement local housing strategies
Effectively manage programs
Report annual accomplishments aligned with
five-year and annual plans
Mandated by local legislation to stimulate
economic opportunities
Annual Federal Programs: (1) promote grant
opportunities, (2) improve response to reflect
innovative approaches, best practices, or new
models, (3) review applications in accordance
with HUD requirements and applicable plans,
(4) provide support to sub recipients.
PLANNING AND DEVELOPMENT
Maria Choca-Urban | Director | 312.603.1033 | Maria.ChocaUrban@cookcountyil.gov
Foster community and economic development through strategic leveraging of
resources to stimulate: (1) sustainable community investment connecting housing,
employment, development, and transportation; (2) business growth, attraction, and
retention; (3) affordable housing; and (4) regional planning focused on the
integration of economic, physical, and social infrastructure.
New processes for measuring data currently being developed.
PERFORMANCE TRENDS
BUDGET*
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Overtime 0 0 0 0 0%
Total Costs 477 499 213 247 16%
Number of Employees (FTE's) * 13.0 10.0
* FTE count and budget shown is corporate fund only.

Planning and Development Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Support Expansion of Economic Opportunities.
# of jobs supported through construction activities (CDBG
& HOME)
- 565 135 135 0 -
# of jobs supported through non-construction activities
(CDBG & ESG) (non-cumulative)
- 145 146 151 145 4%
# of jobs created through tax incentives 1,866 1,959 382 718 979 -27%
# of jobs retained through tax incentives 1,338 1,405 84 212 702 -70%
# of businesses assisted through tax incentives 47 50 12 25 24 4%
2 Support Sustainable Community Investment.
# of capital investment projects completed 70 100 20 57 55 4%
# of beneficiaries receiving social and housing services - 22,707 7,868 16,625 11,354 46%
# of blighted properties removed 8 20 14 14 16 -13%
# of parcels reviewed for tax status through No Cash Bid
(NCB)
2,907 1,500 843 3,011 750 301%
# of parcels with delinquent tax issues cleared-up through
No Cash Bid (NCB)
66 50 3 13 25 -48%
# of individual taxing districts assisted through No Cash Bid
(NCB)
173 35 1 93 18 417%
# of parcels issued a Certificate of Purchase through No
Cash Bid (NCB)
233 30 0 0 0 -
3 Support Homelessness Prevention Activities.
# of at-risk households receiving homeless prevention
services
1,637 868 43 125 304 -59%
# of beneficiaries receiving shelter assistance 6,403 7,902 1,805 3,835 4,742 -19%
4 Implement Affordable Housing Strategies.
# of affordable rental housing units produced 83 296 2 50 45 11%
# of affordable for-sale housing units produced 30 56 25 68 56 21%
# of affordable for-sale housing units sold 15 78 21 44 53 -17%
5 Improve Performance and Capacity of Grants Management Personnel.
CDBG dollars disbursed to meet grant timeliness
requirements (Millions)
$6.64 $9.89 $3.98 $8.30 $6.60 26%
# of days on average to approve invoices 11 15 16 18 15 20%
Dollars leveraged through federal entitlement programs
(Millions)
$0 $20 - - - -
Favorable Variance

PROGRAMS AND KEY ACTIVITIES
Capital Planning and Policy
Complete capital projects within budget.
Complete projects within approved schedule
Ensure MBE/WBE participation
Real Estate Management Division:
Adopting a proactive approach to managing
the County’s real estate portfolio through
establishment of the Space Allocation
Committee and implementation of the Real
Estate Asset Strategic Realignment Plan.
MANDATE
The Office of Capital Planning and Policy
(OCPP) is mandated to meet all current
building codes and comply with County, City,
and State ordinances as well as the mandates
of other governing agencies (i.e. IDPH, JCHO,
Department of Justice, etc.).
The Real Estate Management Division leads
property management at all County-owned
and leased properties.
CAPITAL PLANNING AND POLICY
John Cooke | Director | 312.603.0300 | John.Cooke@cookcountyil.gov
Capital Planning exists to provide safe, secure and accessible facilities through
capital construction projects, for all County departments and elected officials, in
order that they may serve the public and perform their duties in an environment that
fosters efficient, convenient and cost-effective delivery of public services. Real
Estate coordinates property management at all County-owned and leased facilities.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 892 1,082 499 413 -17%
Overtime 0 0 0 0 -
Total Costs 917 1,113 515 416 -19%

