Good afternoon, the Committee on Budget
and Government Operations come back to order.
Uh, we'll begin today's session with public comment.
Uh, as so far, I have six, uh,
people have requested public comment.
Are there any others before we proceed? Okay.
With that being said, we'll start with Zoe Lee,
followed by Dennis White.
Yeah. Okay. Yeah, yeah.
Uh, good morning.
Uh, good afternoon actually, alderman Woman Dow
after this, if you could for, uh,
I gotta ask you a question, just, uh, so please don't,
after I've finished with this,
I want to ask you something real quick.
Um, anyway, Brandon Johnson
said he did demonstrated his own willingness to go first
by proposing a 16.6 billion budget
that includes nearly 600 million in tax
and fee increases that challenged the ultra rich
and corporations to pay their fair share.
What does that even mean?
Like, honestly, what does that even mean?
Y'all gotta do? Like I'm trying to tell you, man, like,
y'all gonna have to start going to the FBI tip line
and start talking ab like dropping hints
to get him up outta here, man.
'cause he really embarrassing the city.
You know, I know it's the Democrats
that's shutting down the government.
And I know, you know why?
I know because the Democrats is so stubborn.
Y'all so stubborn. Y'all won't even settle my case.
I've been asking for y'all to settle my case
with all the evidence that the ci, the City of Chicago,
knocked down my family's building.
And you guys refuse to settle my case to the point
Chicago flips red is here.
Y'all, you know, when y'all knock down our buildings in the
black neighborhoods, y'all say
that y'all can do it in police powers.
And so if I would've sued the police
with the case, y'all would've settled that case.
'cause y'all always said it with the police no matter what.
But shout out to CPD to giving my mother
that police report when she first went there
to let them know that the building has been knocked down.
She got a report. So I will never go
against law enforcement.
And that's what you're trying to do.
You guys, the Democratic Party, the progressives want
to defund the police.
Brandon Johnson wants to fund, I mean, defund the police
when he is the only one getting protected out here
because crime is down.
Oh, geez, that know this system.
Brandon Johnson is ruining Chicago
and he is using the CPD and the police.
He's not your friend. He's nobody's friend.
All hands on deck.
Thank you for your comments. Next, uh, Dennis White,
followed by last name Nelson.
And is that Andrew Nelson? Andrew Nelson.
Okay. Very well, Mr. White.
Greetings, everybody. We have a problem here.
There's too many kids running the city
and there's no adults here in the mayor seat.
And half of these city council seat
if Brandon Johnson keep on taxing, taxing, taxing,
and the, the chairman in this committee meeting,
all they gotta do is say, no.
That's all we got.
Some just say no
because Brandon Johnson is destroying Chicago brick
by brick first.
It's with these illegal aliens.
He got all rampant raised
and trying to check the reporter about that.
And then crime going up. He lie about the statistical crime.
He defunded the police.
That's the only truth he could tell
the kids can't read at the eighth grade level
because he's a so, so-called social study teacher.
But then everything that's go wrong
and stuff, the city council member,
and I had to put the blame on you all
because you don't know how to say no to Brandon Johnson.
Stop, keep passing all these unnecessary ordinance
because he ain't going to help us.
We voted for him. You work for us.
You are responsible for our safety.
You responsible for our lives.
So my question is, when are, when are adults going
to stand up to Brandon Johnson?
Insane ways off hand.
He lied to the media. He lied to the constituent.
He lied to the City, city Council.
My suggestion is you all need to impeach him outta office
as Mayor of Chicago.
We can't wait for another two more years
for Brandon Johnson, uh, to seek if he going
to be reelected or not.
But if you all cited with Brandon Johnson,
not only shame on you guys,
but you all need to be voted out of these, uh, seats here
as well, because we're tired.
Chicago going to be Detroit before the next election,
or is already another Detroit Ralph
and all these unnecessary taxes and stuff.
So you gotta stop it.
Stop Brandon Johnson and stuff
because we gonna check everybody,
especially the Hispanic aldermans,
and check their legal status
because they like to wa wave the, their flags of the,
the national of of origin.
But they don't wanna wave the United States flags and stuff,
and they don't care about what the blacks say and stuff.
I don't think nobody here don't care what we say.
We just here say what we need to say.
But I'm actually gonna speak during the next election.
So you all need to say no to Brandon Johnson.
It's about time Ralph Hand.
It's time to grow up and be adults in this chamber.
Thank you for your comment.
Uh, Andrew Nelson, followed by George Blakemore.
Yes, indeed. I, um, began my politic career
as a Republican in the Illinois' First Congressional
District in 1986.
It's well documented.
Andrew cm Nelson
and I, uh, ran for Mayor of Chicago twice.
Harold Washington's protege ACH Walls is my mentor.
And then back here in Chicago to run
for Seventh Ward Alderman.
So I can appoint him. Deputy, uh, vice mayor
once I replace outgoing one term
Chicago mayor Brandon Johnson.
With all due respect, I, uh, shall be elected
Illinois Lieutenant Governor with, um,
Darren Bailey next year.
I know Darren Bailey. I like Darren Bailey.
And, um, I might see him at the Chicago Temple
when I leave here today.
Hopefully, I, um,
um, want to be in charge of Illinois Link.
I have, uh, been developing a new system of,
uh, registered voters here in Illinois.
And it's contingent upon voting.
That's what activates this system.
The brand name is Universal Basic
income treasury direct account.
I coined that Candice Owens is to be
Vice President of the United States
with my president Donald J. Trump in 2028.
Thank God for Steve Bannon. I agree.
He shall indeed be reelected in 2028.
Um, I don't wanna be vice president.
I saw what happened in Butler, Pennsylvania.
A failed assassination attempt when that rife around
whiz by President Trump's right ear and clipped it.
That's what happened. There wasn't any shrapnel.
Christopher Ray, FBI director.
And, uh, there won't be any future
assassination attempts.
I know that I have a target on the back of my head,
but I shall escape being murdered.
Thank you very much. This is a dangerous business.
And, um, I have a
particular calling.
I should read this Ecclesiastes
chapter 20, verse 10.
Um, here it says, um, curse not the king.
Na.
Thank you for your comments.
Uh, next we'll have, uh, Mr. George Blakemore,
followed by Jeff Harris.
Brendan Johnson is not the problem.
I have seen many mayors, democratic mayor.
It's a culture of corruption.
When Brandon Johnson leaves, another one will come back in
just like Brandon Johnson.
Nothing changes. I was so fascinated with go red.
I was so fascinated with lip red,
but I'm, I'm missing the point.
Go black. And I went over in Chinatown.
The Chinese people got themselves together.
And most of the illegal immigrants
that's coming in are Chinese,
but they stay focused on themselves.
They have a town, they have business.
They tend to their business.
The black people, they don't, they don't have a black town.
They have a ghetto.
They got black faces in high place,
high faces telling black people out.
They got projects in Chinatown.
But these people are focused on themselves and nobody else.
Black people, something happened to them on this plantation.
The ancestors, if they could see what's going on in the city
of Chicago with these black, uh, people
and these elected officials, they would,
they would be upset.
We had a black wall Street, black bank,
black hospital, black business.
Go to the ghetto today, go there. They have nothing.
High crime, black owned black.
All these black faces in these high places selling
black people out.
Nothing is going to flip here. Nothing going to change.
Here is a culture of corruption here.
And like I was talking about the French Revolution
and my clock is running faster than the others.
You say no, Mr. Blakemore,
they giving you your three minutes.
No, it looked like they're giving me my three
minutes by the clock.
But it's not happening.
It's not happening Black.
If the ancestors could see every one of you black people,
they will say, you are disgraceful your low life dead.
You are no good. You're not tending to your business.
If my mother could even see me say, you get the SSI.
George, what's wrong with you? You get food stamp.
George, what's wrong with you? We educated you.
They wouldn't like it. They wouldn't like the George Blake.
Thank you Mr. Blakemore, honor Riley.
Mr. Chairman, now that Mr.
Blakemore has concluded his testimony, could you please, uh,
slow the clock back down for all of us
during our questioning?
Uh, thank you for your comment. Uh, alderman, uh, clock.
Uh, one thing I always said,
the the time clock does not lie.
So it is what it is. Mr. Harris, you may proceed.
Followed by Alicia Garcia Abner.
Thank you Alderman.
My name is Jeff Harris.
I reside in the eighth Ward.
I'm employed by the City of Chicago
and work for the Department of Procurement Services.
Our positions are in jeopardy
and are being eliminated for so-called fiscal reasons.
Under our current administration, they proposed
to eliminating our five field analyst positions,
but at the same time creating positions,
um, that are more beneficial directly
to the CPO.
We have received no notifications of these adjustments,
uh, other than us realizing through the budget
that has been proposed of the elimination of our positions.
We have a spotless record as field analysts
in this department, and we've set precedents
for every other department
that possesses our particular needs.
A brief synopsis of what we do is we support
the certification and compliance units.
Our is that we are the eyes
and ears of procure procurement services.
Our primary responsibility is to go on construction sites
to conduct employee interviews
of certified construction companies that are doing business
with the city of, uh, water cdot and aviation departments.
The objective is for the field analyst
to interview personnel and review the prime
and subcontractor's location, manpower,
machinery, and equipment.
The compliance field for the City of Chicago Department
of Procurement Services.
We are responsible
for performing all construction site visits
for the city departments.
Our primary responsibility is to monitor
and verify compliance requirements with minority owned,
women owned disadvantaged business enterprises,
equal employment opportunity, Chicago
and local residency requirements,
and applicable municipal, state and federal laws.
I would like to, uh, present the council with a copy
of these documents for their review to come to a conclusion
that is positive in our favor.
Thank you. Um, Mr. Harris, I have one question for you.
Are you covered under collective bargaining agreement?
I am part of the union
And, uh, um, but that's, that's all I need to know.
That's all. Thank you, sir. Yes. Alright.
If you have some documents, you can give 'em
to the sergeant arms and, uh, they'll tender them to us.
Okay. Thank you. All right. Mr.
Um, Ms. Garcia Abner, you may proceed.
Good afternoon, everyone. I'm Alicia Garcia Abner.
I'm here as not only a resident of the city of Chicago,
but also a business owner.
My company is Trino Inc
and will be celebrating our 28th birthday on Friday.
I'm here to support Charlotte Roberts
and the procurement team there.
They have a heavy load and they need our support.
As you all are all aware, our programs such
as the DBE and our local programs are under siege right now.
It is important that we staff our procurement department
adequately so that they can be there to do the analysis
and the collection of data that is important
for these programs.
We need to reduce the redundancy that I'm seeing
that other departments are taking on some of these duties.
And this should be done centrally
through the procurement department.
Now, once we centralize this,
we can also then trace back collection of funds
that might be had for those contractors
that might not be in adherence to our program.
That monies are supposed to be going
to something called the Allied Fund.
In the Allied Fund.
