Good morning. The time is 9.33. We will reconvene the recess meeting of the Committee on the Budget and Government and Operations.
We'll begin today's iteration with public comment.
I have two public commenters or any other individuals who wish to make public comment that have not signed up at this point.
Got anything else? Okay.
I have two public commenters first.
We'll have Zoe Lee followed by Lynetta Thomas.
Ms. Lee, you may proceed.
Thank you.
When I look at this 2026 budget, I see what happens when ideology replaces common sense.
Before we talk about fixing the deficit, I want to be clear about something.
Marxism, communism, and socialism are not solutions.
They are systems that have failed everywhere they've been tried because they all share one thing in common.
They destroy individual freedom and economic growth in the name of equality that never actually happens.
In Marxism and communism, the government controls production and wealth, not the people.
That means politicians and bureaucrats decide who wins and who loses.
And socialism is just a slower version of the same thing, overtaxing, overregulating, and punishing the very people who create jobs, innovation, and opportunity.
That's what we're seeing here in Chicago.
Progressive leadership keeps raising taxes, adding fees, and blaming businesses, while not one alderman, commissioner, or department head has offered to cut their own salary or streamline their bloated departments to close the gap.
If you believe in equality, then start by sharing the sacrifice, but you can't keep squeezing small business owners, property owners, and working families to cover for fiscal mismanagement.
Chicago doesn't need more ideology.
We need accountability, collaboration, and transparency.
Instead of taxing our businesses into leaving, we should be partnering with them because they are the backbone of our local economy.
Every job they create, every building they renovate, every young person they hire helps stabilize this city for more than another tax or grant ever will.
If we keep chasing away entrepreneurs with Marxist-style tax policies and unrealistic spending, there won't be anything left to redistribute.
So my message is simple.
This 2026 budget should reflect fiscal discipline.
our political theater. It should empower residents and small businesses, not punish them. And until
the same people pushing tax increases are willing to give up their own paychecks, none of this talk
about shared sacrifice means anything. Chicago can't afford socialism, but we can't afford truth,
transparency, and smart collaboration. And that's the only way we'll balance this budget
and rebuild trust with the people who actually fund this city. All hands on deck.
Thank you, Ms. Lee. Next, we'll have Lynetta Thomas.
Good morning, Chair and members of the committee. My name is Lynetta Thomas. I am the Education
Chair and Family Co-Chair of Chicago Flips Red, a recent political science graduate and a certified
human rights consultant specializing in policy and urban planning. I'm also an independent
conservative who has historically voted Democrat. Because my loyalty has always been to people,
not parties, to solutions that strengthen families, empower communities, and hold government
accountable. I am a mother, a veteran, and a lifelong Chicagoan who believes that budgets
are moral documents. And this one tells the wrong story. According to the city's own 2026 budget
forecast, Chicago faces a $1.149 billion deficit, the largest in nearly a decade. Expenditures are
rising 10% faster than revenue, with $6.4 billion in planned spending, but only $5.26 billion coming in.
Instead of repairing broken systems, this plan shifts the financial burden squarely onto working
families, city employees, and small business owners. The budget raises fines and penalties by $43.9 million,
expands smart streets ticketing, hikes recreation taxes by $58.5 million, increases permit fees by $12 million,
and adds a 10.25% right share tax that hits residents who can't afford downtown parking. That is an equity,
that's economic strain disguised as progress. At the same time, the city will issue new general obligation debt
to pay for firefighter retroactive wages and lawsuit settlements, pushing annual debt service to $430 million,
most of it funded by property taxes. That means homeowners, renters, and small businesses will pay more,
while essential workers are told there's no money for public safety or support. We're told this is an
equity budget, yet $232 million in TIF surplus money intended to rebuild south and west side
neighborhoods is being redirected to cover pension holes and administrative costs downtown. That's not
equity, that's redistribution without accountability. Chair, can I get my minutes back? These people over
here are talking. They're out of order. I'm talking that's out of order for any meeting.
You can continue your conversation. Okay, but they're talking over here. I can't control what
people do. You can control what you do. If the meeting just said, the rules of the meeting said
that you must respect people, and I'm not being respected right now by people that work for the city.
Ma'am, you can proceed with your comments. We're told this is an equity budget, yet $232 million in TIF
surplus money intended to rebuild south and west side neighborhoods is being redirected to cover
pension holes and administrative costs downtown. That's not equity, that's redistribution without
accountability. And while long-time residents face rising costs, the city continues to spend hundreds of
millions on migrant housing, food, and health care without equivalent investment in homeless veterans,
unemployed youth, or displaced Chicago families. As a certified human rights consultant, I fully support
humanitarian relief, but not when it comes at the expense of the very taxpayers funding it. True human
rights include the right of every Chicagoan to safety, housing, and opportunity in their own city.
Chair, members of the committee, as a political scientist and policy professional, I can tell
you this approach is not sustainable. It is a revenue extraction model that widens inequity
and erodes trust between citizens and their government. Chicagoans deserve leadership that invests in them,
not one that fines, taxes, and borrows against their future. If this committee truly stands for fiscal
justice, then censor the people who keep the city running, our residents, our workers, and our families.
It's time to pass a budget that puts Chicagoans first, one rooted in equity, transparency, and
accountability. Not one that gives citizens the crumbs while others enjoy the cake. Thank you.
All right. Thank you very much. Uh, this morning, uh, we will have, we have the Department of
Transportation before us. Um, we will have, we'll begin with a brief, uh, overview from
Council Office of Financial Analysis, after which we will have, uh, an opening statement from, uh, Commissioner
Turner, uh, followed by introductions of the members of his team that are with us here in the
well, as well as those that are in the box. Um, you already? Janice, you ready? One minute.
You don't have a minute. Okay. All right. We'll begin, uh, this morning with, uh, um, Janice Oda
Gray, who is the director of the Council Office of Financial Analysis. Chairman Irvin, Vice Chairman Lee,
Alder Persons and Guests. Good morning. My name is Janice Oda Gray, Chief Administrative Officer for COFA.
Starting with the Department of Transportation proposed budget for FY26. It's 1.836.52 million,
or 1.8 billion. The change is plus 197.5 million, or 12.05 percent. And that's the change
compared to the revised numbers. However, compared to the original budget, DOT decreased by 202.5 million
overall and decreased by 403.2 million in grant funding. So comparing that to the original budget,
there was actually a decrease. The FTEs for FY26 is 1481, which is 95 less than 2025.
DOT is corporate funded at 2.69. The majority of funding for DOT is funded by various grants as well as
local funding. DOT has personnel cost of 174.74 million and non-personnel at 1.661.78 million.
Going to this page, you're looking at all the funds. And as noted before, it's only 2.69 in corporate
funding. And the rest of the funding, as you can see at the bottom of the page, they are local funding
and grants funding. Sure. For those of you that are following with the book, it's on page 178,
the transportation page. Right now I'm on page 180. Looking at the appropriation, this is a historical
walk for appropriations. And you can tell how, looking at 2017, it started out at 621.3 million,
and now it's at, oh, what happened to my, okay. Now is it showing? Always technical glitches the first
day. Give us just a minute. Okay. Now, now it is.
It's showing. Yeah, make it, I want it bigger. Can you? You can't present? You can't present?
It says restart. It's not showing now. I know, but it's not now. Go back to the opening. Just show it from there.
Oh, that's really tiny. Okay. Okay. Again, this is a appropriation walk, historical appropriation walk,
showing from 2017 going forward. Right now it's one point, round at 1.9 billion or 1.836.
Going to the next page, and I won't go to the next page. What's wrong with this thing? I'm going to
the next page looking at FTEs. As you can see, the FTEs are basically concentrated in local
and in the corporate fund. Corporate fund, again, is only 2.69, but most of the FTEs are in local,
and there's a few of them in the corporate fund. Thank you. Let's get this fixed.
Thank you, Director Elder Gray. Commissioner? Good morning, Chairman Irvin and members of the council.
Thank you for the opportunity to appear before you today to discuss the Chicago Department of
Transportation Work and 2026 budget. I want to begin by thanking Mayor Brandon Johnson and members
of the council for your partnership and continued support for the CDOT work.
And,
Together, we are invested in infrastructure that connects our neighborhoods, support our economy, and make our city safer and more accessible for everyone.
Our purpose at CDOT is clear, to ensure Chicago's future is built on a foundation of equity, safety, modern resiliency, and reliable mobility.
We manage one of the most extensive transportation networks in the country, over 4,000 miles of streets, 7,400 miles of sidewalks, and over 300 bridges, and tens of thousands of streetlights, signals, and intersections.
In 2025, we continue to deliver significant improvements across all neighborhoods.
By the end of this construction season, we expect to resurface more than 150 miles of arterial and residential streets and alleys, complete over 3,000 hazardous sidewalk repairs, and install 6,000 ADA ramps, refreshing nearly 50 miles of pavement markings, modernizing street lightings on over 250 blocks.
Completing over 50 blocks of green alley reconstruction across the city, and planting over 4,000 trees along arterial streets and the medians and boulevards.
We remain committed to continuously improving how we plan, coordinate, and deliver work so that we can serve Chicago residents and neighborhoods more effectively every year.
Our Streetscapes program continues to transform commercial corridors across the city, creating safer, more welcoming, and economically vibrant community spaces.
By the end of this year, we will complete five major reconstruction projects and advance several more designs through design procurement and construction, each one improving safety and accessibility while supporting local businesses and neighborhood vitality.
We also made measurable progress towards our citywide traffic safety goal.
Since 2021, Chicago has reduced traffic fatalities by nearly 30%, outpacing the national trend.
This progress reflects the data-driven strategies and infrastructure investments that this council has championed.
We continue to build safety into the fabric of our network.
Across all our programs, we deliver safety improvements at scale, integrating design elements that protect the vulnerable road users, improve visibility, and make every street safe for everyone.
This year, CDI has reached a major milestone, surpassing 100 miles in new and upgraded bikeways under Mayor Brandon Johnson's leadership and bringing the citywide network to more than 500 miles.
With your support, we added 50 additional automatic speed cameras near parks and streets to further address traffic safety concerns.
We also had the first year of the Smart Streets pilot program to deter illegal parking and keep our bus lanes and our bike lanes clear and safe and functioning as intended.
CDOT continues to advance major capital projects that represent long-term investments in Chicago's future.
Modernizing bridges, modernizing bridges, viaducts, and other critical structures.
While we recognize that the large projects of these scales can be disruptive, there are essential investments that will ensure safety, reliability of the Chicago infrastructure for decades to come.
As we look ahead to 2026, CDOT will continue to build on its progress.
We will work closely with this council.
We will advance projects and modernize our infrastructure, expand access to sustainable transportation options, and deliver visible improvements in every neighborhood.
Thank you again for your continued support and partnership.
I look forward to working with each one of you to build a bigger, to build a stronger, safer, and more connected Chicago.
Now I'll pass it over to introduce my team.
I'll start with my managing deputy next to me.
Good morning.
Big Christian Murthy, Managing Deputy Commissioner for Planning and Design.
Good morning.
Managing Deputy Sam Alexander.
Good morning.
Art Rodriguez, Deputy Commissioner, Electrical Operations.
Good morning.
Anne Zhang, Deputy Commissioner for Engineering.
Good morning.
Chia Kohai, Deputy Commissioner, Division of Administration.
Good morning.
John Gersenko, Director of Finance.
Good morning.
Managing Deputy Commissioner, Project Development.
Good morning.
Sean Wydell, Deputy Commissioner for Citywide Services.
Good morning.
Good morning.
Mary Nichol, Deputy Commissioner for Planning and Policy.
Good morning.
Grant Davis, Director of Grants Management.
Good morning.
Tavell Frazier from the Department of Science Management.
Good morning.
Jay Kalyle, Deputy Commissioner, Division of Infrastructure Management.
Abraham Emanuel, Deputy Commissioner for Traffic Safety.
Good morning.
Mike Drake, Deputy Commissioner, In-House Construction.
No, can we hear you?
Mike Drake, Deputy Commissioner, In-House Construction.
Oh, okay.
All right.
Thank you much.
I'm going to start.
This has got a couple of real – need the transportation person to say.
Okay.
Two things I want to focus the conversation on is around efficiency and the work that is happening in the department.
Number one, have you all done any comparisons to what private contractors or others are doing in the space around construction, be it, you know, current miles done in a specific amount of time?
And if so, how do you rank in that respect?
Oh, thank you for the question.
As far as comparison to the contractors, I do not know that we have done any actual comparisons.
We just, you know, pretty much give our projects to contractors, and we also do our contracts in-house also.
So, we – that's – I mean, we probably can divvy into that a little bit further, but, I mean, that's not something that's normally tracked other than just on the project-based level.
Well, I know that the department, the budget and management, has started down that path.
I think with some of our infrastructure departments, it's going to be critical that we understand levels of efficiency with the departments, you know, versus best practices and other KPIs that exists so that either, A, we are meeting those and hopefully exceeding those standards, but that we're being as efficient as possible with the resources that are being granted to the department, number one.
Number two, I don't know if anyone ever asked your department, but wanted to get your take on this ordinance that we've had recently introduced by one of our members, Alderman Hatton, regarding the heat exposure and the like and what impacts, if any, you think it will have on your department.
Sure.
As far as the ordinance is concerned, we have a lot of practices that we commonly do to make sure our workers are safe during these hot weathers or hot events.
We haven't had any instance where we had any fire safety issues concerned with this here.
So having an impact on our operations, I feel it'll be, it'll be dramatic because, I mean, there's more levels of work and it definitely probably decreased our levels of efficiency that you were just speaking of.
As far as far as getting work done where, you know, if it reaches a certain temperature, we have to take breaks or every 15 minutes.
So, so it would definitely have a negative effect on our efficiencies, which is of a concern to counsel.
So, and I guess, and maybe through the chair, if, if you all could perform some level of analysis as to what impacts that would have on your departments and your operations in the way of either lowered work product or overtime expenses to meet the same level of work
that you were, would do in a, in a, in a, in a, in a, in a, in a normal scenario.
The second, uh, I mean, the third question is around the, uh, federal grant funds, uh, for, uh, the federal highway administration.
Um, we've got approximately $600 million there.
Uh, what, what, uh, programming or what are we looking to accomplish, uh, with those funds or how many miles of, I'm assuming these are arterial streets that you're doing with this money.
Uh, what, what, what, what is the plan on that?
What have you.
done this year, and what is the anticipation of getting done next year?
Okay, thank you for that question. Also, I would pass it over to my
grant director, which is Grant Davis,
to give a little insight as to what work is being done, and then we'll pass it over
to Ann Zhang for my Deputy Commissioner for Engineering, the type of
projects we have. Good morning again. My name is Grant Davis,
Director of Grants Management with CDOT. So our federal program
extends extensively. It's not just arterial research. Sir, could you stand up?
I can't see you over there.
Sorry, I'm still not too tall.
So we list our federal funding for a variety of projects. It is mainly centered
around major capital improvements. So this includes
arterial resurfacing, but it also includes roadway reconstructions,
bridge improvements, so when we have to rehab or reconstruct
a bridge as well. We also use
it for transit improvements, so the state
lake improvement, the reconstruction of that
station was federally funded as well.
So there's a wide variety there. I could also give a quick
overview of the types of federal funding, if that would help.
So we have basically two classes of federal funds
that come to CDOT
through USDOT. There's a portion that's called
through apportionment, and that is formula funds that comes to the city
through the state. Most of these funds are passed through the Illinois Department
of Transportation. This includes the bulk of our federal funding,
including STP,
CMAQ, TAP, ITAP, and this is by far
the vast majority of what we fund our improvements
through. The other bulk is discretionary
funds, and these are awarded
directly by USDOT
to the city.
These, we have a smaller pot with them.
Most of these were awarded under
the last administration, and
they are included for specific projects
that were awarded. That includes the Calumet
River Bridges. There is
a couple streetscapes that are funded
through it, as well as
an improvement
on independence over
I-290.
The federal
grant that I'm
referring to, is
this the total
amount of the 80-20, or
is this just our 20
for the match
that we're required
to do?
The $600 million,
that is the federal
portion.
And then we use a variety
of funding for match, including
state,
local funds as well.
So the 614
represents the federal
component. Was that part of the
Biden
infrastructure bill?
That funding
is through what is
known as the
IIJA, the
Infrastructure Investment
and Jobs Act, and that is
the five-year
transportation bill
that's passed by the federal
government. That was
passed in 2021.
That sounds like the
Biden bill. Okay.
All right.
And so
the,
so I guess,
I guess if you don't know
these items, but
if you could send through
the chair,
what the 614
plus our 20%
is actually going to do
so that we
have some clarity as to
what this money is going
to go towards
and what the
anticipated time
frames are,
because my assumption
is that there's a,
there's a
expiration window
that may be rapidly
approaching
on this.
And
the other question
is,
do we actually have
these funds or
are they
still with the
federal government?
We'd be happy to
provide that through the
chair. Thank you.
Okay.
Vice Chair Lee?
I'll come back around.
You'll come back?
Up there.
Oh, well,
you can,
you can work through that.
All right.
So we got our list here.
One, two,
three.
Alderman Harris?
Good morning.
Thank you all
for everything
that you do.
you have a truly
talented box.
People in the box
are truly talented
and work really
great with us.
And I can't go
into specifics,
but I want to say
thank you to everybody
who's responsive
to me.
And I sent a lot
of crazy emails.
But tell me
where the cuts
are in your budget
and how much
you actually
reduce your budget
live by.
Okay.
Our cuts
in our budget.
So our,
our cuts
is a biggest
one is a,
is our head count
cut.
We lost
98 vacancies.
From where?
We had a 26
and a 100 fund
38
and the 300
fund and the 310
fund.
We had 34.
Hold on.
Could you,
when you say numbers,
could you say
what fund that is?
We know,
I know hundreds
corporate 300
is vehicles,
but we'll just
walk through that
for our members.
Thank you.
Okay.
The 100 fund
is the general fund,
which is 26 vacancies.
The 300 fund,
I believe that is
the,
what number is that?
The vehicle tax.
And the 310
is the motor fuel tax.
And the 300 fund
is the vehicle tax
and that count
is 38.
Hold on.
Just go back
from the beginning
to kind of go.
So 100 is corporate.
Right.
Yeah.
100 is corporate.
300 is vehicle,
is the vehicle tax.
Right.
And then 310
is MFT,
motor fuel tax.
Motor fuel tax.
Yes.
Okay.
And then she wants
the numbers.
It was 26,
38,
34,
right?
That's correct.
Yes.
Okay.
All right.
So now I wanted
you to break it down
a little bit more
for me
and tell me
where
in the corporate side
from the corporate fund,
where are these
26 positions
coming from,
what departments,
what bureaus.
Let's find out
what it is
coming from you.
The corporate fund.
I'm going to break that off.
Okay.
Are you looking
for the titles
or?
Titles will be helpful.
That really helps.
Not that I'm going to
remember all
and I'll write them
all down,
but I want to hear
where they're from.
So the ones I'm looking
for come hit me.
Okay.
From the corporate fund
from the commissioner's office,
we lost the executive
administrative assistant,
too.
And we also lost
a senior administrative
assistant.
And there's still
corporate fund
policy and planning.
We lost a senior
policy advisor,
analyst.
In administration,
we lost a civil
engineer,
four administration.
We lost a executive
administrative assistant,
two,
I mean,
one.
And
we lost a financial
officer,
an accounting technician,
a contract coordinator,
two chief contract
expediter,
a contract review
specialist,
two administrative
service officer,
one.
A human resource
business partner
and traffic safety,
a senior
administrative assistant,
a traffic engineer,
four.
And in the sign shop,
we lost
a administrative
assistant.
Project development,
a coordinating
planner,
a civil engineer,
five,
an engineer technician,
four,
a traffic engineer,
four,
I mean,
five,
sorry,
a coordinating
planner,
electrical,
division electrical
operations,
administrative assistant,
in-house construction,
a bridge operator,
and a coordinator
of bridge operations.
That's it for
the corporate fund.
So were these
positions empty
as of,
I'm assuming
that all of these
were empty,
is it that people
retired out of them,
or have they been
vacant longer
than a year?
One second.
Okay.
Out of the eliminated
positions,
all the ones
that just named,
the total,
49.5%
are recent
vacancies,
and the way
I classify
recent vacancies
are vacancies
that happened
after January 1,
2025.
So 49.5%.
Recent.
And then
the other
50.5%
are
vacant before,
so we didn't
fill them
at all.
That's all.
This year. We didn't fill the other 50 percent. We didn't fill this year. All right.
That's correct. Yes. 50.15 percent. We didn't fill coming into 2025.
OK, so what bureau actually received the most cuts?
The bureau that received the most cuts is in-house construction and electrical operations and engineering and also administration.
And you feel confident that you all will be able to function.
On the same level as you function in the past to get things done, because this leads me into efficiencies and what you mentioned about the Streetscapes program.
So moving into Streetscapes, it takes years.
And so while I love the Streetscape program, I like to be alive before.
I see one in my ward and so I'm leading into that the amount of time it takes to move through the Streetscapes, even when it's funding.
And what can we do about that program, which is a really great lift to corridors across the city and reducing the amount of time it takes to actually get through a Streetscape.
But can't take, continue to take six to ten years to do the Streetscape program, which, and I want to say this for the record, all of it doesn't land in your shop.
But it just takes an absorbent amount of time.
Even the time to engineer takes what I would call a lot of time.
So kind of walk me through that time frame and what it cost us to do the engineering for Streetscape.
Because I'm really, when I get to procurement, I'll actually get to them to find out why it's taking so long to do Streetscapes.
Sure.
I can speak high level on that.
Streetscapes are, you know, very interesting projects for a simple fact.
It's a lot of community engagement, a lot of meetings, a lot of outreach to get the input from the community so that the streets, that the project will reflect, you know, what the community would like to see.
So as far as, like, the design, it gets pretty intricate because, you know, you're pretty much reimagining the street or that stretch of road where we have to probably do more infrastructure, more digging, which requires a lot more coordination with the different stakeholders that may be in that corridor that we're looking at.
So it does take a long time for the design because it's a lot of coordination that a lot of people do not, you know, do not see.
That's not part of the part that you see.
It's more the community outreach, more engagements and everything like that.
But as far as, like, the duration, as far as getting the projects designed, it takes those visions because, I mean, it's an iterative process.
We come back with different visions and do another community outreach and see if there can be refined.
So, but I'll pass it to my managing deputy, Vic, to give a little bit more insight into the more intricate details of the streetscapes.
Thank you very much.
It's possible that I could begin on it at the beginning of my term, at the end of my term, not be the alderman, and a new alderman would be stepping in to a ward seat and have to be brought up to speed on something that in four years couldn't be done.
And in a right world, if we're starting at the beginning of a term working on something, to me, it's kind of unreasonable that we can't roll out a streetscape within four years.
It's just community involvement and not because I went to 90% of all of those meetings and stuff.
So, as a city, I love that we're the community process because we want the community to be involved.
I want Matt to be involved because then I'll have to talk to them and tell them step by step what's happening.
But as a city, we've got to figure out how to shrink that process and get it down into, they're going to talk too much, get it down into the four, at least a four-year period.
I would share that goal as well.
Thank you.
You want to round two?
Maybe not.
I'll just put you down.
That way we won't forget you.
All right.
Jada.
Thank you, Mr. Chairman.
Good morning to the Department of Transportation.
Thank you for all your work in my ward.
I want to underscore the point that Alderman Harris made about the length of time it takes to do streetscape.
We really do have to be more nimble in that area because it does impact commercial corridors and businesses.
And, you know, it looks good in the end, but going through that process is very difficult.
So I just want to put that there.
You mentioned that the decrease in your FTEs are mostly from in-house construction and electrical operations.
What impact do you think that's going to have on overtime, your overtime budget?
And what changes might we expect in how the service is delivered?
Yes.
Thank you for the question.
Yes.
Most of the reductions are, like, in-house construction and, like, a DEO and also our administration section.
So as far as, like, the level of service, we're still digging into the effects of all this here because we just, you know,
we're still diving into it because the way I look at it is from the standpoint of January 1 to January 1, 2025 on.
That is what our max level is, and so we had a lot of vacancies that were removed.
So, you know, as far as, like, we have some positions like asphalt labors, that may reduce the amount of, you know, services.
But we don't – I don't have an exact number of how much of it will be reduced, but we still will provide services.
It just may take a little longer than anticipated.
So just as an example, the resurfacing that was done this year seems to me took a long time.
I had a street that was done near my home that was in that stage after grinding between – grinding and asphalting for several weeks going into a couple of months.
Is this going to be the standard?
It's a lot of factors that can contribute to delays in construction projects.
You know, at the grinding, we estimated like a record – not a record, but more like a typical – we do between 21 to 26 days.
So, I mean, but during that time, it's a lot of – you know, if there's a leak and break on a land service line,
we have to get in contact with the water department for them to –
Okay, that wasn't the case in the one that I'm thinking of.
There was no lead service line issue.
But go ahead.
Yes.
I mean, but there's other factors that can come into play.
We can look into – dig deeper into that one.
I can, you know, see how we can make efficiencies better.
No, it's not just that mine.
It is something that I've heard other colleagues talk about as we move around in this space.
So, it's a citywide issue.
Just wanted to see what happened this year because I thought this year was an aberration, frankly.
And if this is going to be the standard given the reductions that you're having going into the future.
That's my question.
So, far as like the standard, I mean, with the reductions that we currently exist that we're going to endure next year,
our standard will be what we've been doing this year, 2025.
Okay.
Because that's the maximum amount of band power that we're going to have.
That's the maximum level.
Or it may go down depending on resources next year.
If we can fill these here vacancies, you know, we have to work with our other partners like OBM
and to see if we can get these positions filled, the current vacancies that we still have remaining,
and also so that we could get to the level of my baseline, which is the January 1, 2025,
which is the maximum level that we would like to be at.
And although you're only funded very little by the corporate budget,
what new initiatives do you have that are going to be funded?
with corporate dollars? Right now, I mean, we're going to
probably use the same initiatives that we've been doing as far
as the department. My main goal now is to do what we
do great or do it better or increase the efficiencies
with what we have. Okay, so there's no new
initiatives in CDOT that are being funded
with corporate dollars. Right.
I can get that answer through the chair if it is.
You know, sidewalk inspections, I guess I see
from my finance committee position
several lawsuits related to
Trippin Falls sidewalk hazards. And I know
that our sidewalk inspections are backlogged by approximately
a couple of years. And even though we have a lot of these requests
for sidewalk improvements in 311, sometimes it could take up to four
years to get resolved. I think this timeline is too long.
And I'm wondering how your department is thinking about
how we address that is in our in those vacancies that you have. Do you have more
inspectors or anything that can take care of this backlog?
Yeah, sidewalks is a I mean, we manage over 7,400 miles of sidewalks across the entire city.
So yes, it is a lot of inspections and we have to take every CSR to come in and seriously.
So we have to make sure we get out there and do the inspections.
And also the backlog is coming from the data entry input and all this information into the system
so that it can go to the right buckets for processing.
So what improvements, Commissioner, do you anticipate for 2026?
Well, I'm looking to probably reevaluate our staff assistants, their workload,
and see if they can assist with the data entry portion of it because that's the only way
we can get the information in so it can get out to the various programs.
Also, another option that I would like to do, but it's probably further down the line,
is probably we've got to use technology to expedite a lot of these here reviews
because a great example is over at DEO where we've shown great efficiencies over there
with the TerraGo system that brings all the information in where our streetlight repair crews
are able to get their work order, complete the work order out in the field, and close it,
and then it goes close it out in Salesforce and everywhere else.
Unlike before where it was a lot of paper shuffling, where we have more people in the dispatch
that was doing a data entry to get these things closed out.
But with that, our dispatch section has went down, but we also was able to put more crews on the street.
So technology is going to have to be the answer to help us get rid of some of this redundant tasks
with paper shuffling.
Well, I'm really interested in knowing, as I mentioned, you know, I'm of the opinion that in this budget year
that we can't afford, we need cake, we don't need icing, that's the best way I can put it.
And so I'm interested in seeing how we stay level and wanting to know more about any new initiatives
that you might have that's funded with the corporate budget.
Thank you.
Thank you.
For roll call purposes, I want to acknowledge Alderman Rodriguez-Sanchez being in the room today.
Next, we're going to have Alderman Riley followed by Alderman Quinn.
Thank you, Madam Chair.
Good morning, Commissioner.
I noted in your opening remarks that you remain committed to continuously improving how you plan,
coordinate, and deliver your work, which brings me to my first question, which is related to bridge closures.
I would argue that you have failed to properly plan or coordinate on your bridge closure projects,
and I know that you've heard from my office on this in the 42nd Ward.
To give some context to my colleagues, in my ward, there are four bridge projects currently underway simultaneously.
Lake Street, State Street, Chicago Avenue, and Grand Avenue.
Three of these bridges are fully closed to vehicular traffic, which is creating significant congestion.
And Kingsbury, between Chicago and Grand Avenue, is experiencing overwhelmingly heavy traffic,
despite being a narrow residential street.
And the rerouting of the Chicago Avenue bus onto Southbound Kingsbury has intensified that congestion.
This is an issue that, while it's physically located in the 42nd Ward, is having an incredible impact on commuters across the city.
And, again, I understand the importance of maintaining safe bridges, and I understand from time to time there are emergency repairs that need to occur.
I also know that we have federal guidelines we need to adhere to.
But in whose wisdom do we determine that it was appropriate to close so many east-west bridges all at the same time,
while we also have intermittent utility projects popping up on the detour routes that were established to accommodate these bridge projects?
I am getting inundated with telephone calls from my constituents and, frankly, my colleagues' constituents, asking, whose great idea was this?
So I'm not sure who here would like to answer this question.
I'd like the answer to be concise, but I think we can all agree that you've created quite a bit of chaos in rush hour,
to the point where now people are making their rush hour to get home 2.30 or 3 p.m. in the afternoon,
and God knows what that's doing for productivity in the private sector in the Central Business District.
So who would like to answer this question?
Actually, I would answer the question, Mr. Alderman.
Great.
Okay, these bridges are old bridges.
They're over 100 years old.
We did enough repairs on them and tried to do maintenance on them, and they're all constructed around the same time.
And these bridges are currently carrying more than what they were designed to carry.
So, therefore, I mean, we're being proactive, and the time is right to get it because we have the plans done, the finances,
and it's time to get them done.
And there's no easy way to do or repair a bridge.
Understood.
So if there are less coordinations done with the office, with the ward office and outreach and everything.
No, Commissioner, with all due respect, I don't need a speech.
The bottom line here is that you didn't coordinate well with ward offices.
You were advised that taking these bridges out of service all at the same time was a bad idea.
And, again, I've been doing this job for over 18 years.
I've been here a while, and I understand our bridges are old, and I have a ton of bridges in my ward, so I'm familiar.
But taking them all out of service at the same time is not a sign of good planning or coordination.
And, again, we want our bridges to be safe.
I know they're handling loads they weren't designed to handle.
I know all these things.
But when it takes an hour to get onto the expressway because of the feeder ramp work that's going on at Ohio that is an IDOT project,
that's not your issue, but then surrounded by all of the other potential escape routes, frankly, bridges being closed,
we have absolute gridlock downtown.
And so I'm not arguing we shouldn't be doing the bridge work.
We absolutely should.
But there's this thing we call staggering.
And what you're doing now is you're overloading the local infrastructure with traffic,
and no one has a pressure valve they can use to get onto the expressway system.
And so I'm going to flag this for you guys as a source of great frustration for my constituents and many others.
And you guys really need to up your game when it comes to coordinating.
It's also frustrating that when my office reaches out to CDOT,
they're surprised to learn that there are utility projects happening in the right-of-way
in the detour routes you've established to assist motorists to work around these bridge closures.
So I'm not getting a high level of confidence that there's a lot of coordinating going on in your office.
And again, I'm expressing frustration.
This is not personal, Commissioner.
I'm expressing frustration because I've received literally hundreds of phone calls,
people asking, whose great idea was this?
And I can't defend it because it doesn't make any sense.
And so I'll move on.
But I'm flagging that for you guys as something you need to improve dramatically.
And I know some other of my colleagues will be asking you for some short-term solutions.
But I would like to thank CDOT for finally working with OEMC to get us traffic control aids
to manage the Grand Avenue Bridge intersection,
where almost all of the downtown traffic now is going
because they can't use a feeder ramp or Lake Street or Chicago Avenue or the Cortland Bridge.
You get my point. I'd like to talk also about it kind of goes in line with where Alderman Dowell was going.
And you're aware of this, I think. We had a River North lighting project that we started back in.
Well, well over 18 months ago, in October, 2023, water management began a water project along West Superior Street and Huron streets.
And in 2024, mid 2024, water completed that project.
Just one week later, after restoring the street, CDOT reopened the same right of way that water had just restored to beginning a lighting project.
Again, a lack of coordination.
That lighting project originally was expected to last a few months.
It's been extended to nearly 18 months.
And during this time, CDOT damaged multiple private irrigation and lighting systems and has not taken full responsibility for several of the damages.
I have a townhome association that's filed a property damage claim that was recently denied by CDOT.
The claim also was denied due to the statute of limitations expiring.
However, the association delayed filing because CDOT had repeatedly assured them that the irrigation system would be repaired and replaced.
Those promises were never fulfilled.
As of two weeks ago, restoration from the lighting project remains incomplete.
CDOT had to repour several concrete sections after initial pours began spalling almost immediately.
My office sent three different memos to CDOT over the past nine months documenting the improper trenching and dangerous trip and fall conditions for residents throughout the River North neighborhood.
This is one example of my incredible frustration with your department.
And for folks at CDOT, I think it's well documented.
I have always been a very, very big fan of your department, a big cheerleader and booster.
You have an incredible staff over there in the box and with you up front.
But I have seen a dramatic, dramatic degradation of communication and planning and coordinating in your department, but also with automatic offices who have to field all of the complaints and questions and calls.
And so, again, I need to flag these things for you.
You're the new leader here, but we need to see a significant improvement.
You're not performing to the standards we hold you to.
And, again, I'm frustrated as someone who's historically been a very, very big supporter of the CDOT mission.
I'm going to finish with a couple questions related to a recent Inspector General report because it's related to revenue, right?
And, again, I know that you have staffing challenges, you're spread very thin, you have a lot of work on your plate.
But the fact that it was flagged by the Inspector General that our driveway billing program is falling down as well is of great concern.
The OIG found that CDOT either did not bill or inaccurately billed an estimated 6,713 permit holders, resulting in an annual revenue loss of between $1.1 and $1.5 million.
The OIG also found the city did not actively pursue payment for past due driveway permit fees.
Can you explain what's going on with the driveway permit program, why we aren't accurately issuing bills, and why we aren't ensuring that they are timely collected, given the fact we're facing down a $1.15 billion budget deficit?
Sure.
Actually, I will pass that over to my Deputy Commissioner, Jay Kalia, or we can answer that through the chair.
We can just put it through the chair.
I'd prefer to get an answer on the record, please.
Jay Kalia, Deputy Commissioner, Division of Infrastructure Management.
Alderman, we are well aware of the situation, and a few years ago, we moved our system to a new IPO system.
So all the new driveways, we are getting the right amount and everything working.
But we still have the staffing challenges to clean up the old record.
So the old record is moved to the new system, is keep billing to that wrong property owner.
So currently, we are working with our inspection unit and Department of Finance.
If the record is correct, we're sending it out collection notices.
And our inspection unit is going out into the field and handing over new applications and invoices to collect that.
So we are aggressively working on that collection process.
Well, thank you for answering the question, Madam Chair.
I'm done with my questions here.
But these are the areas departments need to prioritize because this is revenue owed to the city of Chicago.
And, again, that may not be front of mind for the average bureaucratic staffer at CDOT.
But these $1.1 to $1.5 million increments do eventually add up.
And that's not revenue we can allow to just sit on the table because of staffing issues or shortages.
This needs to be prioritized.
And that means asking for help from the Department of Finance with their folks to chip in.
This is money on the table that taxpayers are depending on us to collect.
So we don't have to go sock them with more taxes and fees and budgets like this one.
Thank you, Madam Chairman.
I appreciate it.
Thank you.
And thank you for raising the issue.
I agree with you.
This is something that we definitely need to be taking a look at.
And probably an opportunity for us to speak with Nick Lucius about, from a technology perspective, what's being done to help digitize a lot of – this just seems to me something that could be very automated.
It seems like a mail merge.
I'm sure it's more complicated than that.
But we're going to go next to Alderman Quinn and then to Alderman O'Shea.
Thank you, Madam Chair.
Good morning, Commissioner.
Certainly want to recognize your staff and all the good work they do day in and day out.
I think it's one of the departments that interacts most with automatic offices.
So I didn't want to not recognize all the hard work that goes into your department.
I wanted to pick up where Chairwoman Dahl was going about the trip and fall program.
Sure, not.
What is the current line item for the trip and fall program?
Can you explain more?
How much money do you have for the program?
For the program?
Let's see if I can have that.
I will pass that over to Grant for CIP or see what budget we have in there for the sidewalks.
Good morning, Grant Davis, Director of Grants Management.
That is actually – I do not believe that's in the budget.
That would be in the CIP program.
We can provide the exact amount through the chair, but I believe in 2025 it was roughly $6 million.
$6 million.
And how much, if you could answer this, Grant, is in the shared cost program?
I believe that is $4 million.
How much money is allocated for the shared cost program?
So we think there's $6 million for trip and falls, and we think there's $4 million for the shared cost.
I'm going back to the conversations we have in the finance committee about paying out lawsuits
and just wondering out loud if we should be rethinking those dollar amounts
or reprioritizing those dollar amounts because the problem won't go away,
and the fastest way to potentially remedy this situation is to reconfigure the dollar amount.
Well, my next question has to do with your electrical department.
I'll wait if you need a second to it.
No, go ahead.
And this has been an ongoing issue.
Can you speak to how many electricians that fix – that turn on the lights do you have currently on the workforce?
Okay.
Let me get to that budget, that line item.
Give me one second.
Three or four years ago, this is a real pressure point throughout the city
with not being able to get streetlights turned back on in a timely manner.
So it's a routine question I raise is where are you at staff-wise with the local nine electricians?
Okay, local nine.
At Division of Electrical Operations, we currently have a headcount of 299 employees there.
That's a combination of motor fuel drivers, linemen.
I can pass it to my deputy commissioner over at DEO to give you an accurate count of the breakdown.
I'm just interested in how many electrical nine engineers you have, how many electrical nine vacancies there are,
because that's going to be the pressure point that everyone in this room is going to feel if that's not adequately funded.
Sure.
Yeah, Art Rodriguez, the commissioner.
So everyone in our shop is basically local nine except for the drivers, and we have labor.
We're pretty much almost fully staffed.
We made a lot of headway.
You talked about a few years ago we were suffering, but we're at pretty good levels.
We have very minimum vacancies.
The positions that we did eliminate will not affect our level of service whatsoever.
So I'm confident that you guys will continue to receive the same level of service.
That's great, and I really appreciate all your hard work.
That's something that we have to monitor, that workforce.
Moving on to cuts, we talked to, I think, Chairwoman Harrison mentioned cuts from the federal government.
Can you speak to how that could potentially impact Artery Street resurfacing?
So 63rd Street East from Narragansett is scheduled to get resurfaced.
Can you help me understand, is that going to get done, and will the federal cuts have an adverse impact on the timeline?
Well, I have to find out where that project is.
Like, is it an arterial resurfacing project, if it's a local-funded project?
It's a federally, it's an artery-federally funded project that's scheduled to go out in 2026.
What, if it's already been, the contract has already been eaten, the money has been allocated, then it shouldn't be, it shouldn't be an issue.
But we can get through to Chair, that particular project, the current staff, where the funding is for it.
Can you speak to the Collector Street program and the current status?
So I have 59th Street from Harlem to Narragansett that's been postponed.
Can you speak to the health of the Collector Street program today?
Sure, the health of the Collector Street program is a program that CDOT initiated to keep our crews busy at the beginning of the construction season to start, to keep them working as the menu comes in.
So it is a CDOT-driven program, and it's funded by the CIP.
So we start out doing Collector Streets at the beginning of the season, and then once the menu started coming in, we switch over to menu, and then we switch back.
So it's definitely on our schedule, so we can keep our crews busy.
So the project that I described, which is a mile stretch that's been postponed this year, can I assume that that will be done next year, spring?
Well, we can have to look at the – we can look at our –
It already has been.
We can –
It already has been.
It's already teed up.
So the question I have for you, Commissioner, is can I anticipate that, or is the project going to be pulled from me for other reasons?
Do you follow what I'm going at?
Am I going to be penalized for some reason?
Let's say I don't support this budget.
Are you going to take the street from me?
That is not – we base our decisions on –
Commissioner, answer the question.
Are you –
I asked you a question.
It's already teed up.
It's already teed up.
It's already teed up, ready to go.
It's been postponed once.
I can't answer that question because I have to see what our workload looks like.
Okay.
It's the next season.
Well, you just said that the Collector Street program is a bridge, if you will, until you get menu.
This is already in the system.
It got postponed once.
Is it going to get postponed again?
It's already in your system, 59th Street.
And as I stated before, we do not know what the next year looks like, what the conditions are, and we will –
Explain to me, what conditions would postpone it again?
I mean, it could just be – I mean, there's other streets that could be getting done.
This has already been teed up as a bad street by your department.
Okay.
Far –
And we could pull up the pothole surveys.
Okay.
I understand where you're going with this.
And therefore –
Help me understand where I'm going.
As part of –
You understand where I'm going.
Help me understand where I'm going.
So it's part of the scheduling process for next year.
Okay.
So when will I find out when the street's going to get done?
When we start laying out the work for next year.
And when will that begin?
We'll start doing that sometime in the first quarter of the year.
The first quarter of the year.
Why aren't you working in advance when you're talking about efficiencies?
We are working in advance because the construction season will start until –
We're talking about efficiencies.
Shouldn't preparation start right about now for next year?
Well, I mean, we're still closing out this year too, sir.
But we could walk and chew gum at the same time, right?
I'm sure we can, yes.
I would hope so if we're talking about efficiencies.
Speaking of menu, when is menu going to be open for 2026?
We start prepping the books and everything, and it should be going out fairly soon.
I'll pass that to my managing deputy, Sam, about the menu schedule.
Are we going to get the packages out to the council?
We're planning to – I'm sorry, managing deputy, Sam Alexander.
As soon as our budget hearings are done, we're planning to start scheduling menu meetings as soon as we're done.
Great.
I just want to final comment to you, Commissioner.
I wish you all the best.
You've got a tough department.
But I would highly recommend not falling into a trap of penalizing Alders for not supporting budgets by withholding projects, okay?
Thank you, Madam Chair.
Thank you.
I look forward to working with you in the future too.
Thank you.
Thank you, Alderman Quinn.
I think this is an appropriate time to ask for some through the chairs that we've gotten in the past.
Through the Chair, if CDOT can provide to all of us by ward the number of menu projects that have been deferred by ward,
and I'd like you to go back at least five years because I think that there are some projects that are still not done from people's menus for that long.
And the same, please, for CIP projects.
I, too, have a collector street that is going on four years now.
So I think work is finally starting to start on that.
But it would be helpful to all of us to understand why some of these projects have been delayed and to what extent, you know, taking on new projects.
And I understand that, you know, circumstances change.
Different projects that conflict may delay things, but communication is going to be really key in this.
So, again, through the Chair, all of the deferred menu projects by ward over the last five years as well as CIP projects.
Okay, next we've got Alderman O'Shea, followed by Alderman Charlie O'Farrell, if he's still here.
Yes.
Thank you, Chairman.
Good morning, Commissioner.
I'd like to start out talking about speed cameras.
How many, and I'm not sure who from your team would be best, how many speed cameras do we have total?
Currently, we have 212.
And the most recent ones went online just a few months back?
Yes.
Are we exploring adding any additional cameras in 2026?
Not at this time, no.
Does every ward have at least one speed camera?
I'll pass that to, we can get that through the Chair for you.
Okay.
How much revenue did the 212 speed cameras generate over the last year?
Okay.
I have to work with the Department of Finance to get that number, but we can get that through the Chair also.
Okay.
And can someone speak to where these 212 cameras are located?
Have we seen a metric of a significant drop in pedestrian and or vehicular incidents?
Yes, we have seen a drop because the cameras, the purpose is public safety to change drivers' behaviors and, you know, slow down around parks and school districts and everything.
So we have seen a change.
I'll pass it over to Managing Deputy Vic Christian Murphy.
Good morning, Vic Christian Murphy.
Hi, Alderman.
Good morning, Vic.
So, yes, to answer your question, through a UIC study we conducted in 2022, they found about across the city a 15% reduction in fatal and serious traffic crashes around camera locations compared to, you know, they did some statistics looking at other locations.
The other way we track camera effectiveness is looking at whether the violations come down over time because that's an indication of behavior change.
So since the 6 to 10 miles started to be enforced, we've seen about a 65% reduction in the violation volume.
And we actually did track the cameras moved in the 19th Ward, which we did with you in partnership moving, you know, at the King Lockhart Park and others, and saw this similar decline.
Like in month one, it's very high.
Then over two months, six months, in about a year, it stabilizes at about a tenth of the volume.
There's a peak at the beginning.