Capital Planning and Policy Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Complete Capital Projects within Budget.
% of professional services completed within 10% of original
approved contract amount
96% 95% 100% 100% 95% 5%
% of construction contracts completed within 10% of
original approved construction budget
90% 95% 87% 100% 95% 5%
Average cost change for all completed construction
projects (%)
8% 5% 0% 0% 5% -5%
2 Complete Capital Projects within Original Approved Schedule.
Active construction projects: Early/on-time (%) 86% 90% 87% 85% 90% -5%
Completed construction projects: Early/on-time (%) 96% 90% 87% 100% 90% 10%
3 Reduce the Cost of Owned and Leased Space.
Savings through reduction of leased space costs $102,993 $470,000 $63,000 $131,694 $104,000 27%
Savings through reduction of owned space costs TBD TBD - - - -
ACTION: Conducting space utilization audit
4 Other Indicators.
% insurance compliance with annual PWA reporting 92% 90% - - - -
% of on-time collections on monthly payments 98% 95% 80% 100% 85% 15%
Favorable Variance

The Department of Building and Zoning
provides rules and regulations governing the
erection, construction, alteration, demolition,
or relocation of all buildings and structures
within designated single family, general
residence, commercial, industrial, and public
zoned districts of unincorporated Cook
County.
The Department must inspect annually,
semi-annually, or otherwise such buildings,
structures, equipment, sites or parts there of
relating to all: theaters, churches, schools,
daycares restaurants, other assembly
buildings, all multiple dwellings of four or more
units.
BUILDING & ZONING
Tim Bleuher | Commissioner | 312.603.0500 | Tim.Bleuher@cookcountyil.gov
Promotes the health, safety, and welfare of unincorporated Cook County
residents by performing responsible and timely inspections of buildings and
properties and enforcing all codes and ordinances.
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 3,125 3,193 1,474 1,495 1%
Overtime 0 0 0 0 -
Total Costs 3,188 3,271 1,513 1,505 -1%

Building and Zoning Goals
2012
Actual
2013
Target
Q1 YTD
Actual
Q2 YTD
Actual
Q2 YTD
Target
Q2
Variance
1 Ensure Safe Buildings in Unincorporated Cook County.
# of inspections per month 4,199 4,000 3,834 4,022 4,000 1%
# of permits issued per month 206 200 163 181 200 -10%
# of violations issued per month 608 550 505 609 550 11%
2 Improve Department Efficiency and Effectiveness.
# of application submittals that are incomplete 27 15 0 0 8 -100%
# of days to issue an easy permit (Fence, Roof, Boiler) - 10 14 13 10 30%
# of days to issue other permits 57 45 53 48 45 7%
3 Improve Constituent Access and Customer Experience.
% of permits purchased online 22% 30% 21% 20% 30% -10%
% of survey respondents satisfied 28% 35% 33% 34% 35% -1%
% of customers completing survey 25% 35% 27% 28% 35% -7%
4 Register Vacant Buildings.
# of vacant properties registered 291 - 82 201 - -
# of violations written for Vacant Building Ordinance 172 - 90 110 - -
# of suburban municipalities adopting Vacant Building
Ordinance
1 4 1 2 2 0%
Favorable Variance

ZBA Staff & Applicant: Review case file,
developing a proper neighbor notification list,
communicating to applicant list parameters.
Revise and distribute to applicants the Official
Rules of Practice and Procedure.
Bureau of Administration, ZBA Staff, and
ZBA Board: Distribute customer
questionnaires. Receive and analyze data
collected post public hearings.
Hearings shall take place within 45 days from
when the ZBA receives the case.
The Cook County Board shall receive the
Findings of Fact with the Zoning Board of
Appeals' recommendations no more than 90
days after the hearing. The ZBA can grant
itself a 30 day extension if the applicant has
not submitted the draft Findings of Fact.
The County Board has to vote on the ZBA's
recommendations.
ZONING BOARD OF APPEALS
Andrew Przybylo | Secretary | 312.603.0540 | Andrew.Przybylo@cookcountyil.gov
Hold hearings and dispatch zoning cases on a timely basis, as required by
the Zoning Ordinance; Ensure zoning cases are sent to the Cook County
Board for final decision with utmost transparency; Ensure Cook County
residents satisfaction of the hearing process
BUDGET
$(000’s)
PERSONNEL
2012
Actual
2013
Target
Fiscal Year to
Date Target
Fiscal Year to
Date Actual
Fiscal Year to
Date Variance
Personnel (without overtime) 388 469 217 233 8%
Overtime 0 0 0 0 -
Total Costs 406 430 197 237 20%

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