Those funds are supposed to be utilized to help
with the development of technical assistance programs
for businesses as well as the workforce.
It is important that we support procurement,
particularly given what this gentleman has stated previously
before me, so that she can have the staff that can do
what they need to do and do the inspections instead of some
of these duties being had and other user departments.
Now we need to fortify
and strengthen our procurement department so
that we know what's going on as we become under siege.
As we know that the DBE program is, that is a back door
for our local businesses.
When our government is asking our prime contractors
that may be federal contractors to sign an affidavit
that they will not participate on any DEI programs.
Wake up people that will impact our local
programs as well.
We won't have any contractors out here that do the work.
We need to ensure that our small businesses are fortified.
Also, this department can, is charged with
and according to 62 pages of the municipal code
that procurement takes on duties such as men protege
and other initiatives.
So again, I'm here
before to support this department to support their team so
that they can do what is necessary.
Thank you. Um, we will, um,
stand at ease while the first department, the officer
of Inspector General comes in.
Actually, it got canceled. It's a long story.
Very long story. Yeah. Nah, it's fine.
Boy, his funerals bring out the worst.
So what, what, not as long as,
as long as nobody gets drunk.
That's it. Generally. Yeah. He get that type of stuff. So
Martin, here, what does matter?
He was here.
Alright, good morning. Um, uh,
we have our Inspector General Deborah
Weissberg with us today.
Uh, we will have a brief overview from the Council Office
of Financial Analysis be performed by, uh,
director Ode Gray following which, uh, we'll have, um,
inspector General Weisberg, uh,
introduce her team and her staff.
We're gonna waive, uh, opening statements today
'cause of our late start and, uh,
go directly into questions.
And if Alderman Martin comes back
before that ends, he'll start.
Otherwise, alderman Riley, uh, we'll start,
uh, with questions.
So you may proceed. Director Ode Gray.
Chairman Irvin, vice Chairman
Lee Alder, persons and Guest.
Good afternoon. My name is Janice Oda Gray,
chief Administrative Officer for cofa.
Budget Overview for the Office of Inspector General.
The proposed budget for fiscal year 2026 is 14.3 million,
which is $80 million difference from fiscal year 25.
It's an increase. It's corporate funded, 71 point 81%.
The spending breakdown. It's non personnel, 2.03 million
personnel, 12.27 million for staffing.
We have 118 FTEs.
That's a loss of three FTEs from fiscal year 25.
Looking at the appropriations personnel services is
of course the largest spend for OIG at 12.27.
The non-personnel is 2.03.
Looking at fund descriptions, uh, it's totally funded
by local funds with corporate funds,
as mentioned being 71 point 81%.
And there was an uptick with the water fund
and both, um, airport funds in funding
for OIG appropriation.
Historical information.
OIGs budget is locally funded and partially funded
and partially tied to the overall size of the city budget
through an established budget floor implemented in 2017.
Since that time, OIG has grown on average,
the average annual rate of approximately 8%.
And that's in line with the city's growth.
The final slide is staffing.
OIG is mentioned loss three FTE
with the fiscal year 26 recommended budget.
And those reductions were in Analyst Rose.
That completes my report. Thank you.
Thank you. Director Ode Gray. Inspector Nun, Weisberg.
Uh, may I give a brief opening statement, chairman, or
I'm gonna waive that. Just introduce
the staff. We're gonna get rolling
'cause we, we starting late today
and we don't wanna be here all night.
Um, we, uh, with me.
Good afternoon, uh, chairman, members of City Council,
thank you for the opportunity to appear this afternoon.
With me is Kayla Vasquez.
She's our Chief Administrative Officer.
In the box is Tobar Richardson,
deputy Inspector General for Public Safety.
Deanna Shaws, director of Communications and Outreach.
Michelle Wright, director of Diversity,
equity and Inclusion.
Melissa Villa, deputy Inspector General
for Information Technology and Analytics.
Darwin Jones, deputy Inspector General for Audit
and Program Review.
Brad Snyder, associate General Counsel for investigations.
Nate Wachman, general Counsel, Sam Cha in the back row,
associate General Counsel for Public Safety.
Raul Valdez spec, uh, director of Special Investigations.
George Lauder, deputy Inspector General for investigations
being sh I didn't miss anybody.
I think that's everybody.
Al O'Reilly, Uh, thank you chairman.
Um, and thank you for pre-submit, uh,
requests to the chair.
Um, that's very helpful for this process.
Um, and I wanted also just thank you Inspector General
for your service to the city.
Um, I think you've done a really, um,
excellent job in this role
and, um, believe that, uh, you've helped us as a body, um,
look more critically at the city's budget
and the city's operations.
And clearly there are plenty of areas where there's room for
Improvement. Alderman,
alderman, my apologies.
Uh, you brought up something
that I didn't, I did not remember.
This is your last, uh, hearing before us. It is.
So, um, I'm, you know, what, you go ahead
and give your statement and if any other items that you wish
to speak to with, with this being your last, um, your last,
uh, hearing before us in this, uh, in this body,
in this, in this manner.
So we'll start from scratch with you once we come back.
But I, I do apologize for interrupting you,
but I, I forgot that this is her last hearing,
so I will give her that privilege. Thank
You, chairman. I appreciate
that. I will, uh, I will be brief,
although as a trial lawyer, it's not in my nature.
I'll, I'll try my best. I think. Thank you very much.
Uh, I will be brief this afternoon
and I, I look forward to questions from the body.
Before we turn to those, I will do two things.
First, I will provide a, a quick overview
of the changes proposed in the FY 2026 budget for OIG.
The proposed budget for FY 2026 includes a loss
of three positions and a substantial reduction in funds
available for training.
The three positions proposed
for elimination are a senior information analyst in our
center for Information technology and analytics.
In investigator two in our investigation section
and the operations analyst in our operations section,
we've proposed these positions for elimination, not
because they are not critical contributors to OIGs work, um,
but because they became vacant late in 2025,
and we've prioritized the effort
to avoid eliminating filled positions.
The proposed reduction in our training budget is
also one of necessity.
The overwhelming majority of our budget, uh,
as demonstrated in the overview, goes to fund salaries
for occupied positions.
And a significant portion
of our non-personnel budget is associated with fixed
and recurring costs associated
with our information technology systems
and infrastructure, wherever necessary.
We maintain IT operations, which are separate
and independent from those of the city in order
to protect the independence and confidentiality of our work.
There are therefore limited opportunities
for significant reductions in our non personnel spending,
and we have plans to meet our legal
and professional obligations for training, uh, with internal
and lower cost options.
Second and finally, before I turn to questions, uh,
chairman, as you note, I, as I have elected not
to seek reappointment to a second term as Inspector General,
this will be the last budget hearing in which I'll
participate in this role.
I therefore want to take just a moment to highlight a few
of the things we have accomplished over the last four years
to make sure that as many Chicagoans as possible know
who we are, what we do, and where to find us.
We built an entirely new award-winning
website for the first time.
We have awareness raising signs in English
and Spanish on CTA buses
and trains, along with roadside billboards
and electronic public service announcements.
Uh, with contact information for our tip line,
we have touched while I have been in this office, 48
of the city's 50 wards to receive
and process the increasing number
of intakes which we receive.
As a result of these efforts,
we entirely rebuilt our intake function,
centralizing it within the office to ensure that all
of our work is informed by what we hear from Chicagoans.
We also rebuilt our Center for Information Technology
and Analytics, creating a new independent section within OIG
to further resource our data analysis
and data transparency work.
That work has included new additions
to our public facing data dashboards,
including resources on police overtime spending 9 1 1
calls and TIF districts.
We have also grown our data work
to include new proactive analysis
of campaign contribution data
to generate leads which enable us
to more aggressively enforce the city's ethics rules
around pay to play politics.
That represents one important part of our larger effort
to enforce the city's historically under
enforced ethics rules.
More than 70% of the ethics investigations sent to the board
of ethics in the last decade have been during this term
elsewhere in the office.
We have studied and reported on the operations
of 20 city departments.
We were the first and are still the only component
of city government to reach full
and effective compliance with our obligations under the
consent decree entered in Illinois versus Chicago.
Meanwhile, we successfully competed,
completed two triennial peer reviews by the Association
of Inspectors General confirming our compliance
with professional standards.
And finally, with the support of this body,
we have successfully pursued critical legislative reforms,
including the stabilization
of the inspector general selection process,
the implementations of term limits
for the Inspector General, and protecting the independence
and confidentiality of OIGs investigative interviews
and ensuring OIGs access to city records.
I'm sincerely grateful to my colleagues at OIG G
for their hard work in those areas in pursuit
of a government which more closely resembles the one
that Chicagoans deserve.
And I welcome your questions.
Thank you, um, again, um, uh,
with this being your last, uh, hearing.
Well, we thank you for your time and, uh, service with us.
Um, I'm sure you, you said in this forum, so
that means it sounds like you're, uh,
coming back in some other form, form or fashion.
Uh, it seems like all of our Inspector General seem
to have an afterlife, uh, working in, uh, working in
and around government.
So, uh, I'm sure we will see you in the future.
So, um, I'm going to, uh, proceed, uh,
alderman, uh, Riley, if you don't
mind with the chair of committee.
He's here, if you okay with that? Okay. Alright.
Chair Martin, you're up first.
Thank you Chair and good afternoon General
and everybody, uh, on your team.
Um, just wanted to briefly acknowledge how much
of a pleasure it's been working with you
and my capacity as chair over the last two plus years.
Um, I was sorry to see, uh, earlier this year
that you wouldn't be seeking a reappointment, um,
because I think that you've done a phenomenal job on a host
of fronts, including some budget related fronts,
making sure, for example,
that we on city council are hearing about steps
that we can take based on the audits
and investigations that OIG is doing, um, to improve our,
our budget, um, to look at some modest things like, um, uh,
demolition, um, uh, recycling, um, uh, issues when
that debris comes forward
and how we can both ensure that compliance,
but also get money coming in from inspectors
who should be helping to enforce.
Um, so I just wanna commend you.
I think there will be opportunities to do so later, uh,
next year, uh, once we get closer to your departure date.
But I, I was hoping you could spend a minute
or two maybe picking out a few items from a budget related
document you recently circulated to city council,
identifying some budget related areas, uh, uh,
for either efficiencies
or additional revenue that was kind of compiling a lot
of work that your team has done over the last year.
Absolutely. Thank you Chairman. And, and
likewise, thank you for all of your,
your work and your partnership.
Um, earlier in the year
before the mid-year budget cycle, um, we circulated,
as you mentioned, a document that kind
of gathered in one place.
Some work we have done over the course of the last couple
of years that have various kinds of budget implications.
Those were in a couple of categories.
One, having to do with either stagnated
or unrealized funds, money we may be leaving on the table.
Other things we highlighted there looked at, um,
either staffing
or technology needs, uh, problems
where the solutions have some kind
of budget implication related to them.