So between those two metrics, we generally have a good sense that there's a...
positive effect on safety. Thank you. And as far as the 212, where we've seen
a significant reduction in pedestrian and or vehicular incidents, do we explore moving those
cameras to another arterial near a school or park where we've seen a significant or an increase in
vehicular or pedestrian incidents? Yes, you know, we're happy to work with all of council, you know,
as we did in relocating within the 19th Ward and making those adjustments on a case-by-case basis
with data and engagement with your offices. Where I'm going with this is several weeks ago,
the Chicago Public Schools, without any communication, decided to cut a significant
number of crossing guards making young children traveling to and from school, putting them in
harm's way. The majority of those crossing guards that were removed for whatever reason were in my
community. Now I have several arterial crossings where I've had a crossing guard for 50 years,
where now I don't. And I've worked with your team, and particularly Molly Samadi, on trying to come up
with ways to make those crossings safer. I'd like to continue to try to identify. I still have more
and hopefully can work with Molly because whatever we can do to make pedestrian crossings at those
locations safer, but then also possibly moving a speed camera to one of those locations to make it
safer. Sure, yeah. We can work with your ward office to look at different complete street elements
that we put into the, that we can utilize to increase public safety for your residents in your
area. Okay. I want to talk briefly about scooters. We've seen a significant investment from the city
in electronic scooters and, you know, Divi and Lime and the like. We haven't seen a real issue with, but what
we have seen is a significant issue with private scooters, in particular young children whose parents, for
whatever reason, think buying a 28 mile an hour rocket for their 10 year old to ride up and down the neighborhood is a
good idea. And working with my colleague, Alderman LaSpada, my colleague Alderman Hopkins,
and communicating with University of Chicago Hospital, Advocate Christ Hospital, other hospitals in the
Chicagoland area. It's the number one thing these emergency rooms are seeing, what we can do to regulate,
educate, make safer, particularly young children riding these electronic scooters that are so incredibly
dangerous. And I just want to be clear, folks. These are kids riding on scooters on arterial streets,
weaving in and out of traffic, on public sidewalks, through public parks, without helmets, two and
sometimes three on a scooter. Certainly in my neighborhood, it's become a real, real safe public
safety issue. And several of my colleagues have mentioned that. So I'd like to continue to work with
David Poe and Sean White-Allen on trying to identify what more we can do to make that safer.
The menu program, if we could move on to that. We've only seen one increase in funding for the menu
program over the last 15 years. Obviously, streets, both asphalt and concrete are considerably more
expensive year over year over year. So we're getting less each year. Are we going to continue to fund and
operate the menu program by award basis the same way where we will work with your team to identify
streets that are in need of repair? Right. As far as increasing the menu or the structure of it,
that's further conversations that need to be had with a different group of people. So as far as the
funding levels, we anticipate it to be the same. Okay. I'd also like to reference SQN and Associates have
been very helpful, not only to my staff, but several of my other colleagues. I really enjoy working with
them. Streetscape. Happy to speak that in 15 years now, or almost 15 years as alderman, hopefully in
the next few weeks, we will finish the final streetscape project on 95th Street. And working
with your team there has been a good experience. Appreciate that. You know, obviously, when you're
working on an RTO roadway, when you have schools and high foot traffic, that can be a problem, but
it's been a great experience. And then lastly, I want to talk about WPA projects.
Will we continue to identify and fund WPA projects as we move forward in the coming years?
I believe that's funded through the CIP. So therefore, we're still working through that,
but I anticipate it will be funded. Do we expect to see or have we seen a reduction in federal dollars
making their way to Chicago as we've seen federal cuts? As far, I haven't seen any reductions, but I
can ask Grant to provide any more insight. Good morning, Grant Davis, Director of Grants Management
with CDOT. As of today, CDOT has not seen any reductions in federal funding to us.
Thank you. And then in closing, I just want to thank Commissioner, you and your team, everybody in the
box, especially those that are out on the street today. I know this has been a difficult first several
months for you, but I appreciate your professionalism and responsiveness to issues I've had in my
community. Thanks, Chair. Thank you. Thank you, Alderman O'Shea. We're going to go to Alderman
Talia Farrow, followed by Alderman Burnett. Thank you, Madam Chair. Commissioner, thank you for the
great job that you do and the work that you do throughout the city and your team.
Well, I just have a few questions, and I want to go all the way back to the early 2000s and late 90s.
Under Mayor, I believe it was Mayor Daley's Streetscape program at the time, he did a fabulous program that
really had an impact throughout the entire city. And one of the streetscape design and implementation
of that project was a couple of them was in the 29th Ward. During that time, Mayor Daley had a
streetscape maintenance budget that allowed for the maintenance of these projects over a period of time.
For example, I think there were like 12 fountains that were created, and there was an extended
maintenance program over the year that helped to keep the upkeep of those fountains, along with curb
planters. And I now see that we have a difficult time with upkeep and maintenance of those projects.
Is there a budget for that in 2026 that allows for maintenance of these streetscape projects?
Not necessarily curbs or resurfaces of streets, but more so of the aesthetic type projects like
planters and that are outside of the downtown district.
Good morning, big Christian Murphy, managing deputy.
Regarding the streetscapes, we have in the budget this year within the Division of Project
Development, $300,000 for what is called working capital. That is meant to address some of these
community elements like the decorative waste cans, the benches, and other things that do
experience wear and tear, or unfortunately, you know, they get hit by a car and removed.
When it comes to, let's say, these streetscapes do get into their teenage years and older, and
they need some capital work because that initial investment is showing a sign of age, that would
have to have to be funded through the CIP. So at the moment, we only have that $300,000 for those
kind of like wear and tear items.
What budget does, you know, the planters, what budget does it come out for, you know, what's the
budget and how much of that is spent for downtown streetscape maintenance?
We could get you through the chair, some historical information on how we've spent that working
capital.
OK, I'd like to talk to you a little bit more offline about that for sure.
And. I and Commissioner, one of the things that is somewhat bothersome in what I read regarding federal grants, I just noticed earlier in the year, I'm sorry, early in the month, actually, the Trump administration somehow delayed federal fundings there with respect to transit projects in the city to the tune of about, I believe, is over two billion dollars.
With that continued. Somewhat action from the federal government, the federal grants that we're relying on in your department, have they been secured or are these part of the grants that we received under the Biden's administration?
Or is there any talk of any of those grants being withdrawn or held by the Trump administration that we're relying on for infrastructure projects?
Right. As far as I'm aware, nothing has changed on our side, as my budget, as Grant stated before.
So we're going to monitor it and just keep track and see what, you know, if anything changes on what the effects are, then we have to deal with it as they come along.
But that that two point two point one billion, I know, centrally focused on transit projects.
Did any of it affect your operating budget for 2026?
I'll pass that to Grant. And do you see any changes?
Grant Davis, director of grants management.
No, that was funding for CTA and not for the CI.
OK.
I just remember reading that the majority of that was directed at CTA, but it did not.
The article that I read and information that I've seen didn't necessarily state where the rest of it was coming from or the impact for the rest of it.
But that's good that at this point it does not affect our reliance on those grants for the 2026 operating budget.
The last thing that I have, you know, during my 2025 CIP briefing, we talked about resurfacing, arterial resurfacing of Austin Boulevard from Roosevelt up to Lake Street.
Unfortunately, that project was delayed for one reason or another.
I'd like to talk to you a little bit offline about the proposal for 2026.
And is that included within your 2026 budget to have that project, that resurfacing project done?
I think that's all I have.
But I just want to thank you and your team for the great work that they've been doing throughout the city.
It's very noticeable.
And so thanks a lot.
Appreciate it.
Thank you.
Thank you, Commissioner.
Thank you, Alderman Talley-Farrow.
We're going to go to Alderman Burnett, followed by Alderman Scott.
Thank you, Vice Chair.
It's a pleasure to meet everyone.
Super excited to work with you all.
I just have to echo some of what my colleagues have been saying about the communication.
It's a lot of work being done that is directly affecting my ward.
I want to say four or five bridges between Chicago all the way down to the Ashland Bridge going over the expressways really feels like a lot of activity that is being constrained in our ward.
And so I really want to know, because I'm new here, what the process of communication is between the Department of Transportation and the ward offices, what it should be, and how will these budget cuts possibly affect that communication pattern?
Sure.
You know, since I took the office, I understand there is an issue with communication between the ward office and the department.
I understand that, and I recognize that.
And that's one of my goals is to increase the communication.
We are currently working on our communication plan where we're going to have more, you know, more touch points with the different ward offices.
You know, as far as, like, we're going to have our, every ward is assigned a ward liaison to be your point person that can bring any of your concerns and questions back to our, back to CDOT to give, you know, to vet the questions.
I'll see if it is a CDOT problem.
If it's not a CDOT problem and it's somebody, another agency, we probably know who to get in contact with.
And so we also have our, we're working on our protocols to get our right-of-way inspectors and sign inspectors to start touring the wars and also visiting with the ward office to get more visualization from us.
So I understand there is a lot of communication issues, and it wasn't created last night, and it won't be solved tonight.
So I just ask for a little patience to get this working and to get this here, to let us do our work and improve our communication across, you know, with the council members.
Understood, and I appreciate the focus.
Getting more granular on the detail, as some of my colleagues noted, we have some major projects happening all at once.
Could you explain the timeline process of going through the design, engineering, build of what these bridge constructions look like to then the construction phase?
And at what point is that communicated to the alders and then communicated to the public?
Because it feels like a couple of these projects came out of nowhere, which I know isn't the case, and you've all been working on it.
But it would be better for us to really understand what that timeline is so we know better going forward.
Okay.
Okay.
When projects are first started, they go through the conceptual phase where they're studied and also the phase one is done and create all the documents for that.
Then it goes into the plans, the design document phase, which is phase two, where all the coordination with the utility companies, design phases are done, all the analysis are done.
And so we can talk of, you know, coordination, get through to the part where it goes to construction.
And during that time, during construction is when we, like, for example, the Chicago Hostet Bridge project.
That one had communications.
We reached out to stakeholders early on to explain the project.
We had different community meetings where everyone was brought in.
So now everything can be done.
We did as much as we can during the design phase.
That's just looking at paper.
But then when the rubber hits the pavement and it's time to do these projects, other issues pop up.
And, therefore, I look forward to working with your office and also Alderman Riley to kind of help see if we can eliminate or reduce the amount of stress points that people are experiencing that, you know,
we only can plan so much until we actually get there, until the project actually starts.
So we can look forward to working with you on that one.
So theoretically, though, when we talk about this design stage in terms of months, how much time does that typically take?
And then when that design phase is finished, what is the time between design phase completion and construction start?
It depends.
I mean, when you go to conception and do studies and everything, it depends on the project size.
Use an example of the Chicago Hostet project.
You keep using that one because that's obviously a big.
Yeah, it's the second point, right?
Again, I mean, it's a big, it's a viaduct system and also a bridge.
It's, you can't break it into parts.
You have to do it all at once.
So, I mean, it takes a long time to plan, schedule.
I mean, just far as like the design phase could take anywhere from two to three years.
It depends on the different stakeholders that are in place because, I mean, we're digging defoundations going down, you know, in different underground structures.
It's a lot of coordination that goes along with that.
So, it can take anywhere between two to four years of design.
And then when it goes to construction, it all depends on the funding also, when it's available for funding, you know, for it to go to construction.
Understood.
And I guess that gets to another point in regards to funding and cost structure.
I know a lot of these bridges are being funded by TIFs, and to your point about when this is first initiated, the process can be two, three years.
And in that time frame, a lot of costs can change.
Can you talk about what these delays in these processes mean in terms of funding?
And is there anything that we need to worry about in terms of TIF funding specifically into getting these projects done and fully funded at the end of the construction cycle?
Well, once the project is let, the prices are set, the contract is set, because we use line items for construction.
So, once we have unit prices, and those are set for the duration of the contract.
So, once it's secured and funded, that's all we're concerned with, because we don't have to worry about the escalation of costs or anything because of the unit prices of the contract.
Even with the labor side of things, if there are delays, if it takes longer than expected, if they're trying to do things to expedite the process, are we sure and certain that that labor cost is going to be just the same and we don't have to worry about additional funding?
Well, every project is different and different because elements pop up.
I mean, those are contract changes, orders, PCMs that we put through for this extra work that wasn't accounted for that we didn't know about as far as like a buried storage tank or something like that needs to be excavated out of there.
The contractor give us a price and we negotiate that, and then we fund it that way or, you know, get funding for it.
And when you say get funding for it, is that finding an additional source?
Are we still looking to dig in the same capital if we're using TIF funding?
We have to see what the funding source is or see if there's – because, I mean, there's contingencies built in projects also, you know, contingency costs that we can use.
realize also. So, there's different ways of doing it. Okay. I appreciate that answer. And then,
again, going to the communication, I think the Lake Street Bridge is the next one that was
kind of popped into our laps. Can you talk about, I know all these bridges have been on the radar
for the Department of Transportation for a very long time. In terms of priority and when these
happen, can you say, like, what the department has been thinking in terms of scheduling and
start thinking about the staggering piece of the conversation? It's super helpful for us to know.
And then, on top of that, when you are making these major changes, I know there's traffic studies
that go involved, that are involved before the design process. But when all these changes happen
at once, is there a study about how things are going to impact the community during that construction
period? Well, like these projects, I mean, these are like once-in-a-lifetime projects that are
happening. These bridges are over 100 years old. And so, it won't be another major rehab for a while
for these structures. But these are, Lake Street is a three-year project, right? And Chicago is a
year project. And that is a year to two years plus of people changing their entire traffic patterns and
habits. And it hasn't necessarily been communicated best routes or how much damage or even what these
detour routes look like. And so, I'm curious on what that study is and how it is conveyed to the
rest of the council and to the public. Well, you know, let me work with you through this here
because communication has been done. Detour routes have been put out. We can't close the
bridge, Lake Street Bridge, because of the CTA tracks up top. That's a vital connection to the
west side that runs right through your ward. So, I mean, we can talk, if you want, we can have a
conversation outside of this here because it seemed it was a lot more communication that was happening
because we put out press release along with the detour routing for pedestrian bikes and vehicles.
So, and I was following a bit with the press releases, but it also feels like that came
out a week or so before the construction process and closing happened. Is there a way that we can
think about some of these major changes being communicated prior to three, four days prior to
the actual closing of the structure? Sure. Yeah, we can, because I know we did some communication
and outreach for these here projects, but maybe we can see where to break down in communication
was, you know, maybe, you know, see where, where, what a breakdown happened in the communication.
I appreciate that. And, and I know I have 40 seconds left on this time. But I, I guess another
point that a lot of the colleagues have talked about is some of the delays in these projects.
Can you talk about the Department of Transportation's current capacity to execute on this construction?
And how am I look with these next round of budget cuts that you are projecting in this budget,
in terms of getting more of these projects done in a timely manner?
Okay. Yeah, we're, we're still digesting this budget. We're still going through looking at the
effects that it's going to have on our current situation, you know, going into 2026. As far as like
contract work, I mean, those go to contractors and we're still going to have, you know, hit our schedules
with those. As far as our reduction in our head count is we have to see what the impact or is
going to be for those. So thank you. I would like a round two. Thank you. Um, I'll put you down for
round two, just for all the elders that are here. I have you all on a list. So everybody will get
called. Um, Alderwoman Scott, if I can just, uh, beg your forgiveness for just a second. I forgot
about the zoom folks and Alderwoman Haddon will be next and Alderman Scott and then Alderman Knudson.
Great. Thank you chair. Um, and, uh, hello commissioner. Um, you summoned me with the,
with the, with your first comment this morning. Um, so, uh, one, I want to thank you and your
department for the hard work that you do. Um, really appreciate you guys, um, you know, echoing
some of the statements of many of my colleagues. Um, your department is one that, and, and many
of our wards we work with the most closely. Um, want to shout out, of course, uh, Bill Higgins,
Lynn Aloise. Thank you guys for, for your help and coordinating with our office and my team.
Um, it's green alley season and resurfacing all the good stuff. So I appreciate you guys
and your partnership. Um, the communication has been very helpful there. I, um, will just,
you know, name, uh, uh, a desire for clearer communication, um, and maybe better communication.
So I'll, um, I'll say, I know, uh, colleagues have been talking about the bridges commissioner,
you know, um, we've been working, um, since before your tenure on a project for Glenwood Avenue
and looking to work with community organization that's been granted, um, $2 million in state funds
for a restoration project for, uh, cobblestones in an area that's an important arts district. And
I've been, um, displeased with the response from you and your team on this. And I know that we'll
continue to work. Um, uh, the last response from your department clarified, um, some, uh,
initial statements that you gave me that I know were just frankly untrue. Um, you know,
saying that the department can't, uh, work with third parties to, um, do these types of projects,
um, was just blatantly false. Um, I'm glad we got some clarification from you. And what I want to offer,
um, as we wrap up this year and enter 2026 is hopefully a reset. Um, as you've heard from several
of my colleagues, we're, we're used to a really good relationship with your department and the
foundation of that really good relationship is communication. And, um, I think, uh, the people
of CDOT, um, are known for a can do spirit. Um, uh, when we know that things are possible,
um, being told that they're not is unacceptable. And it also undermines some of the credibility of
the department, um, because, you know, we're not stupid. We know what's possible. Um, I want to work
with your department and, and have a bit of a reset on that communication. And of course, to work in
making sure that, um, the, the can do spirit of public service is there, um, or flexible. Um, we can
find solutions. Um, one of the ways that I can serve my constituents best, and I think that the
department serves the city of Chicago constituents best is knowing that we're going to find a solution
within the bounds of our ordinances and our authorities. Um, and so, um, hoping to see that
reset, um, as we go into 2026, um, uh, and want to be supportive. And I also want to offer and ask
if there's a different way in which we can communicate. Um, as you've heard from some of my
colleagues, I, you've mentioned that you've done communications on certain things, um, but you've
heard them say that it wasn't adequate. Um, I know that sometimes in our roles, maybe we feel like
we've been communicating adequately, but if our message isn't getting through, and if we're not
getting the communication result that we were hoping for, um, then sometimes the problem is the
way in which we're communicating, right? Even if it was completely appropriate and we shared all the
detailed information. Um, so I'm going to, uh, offer, um, an example in that personal responsibility
as well, um, on our Glenwood paver project, um, to say that maybe we need a reset. Maybe we haven't
been clear, um, or I haven't been clear enough in what we've communicated in order to, um, get the
correct response of partnership and collaboration from your department. Um, so just going to offer
that example and hope that we can get to the right persons and share the right information, um, to
make sure that we can, um, um, you know, accept these state funds, meet the community's needs
and complete a major infrastructure project. That's good for 49th Ward in the city of Chicago.
Thank you all the person. Uh, I agree. We probably need a reset because there's probably some
miscommunication in there. Uh, we do have a can do, um, mentality to get things done. Um, but I also
like to make sure, um, I level set or level set with you just to make sure we are speaking the same
language, um, as far as that one project is concerned. So I also like to, I guess my means of
communication is I like to, you know, kind of manage the expectations also. Um, but we, we definitely
can do a level set and I look forward to working with you. Great. Um, look forward to that. And on
the heat protections ordinance, um, I'll just offer, you know, we did have, uh, extensive meetings with
the city and the departments. You were present. And, um, I know that we've been given support from
the mayor and the city on this as we passed committee. I didn't hear these concerns from
your department or yourself. So imagine my surprise, um, to hear that in your response to
Chairman Irvin to say that you thought this was going to be harmful to your operations. This is not
what, uh, you've previously expressed. And, um, as we, uh, brought this to workforce committee
and pass through workforce committee, I was in fact given, um, uh, the opposite information from
the mayor's team that with the modifications we made and knowing the fantastic practices
that your department and other city departments actually.
We already have. We had full support from the city of Chicago on this.
So just want to flag that. I'm not sure if there was some other miscommunication there, but I was a little surprised to hear your response this morning because that's not what you have told me directly.
And it's not what I've heard from the mayor's office.
Okay. I look forward to discussing this further with you as far as the heat ordinance is concerned, because it was expressed because we was in alignment with our other department, which is Streets and Sands.
So we have the same opinion. Thank you.
Yes. And the Streets and Sands opinion, I believe we were able to meet those concerns.
And I'm not sure, but maybe you can be briefed on the latest version of the ordinance and how it impacts your department.
So, again, that communication is key. And thank you, Chair.
Yeah. Well, you know, we'll work with the committee and be able to, you know, so we can move this forward in compliance with the proposed ordinance.
So I'll definitely talk with you about this.
Great. Thanks, Commissioner. Thanks, Chair. That's it for me.
That's it for you, Chair Hadden.
Okay. We're going to go out of order real quick and go to Alderman Knudsen.
I think you've got some place to be, so.
Thank you so much, Vice Chair. I appreciate that.
I like chocolate. I'm just kidding. Go ahead.
Yeah. Bill's going to be mad at me, I know, but I've got him by a few months.
So I'm on the committee, Bill. Calm down. Thank you.
Commissioner, thank you so much for being here. I know you're hearing a lot of concerns.
We got a lot done in the ward this summer, though.
So I do want to just express gratitude up front for the amount that we've been getting done.
I have a few points to hit, and because some have been covered, I won't go fully in-depth on them.
But the bridge shutdowns, especially the Cortland and Lake shutdown, has created a really difficult situation in Lincoln Park, I can say, where people are not able to –
there's just very few access points to the highway, and we're getting a lot of angry calls from constituents, like to remind them that, you know,
we don't control the bridges in our offices, right, but that is never happily heard from constituents.
So I just want to note that it's a good percentage of the calls we're getting at the moment.
I want to ask a question, and this would probably go to Vig's, got the expertise on this one, but for a few years, three years,
we've been talking about the Clark Street streetscape, and I'm wondering if there's any update on a timeline or a funding.
It's a capital project, and it's one that we've had some really in-depth talks about ever since Commissioner Biagi,
and it just sometimes feels like I don't even want to talk to the community about it publicly if it's just never going to happen.
Thank you.
Good morning.
I'd actually request Deputy Commissioner Ann Zeng if she's able to give an update.
I believe this is going to be done through the arterial resurfacing project.
We are – I've been working with you and the community on design, and either we'll get you through the chair or if Ann has a timeline.
We can provide that now.
Great.
Thank you.
Ann Zeng, Deputy Commissioner for Engineering.
We've been working with the other divisions in the department, as well as your office, on the scoping and precise specifics for the Clark Street project.
And, yes, it will be completed under the arch-hero resurfacing project.
We'll continue the coordination and ensure that your community has knowledge of the project progress.
But while we're progressing with design, we do look forward to securing the funding as well as getting into construction as soon as possible.
Okay, thank you.
This is one we can then keep working with you for more details.
It just – you know, when originally presented to me as a then-new alderman, timeline was more like one year, right?
And here we are three years later, and I don't know that we're at one year.
So I just want to note that.
And I know we check in pretty regularly on this, so we'll continue to do so.
Not to beat a dead horse at all, but this summer's street projects, we had ground-up streets for a long time.
And I think that it could have been sped up.
And you and I exchanged messages on it, and I really appreciate it because then it sped up.
But with some better departmental coordination, I think a few of them could have been completed faster.
You know, we had one that CDOT punted to water, but then water said, no, it's actually not us.
And then, you know, it then was fixed by CDOT.
But then two months passed, and people are driving down at their street that's ground up and say they're getting vehicular damage.
And I'm glad that the few real problem ones that lasted all summer have now been completed.
So thank you.
But my hope is going forward, just more coordination.
And then a question I have generally, we are one of the wards that received a lot of new Divi docs.
And we're working with David Powell, who's wonderful.
And we are a community that, you know, the data shows we're, I think, potentially the highest Divi use outside of downtown other than near Wrigley Field.
So I understand the need for these docks.
We're getting a lot of questions to our office related, honestly, to the non-docked scooters and bikes.
So my question goes to Lime.
Lime, you cannot, the Lime scooters, you can't dock.
You know, they're not the Divi scooters.
You can't plug them in.
So therefore, they're just on our public right-of-way.
Our superintendent in DSS spends a lot of time clearing these from the public right-of-way to make sure that we remain ADA accessible.
Am I correct that the Lime contract is up for renewal?
Is it next year?
So, good morning.
Alderman Vig again.
The scooter program is run through a licensing agreement, which is through municipal ordinance.
So we have essentially been working with city council to renew that ordinance as needed.
Regarding sidewalk parking of these devices, this year we did promulgate new business rules together with BACP, specifically to address this concern.
So the Lime scooters or the licensed scooters are going to require to have some enhancements, like for users who use a smartphone,
they're going to have to take a picture, verifying that the device is properly parked, not, you know, blocking any public way or accessibility.
And we're working with them to roll that out this year.
So that should make a big improvement because we'll have that data feedback that users are operating and responsibly parking the devices.
Okay, and on that, do you think it's, with all the different, I'll say electronics now we have using the public right-of-way,
do you think it's sustainable planning for our city to have a scooter company that you cannot dock in an organized manner that just live wherever people drop them?
Do you think that's sustainable with the increase in Divi bikes, robots, Divi scooters, and more?
Sure. So I think we would love to work with council in your office on a, you know, case-by-case contextual basis.
You know, on the one hand, there's a lot of mobility benefits of being able to travel close to your final destination.
So city light poles and sign poles are legal parking areas for these devices, and they should be properly parked and locked.
We also have our bike parking program where we work to add the U-shaped bike racks, which, again, can provide in areas of high density where there's a lot of, we understand, competition for space, more organized parking.
So I would suggest we get together with our team and really look.
The beauty with these devices is we do have a lot of data, so we can pinpoint, you know, specifically if there are areas where we can designate a corral or incentivize, right,
more organized parking into these convenient bike racks or other locations.
I think that that would be a sensible thing to work together on.
Great. Thank you.
I think, yeah, looking into just the different renewals coming up, we should, again, I'm someone who uses this micromobility, but it seems like it.
And in our community, because there's so much use, and clearly the data is being followed, which means you're also sending a lot of these to us,
it just is very hard for people to get around at the moment.
And I think some restrictions or even some higher fees or fines can help keep our neighborhoods clean.
So with that, all my other questions were answered, so I'll let you go to the next one, Chair.
Thank you.
Thank you very much, Alderman Knudsen.
We've got Alderman Scott, then Mosley, and then Conway.
Acting Commissioner.
I just want to say special thanks to Acting Commissioner Turner, my Managing Deputy Commissioner Sam.
City Commissioner of Electrical Operations, Arturo, and, of course, my public way inspector,
Manny.
Just thank you for the work that you do for us in the 24th Ward.
A lot of my questions has been answered.
I am in tune with my other colleagues when they talk about communication.
I know that you all have a great relationship with my chief of staff, Charles, in the office.
And so I thank you for that.
I do want to have a lot more communication of timelines for my projects.
That's important, I think, for every ward to know when it's going to start and when it's going to finish,
because I'm sure many of us are waiting on things from probably 2022, 2023.
So it would be good if we had electronically timelines, because I know a lot is on paper.
But it would be nice to have that so that, as you say, you can plan, coordinate, and deliver.
I think that that's important for the wards.
I just wanted to say thank you and express the communication.
I mean, I know that you took on a lot of, Assistant Commissioner, you took on a lot.
So, you know, I think some grace and some should be passed on to you, because this was something that you were appointed to.
So, you know, I think some of us should give you a little grace.
I mean, we know that there are some things that have been going on for a very long time,
and you just stepped into this role, so it didn't happen overnight.
So I think that that's something that you should consider thinking of how you can better.
I mean, you saw it from behind the scenes, and now you're in front.
And so how you can better operationally make CDOT comparable for all wards.
Thank you.
Thank you.
Okay.
Alderman Mosley, followed by Alderman Conway.
Thank you, Vice Chair.
I want to start by first saying thank you to CDOT.
You all have been rock stars for the 21st Ward.
I was very concerned as we had our changes with Tom and particularly Zoe leaving.
What would that do to the 21st Ward, which has the most public right-of-way in the city of Chicago, 255 miles.
And, Commissioner, I have to thank you for coming down to sit with me and my team and bring your team, Sam, and so forth,
and really walking us through and giving us great guidance.
You all have always provided that for us.
And thank God you still gave us Jim Bolster.
We're very, very thankful for all of you.
I have to do thanks to, of course, Bill as well, Tovar Frazier, Mike Drake, Frank, Vic, Lubica, Molly.
I mean, again, just a stellar rock star team for us.
We talked a bit about sidewalk improvements, and I'm glad to hear the progress and vision there.
I'm thankful also for the 95th Street traffic light that has been helping out the safety or is being installed.
I mean, that project has been 10 years in the making, and we're finally able to get it across the finish line,
which is going to give that safety to Longwood, which has four different campuses there.
Can we talk more about safety, just speeding in general?
Residents are really looking for some type of solution.
Speed bumps don't seem to be doing it anymore.
Traffic circles are a bit more expensive and don't go very far in my ward.
And we can't put speed cameras everywhere.
So what are some more tools in the toolbox that we have to reduce speeding on our streets?
Sure.
You know, we use the complete streets elements as far as, like, the bump outs that decrease the distance for pedestrians to travel across the road,
for moms with strollers or the seniors in your ward.
And also the benefits of the bump outs is it creates visibility for the drivers to see pedestrians trying to cross the street.
And also another thing with the bump outs, it also prevents people from driving in parking lanes to get around traffic or prevent bad behavior.
And also we have the refuse islands that provide a safe space for individuals crossing major streets like Hostet and your ward.
So, and that also prevents, you know, people from driving down the center median.
I mean, we have a lot of bad actors out there that's driving, but we have different tools in the toolbox.
And we will, you know, look forward to working with you to look at different options.
You know, we can have our traffic team, you know, Molly Somali and her group to come out and meet with you to discuss different options.
Because every water is different, every roadway is different.
So, every, every, one solution is not going to fit everything.
So, that's why we need to look at the tools in our toolbox, apply the best tools.
And if that doesn't work, try something different.
I mean, because it is a safe, because we are seeing with our complete streets that we are seeing a reduction in fatalities.
Because we're, the speed of traffic is slowing down.
And it's been proven that, you know, if it's less than, I think it's 40 miles per hour, 30 miles per hour, you have a better chance of surviving.
So, we're trying to make sure that we, you know, identify different tools that kind of manage the traffic and put people in the right spot as far as pedestrians, cyclists, the scooters and everything.
So, you know, we look forward to continue the conversation to make the more improvements in your ward, sir.
And how can we really target additional funding sources outside of MENU to provide those improvements that are so needed?
I know that by statute, the speed cameras provide a funding source and so forth.
But, again, just, you know, the story of the 21st Ward, our dollars just don't go far enough.
And all those, those are vital things that we need.
We also need way better streets.
So, talk to me more about the funding sources outside of MENU that we can utilize to bring those much-needed safety improvements.
I mean, we have different grants that we utilize.
We get the DECO grants, the ones that Grant was talking about.
It's about the STPs and different funding sources.
So, all of them have different requirements and different, you know, criterias for use.
So, I mean, there's a lot of them when we, you know, we work with the council to identify different sources to make things work, to get things done.
So, Grant, do you have any, like, sources or anything to add to the conversation?
So, Grant Davis, Director of Grants Management.
So, as the Acting Commissioner Turner mentioned, DCEO, so working with your state legislatures to identify those and get those in the state's capital budget goes a long way because that can help a lot of these projects that are local-level projects that we have a difficult time funding with other fund sources outside of MENU funds.
So, I would encourage you to work with your state legislator to identify those and try to secure those through the state capital budget.
Great.
And, again, you all have been very helpful there.
Our state legislatures have been phenomenal partners to us.
And we're a partner, too.
We can help you get the applications and, you know, work through the process with you.
Wonderful.
So, driveway permits are something that residents are having a hard time to understand.
A lot of them don't know that they should have a driveway permit, but it kind of comes up in the conversations when they come in and say the apron of my driveway is cracked and it's damaging my car as I get out.
What guidance do we have for residents and are we telling them that they need to become current on their driveway permit bills before they can have the sort of repairs that they're requesting?
I believe it comes down to what the general theme across this whole meeting is communication.
So, we can now have our, you know, permit department work with you to get more information out.
So, you will be aware and also you can explain to your residents as to what the requirements are.
So, we can now definitely reach out, do more outreach or have more lines of communication for that.
I want to talk a little bit about Major Taylor Trail.
We know we just passed the framework and so forth.
CDOT was instrumental there.
Have we figured out who's really going to own this entity?
Currently, it spits between CDOT, parks, Forest Preserve, and so forth, but maintenance of it sometimes becomes a challenge when you have that many cooks in a kitchen.
Exactly.
Yeah, I agree.
I am not certain if there hasn't been a part of any conversation as to who's going to take the lead on it.
I know we're working with the DPD and different stakeholders in the area as far as to get input out of trails should be developed or utilized.
So, we look forward to, again, working to figure out this here part, if it belongs to parks or if it belongs to another entity.
It's because it all depends on, like, CDOT is the right-of-way.
The right-of-way is the right-of-way.
public way, so I'm not certain how that all would flow.
Who should be the owner of it? Got it. Again, I want to say thank you to
the rock stars at CDOT helping out 21st Ward, and even
when we talk about development, you all have been there helping us usher
in the businesses and product services that our residents have been looking
for, traveling outside of our ward, and now we have them
in our own local economy. So thank you, Commissioner. Thank you, team. And I'll pass
back to you, Chair. Thank you very much, Alderman. We've got Alderman Conway,
then Alderman Moore, and then Alderman LaSpada next. Oh, wait.
You gave up your time. No, go ahead.
Alderman Mosley, hold on. It's cut in front
of Conway Day. Cut Conway. Conway corner, cut Conway.
My question was just around, can we talk about disabled permit
parking? Again, that is a very, very long process.
I know you all have a role in it. I'm concerned that as we are
making cuts and some of the things that my colleagues and I
have brought up today about surveying and so forth,
can you all talk about improvements that we can have
for this process? And then also, what does your staffing levels look like
in terms of execution? Okay. As far as like
disability or disabled parking,
it is a long process
because it has to get ordinances and everything,
but I will pass it to
my deputy, Sam Alexander
here. He's familiar
with the process.
So Sam Alexander, managing
deputy. So with the disabled parking,
the ordinatory, that
it has so many different entities
that it has to touch
in order to get approval.
We have six inspectors
that go out throughout the city of Chicago
to survey. Once we do
our survey, we pass it on to
finance and they do the approval
or disapproval. Once that
happens, if it's approved,
it comes back,
we install the signs.
If it's disapproved, it goes to
mayor's office on disability
or do back to your office
for an override.
So there are many different factors
in the process
of the disabled parking.
We can work together
to see how we can better
improve that.
We can work together
and see how we can get more staffing
to go out and do the surveys
to move this
installation process
along further.
Great. I know we're working with
the Chief Information Technology
Office
to streamline this
and improve this.
So thank you all
for being partners there.
Thank you for the indulgent share.
I'll turn it back
for the final time.
You sure?
Okay, we're good.
Conway, you're up.
All right.
Thank you so much.
I know that you've been
a lot of questions
asked about the bridges,
so I won't
and I do appreciate
Ann Zhang in your department
wrote a fantastic memo
yesterday to Alderman Riley
and myself
about the reasons
we have to close
all these bridges.
But considering my ward
is the ward that lies
between Alderman Riley's
and Alderman Burnett's,
it is probably
the most affected
by having
Chicago,
Lake State,
Grand,
and to a lesser extent
Cortland all out of service
at the same time.
But what I didn't quite
understand is
was there a proper
lack of planning
in years past
that predates
your time
that made these
not get staggered?
That's kind of the question
I haven't
gotten a handle on
if you want to speak
any more on that.
Sure.
I wouldn't say
it's proper planning
or anything like that.
It's just
the bridges are
over 100 years old
and
they're,
I mean,
we have winters
and then sometimes
they go down
a lot quicker
or we have done
maintenance
on these bridges
over the years.
For example,
I mean,
we,
for the,
which one is that?
The,
like the Cortland Street Bridge,
it was rehabbed
in 1955,
1997,
and 2015.
So,
I mean,
we have been
doing the maintenance
on the bridges
and trying to
get them up
and,
you know,
keep them
in working condition.
But it's,
some things
just happens.
I mean,
it's,
it's,
it's,
it's Chicago.
I mean,
it's the weather.
It's a lot
of different factors.
It's just to say
that it was bad
planning or anything.
I don't think
that was,
or,
I mean,
even staggering them.
I mean,
it's,
it's,
if you stagger,
you're still going
to have a lot
of them done
at the same time.
So,
I mean,
it's,
it's just a good
time to do it
because of the funding
and everything
and everything
lines up.
And then also,
the longer you put
it off,
the more chances
you risk
of these bridges
failing.
And then we have
to do an emergency
repair,
then do to expedite
a lot of things,
which drives
the cost up also.
Yeah,
no,
I get that.
Just,
I mean,
I know a lot
of them are
100 years old now,
but 10 years ago
they were 90 years old
and maybe we could
have done one
at 92 years old,
94,
96,
or whatever,
or whatever it is.
But,
I'll also get
where we're at now
in the decisions
that we,
that we have
to make
with that.
Pivoting,
pivoting to a
different subject.
We have a,
a lot of
decorative light
poles in the
downtown area
and a lot
of them seem
to be out
of commission.
You know,
I know we have
14 of them
on Michigan Avenue
that are out
between mostly
my ward
and a little bit
of Alderman Riley's
as well.
Has there been
any thought
of,
and I presume
that they're
difficult to replace
because they're
kind of customized.
Has there been
any thought
to transitioning
to normal
poles there
or something
like this
or another,
another way
to fix
these problems
faster?
Right.
I mean,
the ornamental
poles,
like you stated,
they're,
they are like
specialty poles
and they're,
you know,
there are long
lead times
on those poles
to get them in.
So,
we,
far,
I mean,
as far as like
the streetscape
projects and
everything,
everybody is
like a different
type of poles
everybody wants.
But,
also,
I mean,
you're downtown
and these are,
you know,
I don't know
if you want
just david poles
out there,
just the ones
you see
like on
arterial streets.
So,
but it's a conversation
we can have.
I mean,
just to.
I'd rather have
those poles
than no poles
and I'm kind of
in a situation
where it seems
like we're,
we don't have,
we're,
where we're just
having no poles
on a lot
of Michigan Avenue.
I mean,
14 of them
between
Lake and
probably down
to Van Buren
and maybe it's
a little south
and that's just
that's a lot
of poles
that are out.
Okay.
So,
we could probably,
you know,
we can work with,
work with you
or send our teams
out to survey it
and also just
to come up
with an action plan
and get those
replaced.
Because like I stated
before,
some of those poles
are long lead times
and they're
on a higher side
as far as price.
So,
we can come up
with an interim solution
which we have done
in different neighborhoods
where we actually
put up
a temporary fix
until we got
the actual poles
in place.
Well,
I just want to
really make sure
it's on your radar screen
because I get a lot
of complaints
about it on a major
thoroughfare
with so many lights.
And my deputy
of Division of
Electrical Operations
is hearing the same thing
and you'll get right
on it.
Wonderful.
Beyond that,
just want to make sure
I thank you,
Commissioner Turner,
as well as
Mike Drake
and Jerry Mondajano
in your office
for us,
our work on big projects,
as well as
Molly Samadi
who I know
is in the box
and Carl Schwerzer
for all their work
on traffic calming
and studies.
And I can keep going on
but your sign shop,
Divi and bike
and public way teams
have been really
doing a great job.
So,
I want to commend you
for that
and appreciate you
listening to my concerns
on the bridges
and light poles
and that's all I have
Madam Vice Chair.
Thank you.
Thank you.
Giving back five,
almost five minutes,
you sure?
It yielded some to,
well I didn't,
I yielded some
to Alderman and Mosley
so I'm good.
Yeah,
no I'm good.
You're being so generous
on a Conway day.
Okay,
Alderman Moore,
you are next
and then we'll go
to Alderman LaSpada
after that.
Thank you so much,
Chairman
and thank you
Acting Commissioner
for reaching out
and,
you know,
working with
my team
and trying to establish
any of our needs.
I do appreciate that.
Before I get started,
it's important
because I spend
a lot of time
both night and day
driving on the ward.
I show you text messages
from since I've been
in office.
I mean,
I need to clean
my text messages up
that I've sent my team
at midnight,
11 o'clock
or whatever
during the day
at 6 a.m.
driving or 5 a.m.
and I'm pushing them
to get stuff done
and in order for us
to get that stuff done,
they have to reach out
to your team
to get it done
and I want to
give a big thank you
to people like
Michael Drake,
James Bolster,
Ricky Williams,
Travol Frazier
and Victoria Morales
for just making
and working with
Sherron
and my staff.
They go over
and beyond
to try to,
you know,
fix the things
that I'm pushing
but my staff
can't do it alone
and they're able
to get it done
by the communications
they have
with their team
and for that
I appreciate
also Chico
when I'm calling
to get some direction
or anything like that
I want to thank you
so much
for consistently
helping me
to navigate
because sometimes
we have changes
and I need to know
what's going on
what's going on
what's going on
I appreciate that so much. Just for the record, and I think you mentioned it when Alderman Harris was speaking, just to be clear, and we talked about this in our office, but I just wanted to be on record on the street resurfacing time from the time they grind to when they're supposed to resurface, barring any, no problems. Again, what is that time frame?
We're looking at like 21 to 26 days, that time frame.
Okay. And so once it's beyond that, I guess the communication, and again, we talked about this in our office, but again, just wanted on record that when it's beyond that 26 days, and it could be something, but we have to be told what that is.
We have to be told what that is because I promise you, and some of my colleagues attest to you, trying to go to the grocery store to shop and you ended up having a two-hour meeting in your grocery store, and there's no way I'm going to tell my constituents, get with me tomorrow.
I sit there and I talk for that two hours in that grocery store, but it would help me if I don't have to talk for that two hours in that grocery store, trying to explain to them why it hasn't been done yet.
And so that communication part is very important.
Now, getting to the budget part, when you say a contract expediter was, I guess, was out of the budget, how many contract expediters?
Well, how many do we have that was impacted by this budget?
Okay.
The contract expediter has two positions.
Two.
Okay.
Now, just for the record, so we know, I guess it's in this title, but I want to be clear.
What's the responsibility of a contract expediter?
The contract expediter, they pushed the contracts through for the CDOT, so I worked directly with DPS.
Okay.
Does Deputy Heidi have any more details with the contract expediter?
Sure.
First, to clarify, the Division of Administration had 10 vacancies cut in which I put them in buckets.
So in the bucket of vacancies that were cut, they were related to contracts.
There are four.
We had the two contracts expediters.
We had one contract review specialist and one contract coordinator.
All of those titles are a part of our contracts division in which we have a contracts administrator that oversees that section.
But they, as our acting commissioner said, they basically move all the paperwork from our division to DPS, and it's a whole lot in between that.
So with the number of contracts that we have in place right now, which is close to 200, you may need a time extension.
You may need a vendor limit increase.
So staff moves that paperwork with the Department of Procurement Services, and it's a lot of steps that require a lot of hands to move that paperwork.
And so that's why I wanted to drill down, because I saw where Chairman Harris was going.
So what is the impact of that to us being able to perform jobs?
It will have an impact on our getting contracts expedited or getting processed.
But we also, my answer to a lot of this here is we have to invest in the technology, because we have a system, EPS, that can help move things along also to kind of, you know, where we could get things going.
But we, you know, we're in the development stages of it, and it's still, you know, it's still not fully implemented.
But so with that and without having an expediter, I mean, we still have to still get things done, but if we don't have those, it's going to slow things down.
We have to be creative on how we get our contracts completed.
Now, part of our budget responsibility, and thank you so much, Chia Kohai, Commissioner, for explaining that, because now part of our job, I can see.
Sorry, someone had a point of information?
Excuse me.
Can you have Chia Kohai chime in on that question?
Because that's her function.
So from your experience, can you add some color to that, to what the detriment of those, not having those positions, can have long, short-term and long-term?
Absolutely.
Again, the Division of Administration.
So first of all, let me go back to clarify.
Oh, my minutes.
That's his question.
It's all good.
I just wanted us to get a good answer.
But I wanted to get good.
So just to clarify, as the Acting Commissioner highlighted at the beginning of this session, the division, the department has three different funds.
We have a 100 fund, we have a 300 fund, and we have a 310 fund.
Twenty-six positions were cut in the 100 fund.
All 10 of my vacancies come from the 100 fund.
And then we have 38 vacancies still that remain in the 300 fund and 310.
The point is we're still able to hire in a 300 and a 310 fund.
So 10 of my vacancies were eliminated.
And as I mentioned, four of those were related to contracts.
Two of my positions are related to hiring.
We're still able to hire for the department over 80 vacancies.
We don't have the hands to move that to work with DHR.
So that's going to be affected.
How are we going to hire seasonals?
How are we going to hire the other positions that we are able to hire for in the 300 fund and the 310?
Let's go to how two of my vacancies were eliminated that are related to payments.
We pay our vendors in less than 60 days.
If we don't continue to have the hands on board, it's going to affect the amount of time that it takes for us to pay our vendors.
And that's very important for the department, for the city of Chicago.
And lastly, one of my vacancies is a finance officer.
You want to talk about streetscapes.
Finance officers, they actually go into the system to set up budgets for these construction projects.
They also bill for reimbursements for the city of Chicago.
So losing these positions will be detrimental for CDOT, the Division of Administration.
We are the feet at the bottom.
You know how a duck glides?
We're the feet at the bottom making it happen.
So losing these positions, I think, will be detrimental to the department.
Okay.
And so with that said, I guess, again, I appreciate that information because that now gives us the ability to now go back to the administration to make sure that we just now have a saying, let's try to get so many percentage cuts.
But what's the impact of these cuts?
And to your point and to Autumn Lee's point, getting our technology department in there and saying, what can you do now?
Now, if that stuff is going to take long and we know we have to do technology at some point, and I hope the administration is listening, something that we're trying to save money for is going to cost us probably in the long run.
And I just wanted to state that.
So we'll address that as aldermen as we move this budget.
The other is in-house construction.
And you say they received most of the cut.
Again, help me understand, not help me understand, a lot of people, we got some new aldermen.
And although I think I know, I may not know everything, what does in-house construction do?
And, again, same question, how would that impact our wards based on what they do?