And I think, um, I think that, uh,
we, we ought to be looking in both
of those categories given kind of the urgency
of the budget problem.
I think I will say in particular,
money left on the table might be, uh,
even when time is short, a place
to really direct some efforts.
So you mentioned the construction
and demolition debris recycling fund.
That was a project in which we determined that there was,
that we were unable to track whether, um,
money being recovered
by the city was being used for an appropriate purpose.
That had a very good outcome from an oversight perspective
in that, um, in the aftermath of that audit,
the city in fact set up a fund which was required
by the code, hadn't been in place and,
and funded it appropriately.
That was a very good outcome.
Um, we have, one of the inquiries we summarized in
that document was a third follow-up,
which we did on the matter of driveway billing,
billing associated with, uh, driveway permits.
That is on one hand a very, a very sort of, um,
specific area of focus.
And on the other hand it's,
it's real money being left on the table every single year.
And I know in particular that that was a third follow-up
because this is an opportunity for revenue collection,
which has gone unrealized
for a very long time despite it being kind
of highlighted repeatedly.
So, um, you know, driveway permit fees are not going to
amount to a billion dollars a year,
but we are leaving money on the table every year.
So I would, um, I would highlight that.
And then the other kind of area of focus, um,
which we highlighted in a number of products had to do
with staffing needs.
You know, sometimes we will make a recommendation
to a city department and the response we get is that
that recommendation can't be met
because of staffing constraints
'cause there aren't enough people to perform the function.
Um, I think especially in a world of shrinking budgets,
we wanna make really sure that that's the case
and that we are chairman, I know you've done a lot
of work on staffing in the police department
there and elsewhere.
I think we wanna make really sure that we have
analyses in place to support our conclusions about
how many people we need to perform a function
if we have fewer people in a job than we used to have.
All that tells us is that we have fewer people in the job
than we used to have, unless we are doing a kind of
analysis from the other end about how many people we need
to perform a function effectively.
I'm not sure we're in a position
to assess whether we have a shortage, whether
that's police officers or building inspectors
or fire inspectors or whatever the case may be.
So that's another area where I think there are a lot
of budget implications, especially, I mean, so much
of the city's budget like ours is devoted to salary dollars.
Um, we frequently find
that no analysis has been conducted ever,
or kind of in modern history about
how many people are actually required
to perform a specific function.
So I think that would be another important area of focus.
Got it. Um, one
through the chair question I have is if you can, uh,
flag any performance metrics including key performance, uh,
indicators, um, that OIG currently uses,
and if you have any, um, what processes you use
for monitoring the progress of compliance with those KPIs.
Um, last question I have is,
there's been some conversation from time to time
during my two terms in office
about a police misconduct database, um,
like a big picture one.
I know that we have, um, smaller versions of that
and that, um, alderman Wapac in the last term had led some
conversations working with your predecessor on
what something that was more Folsom could look like.
Uh, if City Council was to move forward with, um,
something along the lines high level
of what's been discussed from time to time.
Does the proposed budget, um, give your office the resources
to, um, do what has at least in the past been envisioned?
No, I think, I think not.
Um, I think that what the budget implications would be of
that endeavor might depend a lot on kind of
where on the spectrum of possibilities
that have been discussed over time, it would land.
Um, I, I continue to be very supportive of the notion
that we should be making, um,
police misconduct related records more accessible
to the public, especially where determinations have already
been made that they are as a legal matter public records.
So I think probably the lowest hanging fruit way
to accomplish some of those goals,
which have been discussed over the years,
and one which might have the smallest budget footprint
would be to, um,
make a system whereby if a police misconduct
related file or if if records were released in response
to a FOIA request, that they would also be posted
for public view.
Um, if something's been released in response
to a FOIA request, there's been a legal determination
that it's a public record, it's been redacted appropriately.
Um, there's nothing confidential about that release.
And I think, you know,
we talk a lot in our data transparency work about the
difference between something being theoretically publicly
available and meaningfully publicly accessible.
It seems to me that the, the kind of entry level approach to
that further transparency work would be simply to make sure
that if the city's gonna send police misconduct records out
the door in response to a FOIA request anyway, that we might
as well post them online somewhere
where they are more broadly accessible.
And if your department were tasked with doing
that more modest endeavor, how does your, how would
that requirement square with
what you have in the budget proposal?
I think that we would have to return to
that in more detail, and we haven't looked at this recently.
I think that if, in that model, um, I think there would be
smaller staffing needs than in some of the other approaches
because there wouldn't be kind
of additional substantive review to do.
So. It seems to me that the way we would approach thinking
about the resources we would need to do
that would be we would, there would be like some
staff burden in receiving those documents, linking them
to our existing online records, kind of making them,
you know, doing the mechanical
work of making them available.
And then I imagine we would also have some data storage,
increased data storage needs.
Melissa, does that sound right to you?
Okay. Um, well, that's all I have.
Thank you. And thank you chair.
Thank you. Thank
You. Chairman Martin, uh,
Ottman Riley.
Thank you chairman. And, um,
and, uh, I only have a few questions for you
and I just wanna reiterate, thank you, um, for your service
to the, the city of Chicago.
Um, you've been a pleasure to work with
and, um, I think you've helped us identify lots of areas
for improvement in city government
and, um, it's times like these
during very challenging budgets that we need to, um,
take a closer look at at the work that you've done, um,
in providing us with that, that assistance.
Um, you know, in your, in, in your remarks, you, you
outlined your legislative reform efforts and successes
and, um, I would just ask, you know, is there
any one piece of important work that that is left
to be dealt with that remains undone, um,
that this body should contemplate implementing, um,
despite your, you're leaving us soon.
Um, I appreciate that question.
I, two things come to mind.
One is that, um, with respect to the legislation that was,
um, voted on over the summer became effective in the fall
on, uh, kind of independence
and access of OIGs investigative work.
As we begin to implement that ordinance,
I I think we will find pieces of it
that bear some clarification, some revision as we kind
of put that into practice.
So, um, you know, those, the, the changes
and the advances in
that legislation are very substantial ones.
As you all know. The,
the resulting legislation was very much a
compromise solution.
I imagine that there will be, as we get going here some, um,
refinements that that ought to be taken up.
That's one thing. The other thing, uh, may be most relevant
to today's proceeding that I have given some thought to is
that, as you know, in our existing enabling ordinance,
there is a statutory budget floor, uh,
which sets out a mandatory minimum percentage
of the city's budget, which must go to fund OIG
and I, I will say two things about that,
which I think bear some thinking about potential legislative
clarification maybe going forward.
One has to do with what the law says about how
that budget floor is actually calculated.
Um, this has been the subject of some recent work
by the Better Government Association.
Uh, I, the, the way that
OIGs statutory budget floor has been calculated historically
is not exactly what the ordinance says about
how it is to be calculated.
Um, that is at a minimum sort of a clarity
and transparency problem.
So that's one thing.
The second budget related legislative question, I think has
to do with budgetary independence.
A statutory budget floor is a
critical structural independence measure.
Its utility and its value
as an independence protection is only as good
as the operational independence in using that budget.
So if we have a, a statutory budget floor,
but we have limited
or no operational independence about how we spend
that money, then we haven't quite realized the goal
of having it in the first place.
And thank you for mentioning that.
And yeah, we, we have a floor for you for very good reason,
um, so that whomever the administration is,
they can't be pulling levers
and pushing around our independent inspector general.
Right. Um,
but I'd like you to expand a little bit on the last piece
about independence and,
and how you spend your appropriation.
Yep. As it stands today under this administration,
must you report to the budget director
and their team to rationalize
and essentially get permission
to structure the budget submission you bring to us?
Or is that an exercise you perform entirely on your own?
Um, somewhere in the middle, I would say, uh, the,
the challenges that I am sort of,
that I have more in mind in terms of spending independence,
have a little bit less to do with kind
of what's on the paper for our budget submission
and more to do with what happens over the course of a year
as we go to spend that money.
Hmm. So, you know, we project, you all vote on,
for example, an amount of, of of personnel dollars
to go to OIG.
We are not, however, actually permitted to spend that number
of dollars on personnel because OBM assigns a salvage
or a turnover rate
and then gives us permission to hire,
to fill positions only according to a salvage rate,
which they have established.
That is a, that's an independence in hiring concern. I see.
When we have, when we make expenditures certain
of our account numbers, our account lines are confidential.
When we go to make expenditures out
of non-confidential funds,
there is basically a justification process that goes through
OBM or the and or the Department of Finance.
Um, I think all of those, all
of those exercises raise independence concerns. They
Do. They do. And
I'm, and I'm glad.
Question, uh, quick question related to that.
Um, so
during the midyear, um,
staff pointed out that there were several
payments made directly to your office.
Um, help, help me to understand, like,
why would we be making payments to you,
to your office or to, you know, like for
city services or city business versus
a normal pay cycle?
Um, because those funds are confidential.
So the way this has historically been accomplished is
that in order for this is a, a process that goes back for
as many years as, as we are aware of that, in order for,
uh, to enable OIG
to make confidential expenditures from accounts which have
been designated as confidential, those funds are transmitted
to OIG by the Department of Finance.
And then OIG makes confidential expenditures directly.
Okay. And as, as I
think about this, I don't know if any,
even the Chicago Police Department makes
payments to confidential individuals
through the city system.
Um, I'm, why is it that
even though others have confidential business, why is it
that your office is not subject to
the same standards?
Or, or are these funds even audited it?
Um, well, the funds are stored in an account under the
auspices of the city treasurer.
Um, oh, that's the, um, so
you may be able to get some information about that.
I, um, I'll say I, um, this is a good question and,
and one the answer to which long predates me.
And, and we have tried to make some progress kind
of untangling how we got here.
O one observation I would make about comparison
to other city departments.
And, and I, this was again long
before my time, so I don't,
I will just offer up the observation that
for other city departments making confidential expenditures,
those city departments are not conducting oversight over OBM
and the Department of Finance necessarily.
And so, okay. The, the confidentiality constraints are,
I think, maybe a little bit different, but I,
but I don't disagree that the, the system for kind of
managing and administering confidential funds is one that,
that merits some attention. So
Then, uh, for just theoretically then,
if this is something that's happening outside
of the purview, uh, of traditional, um,
expenditures in, in the city, are those funds audited by
our auditors?
Are they, is there any,
it's kinda like who's watching the watcher type of deal?
Yeah. Like, is there any other oversight of those expenses?
And I, I understand your your position of saying, Hey,
I need, I need some confidentiality
because I could be investigating
the people that are cutting the checks.
Right. And I get that. Right. Um,
but I guess the, the second question,
and I've, I've dealt with this before
and the only other instance that I've seen
where you're not operating in a, in the confines
of the city, and this predates my role here is
with asset forfeiture funds in the police department.
'cause they're, they're not governed by the city
or governed by the, by the attorney general.
Um, but is, are, is there oversight
or even auditing of those funds in relation
to the authority that even though you have, is,
are there any other people looking at
what you guys are doing, even though there may not be
in city, but is part of our audit
or any other process? Yeah.
Um, we have explored those exactly those questions.
And, and, um, I think what I'll say is
because that money is stored in a bank account,
which exists, you know, under the city's accounts,
on the city's balance sheets, it is subject to this.
I, I will defer to others about, about exactly the controls
that exist around those.
But it's not as though this money is being stored in a place
that's invisible in terms of the balance and the amount.
It is, it is very much visible
as part of the city's accounts.
We have had conversations with the treasurer's office
with the, um, the former comptroller at this point,
and with OBM about trying to sort of modernize the way
that these funds are, are administered and managed.
I think that is overdue. Oh, yes, sir.
So, so the, so there, there's money sitting there that
we don't know if it has been reviewed to any extent.
Um, but it is part of the city's financial statements.
But we don't know if those particular functions
or ideas have been ever reviewed
by anybody other than your team.
Um, I'm not sure I totally understand the question.
I, I will say, so the, the balance information that sort
of information is available to everyone, um,
and we've reported that to OBM, et cetera.
Um, in terms of the functions, the use of those funds, I,
I guess that is what's confidential about them.
Correct? Even though they're confidential. Yeah.
They, they still should be within the confines of
the work that is happening, uh, that is, uh,
that is going on.
So the question then becomes who,
who monitors
or ensures that other than someone on your team.
Mm-hmm.
Yep. Um, agreed.
We, uh, get, as I say, this has been a topic
of some discussion with OBM
and with the Department of Finance
and with the Treasurer's office.
And we have, uh, provided any
and all information that any of those entities have asked
for, uh, except for, uh, the speci the use
of specific expenditures.
Well, that, that's the, I I think that's the point of
what, what, what I'm asking.
Like if, if dollars are set for purpose A
and are being spent on purpose C if that were
the Department of Family
and Support Services, that would be something
that would be able to be looked at.
But what you're saying is that
what if you spend something on item C instead of item A?
There is no one to say, Hey,
why did you spend something on item C versus item A?
Because no one is theoretically looking at expenses in
that particular account. I see
What you're saying. So in terms of sort of
a transfer
between purposes or account lines? No,
I'm just saying in general, like if there is a, um, if,
if, if expenses are happening
that are not necessarily in line with the,
and I'm not saying that this exists.
I'm saying that if it's never reviewed
or never audited, then no one knows if it does or does not.
And what you're saying is that no one is looking at this.
And maybe that's something that needs to be addressed
by either our external auditors,
and I understand the, the issue of the confidentiality,
but it, it would bode that somebody needs to review
what, what is happening. That's all. Yeah. So,
Yeah, I don't, I don't disagree with that.
I will say, uh, the city in other contexts has taken the
position that state budget law does not reach far enough
down to restrict, uh, the kind of trading
of spending from one function to another, um,
within a department.
Uh, that said, I don't, I don't disagree.
This is an area that, that bears some
modernization and clarification.
Thank you chairman. Uh, for,
for the balance of my time back.
Um, I am glad I asked the question, inspector.
Um, and you know, just for the record, I
have full faith in, in how you're using that money.
If it's meant to be spent confidentially, I think
that's probably with good purpose given the very sensitive
nature of the subject matter that you handle.
Thank you. Um, so I, for one, am grateful for that.
Um, so I guess I'll finish up, uh,
'cause it may take you a moment to answer this question.
Um, as you are leaving, um, employment
with the city, you know, we've looked back on some
of your investigations and,
and, um, ensuing recommendations for discipline.
And in recent time, uh, under this administration, um,
we saw the mayor, um, just categorically refuse, um,
to implement an action that you recommended related
to a member of his top staff.
Um, when a mayor, not, whether it's this mayor
or another future mayor, um, willfully chooses to
ignore a mountain of evidence
and a recommendation from your office,
what recourse do taxpayers
or by extension members of the city council have, um,
to see that your investigative findings
and recommendations would be adhered to?
Is there any recourse at all?
Um, and if not, uh, how could we fix that?
Before you answer that, uh, Mr.
Blakemore, if you could please start
with the loud out outbursts.
Thank you, sir. Um, Mr.
Blakemore, um, we're not, we're not gonna go through this.
We're, we're not gonna have this dialogue,
and if we do have this dialogue, it'll be
outside of that door over there.
So if you could please, uh, stop the loud outburst.
Sir, go ahead. Go ahead. Uh, inspector General, thank
You. Um, thank
you for the question, alderman.
Uh, I'll say a few things.
Um, one is when we sustain
allegations of misconduct in an investigation
and we make recommendations to a city department, whether
that's the mayor's office or anybody else, um,
they are just, that they're recommendations.
We do not have any statutory authority
to compel implementation of those recommendations.
Um, and I think
that there are cases where there is room
for good faith disagreement, um,
and where reasonable minds can differ.
That is not every case.
There, um, are some situations where I candidly don't think
that reasonable minds can differ.
Um, if our recommendations go
unimplemented, whether that's an, a misconduct investigation
or recommendations we make about
efficiency or whatever the case may be.
I think the recourse is, um,
is political accountability in this body and,
and from members of the public.
I'm not sure that there is another good answer.
But to be clear, there isn't a vote that can be taken
or a a, a motion that can be filed
or a piece of paper that can be submitted to, um, ensure
that your recommendation is, is, is taken
by, uh, the executive.
Well, um, not one, we've, not one
that I think our current, our current system allows for.
I, the, the other thing I will say, um, you know,
so we've talked about the fact that I think on a case
by case basis, there is perhaps sometimes, uh, room, uh,
room for disagreement, but that is not always the case.
The other observation I would make is that, um,
I'm not sure that it makes sense to continue
to view refusals of our recommendations
only on a case by case basis.
I'm not sure that each of these refusals
of a recommendation from OIG is a one-off.
I think that if something walks
and talks like hostility to oversight,
it might just be hostility to oversight.
Correct.
Well, we agree on that.
Um, and again, I I can see where there,
and this does not apply to the, the current administration.
I, I've been here for four. Yeah.
Um, and through all of those, I've seen disagreements
between the Inspector General's office and,
and, and the mayor's office.
I understand that. Agreed. Typically though, it's around
some measure of discipline that might in,
in include suspension
or unpaid leave, something like that, versus
the most extreme, which is termination.
Um, and so I would just say that, um,
in this particular case where Mr. Lee was recommended
to be terminated and that was flatly rejected,
there was no discipline whatsoever.
Am I correct?
I won't comment on
or confirm the subject of an OIG investigation,
but there was a case in our recent quarterly report
where we recommended the termination
of a senior member of the mayor's staff.
Uh, and the recommendation was declined.
No discipline was implemented. No
Discipline whatsoever. Okay.
Thank you, uh, inspector.
And again, um, really do appreciate the
great work you've done for the city. Thank you, chairman.
Thank you. Thank you.
Alderman Riley, alderman, uh, oay, followed by Alderman,
uh, Nugent.
Thank you, chairman. Good afternoon.
Good afternoon. Um,
I really don't have any questions other than,
uh, a couple comments.
Um, I just wanted
to say your leadership in the Inspector General's office,
uh, really appreciate all your efforts, uh,
your communication, um, your staff's work.
And, um, I think you kinda set the bar.
My hope is that, uh, the next exp uh, inspector General
puts the work or that, that you put work.
Um, I wanna wish you luck in the future
and, uh, obviously you'll be here for another few months,
but, uh, 179 days, it's good working with you.
Likewise. Thank you, alderman.
Thank you Chairman. Thank you Alderman.
Osha Alderman, uh, Nugent, thank you.
Followed by, uh, alderman Lawson.
Thank you, chairman. Um,
I really just wanna thank you, inspector General.
You've been, um, really just incredible to work
with over these past few years.
And I think you've, um, through your reporting,
have given us opportunities to, to be more critical in
how we look for efficiencies in the city.
And I'm, I'm very grateful for that.
And, um, I'm interested to see what you do next.
Uh, and I'm, I'm sure that, um, you know, well,
you have friends and a lot of us in this room,
and, um, we're grateful for your dedication to the city.
Thank you. Thank you, Mr. Chairman.
Thank you, alderman. Thank you. Uh, thank you.
Altman Nugent, alderman Lawson, followed by Alderman Taylor.
Thank, thank you Chairman. Uh, thank you General Berg.
I just have a couple quick questions.
I do want to thank you for your city service. Thank you.
This is a tough job. Um,
Or someone who told me sooner. Right.
Um, so I, I, you know, I I appreciate the,
that you put yourself in there.
I, I know there's a lot of late nights and headaches.
Um, I just wanna follow up on the investigation that had
to do with the Merrill staffer as well.
'cause I think when we, we saw the report, I was surprised
that it took a year to go from incident
to the beginning of an investigation.
Is is that typical or, and, and, or is it a budget issue
or a, a personnel issue?
Um, investigative timeliness is a, is in
law is a longstanding
and ongoing challenge in our investigative work.
There are both, I think, internal
and external challenges to timeliness to overcome.
I think we have made some progress on both the internal
challenges and the external ones.
Um, in terms of whether that's a staffing
or a, a manpower question.
You know, uh, yes.
If we had more investigators
and more attorneys, people would have smaller caseloads and,
and the cases would move faster.
I, I will say, um, the, the reason I struggle a little bit
with that is, um, and, and,
and, you know, worth noting, one of the positions proposed
for elimination here in the 2026 budget is
an investigator position, right.
That will increase the caseloads
of our existing investigators.
That's not gonna do investigator timeliness any favors.
The the reason I'm sort of struggling with that response is
that I'm not, I'm not excited about eliminating those
positions, but I'm also not gonna sit up here
and tell you that we don't need to spend
less money in city government.
No one should, we do need to
spend less money in city government.
So those cut, yeah.
Those reductions in spending have to come from somewhere.
Um, I, I guess I will say, um, I,
It does not do anyone any favors when cases age.
Um, we should move our investigations faster
and we should continue to look for opportunities
to reduce both internal
and external obstacles to timeliness.
Oh. How many investigators do you have now,
Uh, proposed in this budget?
We will have, that section has, I believe it's 25 people
That's down one from the 2025 budget.
That's right. Okay. Um, has there been,
uh, a beginning of a search
for a new inspector general to your knowledge?
Uh, that is a question for others in this room.
I have not, uh, been in, that is not my, uh, I,
I'll be interested to see how that turns out
as a taxpayer of the city of Chicago.
But that is not a process that I'll, um,
not a process that I'll be
Involved. Let me ask then, uh, who
is gonna be acting, uh,
if there is no, no appointment when you leave?
Well, that, that is a question I can answer.
So one of the legislative, uh, sort of accomplishments
that I mentioned, um, had to do with our
stabilizing the selection process.