So explain what in-house construction does.
Okay.
In-house construction is like a public construction company for the most part.
They do a lot of our resurfacing projects, curb and gutter, sidewalk.
They maintain our bridges.
They do the pothole filling, curb and gutter work.
So it's like generally just like a public construction company.
Okay.
That's their main function.
And as I stated before, you know, I'm looking at these eliminated positions.
We're still in the process of digesting what the impact will be because we do have recent positions, what I consider recent, which is January 1 to current.
Those are the people that we had in position at the beginning of the year.
And now they're either moved on for promotions or, you know, left the city or whatever the case may be.
So we're, you know, then we also had a long-term positions.
So we're, you know, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we're, we
in-house construction, which totals 18, that wasn't filled.
So those are long-term vacancies.
So we never knew there were just paper positions.
So, I mean, just looking at the impact, it's going to have an effect,
but I just don't know the exact magnitude.
And let me be reason why I thank you for that.
So that was 18 long-term.
How many, again, were the ones that were in genuine?
The ones that eliminated 31.
So that's huge, because what that tells me, we're not going to, number one,
be able to do what we need to do.
And also, to what Alderman Dow was saying was, we're all seeing this long delay
and stuff like that.
I forgot what word she used.
But it is an anomaly in terms of what happened this year.
I've seen it before in the past, but not to this extent.
And so now I'm wondering, by losing those, will it be continuing to,
will we continue to see what we saw this time around?
And does that push us that we have to talk to administration to try to keep
many of those on as possible?
And, again, that becomes our fight in this discussion.
Thank you.
Thank you so much.
Thank you, Alderman Moore.
Yeah, I know that you've got a lot still to digest.
And I think, you know, in that while we're in this budgeting process, I would say if you
see some areas where, based on the feedback you're hearing today, if there's a possibility
for some position shifts, potentially, like, you know, eliminate something here to gain
more here, I think you should be able to have those conversations.
I think that's what we're looking for from you and from the department is just what's
going to be, how do you make the best out of a bad situation, right?
We know we've got tough decisions to make.
So if in this process you find there might be some better ways, I hope the administration's
open to making sure that you have the ability to weigh in on that more.
Alderman Moore?
I'm sorry?
You want round two?
Okay.
No problem.
Alderman La Spada, then Villegas and Quezada.
Thank you very much, Vice Chair.
Acting Commissioner, thank you for your time today.
I will call out, as the numbers were just posted, on our traffic fatalities for the year.
We are truly and sincerely on pace for the safest year in at least a decade in the city of
Chicago, and that is a credit to all the work that we're talking about here today.
I think that's why this budget is critical, because it determines whether we continue this
momentum or if we decide to stop it off and hit pause on a safer city.
So let's talk about that.
So the first thing I wanted to ask about is you're carrying 109 vacancies into this year,
only nine of which look to be revenue generating, which is the field specialist positions.
The other 100, based off of how the administration described the hiring freeze, I don't know how
they get filled, unless the hiring freeze only applies to the corporate fund.
Can you elaborate on that?
Right.
I mean, yeah, we do have a lot of positions that we're carrying into a lot of vacancies,
and we just, and it is a hiring freeze, and we will have conversations with the OBM and
also DHR about getting these positions filled, the ones that are on this list, to generate
the revenue or also to service the city.
So, I mean, it's a conversation, I mean, it's here.
When we were going through the budget process, we were, iterative process, it was going back
and forth.
I mean, we were involved, so, I mean, because I was more engaged than I, you know, than I,
you know, probably should, I mean, I was very engaged in the process, because I didn't want
them to cut without asking me or having my say or what our department thinks, because
we knew it was going to be a very tough budget season.
So, therefore, we were involved with this here process, because if we didn't give them
anything, they were going to take it, and that was it.
But they told us a year long.
So, like, I'm just asking it, how is it possible, based off of the budget as described, that
we're not sitting here a year from now with the same number of vacancies, or if not more?
Because if you're barred from filling positions, that feels pretty definite.
Yeah, I mean, even going into, like, next year, you know, we have no control over when people
retire, or, you know, if we do hire, promoting.
So, I mean, we're, a lot of times, when we fill some positions, like the foreman alignment
and DEO, you fill that one, but you create a vacancy somewhere else.
And then once you fill that position, you go all the way down until you get down to the
entry-level positions, where you can add more employees.
So, it's a process.
We understand that.
But it's, you know, it's a lot to deal with.
So...
Let's dig into some of the cuts that were apparently, like, mutually agreed to.
So, the Complete Streets team, line 4256, is going from 12 to 8.
The Traffic Design team, 4252, is going from 6 to 3.
Your Public Way Policy team, 3247, is going from 7 to 3.
And then there's positions that you had one person for that are getting zeroed out entirely
in terms of programming and planning, landscape management, the dispatcher over asphalt, over
potholes and pavement maintenance.
I would ask, like, how does this impact our ability to get projects done through the Capital
Improvement Plan?
So, like I said, we're still digesting to see what these impacts are, far as, you know, looking
at our current staff levels and also the recent vacancies and how that's going to affect us.
So, I mean, it's still something that we're...
I mean, this is a tough time for everyone.
So, we're trying to figure it all out.
It feels like indigestion, man.
Like, if you're trying to figure out how to digest it, it's not going down well, is my
current take.
I want to ask you about the 2025 bond.
So, we asked preemptively through the chair to understand what's happening with the bond.
We know now that $831 million was issued.
CDOT has only received $563 million of that.
$376 million of that has been committed, and only $20.3 million has been invoiced and paid.
And I know that we talked about it.
Invoicing, payment, that can be complicated.
But to know that you've only received a fraction of what we voted for, and then a smaller fraction
of that has been committed from the bond, can you talk us through that?
Because that does not give me comfort in voting for another CIP allocation, even knowing how
important infrastructure is.
Honestly, I didn't hear your question.
So, my question is, why, of the $831 million that was issued for capital bonds, how come only
$563 million of that has been received by CDOT?
And how come only $376 million of that has been committed?
Through the chair.
What's up?
Yeah, go ahead.
Good morning.
Good morning, Alderman.
Part of the answer to that, and we'll provide more through the chair, is in our capital programming
process, there are the funds, as you can say, issued.
Then the next layer would be encumbering those money.
So, typically, our practice is to work with OBM.
Let's say we are anticipating a project that's a big dollar item.
This is a lot of what grants work is.
We may not encumber those funds.
It may not reflect as received by the department, but we certainly are counting on, let's say,
some amount of money to do Project X.
Then, of course, issuing the contract will be the next stage.
So, with the streetscape, we may set up the line item of the money only when we're ready
to advertise the contract, but then it only starts drying down as the construction works
happens.
So, there may be that waterfall that you see in part of how we just account for and finance
the money from what is allocated to actually how it gets paid out the door.
Grant, would you like to add any more to that?
That was fairly accurate with it.
Then we've got to figure out how to help the waterfall move more smoothly.
And the cuts being made on the administrative side do not help me to believe that the water
is going to flow more smoothly.
I guess I'm asking these questions because there was a deep skepticism about infrastructure
and capital and bonds in this room 10 months ago.
And the numbers, as I knew it now understand them, do not resolve that skepticism.
And I want to work on that.
I wanted to ask next about signalized intersections.
So, this is a...
A matter where we were sued, we lost the lawsuit, we are now required to make our signalized intersections, of which there are just over 2,800 accessible, 71% of those in the next 10 years.
Again, based off of CDOTs, through the chair request, we accomplished 21 accessible pedestrian signals in 2025, year-to-date.
That's only about 0.7% of the total.
What does it look like to scale that up over the next nine years, and what are the resources that you need to do so?
Okay. Currently, with the APS, that's what you're speaking of, you're right, it is a mandate, and we have to use 70 this year from May 2025 to May of 2026.
And we have them all lined up and scheduled, and we're using contractors, and we're also using in-house forces at DEO to get these APSs installed.
And then we're also, to ramp up, because we do have to ramp up to make all these APSs, we're trying different vendors, different devices, so we have more options to get it done.
So utilizing contractors and also some in-house forces is how we're going to scale up and get this done.
We are also cutting your resources across the board.
That's what – I'm going to hammer the point, because the point needs to be hammered.
We can't accomplish more, particularly the things that we are now legally obligated to do, and cut CDOT's resources at the same time.
I wanted to ask about our sidewalk work.
So in 2025, as of October 6th, CDOT has determined outcomes for approximately 15,109 sidewalk requests.
And in 2025, CDOT constructed 2,943 SRP, or Sidewalk Repair Program, locations.
I'm curious, and it can be broad percentages, but of that – put me down for a round two – of that 15,000 broadly, do we know of those inspected locations, how many have been deemed hazardous and will require repair?
As far as the numbers, I have to get to that.
We can get that through the chair for you.
And, you know, as far as what the results are and where they're going to go.
So we can get that through the chair for you.
Okay.
Thank you.
Thank you, Vice Chair.
I'm going to add a through the chair request based on what you were talking about earlier with the bond questions.
I was one of the ones that was really skeptical of the geo bond that we approved last year.
So can we, through the chair, have a breakdown of all outstanding bond – unspent bond authorizations for however far back that goes?
Because as I understood it, when we were voting on the last bond, there were at least two or three years' worth of bond authorizations that we had still left untapped for a significant amount of money.
So I'd like to know how much bond authorization is outstanding and if we have plans for those for this coming year, what we're going to be spending it on.
Okay.
Great.
Next up, we have Alderman Villegas, then Alderman Quezada, and then Alderman Mintz.
Thank you.
Thank you, Madam Chair.
And welcome, Commissioner – acting Commissioner.
Could you – in this budget book, do you highlight and line item the issues – or not issues, strike that – the topics that we're going to utilize for your department?
For example, sidewalk repair, bridge repair, repaving, et cetera.
Is it in the budget book?
You're asking –
I'm asking if when your department is going to do improvements, sidewalks, bridges, et cetera, is that – those line items broken in this budget book?
Or do we provide you a mass – a lump sum of dollars to do infrastructure and you decide how the infrastructures are done?
Well, through the CIP, we do, like, sidewalks, but a lot of our projects include sidewalk improvements and different elements rolled into projects.
I know, but is it in this book here?
It's – as far as in this book, it's probably – it's rolled into projects and different line items as far as sidewalks and bridge replacements and everything.
The reason why I ask is because I'm curious to find out if you could send us what that breakdown of the line items are and what you've determined the appropriate request is for that – dollar amount for that.
I know last year you had $4 million for sidewalks.
That's what you budgeted, right?
That was in the CIP, yes.
The CIP.
So the CIP, is it captured anywhere in this budget book or is that –
No.
Okay, so that's what I'm trying to figure out.
How do you – how do we as appropriators determine or get to determine how much money you need in order to deal with the issues that are facing our specific wards, like alleys, sidewalks, lighting, et cetera, versus your department telling us, hey, we want a lump sum of $850 million.
And we're going to determine what we're going to spend on.
That's what I'm trying to get to.
Okay.
All right.
All right.
You mentioned 7,000 sidewalks.
We know that an ordinance passed unanimously a couple years ago around allowing for the utilities to help offset some of the cost.
How is that program going so far?
Have you guys been able to kind of measure what that ordinance was able to accomplish?
Well, we had an office of program and project coordination, and they coordinated different projects across the city to kind of reduce the amount of redundant work or repetitive work.
I can pass it to Jay Kalia, and he can give you more numbers on how many we have completed this year and the dollar amount saved.
Jay Kalia, Deputy Commissioner, Division of Infrastructure Management.
Since the passage of the ordinance, that most of the work that affects 60% of the sidewalk, it is either including the service connections, which include people's gas or DWM projects on when they go to people's house.
Since the stoppage of ICC on 2023, we did not have that many projects, but that program is coming back, so people's gas is gearing up for their pipe replacement program in 2026.
So we will see a lot more projects, a lot more blocks qualified to be part of that ordinance.
Yeah, if you could at some point just report back to it, I'm curious, I want to make sure that the 60% is a proper threshold, because we need to go higher in order to make sure that at the end of any type of rehabilitation projects that the constituent and that whole block get a new sidewalk for the inconvenience.
I think I want to make sure we're doing that.
Sure.
We will be able to give an evaluation by the next year of when the program started.
Okay.
Thank you.
Commissioner, can you tell me what the percentage of in-house, through the chair, in-house work versus private contractors, how that divided?
You can get that through the chair for me.
I appreciate that.
Alleys and WPA streets.
In that capital bill we passed, there was WPA streets.
Can you talk about how many WPA streets we have and then also how many have been completed and what the total request is that you would need in order to finally get all the WPA streets?
As far as the total numbers, we can get that through the chair for you, the actual numbers.
But the WPAs, I mean, we're making significant improvements on that because we're working with the PBC to help us out with getting expedited, to get those projects done faster and on time.
You said the PBC, the Public Building Commission?
Yes.
So the Public Building Commission is acting in what capacity?
Is it a CM for you guys?
It's a CM, yes.
Okay.
Right.
Help deliver projects.
Okay.
Could you, through the chair, I want to take a look at that as well.
How much is PBC being paid for these CMs and what projects?
Where we're at with that?
Sure.
I didn't know that.
That's good.
Oh, the alleys, those green alleys.
Can you talk a little bit more about those green alleys?
I know that in the capital bill we had, I think it was two alleys per ward per year.
Can you talk to the success of those green alleys?
Like, have they done what they were intended to do?
I know that they were, it's an opportunity to minimize the sewer by allowing the water to penetrate.
But just curious as to what have been some of the successes around those green alleys?
Did you say two green alleys per year?
Yes.
It's one.
It's one?
Okay.
Unless you've got some other deal, which we would like to know about.
Hey, this is budget season, so everybody's going to ask.
Yeah, one, I guess.
I just want to be clear on this.
I believe we get one green alley from the CIP.
Is that right?
One green alley.
Okay.
Was it two WPAs then or something?
I don't think a WPA is included there.
That's collector's streets.
Okay.
Two collector's streets, is that what it?
No, it's not two collector's streets.
That's a CDI program, and we program those out.
We'll get to that in a second.
The success of the green alley.
So one, I stand corrected by my colleagues, one green alley.
Can you talk a little bit about the success you're seeing thus far?
Yeah, I mean, the green alley is a tool to mitigate the flooding in areas because what it does is it's permeable surfaces that allows the water to percolate down into the soil, that allows it to dissipate itself naturally.
Or if the ground is oversaturated, it eventually works its way down to a drainage system that feeds into a catch basin.
Gotcha.
So it slows down the rate of flow into the sewer system to prevent the sewers from back or prevent the flooding in the basements and everything.
Help prevent.
It's one of the tools that we use.
And you feel they're working?
I do.
I feel like they're working.
Perfect.
And then the collector streets.
Can you tell me how much is actually being appropriated for that project, specifically the collector streets?
And then how are they prioritized?
That is part of the CIP.
And I have to get that number through the chair for you to see what that number is.
Okay.
And we're still working on the upcoming one, too.
And then also, what metrics do you use for prioritization of these collector streets?
Yeah.
We use the CPI, which is a payment index.
And it's a complicated equation because it factors in the condition of the payment, also the area of the payment that is in.
And we can provide through the chairs how that is selected and what we use to determine.
So then we're doing asset management?
Is that what you're telling me around some of this infrastructure?
Right.
We do.
We have a team to go out there to do that assess the payments.
I can pass it to Ann Zhang because she oversees that operations for us, that procedure.
Thank you.
Thank you.
Ann Zhang, Deputy Commissioner for Engineering.
And, yes, we, as part of our evaluation of the pavement condition, it's the primary criteria, as well as looking at the mobility and economic hardship indices and input from the wards is also a consideration as far as prioritization.
Okay.
And then the – I'll take a round, too, in this, Madam Chair, but as relates to Office of Underground Coordination, does that office still exist?
Yes, it does.
Was that the correct title?
Office of Underground Coordination, yes.
It was a UOC, right?
I think –
OUC.
OUC.
There you go.
When we're repaving streets, we're keeping them open for 21 to 26 days to allow for other utilities or other folks that may want to disturb the road, the ability to go in there and do whatever work they do, and then they notify you, hey, we're done, and then we repave it.
Is that accurate?
Well, you're actually speaking of the Project Coordination Office, where all that coordination, where there's multiple – if there's multiple projects going in there, where we'll talk with the different stakeholders and see if they can accelerate their program.
So we're going to have the street open up once, and they have one person or one entity close it up.
So OUC and the Project Coordinations are two different offices?
Yeah, well, Underground Coordination, the Office of Underground Coordination is for the coordination of underground utilities to identify any conflicts and try to get those resolved.
So, yes, they're independent.
Okay, cool.
All right, thank you.
Thank you, Alderman – Chair Villegas.
Up next, we've got Alderman Quezada, followed by Chair Mitts, and then Alderman Beal.
Thank you, Chairwoman, and thank you to CDOT and the team for being here, Acting Commissioner Turner.
Good to see you.
I first want to thank you for your department's attention to detail for our Milwaukee Avenue Street Sape project, which is going tremendously well and is well-received by the community.
So I want to, you know, highlight your team, and especially the contractor, Capital Cement.
I think that they are one of the best contractors that we've worked with in our ward.
So I just want to give them big kudos.
Okay, so when reviewing this budget real quick, I see that there is an increase in the grant amount that the 2026 budget has compared to the revised appropriation for 2025.
Can you explain what that difference is, where that grant amount is coming from?
Sure.
I'll ask out how my grant give the description on that, or we can get that through the chair, or you?
I could address a little bit right now.
Grant Davis, Director of Grants Management at CDOT.
So what you're seeing in the anticipated grant – sorry, that was a fitting name, grant for grants.
It was a part of the qualifications for the job.
Sorry, I just lost my train of thought.
Sorry.
So the anticipated grant amount is what we are obviously anticipating to come in for this coming year.
That includes projections that we have for where projects are with their schedules, our coordination with other, basically, agencies, including IDOT, FHWA, CMAP, DCEO, and so forth.
So we try to make a projection every year of what we realistically anticipate is going to come through, where we will execute an agreement for the project in that year.
What you're seeing in actual numbers for 2025 is what is anticipated for what we will actually do in 2025.
Now, we're making a projection when this budget is created of what we anticipate will be executed by the end of the year.
So there is a little bit of an overlap there.
Understood.
Okay, great.
That's helpful.
As it relates to the menu, will menu item projects costs – will there be a cost increase next year in terms of the actual menu items?
Every year we review the prices.
So I know we have a few new contracts that's coming online, so it may be some increases, but we're still evaluating it now.
And on average, how much, you know, by percentage do those increases go up?
Do you know by any chance?
No, but we can get that through the chair what the increases were over the years.
Excellent.
And then are we expected to get an increase in our actual menu budget per award or no?
That is not a decision that I make, but –
Who makes that decision?
I'm not certain.
Alderman, I do not believe that there's a plan to increase for our menus in this year.
Got it.
Okay.
I know that's always one of the tensions that we – all of our offices face is that a lot of times we maintain the same amount of money, but then the cost of projects increase, and then we do less with the same, basically.
You are preaching to the choir.
Yeah.
Through the chair, if we can get from CDOT the last 10 years' worth of menu pricing so that we can kind of reflect on how much our menu prices have gone up and how much buying power we've lost, that would be great.
Yeah, I agree.
In terms of the Green Alley, just the Green Alley program, to piggyback off of my colleague's line of question, I feel like clearly one of the greatest restrictions to this phenomenal project and program is the cost for each Green Alley.
How's your department – is there discussions about reviewing ways to lower those costs or to have different design mechanisms, if you can speak to that?
Because I think it would be great if we can continue to build more Green Alleyes and actually make that the standard and move away from asphalt alleys.
So if you can speak to some of the perspectives of the department on concrete alley designs.
Right.
We have a typical design or typical section that we use for the Green Alley.
Again, every alley is different because of the different elevations, and some alleys may not be a good candidate for it.
So, I mean, as far as pricing, that depends on the – I mean, we're talking about porous material that costs more than just traditional concrete or any other surface that we traditionally use.
So we're always looking for ways to reduce the cost, but we're, you know, so we're always looking at different methods and different techniques.
Excellent.
As it relates to the in-road stop sign designs.
So...
So...
Thank you.
As you know, once one of these things gets hit once or twice, they get flattened out,
then we always have to pay to buy new ones.
Is the department currently talking about new designs,
something that maybe can get hit and then come back up, be on a swivel or some sort of thing?
Is that something that the department is talking about?
Well, we have to use the typical, the MUTCD as our standards for our size.
So that's where we're guided by.
What was that acronym you said?
The MUTCD.
What is that?
It's the traffic control.
I have to get that name through you.
You said MUTCD?
Yes, MUTCD.
It's the Manual Uniform Traffic Control Devices Manual.
That's what it is.
Got it.
So we have to follow that standard is what you're saying.
Right.
And then do we know of other designs that follow that standard?
We can.
Have we piloted other designs?
I mean, that's the standard, you know, as far as height and the text that's on the signs that we have to follow.
So it's pretty much standard across the industry.
Well, it's a little frustrating because I feel like it's a waste of money and, you know, it's clearly a plastic.
So, you know, I just hear a lot of complaints from my constituents.
You know, we're all wanting to have more, you know, investments that clearly increase pedestrian safety.
But at the same time, we don't want to waste our money.
And then I know that there's sometimes delays with the inventory for these items.
So it's a constant tension that I think some of us feel in this body.
So I just want to report that back to you.
So, as you know, there's also a number of new food delivery robotics that are being deployed in some wards.
Has the department had a conversation with these companies to have an agreement to perhaps they're going to operate in our wards that their robotic devices should have, you know, monitors to be able to help monitor sidewalk conditions?
Because that could be something that could be helpful in the deployment of this technology.
Has that been a conversation in the department?
No, we haven't had the conversation.
You talk about like the robots or the coolers or whatever that goes down the street and actually record and the sidewalk conditions and everything.
Yeah.
No, we haven't had any conversations about that.
But I would definitely encourage that.
You know, they are signing contracts with a lot of our businesses and restaurants in our city.
We should ask them that as part of the agreement that they should have a device that maybe monitors the elevation, the, you know, the conditions of sidewalks.
And that way we're killing, well, lack of a better term, you know, killing two birds with one stone kind of situation.
Okay.
So I just have a question.
So I know we did like a Greenway bike lane situation in my ward on Averse, and I'm blinking on the other street, not Harding, Hamlin.
And I observed that when they did the, you know, the bike lanes in the street, they did like a spot resurfacing of the street, where it wasn't a full resurfacing of the street, but it was a spot resurfacing.
Does that kind of spot resurfacing, and clearly I'm saying spot resurfacing to delineate from just pothole patching.
They actually did a grind and fill.
Is that a kind of request that we can make?
I've never seen that.
I've only seen street resurfacing as it relates to a menu item.
But are we able to do spot resurfacing because some streets, as you know, only have potholes on one part of the street.
So, ergo, the whole street doesn't need to be resurfaced, but perhaps a section of the street can be resurfaced.
Is that an item that we could pursue in our menu options?
You know, that's like spot repairs.
That's more time.
It's not efficient for operations.
So menu items are meant for resurfacing and bigger projects.
So, I mean, that's a smaller item.
We can definitely talk with you and get a better understanding of exactly what happened at this one intersection.
It could have just been a repair or something else that's outside.
Yeah.
I mean, it went from basically Diversi Avenue all the way down to the Bloomingdale Trail, and it was fantastic.
I mean, the conditions of the streets, you know, again, as I mentioned, some of them had these large potholes, large sinkholes areas.
And the crews came out, and they did the spot patching, and I thought that that was a really efficient thing to do other than, you know, having the full disruption of a full resurfacing.
But I'm sure we can connect offline as well.
Sure.
I just wanted to highlight that that was a positive thing, and it could be.
But if you're saying it's inefficient for smaller projects, you know, maybe perhaps we can make a request to say, you know, Kimball Avenue between Belmont and Fullerton should have spot resurfacing rather than a full resurfacing, you know, kind of situation.
Yeah, we can have a conversation about that.
Thank you, Acting Commissioner.
I yield my time.
Thank you, Alderman Quezada.
We're going to go with Chair Mitts, then Alderman Beal, then Alderman Nugent.
Thank you, Chairman, and well, good afternoon, Assistant Commissioner Turner and your team.
Thank you all for being with us today.
My first question would be to you.
This is your first budget hearing.
This is my first budget hearing in this seat.
In this seat.
Yes.
Absolutely.
I was going to get there.
It's not hot up here.
Huh?
It's kind of hot up here.
Kind of hot up there?
Yeah.
Oh, okay.
Okay.
Well, since you're in that seat now, I want you to tell me, in being there, what would be your vision moving forward now with that department?
CDOT.
Sure.
What do you have in mind that you see that you think you want to change?
One, I would like to, you know, do what we do, you know, the low-hanging fruit.
Take care of the basics first.
Do what we do well.
We can do big projects and get them done, but it's more on the street level, residential level that everyone sees.
I want to be able to do that properly and get that done and deliver those projects efficient and on time.
And also increase the communication, which I'm always, I've been hearing since July, is the communication back and forth with the council about what's going on in the awards.
Because when I was over at DEO, we have this thing called the C.DO info email address.
And one of my goals was not to make it become irrelevant or a joke.
So we've been, you know, change it.
We changed a lot of things over there and been more efficient.
And that's what I plan to bring to the department is more communication because what I'm finding is a lot of things that we do touches a lot of different divisions.
And we need, and it's more siloed when it shouldn't be siloed.
Let me ask this.
When you talked about efficiency, what do you think that you can implement now in terms of efficiency within the department?
I'm looking for specifics.
What we're doing now is looking for efficiencies.
We're working on the communication plan.
I mean, we're working with my managing deputies to come up with a plan where we have our ward liaison.
We change it from menu liaisons to ward liaisons because that would be a single point of contact.
So, therefore, your ward and you and your staff do not have to reach out to all over the place to get things done or get answers because you have enough to deal with, you know, with your day-to-day job.
So, and then also getting the right-of-way inspectors to be more present and you know who they are and they check in so they can be more visible in the wards.
So, and then also just looking at our operations and see how we can utilize some of the technology that we have, including, like, I mean, we have Microsoft products.
We have Microsoft Teams where we're not utilizing it to the full capabilities where we can communications shouldn't only be in emails or it should just be in a centralized location where everybody can get to it.
And increasing the efficiencies as far as our documentation, having it in one place, shared documents.
So, I mean, it's little things as to increase our efficiencies.
Yeah, when I was talking about technology, you can go right into how your department or working along with CPO, the chief procurement officer, and coordinating when it comes to those contracts.
So, if you could give me, given the fact that we have a new order that came down in terms of the MBE, WBE, DB, so what are you doing to kind of lead us into that direction?
Because eventually, one of my colleagues will have to do a hearing on how the city is pulling all of this together.
So, if you can, if you have an answer, fine.
If not, then I'll leave it for...
Well, you're talking about as far as...
So, let's get to.
And in the MBE, we're working with the CPO to look at unbundling projects, how to do also community outreach,
reach out to industry to see what would make them move, you know, what would, you know,
use the bigger companies to help out the smaller companies to help them grow.
We were, you know, it was this one developer that's worked with a bunch of minority companies,
and he pretty much has a program that we need to meet and understand how he's doing it to bring smaller companies up.
Because it was one CEO at one company, he said this developer helped them go from the streets to suites and help him grow his company.
So we need to, you know, work with the CPO and also industry to understand how we can grow that pie as far as the MBEs
and WBEs are concerned because we currently work with a group of them, but at the same time,
they reach their capacities or what what have you.
But also unbundling contracts and everything is something that's important.
I have a question for Grant, if that's, well, maybe, I have funding that are scheduled to come from my state rep.
So how do I know when that funding get to your, their departments?
And who is it that reaches out?
Because I'm a track, I'm looking for my dollars now.
They came hard to get.
So if you could tell me, Grant, you have some money for 37 Watt, coming from any of our state legislators.
Yeah.
Good afternoon, Grant Davis.
Again, Alderman, I can provide that through the chair.
I'll have to look that up.
Okay.
I got to hold y'all to the feet to the fire.
I don't want my money to go somewhere else.
But, I mean, working with your ward liaison can, you know, spark the conversation.
Okay.
To get it moving.
Okay, let me ask this, this is back to Grant again.
In the funding grant for 2026, do we have funding somewhere for the flood?
Where can I find that?
For HUD?
For the flood.
Flood.
2023.
Flood.
The, yes, the CDBG disaster recovery grant that is in the 925 for CDOT, there's $67,104,000 identified.
And where?
The 925, the grant's.
Oh, the 925, okay.
And that's for 2026?
Correct.
Okay.
I just got to make sure, you know, I got people on my back every day.
So, I got to, I'm putting on the record.
So, you said the money there, I don't want to get shipped somewhere, you know, and they don't get it.
It's identified, it is identified in the 925.
Thank you.
Let me ask about the, I talked to you, assistant commissioner, about signage around the schools.
So, who is it on your team that I can get to work with me to make sure things have changed a little bit now where we used to didn't have to put speed zone signing, but now we need to put, make sure it's clear.
Keep us know this is a zone, 15 miles an hour, whatever it is.
All right.
I can have you meet with my Molly Somali, just to make sure the signs are properly done, and then also work with our sign division with managing deputy, Sam Alexander, and also to Val Frazier, who's stepping up.
So, driving a radical now, and so I got to make sure.
But you can start with Sam first.
Okay.
All right.
Reach out to me, please.
I had a request for a speed camera on Laramie, 1300 block north Laramie.
It's right by Park 2.
So, if you could look at that area and see if we can, it wants a speed camera there.
I think that maybe from one light to the next, people do a little speed in the area, and we want, again, safety.
I want to tell you, the Divi bikes, I don't have a problem with the bikes, but when the drivers have to obey, and we put in these bike lanes, then what, how do we get the bikers to use their lane and stay out of the driver's lane?
Well, we can do.
I don't know what that, what to do there.
Educate them.
We, you know, usually give the driver a ticket, but do the bikers get it when they don't use their lane?
Well, as far as CDOT, we can do, like, outreach and then also work with our, the law enforcement, CPD, or something to, to form enforcement.
We don't, CDOT don't do any enforcement.
You know, I just want you to know there's an issue with that.
Okay.
But we can work with the, our safe ambassadors to provide information.
Okay.
And education to the communities.
Okay.
Well, thank you very much.
You know, I know you have big shoes to fill, but I know the team is over there, is up for the challenge and get the job done because they know that this is a city that works, and we're going to work to make it work.
So thank you all so much.
Thank you, Chair Mitts.
Yeah, I'll echo that.
That's a citywide problem.
We've got all these great new bike lanes, and cyclists aren't always following the traffic rules, and I know that's really not for CDOT.
You're doing your part by helping us with the bike lanes and signage and everything, but it doesn't help if people aren't obeying the traffic laws.
We're going to break for lunch at one, so we have two more, so Alderman Beal and then Alderman Nugent, and then we'll take a break for lunch.
Thank you, Chair.
Good afternoon.
Good afternoon.
I'm going to jump right in because I've got a few questions here.
First, you know, I've heard a little bit about you.
Can you give me a little bit of your background?
Sure.
I'm born and raised in the south side of Chicago in 7th Ward.
I'm a product of CPS.
I went to George Washington High School, and I went to college down at Southern Illinois University where I got my BS in civil engineering.
And also, I'm a licensed engineer and a licensed professional land surveyor.
I started my career at IDOT while I was in college.
I worked as an intern for three years before moving on at the graduation, moving on over to the Cook County Highway Department where I worked there for six years.
And then I left from there because I wanted to get my experience for land surveying, and then I went to the private world for about 20 years.
And from there, I worked at various engineering firms doing design work at the airports for IDOT, Tollway, and also was on the AR project for the city of Chicago.
And I also was the program manager for the Chicago Smart Lights program.
I joined the city in 2020 as the deputy commissioner over at the Division of Electrical Operations.
This is during the height of COVID.
And then during that time, I also went back to school to earn my master's degree in management.
And so then moving forward, I was promoted to first deputy commissioner in June of 2024 and recently appointed to acting commissioner in July of 2025.
All right.
Thank you.
Let's jump right in.
All the signs that you guys are putting up, how much should they cost, those Build Back Better signs?
How much should they cost you?
I don't have a exact dollar amount, but we can get that through the chair for you.
Okay.
And you guys are under a directive to put that at every construction site that you guys are doing, correct?
It's part of the contract documents, yes.
Okay.
So it's actually in the contract, whether it's your department or if you contract out, that they have to put those signs up.
I can get that through the chair for you to confirm it, but I can confirm that.
Okay.
That'd be a through-the-chair question.
Thank you.
And it's also on all your vehicles?
That is a question mainly for 2FM because they manage our fleets.
Okay.
Yeah.
I definitely want to get a cost analysis on how much that has cost the city of Chicago.
Let's see here.
Let's talk about the collective streets.
I've had probably maybe 20, 25 collective streets that have been on the list to be done for the last couple of years, and none of them are being done.
Could you explain to me why?
I have to look at the list and find out why.
I don't have an exact reason because it is a program that we manage, so I have to see what was the reasons behind it.
Okay.
Who manages that program with you?
It's the CDOT program.
Of course, there's a DVDs.
But I do.
I do.
I do.
It's managed by the engineering department, division of engineering.
Okay.
Does the mayor's office have any input on, or have you met with the mayor's office as it relates to collective streets?
No.
Not at all?
No.
All right.
So how much money is in the collective program that you have right now?
In the collective program, I can provide that question, answer to the chair, because that's a CIP answer.
Now, when you pull your list up and you see that I have a long list of collective streets that haven't been done,
and certain wards have a bunch of collective streets that have been done,
I think there's a direct correlation in people who vote for the budget and people who don't.
And so I'm requesting from your department an entire list of what has come out of the CIP program broken down by dollar and by ward citywide.
Can you provide that through the chair?
Sure.
Thank you.
Not just the CIP dollars, but by category of spend.
Yep.
How many buckets of money do you have besides the CIP?
And I'm not talking about grants, just in your department.
I know we have the menu program.
You've got the CIP.
What other parts of money do you have?
We have, as far as what you said, without the CIP, what other buckets of money?
Let me ask Grant that question, because I believe most of it is funded by grants.
Good afternoon, Grant Davis, Director of Grants Management.
So we have a variety of sources.
So there's obviously the CIP.
We also use TIF funding.
We use federal grant funding, state funding, funding from the county, funding from IDOT, from DCEO, and then other grants, federal agencies.
Okay.
Well, I would like a breakdown.
Now, I'm not so concerned about the state, unless it's a pot of money that the state gives us, not through state reps or state senators that are direct line items.
But if the state gives us a bucket of money, I would like to see how that money is broken down and how it's prioritized by dollar and also by ward.
Let's see here.
We talked about – I wasn't here, and I do apologize.
How did your conversation go, I understand, with the chairman about the effects of the heat ordinance that's before us?
All right.
The heat ordinance, I'm – I gave my opinion on it, and we can – I have to go back and get my –
Can you repeat your opinion?
I'm sorry.
I wasn't here.
Okay.
It was an opinion that was – that said it was burdensome to – it could be burdensome and also delay the efficiency of projects.
And let me just say, I totally agree with you on that, that I think that will be a hinder to your department and all the people in the department, as well as other projects throughout the city of Chicago.
So, I do appreciate your honesty on that particular issue.
Our menu.
I've noticed that – and typically, when the menu was done, you know, going back when I used to be a chairman of the committee, we worked with the department on efficiencies.
And that efficiency would mean if you had crews in one ward, you would go to the next ward that's adjacent to it, and, Jason, why are we bouncing around now?
Well, we're not really bouncing around.
I mean, we're still following the same deal.
I mean, same process where we mobilize in one unit in one area, and we do the work in that area, then we move to another area.
So, I mean, I'm not fully understanding if the efficiencies that you're speaking of that's in question.
Well, I've just noticed that, you know, when work is being done, you know, they load up, and then they go to a whole other ward somewhere else, and it's not an adjacent ward.
So, I just want to make sure that, you know, we're not getting away from the efficiencies, because that saves you a lot of money.
Right.
I agree.
Right, right.
You know, that we're not bouncing around.
But I think –
Mike Drake, Deputy CDOT, in-house construction.
Mobilization from one area to the other, we have to project schedules out in these areas to, one, for utility coordination.
There is a progress going through there that, yes, it would be – if the projects are available in the ward next, adjacent to yours, we would go in and do that.
But if we have another ward locations that have been released and authorized that are ready to go, we're moving the crews into those areas.
Okay.
Are you doing any coordination as far as, you know, when an alderman puts their menu in, first in, first out, and also adjacent, are you coordinating all that?
The first half of the season, three-quarters of the season, usually works that way.
Right now, it may look a little bit scattered because we are at the end of the season, and we've had delays.
We've had utility coordination issues, and we are moving around the city a little bit more with the mobilization, which is not an ideal thing to do.
But that's what the work is that we have out of us to be able to complete.
Okay.
All right.
That leads me to my last question, is that if you guys can provide me a list, I don't want to see the full automatic menu.
But when an alderman turns in a menu and it is signed off, I want to see a list break down on the dates in which they were turned in and signed off on as it relates to how work is being done as well.
Well, I mean, with the menu, authorizations come in at various times for various wards.
So, I mean, that'll be good.
But I'm just trying to figure out how a ward that turned in that menu, you know, in August, how it's getting work done before me, and I turned mine in early March, April.
I'm trying to figure that out.
Okay.
Okay.
So, I'm just wondering.
We'll see what we can do.
Luke, like I said, a lot of authorizations come in at various times for various things at various times throughout the year, too.
I'm just trying to make sure that, you know, we're being efficient with taxpayer dollars and we're not, you know, playing shenanigans, you know, with people who support the administration and who doesn't.
That's okay.
I'll just leave it.
So, that's a good answer.
Are you going to need a round two, Alderman Beal?
You okay?
All right.
Point of information, Alderman Mitchell.
Next to the last question that Alderman Beal asked, this either can be answered, responded by Mike Drake or Sam Alexander.
With the cuts that have been identified for the 26 budget, the scenario you described, will any of that affect what you just described with respect to the coordination of different jobs throughout the ward or within wards, creating these efficiencies and job cuts?
Would that have any impact on that?
Mike Drake, CDOT, in-house.
It will, to an extent.
The way the capital projects and the resurfacing projects are scheduled, we do have balance in the way that the crews go out there and work that we can balance some of these work.
I'm sorry.
We could balance the effects of the personnel losses effectively.
It's not going to be any less than this year.
So it will be at the same level and or equivalent level that we will be experiencing next year.
So the cuts that hit in-house could, or inevitably, if this went through, would affect how you guys conduct your business.
Well, just so you, we're doing the work out there.
No, no, I'm not in the same way that you guys are.
No, we're doing the work out there.
And with these here vacancies that are going away, I mean, we're still going to do the work.
We're going to find a way to get it done.
And we also, it may take a little, I mean, that's what I'm, that's what I'm, that's what I, that's why I'm asking these questions.
Because when you say you're going to find a way, you guys are not going to get that, that impact is going to be on us.
And we don't want you to have to really struggle to find a way.
These questions are actually here to kind of help you.
So we want you guys to be honest about these, these cuts, because, and I'll get to one when she calls me for my questions.
That's why I'm getting these, these, what's this phrase I use, point of information, because I don't, I've been listening to a lot of different testimonies by different departments throughout the years.
And I don't think you guys are honest with us about what you need to do your job.
And those of you guys that work with me, you know, I can, I'm extremely, for lack of a better friend, kind of anal with my work.
So I need to make sure if I'm getting on you to do the job that you actually can do the job.
And if you can't, I want to be there to help you.
So that's why I'm that's why I'm chiming in on here.
So I don't know if before you break, I don't know if Sam wants to add that.
I've got Sam still.
So I just yeah, no, and I think your point's well taken.
And that's why I said to the acting commissioner Turner earlier, you know, with the with these positions that have been cut,
I know they're still sort of working through what the real impact is going to be.
And as he's sitting through in the department, sitting through all of these hearings, if they figure out that actually they need these positions versus those positions,
I feel like they should have the ability to do that, to at least make the case for this is going to help us to not have or to mitigate the harm to service.
Right. So I want to let Alderwoman Nugent, she's been very patient from all the time burgling that's been going on.
And then we're going to break for lunch. So you are up.
Thank you, Chairwoman. No one's ever called me patient before.
So I think that's that's really lovely.
You know, first, Commissioner Turner, nice to see you.
And thank you. You've been very helpful even before you came into this role.
You've always been really lovely to work with. So thank you for that.
And everybody up in the box, you've all taken questions and calls and traffic studies and calls about costs and spitballing ideas.
So thanks to everybody up there. I just kind of wanted to start with a point that I think about a lot.
And I'm going to pick on Alderman Riley, not because he's not here, but I use him as my example all the time.
You know, all of our wards, we all represent roughly fifty nine thousand people in change.
But if you look at the size of a ward like Alderman Riley's, it looks like a postage stamp compared to the thirty ninth ward.
And we did some calculating. I have over 70 miles of roads in the thirty ninth ward, 70 miles.
And they look rough, not because of you, Commissioner, team, but just there's wear and tear on them.
And when you look at the menu for a ward like mine, if we're all getting about a million and a half and I put five hundred thousand to participatory budgeting,
that leaves me with less than 10 roads a year that I could do.
And I know that Mike Drake and others might say not right number, Sam, but I roads are about seventy nine thousand and change.
And then when you take curb cuts at twelve thousand five hundred each, I'm a lawyer, not a mathematician.
But twelve thousand five hundred times a plus seventy nine thousand is about a hundred grand a road.
So I I am always trying to find partners and help with our roads.
But I would just my point would be any help we could get to help us with infrastructure, particularly in the wards that are geographically larger.
I would welcome because I'm really struggling if I can only do about eight roads a year.
It's just not enough. And I will say your team, Commissioner, is excellent.
Like I go to them and I give them the list of roads that are just horrific and say, tell me which ones are caving in this year to tell me what to help me rank them.
But it's it's a tough pill for a lot of my constituents to swallow because it just looks rough.
So that is just my point that when you compare sides, sizes of wards and the amount of roads we have again, we have 70 miles.
The one thing I do want to bring up is the 311 system says the average completion time for pothole filling request is about seven days.
We aren't seeing seven days in the 39th ward.
Like, what is the average? What is the average?
For potholes is twenty one point two, three days.
OK, so then I'm going to have to you said twenty one, twenty one.
Twenty one. So then my next question would be, how can we speed that up?
OK, yeah, because like our pothole crews, they're they're like flex crews.
So it takes they're doing other options, other things like many speed bumps and other small construction things.
So when it's time to do like potholes, we wait till we get like a big trunch and then we may switch over based on schedules.
Generally, we do potholes at the beginning of the season after the freeze stall cycles are completed and then in a temperature gives above a certain level.
And then we switch them over to do the speed humps and ATOs and everything else, the smaller concrete concrete.
I mean, asphalt and concrete work.
And then we may switch them back, depending on what the numbers look like.
So then also just some of these here potholes that we've been witnessing is some of them probably need to be resurfaced.
So it's more than just potholes, too.
Sure. So, I mean, that's something that we're working on, but we can.
That's that's how we do our potholes.
So, I mean, it's more.
I mean, I guess I look for a ward like mine and I can't afford I can't afford to pave the streets.
Um, pothole pothole patching is the only remedy I have.
Um, so anything we could do to expedite that.
And I guess if if the average is 21 days, why is 311 saying seven?
Like, why don't we just be honest with people?
Like, I.
I think people are better equipped if we're just truthful with them.
Like, I would just recommend we be honest because then they're just going to call and yell at us.
And we have to, like, explain it out.
I just I think Chicagoans can deal with the truth.
Yeah, it's maybe something we can look at with the 311 system or to address the SLAs.
Okay, I appreciate that.
And I'm willing to work with you guys on any ways to work with other partners to get more streets paved in 39,
pothole patching, anything to make the conditions a little better.
We're we're right on the border of Lincolnwood and the roads get wider and they're awfully smooth up there.
And I want to keep people in the 39th Ward and I want them to live in Chicago and be here.
So I want to work with you guys to keep people here.
Thank you.
That's all I have, Ms. Chairman.
Madam Chairman.
Thank you.
I am patient by the way.
President Pro Tem Nugent.
Thank you.
It is just after one.
We're going to stand at ease for a lunch break.
We'll reconvene at 2 p.m.
Right back here.
Thank you.
I'm supposed to do that.
Thank you.
Thank you.
Thank you.
Thank you.
Thank you.
Good afternoon. The committee will come back to order.
We're still with the Department of Transportation. Thank you all for being with us.
We're going to start this afternoon with Alderman Gutierrez.
Thank you, Chairman. I know the last question, Commissioner, was about the patholes and that in the system, there are seven days to get them done.
Apparently, it's 21, 22 days to finish them.
But we have a running list of patholes in our 14 ward that has not been completed yet.
I'm just worried. Many of those were requested since April, and it's been 180 days already, and they have not been completed.
I know the asphalt company is about to close.
I'm just worried that I know your department and your members are really busy in many other projects,
but I just wanted to, again, advocate for that too, for those patholes to be patched prior the winter is here.
Sure. Yeah.
We can work with you on that list because that's a little concerning to myself also,
but we can definitely have our Deputy Mike Drake and also our Managing Deputy Sam to work with you to get that list down.
Yes, because some of those patholes back in April, they were bad.
But imagine six months later, they're now bigger, wider, and deeper, right?
Right.
So we really need to get them done as soon as possible.
We're going to take a look at those and work with you to get them done.
Or if it's all.
Also, probably take a trip and see what they actually look like, because it could be an item for a menu for resurfacing or something along those lines.
Yeah, I didn't want to bring it up in the budget system, but I was like, I think it's needed.
It's an urgency that our constituents, and it's not fair for our constituents when we don't have those answers.
And the only answer we can provide is we're working on it.
You know, the department, it's aware they're going to get to it, but then it's not happening.
So please.
Right.
That goes back to our communication process where we can, you know, you can reach out and communicate.
We've been doing the escalation.
We've been reaching out for updates.
I know you guys are busy, but I think we need just to get them done, please.
Okay.
And another note, I also wanted to also mention and ask, what's the coordination between our department of CDOT with those contractors that do projects in our ward?
Many of those times, the question I want to ask this, because many of the times they do a sidewalk or any repairs, sometimes with menu, a lot of the construction barricades are left behind, right?
They don't pick them up right after, a couple of days after when the cement is dry.
And it's a hazard sometimes for our community, especially for pedestrians, kids and families walking in our sidewalks.
Some other times, you know, they're just rushed out to the street and they're in danger for our drivers.
And oftentimes, I need to be asking my superintendent of street and sands to go pick them up.
And I think we need to have a better coordination within projects and with construction companies and in-house projects for that not to continue to happen.
One thing I can say as far as like a communication package, we do have our right-of-way inspectors that should be visiting your office on a weekly basis and also driving your ward.
My managing deputy, Sam Alexander, is, you know, overseeing all the communications with the ward.
And so we'll definitely get that taken care of and get that addressed.
So, Sam, you would like to add anything?
Yeah, Sam Alexander, managing deputy.
So, we have put it into place and we're actively working to enhance it where the public way inspectors are to, one, do their inspections based on permits.
Permits are the jobs that are active in the wards that they go do those inspections.
And all things that's construction related for the right-of-way inspectors, they're to address, whether it's barricades, whether it's signage, whether it's, you know, aggregates that's left in areas, and report that back or get that cleared up.
And then that allows them the tool to inform you of, you come in, your staff, hey, what's going on in this area?
We've been getting complaints.
They can vet that out to you right then and there.
If there are things that they don't know, they can go to their supervisors.
The supervisors can go to the liaisons.
Listen, the liaisons are the ones that have the planned work that's going on in your wards that can inform you, and we're going to do a better job at communicating all aspects of CDOT to you.
Yeah, but then the question here is to, so then what's the timeline?
So, they do a project, they put the cement, they leave those barricades.
They're supposed to come back, what, in three days, four days?
What's the timeline?
So, once, if it's concrete that they're pouring, there's a cure time that the barricades need to be in place.
Once that cure time is done, then the contractor, if it's an outside contractor, the contractors are responsible for picking up those barricades, backfilling, and cleaning up those areas.
Okay.
If it's inside, we have folks that's inside that are project managers for in-house construction that are supposed to be out going around making sure that all of the construction debris barricades are taken up in a timely manner.
Okay.
Yeah, because it would be a good reminder for all those contractors to remind them about that timeline and those responsibilities they have, not only to leave it to the constituents to report it or to the inspector, right, our public way inspector, to go and be able to see that that's happening, right?
I think it's important for the contractors and in-house to complete the job as it is, right, because at the end, also those barricades are broken, and then, again, people are like, well, the money is all right there, broken, and they can use them no more, you know?
And especially if they're – then it's when they say we paid this with our taxes, our taxes are broken right there, and people get upset, you know?
And the inconvenience and the safety, it's the priority.
So if we can continue to remind our contractors and in-house workers to get on it and do better, I will appreciate it.
Yes, and through infrastructure, we will message that out to those contractors, one way or the other, whether it's through the inspectors or through the office.
That's when they are picking up their – or applying for permits.
We have that narrative actually written in our permits.
Oh, okay.
Pertinent information.
Oh, great.
I didn't know.
You need to adhere to that.
Good.
All right.
Sounds good.
Well, thank you so much.
Again, thank you for all the work you guys do.
I know it's a lot going on.
Sorry I had to mention this, but we just need to follow up and get it done.
Thank you.
Thank you.
Thank you, Alderman Gutierrez.
Next one, I have Alderman Walker-Spain.
Go ahead.
Members that are here.
I don't think all the members got to go yet.
Thank you.
Top of the list.
Oh, I'm sorry.
I thought those were non-members.
My bad.
Okay.
Chairman Mitchell, you got anything?
Go ahead.
You're up.
Thank you, Chairman.
Yeah, no, I got it here.
All right.
So let me just jump right in.
So I think, Craig, you're getting an unfair shake today.
You've only been active commissioner for a little while, so some of the things on a higher level, we shouldn't be holding you for that.
But before that, you had been first deputy for a year, at least a year.
Yes.
Okay.
So I'm going to kind of look at you from that lens, and I'm going to start with, you know, and I asked the same question, the budget.
What instructions did the budget department give their department heads?
In your case, CDOT, with regard to creating efficiencies.
So what instructions, if you can give me a real brief on what they told you in the instructions?
Yeah, when we met with the budget office, we understood it was a tight, it was going to be a tight budget season.
So, you know, we have to look at our budget and make the best decisions to kind of streamline and make our efficiencies more efficient.
And then we have to look at our vacancies, and the ones that, you know, that's been out there for a while, we never had that body count anyway.
So, I mean, we have to – so pretty much we have to look at ways we can make strain lines, strain line our budget.
So –
Okay.
So, kind of skipping a little bit, but you just mentioned some of those jobs that had – I mean, job position that had already been out there.
Were there job vacancies that had been out there that you guys had been trying to fill that ended up getting cut?
Yeah, we have a couple positions.
Like, we have a traffic engineer's position.
That you guys were trying to fill?
Yeah, we've been actively trying to fill, not getting a lot of applications and not any valuable candidates.
And then now, going through the exercise of creating efficiencies, that position is on the table to be removed.
That's correct, yes.
Okay.
Honestly, is that in the best interest of the department?
Well, I mean –
Is that in the best interest of the department?
If we can't – I mean, we have to look at other options to, you know, to fill that service that they're providing.
So –
So you're going to have to pivot now.
You're not going to fill that position, but the role of that position would go to somebody else or some other position?
Or – yeah, so how would that look?
Well, I mean, we looked at the positions that were vacant for the longest, obviously.
So – because those are the ones we're not filling.
No, no, I get that.
What I'm asking is, if there's a position out there that you guys are actively filling, which means – that means you want it, you need it.
And now, through this exercise, that position is no longer available, is that –
Well, if it's a position that we haven't been able to fill, I mean, there's a good chance we won't be able to fill it.
So, I mean, we're – it's going to be still sitting here vacant for a while, if I use a traffic engineer.
We've been trying to fill that position for the longest.
So, therefore, if we keep it on the books, it's still going to be vacant.
So, I mean, to be efficient and, you know, and do our part.
Yeah, so –
So, we're talking about efficiencies for the 2026 budget, but, like, this is something that just popped up.
Oh, let's look at vacancies to create efficiency.
But in the perfect world, efficiencies should be taking place all year round, all the time.
We should look at that.
So, with that said, what efficiencies were you guys working on in 2025 that the –
progress of and if any of those those efforts are being derailed now by the efforts of the 2026
budget no um that's a false statement no no i'm not i'm asking saying like deficiencies we had
you know when i first got here it was in a pandemic we had the same amount of you know
vacancies and and we did the work we got it done so i mean we can do the same thing with this here
what efforts was taking place in 2025 from an efficiency standpoint from an efficiency standpoint
i mean we were uh that's the basic just the things we've been doing i mean as far as resurfacing
roles and uh doing our scheduling over at deo i mean we might we know not the job the efficiencies
you guys create work we're trying to create i'm not following your question sir so i i think what
what he's i think he's going back to where i started from a little earlier where what types of what types
the thing was things were the department doing to either get more work done in a in a shorter
amount of time or you know do the same amount of work with less resources so let's is that okay
we utilize um overtime for that so to do different type of projects but this year we monitor our overtime
to make certain that we're using a lot of utilizing our overtime smartly as i stated in the uh mid-year
budget hearing that you know we started just giving out overtime like saturdays workers every saturday
guess what's going to happen so so so do you do you think that overtime create use the uses of overtime
was a result of certain jobs that were not have not been filled um the use of overtime is to expedite
projects so that we can move over move from different places so if we're working on a project
where we need to we can finish up early and mobilize into a different area or move to a different one
we'll use overtime for that that's what we've been doing this year you know from 2024 to 2025 i mean just
look at our um overtime numbers so i mean it's more just being efficient on that front because if we
start working overtime and these guys are uh or our employees start getting used to working on
saturday they're going to take monday off okay and then we lose our efficiencies because and it's
going to cost more money because we're paying overtime to hit our baseline okay all right um one you you
you you guys lost uh dan burke yes what position did dan book for help or dan burke hold excuse me
what position did he hold he held the managing deputy position for engineer over over engineering was
was he did the purview of bridges and roads fall under his his purview yes he's not asked that because
people have bought that up today so that was under dan burke is that position still available that
position is still vacant yes okay are you so you i'm assuming dan had a lot of knowledge and he's
been with the department for a while is that not having him there are we as a city kind of filling the
filling his void filling we have we have great employees that see that we have an zang over there
that's um our deputy of engineering and then we also hired a new bridge engineer um his name is arseline
he is doing phenomenal work for us so he's leading our bridge efforts right so if a position like the
one dan burke held is is is removed that's that's okay with c dot no we won't fill it no because i need
that position that's that's okay and that's not on the chopping block though i i okay i got it okay um
somebody said did i just want to get clarification is there a such program called the trip and fall
program is it an official program called trip and fall um not that i'm aware of okay it was a
rhetorical question it is not a a program called trip and fall and i wanted to put that on the record
because you say there's a trip and fall program that opens up liability for the city in my opinion
so i wanted to make sure that that was there's no official program called the trip and trip and the
trip and um trip and fall program a trip yeah so um just so i know how many positions were were
identified for reduction total i heard 31 and then ottoman harris told me 100 so how many how many has
been you talking about that was totally removed yeah um in one second and with that total i would like
to know the value of those positions with the with the with the with the dollar amount for those
positions would be i don't i don't know if friends will be included but but the dollar amount of that
no the fringe no the fringe wouldn't be included in that calculation or at the departmental level no
right there's 98 positions and we can give you that information through the chair okay 98 positions
the value of those positions and just like the question i just asked here were any of those
positions in the process of being filled or efforts to be filled and are now on the chopping block
i want to know that all older yeah um i have to pass it over to my deputy of um of um
administration deputy shirkai
you can actually give me that through the chair because my time is running i wanted to make sure hit
hit um one of the concerns about also removing vacancies is and i'll see it in in the numbers
is lower level positions that will accommodate the hiring of new staff so we have a a bench in order
to relay that that uh intellectual capital of the older guys like sam and grand and line and some of
these other guys to these new people is that part of the the efficiency exercise considering that
because i know people are moving to a retirement and we would hate you know we would hate for these
the the the infant the knowledge of these guys to get away without imparting it on to the younger
or newer people well when i was over at del when i first got there we went through a massive
retirement where a lot of knowledge left the building and we overcame that with the with the
engine with the alignment that came underneath them so i mean we've done this before so i'm not
concerned with that let me be clear so you you said that you were able to get past that with the newer
people is that what the with the people that was working underneath them yes okay if and i'll move on james um
no you you uh no you you'll get some loud you this you're the committee chair so okay um so
in in in in in from from your first deputy lens i'm not holding you as the commissioner lens as the
first deputy lens and you when within that year and it's also experienced from bureau of electricity
because i know your background do we in your opinion do we have that bench that we could do the
exact same thing that you just described in the bureau of electricity now in city c dot as a whole
do we have that bench yeah we have good engineers we have that bench ready we have engineers in our
department that are ready to step up who need it we have an zang over there who's exactly that's my
point right there i got it point you have people that she's that's worked on and is already ends there
anne's been there and she was under under birth i got that i'm talking about guy people that started
off like you when you were an engineer started off like sam start off like everybody that that we could
get at a lower salary but we can give them a whole road to develop and and also that road be paved with
the intellectual capital that exists with the older people to get those guys two years three years down
the line that that's what i'm that's what i'm looking at i mean we have again i'm gonna have
to use anne again and use myself i'm at the department also i'm still an engineer and i like i would love to
practice engineering also and pass my knowledge and experience down so we do have you're helping me
with my answer but i say but we have people that's underneath i will concede so that c dot has a lot of
people that that that that know what they're doing i want to my managing deputy alexander want to say
something oh okay sam alexander managing deputy so it was talked about the engineering position and
the commissioner was explaining that that was one of the positions that was going to be cut and the
reason is the reason that we couldn't fill it in the time that it's been out there is because
the engineering position is a very difficult position to fill across all spectrums okay so we were in
talks of possibly changing the way we look at it and getting civils to meet what you're talking about
that they can come in at a low rate and get a year here in one section get a year here another second
and elevate into okay those engineering roles okay so if that's what you're looking okay yeah we have
been discussing that okay was and i know you came from a different department a different role but was
an exercise like that also taking place before the instructions for the 2026 budget that's something
we'll have to discuss yeah good afternoon chairman um to some extent yes i can speak to the divisions
under my supervision like traffic safety um as sam said you know we had a very difficult time filling
signal engine
you
Yeah, because traffic signal timing, it's like so specialized, not a lot of people go into it.
What we did in last year's 2025 budgets, we converted a couple of engineering technician four, which is, you know, aimed at what you're looking at, but just there's not the labor pool into coordinating engineer two, which is a much higher title.
Yeah. We've had more success hiring that type of coordinating engineer two, people who are looking for more public sector management and leadership experience.
So that's one example I would say before this budget of looking at the labor force realities, the staffing we have, who we could realistically get and what candidates are looking for.
You know, we've gone to like the trade happy hours and things like Institute of Transportation Engineers and talking to people.
That's how we found our bridge engineer and really reach out to understand if there's a gap between what we're offering as a career at the city and what people are looking for to come here to the best we can meet them.
Okay. Thank you for that.
Can I say one? I didn't say managing deputy commissioner position was being, it wasn't on the chopping block.
Right. I just want to, I'm just trying to make sure that we do have the legacy and the knowledge to pass on to the younger engineers.
Yeah. That's in our organization for elevation.
Okay. So with the budget director gave a whole in whole instructions and how she looked at things.
Was that communicated any way to the budget as far as we're having a hard time with the labor pool?
We having a hard time identifying, got people with specialty.
Was that communicated as well?
We met with the budget director and the budget team.
We were in step with them, trying to work with them and explain all our issues for all, for any reductions that were made.
So we did explain like the traffic engineer, five or four position is a hard position to fill.
And what was the response?
She received, I mean, she took our advice or took our recommendations about those.
Okay.
So, I mean, we work with the budget department.
Yeah. I just, I, that's numbers.
You guys are engineers and actually boots on the ground.
So that's, that's why I'm concerned about that.
What, what is, what is, what is arguably the three most important departments for the city of Chicago?
CDOT, streets and sands and water.
What do they look like in three, five, seven, 10 years?
And that I'm concerned about that because I, I want to make sure that we keep up with the world.
So, because our neighborhoods have changed, our needs have changed, infrastructure is antiquated, a lot of things exist.
So that, that's what I'm concerned, concerned about.
So.
I look forward to working with you and kind of.
Oh, you're not going to well.
Excuse me?
I'm working with you.
Yeah, yeah.
I thought you said you wasn't working.
No, no, hold on now.
No, that, that's why I wanted to separate, you know, I don't want to put you on the hook for something that you shouldn't be on the hook for.
Oh, we can work.
But as first deputy, you have seen some things and I wanted it from that lens.
And, yeah, so I, I'll, Leo DeFloy, Jason.
He's giving you some special dispensations since you just got here.
So, well, we, we'll work through that.
So, uh, Alderman Cardona followed by Alderman Sposado.
Thank you, Chairman.
Thank you, uh, Commissioner, well, first deputy commissioner Turner.
Hopefully you'll be the commissioner.
I'm, I think you should be the commissioner.
So, but thank you for your team for being here.
Uh, I have a question.
My question is for going back to Alderman Mosley when it comes to, uh, parking disability.
What is the, so if the people who are using the parking disabled, uh, spot when they move and when they leave, why does it take so long to get it taken down?
Okay, um, that's a good question and I'll pass it over to my managing deputy, Sam Alexander, for a little bit insight into this.
Sam Alexander, managing deputy.
So, with the relocation, um, the constituent is the force that guides that.
So, they have to put in or make the request initially and then it has to go through a process of, uh, through finance to see if all the fees have been paid.
If there's a valid, uh, disabled, uh, location down to sign management to have those locations, uh, relocated.
Uh, once we get them, we expeditiously relocate the signs based on, uh, information given to us by finance.
Okay.
Okay, but why does it take so long?
There's, I mean, it takes like three to six months for this to happen while, you know, our residents are complaining to us like, hey, they moved.
You know, how do we know that the constituent applied for a relocation or not and things like that?
Because it's taking way, way too long for, for this to, to be processed and to be taken down.
Once, once we get the notification, we move to relocate or remove the signs.
And I don't know, and I can't speak to the constituency to say that they initiated the move or if a resident is saying that someone moved that actually has not.
We have had cases in like that as well.
I, I understand that.
But when we ask the request, it comes through our office and then, you know, we talk to finance to double check to see if they renewed it or not.
And they haven't renewed it.
Again, it takes three months to six months to get taken down.
Is there a communication between finance and you that has to get better or, you know, because, I mean, it just takes too long for, for the signs to come down or them to get relocated.
I don't even know if they ask for another relocation, but the signs are there too long.
And, you know, everybody knows parking is, it's, it's, it's a necessity and it's really hard for people to park on blocks, you know, anymore because everybody has a car.
So, is there, is there a communication problem between finance and CDOT that has to get better?
I mean, could you give me, could you give me that, your opinion on that?
Alderman, can we, you know, we probably need to look into this matter a little bit further and get more details to do a little bit more investigation, work with the Department of Finance, and then we can get a resolution or answer to you as to why it's taking longer, because it may be something, some other things that, that we're missing.
Okay.
I'm going to switch off to Pajos.
Everybody's talking about Pajos.
Um, why is it, and I know we, you and I had this conversation, Commissioner Turner, like, um, on 301, it says seven days, and then it's more than seven days.
Now you say it's 21 days or 22 days for it to be processed, but there's times it's more than 22 days.
So, and then we see that there's this, um, this, this big, long gap.
So, it's like over 30 days, 30-something days.
I mean, my question to you is, how are, how is your crew for Pajos?
Do you have a crew from the north side, a crew from the south side, west side, east side?
How many people are, how many, um, labors do you have on that team as well, or how does, how does that work get divided?
Okay.
I, um, I explained earlier that the Pajos clues are flexible crews.
They do multiple projects.
So, therefore, when it's, uh, we focus on potholes at the beginning of the season, at, well, at the beginning, after the wintertime, after the temperatures rise above a certain temperature above freezing, and then we'll hit the potholes hard then.
And then throughout the year, while we're working, uh, doing menu work and other work across the ward, uh, delivering capital improvement projects, if the numbers get high, then we'll send a crew over there.
You know, we'll take up, um, uh, uh, uh, uh, speed hump crew that's doing, they can put them back on potholes, or we get a down crew, so we'll, or we'll, or we could put a crew together.
So, I can, uh, pass it to Mike, uh, the Deputy Commissioner Mike Drake to give you the breakdown of what the crews look like and, uh, and provide more information.
Thank you, Mike Drake, Deputy in-house construction.
Uh, the city, we divide our labors amongst five districts, and with construction season and resurfacing crews going out during the months of April to December, uh, our numbers of labors are reduced for pothole crews.
Um, we do try to keep a minimum of two to three in each district, which services, on average, 15 wards.
And given any special events or, you know, like we have marathon, uh, detail that we have to do, we have neighborhood events that, uh, they do get pulled off.
and we try to manage those along with the workload of the CSR system in a timely manner.
But, yes, we do realize our response times are a little slow come the end of the year here,
and we are working to get those improved.
Okay.
So regarding that, there's a 3-1 system.
They say potholes close, but when you go back, there's still a pothole.
So how do we confirm that the pothole was filled through the timely manner?
Because I've seen it several times already that the system says close, but when I go back, there's still a pothole.
So I think is there a way we could think of it?
I know we talked about this, Commissioner, giving them iPads to foremen because as soon as they do it,
they could close it off or still keep giving them the technology at the time of the foreman when they're actually out there
because by the time they get into 3-1-1, it's probably a couple days, three days, seven days,
and, you know, we don't know for sure if the pothole was actually filled or not.
So are you thinking of a way of using technology to give to your foremen so they could close the 3-1-1 system out once they fill the potholes?
Yeah.
I mean, technology is definitely the way to go because there is a lag between the time the work is done
and the work time is input into 3-1-1, and then you have the human error, which is, I believe, in your instance that we looked into.
It was the wrong ticket was closed out.
So if we're, like, using an example over again at DEO, when we're out there working and the crews are closing out tickets,
they have to be next to the pole.
It's a proximity that checks and makes sure they're at the right location, one for installing control nodes or fixtures,
and that eliminates that error of being on the wrong block or somebody just closing tickets just to be closing tickets.
So it serves as a safeguard, as a part of the guardrails that we can institute, you know,
if we were able to, you know, move forward with this here.
But it's something that I'm definitely thinking about, using the DEO model as an example.
Well, I hope you use it soon because we're definitely in need for that.
But, you know, I just want to thank your team.
Every time I reached out, you guys have been, you know, there, especially Department of Electricity Art, Mike Drake,
also Ambrosio, and Mike Flores.
You guys have been great to my residents in my ward.
Also, Molly, who has been great with, you know, working with issues that happen between my ward and my colleagues next to me that share.
She's been very attentive to it.
But you have a great team.
I wish you guys the best.
And thank you for your time.
Thank you.
Thank you, Alderman Cardona.
Next, we'll have Alderman Sposato, followed by Alderman Napolitano.
Thank you, Chairman.
Good afternoon, Commissioner.
Good afternoon.
Congratulations or condolences on the promo for now.
But hopefully, if it's something you wish for, you get it.
I think you're well-deserving of it.
You certainly worked your way up the corporate ladder for doing good things.
And it seems like since you've been a commissioner, I never bother you anymore.
When you were in charge of lights, I seemed like I called you a lot.
But maybe it seemed to me like it was a lot, but maybe to you it wasn't.
I don't really have much to say.
Everything's been said.
I'm not going to be beating dead horses around here or anything like that.
But I will say one question just came up, but piggybacking off of Alderman Cardona and something that Mike Drake said,
that we have five crews or five districts with two crews for each district, which would mean we have 10 crews out there.
So my question, you don't have to answer it now.
You could work with your team and see if this works or whatever.
Is there a possibility that if there's 10 crews out there, you could give a crew the five wards and then five of us,
for example, Napolitano, Nugent, myself, Gardner, Cardona, could share a crew.
Then we could work things out between us if things come up.
Just something to look into in the future.
We would share the five of us.
If you have 10 crews, we would share that crew.
We each get it a day.
If somebody had an emergency, I could take it two days.
Anthony could take it two days, something like that.
So you don't have to answer that now, but just something to think about.
And it made me think of what Mike mentioned about five districts, two crews for each district.
I do have one question.
Oddly enough, a constituent called me and asked me about this yesterday, and it's something that I'm not even familiar with.
And mobile surveillance cameras, do we have those?
You know what those are?
No.
Okay.
This might be a suburb thing.
Somebody asked me about it.
They said their block would be willing to pay for a mobile surveillance camera in the vicinity of their block and the streets around or whatever.
So I could talk to you or somebody offline about that.
This may be a suburban thing or something like that.
I didn't know that we had these.
I know what our cameras are.
And certainly our cameras, citizens can't pay for that, right?
I mean, we would have to pay for that out of our menu, right?
Like, let's just say some businesses in my community, let's just say Irving and, you know, Austin, they say, look, we want cameras there.
I'm like, sorry, I can't put up.
They say, oh, we're willing to pay for it.
Can they pay for it?
Surveillance cameras?
Yeah.
I mean, that's probably a better question for, like, OPSA or OEMC.
Right.
Okay, good enough.
I'm just wondering.
Somebody asked me about it.
I never heard of these cameras he's talking about.
But that's it, Commish.
I know you always forget people.
So you guys do a great job, as far as I'm concerned, considering the circumstances.
I do know the answer to the sign thing.
I mean, that's just we don't have enough signs and enough people to do the signs and everything.
But that's really about it.
I say I don't call you a lot for one reason.
That's my liaison, my CDOT liaison, you know, Len, and usually the only guys I ever really call, I think, is maybe Sam and Mike.
You know, it depends on what time it is.
And I don't think we request a lot of signs or something this time of the year.
I know Mike's busier than a one-legged man in an ass-kicking contest.
But you're doing a great job, buddy.
So, but with that, just appreciate everything.
And that's it, Chairman.
Thank you.
Thank you.
One-legged man.
Okay.
All right.
We've heard that before, huh?
I have.
I'm just not in this setting.
That's all.
Alderman Sposato raises a point.
We've been getting requests for flashing stop signs and flashing, like, crosswalk signs.
Are those, but in the past I've heard something about traffic regulations and those not being permitted.
Is it now that they are permitted?
What is the department's position on those flashing traffic signs?
The department of paying on that is those signs are more expensive than the regular signs, more maintenance.
And also, if you pay for them out of menu and a car takes them out, they're gone.
If there's a warranty issued, then we can work with that.
But if they're in an accident and it's a lot of money for these signs, like the wrapping, flashing, beacons and everything.
Excuse me.
I think once they're taken out or an accident happened, then that's it.
And then, all right.
Okay.
Now, so let me just, are these requestable, if that's the word, under the menu, similar to sidewalk?
These signs are becoming, I know we do the crosswalk signs as well.
Are these signs able to be requested under the menu program?
Currently, no.
What would it require on you all's in to make that happen?
Well, we have to make sure that the body understands what I just explained.
When they get knocked down, that they're gone because they're quite pricey for putting them out.
And then also, I'll pass it over to Mali Samadi for more information.
Hello.
Mali Samadi, Deputy Commissioner.
These signs are okay in terms of following the federal guidelines and the standards from MUTCD.
However, the issues that we are concerned about is that if these signs, some of them pops up somewhere, right,
we are afraid that drivers may not follow the ones that they don't have flashes.
And then, as Commissioner mentioned, maintenance is going to be an issue that, you know, that we don't have right now means to.
Okay.
Okay.
All right.
No, I just raised that because it is something that's continuously asked for.
I know years ago there was one conversation, but nothing transpired since then.
Alderman Napolitano, you're up, followed by Alderman Robinson.
Thank you, Chairman.
Good afternoon, Commissioner.
How are you today?
I just got a couple of quick things.
I know my colleague, Alderman Scott, had brought this up prior, and I hope that it's a point that we can kind of hone on because it is 2025.
And I think you guys would be on board for it as well.
All we talked about in the past is, you know, moving from this paper system more to a day.
Dashboard system through CDOT would be ideal, and what I mean by that is when we request our engineering, looking at streets like that, you guys do an amazing job.
We'll never discredit it, but it'd be great to have it in a dashboard per ward where you can go in and say, hey, 7,200 block of Oriel, you guys engineered it for me.
Here it is.
I can click on it and activate it that I want it to be resurfaced, or you could show in there as well that it's got a moratorium on it because when you have to go through all the paper constantly,
and you guys, like I said, do a great job, but when you regenerate those engineering streets or projects, sometimes we lose other ones because it's like your cash can only hold so much.
So I'm hoping that we can push towards something of that in the future as well as to be able to bring in when your ward has state funds coming towards you or county funds so you have acknowledgement of it,
and we know, hey, there's a state fund in here, there's county fund in there, because sometimes we don't even know that our representatives have given money towards our wards for stuff.
I know that's when we're talking deficit and we're talking budget, it's kind of not the right time to be asking for this, but we've been hoping for this for years.
So I'm hoping that it's somewhere in your vision for CDOT would be awesome, sir.
Yeah, one thing I do want to point out is we do have dot maps.
Dot maps is awesome.
I don't mean to cut you off.
Right.
But dot maps sometimes changes quickly, whereas when you see something in there, you go back in, and then it's gone, and I get it because you have moratoriums and things change.
I'm talking just for street purposes, when you ask for about 10 or 12 streets to be engineered on top of the ones that we already have engineered,
it'd be great just to see them in a box, click on them, and go from there and probably make your department's life a lot easier, too.
Actually, I'll pass it over to Jay Kalia, because we do have some tools that we've been, you know,
We do offer, like, dot maps training and more stuff that we're, you know, offering to counsel.
Jay Kalia, Deputy Commissioner, Division of Infrastructure Management.
Yes, dot map is a tool that they can use it, and they have, we could have slide the dates back and forth to get the history of it.
If the project is there and now it is moved to the moratorium, you'll be able to do it.
For that, we're doing another training for all automatic staff, entry level and advanced level, next Monday.
I hope that all that, everybody get the notification, you could sign up, and we will train them what, how do they get the history, what is that, how does it look like, everything in there.
And we are always looking for comments, like a dashboard is a great idea that's in our mindset to be future enhancement,
to provide a dashboard for automatic office to see what's there coming in, in the picture.
Yeah, I think dot maps, my office is on dot maps constantly.
I think it's great.
Where I'm looking more to is when it comes to our streets, and we're engineering them and picking them,
because sometimes when you go on a piece of paper or sign it and take a picture of it and send it back to the office,
stuff gets lost, and it's, no, I can only imagine how many of this is coming through to you guys,
so it'd be easier just to see it like in a computer system.
So that's just one thing I'd like to see in the future.
We keep talking about vacancies here, and I think we're, from our side to your side, where we see this,
I don't want to say disconnect, because I love your department, and like I said a couple minutes ago,
I can't imagine the workload that you have with the requests from us and the requests from just residents.
Your job in your commissioner's seat is to work your butt off and get as much as you can done with what you have to do it.
And our fear on our side is when we see or hear these vacancies, like when I hear these vacancies,
how many of those vacancies are labor vacancies, just the labor position?
Our labor base, I don't have that number consolidated that way, but we can get that number through the chair.
But I just want to make one point is the vacancies, we have vacancies forever,
and we've been getting the work done and doing what we have to do.
So we're getting the work done.
So I understand your concerns, but the vacancies are never filled.
They were never there.
I'm going to agree with you there.
I mean, you guys are getting the work done, but what my fear is, and I think a lot of our colleagues is,
it's an extremely large workload that's put on your department to get this done.
You're never going to sit up there and say, we're not going to get it done.
It's not going to happen.
You're too good of a man, and you have faith like we do in your department.
But where we look at it is when you see jobs 15 or I should say 12 years ago that were done quicker
because there was a little bit of a larger workforce, and then now that we're missing individuals,
we have vacancies, that it is a little bit longer, and that's where we get the complaints on our end.
And our job is to tell them, hey, our CDOT is working their butts off.
They're trying to do everything they can, and we know that's the truth.
But to say that we have vacancies and we're going to get it done without them, that's a noble thing to say.
From our end, we want to see a lot of these positions filled so that it's a little bit easier.
Maybe you don't have to go into the overtime, that the rate of attrition isn't unfair a couple years down the line.
If people are moving to different positions or retiring, now we're just low, we're really low.
So I don't need you to respond to that because you're a good man.
I know your job is to get it done.
I get it.
But our job is to wonder on the back end if we're going to have enough workforce for these jobs as they get bigger and stronger.
Another question I have, are we looking outside the box?
I've talked about this many times over the years, and I know it draws questions for environmental purposes, but we're talking about potholes, which is one of the biggest complaints that I think you guys see in the streets.
Are we looking outside the box for synthetics or resins or, I mean, we're told that our street shelf life is five to seven years.
And I know all of us as witnesses, sometimes you see it go in five years, and it's no discredit to see that.
It's just Chicago.
It's a bit of this material, water, ice.
It's going to break it up.
I mean, have we ever pushed towards, is there a synthetic out there?
Is there something that we can add to that that gives us, instead of seven years, gives us ten years' life on these roads?
Well, I mean, as you pointed out, we are in the Midwest where we have to freeze thaw cycles, which is something we're always going to have in our lifetime.
So it's, I mean, utilizing, you know, we do the best we can with the materials, but, I mean, we're always looking for other options.
We, you know, with the green streets, I mean, green alleys, I'm sorry, that's a different material.
So you have to do pilot projects.
We just can't, you know, we have our engineering group that's over materials testing or the quality control.
They're looking at different things.
I mean, we're always looking at it, and we also follow the lead of, like, IDOT, use a lot of their mix designs and everything.
So we're constantly, you know, we're looking for different ways to be, again, efficient and, you know, and looking for ways to make the roads last longer and safer for everyone.
I hope we still push through, because I've been asking this now for about 12 years, and I'm told that it's still pretty much the same mix.
I just, to get five years out of a street, seven years out of a street, is not cost effective.
Our potholes go pretty quick, too.
I mean, is there ever talks, I know that we're talking about manpower and having people on the streets.
Would it be more cost effective if we squared out our potholes or circled out our potholes before dropping the mix in and rolling them?
Whereas now, because it's so time, you know, constrained that it's drop it, tamp it the best you can and move on to the next, because there's so many of them.
Is there any type of different way we can do potholes?
Well, the way you just described, it will be, it'll definitely slow down our efficiencies.
So as far as filling potholes, we use, like, the different cold mix patches that's been proven to last.
So, I mean, but it's still, we're in the Midwest again.
It's just a freestyle cycle.
And, you know, if we can solve this problem, then, you know, we'll be writing, getting a Nobel Peace Prize or something, a Nobel Prize.
I think it's a lot easier than that.
I think it just comes down to what we have to work with in the long run.
But I got to tell you, your collector street programs, your green alleys, your sidewalk programs, which are phenomenal.
Absolutely phenomenal.
I got to tell you one thing about your department really quick.
As far as complaints that come in every time we call this crew here, they call some of our residents personally and talk to them.
And it makes it a heck of a lot easier coming from a department than it does from us, which I got to cheer on your crew for that.
As far as who we deal with.
With Len and Mike Drake, top-notch, you know, I'm not here to discredit your department at all.
I'm just wondering how we could do things better and make it better.
And like I said, it's easy for you to say everything's fine because that's why you're in that position.
We can get through this.
But it's our job to find how we can make it easier for you to say it's fine than, you know,
and I can only imagine what your calls are like on your department side.
So God bless you.
You know, find a way that we can make this easier, even if it has to be offline.
We can make your job easier, make their job easier.
Please let us know what we can do because there's got to be a way.
All right.
Thank you.
Thank you, Chairman.
Thank you.
Artemis, I'm going to call you Sposato, Napolitano.
Next, you – actually, you both have on glasses today.
If you had a beard, you guys could pass for one another.
Napolitano and myself, I know.
Oh, okay.
All right.
Very well.
Alderman Robinson, you're up, after which I think we've got all the members in.
We'll go to our non-members.
Chairman, thank you very much.
Commissioner, I think that this has been stated already.
You were thrusted into this role, and I just want to commend you for taking the baton and running with it.
You and I have had some tough conversations with contractors that have not left the ward in the best shape after working on a project.
I mean, I want to commend you for getting on said contractors to do right.
For whatever reason, folks think that they can do what they want to do on the south and west sides and not do that in other communities.
And I want to commend you for nipping that in the bud.
So thank you very, very much.
It still seems to be a struggle as we look at our main streets filling potholes, which is a big part of our responsibilities.
How can we streamline the process?
How can we get other folks that are also city departments to tie into this as well?
We have the water department.
We have streets and sands.
We have all these different departments that ride these streets every day.
How can we make sure that if they see something, they're reporting it as well?
Is that happening now?
We rely on ourselves.
We rely on our citizens and things still happen.
But we also have city folks that are maneuvering around our different communities.
And it would seem to me as though we all work together.
We can kind of nip a lot of this in the bud.
Lastly, I want to thank the gent that's sitting next to you.
I had an issue with a resident that could not get in her home as we're putting bike lanes on Indiana.
And to be able to go to this citizen who is not mobile and say that we're going to address that is a big step.
Big, excuse me, is a big thank you to your department because that's the work that we should be doing every day.
And to not have it tied up for weeks or months, I want to thank your department for getting on that because that was a big issue that my office has been trying to resolve.
But back to how we can figure out as a city how to streamline our process with just the condition of our roads.
Thank you very much.
You want me?
I can address or just make comments about what you stated.
As far as like the contractors cleaning up across after their work, I appreciate your call and because that is an issue is it's not Southwest is across the whole city.
And I didn't do it.
I relied on my team.
I contacted my deputy of engineering.
And, you know, because to your point, yes, there is a contract out there.
Somebody should be watching over and we have people that should be watching over.
So we're making these people accountable for making sure that the contractor is doing what they're supposed to be doing out there.
It's because I work.
I was RE for the Southwest.
I mean, I'm sorry.
It's Far South District when I was on the private side.
And we stay active, drive our work sites and monitor the work sites, make sure everything was safe before we left.
And that's what I'm instilling back into our team, that we need to get back to making sure that these individuals that we are paying or firms that we're paying to be the eyes and ears of CDOT to make sure they do what they're supposed to be doing.
And that's what we did in your award on that particular day.
And to your point about, you know, city agencies reporting, and we work hand-in-hand with water and DSS, Streets and Sands, we communicate back and forth about helping each other out and assisting each other to make repairs.
Or if they see something, they'll let us know, or if water needs help, you know, they have a broken main or something, we can get out there and remove a light pole if necessary.
So the key thing that you stated that I want to emphasize is working together.
That's the biggest thing.
It's just not only the city departments, it's everyone in the city working together to make the city a better place and a more safer place.
And as far as like on Indiana, that goes back to what I was saying earlier related to we can design, plan, but when it's time to do the construction, it may be something that we didn't see.
We probably never known that it was a person with mobility issues out there.
And so, therefore, we get out there like, oh, that's a problem.
We need to make a change.
And that's what we did.
So it's not like, you know, we have to show empathy, you know, to our residents.
So, and that's what we've done in that situation also.
Thank you.
Thank you.
We will now, I think I've got any members that we've missed or haven't had their first round.
Okay.
We're the non-members, starting with Alderman Hopskins, followed by Alderman Wilkerspeck.
Yeah.
Thank you, Mr. Chairman.
Chairman, CDOT and Commissioner Turner, members of the team.
I'm going to start my comments with some praise, some well-deserved compliments for some members of your team that we feel are outstanding public servants.
Their interface with our office and with my staff goes over and above consistently day in and day out.
Len Eloise, Frankie Rollo, Lenny Leno.
You know, you guys are just doing a great job and we really appreciate it.
So my praise is directed individually.
My criticism will not be.
It's not my intention to single anyone out individually here.
I do have some rather harsh criticism, as you probably can guess, based on the other Northside Alderman.
But I want to make it clear that this is not too direct at any individual, certainly yourself, Commissioner.
You haven't been in the big chair long enough to be personally accountable for a lot of the problems that we're talking about.
And I recognize that.
But it's your job now not just to take the heat that you've been taking a fair amount of today, but to find solutions for this.
You know, this is not just about some sort of a public accountability measure.
This is about what we can do to fix the problems associated with what is currently going on on the Northside of Chicago.
And let me let me preface it by this.
Do you know the last time the circumstances that we have today existed where you have four major spans over the Chicago River that are closed for lengthy periods of time?
Those four spans, of course, being Lake Street, Halstead, Chicago Avenue in Cortland, four spans over the river in approximately a two mile stretch that were closed at the same time?
No.
You might guess never, right?
Actually, thanks to our research friends at the Newberry Library, we did determine that the last time it happened was during the Great Chicago Fire.
So to put some historical perspective on it, this is unprecedented in modern times.
This is not a routine construction project.
This is one of the most significant impacts that you can have on the population of the Northside of Chicago in particular.
Now, the anger that we have heard from as aldermen in the last couple of weeks, that is unprecedented as well.
And you heard my colleagues talk about that.
I can tell you, Commissioner, no one disputes the need for this work.
Look, everyone understands the condition of the bridges and the necessity of maintaining them and repairing them.
The people in my ward just went through two and a half years of Webster Street being closed down.
We all just went through the Jane Byrne interchange.
That took, what, six years?
The Kennedy, three years?
We get it.
I mean, we totally understand.
We're going through the same thing.
We're going through the same thing.
We're going through the same thing.
and we don't need to be reminded that maintenance has associated with it a certain amount of
inconvenience. That's a given. This is different. And this is why the anger, even the rage that
we're hearing from residents about the missed appointments, being late for school, late for
doctor's appointments, having it take 90 minutes to go to the grocery store when it should take 20.
We're hearing these stories over and over again. It's the lack of coordination with IDOT because we
closed the Cortland Bridge when we knew the Ontario and Ohio feeder ramps was going to be closed.
And yet we did it anyway. And we closed these spans without a regional congestion mitigation plan
that is absolutely essential. It's not too late to do it. We should have done it before.
Better late than never. What would such a plan look like? Well, at the minimum,
it's going to have a construction moratorium on the alternate routes, all of them.
Just in a recent meeting with your staff, we informed them of a fiber optics project that
is scheduled in the coming weeks on Clybourne Avenue. That must stop. We can't allow that
to go forward. It should include parking restrictions. It should include signal retiming
and rephasing. It should include identifiable locations where traffic control aid should be
during the peak hour periods. It should include increased enforcement from CPD. All of these things
are obvious. And I'm sure there's other things that you and your capacity as an engineer might think of
that that I haven't thought of. The point is, it should have been done months prior. It should have been
in place for that communication campaign that you referenced, where you did send out news releases.
And by the way, we helped you with that. We tried our best to communicate in advance to the residents
of this region what was about to happen. We put the word out. That doesn't change the fact that the
current conditions are untenable. I've never seen anything like this as a lifelong Chicagoan. I have never
experienced this level of congestion. And it has a cascading effect. North Avenue backs up Clybourne.
Clybourne backs up Webster. Webster backs up Fullerton. It just goes like dominoes. It is the entire
region. It is a quality of life issue. People are furious because their quality of life has been severely
impacted by a negligence of your agency, sir. There's no way around that fact. It is inexcusable.
It was a major failure. And again, it's not my point to go on a rant here. It's my point to implore you
and beseech you to fix this problem. In the coming days, you're going to hear from my colleague
representing the North side. We're going to be asking you to present us with a congestion mitigation plan
on a regional basis that will include all of those things and that will help us get through the next
Alderman Hopkins. Let me finish. No, no. Is there a question? Alderman, Alderman, please.
You talk five minutes. Is there a question that you have for the commissioner?
I was presenting my question, Mr. Chairman. That's a hell of a question.
I'm asking the commissioner. What is the question? Can you do? What is the question?
The question is, will the commissioner provide us on an expedited basis with the regional congestion
mitigation plan that includes those elements that I mentioned, parking restrictions, construction
moratorium on all the alternative routes for this area, traffic aids, increased enforcement, and signal
retiming and rephasing as indicated by the two years that this bridge closure is going to last?
Okay. That's a fair question. Commissioner?
Thank you, Alderman Hopkins. Again, I understand the frustration. And we will work with your office and
all the other affected aldermen. Just try to come up with a plan to mitigate this traffic. I mean,
as you stated, these bridges, they need to be done. They need to be scheduled out, need to be repaired.
So, yeah, so we will, you know, work with your office and also Riley and Alderman Burnett and
everyone just to try to come up with something, because it is a traffic nightmare. Because like you said,
it is a lot of, you know, east-west streets that are closed. And so we're going to work with you
and try to come up with a viable solution.
Are there costs associated with a potential congestion mitigation plan, like the traffic
control aids, that could be folded into the cost of the project? Because I know budgetary concerns
are going to be raised by this. Can we look at that as well?
Yeah, we have to look at the, we have to see what's available, what are the options,
and if there's a cost associated with it, try to figure out a way to get it funded or
whatever it is to make sure we try to mitigate the traffic as best as possible.
All right. And in addition to that, a potential reduction in the timeframe for the Cortland Bridge
project in particular, is there any possible way to identify additional monies that could
be allocated towards reducing that two-year time period? You know, working nights and weekends and
overtime, things like that. Has that been studied? And can that be looked at?
We can look into what are the options to expedite, if any are available.
All right. Thank you. Thank you, Mr. Chairman. That concludes my questions.
Thanks. Thank you. That was one question. All right. I want to recognize non-member
Coleman is with us today. Also, non-member Rosanna Rodriguez-Sanchez is also with us today.
Next up, my apologies, I had Alderman Taylor up, followed by Alderman Walkerspeck. Alderman Taylor.
Thank you, Chairman. Can you hear me?
Yes, we can. Please proceed. So I'm going to say it because ain't nobody else going to say it,
but it seems like since Tom and Alonzo have left, CDOT has not been the department that it's normally
been. And let me say why. I've never had to wait long to get potholes filled for holes. I've never had
to wait to get signs that have been knocked down put back up. And there seems to be a problem with
communication with other departments. So on 55th, between King Drive and Calumet, there was a huge
hole there, which turned out to be a water issue. Somebody from the department stuck a cone in the hole.
So I don't know who brilliant idea was that, but that made no sense because then people just started
rolling over the hole. I don't have the same amount of communication with the liaison that I had with
Zoe. A person who come at my office every other week, let me say this, Sam Alexander and Sam
Alexander the third. I see the third at least twice a week. So when I'm calling him about holes,
he comes, he puts them in. It's taking way too long to fit it in. You all had a conversation about
these vacancies. How long have you had these vacancies? Excuse me, the vacancies that are
being eliminated, we can provide that the durations through the chair. That's something y'all should have
because that's something that y'all want us to fight and advocate for, but you're asking us to
fight and advocate for positions that we don't know whether you all try to fill or not. Can y'all
talk to me about hiring and people in CDOT because do y'all have a hiring plan? Are y'all reaching out?