So in the transition period
before my confirmation, there was a lengthy period of time
during which there was not a city council confirmed term
protected inspector general for the city that did the office
and the work a tremendous disservice
because we were left in a, in a situation
where in the absence of any authority to the contrary,
or any reason not to, or any alternative,
an interim inspector general was simply selected
by the mayor, uh,
and left to serve in a, without term protection.
For as long as that interim period went on,
that is not a good place to be.
This job has, has term protection for a reason.
There all kinds of independence kind
of values at stake there.
So, um, very early in my term, the changes that we made
around the selection process laid out a required timeline
for various steps in the search process, in, in the hopes
of, uh, getting us either to a place
or as close as possible to a place where
a new inspector general was ready to be confirmed at the end
of the term of the proceeding one.
Um, and that ordinance also lays out a predictable
concrete kind of succession plan for what might happen if
that is not the case.
Um, so it identifies first the general counsel of the office
and then the Deputy Inspector General for public safety
as the people who would serve as interim ig.
I'll say, as you all know, um, I announced my intention not
to seek reappointment to this office in July of this year.
Um, one of the reasons I did
that was in the interest of providing the city
with an opportunity to have as much time as possible
to get the process started, to select the next person,
lucky enough to do this job.
Great. Well, thank you for that.
Um, I look forward to working with, uh,
chairman Matt Martin, uh, to make sure that
that timeline is, uh, adhered to and,
and, and that we're all aware of it.
Um, just a couple of quick ones I think real quick.
Uh, they, we talked about your some independence concerns
with, with budgeting.
And question I had before this,
and I still do, is sort of in the office when you look at
misconduct versus operational inefficiency.
Yeah. Sort of how, as a percentage of the total work,
total time, uh, workforce, what, what is, is it 50 50
or closer to more lopsided one way or the other?
Um, in terms of time spent,
I don't think we have good data to answer
that question in terms of personnel allocation.
So we have the, in the proposed FY 2026 budget,
which is in terms of proportion, roughly, it's not all
that different from where we have been, right?
So far we have 25 FTEs in the investigation section 14
FTEs in our audit and program review section.
Those are the folks who are primarily devoted
to looking at efficiency
and effectiveness in the city's non-public
safety operations.
And then 19 people in our public safety section, which is,
as you know, responsible for the oversight
of the police department and the police
accountability agencies.
So, you know, that's, that's
that in terms of, of FTEs.
And then, uh, alongside those, those professionals,
we have our legal section and our information technology
and analytics section who are conducting, you know, the,
the legal work around, uh, our investigations
and our audit based inquiries, as well as the kind
of data analysis that underpins those.
So I'm not sure we're well positioned to come
to an exact number, but in terms
of FTEs, that's how it shakes out.
As you leave, would you have a recommendation
to increase one side or the other?
Would you have a list of recommendations
for us as you leave anywhere?
Um, uh, well, uh, you know, um, as you all know, I am,
uh, a recovering prosecutor.
There are no former prosecutors, only recovering ones.
Um, we have, uh, there's,
there's extraordinary work being done in OIGs legal section,
uh, every day is bring your favorite lawyer
to Workday at OIG.
I think that, um, because our legal section is positioned
kind of at the hub of the wheel of the office
and provides counsel to all of the work of the office,
whether it's misconduct investigations,
or the kind of program and policy work that we do, that is
probably an area where, um,
we are stretched thinner than, than we might be.
Well, thank you again, uh, for the work you do
and, uh, we'll, we'll make sure that we bring someone in,
uh, who's as equally qualified
and, uh, capable, hopefully. Thank you. Thank you, chair.
Thank Autumn Ano,
Thank you so much. Chair
Inspector General, thank you for being with us.
Thank you, Dito.
The complimentary feedback from my colleagues.
I have one specific question, uh, which is actually related
to the management ordinance on page 81.
Uh, under Corporation Counsel Appointment Powers
and Duties, it says, titles that signify the practice
of law shall be determined jointly by the Department of Law,
the Department of Human Resources, and the Office of Budget
and Management, except as otherwise
provided in rules promulgated by the Corporation Council.
All city attorneys under titles that signify the practice
of law are prohibited from the outside practice of law.
Employees who are licensed attorneys,
but are not employed under titles that signify the practice
of law are prohibited from providing legal advice on city
matters and from representing themselves as attorneys
for the city in any capacity.
I, I read this just
because I want to understand if, as written,
this has any impact on the work
of the attorneys within the Office of the Inspector General.
This is an excellent question.
Is the language that you are reading, is
that from last year's past management ordinance? It
Is, it's verbatim from the management ordinance
being proposed for this year. Okay.
I have not seen that specific language,
and so I would wanna take a closer look at that.
I will say in the management ordinance past last year,
some of that language
or some similar language, appeared in the powers
and duties of the Corporation Council.
And after a great deal of discussion with you
and with other members of this body, we, um, were able
to have language included, which specified
that the Corporation Council's ability to direct the work
of city lawyers did not extend to lawyers within OIG.
Um, that is of critical importance, um,
to make sure we
and everyone else is clear on, uh, our ability
to conduct our work independently in terms
of further impacts of, of this year's proposed language.
I would like to take a closer look at that
and get back to you, if that's okay.
That sounds great. I appreciate it. Thank you.
Thank you again. Thank you, chair.
Thank you. Vice early. Thank you Chair.
Um, and thank you, um, general for all of your service.
I know you and I have had several late night conversations
on weekends and weird times.
Always welcome. Um, yes.
Um, but I think one thing is true, your, your heart
and passion for this work, um, is unquestionable.
And I really wanna thank you for your dedication
and taking on the challenge of, of serving in this capacity.
I know it's not an easy job.
All of us that sit in these seats understand that.
Um, I think you've done an incredible job of,
and I think your integrity is, uh,
unmatched in this, uh, in this regard.
You know, I, I share some
of the concerns about just the amount of time it takes
for investigations, and I know that that's not anything
that really is in within your control.
And I think that's always part of the challenge, is how, um,
and the, the, the limits she powers, uh, in that office, uh,
in your ability to, to get to, to answers.
Um, I know, you know, we'll,
we'll continue to take a look at that.
Um, uh,
but, you know, more
than anything, I just wanna say thank you.
I don't have any real questions for you.
I think you've done, uh, an incredible job given, uh,
the hand that you were dealt and continue to be.
And, you know, I know you've still got
a few months left in the role.
Um, so the work's not done yet.
I don't know that it ever will be,
you might be a recovering ig um, when you,
when you end this, uh, when you end your term here.
But, um, just thank you.
Thank you, Thank you. Uh, alderman Gardner?
Yeah. With Alderman Nugent. Did you? Oh, you went, okay.
Yes. Um, yes.
I have a I have a couple quick questions.
Thank you, chairman. Um, and,
and just for a point of clarification, uh, chairman,
you brought up some subjects about the money in the account.
How much money are we talking about in that account
that we were talking about?
I, I, I don't know the, uh, amount.
I think, um, when the, the report that I looked at, I think
for the month of, uh, maybe May, April-ish,
I think it was one month.
Uh, in total, it may have been about 1,000,008 million nine.
Wow. In expenditures
1,000,008.
So that would've been the, the total amount
of confidential appropriation is generally transmitted
to OIG in like one or two chunks for the year.
So that isn't Oh, okay. That isn't for one month.
Like, that doesn't happen every month.
That is, that is like the month during which
that would've been dispersed.
Okay. So how much, how much money
would be in that account? Just, just
Curious. Um, we've shared
that information with OBMI can,
I can get detailed information on that through the chair.
Would you know offhand though? I don't
Know offhand. Okay.
Um, some of my colleagues mentioned you're not seeking a
second term, um, that was announced you said in July of 25.
Yes. Is there any reason in particular
that you're not seeking a second term?
Um, there are a number of reasons.
I think that, um, we talked about the implementation
of term limits for this position.
I, I candidly think most positions in
city government should have term limits.
This one certainly should.
Um, related to that observation, I will say,
I think those of us lucky enough
to do these jobs in public service ought to approach them
like stewardships, not like monarchies.
I think it is our highest responsibility to
build the institutions we lead for success long
after any of us are in the job.
That goal is not necessarily furthered
by sticking around longer.
Yeah. Um, I have said
before, I, I continue to believe that this job,
this work is neither a sprint nor a marathon.
It's a relay race. And the best we can do is to run as hard
as we can while it's our turn, gain some ground
and pass the baton, uh, to the next person,
next person whose turn it is to run the race.
I think we have gained some ground.
I'm proud of the work this office has done.
I'm proud of the progress we've made,
and I think I am,
I think we will be well situated at the end of this term to,
I will be well situated to pass along a more effective,
more independent OIG to the next person.
Lucky enough to do the job.
That's fair. Um,
my colleagues also mentioned the, you a,
a recommendation you had made, you know, and,
and that you recommended to the mayor's office.
You wanted somebody fired.
Um, I am not a, you know, I,
I, I'm not a stranger to your office
recommending somebody be fired.
Actually, street and sanitation, uh,
fired award superintendent,
and I'm sure you're probably you probably recall this, um,
that allegedly tried to sell a weapon, um, during City time.
Um, when that court case all evolved
and washed out, it turned out that this so-called weapon
was a family heirloom from his grandfather
who fought in World War ii.
Um, he o he owned, uh, this particular weapon
and, and, um, it was not working.
It's, it's, I guess you can compare it to a, a big fish
that somebody may stuff and put on their wall.
It's more of a talking piece than it is a threat to society.
Um, but inevitably, um,
you made a recommendation.
Your office made a recommendation to the Commissioner
of Street and Sanitation to fire this individual,
uh, which they did.
And then he's also on a do Not Hire list.
Um, your office also completed an investigation,
um, over weed tickets, uh,
that we talked about several times,
and ended up costing the city over $200,000.
Um, which in fact, you lost on all 10 charges.
Um, 'cause you failed
or refuse to disclose exculpatory evidence.
Um, and I know you, you may
or may not pay attention to
what goes on in City Hall here and, and the votes.
I'm not a friend of the mayor's office, and,
and there's no secret about that.
So please don't take this as if that, I'm trying
to stand up for the Mayor's office.
Um, but I do believe that if your office, um,
with your track record made a recommendation to me,
for example, I don't know if I would take
that recommendation seriously being the fact that you failed
to be transparent and you failed to be accountable.
And it's not, to me, it's to the people
that I represent in the 45th Ward.
And I think the people of my ward are owed an apology.
And if you'd like to talk about that, I'd love to hear it.
Um, I appreciate all of that. Alderman.
I will say, without commenting on any particular OIG
investigation, I'll say a couple of things.
One, um, the outcome of a criminal case
is certainly not dispositive of
or necessarily the same as the outcome
of an administrative misconduct case.
Those are different burdens of proof, different form,
different, um, different proceedings.
Um, more broadly on the track record of this office,
um, I am deeply proud
of the work this office does.