Where are folks who are working from CDOT coming? Yes, we do have a hiring plan and we work with DHR
to execute our hiring plan. Through the chair, I want to see it because those are never conversations
that y'all had with our office. Nobody has ever called us and said we're having a hiring fair. Can
you spread it out? Can you send it out? And so while we're talking about all these issues that we have,
you all need to be communicating with us that y'all are hiring hiring fairs or that y'all need people
to hire. We need engineers. Through the chair, tell me where the majority of the people from CDOT,
where they come from. Are they actually Chicagoans? Are they actually people? Is there a program in
the city where we're molding young people to be in these positions? Does anybody know that?
Probably not. Next question. Commissioner, can you tell me what an alley key turn machine is?
Excuse me, what was the question again? What's an alley key turn machine?
It's a machine that carves the groove in the middle of the alley to direct the water,
the flow of the water. How many of those machines do we have?
Deputy Mike Drake. Mike Drake, CDOT in-house construction. We currently have one.
Yes.
Uh-huh.
One for the entire city?
Correct.
And we need those for alleys, correct?
They're not for all alleys.
It's just to correct some drainage issues.
Go ahead.
You were about to explain.
I'm listening.
It's not a machine that we use through the full part of the season.
It is a machine that with our inventory of machines, it goes between a 20-inch machine for our resurfacing and a 4-inch key cut to alleviate drainage issues at the beginning and ending of each year.
Can you tell me all today how many green alleys we've installed throughout the city, board by board?
I believe in the system were about 20 open SRs, from my recollection.
Can you currently send through the chair all the SRs that you all have for this year?
Yes, we can do that.
Can you all tell me what happens when a minority construction company doesn't have African-Americans on the site?
When an African-American company don't have African-Americans on the site?
No, we have sites in our community, and they're supposed to be MBE, MBWE, and they don't have folks that look like us in our community on the sites.
Who are constituents supposed to call besides me?
And if I call you, who am I talking to?
Oh, you're saying like the cruiser is doing the actual workout.
Mm-hmm.
Okay.
So, yeah, that's something we can try to work with our contractors to make sure that the makeup looks like, represent the people that look in the ward.
The M and WBE is the qualifications or the requirements is for just the owner of the company, just the required of their M or WBE.
How many CDOT vehicles is available for CDOT inspectors?
Okay.
I'll pass that question over to Deputy High.
So, let's go back to the previous question we were talking about, people that look, the jobs that we have in your community to make sure that people who work in your community look like you.
What we do track is making sure that we hire local residencies.
So, any local funded construction project, we make sure that 50% of that workforce is from that community.
Can we get a report to see that?
Yes, we can get that through the chair.
Okay.
Appreciate that.
How many CDOT vehicles do you all have available for inspectors, and how much do we spend on fuel a year?
We can get that answer through the chair.
But, as far as the price of fuel, we have to probably work with 2FM to see what that amount is.
Who's in charge of street studies?
Charge of – could you repeat that, please?
Street studies.
Street studies of things when you have accidents and some –
Oh, traffic studies?
Traffic studies?
Yep.
That falls in our division of project development with Molly and Samadi.
Is that a company?
Is that a person?
That's a division of side.
Explain to me like I'm a new person trying to figure out if I send you all to street study.
First of all, they take too long, number one.
And number two, with the things that they come back to, I'm expected to pay for it.
And so, I'm concerned about whoever is doing these street studies is funding.
I don't know who gets the money, but sometimes what y'all offer and what is actually needed on those different space don't seem to be working.
So, who does that?
Do we outsource that?
Is that a company?
Does it go into a computer?
Is it AI?
What is it?
Okay.
Deputy Molly Samadi.
She's an employee of CDOT.
And she's a deputy over the Division of Project Development.
Hello.
Is she there?
Molly Samadi, Deputy Commissioner, Project Development.
Yes.
Traffic studies are done by my division, Traffic Section Unit.
How many studies do you get a week?
As a matter of fact, who's the chairman?
All the studies that you all have gotten for the last three years for every ward.
I would just can tell you that we approximately get about 600 traffic studies from 50 aldermen.
How long does it take to get back those studies?
So, those are all depends on the study itself.
For instance, traffic study for schools, it takes a little more time because we have to send staff during the arrival in the morning
and dismissal in the afternoon to observe the traffic and come up with the...
Dr. Roman Taylor, this is Tiffany Blackman.
We met a...
Say it again.
I'm sorry.
With the...
Come up with the recommendations.
So, schools normally take some time.
And we have to meet also with principals and find out what are the issues and work with your office, of course.
Because I have some street studies for two schools that are taking forever that I still haven't gotten,
that I'm still getting complaints from those schools about traffic, and they're on the main street.
How is...
This question is, Commissioner, how much funding are we losing because of the White House administration?
Alderman, I could go ahead and contact your office and get more information to provide there.
Okay, because we send in street studies all the time.
And that one for, what is it, the new Wadsworth, that's on 67th Street, that's across the street, from the cemetery.
I've been waiting for that since I've been in...
Since I...
It got remapped in my ward.
And it just got remapped in my ward in the last census.
And so, haven't heard anybody, haven't gotten any signs.
Nothing has come back.
Same with the school, Emmett Till.
It's on 66th Street.
It's on Marquette.
It's always traffic.
We put the little radars up there.
That is not slowing down traffic.
I'll get back to you, Alderman.
Thank you.
Mm-hmm.
White House administration.
All right, Alderman Taylor, you reached your first 10 minutes.
Is there anything quick, or do you want to sign up for round two?
How much do we outsource?
That's my last question.
Thank you, Jeremy.
Okay.
All right.
How much of the work do we outsource that is not CDOT?
What was it?
Okay.
We can get that answer through the chair for you.
I ask that question every year.
Every year, y'all tell me y'all don't get back to me, and I don't get it.
Thank you, Chairman.
Thank you.
That is a very fair question I think you all should have an answer to as it relates to the amount of work that you guys are not doing and outsourcing.
And it's our hope that somebody between here and there can get that answer before you all leave today.
I hope you're not here much longer, but you guys have been here a while.
But I think that's a fair question that you guys should have the answer to at this point.
So, Vice Chair?
Just to clarify the request that's going to the CDOT here, I'd like to just further clarify.
I'd like to see the list of projects that are done by contractors broken down by project type and then in-house construction.
So, I think we're very interested to see what's being done internally and externally and who's doing which position or who's doing which jobs.
Thank you.
All right.
Alderman Walkerspeck.
Thanks, Chairman.
Actually, one of my lead-off questions, so that's been answered.
But the reason I was going to ask that is looking through just this year of contracts for CDOT, you can add up many of the construction companies, but also the design teams.
And we see it on a frequent basis.
And I think it's not to say that they don't do great work.
I think they do.
All your staff does working with ours to get things rebuilt or fixed.
But at the beginning of this hearing, you were talking about understaffing and the amount of people that you need to get the job done.
But when you look through all the contracts and you can go back another year, you can see how many tens of millions we're spending on that type of work.
So having that breakdown would be great, hopefully within the next week.
Alderman Taylor, Alderman O'Shea brought up the issue of safety around schools.
And I had a question on that, but if you can provide it through the chair, do you do a proactive safety assessment around all of our public schools and the adjacent crossings to make sure that our children are able to reach schools safely, especially when we've had a reduction in crossing guards?
So you can put that through the chair.
I think a lot of questions on utility cuts, CTA pads.
We values that, CTA pads.
So, ETH, ETHT, ETH, ETH!
And it's not that you can provide that darum, thank you to us who are to us because we've got a good coordination, thank you so much-
And the scope of repair that we're seeing that needs to be done versus what gets done from private contractors and utility companies, utility companies, you guys did a great job a couple of years ago, bringing them into the CIP meeting so that they could hear from us about what they need to fix and fix better.
But I think we're still missing – we're really missing the boat on private developers who do damage to 30 or 40 feet of a street or an alley and get away with doing maybe 20 feet of repairs, leaving everything around it for us to either fix with our menu funds or later on with CDOT repairs to either the commercial or arterial corridors.
So that's more of a statement that I'd like to see us do a better job around how those are repaired and the scope made a little bit wider.
Early on today, also talked about the issue of scooters, divvy bikes, and e-bikes.
And a lot of us have had some pretty serious issues with, obviously, sidewalk use.
But one of the big issues that's really come up, and maybe you can answer this question, does CDOT intend to change law and e-bikes that we changed several years ago when e-bikes were – I mean, they've been around for over 100 years.
But there was a proliferation maybe 10, 15 years ago, and we said, okay, they were able to use the bike lanes.
But now we're seeing e-bikes that are the size of motorcycles that are nearly killing people that are trying to walk across the street or are cyclists who are using our bike lanes.
And you can go out any day of the week, any minute of the day, to see the abuse of the bike lanes and, thus, the crosswalks from these people that are motoring down our sidewalks or – I mean, our bike lanes.
Could you maybe touch on that?
Sure.
Actually, I'm going to pass that to Sean Wydell, our deputy over at Citywide Services that oversees the divvies and the scooters.
Hi, Sean Wydell, deputy commissioner for Citywide Services, Alderman Mugsbeck.
We've been working with – a little bit with Ride Illinois, which is a statewide advocacy organization.
Specifically on this issue, we've started some conversations around e-motos.
That's kind of a different class.
It's technically not even an e-bike.
It doesn't fit within our current class system.
So we've been having conversations.
There is some movement around state legislation, so we're tracking that really closely.
Obviously, we're not proposing anything at this time for the city, but we'll be tracking that and probably mirroring something in the future if something goes through at the state.
Yeah, if you come to some conclusions on that in terms of policy about where we should go, I know there's at least three different levels of e-bikes.
It is just extremely dangerous out there.
Seniors are talking to us, especially where we've had new bike lanes go in on Belmont, and they're being – you know, they're talking about near misses.
They cannot get out of the way.
Kids cannot get out of the way from these, essentially, motorbikes.
So whenever you come up with a policy position, I think we'd like to hear it, but I think it would be a general consensus among aldermen that something needs to be done quickly.
So I appreciate you working with Ride Illinois on that.
Let's see.
Let me hop over to a couple other things here.
I think the issue of the consultants doing infrastructure, percentage of staff doing it, percentage of projects, in-house versus consultant, that would be very helpful.
So if we can get that when you can, that answers a lot of other long list of questions.
Finally, I would say, you know, on the bridge issue, that's a tough one.
We've had a little bit back and forth with your staff on the new closure, and, you know, it's very difficult when we have to remove all parking on one area where there's virtually no parking
to kind of fixing to kind of fix the issues that have been created by a closure of four bridges.
You throw in the highway work, ramp work, private work, and the phone calls are not fun at the office, the emails, and the face-to-face that we get that we filter before it ever gets to you guys.
So I think my colleagues were likewise frustrated.
We need that bigger plan to how to address these issues if we're going to do these major closers, along with what IDOT is doing.
And IDOT doesn't move at super fast-paced either.
You know, if you look at our viaducts in those areas, the cleanup is subpar.
Their contractors have done damage to ADA ramps.
And I think that's just something we'd like to see a broader effort, if you could, to make sure that all those affected areas look at safety first,
which I know listening to your staff over the years, that is always their top priority, although it might not come across that way to a lot of the people that we're working with,
with our constituents.
So I appreciate you listening to that and taking all of us seriously as it comes up to these possible amendments or changes that we could make.
Chairman, I think I'll send everything else through the chair that I have, and I appreciate the time that they're taking here today.
Thank you.
Thank you, Alderman Walkerspeck.
Alderman Cruz.
Thank you, Chairman.
And I want to start off, Acting Commissioner Turner, I want to start off, before my questions and expressing my concerns,
I want to express my gratitude to your department, having working very closely with people in the box, but also not in box.
But I want to start with Mike Drake as being a great partner to my office and my team and always answering our calls and addressing things that we have.
So thank you so much for the help that we receive from you, and also for others, you know, with Vic's department as well, Brad, David Smith, who have been great partners in keeping our pedestrians,
a bicyclist, and a motorist safe.
Thank you so much for the work that you all do.
Others who are probably not in the box either, but Mike Flores as well, Anthony Pesenti, Pindasso, and our public way inspector, Kevin Cartwright, who is also very attentive to our calls.
And, of course, my menu liaison, Jerry, for the great partnership and support that we have.
So I just want to start off by, again, expressing my gratitude.
It is a tough job.
I know we have a lot of different requests, but it is important for us to show appreciation that we have.
With my questions, and if you have already answered this, I apologize, but welcome to Budget, where you will have to answer the same question over and over.
But let's talk about, you know, what the administration has asked for departments is to do more with less.
I'm a little hesitant about this with this specific department, but tell me more about how much was the cut?
What is the dollar amount that you have the savings for this upcoming year for your department?
The variance between 2025 and 2026 is $5.1 million.
$5.1 million.
And I know you said earlier, like, you know, with the vacancies, we'll find that a way.
Like many other of my colleagues, I'm extremely concerned about how.
What will be those ways when we look at it, you know, the average days and times that it takes for some of these requests, it is pretty high on how long it's taking.
And with a $5.1 million, you know, again, savings for the department, which it will come down to efficiencies, it is pretty scary on what will that be.
So with a $5.1 million, there is no cuts to the department?
Are there any cuts to that?
Yeah, I mean, we have vacancies, 98 vacancies that were taken away.
Okay, but nothing that full-time positions there, now they're going to be eliminated.
Right, there are vacant positions.
So let's talk about these efficiencies.
I know that you have been asked a lot, but give me one or two that you think, like, that will help us.
What are some of those efficiencies?
Some of the efficiencies, like over a division of electrical operations, is the technology aspect of it, where we have efficiencies of our all-outs are being repaired a lot quicker.
Because before we used to have to get somebody to call in an all-out, we have to send somebody out to go verify it as an all-out, and then they bring the paper back, and then we have to schedule it.
Now, with the technology, we can look at our light management system and see that the lights are out.
We got red lights there, and then it's also confirmed with a visual from the residents, so we can get that scheduled a lot quicker.
So do we have that technology now, or are we looking for fire?
We are using it, yes.
For how long have we been using this?
It's been a few years now.
But we already have it.
So, you know, again, so what are some of the new efficiencies that we're looking at?
Some of the new efficiencies is looking at our SRs and probably in grads.
or looking at them so we can group them together, do tighter routings if we can,
and just looking at our mobilization, how we can mobilize our crews out in the field
to keep them in one area long enough because mobilization is a time that kills our efficiencies.
And so even with, like with our streetlight repair crews, routing them closer,
maybe we can do, you know, look at different ways to route to get more efficiencies out of our crews
and reduce the driving time.
Okay.
I think this upcoming months are going to be critical to analyze those efficiencies for next year.
But I'm moving on to the in-house construction work that we talked about
and how could this possibly have an impact.
I mean, in-house construction is critical to everything we do from potholes
to resurfacings of the streets.
So, again, that is something that I want to sound the alarm of.
We will be hearing more from our constituents, and then we'll be passing out to all of you as well.
So, you know, one of my colleagues say, like, let's be honest.
As if taking, you know, this cut or saving this amount of money, it will bring more work.
Like, you sure, I'll be saying, like, let me push back a little bit and say we need this type of funding.
And I believe I only heard it from one person in your box where she was very passionate about, like, hey,
we need these positions because we need to pay our vendors a certain amount of time.
So, that is really something that you have to analyze because, again, that will come down to us.
But let me ask you a question.
When it comes to the collector streets, is there a number or how is the criteria of how many collector streets each award receives per year?
The collector program, again, is a program that is CDOT-led, and it's based off of a formula based on the payment conditions,
the MOPEC index, and a lot of numbers.
So, we rank them, and then we spread it out across the city.
So, it's not like a set number for every ward, but it's evenly distributed.
I know some of my colleagues asked about some sort of spreadsheet.
It does break it down for, you know, how many each ward have you received.
If you all can share that with me as well, it would be greatly appreciated.
Another question regarding street resurfacing.
Typically, walk me through the process.
After grinding, once that is completed, how many days or how many weeks for asphalt to come?
What is the normal process?
Okay.
Well, I'll pass it over to our in-house construction deputy to give more details on the phasing.
But what I do know is the grinding, utility structures, adjustments, and then we come back and pave.
But he can give you more details.
Mike Drake, CDOT, in-house construction.
Typically, after grinding, we are, on average this year, 20 days.
And we do have our extraordinary long lead times in between grind and pave because of utility adjustments that are required.
The public adjustments need to be made.
Down the center line, CBs need to be adjusted.
Any kind of utility adjustments need to be done.
Trim work through the transverse joints along the gutter line.
Anything our large machines miss, that does take a period of time afterwards.
And, yes, you know, this year is abnormally long because of, through time, we have now encountered more utility conflicts,
water service issues that we work hand-in-hand with water department to try to streamline as much as we can.
But that being said is we still have – we do not want to try to pave a street that will still have failure points underneath.
So we –
Thank you for that.
And I do ask because that's something that we have noticed this year.
I mean, we're taking three to five weeks at times for the paving to come through.
And we have received a significant amount of calls about why it's taking so long.
So I do ask if it is because of utilities to contact me so then I can also work with those agencies to try to expedite that
because taking three to five weeks is definitely a long time for the repaving to happen.
Also, when it comes to the sign assignments, for example, like a loading or standing zone,
before my public wait inspector used to take care of that, but now I got to send it through our shop department.
And why was that change?
And are we saving time?
Like, walk me through the purpose of shifting that responsibility.
Well, this goes back to our communication plan that we're putting together,
that it will go back to either the ward liaison or your sign inspector, and they will take it from there.
So that's the way we're rolling.
And so that's the new –
So you're going back to how we have had it before or –
Yeah, I didn't know it was ever changed, but –
It did.
And now it caused, like, some delay on some of those requests because, you know,
you went from somebody who typically did it to somebody new.
And so I'm glad to hear that.
What else?
And just I want to address the whole pothole situation.
I know I have worked on this before, and it's a whole seven days.
It's not taking seven days.
Again, if it says seven days, then they come up to us and say it's not.
It has been for a very long time.
I addressed this with 311 in the past.
And pretty much just said it's just a system, and they can't change it.
It's really hard for me to believe that we can't change a system to put a more realistic time frame than seven days.
But I know my time is up, but then I want to appreciate the answers.
Thank you, Chairman.
Thank you, Alderman.
We'll go to –
Is Alderman here?
Is he not here?
Okay, we've got Alderman Person, Manna Hoppenworth, followed by Alderman Coleman.
Thank you, Chairman.
I want to start by saying thank you to your team, Commissioner Mike Drake, Bill Higgins.
Bill, I know that you did double duty, so we really appreciate your work.
Ivan Malek, our public way inspector.
For coming to the ward, for speaking to our constituents on many issues, especially on Broadway and Argyle.
Brian Gallardo, for helping to take calls about all sorts of permitting questions.
Anthony Pesente and the entire sign management team.
Benjamin Toro, Toval Frazier, Victor Morales.
Anthony Ruiz.
You know, I think about the intersection at Elmdale and Glenwood where a woman was hit by a truck.
And really what the community wanted was action.
And signs, they make a difference in a lot of our intersections.
So thank you for that.
Dave Smith, the Complete Streets team.
And, of course, Molly Samadi and Vic Christian Murthy for basically everything.
Scott Valerio has been able to speed up our sidewalk fixes and our requests.
But I really, I see this as an equity issue since we have over 4,000 sidewalks in Chicago.
And our backlog is longer than the statute of limitations for claims.
And in our budget book, per the 311 reports for fulfillment time from January to September,
our sidewalk inspection requests are 11,553 with 940 average days.
So, Commissioner, can you help justify, you know, this number?
We actually looked at those numbers and we made proactive changes to get the numbers down.
So we're making progress.
The inspections are done.
It's just got to be processed and put into the system so they can get into the right bucket.
So we are making progress.
We put more people onto it, more like our staff assistants to do the data entry.
So we're making progress on those.
Okay.
Thank you.
And I don't know, but is that information available to the number of sidewalks we request that each ward has submitted through 311?
Is that?
We can run a report and get that to you through the chair.
Okay.
Thank you.
Yeah, because we have a limited number of menu money to use in our wards, of course.
And, again, I think it is an equity issue.
And I do think about Department of Forestry moving their tree inspections to a grid system.
Is that something that you have considered?
That's something I have considered to kind of work with streets and sands to kind of follow.
Follow that same process because a lot of the issues we find, kind of like the sidewalks, are trees.
So, therefore, you know, either going before them or going after them or something to have to work with Commissioner Stoller,
they kind of work to those details, again, to increase the efficiencies in our department.
So, this is something I have been thinking about.
Great. And then Alderman Anthony Cassata also mentioned the food delivery bots that are now in 11 wards as pilot programs.
And I did see that some of them are using video and using that data, sharing it with cities to share sidewalk conditions, for instance.
So, I hope that's something that you'll consider looking into also because we – I don't know.
I'm thinking technology can help with efficiencies.
How many – actually, how many inspectors do you have for sidewalks?
Sidewalk inspections.
I'll pass that to Ann Zhang.
How many inspectors do we have?
Ann Zhang, Deputy Commissioner for Engineering.
We utilize outside contractors to help us with the sidewalk inspections.
We can get you the exact number through the chair.
Do you have an idea, though?
I don't have the answer at the moment, but we can get you the response through the chair.
Okay. I'm just interested.
We have many, many sidewalks.
And, you know, how many inspectors are needed to cover the sidewalks that we have today?
And if we were able to make it more efficient using technology, what does that look like?
So, Edgewater is a cut-through neighborhood for DuSable Lakeshore Drive and the expressways.
And we really – we felt the impact of our traffic issues with the DWM's project on Ridge, and it just exacerbated everything.
Our ward, 48th Ward, is basically all a school zone.
We have many schools, and it's very walkable.
And so your team was really great.
I did not expect that to happen.
We understand, you know, this is not your project, but they only can do so much.
So I feel what other older people are talking about, you know, when construction happens, how is it that we are working together?
And I have to say that I was really not happy, you know, with the – I felt not prepared to come before my community and explain, you know, what was going to happen.
And we did the best we could, you know, me and the managing deputy commissioner also stood on Clark and Bryn Mawr during school pickup and drop-off, making sure that our school guards, you know,
because that is an intersection where a school guard was struck and killed, so we didn't want that to happen again.
And we did – we really did the best we could, closing off streets and working with every single department, including Streets and Sands, sending an alert to OEMC, like using all the tools.
But I really – I did not feel that I was adequately prepared for that.
Thankfully, it's over, but we're still hearing about it.
So I would like us to do better.
I would like us to do better, especially communicating with apps like Google and Waze because, again, cut-through neighborhood,
our neighbors know how to behave on our streets and pay attention to signs when they change also.
But people who are commuting, they just want to get to where they're going to go.
And I, on my bike, have followed many a car east to west to try to figure out their traffic patterns.
They're just cutting through our neighborhoods to get to where they need to go.
So is there anything that you could share about that project that you can carry forward to, you know,
comfort those that are going to go through more construction in the upcoming years and months?
Yes, that was a challenging project.
And as you mentioned, it was a water project.
And we worked with our partners to definitely try to resolve issues that aren't expected.
And it was a learning experience because one of the things I did ask Vic here is, like,
can we get in contact or meet with Google?
Google Maps to change the algorithm or how they route traffic because we see it across the city
or ride them through an alley or ride them down side streets.
And maybe we need to partner up with other larger cities that have the same issue and see if we can get something done
with the algorithm to keep the traffic on the major arteries across the cities.
So that is something.
I mean, it was unfortunate, but of course it is.
But it was a learning experience.
So we want to take the lessons from there and learn from it.
Thank you, Commissioner.
I wanted to just touch on your relationship with IDOT.
We have many shared IDOT roads, and we have a pedestrian hybrid beacon that the community has been asking for
for literally decades now.
And so can you speak on how your relationship with IDOT has been going?
And we would love to see that happen.
You know, it took many, many years to get pedestrian refuge islands on Broadway.
We're still waiting for a, you know, some kind of barrier to protect our constituents from the on-ramp
from DuSauva Lakeshore Drive to Hollywood.
Can you speak on how is it that you're working with IDOT to make things more efficient,
get things done, and to really protect the quality of life of our neighbors?
Well, the good thing we're working with IDOT now is we have my past colleagues, both of them,
my previous bosses are both at IDOT, and they understand the pains of CDOT.
So the relationship we're building, we're still working on it.
They're getting their legs underneath them.
We're trying to find ways, because a lot of streets we do the maintenance and operations,
but we're trying to, again, cut the tape and increase efficiencies to get things done,
because if we've got to operate and maintain it, we should be able to control, you know,
what's being done out there also without getting their blessings.
But, of course, they have to, they have their policies and stuff that they have to work through.
So it's an ongoing conversation, and we have a good working relationship.
Thank you, Commissioner.
And the last thing I will just add is I also am very concerned about the scooters and the e-bikes,
and I would like to be updated on those conversations as well as an e-bike user and also as a mother.
And I also am very concerned, and as a physical therapist, the rise of the number of kids that we're seeing in ERs is something that I would like to decrease.
Thank you, Commissioner.
Thank you, Chair.
Thank you.
Thank you, Alderman.
Alderman Coleman.
After Alderman Coleman, seeing that Alders, Tabaris, Gardner, and Lawson are not in the place,
we will then move to a round two.
Let's try to see if we can.
Okay.
Or we will definitely.
Hey, I don't have anything on my calendar, so I plan to hang out.
So be that as it may, after Alderman Coleman, I only had two second rounders,
which would have been Alderman Moore and Alderman Villegas, which are both here.
So our goal, we should be the streets of Sam within the next 15 minutes.
Oh, wait, I got more twos.
Okay.
Burnett and Dial.
Okay, I will add you all.
And you.
All right.
Go ahead, Alderman Coleman.
Thank you, Chairman Irvin.
You look nice in that suit.
It looks like it's from off Madison.
All right.
I want to shout out to.
All right.
All right.
Actually, I got off 63rd and Halstead.
Oh, you got it from Save-A-Lot.
You like that grocery store, too.
There was a place called Gold Mine back in the day.
I would like to first acknowledge our ward liaison, Marilena Toval, Malehi, Anthony,
and Alonzo Owens can never be replaced, but a son of Inglewood, Sam Alexander, has stepped on in.
And thank you, Commissioner, for coming by the 16th Ward and addressing some of the concerns we had.
When construction and resurfacing work is completed on the arterial streets, especially under VIDOCs,
what is typically the procedure or sustainability of those projects?
67th between Hoyne and Bell.
Under the VIDOC, of course, we have CXX and a lot of the, you know, transportation.
happening there that we all share, David and Derek,
but worked hard to get that under the Vidoc paved,
and now it's in shambles, and this was just two years ago,
and I paid for that out of menu.
I have to look at that and see what the issue is underneath the Vidoc,
because, I mean, if we resurface, was it the – I'm not sure the limits.
Was it, like, is this just the limits that we did,
or is this just a sunny divider if we did the –
So Marquette between Hoyne and Bell, and right now it has deteriorated back
until – I mean, we're talking just bump central.
So many tires have been blown out, so I don't know if it's because
of the trailer trucks from, you know, using that,
but we've got to come up with – I don't know if it's inspection protocol,
some quality assurance standards, some contractor accountability,
but to spend the money on that street out of menu only for it to divert back
into Pajo City under the Vidoc, there's a lot of huge senior home ownership
population there, and this had been the first time that street had been paid
in probably 25 years.
Okay.
And I don't, like, waste the money unless you're going to pay for it again,
commissioner.
Okay, but there needs to – I noticed that under Vidocs, the streets,
they deteriorate much sooner when we get them done.
So that's just –
Okay, yeah, we have to look at that.
Sam can make a note of that because of the –
Vidocs have a tendency to be the low points of the road where it collects water,
and then also you mentioned there's truck traffic over there that is beating up
the pavement.
So we can definitely take a look at that and see if that's – because the
resurfacing is pretty much just maintenance, but it could be a bigger problem.
So we can definitely take a look at that.
When resurfacing is planned, why isn't curb and gutters automatically included
as part of the project scope?
Curb and gutter, we do – with our, like, AR program, we do spot replacements
where we have bad curb and gutter, where we don't replace the whole stretch,
so we do an evaluation as to see what needs to be replaced.
Now, it's not based on aesthetics.
It's based on function.
So, therefore, we – it's very selective,
and we like to spend more money doing resurfacing on this roadway to stretch it
further.
So I get that it's not aesthetics, but it looks lopsided,
and sometimes it becomes public safety because if there is a new – I'll take
Loomis, for example, between 59th and 62nd – you know, 61st and 63rd,
beautiful new street, but when it rains, the water goes over the sidewalk on this
newly renovated street, so homeowners cannot park in front of their homes because they
literally are in 10 inches of – you know, well, not 10 inches, but their tires, the water
in their tires, they literally cannot even park outside of their homes.
So just wondering if there's some alignment, or can there be some type of attention to curbs
when we're doing our street resurfacing?
Well, hold on.
Let me jump in here.
This actually predates the commissioner.
There is a difference in the standard that the department uses versus a state standard that
is on – that we're able to utilize on local roads.
I think ultimately it is up – if you're using menu funding, it is up to the local alder
person if they want to do a curb with it.
Now, if it's state money being used, you have to do certain spot, curb, and gutter work
to go along with the street.
That was a decision that predates him and I think probably predates most of us in this
room.
I do recall that conversation probably in the early 2012 or so about a change and how that
was done.
And so just to offer some historical perspective to that.
I appreciate it, Chairman.
Sam, I'd like for the rest of our projects in 16 for us to start looking at the curb.
I mean, we're looking at them, but just making sure that we do the, I guess, complete scope
of work and including both because I'm experiencing that more.
We're getting the streets done, but the curbs are starting to look really bad, and I can really
tell it's bad when it rains.
Right.
I mean, because for a particular – like where you're talking, it could just be drainage
issues that where the cash basins need to be reset with the curb replacements to get
the flow lines reset to get the waters to the cash basins.
So resurfacing alone doesn't solve that problem.
So what the chairman just described as far as fixing the curves, that's where when we
put new curves in, we can set new grades, reset the cash basins, set the high points
so the water will flow properly.
Okay.
I would like to follow up on Alderman Taylor's concern regarding the Alley key grading machine.
With only one designated for the city, I think we should just challenge the efficiency of
the work being completed with this one machine.
Perhaps maybe there needs to be another, but let's just – I think that was a point that
sparked my interest.
So the Southwest side, specifically us, 15, 16, 13, 14, 17, I think 18, we got hit bad July
9th, August, July and August.
And there was a significant service request for basement flooding issues directly tied into
the Alley grading deficiencies, including the Alley center splits.
Given the challenge of this problem, has CDOT and Department of Water – are we coordinating
efforts to address the Alley grading and drainage program rather than operating in silos?
Because, you know, one will say this, and we're kind of doing this instead of – I mean,
we feel it because we're the middlemans on this.
We get all of the complaints, and sometimes it's hard to differentiate who do we call.
Do we call you, Craig, or Randy?
Right.
As far as, like, the – you know, the CDOT and DWM, we do work hand-in-hand with a lot
of projects because our water – our streets drain into their system.
Yeah.
And so there's coordination with the amount of, you know, what the drainage structures
are and everything as far as how much water can go into their system.
So there is coordination there.
But, you know, as far as – I mean, the storms that we've been experiencing these last few
years are, like, unprecedented.
Yeah.
And it's – and it's just a lot of water and a lot of – real quick.
So we work with the Department of Water Management all the time.
Well, in my next CIP briefing, I am going to kind of uplift Chicagoland and Marquette because
I've noticed that they were impacted repeatedly, like, literally within the month.
That we all share.
And there needs to be some type of even extra coordination of this area because they've
become kind of flood-prone for a reason.
And I would love for us to get down to the bottom of the why and how we can kind of mitigate
and do some type of healing because it hits hard.
I would want to double down a little bit on Chairman Hopkins' request for the construction
mitigation plan, something that is not long overdue but absolutely necessary when it comes
to some transparency.
A lot of times we don't even know that work is getting done.
And while it's great, it's an inconvenience.
And, again, we're getting the complaints versus sending them to, you know, CDOT.
And as grateful and appreciative I am of all the construction work, it will be helpful to
know I wouldn't come to your house without a phone call, you know, unannounced.
And so I would love the same respect for those homeowners, specifically seniors, and being
cognitive.
And for me, that's my case.
I know with Alderman Hopkins, total different scenario, total different side of the city.
That's it for me.
That's it.
Thank you, Chairman Irvin.
Thank you.
Okay.
On this second round, I want to try to get through these as quickly as possible.
I have Dow Lee, Noda Harris, Burnett Moore, and Villegas.
You have a second round question?
Okay.
We have questions, man.
Questions.
All right.
We're going to start.
Chairman Dow, go ahead.
Yes.
Hi.
Thank you, Commissioner.
I know I've had some communication with you about the 18th Street pedestrian bridge.
And so I've done some, since you sent me that email, I spoke to the Park District, and
they say they're only responsible for cleaning.
So I really need to figure out between.
To meet you guys.
See you.
you in the Park District, who is responsible for the care and maintenance of the 18th Street Bridge landscaping.
The lights are out across the bridge now.
I don't know if that should be done by Commissioner Rodriguez or I don't know where to go.
Right. We'll talk to the Park District.
And get this resolved for you.
All right. I need that resolved.
I need that resolved.
Then I just wanted to acknowledge Molly, who I did not acknowledge before.
She's extremely helpful to our department and Carl Schwarzer.
The jock, you still have jock?
Yes.
Have you used it much in 2025?
I can't pass this over to our Deputy Commissioner, Ann Zhang, on the jock contract.
Ann Zhang, Deputy Commissioner for Engineering.
Yes, we have used our – we recently was awarded the jock contract, so we've just started to use the jock contract for structures,
and we're looking to also utilize our flat work contract once it's online.
Can I get through the chair, a list of the jock contractors that were used in 2025, what they were asked to do,
the value of those contracts for the work that they were asked to do, and the MBE, WBE status if appropriate for that job for – from the people who were in that jock stable.
Do you plan to add anybody new to that?
We'll evaluate based on the needs and scoping of work.
But, yes, we do intend to use this contract, and we can get you that information through the chair.
Now, my question is, do you – are you open to adding additional people to the stable or additional companies?
We can – well, we need to work with our partners at DPS regarding your requests.
All right.
Before you close that, did you ask – I didn't catch this.
If you did, I apologize – utilization of the jock contract, or we had the – we know what jocks we have,
but what has been the utilization of those if that has not been requested as well?
I did ask for that.
I'm sorry.
I'm just – okay.
What they were utilized to do, what kind of jobs were they asked to perform,
and the value of those jobs and their MBE, WBE status?
So you're the new Dan Burke?
Not quite, but I worked – previously I worked under him,
and I've taken on a lot of his previous responsibilities.
Could you say your name?
It was Ann Zhang.
Ann Zhang.
All right.
Thank you, Commissioner.
That was her – that's her protege.
Thank you.
Okay.
You walked into that one.
Okay.
Alderman Burnett, followed by Alderman Moore.
Thank you.
Just following up on my line of questioning earlier,
it would be helpful if you can present to the chair or pass to the chair what the federal funding deadlines are,
if there are any for grants that we have outstanding.
That would be good to know.
One of the projects that I think is on the table for my award is the Division Street Bridge.
I would like to know when is that supposed to come online as a project?
As well as if we can, again, pass through the chair, what are the big projects that are supposed to happen through Department of Transportation
and when they're supposed to happen for the next two, three years, just so we know what that timeline looks like?
That would be super helpful.
And I want to talk about how CDOT is communicating with the Department of Business.
You know, since I've been sitting here, I've had three requests for small businesses who are concerned are directly impacted from Halsted and Chicago's closing.
So I know there's some type of communication you all have had to landlords, but these businesses are directly impacted,
and I would like to know what that communication pattern has been either through your other departments or to them directly.
Sure.
For that particular project, we do – actually, let me just pass that over to, again, to Ann Zhang, our deputy,
for that project and for the outreach portion of it and what was done during that time and if we're coordinating with BACP.
Ann Zhang, Deputy Commissioner for Engineering.
For the Chicago Halsted project, we had extensive outreach both during design and construction with the local stakeholders, including businesses,
and we are working with local businesses as far as access, and we have also had discussions with BACP
and we'll continue to work with them to ensure that the impact is not as great while the work is happening.
Okay.
It would be helpful if my team can be CC'd on that communication because they're coming to us directly,
saying they haven't heard anything from your department, which isn't helpful for us because we're all chasing each other's tails.
So, just, again, the line of communication, making sure we're on top of all, that would be great.
Following up on the line of questioning from my colleague, Alderperson Hoppenworth,
there's communication about Google and how we are dealing with a project in her ward.
You know, again, two days ago, there were one-way signs put up in Fulton Market,
and it wasn't communicated to our office to help inform folks anytime recently.
I know this was a discussion that happened six, seven months ago, but the issue is direct now.
And we're seeing people, I've had multiple screenshots of the geopath of folks who are getting directions to go down wrong one-way streets.
So, I want to ask, how are you all connecting with these GPS systems and what is the tech plan in order to make sure that these updates are happening more effectively
because this is a public safety issue?
Sure.
Yeah.
Good afternoon.
Vade Krishnamurthy, managing deputy.
Alderman, you know, as we heard about the Ridge Avenue project,
that really prompted us to renew our lines of communication with those third-party wayfinding apps.
They use their proprietary technology in how they route,
but they are willing to work with us to upload street closures and directional changes.
So, we've developed a protocol for Google, Waze, and Apple where we should send that information.
So, with planned one-way changes, those really on us in the sense that we have to make sure this system is more robust
and that there's coordination within CDOT between any signs we erect and those wayfinding apps.
With construction management and detours, we'll do the best we can,
but there's sometimes, you know, in-the-field type changes, right?
Oh, sorry.
Where the detour signs, the orange ones, are put up due to something.
We may not necessarily be as fast as we want to be with the apps just because those are, you know,
temporal types of things, but certainly on this issue in particular,
we'll follow up and make sure that's inputted into the apps.
Thank you.
It would be awesome to see going forward what that chain of communication pattern is,
where in the routine is it when you start thinking about these changes,
when they happen, and how early on are you communicating with these tech platforms
that people are so much so depending on in order to get it around our city?
Again, public safety issue, really concerning.
And the last piece, I know this was touched on briefly.
There's a plea or, and Greg, you mentioned it yourself,
that we need to start integrating technology more.
From our standpoint as a council, what can we do to help expedite some of those processes?
Have you started talking to consultants about how it's implemented?
What other cities are doing it in a way that might be going well?
What are the studies that we need to do in order to get this off the ground?
I mean, we just got to, I mean, we got to come up with a plan first.
I mean, a framework, what we can do, what's manageable,
or just come up with some framework first that involves talking with industry,
talking with the council, and talking with everyone to get a plan.
That's what we need to kind of work on before we start moving forward with anything.
So there's more discovery than anything, more just conversations for now.
Great.
Again, urgency on that piece, so I understand.
And I just want to say thank you, Greg, Sam, Victor.
My team loves working with you all.
You're a great asset.
I know it's been a long day, and I appreciate you dealing with my questions.
Thank you, Alderman Burnett, Alderman Moore, Fortabullo Alderman Viegas.
Chairman, just a couple more questions.
The smart lighting program is in full effect, correct?
Is that that last part?
The smart lighting program.
Yes.
Okay.
Then how do we deal with some of the – something's got to be going wrong,
because there's lights that are consistently out that's not being picked up.
Is that a reason?
Is that a reason?
Why? Because I'm finding myself driving around, or my staff driving around, and I have them driving out at night to identify some of these lights.
So why isn't the program picking it up? Shouldn't it be saying, hey, that this light is out?
I mean, Alderman, we have like 330,000 streetlights across the city.
So, I mean, it's lights that are out.
I mean, it does alert us that lights are out, but it's still a process to get them taken care of.
Even if we do like 1%, that's over 3,000 lights or 3,300 lights that are out.
That's a lot of lights to repair.
So, I mean, we're working through the process where we have our priorities that we, you know, it's the weather, accidents, and then all outs,
and then we get to the single outs and then the alley outs.
So, I mean, it's a priority, and we're doing a great job at, you know, monitoring the system, getting rid of the all outs and everything.
So, what's the average time then they should be on?
For the –
Just your worst-case scenario.
For the single outs?
Yes.
Okay.
I mean, there's – what's our SRs?
Artterio Rodriguez, could you answer that one for me?
That question, Alderman, Art Rodriguez.
So, our turnaround time for St. Louis is seven days.
Seven days for street lights, ten days for alleys.
In your particular ward, because I've been to your office on 79th Street, you have ornamental lights that have not been converted.
Okay.
I understand, though.
I'm talking about – I'm not talking about the decorative lights.
So, and that's what I thought.
But that's why my question is, if I'm going back a month later and that light is still out, I'm asking, what's the problem?
No, it can be.
In some instances, the node is wrong.
So, the node could be reporting to us, the light's working.
A crew goes out there and discovers it's a bad node.
We have to change it.
Then we get proper reading.
So, it does happen.
The nodes do – they do have – also have a lifespan that they go out and they give us wrong information or it could say that the light is working.
It's not or the other way around.
So, it could be that.
Or the fixture could be bad also.
Which then brings me to this question.
How are we doing any preventive maintenance or whatever on these nodes?
Because when this was sold to us, it was, hey, these lights will let you know.
We've got the smart lighting program.
You all won't have to do all of that anymore.
So, now I understand what you're saying.
So, what's that backup besides me having to drive out there and my staff having to drive out there?
Is there any other backup?
I mean, if the node's not reporting it right, the only backup is you reporting it or someone, a crew goes out there and actually sees, okay, what the issue is.
Okay.
So, then, therefore, we don't know what percentage of nodes are out within the city.
No one does any quality control testing or anything like that.
Well, Alderman, when the nodes go out, it gives us a warning that we can go out there and inspect it.
So, we know there is an issue there because it does give this last status and when it went out.
And so, just like what our street lights out, we completed this year alone 24,043 SRs.
And our average time for getting a single light out is 4.63.
I'm not debating that.
What I'm saying is that, and I'm sure you are, even when I call them in, they'll eventually get on.
But I'm trying to stop having to drive out there and drive the wards because, and I've seen it and I've waited because I'm testing it.
And I'm like, okay, when is this light going to get, you know, and so, all I'm asking is there any preventive things?
Because, evidently, that part isn't happening somewhere.
If I'm going back and that light is still out after two months or three months.
So, I would say, Alderman, that the lifespan on the nodes and the fixtures was average 10 years.
So, we're constantly ordering, restocking nodes, going out and changing them.
So, there is some sort of preventive maintenance going on.
Again, when it's reported, we go out there, we'll check it.
And as we get our inventory of nodes, fixtures, we do go out and change them as we can or as reported.
And, again, just the amount of assets we have out there, like, again, 1% is 300, I mean, 3,300 fixtures.
So, I mean, that's a lot of lights.
And it takes time to get to those in addition to all the work we do.
But we are making a dent in the inventory.
So, we're starting already from 10 years, almost 10 years ago, because that's when Ron was here, to starting to replace those nodes now.
Now, okay.
And then, my last question, because time has run out.
Yes, it is.
It is.
The hot and cold patching, well, is it hot patch or cold patch?
Or is it one or different?
I'll get them mixed up if it is a mix-up.
So, sometimes we have situations in alleys that, you know, because we've got to do our alleys on menu, but you may have a decent alley, but you may have certain sections that's just jacked up, right?
And how often can we call on CDOT to get that?
Am I using the right terminology?
Is it cold patch or hot patch?
I believe it's cold patch we use for potholes.
Right.
So, and when you do, you know, the roll, roll it over for like, you know, until we can get to it and stuff like that.
So, is there a problem with doing that?
Oh, filling the potholes in the alley?
Doing the roll.
Not just filling the potholes, but you may have a whole, like a half a stretch or something like that, that you just can't fill, but you may need to put it.
That sounds like more than a pothole.
No, it's not.
That sounds like more than a pothole, too.
You guys have done it before, so I know it's being done.
Well, we can get Mike Drake out there and take a look at it and address your concerns.
Just give me those locations and I'll review them for you.
Okay.
If you're getting it for free, I want it to.
There you go.
All right.
Is that all you guys have done?
Yes.
All right.
Very well.
So, Alderman Villegas followed by Alderman Sposato.
Thank you.
Thank you, Mr. Chairman.
CDOT, are we using any type of technology in the form of drones to also take a look at some of our infrastructure assets to see what the conditions are?
Like, for example, like.
No.
No, we're not doing, we're not utilizing drones.
Okay.
Because you have a lot of miles of sidewalks and roads, et cetera.
I was just wondering if that might be a technology that you're considering.
So, no.
To utilize drones in the, I believe, in a business or professional sense, you need to have a license to fly those planes.
Those are not vehicles.
I'm not concerned about what the requirements are.
I'm asking if we're using it.
I mean.
No, we're not using it.
Okay.
And Alderman Moore brought up about the lights.
So, that whole, we're getting to the 10-year part already with the ESCOs that have changed out the lights in the nodes already?
The program started in 2017, so we're getting really close to it.
But the lights, their lifespans is between the 10- to 15-year mark, depending on.
Gotcha.
Wow, that was fast.
Okay.
So, yeah, it went quite quick.
And then I just had a question around funding for bike lanes.
I know that there's infrastructure improvements, especially on the protected bike lanes.
Can you let me know how those projects are being funded?
Are they funded out of MFT?
Are they funded out of federal grants?
How are they funded for the most part?
Good afternoon, Alderman.
Vig Christian Murthy.
Since the department released our updated Complete Streets design guidelines, which we presented last year in council at the Pedestrian and Traffic Safety Committee,
the majority of our bike lane work is integrated into various major CDOT project types, from resurfacing to reconstruction projects to streetscapes.
So there's a small amount of funding we got over the last few years through the CIP dedicated specifically to cycling infrastructure,
but a large portion of it is integrated into, like, for example, when we did streetscapes in the 10th Ward that had a cycling component.
We'd have to trace back the funding for the particular project since the scopes now are comprehensive,
and they include cycling, CTA aspects, public safety for pedestrians, and so on.
So – but is there, like, a revenue stream that comes – so you're saying that it's CIP-funded as well as maybe state funding as well or – and federal funding?
Yes, all of the above, based on the – so the, you know, Chicago Halstead Viaduct project, for example, has features for all users, you know, traffic improvements, new traffic.
traffic signals, CTA bus improvements, and so on.
So those types of facilities are eligible for state, federal, local,
and county funding, but it is integrated into the project design and budget.
Okay. Okay. Thank you. Thank you, Mr. Chairman.
Thank you. Alderman Sposato followed by Alderman Lee to close.
Thank you, Chairman. I thought I was going to be last, but that's all right.
Once again, thank you, Commissioner, for everything.
My questions are actually budget questions this time,
and you said something earlier that made me think of something.
So you mentioned about we talked about the flashing signs,
that if they go down, so on and so forth, the cost, and I don't need an answer now.
If you could just look into it, if we could come up, because I'm surrounded,
I'm a border ward, and three or four wards around me have flashing stop signs
at certain locations.
If it would be an option for us to get those, to put them up,
and, of course, if they go down, I understand, because I put up,
it's been 10 years since I put a pedestrian walking sign up,
because when I put them up in my ward, they don't last but for a week.
So I'm sure that happens to everybody, so I haven't done one in 10 years,
but I think it's something to look at for the flashing stop signs for us,
because people are out of control in my neighborhood.
I'm guessing that's every neighborhood in the city,
so I would like to see an option for us in the future.
I don't need an answer now.
And then lastly, this one's maybe for Sam.
We've been having a lot of problems with bend signs.
I'm sure it's all over the city.
I hate to have to see you guys come out, make a new sign, put them up.
Do you have any type of tool that you can just give my ward soup,
and we could fix them, bend them straight back or something,
or rather than send somebody out?
No, sir.
We have to replace them.
Really?
Only, yes.
So if I invent a new tool, I mean, that would really be like,
I could sell them to the city for it to make a lot of money off it or something?
It's like a pipe bender they use.
All right.
Let me ask this question.
Is there a difference in the grade of material?
It would be like a pipe bender or something.
It would be a sign bender.
You could bend them back, but we take them down and put new ones up then, huh?
That is correct.
Okay.
All right.
That's it.
I'm going to try to figure out a design that we could bend them back,
and certainly the flashing signs I think would be awesome.
Of course, that would be up to us if we want them.
If we ask for a stop sign, you get a regular stop sign.
But if you want a flashing stop sign, that would cost us X amount of dollars.
So thank you very much once again, Commissioner, and your team.
I don't know if I mentioned my ward liaison, my menu guy, Len.
That's the reason I don't call you a lot, because of Len, and that's about it.
But thank you very much, Chairman.
Appreciate it.
Thank you.
Is there a difference in the gauge of the poles that are being used for signs than in the past?
I believe it's the same material.
It's just the individuals are climbing up there and hanging on them.
Okay.
It just leads me to believe that the gauge is different than what it was in the past.
I don't know.
But, okay, that's fine.
Vice Chair Lee?
Thank you, Chair.
Alderman Sposato got this street sign there,
so I will ask for the through-the-chair request that I have because I know that it's a major problem.
Can you, through-the-chair, provide how many street signs have been replaced by year and ward for the last three years?
I'm just interested in what it's costing the city.
I know how many times I call a week for bent street signs,
and it just seems like we should be coming up with something different to address this issue.
I'm going to talk really fast.
I'll give you the through-the-chairs first, and then I'll ask the actual questions that I've got.
Public way inspectors, how many public way inspector positions were we budgeted for in 2025,
and how many are currently employed citywide today?
And then how much revenue is generated by citations issued by public way inspectors?
And then taking a look at the budget, there's a rather significant increase in all of the overtime lines.
I know some of this has to do with just increases and schedule wage adjustments,
but can someone talk in a little bit more detail about why this has gone up so much?
And then we've seen a decrease in professional and technical services from $815 million down to $102.7 million.
So I'm just wondering.
Vice Chair, for yesterday's conversation with the budget director,
they took a very intense look at overtime in a bunch of departments
and tried to bring the number more in line with what the actuals were
and then also working to hold the departments to those numbers.
So that is a trend that you can see throughout all of the departments in the budget.
That's the challenge when we only see what was budgeted versus what the actuals were for the year before.
Okay, so you can give this to me through the chair then.
What the actuals were just – I want a point of reference, right?
Because this appears like it's a gigantic increase, which if it's not in reality, that's fine.
I'd just like to understand what that is.
That's all I had.
Okay, so expenses?
Yeah, for overtime.
Yeah, if you want to just give me a point in time, look, I know we're not through the year yet,
or for all of 2024, that would be helpful.
And I'm done.
Okay, very well.
I think you were here a little longer than we anticipated.
However, I do – I think there's a common theme that's being weaved through all of this.
I think there are issues of efficiency, issues of communication, and issues that –
I think those are the biggest challenges I think that you all as a department are facing.
You have your work cut out for you as it relates to trying to improve in the service delivery and the expectation on the delivery for your department.
So I think all of the feedback that was given today I think was constructive in hopes to create a better scenario for our residents.
So, again, we thank you for your time.
Please make sure that you guys get those through the chairs back to us as soon as possible so that our members can do what is necessary and need to do to get the information so they can make an educated decision.
So, again, committee will stand at ease while we transfer to streets and sanitation.
So, again, we'll see you soon.
We'll see you soon.
Thank you.
All righty. We are back with the Department of Streets and Sanitation.
We will be. We'll begin with a quick with a quick overview from COFA.
Katie O'Toole, one of the new members of the team, she's joined since our last budget hearing.
So let's welcome her. And she's also now the what is it? Assistant director of COFA at this point.
So, Katie, take it away. Right. Thank you. Good afternoon, Chairman Irvin, Vice Chair Lee and the City Council.
Like you said, my name is Katie O'Toole. I'm with the Council Office of Financial Analysis.
Very briefly, a overview of the proposed budget for the Department of Streets and Sanitation.
The recommended budget for fiscal year 2026 is three hundred and forty eight point three million.
This is a round one percent decline from fiscal year 2025 appropriations.
This is about sixty two percent of the recommended budget for the department is funded via the corporate fund with about two hundred and twenty million dedicated to personnel.
For FTEs, the department is budgeting for two thousand two hundred and four, about fifty two FTEs less than fiscal year twenty twenty five appropriations.
Looking at the breakdown of appropriations by category and fund, we can see that most of the department funding is local.
They're only getting about three million in grants. Twenty twenty five was the first year they had grant funding as well.
And then over time, we see kind of a regular increase year over year with the corporate fund consistently making up over half of their funding.
Like I said, grant funding is not much and it's not regular.
And for FTEs, again, historically, the department has remained relatively flat year over year with the FTEs funded via local funds in 2025 and proposed for 2026.
We have two FTEs via grants.
Thank you, Katie.
We are going to waive the reading of the opening statement.
We're just going to jump in.
Commissioner, if you could if you could introduce your staff here in the well, as well as those that are in the box and we'll jump right into questions.
And I want to ask for all the person Clay, she she's got to go.
So I'm going to give her first first ring after the introductions.
Good afternoon.
Good evening.
To my right, I have Monica Wesley, managing deputy over finance to her right.
Luis Cepeda, first deputy in the box, managing deputy, Tommy Johnson, deputy Deb DeLopez, deputy Chris Sauve, deputy Gloria Pittman, deputy Jimmy Sheehan, deputy Mike Saracola, deputy Kelly Berry, deputy Mike Lococo,
and deputy Courtney Bryson in front of me, next to me and in the box represents 347 years of experience as a whole.
So we're here to answer your questions as best as we can and and give you what you need, hopefully.
Thank you.
Thank you so much, Commissioner Stoller.
I'm loving the great.
Good to see you.
Thank you.
OK, first of all, you know, I'm going to start off by saying thank you so much to your entire team,
because you all have made a first term alders job immensely smooth.
You have walked me through the process.
You have answered all of my crazy, silly questions.
And you have also provided the historical knowledge, right, of how I should go about handling some of these issues.
I have to give a huge shout out on the record to Ron Lazzaroni, the best streets and sand soup that you got over there, baby.
I hope you hear this.
I'm ready to squabble about mine.
OK, so thank you so much for sending him to our ward.
He has been a tremendous breath of fresh air and always responsive.
You know, my main issue, the trash cans.
Can we talk about trash, Carl?
What is the process?
What I'm seeing in my ward is that we have trash cans that are constantly and consistently overflowing.
And what I hear is that we are pulling baskets.
We're sending them to other places.
If you could just give me some clarity on how we are prioritizing trash pickups, basket pickups, et cetera.
Basket pickups should be treated just like any other garbage.
If it's an issue, we'll talk to Ronnie and get your ones of main concern.
Because what we find is, depending where they're at, people like to walk out with their garbage in the front and fill those things up.
Businesses like to fill those things up.
There's one in particular that I knew of where everyone would go there and buy their beer and break down the boxes and use the cans.
So we're aware of that.
But if you have issues specifically that are addressed, there's nothing that we can't handle in that regard.
Are we perfect?
I know I drive down King Drive almost every day, and you just see them filling up.
A 35th is Alderman Doll's War 2.
Which one on King are you seeing right now?
It's every day.
So we understand that, and we see the big, white, hefty bag that's sitting on top.
So we know it's an issue.
I'll always say less baskets, the cleaner, and less rodents there are.
And, you know, because people are putting their dog feces in there when they're walking their dog.
Creates rats in the front.
We did a study on that in a busy, congested area.
And as we slowly took the baskets away, it tends to be cleaner.
Just throwing that one out there.
I know.
Your predecessor called that fly dumping.
I'll never forget that.
He called putting your personal trash in the baskets fly dumping?
He called that fly dumping, and we invited him to come to the west side and show him what fly dumping really was.
So, but be that as it may.
I'll apologize on his behalf.
Okay, on any given day, how many garbage trucks are we short city-wide?
It's really not an issue for us.
We work closely.
In the summer, they go down.
I mean, I'll get it out there.
Everybody talks about the leaky garbage truck.
You know, but we work with Commissioner Hernandez-Tomlin's group, and our goal is to put up to 291 trucks every day for refuse and then the 27 for recycling.
Do trucks go down?
Yes.
Do sweepers go down?
Yes.
But we can be down 10 trucks in a day.
But we try to spread the pain out to where it's not all sitting in one division, to where we try to get Tommy Fair to say, Sarah Cole Fair to say, one truck possible.
But we're aware of that, and we continue to work.
We got over 100 pieces of new equipment this year, and stuff's starting to come in.
You know, if you were to talk to me my first year right during the pandemic, it was tough.
It was tough.
But, again, we got over 100 pieces of new equipment this year.
And it's steadily coming in.
Your response is bringing me to my next question, which is just the overall maintenance and infrastructure.
Because what I feel like we're doing is we have a great fleet, but then they all go down or we're constantly having to say we don't have the trucks that we are expected.
Do you have any suggestions or thoughts about our trucks?
Like, can we make them better?
Do we need newer trucks?
Is there a link that's missing here?
Because I don't want to keep coming at Streets and Sands about my trash not being picked up.
And you're like, look, Alderman, I would.
But we have issues with our trucks.
So if somebody is giving you that excuse, let me know their name, because there's no excuse.
We have zero excuse for something not getting done.
Trucks, manpower.
We're in a real good position.
Tommy Johnson will tell you, Tommy Johnson, his famous line is, all we have to do is teach people that are coming up behind us what's expected.
There's no, you don't tell an alder or you don't tell a constituent we can't do something.
And Tommy will say, we're stacked as far as manpower, like we haven't been in 30 years.
Fair to say, Tommy, Commissioner?
Yes, correct.
So there's no excuse.
So if you're hearing any kind of excuse on why something's not getting done, bring it to our attention, because we can address things.
We can address things and get them better.
And all that is, is us having a mentor, young folks, and teach them.
Alderman Harris will tell you, when she was in the department, there's no no.
And when I mentioned the 347 years of experience, that average is 29.
The only one that's bringing our average down is Lusa Peta here with 18 years.
We're here to try to teach the next group, so we don't hear, you don't hear excuses coming out of this department.
It's not an option.
It's not an option.
Now, are we perfect?
By far, no.
Can we get better?
Yes.
And we're here, but we need to hear.
I love to hear the complaints so we can address and get better.
Yep, you always do.
So I know y'all are going to go back and start looking at all the trucks, okay?
Have we had an opportunity, to your point, because people push their personal trash in the baskets, is there an opportunity for us to look at the trash design?
So in my neck of the woods, we are doing a pilot program through our special service area where they are putting the tops on the garbages or the design of the trash can is different to stop folks from just stuffing as much as possible in them.
Has that ever been an opportunity, or is there a path forward for that?
We used those before.
Those tend to get damaged because it's not real strong on the top.
Again, love to hear the results of your pilot of what you find out, but it's just more cans, more problems.
We'll put that on a shirt, Cole.
More cans, more problems, okay?
In the interest of time, can you share with us from the – I know you all were doing a rodent study based on giving them some birth control or other options.
Can you tell us how that went or what the process is looking like to expand it to other wards?
We're working with it, and we're supposed to get the results of that study through the Bird Alliance, through DePaul, through the Alderman's Office, and through Lincoln Park Zoo by the end of the year.
So we're excited about it.
We're working with procurement on our carbon dioxide possibility that we'd like to bring up in regards to that.
But we did the birth control before, years ago.
Here we have a nice buy-in from a group of people that are – it was $35,000 that they raised to try to get us that information.
And we're excited to look forward to those results because we want to try – we want to try something, you know.
I'll sit there and I'll say it until I'm blue in the face.
Stop.
Clean up after your dogs.
Stop throwing your half-eaten food in the cans because now that's creating rodents in the front instead of just in the back.
So now we're dealing with it both.
They'll eat their dog feces like it's the finest Chicago steak.
They love it.
And I say that every year.
And people hear that story so many times they don't even laugh anymore because it's – I say it so much.
But we need the support of the residents just like littering.
We're 2,300 strong, but we can't pick up for a 2.7 million.
And then the million people that are coming in on the buses and trains come to work every day.
It's an all-hands-on-deck approach.
Well, in that regard, I want to say thank you to Gloria Pittman, who's been amazing in tackling all these rats all across the city.
I want to say thank you to John Gavin and the entire graffiti team.
I also want to say thank you to Debbie DeLopez for taking all of my crazy wonky questions and turning them into reality.
I appreciate Streets and Sands so much, and I appreciate you for letting me go first, Chairman.
Thanks for working with us.
Thank you, Audubon Clay.
Audubon Harris?
Thank you, Chairman.
I appreciate you.
So Streets and Sands, I talked to Cole more than I talked to anybody probably in the city of Chicago,
and I thank you for always being accessible when I call and I'm having my nervous breakdown
and for getting me back on track.
So today, all I have is thank yous.
So thank you, Cole.
Thank you, Debbie.
Thank you, Gloria.
Thank you, Courtney.
Thank you to my ward superintendent, who is the best ward superintendent the eighth ward has ever had.
Can't on top me, but he's pretty at the top.
Thank you, Tracy, who is the best sweeper ever.
Thank you, Jimmy.
And Jimmy is a true blessing to forestry.
Okay.
Round of applause.
Round of applause for Jimmy.
Thank you for making life much easier and being flexible and doing all of that.
I greatly appreciate it, of course, with LaDiva.
And then, LaCocco, thank you.
I'm now the queen of traffic services.
And Manny, who helps you, LaCocco, back there.
But thank you, Streets and Sands.
You all have been wonderful partners.
I don't have to talk to Tommy as much as I used to.
So the team got me.
So I am really good.
And the eighth ward is good.
It is not perfect, but that's not you all's fault.
But I really thank you for offering up everything that you could do and giving great suggestions on how to make sanitations work in our part of the neighborhood,
which I have seen drastic change, for the record, in people's behavior.
It's just people are dropping paper everywhere.
And so I think we need to alderman more.
And I always talk about having a let's put litter in this place campaign about putting trash someplace else.
I always say if everybody picked up one piece of paper across the city, Chicago would be a much cleaner place.
Not that it's filthy.
I got to say that.
Downtown is beautiful.
So, again, thank you all for everything that you do and every way of working with me and the community.
I got some real wonderful partners sitting over there.
And another big shout out to Courtney because she is a true eighth warder and we worked together.
She was my RCC.
And now look at where she's at.
I'm, like, so super proud of her.
So thank you, Courtney, again.
Big shout out to you.
Bye.
Thank you.
Thank you very much for the kind words.
Thank you, Chairman Harris.
Chairman Dow, you ready?
Followed by Alderman Rison.
Followed by Alderman Quinn.
Hey, Commissioner.
Is John Galvin here?
Gavin?
No.
Okay.
I just wanted to know who he was.
He's been very helpful.
Your graffiti people are great.
I wanted to also acknowledge LaDiva, who I've been saying her name so much and emailing her so much.
I didn't meet her until this year.
So it was good to put a name with a face.
And Debbie DeLopez and Gloria and Mrs. Sheehan, everybody we work with, they're great.
So is my wartsuit.
I don't even know how to ask this question because it's not politically correct, but I'm going to ask it.
We have a tough budget.
And there are competing ideas for ways to increase revenue.
One of them is increasing the garbage fee.
You hear that out in the ethos.
If we did not increase the garbage fee, but needed to think about how to balance that with service delivery,
what would be, how often could garbage be collected in this city before it got to be?
an issue every every week it has to be done every week every week it would become a health issue
it would be we pick up so much garbage it would be a health issue you couldn't we can go into
certain neighborhoods and literally and i'm going to look back at my group here we can literally
pack out a truck in five alleys fair to say yeah tommy johnson managing deputy that's correct yes
so that's five alleys um you may even be able to do it in four alleys it would be
a health issue that the city would not and we'd still have to pick it up you know the weights are
still going to be there uh the tonnage is still going to be there um just from people dropping
off the food for composting we've picked up a million pounds of composting and that's people
literally getting in their car sitting with their kids in the car oh go go throw it in the in the
composting we're picking up we picked up a million pounds um so i i when i give um thoughts and and i
try to get people where they can wrap their mind around the thought recycling is like equivalent to
almost five willis sears towers of what we pick up so that's in the year um we we've
garbage is a a unique business we're in all right i don't have any questions then uh i
know that uh the garbage it costs us more than what we're paying to what people are paying in order
to pick up garbage and you know there's this tug uh how do you how do you think about this we're gonna
pick up the garbage we're put that hammer down we're going to support and work with all the
alders here to continue to do what we do and try to get better and get better that's the commitment
um a lot of opinions are floating around right now we want to be part of that again i say almost 350
years here nobody walked out when it got tough i got somebody sitting next to me with 34 years of
public service when she stepped up and took this job she wanted to be part of the solution and and
that's what we try to do and that's what we're going to that's what we're committed to doing so
while we can't maybe think about uh while some people would not want us to think about raising the
costs we have lost uh present company included i mean not present company but i'm talking about
our chairman here um i've noticed that there's a 12 million dollar decrease in garbage garbage fee
revenue collections we can't afford not to uh get the money that we're owed for this do you think this
is due to the amnesty programs we have i'd have to get that to you i'd have i'd like to give that
some more thought and get that to you through the chair okay because it seems like we should see an
uptick in the collection of those fees over certain months but we're seeing a decrease in the
collection of uh garbage fee um we're gonna have to figure this out but thank you for your comments
i don't have any other questions mr chair thank you thank you uh chair i i actually i actually
don't i don't think it's a fair question for him i think it's more of a function of finance and
um with uh water billing and how that is uh specifically collected so um wow i mean they're
they're doing their portion of it i think the yeah the collection i know they're the they're the
collecting of garbage agency yeah but i just wanted to get his take on the fact that we're
leaving 12 million dollars on the table i think he thinks he probably the fee should be reduced um
he might might land there now we were all alone so all right uh alderman uh quinn uh followed by
alderman o'shea thank you mr chair um commissioner thanks for all your help um certainly appreciate
your patience in dealing with me personally um and um i would want to um offer my compliments to my
ward superintendent publicly to moza don who's who does a really good job for the residents of the 13th
ward um commissioner can we talk a little bit about um
garbage carts and will this budget have any adverse impact on the ability to deliver garbage
carts in a timely manner well as you're looking in the book um we would we're going to address that
and continue to have that discussion uh with the budget office um because we talked about we know
the importance of that to everybody in this council uh we've expressed that and um we're going to continue
to work through um that process okay i uh you've done a remarkable job of of getting caught up
and um fulfilling the expectation of chicagoans on replacing garbage carts i don't want to take a step
backwards i think that's really important um commissioner can you talk a little bit about
salt this is a a every year question for me uh your inventory on salt we're good so for we're good
salt we're good um we're able to meet our comfort level you know um this budget was not balanced on
salt we're in a good place with salt we've had two extremely mild winters with 20 inches of snow the
last two i think they're trying to sell a lot of bread and milk out there they're talking about the
blob and you know we're going to get a lot of snow and a lot of precip um with la nina we'll see but
we're in a good shape with salt okay and and along those lines your your your fleet of snow plows is
okay yes yes we're we're continuing to work with 2fm um we have a great working relationship we have to
couple up with c dot because c dot's using trucks um for the asphalt and the potholes and stuff like
that that will transition into salt trucks but anytime you have a piece of machinery truck that's
running year round it's a lot better than that piece of machinery sitting for six eight months doing
nothing so those are usually quick turnarounds for them so um two out of the last 11 years on
on october uh 31st on halloween right we've had snow programs so we meet weekly and today actually
i would have known it was going to go like this we could have had our snow meeting um because we have
it on wednesdays from now until basically december 1st uh to make sure that we're ready that's good to
hear commissioner um i want to offer some compliments on the uh the labor apprentice program
um we were um we were involved with that uh this year i thought it was great um i think it's a
really uh unique program that's been established um and frankly it's a pipeline to the to the
middle class right yeah um so we'd like to see more of that and using uh your program as the model
i think it makes really really good sense um how many how many laborers went through the
apprentice program this year this year was about 100 100 yes okay and then how how many of those
will ultimately lead to a full-time job proud to say 85 oh that's great it was and and it wasn't
the 15 got cut because we didn't have room for them it was they want to go to college they want to serve
in the military they want to go to another trade um i i gotta say the the work with liuna 1001
the work with dhr to work with the mayor's office the mayor to continue this on and put it in the
book again for next year um is probably i've i've had in this 25 years here i've had some pretty cool
things to to deal with you know and some work with a lot of great people that kids program that i gotta
say stop saying kids but the young adult program um you can almost hang your hat on it was it was
incredible to see we in the last two years we changed 140 families lives 140
We've hired between the two years, it's been 140 young folks.
Yeah, those are Chicagoans, so they're the people we should be looking out for.
So that's a really great model and should be replicated in other departments.
And we worked with Hire360 through the process
because they were trying to find other opportunities.
It's an unbelievable program to where we would go to these facilities like LIUNA
and they'd walk through there and they felt part of something.
Then Hire360 would bring in all kinds of vendors, all kinds of trades,
and show these kids, you know what, school's not for everybody.
There's some pretty good opportunities.
And we paid in a labor's pension.
Tommy Johnson was an MTD.
Mike Saracola was a plumber.
Jimmy, we all come, Gloria, we all come from there.
And it worked out pretty well for us.
Yeah, that's great.
You're highlighting.
I appreciate you highlighting.
It's a model program and it should be lifted up.
Commissioner, you mentioned early on in the line of questioning
about 100 new pieces of equipment.
How many of those are new garbage trucks?
15.
Where's 15?
I'm sorry?
Kelly?
Kelly Berry?
No.
I mean, I'll look, y'all.
It's 50.
Hi, Kelly Berry, Deputy Commissioner for Reform and Management.
How many of those are, 50?
50.
50.
Yeah, out of the 100, we got 13 new salt spreaders.
I'll give you the breakdown real quick.
Yeah, that'd be great.
We got 13 new salt spreaders.
We got three clams.
We got 50 garbage trucks.
Three EV refuge trucks.
Ten tractor trailers, which is big for us.
Five mechanical sweepers and one hybrid mechanical sweeper.
So we're up to 52 EV vehicles right now.
And we're trying, we're dealing with a sweeper and we're reporting back,
working with Commissioner Hernandez-Thomlin in that regard on what our feedback is.
You know, we have vans and how that's working out.
And we got 12 plug-in stations throughout the department.
That's great.
And one of the big critiques I do get is the leaky garbage trucks.
And so continuing to work through that, especially in the summer, it gets to be a problem.
And we do have a great sweeper, Bob Cherry, who ends up sweeping the alley.
But if we could eliminate that extra task, that would be great.
Mr. Chair, that's all I have.
Congratulations to you, Commissioner.
I think you lead by example.
And that sort of saying start at a half a yes, we'll take care of everything attitude
is really trickled down throughout your department.
So congratulations on all your success.
Thank you very much.
Thank you, Alderman Quinn.
Alderman Osei, follow-up on Alderman Scott.
Thanks, Chairman.
Good afternoon, Commissioner.
Good afternoon.
I wanted to follow up a little bit on some of the things Alderman Quinn was going into.
As it pertains to snow, as was stated, we've had two mild winters in a row.
I don't think anybody expects that we're going to get three.
Obviously, we rely on 2FM to get the equipment ready to go.
As you mentioned, a lot of it's used year-round.
Some of it sits.
And we have had snow episodes at the end of October.
We're good with 2FM having all our apparatus ready to go, the fleet, if they call for a snow event.
Yeah, we're on a schedule.
We're on a schedule where we work closely.
Like, by November 1st, I'm looking for 200, 210 pieces to be up, you know.
And we're, you know, we started bringing in our folks, our two-hour drivers, starting November 1st, too.
So we really were, it's us, CDOT, and 2FM.
We're constantly working.
We have crews dedicated to getting trucks in, getting them out, washing them.
Get, God bless, to get that done.
Okay.
And when we do get rolling, how many pieces of equipment could we have on the street when the mother storm comes?
We got 330 spreaders.
And then we have probably about 40, 35 to 40 smaller trucks, 4x4s that we utilize.
And then, as we did for the Super Bowl blizzard, you know, where snow just starts piling up on those corners and you start losing those sight lines, we tap into the private vendors.
Yeah, I'm just very concerned that, as I said, we've had two mild winters.
I just want to make sure that we're prepared for when the snow comes, as the people we represent will expect to see the equipment, obviously, keeping the arterials open so they can get to work, but then also get inside the neighborhood.
So that's reassuring to hear we're in good shape as far as equipment goes.
Motor truck drivers, we're good getting everybody back for the winter?
Yes.
Yeah, we'll have 182-hour folks that come on.
We start bringing them on October 16th.
The bulk of them come between November and December 1st.
So we're very confident that any budget cuts we may have seen will not affect snow episodes.
Again, as I said earlier, there's nothing in this department that we're not going to deliver on.
We're going to work through.
We're going to continue to provide service, and we'll listen to you as we hear issues that you may have.
We'll work with it.
Moving on, I didn't have time to read your 3,472-word novel.
It was two pages.
How many trees do we think we'll be able to plant this year?
We're going to be at 60.
We'll be at – this number's in my head just because I'm trying to get to that 75,000 of the five-year commitment.
At the end of this year, we'll be right around 69,000.
And that's not just streets and sand.
That's between us and CDOT.
For the year, we're low this year.
We're 4,000, 5,000, where I've shouted out 18,000 to 20,000 in years past.
But what we're trying to do is get trees where people actually want them.
So we did more of a hands-on approach to where we'll hit 69,000, and by the end of next year, we'll hit our 75,000.
If when we get to the end of the planting season, which is probably coming up in a few weeks, if you need some homes, I will always find more homes on 19th Ward Parkways for trees if we get into a bind.
Thank you.
Tree removals.
How are we doing on keeping up with the demand?
We should be through with 2024s, inspections and removals, probably by the end of next week.
Okay.
Let me just fact check that.
Deputy Sheehan.
Deputy Commissioner Bureau of Forestry.
We'll be done with the 2024 removals this Friday.
That's great.
Nice work.
Rodents, like many of my colleagues, when we're calling Debbie, we're usually pretty worked up.
But how are we doing in that we've seen – every big city in America has seen an explosion in rodent issues.
How are we doing overall?
It's trending pretty much the same.
We're ticking a little bit down.
When I say a little bit, a little – I can't say, oh, yeah, Streets and Sands doing great.
It's still – we'll average at 50,000, Gloria.
Deputy Commissioner Gloria Pittman, that's correct, Commissioner.
Yeah.
So we're going to hit the 50 – we're right there.
But, again, we're excited to see the results.
Gloria goes to New Orleans.
She went in January.
She's going again in November.
New Orleans, after the devastation from Hurricane Katrina, the federal government just went in there and said we can never have that again.
So it's funded by the federal government in New Orleans.
So Gloria goes there.
She went there on her own dime just to try to gain knowledge, try to gain knowledge of what they do, what strategies –
What are we clapping for Sheehan for?
We should be clapping for Gloria.
And she's going again.
She's going again in November.
We sat through an audit with the Inspector General.
We're going over their findings.
We're trying the contraceptive with the organizations that are doing this.
I'm going to say it.
I like the thought of the carbon dioxide that we're working with procurement on.
Again, we have to – I hope Alderman Moore takes two minutes of his time to talk about the –
We're going over your mind.
I'm going over there.
We're going over there.
The ordinance on keeping it clean.
He's going both rounds, so don't worry.
He'll hit on it.
Because we need to beg people to clean up, help us get the city clean.
Okay.
In closing, just like to thank everybody in the box.
Literally everybody there helps my staff with a lot of different things,
and I know I have a very demanding ward.
And those out on the street, I'd like to also especially mention my ward soup.
I can only imagine how difficult it is dealing with me on a regular basis,
but he does a really nice job.
Thank you.
Thanks, Chair.
Thank you.
Thanks, Audemant O'Shea.
Audemant Scott, followed by Audemant Conway.
Good evening, everyone.
I just want to start off by thanking everyone in that box.
Commissioner Cole, thank you.
Deputy Commissioner Tommy, Debbie, James Sheehan, you've been a breath of fresh air.
Courtney, I know my area was rough.
Thank you.
I want to give a shout out to Gage of Quality of Life, Ladeva Young, Sean Smith,
the district superintendent, and my ward soup, Anthony Brown.
Anthony Brown, and I want to make sure I'll say Lococo and also Gloria Pittman.
You all never cease to amaze me.
I can call at any time, and you have given me the best service ever.
I'm always be like, huh?
You know, I'm always so like, should I call?
And thank you, because you encourage me to call when things are going bad.
And I know that, you know, my area is one of the hardest for any worker, or I have one
of the hardest communities that is, you know, trampled with a lot of trash, fly dumps, and
you all make it happen for me.
And I thank you so much each and every day.
I want to piggyback on, and I also want to thank my laborers, because they are the ones that are
really doing the work, and I know that they get frustrated at me sometimes.
But I thank you all so much, because this wouldn't, my, the cleanups that I'm having
wouldn't happen if it wasn't for them.
But I want to go back to something that Alderman Dow said when she talked about us losing that
$17 million revenue.
You know, Oak Park is the next, you know, suburb for me, and also Cicero, and the neighborhood
looked totally different.
It's just a hop of the street.
And is there, you know, things that we can think about doing?
I know, you know, customer, residents put out their trash, those mega, like they clean
out their whole basement and put it out, and we don't charge, right?
If they charge, if the war soup or, you know, the FSS or FSA, all those acronyms, whoever
wants to give the ticket, right?
But naturally, if they put out a little bit, we don't charge.
But in the suburb, if you put out a large amount like that, there's a fee.
And so why haven't we ever thought about adding a fee to those bigger ship, bigger, not, they're
not shipments, but garbage dumps that are in the alley?
Is that something that you all have ever thought about doing?
We pick up everything.
Everything.
We might miss the piece of paper on the ground, but we're going to make sure we get that mattress.
We're going to make sure we get that couch.
We're going to make sure we get that carpeting that's rolled up.
If people are putting it out, we've just picked the rule of thumb, and we talk to the union,
and the union helps us get that message.
We pick up everything.
The one thing that we don't is the construction debris.
If you have a contractor doing construction, get a dumpster.
Get a dumpster.
But understand your point, and it's, again, the bodies coming together.
And we've done, as a department working with this body, working with the mayor's office,
we've done some pretty cool stuff.
I mean, to be able to sit in front of you and say, we hired 140 high school students from CPS.
That's some real cool stuff.
They help you every week, every day almost.
And to sit there and know that four years ago, we ran around with 14 forestry crews.
And this body with this mayor, we kept it up, and we still have our 30, 32 crews.
It's good stuff.
And so, again, when we all come together and we all work together and we all get in unison,
we can really deliver for the people of Chicago.
And that's how I feel.
So, you know, you're talking, everybody's talking fines, fees, and stuff like that.
But it's not really just to pass the fee on to the customer.
It's to, you've said this a million times, Sydney, it's about changing behavior and culture.
And so, and the only way that you can do that is that really you need some marketing so that we can run commercials or run things that come to the mayor so that we teach people how to live in the community.
And so, with those different practices, it's really about teaching a different kind of trash culture, I guess, to some of our communities that need it.
I just like to work this in because, to me, this is like, I don't understand the terminology of it, but this team, Chris Solvay, started it.
He started this thought.
And I'm going to keep referring to Alderman Moore over there with the cleanup ordinance.
But just for us trying to promote the food scrap drop-off, we worked with CTA.
They allowed us to put that on 800 trains.
And it garnered over 21 million impressions.
And that was just for the food scrap drop-off.
He then took it to the recycling coach.
And my point in saying that is that's a smaller, we kind of just wanted to work with it, see how it is.
But the first thing we thought of is we've got to do it for this litter campaign and work with the CTA because the impressions that they get is incredible because the amount of people that are on public transportation now.
So that's something we want to try to get out.
So Courtney Bryson, deputy, she's been to over 140 community events, community meetings.
Just we're begging to get that message out on road and control, on cleanliness.
We do touch-of-trucks.
We do touch-of-trucks in people's ward.
People are like, hey, the meeting's at 7 o'clock.
Is it still okay?
We got an afternoon shift in the loop that we bring from there because it's just another opportunity for us to get to those young folks, to get to those parents.
And, hey, clean up and do this and do that.
So we're all for getting it out and any help we can get from anybody.
Everybody, again, CPS, you know, we love to partner with them.
Chris Lovay met with librarians.
He met with 102 librarians to try to teach people about recycling and composting.
So we're trying to get our message out.
And we found CTA was pretty cool to help us get that message out.
So thanks, CTA.
Well, thank you.
And that's all that I have.
And thank you, the entire Streets and Sands staff.
You guys are amazing.
You help us to look good every day.
And so I appreciate you all.
Thank you for the kind words.
Thank you, Alderman Scott.
Next up, we've got Alderman Conway, followed by Alderman Moore.
Oh, you want?
Okay.
That's okay.
Damn.
You want to go ahead, Conway?
I'm not going anywhere.
Nick, you actually have to.
If any of you actually have to leave, feel free.
If it's just continuing the bit, though.
Okay.
All right.
All right.
Go ahead, Conway.
I'll be brief.
Commissioner Stollard, would you like any thoughts you may have on how we can better
get after some of the very high graffiti locations that we're seeing here kind of in the southern
part of the loop, like 170 West Washington, 401 South State?
I know it's kind of you may not have the right equipment, but any advice on that or how we
can work together to deal with it?
I get that question a lot.
No, we're going to, you know, we have towers, but we know we can't get to certain locations
safely.
There are some risk-takers out there that do that graffiti.
We've seen that.
But, again, we ran into a situation the night before the marathon.
Deb DeLopez, I've got to ask her a question.
Where was that graffiti at?
What building was that?
It was on the Art Institute.
Deb DeLopez, deputy commissioner.
It was on the Art Institute, and it was really high, and we had to deal with Metra.
And Deb and the team, we said, we can't have that.
We can't.
not have that as people are coming to the city looking at this.
They worked with METRA.
They worked with the Art Institute.
Our team went out there, and we were able to rectify that.
Do we know it's a problem?
Yes, but we try to work with – we've had stuff along the river where it's on an embankment
where we make those adjustments.
Hats off to the painters, the engineers, the laborers that do that job.
But safely, we try to work with the building owner.
We try to work with the equipment that we can safely remove this stuff.
Again, you have very creative graffiti folks.
We'll continue to report that to you, and I greatly appreciate it.
Beyond that, I heard what Alderwoman Clay said about the garbage cans.
I just did want to thank you for some of the real problematic areas you've been willing to listen to
to our office about where we can put some garbage cans back in a few minor locations,
and I appreciate that.
Beyond that, just thank yous.
You know, my ward soups, the best in the city, tied with 49 others, I'm sure, and Tom Swan.
And I especially want to thank Graffiti Blasters, Debbie, as already said,
and John Gavin and your team, and everyone at Loop Ops for making sure the 34th Ward looks great.
So thank you very much, and thank you to everyone at Streets and Sand, Commissioner Stollard.
Hey, thank you very much.
Thank you, Alderman.
Vice Chair Lee?
Thank you, Chair.
And thank you, Commissioner, for being here.
And 350 years never looked so great.
Look, I can't say enough great things about you and your department, every member of your staff,
including my ward superintendent, Dino Valenti, and his two junior laborers, who are just amazing young men.
I'll just, you know, join the chorus of accolades for that program.
They've been an incredible asset to the world.
We're going to be very sorry to lose them.
They were two of the 85 that got job offers.
So we're thrilled for them and excited for the opportunity to potentially have more in this pipeline.
There hasn't been anything anybody in your department has ever told us no on.
Maybe just once because you couldn't get a boat.
Yes, that was the only reason, because you don't have a boat in your fleet to be able to remove graffiti that's on a wall
that's only accessible from the river.
Only great stuff from you guys.
And I also want to just applaud you and your leadership, Commissioner Stallard,
for the number of amazing women in that box who are in leadership throughout your department.
I think as the chair of the Women's Caucus, I really want to call that out and give you kudos.
We know who rules the world.
I know you're the commissioner, but, you know, we've got a...
I had to beg her to take the job.
It's been really great.
I think the only thing, and I don't want to belabor any points because we're already late in the evening here,
but the last thing that I want to just call out and just say that I appreciate is the work that your team does for cleanups
related to the unhoused.
And it's something that's ongoing that I would love for all of us to come together on in a bigger way
because it's like playing whack-a-ball.
We don't have a solution as a city to get people off the street.
It's not about just cleaning the street because that's important, but more importantly, these people have no place to go.
So invariably they're going to end up coming back.
But we want to create safe situations for everybody.
So I really appreciate your team that is so diligent about that and working with us all the time to make sure that we can keep up with those
and ensure that, you know, for the rest of the community around these areas that they're safe and clear.
It is hard to keep up with, but we can keep assuring people that we're working on it.
And I just appreciate all of the hard work that you and your team do in order to keep that up.
So thank you.
Thank you.
And I want to acknowledge the team, too.
Everybody, historically it was 8% women.
The deputies now represent 42%.
And I say that I didn't pick that one person because I didn't pick her because she was a woman.
And I picked her because she was best for the job.
I didn't pick Debbie because she was a woman.
I picked her because she was best for the job.
Gloria, Kelly, Courtney, they were the best person for the job at this time to help us get through that.
And, again, they all have a lot of time and they're all committed.
And I think it makes a great team.
So I want to thank you for bringing that up.
Yeah.
And one last just kudos is really we've seen historic storms this year.
All of the folks in forestry.
I've told Jimmy many times, what a time for you to get this position because he hasn't slept all year because of all of the storms.
So really, really great work by your team in keeping up with the downed trees.
Among all of the requests that we're making at the ward level for tree trims, your teams have been out there relentlessly.
And you guys do it with so much heart and appreciation for the residents because you are residents.
And, you know, I'm sure people blow up their phones, too, when these things happen.
But I just know how hard you guys have worked, and I just want to tell you how much I appreciate it.
Thank you.
Thank you very much.
That's all I've got, Chair.
Thank you, Vice Chair.
Alderman Moore, followed by Alderman Villegas.
All right.
Thank you, Chairman.
I think everybody's name has been called.
I'm not going to because I don't want to miss anyone and just say the whole team.
Anytime I call is very responsive.
I know John Spitzer, he's not here.
I think he does the high lift, right?
And we get a lot of stuff.
And I just want to thank him for being responsive to us.
The team as a whole, that's not a call.
It starts with leadership.
And, I mean, you have done just a great job.
And anytime I call you or anybody on your team, I don't have a problem of getting a response.
But I will say this because, again, we want to be better always, right?
And this is, to me, this year probably was just a little challenging.
Maybe it was because of the floods and rains and stuff.
But I know when we talked in a couple of budget sessions, we talked about when the people out there are picking up garbage and they're seeing overgrowth in the alleys, that they should be putting them into 311.
One, we have to reiterate that because I don't think that's happening, Commissioner.
We have to reiterate that this has been, as I'm driving them alleys, probably one of the worst years I've had in terms of the way those alleys look.
And I know I can call you.
I know you ought to get there.
I can call Debbie.
But sometimes it shouldn't take me having a call.
And I just want to make sure that that's addressed and that a conversation is had.
I'm aware of the storms and the trees being down.
And, again, responsive.
Anytime I say, hey, here's a group of them, go get them.
But, again, to still have some out there, to me, that's the issue.
Something is being missed somewhere.
And that's also along with the quality of life piece where I talk about stuff around the poles.
I mean, you cut that stuff around the poles, and it makes a whole block look different.
You can have a clean block, and you can have those weeds going up around the poles.
And guess what all you're going to see is those weeds on the poles, and the whole block is clean.
And the moment you cut it off, it changes the face of that.
And I think that has been missed a bit.
And that's probably due to some things that's going on, I don't know.
But I just want to make sure I can't help you if I don't tell it.
And, again, if I drive the ward, I see it, I put a list together, it's going to get done.
But that's a little time-consuming for me at times.
And I just want to make sure that we're addressing it with the right people to say, hey, let's stay on our game.
You know, our residents have it as such that in the way I work with my constituency, if something needs to be done and it's supposed to be on average 10 days, guess what?
But, you know, they're willing to wait 12 because they know things go on.
But that shouldn't be the norm.
And we should be able to make sure that the work is getting done for those residents.
I'm hearing these meetings, they're strapped with, you know, with fees.
And they don't separate county from city.
All they know, they're paying taxes.
They don't separate school board.
All they know is getting taxed.
But what they want to do is walk outside and see that something looks different and something looks a little better in their community.
And, again, without question, without fail, the moment I pick up that phone, you guys are responding.
But there's got to be some proactiveness in there as well.
And with that.
That said, again, I've talked with – we didn't put any money behind the Keep Chicago Clean Ordinance last year.
I'm talking to the budget director with some buckets that the mayor has put, and they're looking at – they're going, I can't support the budget unless some money is in there.
And that's one of my comments, my talking point to them.
There are several things, but that's one of them.
This is going to save us money.
I just believe that.
And it's going to get our community clean.
And so I think them running that campaign, we already did some numbers on it from last year, and they can apply those.
But we have – we're going to get started on that.
The ordinance passed.
Now we just got to put the money behind it and make sure it happens.
And I think when we do that, we'll be the better for it.
Again, in order to be a good leader, you got to be a good follower.
And I follow your leadership, and when you say, hey, ultimately, these baskets, it causes problems.
And, you know, I've seen this somewhat, but when we don't have them in certain places, the trash is piling up.
I keep a dustpan, but I've always done that from day one.
I keep a dust just from my – being a priest and captain days.
I keep a dustpan and a broom in my car.
And so I'm finding myself more and more having to jump out in some of these spots and sweep up that stuff.
Again, if we're not going to put the garbage cans there, and I trust your leadership, I'm going to follow your lead on that.
But I need that help in somebody getting that stuff up, you know, and it's just not sitting there.
And so –
Alderman, is there a question to this?
No, that was our –
That's a question?
Those are – it's helping him, those are questions.
It's not a complaint.
It's letting him know what's going on so that those can be addressed.
And then when we get – and then when we finish those things and get to the place where we need to be, I think we'll be, you know, tighter.
But I think what happens is that people just sometimes may get a little lax,
and I don't want people to get lax and doing what they need to do to make sure the world is better.
But thank you so much and your entire team for what you all do.
And I'm going to tell you this, and I'm going to end with this.
Our residents are spoiled.
And that's just the reality of it.
They are based on – and I say spoiled, and I'm not naming that a negative way.
When I go to places like Gary and other places, my gosh, it blows my mind from snow to garbage and everything.
And I've been to some other cities that – Harvey, other places, we've got to take our hat off to Chicago.
And it's about – but it's about the work that this department does that makes that – that make that happen.
And so I appreciate you all, and let's continue to work together.
As the Bears coach say, and Ty, best is better, and our better is the best, you know.
So we'll do that.
All right.
If I could just do one plug real quick.
We got a couple – we got like a week.
What's today, the 22nd?
When we got to the 31st, we're running against Philly as far as trying – and we can't compete.
We're just running against Philly right now on a cleanup, Chicago-wide, Chicago versus Philly,
as far as what residents can put up and collect bags, and they can go on the website.
So we were like neck and neck with Philly.
I don't want to lose – I don't like losing anybody, let alone Philly.
So if you can help us promote that, I'll have our PIO who's sitting in the back shoot that out to your email addresses.
And if you can just get it out, we got about 10 days to show the –
Please do it.
And I've been running a every-fourth Saturday campaign, and we just put the message out for this,
because our last fourth Saturday is this Saturday, October 25th.