That is not to say that the work that this office has done
during my time in office has been perfect.
It hasn't been, nor has it been at any other time.
Um, and what I'll say about that is this,
I will happily own mistakes I have made,
I will answer for mistakes my office has made.
And I will take every opportunity
to talk about ways we can improve our work.
I will not be intimidated out of doing my job,
Absolutely not. But the floor
is yours if you want to touch upon some
of the mistakes that happened.
I appreciate that opportunity.
That's, that's what I have to say about that.
That's what I thought. Is it all Mr. Alderman?
Is it okay? Al, miss Rosado,
Thank you Chairman. Uh,
no budget questions.
Just, uh, just wanna thank you
for your service and your friendship.
Um, I don't know if I talk to you the most,
the least the middle of the pack with people,
I'm not sure. But, uh, you
Talk to everybody the most, man,
Just wanna thank you for your service of service.
Thank you for the heads up, especially, uh, thank you
for not, uh, deciding in, uh, January.
You're gonna leave in April and making things even tougher.
So nine, nine month head start for the administration so
that, that's a more than fair time to get somebody.
So, uh, but that, that's really about it.
Um, I, I'm still mad at you for one thing,
and I'm gonna say it in public here to everybody, that
when she got appointed, I, I gave her a little gift.
It was actually a $10 gift,
and she would not accept it from me.
It was a framed picture of a newspaper article
that she was in, and I
don't know why you wouldn't accept it.
So I publicly want everybody know she felt it inappropriate
to accept a $10 gift.
So, uh, I don't know. I I still chuckle at that one.
Um, that's just the kind of guy I am.
You did take the $2 newspaper,
but you wouldn't take the $10 frame I was in.
So, but just wanna say, I
Dunno if the sometimes is worth the $2, you know?
Right. Um,
Oh, Um, I appreciate Al Alderman,
I appreciate your engagement with our work.
I appreciate, uh, your being so accessible
to me into my office, and I appreciate the newspaper. Yep.
Okay. All right. Well, thank you. Best wishes.
I know you, you followed a guy, I,
i I deeply respect, and that was Joe.
Uh, so, uh, uh, and that's about it.
So best wishes, Thea, in the future,
and I'm sure we'll be talking to you a few more times.
Thank you. Thank you, chairman. Thank
You. I have Alderman
Lopez.
Do I have any others who have any questions? Uh, chair
My hand is Al Alderman apologies.
And Alderman Moore.
Hadden Moore. So after, uh, alderman Lopez will go
to Alder Manhattan, then Alderman Moore.
Thank you chairman. And good morning.
Uh, good afternoon, members of the committee. Good.
Uh, good afternoon, inspector General.
Um, just two things really,
and I know some of my colleagues have touched on,
on recent events.
So I'd just like your interpretation of the,
any elected official's ability
to ignore your recommendations when findings have been
had against their employees.
I know that was briefly touched on,
but as a separately elected body,
that would mean that we are on par
with everybody else who's separately elected,
including the individual on the fifth floor.
So if we were to have somebody who is in clear violation
of the law, are we allowed to turn around and tell you
or your successors?
No.
Are you allowed to tell us? No?
Yes, you are allowed to tell us no.
Um, if, if you
or anybody else elected or appointed or
otherwise declines in OIG recommendation, then the rest
of the conversation about that is to be had
in this chamber and in Chicago's neighborhoods
and in the voting booth.
Um, when recommendations
to improve city government are declined,
the the question we all ought to be asking ourselves is
whether that is a sort of situation, which some of them are,
where there is some room for disagreement, um,
or whether it it is, or,
or whether it's a situation where Chicagoans are being asked
to continue to accept less than
what they deserve from their city government.
So I I appreciate that very,
I don't wanna say nuanced, but,
but a ballerina comes to mind
with the tap dancing going down there. Many,
There many years, many years of ballet.
Um,
But I think the, the real question that I have is that
what is the point of having both your office
and a municipal code that deals with ethics and government?
If someone is found guilty of X,
and I don't care what X is,
and whether it's from direct
or indirect engagement with your office,
they are found in violation.
'cause that would be the correct term.
You are in violation of the municipal code.
How is that an option to ignore your violations?
Is that something that has to be amended so
that it becomes an automatic so that it, you are directing
HR to say individual X over here, committed
VI has been found guilty,
however, which way, either from lack of cooperation
or from full cooperate preponderance of evidence
or lack thereof, says that this is a valid complaint
that has been found substantiated,
and the individual is in violation.
It shouldn't be up to anyone's question.
It shouldn't be up to my discretion as an alderman
to say, well, I don't believe you.
Because then, to be perfectly honest, one
of our colleagues could have ignored your recommendation
years ago and just went about business.
And I think, uh, where do you see that deficiency
and how do we need to address that?
Because I think universal application
of the law is something that's at the heart
of what government does.
And now we have a giant loophole,
which I'm sure if we allow this precedent to continue,
every subsequent office holder
and any office holder is gonna say, well,
you let him say no.
So how do you, how do we address that part
aside from the ballot box, which I get?
Yeah, yeah. How do we legislatively have laws
that are enforceable and executable
and have an executionable response when they are
in violation? Yeah.
I, I appreciate this question.
I think this is a real, I think this is a real challenge in
terms of a legislative solution.
Two possibilities come to mind,
and I'm not sure that either of these are,
are perfect solutions or even necessarily fully baked ones.
But I think two possibilities come to one, come to mind.
Maybe the kind of lowest hurdle of those
would be adding a requirement, which, um, would mandate that
a city official or department
who is declining an OIG recommendation
offer a more complete more public explanation of,
of why they are declining the recommendation.
So there is some of that.
And, and we get some explanation along with some responses
we try in our quarterly reports,
which are certainly an effort
to balance our confidentiality obligations
and our transparency mandate.
We try to do justice to those explanations when we get them.
But I, I can imagine an additional requirement in the
ordinance, which would, um, mandate that,
that city departments who are declining recommendations
offer a, a more complete
and more public explanation for doing so.
The other possibility, which strikes me, um, is that
I suppose there could be some sort of mandated review
by some portion of this body, the ethics committee,
some other entity, DHO, whatever the case may be,
there could be some sort of process for a mandatory review
of, um, of a desire to decline an OIG recommendation.
So if OIG sent, uh, sent a disciplinary recommendation
to a city department, the department says, we don't want
to discipline this person, we don't want to implement this.
That, I suppose could be made subject to some sort of review
by a portion of this body or another.
So as many of my colleagues know, if we are found guilty
of a felony, we automatically lose our seat.
Correct.
Um, I, I won't comment on the counsel's rules, but
No, no, it's, it's the law.
Yeah. I, I don't believe we are allowed
to serve if we are convicted of felonious behavior.
So is that something that, and I don't want to beat this
because I know lunch is waiting,
but I think is it possible, in your opinion,
to have automatic termination
for individuals who are found in violation
as a matter of law?
Just as, for example, the municipal code says,
against the law for officials to lie
or misrepresent, some represent themselves
to this body or to the public.
If individuals are violating the law, are there things that,
as employees, that they could be held upon?
Is that something that is entertainable
from a, from your perspective?
Um, do I think that's possible as a matter of law? Yes.
I, I don't know. Um, I'm not sure I have seen a system
that works exactly that way with respect
to oversight recommendations,
but, um, you all hold the pen on the municipal code.
Okay. Um, thank you.
And then my second question is, over your tenure, uh,
under this administration,
what various ethics related recommendations have you made
to this administration in terms of reform
or highlights of things that you'd like
to share in this moment?
Because I think that we've seen a lot of talk from a lot
of folks who claim the high moral ground
that think they have moral license to dictate
and yet have squandered every opportunity to do so.
So what have in your position have you
proposed to this administration?
Thank you for that question, alderman.
Um, well, we have certainly made
individual recommendations around, um, on a, on a kind
of case by case basis, but more broadly,
where we have looked at sort of systems level rules,
level ethics reforms, I would highlight a couple of things.
Um, one is around campaign contribution restrictions.
The city's campaign finance rules,
or some portion of those rules have been on the books
for a very long time.
Those rules have been categorically under enforced.
And that has left us in a situation where
Chicagoans are left to imagine nothing other than
that there is a for sale sign on the door to City Hall.
Um, we have
taken a much more aggressive approach to the data analysis
and the enforcement work, which would, which would, um,
prevent and sanction illegal campaign contributions.
But there are really important gaps in the city's rules in
the ethics ordinance rules around campaign contributions.
And, um, some of those gaps have been closed,
but I think other important ones remain specifically.
Um, the, the one that comes to mind for me
at the moment is that, um, the rules
restrict contributions, uh, to, to people running
for elected offices in the city from certain
entities doing business with the city
or in some sort of relation,
legal relationship with the city.
But the rules do not restrict contributions from the people
who own and run those entities.
So if I own a company that has a contract with the city,
my company would be restricted from certain campaign
contributions, but I, as the owner of that company,
can write whatever check I want.
That I think is a loophole you could drive a truck through,
um, in terms of what,
It's $14,000 worth any,
Uh, in terms of what the goal there is, which is obviously
to keep money out of city decision making.
Um, so I think there are, there are, there is that,
and there are other gaps in the campaign finance rules,
which I think are really critical
and which have gone un remedied.
The other thing I'll say very quickly with apologies, uh,
in terms of kind of rule-based ethics reform, you all know,
um, that we have done some work around the handling
of gifts accepted on behalf of the city
and the fact that historically the mayor's office has, um,
pursuant to unwritten agreements,
handled gifts differently than is required
of every other city employee and official.
And, and I, the mayor's office ought to follow the rules
that apply to everybody else.
And that matters a lot, not
because of these specific items, which, which have been,
which have, which have constituted those gifts.
Um, but because it has never mattered more than now
that people can trust their local government.
And if we cannot trust City Hall on the small things,
we cannot ask people to trust City Hall on the big things.
Right. Thank you. If you wouldn't mind providing through
to the chair whatever other things that you wanted
to talk about, so I don't have to ask for a round two,
I would greatly appreciate it.
Certainly.
Thank you. Thank you.
Uh, alderman Hatten, followed by Alderman Moore.
Thank you Chair. Um, and hello, um, Deborah.
Um, sorry to not be there in person.
I'm hovering on that Zoom screen.
Um, so Juan, just wanna echo, um, uh,
the thanks for your service.
I know you're, you're with us yet for, what did you say?
179 days? 179 more days.
But you're not counting, but who's counting? Yeah.
Um, thank you for the, uh,
leadership that you've offered this office.
Um, you know, I just wanna highlight, um, for the record,
um, that I hope that, um,
we will have another leader in your space
that will continue the work.
Um, I appreciated the leadership under, um, OIG Ferguson,
um, have appreciated your leadership
and now more than ever.
Um, and I appreciate, uh,
Al Lopez's line of questioning there.