So every fourth Saturday of the month, it's been pushed for the residents to keep, you know, the ward clean.
Yeah.
Yeah, and so –
We've been doing that.
Again, we got the CTA.
We're going to –
Right.
We're just trying to get that message out there, and it was pretty cool.
So we hear you loud and clear.
And we're going to do – we're going to put some money behind that.
But definitely send me that link, whoever has it, so I can, you know, get that word out so we'll be Philly.
All right.
Thank you, sir.
We're going to go to Alderman Villegas, followed by Alderman Mitchell.
Thank you, Chairman, and good afternoon, Commissioner, the team.
I'll echo what my colleagues are saying.
Great job.
Love the interaction with streets of sanitation.
Cole, I don't call you as much because you have a great team.
And so just wanted to put that out there.
And I would be remiss if I didn't say I had the best ward soup, just like everybody else.
So if you could explain to me if your department's using any type of technology, like sensors on trucks for alley conditions or any type of AI chat boxes where you're engaging with constituents.
Yeah.
I'm excited to talk about technology.
Perfect.
We're trying to get out of the paper business.
So out of our – I'm just going to look at our bureaus.
You've got Deb DeLopez, who, with lot cleaning, is getting out of the paper business.
Gloria Pittman, with road and control, is getting out of the paper business.
I don't know about Jimmy, but Mike Lococo is working on getting out of the paper business.
So I say that to say, if you walked into my office three years ago, you'd get lost in piles of paper.
However, my team wants to give more shout-outs for technology.
So turn-by-turn we've done.
Kelly Berry has remapped all the inside streets, the neighborhood streets for snow.
Snow.
Nobody's looking at maps anymore.
All these drivers, it literally takes you down every – and then it tracks it, so then we can see what they're doing in real time.
Weed cutting is done now with an app.
We literally – we cut 68,000-plus lots this year.
Wow.
We used to do that on triplicate, literally on triplicate.
Write the address down, tear it apart.
That's done.
We have quality of life.
Tommy Johnson's group, Mike Ceracola's group that, you know, work in sanitation, but I got to keep throwing Tommy to it because that's Tommy's 10-year passion that finally came to light over the last couple years.
Tree planning, we're working with a grant that should come to light on the inventory beginning of next year to get inventory of species of tree.
Condition of tree, so we're really going to be able to work better with our canopy.
We have a graffiti app and rodent and forestry, so we're getting out of the paper business.
We probably save a lot of money in paper, you know, honestly, because of the amount of –
No, no, and I appreciate that because it's not only just saving money on paper, but it's also the data that allows us to track and put forward policies that ultimately help you,
which – with delivering the services that you deliver.
I know it's not a sexy business, but it's very important, so we really appreciate that.
Have – with some of the equipment and supplies that you guys have to procure, have you guys been impacted by the tariffs at all?
Right now we're in good shape.
We try to stay ahead of it.
You know, we – LeCoco ordered cones.
You know, with the DNC last year where we knew we were going to – there was going to be a big ask of equipment, cones, police blues, irons,
you know, we positioned ourselves in a way to where we have that – so to answer your question in short, no.
Okay, good.
And then lastly, because your business is a service business, have you or your staff had any ideas about how to create revenue with your department?
Just like you're thinking about something like, say, you know what, we should be charging for that,
or maybe somebody else charges for something that your department does that we haven't thought of yet?
Again, as you said, we're here to provide a service.
Okay.
We're here to provide a service to folks.
People have come accustomed to – you know, there's places that charge for graffiti.
There's people that charge for road and control.
I say when New York came – New York came here, their rat czar came here and spent three days with us.
I say, you charge people for road and control?
I say, this is why you got part of the reason.
You know, who's going to call so they get charged by the city?
So these are all free services that this department does offer.
Graffiti, you know, we try to get that down within three days, you know.
road and control, trimming trees, obviously picking up garbage.
You know, there's just – it's services that Chicagoans associate with that.
So, again, that's –
Okay.
No, I was just wondering if you guys had any idea.
You guys are – men and women are day-to-day and just trying to figure out,
you guys, any ideas around – obviously, you know, we're in a little bit of a financial issue.
So I'd be a nickel and dime stars.
Finished?
Yeah, point of information.
This mic is pretty careful.
But just to what Artemis Villegas said, do any other cities advertise on their garbage trucks that we know of?
We've looked into that, and I'm going to look to somebody over there.
I don't believe we were able to do that.
There was a – Chris Solvay.
I'm going to have Chris Solvay answer that question because we looked into that years ago,
and there was a reason why we couldn't do that because we talked about, like, a garbage bag.
You know, hey, can we at least get a garbage bag up on the truck to try to do some revenue?
So, Chris Solvay, can you answer that question if you would call?
Well, Deputy Commissioner Chris Solvay.
So, Alderman, I believe there's a limitation on advertising on city-owned equipment.
It's a bond issue until the bond's satisfied with that piece of equipment you can't advertise off of it.
Because we did – as the commissioner mentioned, we looked into it years ago for putting up some sort of advertising
or generating revenue off of those assets, but I don't believe it's allowed.
Okay, and I guess other than that, do we know if any other cities are doing it?
I understand our limitations, but I'm just asking, are any other cities doing it?
I'm not familiar with any other cities doing that.
I know that they will have partnerships from time to time with, like, in the trash world, like Hefty Bag,
partners with some cities, but I believe that's more of, like, a promotional campaign.
I don't know how much of that is actually on city assets.
All right, thank you.
I mean, we were happy to, you know, get the bulls, the cubs, the socks on our sweepers.
You know, we're working with the bears to get on one of our sweepers.
You know, that's a work in progress.
But we did breast cancer awareness sweeper.
We do – we have some – so it is, to your point, but we looked into that years ago,
and I knew there was something.
I mean, we got to the point where it was like we put a garbage bag company that wants to, you know,
promote a certain garbage bag out there on our truck, and it just ran into her.
Okay.
I'm just – I don't think we need the bears one anymore, so since they're moving to Ireland Heights,
but Chairman, I'm good.
Bears are still – they'll still be the Chicago Bears, so –
Bears.
We got the bears, so –
Alderman Mitchell followed by Alderman Sposato.
Thank you, Chairman.
Oh, thank you for indulging me earlier.
I got a lot of my questions already out of the way.
But I have a few – to piggyback on some things that was talked about earlier.
Overgrown alleys.
You know that's a problem, particularly in my ward.
What are your thoughts on providing refuge crews with hand tools to trim back the foliage as they go through the alleys?
And it can be a pilot in the Seventh Ward.
We do – we do 17,000 alleys a week.
That's about – 17,000-plus alleys a week.
I'll be honest, Tommy and Sarah Cola actually blew me away when I was preparing for this to try to see what quality of life.
I don't mean to cut you off.
What's your thoughts on adding?
No.
I want to say we did 6,000.
They trim 6,000 of the 17,000 cut back, and that's major clean.
It'll take them a day to get through an alley.
I can't have a garbage crew there.
So we formed these teams together where we have gone through 6,000 of these alleys.
And the hope is – the hope is that once we do the heavy lifting, and we know there's vacant homes, we know there's vacant lots, that maybe the homeowner will be like, okay, let me maintain this.
You know, let me maintain that.
Yeah, we talked about that.
We're going to continue on with these 85 laborers that came on.
It's going to afford us to really bolster and get these alleys clean.
But to answer your question, we've done 6,000 of the 17,000.
Yeah.
Remember my response to that was, you know, the reoccurrence of it.
So I know the number, but, you know, the reoccurrence of it is – and to date, none of the – for property owners, none of them has responded like you just said.
And two, you've got to take into account the vacancies.
And in my word, I have a lot of vacant properties.
So, all right.
We can get help with the banks to take care of their properties that they own.
Yeah.
That would definitely help us.
Yeah, we're talking with buildings about some things.
And a lot of my properties aren't even owned by banks.
They're privately owned because of the acquisition of my properties.
It's not that expensive in certain areas.
We talked about the addition of vehicles.
Let's see the other side of that.
What's the total number of motorized sanitation vehicles that have been decommissioned?
And can you give me that number by year in the last few years?
Yeah, I'd have to get you that through the chair.
Okay.
Okay.
And to that point, are the decommissioned vehicles being replaced with new equipment at the rate that keeps up with the number that you need for your frontline operations?
Yeah, for big trucks, you know, the industry standards, 12-14, you know, you want to turn those things over.
Again, 2020, 2021, we're starting to creep into the 70s.
We're getting really nervous where I was kind of raising the flag of, hey, this is getting a long turn on these vehicles.
But our average garbage truck for maybe 10, 11 years old right now of our fleet.
So we're still in that industry, but that's something, it's getting better.
Four years ago, forget about it.
It was not good.
It was not good.
Your collaboration with Fleet and Facility is pretty good.
I think I asked you that before.
Yeah.
Okay.
We're like this.
We always want to make sure that, you know, if we need to step in and aid you so you can get what you need, we'll definitely do that.
They talk about some of the, you mentioned sometimes you get a number of trucks that go down.
And I know working with my wards who, I get a report, some trucks are down.
Do you feel that the sanitation equipment is being replaced within a reasonable timeframe by Fleet?
Yes.
Yeah.
You're to, to, and we understand the pressure that's on the division level.
We understand that because if a truck goes down, that's 15 alleys for the day.
So if you get two trucks down, that's 30 alleys for the day.
Minimum 30 alleys they're losing.
So then they're there.
That's getting there.
Hey, we got to make up these 30 alleys.
You got to start moving equipment around.
But for in the big scope of things, we understand that if it's one here, one here, if it's nine sitting in division eight, it's a problem.
But we do make those adjustments.
Are they, they, they do that on their own or are you as a commissioner say, you know what, this is what I require.
If I had a truck, I need it back in a week.
Oh, no.
So we're literally, we have a team of six up there, six upstairs that are constantly on the phone with Fleet in the morning.
Hey, did anything come up overnight?
We have a night shift that will go pick up stuff if it come up overnight.
It may not seem perfect at the division level, but as looking at it as a whole, we're putting, I can have a thousand pieces of equipment out on the street in a day.
So it's, it's just that, that stuff that impacts you directly, we understand there's a concern.
Okay.
You know, we've been working on legislation that, remember the, the park on private lot, vacant lot.
How do you, how do you feel the effectiveness of that ordinance has been?
I hear, as, as I say, when we all work together and we all hear each other and we all listen to each other and we all respect each other and we get on, we get some stuff done.
I mean, when we had that ordinance written and we came back to you and Lococo has got 30 plus years in that bureau and we said, hey man, this just quite isn't working out.
You came back to the body.
Alderman Irvin's pushed us on this.
Derek Curtis, Alderman Curtis has pushed us on the towing.
You, we got together, we've got 821 cars off that ordinance since.
Okay.
So you appreciate it so far.
Oh, it's unbelievable.
Okay.
And the same group of people, the same group of people that have did the 3,400 abandoned complaints cars that we get, were able to do that 821 due to technology.
Okay.
So it's, it can bring it on with the, with the fly dumping ordinance, bring it on, you know, anything that we can, cause it's.
I don't know if Marcella has talked to you.
I'm saying Marcella, but that's my ward superintendent.
I don't know if he's already brought this to your attention, but this is something I talked to him about, we talked about.
We continue to see vehicles parked on adjudicated private lots, even after red sticker enforcement.
So what actions traffic service is prepared to take to ensure red stickers are enforced and adjudicated lots are monitored by investigators with authority to issue and towed?
All Marcella's got to do is talk to Lococo.
Okay.
Nobody else but Lococo.
That's what I'm saying.
I don't know if he-
Talk to Lococo.
I'm not saying talk to Bill Higginbott.
Talk to Lococo.
The deputy needs to be aware of that because, again, we're the biggest towing company in the city of Chicago.
Okay.
Citroëns came in, I went through my database, and we've noticed that a lot of complaints about or reports of disabled vehicles impeding traffic on major streets like Stoney Island, Jeffrey, and South Shore Drive remain a major concern, especially in South Shore.
So what are your thoughts on that?
Does traffic services currently have the capability and capacity to rapidly deploy streets and sanitation workers via OEMC to relocate these vehicles?
If that's coming from Marcello, I'd have to ask him because I'm not-
It actually came from some of the constituents.
I'm not understanding the question, I guess.
We're seeing a lot of disabled vehicles on the sides.
Oh, disabled.
Okay.
I missed that part.
Yeah.
Yeah.
Again, we'll work with them.
Okay.
We'll work with them.
Because, you know, some of them, you already know the issues with them.
Lococo, fair to say.
Mike, fair to say.
We'll work disabled vehicles on the side that they just leave there.
Okay.
Mike Lococo Traffic Services.
No, disabled vehicles on the side, yeah, we can relocate them off the route if need be, but they don't just sit there.
Normally, if they're there for more than seven days, we could put a seven-day sticker on it.
Okay.
Yeah, I'm assuming that some of our constituents are not knowing how to deal with that.
We talked about Jimmy and he's doing a good job and everything.
I just want to make sure.
Do you have the necessary equipment to keep up with what you're doing?
Because I know you hit the ground running.
No, we were actually able to turn back rental equipment.
We paid a good dollar for rental equipment.
But as I said earlier, we got three forestry clams.
The tractor trailers, that's always a big problem for us.
It was a problem for us.
But for us to get 10, 50-yard tractor trailers, that's what gives Jimmy the ability to do what he does.
It's about manpower.
You're good with the manpower?
Yeah.
Yes.
I know you ramped up.
Do we have them all trained up?
How are we looking?
What is still working for us?
It takes three years, Jimmy, to get a tree trimmer to where he's – safety is our main concern with that.
You know, those tree trimmers up there, it's dangerous.
You know, so we're still trying to work and train.
We have training agents out there watching them, and we acknowledge that it's a tough job.
Yeah.
There's one last question.
All right.
So you know how me and my ward sit so far.
We're looking at – we've looked at other, like, tools that other cities are using and things like that.
Are you open, or are you guys – or what's your process in seeing how new technology or new tools that the city does not have
but could potentially be of use in some of the issues that we're going through in our wards?
We'll look at anything, but, again, we're – as everybody knows, we're a union town.
You know, we're a union town.
Yeah.
So jobs puts food on the table for people.
Yeah.
So –
I know some of the devices we've looked at would need to be manned.
So do you think it would be a good idea to sit and talk with some of the unions and see if –
We can talk.
But, again, unions come into play.
Yeah.
Okay.
All right.
That's all I have.
Thank you, guys.
You guys have always been a good partner to me, and I appreciate you.
Thank you.
Thank you.
Thank you, Alvin Mitchell.
We're going to go to Alderman Sposato, followed by Alderman Coleman.
Thank you, Chairman.
Thank you, Commissioner.
You and everybody in the box.
Appreciate all of you.
I really don't bother anybody in the box other than maybe Mike every once in a while.
So I appreciate you, Mike.
Always picking up the phone when I call you because you know I'm calling you for something.
I know 50 of us say they got the best ward soup.
So not only do I also have the best ward soup, but I'll add a twist to this.
I also have the best district soup.
So the former district soup.
I didn't meet the new guy yet, so I'm sure he'll be just as good as the last guy.
Really not much to say.
There's only like four of us left here, but I did have some advice for some of my friends.
So we were talking earlier about the garbage cans out there.
I think we got rid of all of mine, but two of them.
Get rid of them, people.
They're nothing but a pain in the ass.
People come and fly dump.
I say fly dump, but they're throwing their carpet in there, their tree debris, their construction material.
That's meant for a can of pop, a cigarette pack, a bag of McDonald's.
People are literally in my neighborhood pulling up and unload their car and whatever they're putting in there.
So get rid of them.
I know we were talking about garbage carts earlier.
You've gotten way better.
I know a while there it was two, three months to get one, and now I think they're probably about a two-week turnaround, something like that.
But I will recommend to my friends that I got from a recommendation from one of my colleagues was buy yourself your own carts.
I mean, they're worth their weight in gold.
I mean, when people want something ASAP, they don't understand.
They don't want to wait two weeks.
If it's an emergency, if you could get it to them right away, I'd say buy your own carts, and I guess we're saving the city money then in a way.
The only budget question I have, which I think I know the answer to it, because we got talking about graffiti, the state does the expressways?
Yes.
Okay.
Then that's it.
Then there's no question, because these graffiti guys, I mean, no sooner they get cleaned up.
I'll see you cleaned up on a Monday and we'll drive by again Tuesday, and it's already graffitied again.
So these people are out of control.
I'd love to be able to catch them once in a while.
I don't know if we ever arrest them or any of them serve time or anything, but that's really about it.
But just appreciate all you do, appreciate your friendship, appreciate taking my call all the time and listening to me, and that's about it.
And your staff, I guess my words, who calls them a lot, so he appreciates all of you.
Thank you, Commissioner.
Thank you.
Thank you, Alderman Coleman, followed by Alderman Taylor.
Thank you, Chairman.
I cannot thank Gloria Pittman, a member of the first, finest, and best sorority in the world.
Thank you, Debbie, in your loan care.
Courtney, who have done just outstanding in your new role.
I know your alderman is proud of you.
Charles, Commissioner Sheen, you have Deputy Commissioner.
You've been a breath of fresh air.
You actually sent Superintendent Greg to a 16th Ward community meeting, and he turned more redder than Cole does at budget.
But you all are my favorite city department.
I can truly say, without streets and sand, I don't know how we're even able to help our residents.
I have the best street sweeper, Darius Jones, and, of course, Randy and Nicholas are outstanding.
So thank you, Commissioner.
My favorite city department.
All right, so, enforcements.
One of the biggest challenges are enforcement.
So what are we doing procedurally for the ordinances that have been enforced, but how are we looking at in the streets, on the streets?
Because, you know, we have the biggest problems with vacant lots, with abandoned vehicles.
Because Alderman Scott and I have the most, and Alderman Taylor, the most city-owned lots, we are finding more and more vacant cars and abandoned vehicles in the neighborhood.
Okay, proud to report out, under Courtney's leadership for weed cutting, in the ward, we cut 13,000 times in the ward, in the 16th ward.
That's the highest, so I just want to...
13,000 tires?
13,000 cuts.
Cuts.
In the ward, we, the car, the car request, we really want to work on that with you.
You have our commitment on that because LoCoco's team, we're getting some, we're finally getting somewhere.
You know, with the ordinance that was put forth with this body, we're finally getting to see some change.
But again, we, I'm looking for, uh, LoCoco.
LoCoco, in your, in your ward, dealt with 1,227 abandoned vehicles.
Mike, I'm reading that correctly, correct?
Mike, LoCoco.
Mike Lococo Traffic Services. It's 1,355 abandoned vehicles we towed so far this year in your ward. We rolled up.
So at the top of Q3, we're looking at over 1,300 vehicles, and thank you.
Could you imagine how many more that we have in touch, only because what I've noticed is that the tow trucks are not being dispatched until the last day.
I'm looking at the towing, towing-wise.
Oh, yeah. No, we're, like, booze are, the majority of these are seven-day notice, Mike?
Yeah. Majority of these are seven-day notices. Some are 10-day. On the city-owned lots, it's a 10-day notice.
On the regular street, it's a seven-day. That's all we have anymore.
With the help of the alderman and his body, we managed to get the vacant lot ordinance, which we could tow immediately off of some of them after it goes through judification.
Are we still in that pilot stage, or are we able to immediately?
No, we're going.
Okay, but that five days, that's a long time, and 10 is even longer, and, you know, that's...
Well, we have to follow what the law department leads us.
Let's pay to break the loss of time.
How many tow trucks are currently being designated to serve the 16th Ward?
We have an unlimited amount of tow trucks.
So, when I say unlimited, I mean that your needs can be met.
The needs can be met through our towing contractor.
So, if there's a need, we can meet that need.
We work with the police on tow missions in the summer that work very well.
So, they use us in helping to disperse large gatherings.
I think there's aldermen that could attest to that.
But I will say one thing that I noticed.
You were number one in weed cutting, and you were number one in mileage swept in your ward.
Kelly, I'm reading that right.
9,247 miles swept in your ward.
So, between weed cutting and sweeping, we did the most work in the 16th Ward.
Speaking of weed cutting, when is that contract up again?
Well, is that after next year?
Weed cutting contract.
Deputy Commissioner Gloria Pittman, May 2027.
So, next season, next season, well, understood, May 2027.
Okay, and next year, it will go out for bid?
Or does it have to wait until May?
Are we stuck with this vendor for?
So, we're working with procurement, and it will go out for bid next year.
Next year.
Okay, awesome.
For the privately owned garden lots and encampments, how can our ward superintendent legally and safely enforce cleanup and removal for the off-grid living spaces, the mobile home encampments, and the other encampments?
We're noticing an increase in these privately owned and just these pop-ups.
For the privately owned land.
Work with Deb DeLopez on that, along with CPD, along with DFSS.
We're the subcontractor, as you would.
We're there as support, but between DFSS, Deb, if you want to explain it better than I am, go ahead.
Yeah, Deb DeLopez, Deputy Commissioner of Street Operations.
We continue to also work with the owners of these lots to see if they'll work with us on being better neighbors and what they're going to allow and not allow on the property so that they can allow us to clean up some of this.
Are you saying, question, are you saying people are living on there in the?
Yeah, so on the privately owned, we're noticing encampments, mobile homes, privately owned.
Right now, well, thank you for helping us get, but next to the old Jolosco that's just now in high school, folks were living in the trailer trucks.
But this is privately owned land, so it was only so much.
But it becomes a hazard, a public safety hazard, a health hazard, because we're seeing needles.
We're seeing human defecation.
Defecation, you know, it's, okay.
On the tree trimming, let's please, no more tree planting, Cole.
Jimmy, mark that down.
None.
16th Ward, none.
None.
And if I see a tree, I'm going to call the people.
We'll send them to, O'Shea, O'Shea, O'Shea wants them.
Go bring them.
No, but.
Give me 16th Ward.
But know that we're not the only department that plants them.
See, that plants them on the main drags.
Those are fine.
Those are fine.
But don't, like on Halstead, no trees.
Noted.
But I would like to address the existing trees on the parkways.
What is our plan for trimming those?
We.
Not just the grid, but I need a little bit more.
We'll work with the Alderwomen.
We'll work with the office.
We've worked with the offices of the Alders, and we've probably gotten about 3,800 requests from all of them this year.
Of those, we've probably completed about 3,000 of those.
And it's still, we're still able to do, we're not losing production in that, because it's either a one-off that we can hit at the end of the day when they don't have time to hit that other block, or we're doing the whole block.
So, again, I want to thank everybody for the partnership.
But if you have certain areas of concern where the trees tend to be more mature, because we're running across trees that haven't been trimmed in 50 years since they've been planted.
So, if you have actual areas of concern that would benefit, you know, with the lighting and stuff like that, we'll work collaboratively together to get those done.
Okay.
And last question, Chairman Irvin, just a couple more seconds.
Trees on properly-owned lots, because I have such a massive of city-owned, at some point, now, some of these trees on these properly-owned lots, you know, the city suit, the lady, the Susan lady, so many, she had about 300 lots and 16 alone.
How can we get around the privately-owned that no one's paying the taxes?
We don't know the, you know, every lot has a story.
Sometimes it's been a home, but trees are growing out.
They're affecting residents, especially the seniors.
I have to go back to the homeowners.
How can we finagle and address the privately-owned trees for the lots that we know there's no ownership?
The answer nobody wants to hear, and I'm not giving you this answer, but I'll tell you.
It's, oh, the homeowner has the right to go straight up from the ground, straight up, and trim and protect their property.
We understand that trimming trees are very, very expensive.
Yeah.
So, if you have specifics, give it to us, and we'll work with the law department.
We had a real, real bad actor.
Was it the 21st Ward, Jimmy, or the 9th Ward?
The one, it was, it actually made the news, and it was unbelievable.
There was literally foundations there, and there was so much tree debris there, and these people were living next to it.
And we took, again, work with us on that, because no one should have to live there.
It's a health issue.
It's a place for people to hide in.
It's something that is dear and dear to my heart.
So, yeah, we've literally, we've found guns.
We have ring cameras where folks were shooting.
They hid behind the trees and the alleys, but these are on probably owned lots.
They were once homes.
So, I want to thank you so much.
Since you have been here, we have gotten more work done.
You don't say no, and you don't say, well, we can't do that.
So, I'm just so grateful for leadership under you, Cole, for, you know, trees, alleys, keeping our streets clean are the backbone of all of us, especially on the south and west side.
And there's a line that you said, your needs will be met.
You said that on record.
So, thank you so much, Commissioner.
Your needs will be met.
All my needs?
It's all I say.
Oh.
Wow.
Tommy takes care of the west side.
Oh, man.
Oh, wow.
Okay.
I'll get you guys a little later.
Altman Taylor.
I'm here.
Commissioner, Commissioner, can we talk about we went for grid for garbage?
How is that going?
We feel it's going good.
We do?
Because I feel like I'm getting less trucks in my ward.
No, I can dig into it and we can work with Mondelez, but I don't know where that information is coming from.
But you're not getting less trucks in your ward, I can assure you that.
Grass.
The grass didn't go well this year.
Can you tell me how many passes 20 got?
Yes, I can.
Bear with me.
20th ward got 6,069 cuts and you came in fourth place, meaning there was the 24th ward had about 600 more cuts.
As a matter of fact, Courtney, I think they were third, correct, as far as cuts made?
Yeah, I believe your ward had the third highest amount of cuts within the department, over 6,000 cuts.
And that was with Mondelez had support of an FSI helping with tickets.
You said I was third.
Who were the other two?
16 and who else?
You had, 16th ward had 13,000, 20th ward had 6,069, the 24th ward had 6,766.
So you came in, you were in third as far as lots cut and cleaned.
So 13 compared to 6,000?
Yeah.
That math don't matter.
Well, you were third.
How many, how many lots do I have compared to 16?
Oh, I can't answer that question.
I'll get you that through the chair.
Every other year is a hit or miss with the grass people.
So I don't know.
Are ward superintendents at the table when you have conversation with folks who are getting these grass contracts?
I didn't understand that question.
So when you all are picking vendors to do grass in our wards, is the ward superintendent there doing that selection?
We don't pick, we don't pick who does, that goes through the procurement process.
We don't pick vendors who do that.
That has nothing to do with treats and sanitation.
That's a problem.
That's a procurement, that's a procurement process that we're, we're not, we give what is required, what they do.
We don't get involved in, we say, here's what we need.
20 years ago, all they did was trim it.
And we did it from May 31st, Memorial Day to Labor Day.
It was $700,000.
That budget now is $3.8 million.
And it's, we trim, we pick up paper, we trim around trees, and we cut lots.
That was through working together on what the needs were of the alders over the 20 plus years.
As far as, go ahead.
Every year is hit or miss because that didn't happen this year.
There were a lot of lots that were cut that were not clean.
And I got dragged and my ward superintendent got dragged about it.
But let's have a conversation on how you all are part of the process.
Because I feel like y'all are picking folks who say they have the equipment that can do the work who actually can't do it.
And so, like, this year was disappointing, like, 2019 for me.
It just was not good.
And I don't know what the issue is, but it was, it wasn't good.
Now, we'll work with Mondele because she's required before any vendor gets paid that she signs off on those jobs to make sure that they were done completed.
So, we'll look into that.
Thank you for bringing that to my attention.
Yeah.
This year, it was just horrible.
I got calls.
I got complaints.
I got 3-1-1.
Through the chair, can you send me all the 3-1-1 requests you got for 20 around grass?
Sure.
So, I mean, I have that information here.
Give it to me.
If you can bear with me.
Mm-hmm.
For requests, we cut, so you're aware, 68,000 times.
For weed cutting, we, weed cutting, bear with me.
I'm sorry, 7,526.
So, we proactively found 60,000 locations.
And that comes from your ward, superintendent, and the helper that helped Mondele all summer.
And that was the person she chose.
So, Mondele has 27 years of experience.
Am I correct?
I don't know what she has, to be honest with you.
I believe.
She's been there 27 years, I can tell you.
Okay.
And so, for a person that is there for 27 years, having all these issues, trying to get support and help around things, it's not a good feel.
I've asked you this question before, and I'm going to ask you again.
What is the protocol with IDOT?
Because the expressways are never.
They never.
And I literally can tell when you clean them.
And don't get me wrong.
Part of the problem is some of our constituents, they nasty.
But I literally feel like when I go past Cermac, ain't a trash.
The grass is cut.
But when I go past, what, 119th.
And I don't drive.
So, for me to be having this conversation is interesting.
But it's like, it's trash all down when you're going down the expressway.
Doesn't seem like the grass is cut either.
Is there a, and I've had this conversation with Alderwoman Harris about what is the, what is the conversation that you all are having with IDOT?
Well, they have a great leader there now in Gia Biagi.
I have a great working relationship with her.
We all know Tom Carney went over there as well.
They have received equipment.
They finally have sweepers.
I was happy to see sweepers.
We do see some movement on crews.
They did hire crews, but I'll pass the message along and we'll continue to work.
But I'm going to, here, is it perfect?
No.
I get on the expressway at 99th and Halstead.
I literally have to take pictures at 99th and Halstead after we clean it up.
And Alderman Mosley puts his big 4x8 green sign there.
Please put litter in its place.
I was going to ask you, so that's part two to my question.
Cole, is there some conversation with you and your crew about a, a cleaning campaign?
Because I feel like in April, maybe April, May, maybe to the beginning of June, after we do like the citywide Earth Day, after June it just goes to trash.
Is there any conversation about a citywide cleanup campaign?
I just, I mentioned earlier, and I'm going to, we're going to send it to you.
Please get it out to your constituents.
We got about eight, nine days left because we're going against Philadelphia for a cleanup.
And it has to be the residents.
It can't be us.
We're running neck and neck with them.
And then as far as campaign, love the thought, love the support on that.
We're going to work with CTA.
We use CTA for food scrap drop-off.
We use CTA for recycling.
They, they saw millions of impressions on CTA.
So we want to continue to work with them folks over there to try to do litter.
So we're all for it.
I, I, I know you, your, your, your comments.
I, I love them because it forces us to be better.
I take it all.
I don't, I don't, I don't, I don't need to hear rainbows and gumdrops all the time.
I want to hear the tough stuff too, because that's how we get better.
I'll have Gloria and Gloria, who's been a ward superintendent, reach out to Mondeley and, and give her the support she needs.
Gloria, I'll say, worked for one of the toughest alders for our department.
And she figured out how to make her happy.
So we're going to, I'll have Gloria.
it'll reach out with Mondeley and get your needs met.
I'm sure I don't got that much time left.
I'm going to send the rest of my questions.
But the one I wanted on record, can you talk about the reentry operations,
the safer groups, how many we have, how are they dispersed,
and has there ever been any conversation about having them for 12 months?
And what does that cost look like?
Again, this is a DFSS contract.
Deb, what do we give a million?
What do we give?
Deb DeLopez, how much do we give towards that?
Yeah, we give over a million dollars to that.
And they pretty much run from March, mid-March, to the end of November.
This is our first year with the new group.
There were growing pains, but we got through them.
We're going to continue to work with them next year.
As I mentioned earlier, we had five quality-of-life crews out there working.
We cleaned 6,000, cut back 6,000 alleys.
And that was already overgrown alleys.
And I want to say this to your garbage campaign and frustration with the expressways.
We wrote over 67,000 tickets, 67,000.
We collected 58,000 bags of litter.
Now, that's not litter that we're picking up where there's garbage in the bag and we're just taking that bag.
That's people literally picking up garbage.
And that doesn't include your vacant lots where they're cutting the weeds.
These are our numbers where we're doing the work.
58,000, as I said last year, I can fit in one of those bags.
It's a big bag.
For us to have to pick up 58,000 bags of garbage on a yearly basis, we got to do something better.
Which is why I wanted to have some more Earth days.
Yep.
My last question, the rest, everything else I'll send to you.
Can you talk about us?
I don't know if there's the ordinances, the five days with these trucks and cars,
because now the problem that we're having at 20 is from across the street from the railroad.
They're leaving those trailers there where the street sweeper can't get through.
You're talking about where a semi pulls up, cuts the trailer off?
Mm-hmm.
Tell Mondeley or your constituents, give those to Lococo.
We know that's a problem.
We know that's a problem.
Mike, fair to say, we know that we're aware that that's a problem, right?
Mike Lococo Traffic Services, yes, that's an issue.
If you get that to us immediately, we could get tow trucks out there to tow them.
That's pure ignorance to me, so that's a sticking point for me.
I find them more often, and then I'm asked to pay for signs that say don't park here,
but I see them there two, three days, and I might see one ticket, even if they get a ticket,
because some of those trailers don't even have a license plate on them.
So I want us to figure out how to get them off the streets.
Have we talked about, through the chair, can you tell us who is exempt from paying garbage?
Because I do not want us to be in a place where we're only collecting garbage once a week.
It would kill a war like mine, so I don't want that.
That's why I don't want to see services cut there.
I'd have to get you that through the chair.
Yeah, okay.
We've been working on that for 20 years, Chris.
We'll get you that through the chair.
Okay.
And forestry, I feel like forestry is going a lot better.
I appreciate LaDiva.
My issue is when they cut the trees, the debris sits there for so long.
Is that who's responsible for getting it up?
And them having the common sense not to put it on the curb because it winds up,
especially down 55th, it winds up in the streets,
and they're running over trees and branches.
And so is there a timeline for when that tree is cut that they actually have to come pick up that debris
or those pieces of trees?
Yeah, again, thank you for that one.
It is a frustration.
We're in tree removal season right now.
We're getting through the 2024.
We'll be done this Friday.
So these folks are cutting, dropping it, leaving it.
We've had 20-plus thousand tree emergencies.
It's been a pretty stormy year.
So we'll continue to get through those.
But if you've got those hot-button ones on those mains, we know we can do better.
Yeah, that's why I see it the most.
Do you all coordinate with Park District around those trees?
Yes, we're in constant communication with them.
And if I may, I want to get back to that tree.
We literally wanted to try to clean it up.
We literally worked with the ward superintendents and just asked them for the tree debris,
go fill out this sheet.
We'll support you.
If you need help because you've got 12 pages or something like that,
we don't want to chew up all your time.
But tell them if it's there, if it's been gone on arrival,
if a garbage truck can get it, or if we've got to send a clam.
So we know that's an issue.
Andrew, again, in regards to your question, what was your last question?
I'm sorry, Alder.
About where they leave the debris.
So like on that 55th, from King to the expressway,
they'll cut the tree and put the debris close to the corner.
And for some reason, it winds up in the middle of the street.
And so where they're putting it sometimes matters.
And I get you trying to put it in a place where they actually can't see it and get it.
But it becomes a safety hazard.
All right.
We hear you.
We hear you on that.
Jimmy, look into that, please.
That's all I got.
Thanks, Cole.
Thanks, Chairman.
All right, Alderman Taylor.
Alderman Manahoppenworth, you have anything for Street City Center?
Thanks, Chair.
Hi, Commissioner.
Hi.
Hi, team.
I want to thank you all for your department to help Chicago be as beautiful and safe and clean and also green as it could be.
And we've worked on many projects just recently in coordination with other departments.
And I really appreciate that effort.
And I'm thinking of especially along the shoreline where we're seeing a lot of tent encampments.
So thank you for being on the call, Debbie.
It's so important to know that you are going to be there to help our ward soup, Conrad Seward, who truly is incredible and amazing.
We're very, very lucky to have you all working together to make sure that our most vulnerable are taken care of.
I wanted to also say thank you for recently helping us get through the Ridge Project with the Water Department and CDOT.
That was truly an effort that we needed to be in touch with our ward superintendent and you because that was a safety issue throughout the ward.
I wanted to ask first about the – you said Chicago is a union town and we want to protect our union workers.
We don't want to cut service.
Your department absolutely is essential for our quality of life living in this big city.
And so can you just give me – and also I want to say that I mentioned you all earlier in the previous hearing with CDOT because I really look to the grid program for the trees as a model for how we can expand equity in the services that we provide, including taking care of our sidewalks.
So can you just help me also understand as you are a model department in so many ways, how do you involve union workers in pilot programs before they're implemented so that they – because they truly are at the forefront of doing the work and making sure that their voices are heard when we're trying to modernize and make our departments more efficient?
Is there an example that you can share?
Well, I'm going to say we're probably – I'm looking for a fact check here, but 94% union in this department?
Am I right?
Yeah.
We're 94% union.
So 6% non-union.
So we have to work closely with them.
Without working with them, we couldn't get to where we're at.
I mean, the turn-by-turn is a great example.
There we go.
I'm okay.
Very grand.
I can rest on the road while we're at.
Go ahead.
Hop our tenim.
I pray.
Thank you.
our workforce is older, but then we're hiring these younger folks,
and we hand them a map, and they don't use a map.
They use technology.
So it's kind of like, okay, we've got to get with the times.
We listen to them, and we listen well,
maybe not as well as they think they do,
but when we hired these young folks from high school,
we sat there and said, how are you not getting to work on time?
How are you not getting to work on time?
This is your opportunity.
Don't blow it.
And the kids looked at us, and they all had the same reason.
My Uber didn't show up, and we didn't put the thoughts together
that these kids were in high school three months ago,
they don't have a car yet.
One kid was taking a bus and two trains.
He was leaving at 3 o'clock in the morning to try to get there.
They're saying, yeah, the Uber driver canceled on me.
So these are all things we listen to because we are evolving,
and we've got to listen to them to get better.
Again, you know, it's nice to hear all the nice.
I love hearing all the nice and how great the department is,
but after a special event, I need to hear where we went wrong so we can correct it.
So we do have after-action meetings for things, i.e. the Marathon,
the Bud Billiken Parade, the Southside Irish Parade, the Pride Parade.
So things get better all the time, and that comes from input from union folks.
I could remember one guy wanting to tell me about getting a certain kind of glove.
You know, we work with the union on something as simple as a first aid kit.
You know, hey, man, we need first aid kits.
And something, so you have to have working relationships with these unions here to get things done
because working with the union, with LIUNA and 1001,
and the mayor's blessing and council's blessing, you've got 140 young folks hired,
140 young folks hired that are going to be making good money in four years.
You're going to make good money now, but they're going to be at top pay in four years,
four to five years.
Those are game changers.
So, again, I say when we all, whether it's union, whether it's the alders,
whether it's the mayor's office, when we all work together and listen to each other
and just give people time to talk, we've got the ability to change some pretty cool things.
And I'm glad I have this opportunity to be part of.
All the kind words are because of all the work everybody does here,
along with all those union workers, 94% union.
So hats off to everybody on that.
Thank you, Commissioner.
Speaking of getting better, can you share one thing that you're proud of regarding our recycling program?
Twenty-three years ago, I was in charge of recycling for about three weeks.
And I was like, ooh, we need someone a lot smarter than me.
Get that guy from University of Michigan over there, Chris Solveig.
He could, to think that we went from blue bags, blue bags,
to where people would throw the blue bag out and separate it and all that,
to carts now, where people have carts, to think that we collected a million pounds of composting.
Two years ago, I probably didn't even know what composting was,
if I was going to be totally honest with you.
But to say that we collected a million pounds, right, Chris?
It's a million pounds.
Pretty cool.
You know, it's pretty cool.
So to still continue to pick up 80,000 tons of recycling is a big number.
And that Senate bill, 1555, that I said I wasn't going to bring up today, but I'm bringing it up,
there's money there if this thing goes through,
at hopefully the end of next year, to where everybody that talks about recycling, we get a victory.
So we're going to continue to work through that.
But we've got over 7,800 people that signed up that are saying, hey, I'll volunteer and drive and drop off my compost.
Yeah, it's pretty cool.
It's a very big hit in Ashwater and Uptown.
We're in 33 wards.
33 wards.
We've partnered with the library.
With the libraries.
Terrific.
We've got 13 libraries on board.
We're in 33 wards where people have an opportunity, if they want to take that step, that it's there.
I get more love out of the composting than I do for a lot of things in this department in certain areas.
Terrific.
Well, I also wanted to commend you all on the forestry program, the trees,
and would love to talk more about how we can promote the different species that are being planted,
why they're being planted.
We, in the 48th ward, love our tree canopy.
We want them to grow.
We lost many this year because of water projects.
So we'd love to, and we like that we can order a new tree through 311.
People think that's terrific.
That's really it for me.
I just want to say thank you.
Oh, I was curious.
Does every ward have its own street sweeper?
Yes.
Okay.
Terrific.
But we can't monetize the street sweeper, but we could promote on it?
Is that just to clarify?
I'll give Commissioner Hernandez-Tomlin her thunder tomorrow that she can talk about what we do in that aspect.
Chairman Irvin here tasked us with trying to get the Bears to buy in on one of our sweepers that we're continuing to work with them on.
Again, we try to keep the Sox sweeper in the 11th ward and the Cubs sweeper up north in Wrigleyville.
Sometimes the Cubs sweepers ended up in the 11th ward.
But we do get a lot of people like that.
You know, it's just a great, they, you know, people ask, you know, it's Breast Cancer Awareness Month.
You know, they ask, hey, can we have the breast cancer sweeper out there?
We honored a request from, what was that?
Deb DeLopez, Deputy Commissioner, third ward for the postal workers.
For the what?
Postal workers.
I mean, we put it out there.
You know, people like to take a picture in front of it, and any way we can uplift somebody to make them have a better day, we're there for it.
Perfect.
Thank you.
Thank you, Commissioner.
Thank you, team.
We really appreciate you in the 48th ward.
Thank you, Alderman.
You really don't need that street sweeper.
If you just need it, maybe a day or two a week, and then we can send you one, you know, a couple days out the week, and you'll be just fine.
You'll be just fine.
I just got a couple items.
Number one, we've talked about towing.
We've also talked about the fee for towing, and then also these, for lack of a better term, rogue towers around accidents.
Do you all have the capacity to work with the police department on these accidents?
The stories that I've heard from people's cars that have been literally held hostage by these tow companies is horrific, and I would think that we would have the ability to regulate and say, hey, this is the tow provider for this area or for the city in respects to that.
Does that pose any challenge or problem for your department relating to, number one, empowerment, because I know that is always a priority, number one, your regular tow operations, and then the potential to look at these accident or other tows that exist?
I see Alderman Villegas sat up in his chair when that was brought up.
So this is something that is near and dear again to this department's heart, along with many alders in here, because it is crazy what goes on.
So we're fully committed.
Lococo, get ready to back me up here.
We're fully committed.
We have, as I say, we've got the largest towing company in the city of Chicago.
We need to work with the police, closely with the police, so that car is put there on the side, and we get an opportunity to get there.
That's not an issue for us.
Fair to say, Lococo?
Well, Mike Lococo Traffic Services, no, that's not an issue at all.
All we need is for cooperation of everybody on board to help us mitigate to where these vehicles are.
We could come out and tell them within 45 minutes of them right now.
And I say that because then the folks know what they're getting charged.
They're going to get charged $150 to $25, you know, what the fees are.
It's the police have a tough job there because they're trying to clear that street.
They're trying to clear that street.
And you're looking right at that tow truck, that rogue tow truck driver, pull up.
And it's those guys got the gift of gab.
They got the gift of gab and they get those people at their weakest moments and get that car.
And I've literally been out on locations and had some real strong conversations with those folks where I said, no, that's my car.
We're towing that car.
And it gets challenging out there.
So that's something we're definitely, we're 100% on board to work with all the alders on crafting ordinance.
And Mike's chomping at the bit to say something.
Go ahead, Lococo.
We would prefer to tow the vehicles rather than have rogue towers.
It's cheaper for the people getting towed if it comes into our auto pound.
It's only $150 and $25 a day.
It's cheaper for them to come to our auto pound than for these rogue towers to get it.
Speaking of fee, I know the fee has been relatively flat for a number of years.
And from just a little research that I've had, I've seen, it looks like we could definitely stand to increase not only storage, but also the cost of the tow itself in relation to some of our peer cities.
Have you all explored any of those types of actions?
Yes.
Have you all pegged what I'll term, I'll call it a fair amount?
I mean, because I know that nothing, I don't know when the last time the tow fee was increased number one.
And in many cases, vehicles are being towed for outside of an accident, but vehicles are being towed because someone was in violation of a specific ordinance or law.
So what should the fee be in this area now?
And when was the last time the fee was adjusted?
Mike, it's $150 right now.
Correct.
It's $150 right now.
The last time it was adjusted, I do believe, was 2007.
And it went up $40 or $25, I do believe.
The tow fee should be.
Mike, hold on one second.
The tow fees we have researched that we can provide through the chair of where other cities are at so you get a real look at what other cities are paying to help make that determination, if that's fair to say right now.
Well, I mean, yeah, I think it is.
I mean, we don't want to be an outlier where we are, number one, at the bottom, nor do we want to be at the top of that fee structure.
But it does beg the question that since 2007, we're talking almost 20 years, that costs have definitely increased.
And the fact of your operation, the costs have definitely increased.
And, again, these are situations that are primarily avoidable, one may say.
So I think it's necessary for us to review that, number one, potentially be a deterrent, but number two, to actually look at the cost of what it is that we're doing and, you know, enhance what the cost of providing the service is from a storage perspective and from an actual tow perspective.
Yeah, I'd love to be able to get you solid information of where we sit in regards to other peer cities and where we think we should be and what our cost is.
We can give you that all through the chair, and we'll get that to you.
Mike, we can get that to them by tomorrow, you know, the next day.
So we'll get you that information through the chair.
Okay.
I think most of the things that have been asked and answered, I will say this, for in the last five years, we have definitely seen a marked improvement of the cutting of the lots.
Now, while it's not perfect, I think there's definitely been a marked improvement.
I think our residents have seen an improvement on what's happened, even though it has definitely cost us more than when they had the weed chopper out there.
But I will say that it's definitely been an improvement on that.
We definitely have seen, I will say, a greater efficiency on the grid garbage space system, while many of us, you know, we would like to see more local.
Um, flexibility, uh, on, uh, on, on those trucks and, and labors.
But I do believe that with the enhancements that you all have made, quality of life, uh, working with the division soups and help, we've definitely seen a marked improvements in, in sanitation.
And one thing that wasn't touched on was the, um, vacancies, uh, how many vacancies have, has your department had to, uh, give up in this, um, in this, uh, 20, 26 budget?
Right under 50.
So these are 50, and what are these laborers, motor truck, what were your vacancies?
It's a, it's a combination.
It's a combination.
Okay.
And, and this is something I think we're asking of everyone.
Matter of fact, I think the vacancy list, the, I'll call it the unfunded vacancy list, uh, to, uh, be provided for the departments.
Um, and also, um, we've also touched on, uh, the, the garbage.
I know, um, I have, uh, been, you know, pretty staunch in my, uh, position as relates to, uh, to, to garbage and the fees associated there too.
But, um, and you have always talked about the cost of collection, um, and that cost has gone up year over year.
And we've maintained, uh, a flat, uh, a flat fee there.
Um, there's two components to that.
You're costing in fleet's cost.
Um, and how, how have you all managed the flatness of the revenue source, but with the rising expense rate?
We continue to try to work within our budget that's given to us.
We feel that with our budget adjustments that we had to make, we'll be okay.
As I've said before, getting rid of garbage in the Midwest is, uh, cheap compared to the East and the West Coast.
You know, we're in the 60, $60 a ton game, right?
Um, so it's cheap compared to the East and the West Coast.
Again, we feel with the budget that we worked with the budget department on, we were able to, we're able to still meet the needs of, uh, picking up.
As you mentioned, the garbage fee, we're at $9.50 for a single family house.
As, as Alderwoman Scott mentioned, we pick up everything, you know, that's kind of a, that's our goal.
Um, so I know those are discussions that Alders, Alders are going to have and with the budget department and, and mayor's office.
And just like you mentioned the toll fees, uh, we're going to just provide you with information that can help you make decisions to, uh, move forward in the city.
Well, um, again, uh, I want to thank you, uh, your, your team.
Um, I, um, again, we have definitely seen an improvement in service delivery, uh, from the department.
Uh, we want to just thank, uh, we know, uh, I probably, probably a person I, I emailed the most is probably Mike's team on, uh, abandoned vehicles.
And he continues to tell me it's a private lot that I've got to do something else, but, uh, be that as it may, I'm glad that we have walked the path to create a program to, um, remove those cars off of these, uh, vacant lots.
I just believe that, um, these, these cars, the vacant lot is not a parking lot.
It is vacant and exposed vacant is vacant, not a parking lot.
Um, and, um, you know, I've been very pleased with the work that the team has done to help us, uh, clean up.
In many instances, uh, some communities that have just had some severe challenges, but again, uh, we are the city of Chicago and we will rise, uh, rise to those particular challenges.
So again, Mike and his team, thank you.
Um, Debbie and, uh, John Spitseri, uh, we, we definitely would not be able to move the mountains of debris that keep landing some way.
Somehow the tires, the lot dumps, the construction debris, the, the, everything that we continue to have, uh, in our, in our respective communities.
Also, um, Jimmy Sheehan, um, I'm actually considering.
selling my basket truck because you all services improved to a point where I don't think I might need it anymore.
So you'll take it. Come on with the cash. It could be yours.
But no, I really do. You guys have really marked your improvements in the service delivery.
And again, that's I know it's about resources, but it's also about coordination and management of those resources.
That that help deliver the services that are needed. I don't have much to say on recycling.
Hopefully we can get your costs down and do something else. But I mean, everybody on the team is doing great.
And then since you bashed our side of town, we will uplift the Northwest Division and Tommy Johnson and his crew of people that actually work out of the 24th Ward yard,
but a part of our Northwest Division. And seeing that the commissioner has an affinity to another side of town,
I will, you know, give an edict that that team of people that are based out of over there off about 18th and Pulaski,
not go south to Cermak and not go north to North Avenue and maybe not even go east to Ashland,
so that they can get done the work that needs to be done in our community.
So, again, thank you all for your efforts. Thank you all for the work that you all have done.
I know you guys have a tough job. You get everything that nobody else wants.
But in some way, shape or form, you all continue to deliver.
And, again, appreciation to our team here in the 28th Ward, our division superintendent, our wards superintendent,
our sweeper driver, the whole squad that we got people, we got a good team of folks on the west side getting it done.
And I will say this. From what I hear from the workers in Northwest,
I have seen a marked improvement in just the morale of people in the area and them,
I think, being a little more working together and getting the job done.
So I just want to say kudos to that team in Northwest as they continue to deliver under some of the most challenging circumstances
that I think of any division that exists in our city.
So, again, thank you all. Thank you to the team from Northwest, our division supes, our ward supes, our RCCs, our sweeper drivers.
And, again, we hopefully can get additional revenue from these tolls so that we can have the resources necessary to get the job done.
So thank you. And we'll stand at ease while we transfer.
I'm sorry, did you have – you had something – or you didn't?
You could – we'll stand at ease for a few minutes while we bring in Department of Technology Innovation.
Okay. Our final department for the day is the Department of Technology and Innovation.
Before we start, we're going to have a brief overview from COFA, another new member of
the team, which is Chloe Yuting-Ming, so take it away.
Thank you, Chairman.
Good afternoon, Chairman Irvin, Vice Chair Lee, and the members of the committee.
This is Chloe Yuting-Ming with the Council Office of Financial Analysis.
I'm going to give a brief introduction for the Department of Technology and Innovation.
DTI's fiscal year 2026 recommended budget is $76.38 million, which is a $4.61 million or a 5.7% decrease
compared with the fiscal year 2025 revised appropriation.
About 68.6% of DTI's budget comes from the corporate fund.
Personnel costs is about $15 million, and non-personnel expenses make up the remaining $61 million.
The department has 144 budgeted full-time equivalent positions, one fewer than last year, which is around 0.7% decrease.
This slide compares fiscal year 2026 appropriation recommendation by category and fund to the fiscal year 2025 revised level.
The difference between the 2025 revised appropriation and the 2025 ordinance is due to lower-than-budgeted grant funding
under the Federal Urban Area Security Initiative, totaling about $1.1 million.
Historically, during 2020 to 2023, DTI was merged with the Department of Fleet and Facility Management to form the Department of Assets, Information, and Services.
In 2024, the city split Department of Assets, Information, and Services back into two independent departments, DTI and 2FM.
From the graph, we can see that from 2025 to 2026 recommendation, corporate funding has increased while grants funding decreased and the total appropriation has decreased by around $4.6 million.
For the full-time equivalents, four out of the 144 positions is grant-funded, and the rest 140 positions is corporate-funded, which is one less compared to 2025.
This concludes my summary.
Thank you.
Thank you, Chloe.
All right.
Is it long or short?
Shortest medium?
Shortest medium.
Shortest medium.
All right.
Two pages.
Go ahead.
Thank you, Chairman Irvin.
Good evening, everyone.
My name is Nick Lucius.
I'm Chief Information Officer for the City of Chicago, lead the Department of Technology and Innovation.
And to introduce my team quickly, at my right is Melissa Clark, Head of Planning.
And in the box, we have Roderick Warren, Head of Delivery, Kevin Kirby, Head of Support, Bruce Coffing, Chief Information Security Officer,
Robert Dugan, Deputy Commissioner, and Andre Johnson, Senior Policy Analyst.
Again, good evening, Chairman Irvin, Vice Chairman Lee, and members of the committee.
Today, I'm pleased to present to you DTI's 2026 budget recommendation.
DTI's 2026 budget calls for $76 million to support 144 FTEs and a variety of vendor partners to manage citywide technologies.
DTI's critical and core services ensure that all city departments have the software, devices, and connectivity they require to perform their missions.
That includes the city's website, the 311 system, laptops, cell phones, software, and other technology devices, services for city staff.
DTI's annual budget focuses on maintaining and supporting current operations, keeping the city secure from cyber threats, overseeing modernization projects to achieve improved services, efficiencies, and cost reductions, and improving overall access to city services.
DTI has made significant progress in its foundational staffing efforts since its formation last year.
Following a successful reorganization and the onboarding of administrative and cybersecurity personnel, DTI is well underway with staffing for IT planning, systems maintenance, and support functions.
Now, we are entering the final phase of our build-out, the formation of specialized delivery teams that will drive modernization and improve service delivery across the city of Chicago.
These teams include customer relationship management, project management, application development, quality assurance, digital experience, and data and analytics.
Together, they will lead the design, development, and deployment of user-centered, secure, and data-driven solutions that enhance the experience for residents and city staff.
We've still been able to pursue an aggressive modernization agenda as a new department.
Our approach to modernization is based on achieving defined, specific benefits, such as documented cost efficiencies and enhancements like faster hiring, faster contracting,
reducing the hours staff spend on administrative tasks, reducing the hours staff spend on administrative tasks.
With that approach guiding us, we've identified over $6 million in annual recurring cost reductions through our efforts.
Large on the list of IT modernizations for DTI is what we call ERP, our Enterprise Resource Planning Systems.
There are many systems that make up the city's ERP, including but not limited to human resource systems, finance, and accounting.
While we continue a project to migrate to a new core software system, we are already modernizing, improving, and migrating pieces of the system.
Before the end of this year, we will launch a new ERP-related system that will speed up the city's process for hiring management staff.
We will also reduce the time it takes to work with our technology vendor pool, ultimately providing faster hiring and IT contracting to all city departments.
We have other ERP upgrades in flight that we expect to lead to more cost savings in 2026 and beyond.
These improvements to our ERP systems are in addition to modernizations we've completed or are underway,
such as replacing the law department's case management system, digitizing the building permit process,
improving the resident experience of 311 with our mobile app and online portal for resident service requests,
and a simple Amazon-like portal for requesting and tracking IT support requests.
I am particularly proud of our efforts to improve the 311 app, which is the core platform for city service delivery.
In a short period, we've added a redesigned and rebuilt mobile app, as well as dynamic timeline estimates,
better visibility and tracking, improved communication and emails, and more service types for residents.
These improvements enhance resident experience, reduce the time it takes to receive services,
and helps us build better trust in government.
In addition to modernization, we've also enhanced our software offerings to enable city staff to take advantage of the most advanced data tools,
workflow software, process improvement tools, and AI-enabled services in a safe and cost-effective manner
to allow departments to innovate and create efficiencies in their operations.
Whether it's data visualization and analytics, workflow app building, or resident-facing portals,
DTI provides access to all the best tools for the job to allow departments to thrive in building data-driven
and technology-fueled operational practices.
We are staying attuned to developments in AI, quantum computing, data center construction,
all while ensuring that the city focuses on quality digital services for residents
and effective and efficient operations for departments.
DTI is also working with a local ecosystem of partners on workforce development for the local tech industry
with a focus on equitable access to IT careers for underserved demographics.
We continue to see a demand for STEM jobs and a need to grow our local pipeline for technology jobs
with the public school system and community colleges.
DTI is supporting job training and apprenticeship programs, CPS programs for STEM education,
and using our contracts to help build these local programs that provide a pathway to a secure job in IT.
With this budget, we will be able to maintain critical IT and cybersecurity infrastructure at current levels,
ensuring consistent availability and 24-7 support for city departments.
The 2026 budget will also allow us to continue our modernization journey to deliver better systems
for day-to-day management of operations and more accessible digital services for residents to receive city services.
With that, I will conclude my statement, and I'm happy to answer any questions you may have.
Thank you, Commissioner.
I will start with Audubon Viegas, Chair Viegas, technology man.
Thank you.
Thank you, Mr. Chairman, and welcome, Commissioner and team.
Your department is very important.
I know that it's relatively really reassembled again, and so I know that we're asking you to move quickly.
But we heard from CDOT, we heard from Streets of Sand, some of the other departments around technology.
So I know that you're embarking on – you're doing some ERP, but there was an ERP with another vendor that fell through.
And so –
Just kind of trying to figure out, like, you're saying you're working on ERP.
Can you just talk about some of the cost savings that you're identifying and realizing for the city?
Sure, absolutely.
So the reason that we're working on a newer ERP system for the city is to be more efficient and save money.
And as we've embarked on this journey, we've brought in a firm that started in April to help us do interviews all over city departments, workshops, find out how they work, find out where opportunities are.
And it's been clear that not every new system, new part of an ERP system is going to save money.
We know that we can't do everything all at once, and so we have to decide what we do based on what's going to save the most amount of money today.
And we got started and started identifying cost savings that we could get right away without even having to spend the tens of millions of dollars and wait years for a full ERP system to come on board.
And so in this year, we found $6.1 million in savings through taking a look at our licenses, our software licenses across the enterprise.
Needs are always changing.
It's you almost always need to be looking at how much you're using and seeing what you can reduce and seeing where you need to buy more, looking at our professional services for firms that we use to do all the different work that we do.
And even without, we needed modernization to do, to find these cost savings, mostly modernizing our staff.
But we didn't need to do big builds to find that money.
And that's repeating money.
So over five years, that's going to be $30 million.
Now, our team is already going to add to that for next year.
We have plans.
More to your point, though, modernizing ERP, we did a project last year where we took our ERP system.
And when we started, our ERP system was on life support.
We took that system and we moved it to the cloud.
We moved the system to the cloud so that it would be more reliable.
We upgraded the version of it.
And I liken it to before you're going to perform major surgery, you have to make sure you have a stable patient.
You can't perform major surgery on a patient that is unstable.
So we're doing a stabilize the patient procedure.
And in doing that, we've achieved cost savings just from that move of moving to the cloud.
And we're this year going to realize that by turning off those old servers.
We know that we're going to save at least $1 million, maybe $2 million to add to that $6 million every year.
So, you know, add that up.
It'll be more than 30 over five years.
Oh, that's great.
And I appreciate that.
We need you to continue finding more of that.
On your budget, personnel, 15.3, non-personnel, 61.
What's the 61 non-personnel?
Is that contracts for IT vendors?
Yes.
So our managed services contract, which is our help desk, that's for data when you call and you get help.
Yep.
They manage a lot of our infrastructure.
We also have professional services firms that help us do development builds.
Yeah.
Could you send us who's doing that work?
Yeah, absolutely.
For that.
You talked a little bit about digitizing of the permitting process.
Could you explain a little bit more what that means?
So with our inspections and permitting initiative, which is something that we have with the Department of Buildings, it's the system that they use for permits and inspections.
We worked with the Department of Buildings to put, I'm not sure the exact number, but it's something like a third or more of all the building permit types that they have online.
These were permits that you couldn't previously go online and get through an online portal.
And so now I think it's more than a third.
I should get that number over to you through the chair rather than say it here.
But you can get online building permits significantly more than you were ever able to get before.
So you're just getting access, but it's not like we're using tech to actually help deliver the service quicker.
And what I mean by that is like, you know, I know everyone's hungry.
It's late.
I'm going to use this example, but you can order a cheeseburger online, follow it, follow the driver who's delivering it, have a photo of the burger delivered at your door.
But are we doing that with permits where someone who's submitting a permit can actually track where it is within the bureaucracy of city government?
You can do some of it.
It's not quite at the Instacart level, right, where you get that photo, your groceries are at your door.
But you can see your permit status and you can sometimes the building inspectors will communicate over video, right?
They'll be in the house and they'll call up supervisor inspectors and they'll say, hey, check this out.
And they do a lot more where they can deliver a faster service just by using the technology.
Then you mentioned quantum, and I think we had a discussion.
I'd love to see the city take advantage of quantum by asking it to solve something for the city of Chicago.
And I use the example of the traffic patterns within the city of Chicago.
I think that would be a great task for quantum given how quickly it would be able to analyze that.
So I'd love for us to be the first city to do that.
If you could try to figure out how to do that, I think that would not only give us some kudos around tech,
but it would also, I think, allow for CDOT to go ahead and be able to better plan around some of the infrastructure improvements they have to do as well.
Absolutely.
I have plans soon to hold convenings where we can put those use cases together.
I just don't think it's happened where, you know, what city has gone and pulled a roundtable together and said,
let's put our heads together and figure out what's quantum going to be able to do.
Medical is doing it.
Cancer researchers are doing it.
I think we can lead the way.
So absolutely.
And I would love, you know, I think that's where I know the task force hasn't met because we don't have the COO
or the mayor's office hasn't sent a designee yet.
But I think that's another space where we can all work together.
And all those folks there are ready to help the city.
You know, the largest firms that are there.
And for those that are not familiar with it, it's about 20 to 25 firms, five cities that are part of it,
as well as DTI, and we just talk about solving for issues.
And I'm excited because it does create cost savings.
Can we talk a little bit about AI agents and how that's playing in city government, if it's playing at all?
Yeah.
Yeah.
So it's amazing how fast this area is moving.
Any of us can make an AI agent now.
It's a lot of them, a lot of the softwares have just made it a free option.
You can go into any of the big AI providers.
You can take, you can tell it how you want it to talk.
You can give it all the information you want it to have, the knowledge that you want it to have.
And within minutes, you've got your AI agent.
I know people who regularly create two of them and have them talk to each other.
Have them talk to each other all night long and come back in the morning
and see what kind of schemes they've come up with to solve a problem that they had.
So I think when I've gone out to corporate world and asked,
hey, you know, how are you, those of you who have really gone with this more quickly,
what have you done?
Everyone says that the first thing that you do is you take your organization
and everybody just experiments with it.
I know of no organization that has figured out how to wield AI for their operations
until all the people that work there have started to just become more familiar with it themselves.
And so that's the first layer of adoption.
In our department, a lot of us are doing that all the time.
We're encouraging folks to take those steps and to just to,
how are you going to work into your daily life?
How are you going to do your personal life?
We all have to figure that out.
And then I think it was just the other day I was watching CEO of Chase,
James Diamond had an interview where they were asking him this question.
And one of the things he said, which really I thought was right on,
was I can't tell anybody how to use AI.
You know, people have to figure out for themselves what they want it to do
based on whatever it is that their role is.
And this is generative AI.
I'm just talking specifically about generative AI.
So I think that that's a big part of where the city is, is figuring that out.
Okay.
And then lastly, cost savings, time and attendance.
I know it's a drum I've been beating for a long time.
And some members of the council are starting to get hit on that as well.
Just curious as to where we're at with that.
That's about $30 million to $40 million a year in savings.
That would help contribute to the $6 million you've found this far to next year.
Next thing you know, that's a lot of money.
So just trying to figure out where we're at with that.
And what other components do you see that we can take advantage of that would generate some savings of millions of dollars?
Right.
Absolutely.
So where we are with Kotlin.
So where we are with Kotlin.
Time in attendance is we're urgently and aggressively moving forward as fast as we can.
We spent all of the summer putting together what we call requirements.
Think about the construction world.
It's your plans.
It's your architecture plans and drawings.
And talking with making sure that what we're going to do meets the department's needs.
We have that written up, and we're working on finalizing the scope for the builder,
the construction firm that's going to come in.
We didn't want to go – there's two things that I didn't want to do.
I didn't want to buy a whole bunch of software licenses that sat on a shelf while we were doing the necessary diligence.
And I also didn't want to sign up with a construction firm that didn't have plans to start building without plans.
And so now that we have our plans together, we're at the point of working to finalize our procurement for the construction firm,
I'll call it here, just to use the metaphor, so that we can get started within the next few months
and be deploying technology and set our schedule up for when things are going to roll out to the same employees.
So will we recognize savings in 2026?
I wouldn't venture to put it into the 2026 budget, but I think in 2026 we would start to see – we would really have a good idea
of where we're going to be able to find a lot of that.
And, you know, we're a department ourselves.
We – I can see – I can see that we have – you know, there's people who do the role of reconciling the time –
we have a time and attendance system.
It takes work that somebody has to massage it to make sure that everything's working properly.
We're not going to have to do that anymore.
Those folks that are working on those kinds of functions are going to be able to free up their time
to do all the other things that they need to do and then stop having to be a middle person
between vacation days and your paycheck.
Thank you.
Thank you, Mr. Chairman.
Okay.
Who wants next?
All right.
Vice Chair Lee.
Thank you, Chair, and good evening.
Yes.
We've been here a while.
I've got a few questions.
In particular, I'm wondering if you can, through the Chair, provide a list of – I'm interested in all of the various systems
that each department is using as we're, you know, as we're working on the ERP.
I'm wondering how – what the roadmap is to harmonizing these systems.
I have, you know – I'm sure you have these grand visions in your head, too.
I'm sure these are the things that keep you up at night, although I hope they don't keep you up at night.
Fascinating they did.
It's where I'm sure.
Fascinating they did.
You know, I dream of a day where, you know, someone who's doing business with the city can have a city of Chicago app, you know, user ID that ties in everything that they're doing,
whether that's the debt check with the Department of Buildings, Department of Water, all of these things, including your parking tickets and your water bill,
and that those systems talk to each other.
I know it seems like a far-off dream, but I know it's not because you can make it a reality.
I'm just wondering how many different systems we're actually talking about.
I have no concept of the number of, you know, sort of heritage systems exist in each of the departments and kind of what we're spending annually on those and how old they are.
So those are the things that I'm interested in through the chair.
But I want to talk to you specifically about what sort of other innovative ideas are you guys thinking through right now?
Like, what do you feel like are going to be your – we can't even call it that, because I know you just acknowledged we're probably not going to see any of this in 26,
but what's the low-hanging fruit look like for you right now?
One of the areas that the team and I have been talking about a lot lately, and this is really tactical.
It's really nuts and bolts, but it's like on-the-ground service for the employees of Chicago.
Most of my career has been spent as a city employee in a department like CDOT or law or, you know, outside of technology,
just needing the technology to work for me.
And I'm – and like the team here, very, very customer-oriented, where I get extremely frustrated as a customer when I don't have very clear communication
and understanding and expectation of what's going to happen and getting my needs taken care of.
I think that there's a – that we have work that we can do in making it feel for all of you, for all of us that work at the city,
that getting these devices and getting these laptops and getting these systems is a joy,
is you can stop by our office and you can see the things that you can choose from.
You can try them out.
You can see what works for you.
And then we can show you – we've got project management software.
This is how this works.
Did you know that your team's license or your Microsoft license allows you to do all these other things over here?
And so just customer-oriented service is something I'm really, really passionate about.
That's great.
In thinking about the things that we can automate, you know, and especially as we've got this huge gap to close this year
and looking at the reductions or the belt tightening that everybody's had to do and the hiring freezes that are happening,
I think about the things that take a really long time from a customer service perspective.
We heard earlier today many of my colleagues, and I didn't chime in on it.
There were so many, but disabled parking, right?
That's a really long process.
It involves at least three different departments.
And there's a lot of, like, inspections that have to happen.
We don't have enough inspectors.
But we have technology where, you know, in the 311 app, you can take a picture and attach a photo.
We know that insurance companies today – I just had a car accident last month.
And, you know, all of the claim information was done online.
I didn't have to have a real person come out because they gave me all of the angles that they wanted,
and somebody else on the other end reviewed it.
And I'm sure if they needed to see something else, they would have called and said, okay,
you've got to send it someplace to get inspected.
But it seems to me that we've got the ability to do stuff like that.
Have you guys started talking about any of those processes potentially being automated?
Absolutely, a lot.
So in the example of the disabled parking, I think it was a committee hearing that we had had months ago.
I heard that as a topic, and we started looking into it and reached out to finance and some of the other departments.
Both Andre here, Melissa, and her team, folks have been looking at what can we automate there?
What can we – if a resident puts in their address, like just imagine we have a form.
They can go online to start the process.
Can we just automatically tell them that they're eligible or not?
Can we, you know, use the information they put in to make it so they don't have to do a lot,
and then we can run a lot of automatic calculations to say this is your status right out the gate?
So in that area, yes, and then we have Robert Dugan over here in the box who works on process improvement.
And one of the things that's new in DTI that we didn't have in prior iterations of the department
is a focus on helping departments improve their processes.
We're highly involved with the mayor's office Cut the Tape program and their folks,
and we are working to run workshops with departments so that we can find those automated –
you know, those things that we can automate.
We don't really know what they are until we hear about them,
but we're trying to create a team that can jump in.
Maybe nobody's asking us yet, but we hear the right thing.
We can show up at a committee hearing and call on the phone and say, hey, we might be able to help you with that.
Go ahead.
So I'm clear.
Have departments come to you?
I know you said you hear some things and you might jump, be proactive.
Have departments in the name of efficiencies come to you?
Oh, sure.
Okay.
We have – the number somewhere here in the neighborhood of 200 requests this year for help,
whether it's – sometimes they know what they want.
Sometimes it's just a renewal.
Well, sometimes they don't know what to do.
They say, I got a problem and we don't know how to solve it.
We think technology is part of it.
Here's where we're at.
We have all that in place, and that does happen.
I think it's happening more now that we have a department name and we're out there.
But we're also always trying to find things where people may not think of to call us,
but we could offer help.
Can you provide through the chairs some type of, I don't know,
insight into what departments are coming to you and things like that?
Yeah, that would be good, good information for us.
Absolutely.
I wonder if any of my colleagues have reached out to you about how you might support
all dramatic offices.
There's a lot of stuff that we do individually.
There's 50 of us when it comes to common things that we do together.
Obviously, we've got access to 311, but just even like text messaging services to send out
alerts to our own constituencies about, you know, traffic delays, construction that's
happening, if there's an emergency.
You know, it seems to me that overall we would, we could.
potentially save money, just economies of scale. Right. And I know there's, it's probably a lot of
other details that you have to work out, but it seems to me that with 50 offices, there, there's
definitely some opportunities, um, to, to gain some efficiencies where we're not, we're all
spending, you know, a certain amount of money on something in particular that could be, that could
be, um, digitized or, you know, using and leveraging technology, then we should probably
take a look at that would, uh, make the constituent experience a lot better and would reduce the cost
for all of us overall, since we're, we don't generally get more money every year.
Constituent management service. That's the, that's the number one we we've heard the most of. And
what we've, what we're thinking to do is to take a look at the Salesforce system and see,
can we add something there that's just for you and your offices? Um, I used to do constituent
management, so I, I can mad, you know, you just, you need to get it. You need to know somebody came
in who they are and how many times they came in and what they asked for. Yeah. Um, we, we,
we've heard that a lot. We're looking at that. Great. That's all I've got. I appreciate all the
work that you're doing and, you know, we've got, we've got high, high hopes for your work. So I
know you guys have your work cut out for you. So thank you. Thank you. Great. Thank you,
Chair. Um, good, good conversation. Um, I mean, Viegas touched on degenerative AI because I was
going to dive into that. So I'm glad we, you got, you had a quick discussion about that. Um,
just to piggyback on, on something, um, um, vice chair just talked about one of the things with
our help with automatic offices. One of the things for me is keeping track of all the things that
happened in the seventh war, things that from sea dot water, uh, BACP, I mean, everything. And right
now it's a, it's, it's kind of a tedious process to request all that from, and then you really don't
request it until you need, I would, I would love to have that kind of information at my fingertips.
You know, my, I use a database to enter all my constituents, um, calls and everything. And I,
I compare it against three one one. Um, but that that's very tedious, um, automation or some,
some way to kind of streamline that would be, be very, very helpful. So if we do get to the point
where it's okay for you guys to help out our automatic offices, that's probably the first
thing I, I would, I would want, I think the other automate would probably welcome it to be able to
add the fingertip, a touch or a couple of touches or any, some type of query to be able to get all
the things that the seventh ward has done, the 19th ward has done, it's 28th ward has done. That,
that, that would be very helpful to us.
Yeah, we can definitely look at that.
Okay. Absolutely. Um, oh, it's up. Non-personnel, 61.36. I'm coming from IT. I understand
certain levels of contracts and things like that. Um, if you want to kind of touch on that,
if not, I am okay with getting kind of a, uh, not a kind of a breakdown of that number through the
chair. Yeah, we can do that through the chair. Um, and, uh, by and large, um, this budget,
our budget is, is, um, keeping the lights on, right? We, we, we, we have, um, uh, firms that'll
make sure everything's running, help desk infrastructure, um, and then buying the software
hardware we need and professional services to build things. We'll get you the detail through
the chair with, with, with all that. How are, in your opinion, how are we with the internal
networking? I know it's maintained outside. How, how, how, are, are you okay with what you
see or what you're experiencing? Um, there's, there's two things I think about with that question.
It's, um, reliability and security. Um, and we have head of support Kevin Kirby over here
who ensures, uh, reliability, uh, and uptime and Bruce Coffing who ensures cybersecurity and
network security. Um, the whole team here are the rock stars of the world, the technology team.
And that's the best, that's the best cybersecurity and networking, uh, people that, that I've ever
met. Um, we can answer your questions, but I just wanted to give it to,
the time. So, so based on the current infrastructure, are we able to keep up with, with, with technology?
Are we able to, uh, you know, do it? Are we able to, um, yeah, I mean, simplest way to keep
up with technology. It's flying. Technology is moving. And if we don't keep up, you know, we, we,
our doors, our, our information, uh, we're vulnerable. So are we able to,
should we able to, but is it the most optimal? Yeah. My answer is yes. And my, and here's
what I'll say. Um, when it comes to, um, the physical stuff, the, the network, the speeds
of the network, the security of the network, um, the best devices, the, um, we've got it
all. It's, you know, and we've got it for everybody who needs it. Um, where I think things
are moving more quickly these days is software and AI, um, is, um, and it's almost like, it's,
it's not about whether you can get it because we can, these, these tools are consumer grade.
We can buy them. They're, they're there. Um, I can buy licenses for pretty much the, the
best software, um, anytime that we need it. It becomes then about, can you utilize it? And
that's, that's about, um, people it's about mission, you know, um, it's about everyone,
um, myself, ourselves and departments included in learning how to wield these technologies.
That I think is, uh, um, that's where, you know, we're always having to catch up. We're
always having, I find myself worrying about whether I'm falling behind because the world
is changing so fast. Um, and so we always have to keep up with what's happening in software
and AI, but it's on the physical side. I think that, that, that that's, that's not moving
as quickly. Okay. Yeah. Okay. That's, that's actually all I have. Thank you. Thank you. Thank
you, chief. Thank you. Uh, thank you. Um, just a couple of questions. So, um, ERP, um, like
when, where, how, and how much? So the ERP, the, um, the ERP question, there's, there's
a lot of different systems in the ERP. I brought my, um, papers with me just to talk about some
of the, when we, when we say ERP, there's FMPS, which is the financial management. There's
CHIPS, there's Taleo for where all the job postings are, e-procurement, um, C2 for, um,
uh, compliant, MBE, WBE compliance tracking, CADA, the time and attendance system, um, the
budgeting system, um, and time goes, the list goes on and on and on. Um, we are, um, this
year, um, we have ERP systems being delivered. We have $1.4 million worth of
um, uh, a faster hiring system for management employees, um, digitizing the vacation carryover
process where, um, you know, you have to get your vacation, um, requested to move from one
year to another. Um, and, uh, probably five or six other projects, all ERP related delivering
this year. Um, and then, um, one of the big ones, time and attendance system, um, that is,
um, um, the total cost is unknown. We still have to get that construction firm final bid
in and, um, and see what that bid is, um, and delivery time. Um, that should be about a
12 month project.
So am I, um, correct to believe that this quote unquote system will be a, I'm assuming it'll
be a cloud based system. Number one, uh, number two, this will be a, uh, for lack of a better
term, and I'm not a IT person, a one-stop interface where we access it, given the appropriate, um,
security level, whatever it is that you need to access in this system, uh, be it time and
attendance, uh, whatever you need to do, am I to assume that this will all be housed in
one interface somewhere?
Yes, for everything in the time and attendance payroll world. So, you know, when you go in
and, um, um, do your, your sick time, your vacation time, um, see your balances, um, see
your pay stub, um, make your requests for, um, uh, uh, uh, W4, um, that, that's all one
system. There's two systems kind of integrated together, um, is the way, but the, you will
see it as one system.
So what you, cause it, it almost sounds like we are rebuilding a bunch of independent systems
that, that don't communicate to one another that the procurement. So I, I, I'll never
forget this. I, I, in my previous life as a city manager, we had this one system that
kind of like did everything. Now it was, it, it was in no way, shape or form able to run
an enterprise as large as this, but it had everything from encumbrances to it just, it
was just a total, it was a total system.
But on a very small scale. And what it sounds like you're telling me is that we're going to have a bunch of different systems kind of housed in a warehouse of some kind of a warehouse where you get to go in and select.
But my question ultimately is, does the vacation. I'll just very, very simple example. While staff has vacation, it rolls over. Does that vacation rollover generate a a payroll accrual in our financial system?
So I'm going to say that what the goal is, yes, right? They're all connected. And the way that you described it is accurate, where people should experience it as all one system.
Yes, there could be different systems in the back end that are all connected together. But when you go to a Web page and you're logging in, it should all be experienced as one system.
We're not going to do everything all at once. I get that. Now, I'm not I'm not expecting that at all.
Go. I mean, we've got very critical. I mean, to me, time and attendance is of utmost criticalness, because when the finance department can't tell me.
What the payroll was last month, that's a problem. Those are things that we we need to know.
Well, granted, we the checks got cut and the money went to the bank, but they can't tell me what the amount we spent in payroll by department until six to eight weeks later.
That just is not helpful to anyone trying to manage a an organization we talk about over time.
We talk about these departments. But at the same time, we can't see what's going on until 60 days later.
That's that's no you can't manage in that type of an environment and be effective in how and how you do it.
So I just. I just want there to be some clarity and understanding that when when they press pay, there should be some journal entries created.
There should be some data that transfers to a point that it's it's viewable.
It's manageable where we can make some decisions based upon the data, the checks that we just cut.
And I don't want to have to wait 60 days to find out that somebody's damn near at the top of their overtime budget with four months left in a year.
That's just not going to be effective. So my my question is, like, are we going to see that level of.
Movement. Movement, because we don't, then I'm questioning our.
What we're doing. Right. I'll make some I'll make some commitments here.
One is that we're going to get the best of the system that exists.
We're going into the cloud and we're going into modern and we're going into best.
So whatever is. First class for corporate, large corporate today, we're going to have.
And that said, I do want to say this here today is that we've been doing a lot of diligence.
We've talked to the largest cities and we've talked to people who've done this before and people are in the middle of doing it.
And the firms that do it for you across the board.
What everyone says, which makes perfect sense, is these cloud solutions, what you get in best and performance,
there is a trade off where you don't get it 100 percent exactly the way that you want it to be,
because the highly customized systems that do everything you want it to do, that's actually what we have today.
They're not perfect because of your example. It takes you a really long time.
But they're highly customized to every little need that we might want to have.
And the modern systems don't do that.
The modern systems say, no, you've got to work like us.
You have to you have to mold your business practices to us.
So we may have to make some side systems that solve problems like that for you.
But my commitment will be that there's no reason why with modern technology, we can't get you that report the day you need it.
Well, then if you've got to make a side system to do that, then that is not, in my opinion, where we need to be headed,
because that's kind of where we are now. We've got a bunch of systems that don't talk to anybody.
And when you, you know, for me as a financial person, you know, reconciling an AR trial balance,
but that's not in the system to the GL is always a pain. Right.
And when we were looking for a system that whose AR trial balance is actually coming from the same system financially that we're working with.
And that's that's where I think sometimes we can get off the rails is when we are creating ancillary systems that are outside of the system in which we should all be operating in.
Do you follow that?
I do. And I don't want to speak out of step because a lot of what I'm saying is theoretical here.
The we need to we need a system that does 80, 90 percent of what we need and something like you said, I'm not a I'm not don't have an accounting background.
If that's if that's like you've got to have that in an accounting system, we're going to get a system that can do that because we're buying something that does the best of what HR finance payroll does today.
When we do accounting finance, we're going to buy the best system that does those kinds of things today.
I just, you know.
Yeah, I'm not I'm not an I.T. person, but I do believe that.
There should be something I mean, we're we're we're not the first organization of this size and magnitude to have come across such a thing.
I don't know what the lack of a better term off the shelf solutions look like in this in this arena and the cost of those things.
I do want us to be on the cutting edge.
I don't necessarily want us to be on the bleeding edge of anything that's going on.
But I think there has to be some very basic things that the system does in order to to work right and to eliminate the time, eliminate the inefficiencies that we currently have between all of these various systems that don't talk to one another.
And that you have information in different places that no one can access, but that department.
And I think the centralization of information and the flow of information is a key to making this a success from a managerial perspective and from just an actually from a practical perspective.
Because if systems, if people can't go in and get what they need and somebody from, you know, from one department can't get something out of another department and granted, you know, with the with the right level of clearance.
That's that is going to be a huge challenge.
And so in the scheme of things, where are you meaning like we have have the departments weighed in on what their needs are specifically and are we designing to meet their needs?
Where are we in your deployment?
Framework, we've collected and documented what all those needs are through workshops.
Interviews, interviews, conversations with the experts in the departments who know what these systems have to have in order to do the reports they need and the job that they have.
And and we now have that all approved and as our scope of work for the construction firm.
So we have that all set so that when we go and finalize that scope, it's like you have to be able to do these things.
These are those kind of what you're saying, those core things.
I need the information in one system.
I've got to be able to have this to be able to do my job.
We have all that written down and collected and.
And so how many players are in this market?
How many vendors are to do this type of work?
Of the of the building?
I mean, I guess I don't know.
I don't know how to term this.
Like I've heard of like people soft.
Right.
That's that's that's something that you hear about.
So how many, quote unquote, people softs exist in this space that do what it is that we're looking for a ERP system to do?
I think in the realm of what a city like our size needs, it's it comes down to about three when you when you when you say, hey, it's got to be it for us for an organization this big.
And there's there's three.
OK.
And then in that in the in the you're calling this the construction firm, right?
This is the software firm, the software for soft.
Like that would be a software firm.
And then what is the construction firm?
Those are they're called system implementers.
And these are the construction firms.
We use that metaphor.
There are big global players that do this all the time for corporate America and for large governments.
But then there's tiers.
The smaller that the organizations get, the smaller the businesses that they serve.
There's more.
Does anybody do it?
Do we have a number of like the of the large ones that do this?
I think we've looked at about.
That's your one.
So.
We have the software component, and then we have the implementation component.
And we have selected a software.
We have not selected a software nor an implementer.
Is that correct or not?
We're in the process.
I just want to say, you know, it's active procurement, but it's very, very far along.
Okay.
And so your anticipation on selecting a software and an implementer is when?
Final selection.
A month or two.
Okay.
And then from that, let's say Q126, when can we, number one, what is the sequencing of systems,
and when do you anticipate those systems being available for broad use in the enterprise?
We're going to go for CATA, the time and attendance system,
and parts of CHIPS, the HR system.
And it's going to, we're going to, we know with a 12-month timeline that we're going to have a deployment schedule
to push out as many features as we can during that timeline.
Okay.
So you'll have time and attendance.
I'm sorry.
And then we, the construction firm will have to give us their plan as well,
because they have to tell us what they say that they can do.
Okay.
So time and attendance, HR, and nothing on the financial reporting or AP or,
so time and attendance is payroll.
Right.
Right.
Payroll, scheduling.
Okay.
Nothing on, again, the payables, accounting, budgeting.
Not in that timeline.
We would be working on that project during that 12 months,
but that 12 months would be for deploying the time and attendance software,
because that's the one where we have the most opportunity for cost savings.
And we have been forewarned by everyone who's done this not to do them both at the same time.
To do financial AP and time and attendance or just financial-related stuff?
Just to not do multiple modules together.
So time and attendance, payroll, and finance all at the same time.
Okay.
All right.
I am concerned about the implementation and the time.
And it, to me, as a layperson, sounds like we may be back in the same boat that we're in today
with a series of systems that don't talk to one another.
I hope that I'm incorrect in that, but I'm not getting the warm fuzzies around how does this all work?
How does it work together?
How does it give us effective, timely information to manage the resources of the enterprise?
So I'm hopeful that I'm wrong, and I know that Chairman Villegas will probably have some more subject matter related on this
and update us as we move through this process.
And I'm going to close out with this.
What is our spend estimated to be on this implementation process with everything, with what we need from what have we spent to date,
and what have we budgeted, and what does that look like to fully implement the system?
Spent to date is just under a million dollars.
Spent to spend is, I have to get you that through the chair.
We have projections on software costs.
We don't have as detailed projections on system implementer costs because we have to get that quote from the system implementer.
But we can give you that information that we have.
All right.
Anybody get anything else?
Go ahead.
Whatever direction we end up going, it is going to be a multi-step process, meaning over years and things like that, correct?
Right.
And so I've done Medicaid management rollouts at the state.
That's a very big system, more than $100 million.
I've worked on it.
Large technology projects have the highest failure rate of all projects.
Documented, it's staggering.
The research we've done has time and time again shown that.
So what we're trying to do is make sure we don't have a healthcare.gov, where it didn't work on the first day, Medicaid management systems, which were problematic,
unemployment systems across the country during COVID that weren't working, and the property tax system that we're seeing right now here locally.
This happens all too often, and this is – Chicago is getting paid.
Yeah.
This is our money system.
It's got to work.
Okay.
All right.
Well, I'm sure we all look forward to working with you and your team.
Yeah.
Thank you.
Thank you for being candid with us as well.
Yeah.
Thank you, Chair.
All right.
Well, we'll see you mid-year, and I hope that we have some significant progress on this.
I know it is necessary.
What I see from the departments and the basic information that we're looking for in a timely manner when a mid-year budget report can't be delivered until almost September because the information isn't there, that's a challenge.
I mean, so I know we need a little time to close the books, but it shouldn't take that long to figure out what happened.
And if our departments are operating like that, there's no wonder that we are many cases over budget, many cases aren't able to effectively manage the resources because we just don't get information in a timely basis.
So, as they say, you're on the clock, and we definitely need to see some results from that.
So, all right, with everything else being said, the committee will stand in recess until Thursday morning at 9.30 a.m.
Chairman, you forgot about me?
Oh, oh, oh, I'm so sorry.
Who is that?
Who is that?
The bald-headed stepchild, all the women tell you.
Actually, I'm sorry, Jeanette.
I apologize.
You guys, let me reverse that.
But actually, you have a nice head up here, so you're not bald-headed, so my apologies.
Jeanette, I'm sorry, Autumn and Taylor, please proceed.
Commissioner, how many, and I won't be long.
I'll email you the rest of my questions.
How many apps do the city of Chicago actually have?
We have, I think, three app store apps, like mobile apps.
We have hundreds of apps that we use in the city.
So, we can get you more detail through the chair, but it's –
And can you tell me how many people are using them?
Because I don't – you said we got hundreds of them.
I probably got two.
And so, I want us to see a push or a plan for us to make sure that people are using their apps.
They're easier to use, and they actually do a better job at reporting than sometimes we do in the office.
And so, through the chair, can you make sure you get us every last one of those apps,
and what is the push to make sure city employees have these apps on their phones?
Yes, we can do that.
Absolutely.
Okay.
Number two, are you all thinking about purchasing something that has us uniformly when it comes to websites
and the way that we communicate with constituents?
If you go on our websites, we've had to get some – well, in my office, I have a communication person.
She creates a website.
I'm paying this monthly fee, and I think it's something that we could do uniformly
where everybody has the same website, maybe could change the color.
But it all kind of has the same thing on it.
Is that something that you're looking into?
Is that for, like, events or just your regular ward website?
Just my regular website.
So, let's just say I have a newsletter that goes out.
A lot of times, I take ideas from other wards.
The same thing with the websites.
You look at other wards.
You kind of take their ideas and add your own.
Are you all creating something that we can all uniformly use and it be cheaper?
Because I think a lot of us pay individually for these monthly subscriptions when the city could just buy something that we could all use.
We have a – every ward has a ward website, and it's available.
So, I think maybe if we could – I would love to meet with you and see how that –
is it maybe it doesn't have the features you need or what we can – if we could sit down, I think we could figure out what you need.
Let's do that because I also want to talk about tracking and make sure we can send out text messages to our wards.
Okay.
கour.
Thomas.
Joyce.
auxising.
Wisconsin.
Lucy.
Thomas.
Thomas.
There.
Thomas.
Thomas.
Thomas.
All right.
And now, you know, ultimately what we're doing is we get a hold of the van and that's how we're able to see who the registered voters are.
But I want a system. And I don't know if that's something you created or we can have a conversation about about us building.
So once a person's name, phone number, email address is a system and they sign up for different newsletters.
They like to receive from different departments is something that we automatically store their information.
Is it something like that already built or is that something you all could kind of look into, knowing that Google is about to be across the street?
We can. So the constituent management side, we've we've been looking into this and can spend some time with you to just seeing what your needs are on the.
What I'm less sure about is the parts of the the parts of the job that are on the political side where it's, you know, keeping up with the constituents.
At somewhere there, there's a line of what is government work and what's not.
But we can kind of, you know, work together. Yeah, I don't. That's something we do on the political side.
But as far as not that I would use it on my my automatic side, but I would like for if a constituent comes in my office, I'm able to take that information right now.
What we're doing is killing trees because we write their names, their addresses and stuff on down.
And we try to put it in a Google Doc so that we're trying to reach out to those people.
If we're having events and we're doing any of that, we can automatically do it an easier.
I usually have my staff and volunteers who make those calls.
Is there something that we're creating that could put in a simple message?
It texts out, sends out an email or a phone call to those constituents.
Can we talk about creating something like that?
Yeah, we can. Yeah, we can definitely talk about it. Absolutely.
All right. That's all I got, chairman. Thank you.
Thank you. My apologies. I had you written down.
My apologies. My apologies for omitting you.
So, again, thank you, DTI.
I know you guys have a lot of work ahead of you.
It is what it is. So I don't know.
No other way to put it. So, again, we'll stand in recess until tomorrow morning.
We'll see you in at 930 a.m.
Just wrapped up.