Um, we're actually grappling with these questions a lot, um,
on the daily basis with constituents of
if these are the rules, if this is the law,
if this is the process, um, how do we enforce it,
and how do we hold people in government accountable,
um, every day.
Um, we have constituents, uh,
and, uh, you know, city and state and county laws and,
and, you know, orders being violated
by the federal government.
And this is happening all over the country.
So these, these big questions of, of enforcement,
of accountability, um, you know,
won't be going away anytime soon.
So I thank you for the time
and the energy, um, that you've put into this, um,
for your integrity and, um, for your courage.
Um, you know, you have been, uh,
attempts have been made to bully you, um, in this position.
Attempts were made today to bully you.
Um, this has happened multiple times.
I'm sure it's not the first time, uh,
it's happened to an OIG.
Um, but I just wanna highlight too, that
as a woman leading in this position, in the time
that we're in, um, I know you've had to do more
and stand up more for yourself,
and I have witnessed behavior from colleagues here
that I don't think they would ever have subjected, uh,
Joe Ferguson to, um,
or a, a a man in your particular role.
Um, I think it's embarrassing
and shameful
and just wanna,
just wanna highlight that and just wanna name that.
Um, it, it's happened multiple times in this body.
Um, obviously people are within their right, um, to,
to question, to, to raise things.
Um, but you've just handled this with such grace,
um, grace, integrity, strength, courage.
It's exactly what we need in government.
Um, this is what the constituents of Chicago need.
And to your point, we're not gonna agree on everything.
There's room for disagreement in
government as there should be.
Um, and also we must all hold ourselves accountable, um,
to our rules, our processes.
So just thank you.
Um, uh, I know that you will, uh,
hopefully find continued enjoyment
and purpose in whatever your next role is.
Um, your service to the city has been great.
Um, and I think, you know, uh, I speak for all
of the 49th Ward residents.
Um, when I say thank you, um,
and when I also offer apologies to you, um,
and to anyone in your department who's ever been thwarted,
whether it be by a member of this body
or by the fifth floor, um, it's unacceptable.
And in a time when, um, we want
to hold the federal government accountable,
we must also hold ourselves accountable.
Having a double standard in hypocrisy won't stand.
So appreciate you and, uh, thank you, chair.
Thank you. Alderman. Thank Manhattan. Altman Moore.
Mute. I'm sorry. Thank you. Uh, go ahead, chairman.
So much and, uh, spectrum.
I really wanted to be there today,
but I'm battling a, uh, bug.
Hopefully I'll be better by tomorrow.
Um, but just wanted to say, uh, thank you
for, uh, your service.
Thank you for always being, um, accessible,
but biggest word I can use is fair.
Um, and,
and that I've seen throughout, um, your tenure here,
um, pre someone brought up the point of,
um, succession, uh, uh, planning.
And, and I, and I, I, I, I don't mean
to put you on the spot, but I
do mean to put you on the spot.
Um, I think one of the gifts
that we had from Inspector General Ferguson was the gift
to working with you before your appointment.
And, and one that I truly welcomed
and felt good about, um, when I made that.
Is there anybody in your office today that you,
um, see that has a similar vision, a similar work ethic, um,
that both you and Joe had?
Because whether you agree, like I said, whether you agree
to disagree, I like the fact of what you all have done.
And I'm just wondering, you know, he left us,
to me in great hands, I always say,
when you stand on somebody's shoulders, you ought
to do better and be better.
And you have done that. Is there anybody
and in, in your office that you see right now, um,
because I, I, I know, um, Jordan have a problem with sharing
that with me when it came to you.
Do you have a, uh, do you have anybody that's there?
Well, Al Alderman, that's, that's not a fair question
to ask her, uh, put on the spotlight
that there's a process that'll take place, uh, and,
and that process will yield a, a, uh, new, uh, panel
of people to be, uh, recommended, uh, by the mayor.
So we don't wanna put anybody here in, in hot water
or derail their chances if they do have them, uh, by, uh,
doing something that's, that's just not unnecessary.
So I'm gonna ask you to move on from that, sir.
Well, if I'm, I'm, did she, I wanna hear her statement.
She don't have to answer if she don't wanna,
but I wanna hear her thoughts around it.
Uh, I, that, that is roughly what I have to say, alderman.
I will, I will leave the process to itself.
I, um, I'll just say speaking only for myself, um,
I, by the time I am done in April, I will have been
with OIG for 10 years.
I will have served in many different positions in this
office at many different levels of the organizational chart.
Um, I have been very grateful for all
of my experience at OIG
and I, it is hard for me, again, speaking for myself
to imagine having done this job without the benefit of, um,
of, of the other work I've had an
opportunity to do in the office.
And you did it well, and I appreciate that.
Um, let me go onto my, um, next questions.
Um, when we were, someone was talking about a, one
of my colleagues, and you brought up the analysis of, um,
uh, employees assigned to a task.
And before we talked, talking about, um, either
adding positions
or eliminating positions, uh, if you remember that part
of the conversation earlier, does that also,
can you speak on that to even the management part of that?
So what I'm saying is that we does an analysis,
and if it, based on what you're saying to
how many workers should be doing a certain task,
and if those reductions are going, are, are you seeing
that from a management standpoint,
that those similar reductions are being, um,
made based on any analysis that you've done?
Um, I think what we're seeing,
and Alderman, if this
doesn't answer the question, let me know.
I, I think what we're seeing when questions about
sufficient manpower come up is
that city departments are often left to,
uh, kind of look to what has been in place rather than,
you know, there's sort of a down from what we've had
before, rather than an up from what we need approach,
which city departments are left
to do without a more proactive analysis of how many people
from the front lines up to management are required
to accomplish something successfully.
So I'm not sure that that answers the question,
but I would say the staffing analysis that we see a need
for, generally speaking across city departments,
should reach questions of
how many frontline employees we need, what competent
and productive supervision
for those positions would look like, et cetera,
kind of up the chain of command.
Right. Should, and I guess my question is,
based on the analysis, are we seeing that,
Ah, I see. Um,
well, we have not historically seen much in the way
of documented staffing analysis.
I, I know Superintendent Snelling has said publicly recently
that the Chicago Police Department staffing analysis is on
track to be completed.
I, I won't speak for him. I believe he said publicly
by the end of the year, I could have
the details on that wrong.
So, um, when that, when that kind of comes
to public view, I think
that will be some important progress.
I, I think generally we have not seen other
real staffing analyses from city departments.
Okay. That's something to note then. Thank you.
Um, the other, uh, my other question, and I guess this is
because we work closely with COFA as well, with our,
appreciate and appreciate the work they're doing.
I have,
and I guess it's a question for cofa, um, the analysis
or the recommendations for things that impact the budget
that the IG has, um, made.
Do you all work or take some of her recommendations
and advise us as well based on that?
I guess that's a KOFA type question to order.
Um, Kofa iss not
before you, uh, I think, um, you have a
Question for cofa. They, but
they present it, but they present it on
ig and there are numbers. This is on
Every department. Uh,
this is for, this is for the inspector general.
Um, you, you raise an interesting point.
Uh, I need to figure out how we will handle
that, uh, specifically.
So, um, but, uh, let me get back to you on that,
uh, a question of cofa specifically related to, um,
uh, a, a department. Okay,
Thank you, chairman. Yeah,
because it wasn't to put COFA on a spot,
it was the more to see if that collaboration
is more or less there.
So, you know, uh, a, a a thank you for taking
as a good question
and that we, something that we need to look into
to make sure that we're, um, you know,
working in unison on that.
Um, my last, um, question, um, have you done any analysis,
we had someone just to speak, um, about, uh, a, a,
a person just come up from the audience to speak in terms
of compliance.
Have you done anything, any research, and,
and you've prob you've done a lot.
Sometimes we miss stuff, sometimes I get everything,
but on compliance
and where compliance should be held,
whether the user departments
or strictly in, um, procurement,
I'm sorry, alderman. Say that again?
Compliance with what?
Compliance, um, um, we, we,
someone had just spoken about, we had a speaker to come out
to speak about compliance and the responsibility
and whether in the user department or within procurement.
Have you done any analysis
or research on that in terms of where
that should strictly be housed?
I see, um, not specifically.
We have looked at, we've done a little bit of work
around kind of contract management,
although not in DPS, that is not something that I'm aware
of our having looked at specifically.
Okay. Thank you. You,
you answered the question. I appreciate it.
Thank you. Thank you. Um, I think that is all we have.
Uh, inspector, I know this has been a, um,
interesting time in the, in the office.
Uh, one thing that I will say is, um, I, I think in,
in long term, we have to figure out ways to, um,
balance, how do we create a more efficient operation, uh,
for city government.
And at the same time, uh, Rudolph uh,
fraud, waste and abuse.
Um, and sometimes it is, it looks like the
one overrides the other.
And I questioned like,
what do we really get from a perspective of like,
you know, going after one individual.
It's like sometimes we're tripping over a hundred dollars
bills to pick up Nichols.
And, um, I, I, I, I'm deeply concerned about
how we work and manage through those, uh, those challenges.
Um, government in many cases, if this were
a Fortune 500 company, even though we have, we,
we have money like that,
but we start, we don't look at the, what I call the function
of an internal audit, where we are consistently looking at
how we get better, how we get, uh, you know, more efficient,
how we get leaner, all of that.
And if we truly want, uh,
offices in times of, you know, like these,
where we really have to pare down
and figure out what the operations need to be,
um, it seems like that is the, that
should drive the mission of a,
of an office like yours.
'cause I, I view you all as the internal audit function
of the city of Chicago.
And, you know, when we start talking about operations
and how do we get more efficient, that's what, that's
what I think is, is what is missing.
And this is not just of this Inspector General's office,
I think that could be said broadly across the spectrum
of government, because it's not something, in my opinion
that is ingrained in the philosophy
of the Inspector General's office.
It seems like the Inspector General's office is doing the
job the state's attorney should be doing,
or the US attorney should be doing, uh, in some respects.
And that's where a lot of the attention gets focused on.
But the focus of trying
to create a more efficient service delivery organization
is not where, in my opinion, the work of
any of these offices are, are headed, or are, or are doing.
And so in that respect, uh, you know, I know you all are,
you have work that you do.
I know we have, you know, certain things under the code.
We ask that you all, I ask for you all to do.
Uh, however, I do believe that we could really,
with the data, with the, with the analysis, with the people,
really drive greater efficiency in all
of our operations from council
to the executive branch across the board.
Um, I just think the focus just needs a slight shift so
that we can generate those levels of returns, uh,
in, in, in government.
So I do, I do understand, you know, your, your position.
I do understand, um, when you came in the office originally
as our, our deputy for public safety
and focusing energy there, um, that is just my observation,
and that's me with my accounting hat on.
Uh, but at the same time, we're in situations where
the taxpayers are looking for serious efficiency.
And, uh,
if there's one organization in the city's administration
that who's closely as charged with that,
it has gotta be your operation that is looking toward
how do we have a more efficient government.
I appreciate that. Chairman, if I could respond.
Sure, briefly. Um, I agree
that there is a tremendous opportunity for oversight
to contribute to a more efficient
and more effective government.
And I think that the work we have done in our program
and policy work and our transparency work has tremendous
potential if those recommendations are
adopted to do just that.
Um, uh, you have noted before,
and I think it's a, it's a good,
it's a very good expression.
Um, and it's, it's, it's very thought provoking.
The notion that we might trip over a hundred dollars
bills to pick up Nichols.
And I think, um, I, I will take this opportunity to,
to say this about, about efforts
and resources devoted to
investigating misconduct in city government.
Since long before this city operated at a fiscal deficit
of a billion dollars, it offer,
it operated at a tremendous deficit of legitimacy
with its residents for generations.
This city has given no one any reason
to trust city government and no reason to do anything
but assume the worst about
what happens in this building in dark corners
or behind closed doors.
The things which most contribute to that deficit
of legitimacy and which drive mistrust
and distrust in this city government are simply not always
the things attached
to which we find the largest pile of dollars.
I was tremendously surprised when I started doing this work
that we continue
to have city inspectors soliciting $50 bribes.
There is not a courtroom north of I 80 where
that is gonna get charged as a crime
because it doesn't meet anybody's dollar thresholds.
However, for the Chicagoan who is trying to make sure
that their home is safe for their family
to live in an experience which tells them
that a city inspection can be bought for $50,
all we have done is drive up the deficit of legitimacy.
And if we take attention
or resources away from, if we undermine
and erode the ability
to hold bad actors accountable in this government,
we will continue to operate at a deficit of legitimacy long
after we have found a billion more dollars in the budget.
Alright, with that being said, uh,
the committee will stand at ease, uh, till two 40, uh,
will stand at ease until two 40.
I
Okay.
It's committee on, uh, uh, contracts Oversight and Equity.
Uh, you may begin. Um, assistant Director O'Toole.
Thank you. Um, chairman, vice Chairman Lee,
and members of the city council.
Good afternoon. My name is Katie O'Toole.
I am the Deputy Director for kofa.
Uh, I'll provide a brief overview of the proposed budget
for the Department of Procurement Services.
So the recommended budget
for fiscal year 2026 is 13.92 million.
This is a slight, um,
increase from fiscal year 2025 appropriations, um,
by oh 0.02 million.
Um, the department is completely locally funded
with 77% of its funding coming from the corporate fund out
of the proposed 2026 funding.
The majority, uh, 12.26 million is allocated to personnel.
DPS is budgeted 126 full-time equivalents.
Um, this is four less than, um, 2025 appropriations
or around a 3% cut.
So here you can see the breakdown of the recommended budget
for 2026.
Um, all department appropriations are local as mentioned.
Um, and spending is largely personnel, which increases, um,
nearly 1% from 2025.
Um, other expenditure categories, uh, will show a decline.
Um, so contractual services and travel sees a decline.
Looking at the historical trends for DPS appropriations,
we see, uh, year over year increased funding
for the department until around 2025.
Um, and apart from the year 2018, um,
it's been completely locally funded
and mostly corporate fund.
Um, and then looking at historical trends for, uh, FTEs,
we see similar trends as the appropriations
with year over year increases for staffing, um,
until a slight decline in 2025,
and again in the proposed budget for 2026.
That concludes CFA's summary.
Thank you. Um, I'm sorry. Uh, CPO Roberts.
Oh, thank you so much. Uh, good afternoon.
My name is Charla Roberts, and I'm the,
and I'm honored to serve as the Chief Procurement Officer
for the City of Chicago.
To start, I would like to include the members of my team
who are present here with me today.
To my right, I have Courtney Del Judi, Valerie Walker,
and in the box, I am also joined by Jesse Cortez,
Benjamin Ho, author Riley Michael Richie, Steve Lobo,
Diana Garcia, Nadia Torrens, and Malaria Stokes.
I would like to thank Mayor Johnson, chairman Irvin,
vice Chairman Lee,
and the members of the city Council for allowing me
to present on the behalf of procurement services.
As the city has navigated economic challenges,
DPS has made it our mission to unlock every possible,
possible cost saving opportunity.
We've implemented a wide range of strategic measures,
including enhancing the city's buying power
through strategic sourcing to lower overall costs,
to further drive savings.
We have joined with our sister agencies on task force
aimed at exploring, initiating,
and initiating joint procurements.
Additionally, to ensure the city secures the
most competitive pricing possible, we have
actively engaged our vendor community.
By partnering with our vendor community,
we have eliminated unnecessary IT licenses
obtain voluntary reductions on existing contracts
and leverage best and final offers on new contracts.
As a result of these efforts,
we have saved over $6.5 million in this fiscal
year in the upcoming year.
As we continue these measures
and collaborate with the budget office and Ernst
and Young, we anticipate even greater
savings moving forward.
We are committed to leaving no stones unturned in pursuit
of permanent sustainability savings for the city.
This year, one of our department's core priorities has been
providing best in class customer service.
As a key part of this initiative has been engaging directly
and meaningful with our stakeholders.
We had, we have assembled target focus groups to listen
to concerns, identify pain points, and drive change.
These sessions have ensured input from our internal as well
as external partners in shaping these improvements
that we're making in DPS.
In addition to listening, we have also taken action.
We've greatly expanded our outreach across the city
of Chicago, focused on teaching
our small business community on how to do business
with the city of Chicago.
In furtherance of this goal, we have hosted a wide range
of virtual as well as in-person events.
We've held over 30 events throughout the north,
south central, west side
to make sure vendors across every ward,
not just those located downtown, have equitable access
to procurement opportunities.
Finally, by the end of the year,
we anticipate launching a new automatic dashboard.
This tool will provide your office real-time access
to DPS outreach events
and information about our certified firms, making it easier
for you to connect your constituents
with available opportunities
and support small businesses in your ward.
Under my leadership, one of my highest priorities
has been making participation in city procurements more
accessible to small, minority
and women-owned businesses, the le
to level the playing field,
we've implemented strategies such as unbundling contracts,
increasing outreach, and reducing insurance
and bonding requirements wherever possible.
These efforts have already made a difference.
For example, by employing these strategies on our lead line
service replacement contracts, we have awarded four contract
to minority and women owned firms.
We've also greatly enhanced contract compliance monitoring
by meeting with firms that had non-compliance
to implement corrective action plans to ensure those firms
that identified minority
and women owned businesses on their contracts,
they are actually in enforcing that section of the contract.
Finally, we've conducted a thorough review of our
contract goals, added diversity goals to contract
that had previously had no stated goals.
In total, we've added goals to contract amounting to nearly
$500 million for minority women-owned vendors
to have the participation on on such contracts.
Another major focus
of our department has been increasing efficiency.
We've begun by transition from manual paper-based processes
to fully digital workflows.
By reducing paper, we've streamlined operations
and improved our ability to collect and analyze data.
We've also carefully reviewed our solicitation process
to innovate bottlenecks and eliminate redundancies.
As a result, we have successfully shortened our contract
timelines, most notable,
reducing the RP process by three months.
Looking ahead, we plan to leverage data analytics
to build on this momentum
and continue decreasing processing times across the board.
A critical component of improvement solicitation timelines
furthers our new strategic business and operations unit.
As the group was approved in last year's budget,
we spent this year's building the unit from ground up
by filling positions
and beginning to develop standard operating procedures.
Now, this unit's fully is operational.
The group has begun supporting the department
to enhance solicitations with dedicated resources,
including spec ation writers and research analysts.
With these specialized supports in in place, we expect
to see continued reductions in contracting timelines along
with these improvements in the quality of our solicitation.
And closing with your support, we can continue
to build upon the procurement modernization advancement we
have made this year to deliver a more inclusive, efficient
and cost effective procurement
process for the city of Chicago.
Thank you for your time
and ongoing partnership as we work to make lasting chain.
I look forward to answering any questions. Thank you.
Thank you. CPO Roberts, uh, chairman,
MITs followed by, uh, chairman do.
Thank you Chairman Irving. Good afternoon.
Uh, chief Roberts
and your team, I'd like to,
I wanna acknowledge the impressive strive
that your department has made this year.
Um, DPS cost savings measures,
the increase in outreach efforts that you've done
and enhanced contracts, compliances
that have deliverable measures, measurable benefits
for the city and, uh, minority and women's own business.
But my question would be, what additional strategy will
DPS pursue to build on the, um, 6.5 million in cost savings
that already achieved?
What additional thank you Strategies that you
Strategies.
Um, thank you. Um, alderman Mitz for that question.
The strategies that we have in place, um, to ensure
that we are having additional, um,
cost savings is we will be rolling out the
best and final offers, not on just our contracts,
but we will also be working with the other, um, units
that have buying power, working with them
that they have best and final offers on, on their contracts.
Um, we will be, implement our strategic sourcing strategies
as well as working with Ernst
and Young, enrolling out, not just within DPS,
with other entities that have purchasing power
so we could have additional cost savings.
Now, what are the most, uh,
significant insight you have received from your target
focus groups with the vendors
and the stakeholders that you spoke about in your, um,
opening statement, acting on the feedback
to improve procurement outcomes and equity?
Um, that's a great question.
Alderman, one of the focus groups that, um, we met with, we,
uh, our team met with the, a group of firms
that pro provide insurance.
And what we learned from that, um, focus groups is
the insurances sometimes that we have on some
of our solicitations, including contracts
that may require a firm to have automobile insurance,
and that may not be a requirement.
So, and we've also learned that some
of the insurance requirements are higher,
especially when we were trying to present opportunities
for small and minority owned firms.
Some of those, um, bond and insurance requirements are high
and at some time puts, um, small business in a position not
to participate especially mm-hmm.
When we are pre-qualifying firms.
So we've gathering that information and feedback
and working internally, um, on
removing those measures of impediments for small
and minority and women-owned firms to participate.
As I stated earlier, we've already worked on
the lead line piper replacement program
and that some of the things that we reduced was
insurance requirements and the binding requirements.
And that was a great success story too, to be able
to share with the, um, lead, um, pipe program
where there was four men, four companies.
There were four companies
That you were able to unbundle?
No, the, it was, we did four block programs
and each solicitation was awarded two African Americans,
one Hispanic, and one on woman owned firm.
Uh, what was the cost?
I'm going to turn that over to my subject matter expert,
Jesse Cortez.
Good afternoon. Thank you for that question.
Ja Cortez a managing deputy procurement officer.
Um, the lead line program was the culmination
of the breakout of those large scale programs from a couple
years ago, uh, where we identified blocks in collaboration
with the Department of Water Management.
Those blocks have been, uh, um, located in several parts
of the city required need and change.
Um, so those four blocks, uh, basically were
what we call SBI two set aside program.
So those contracts, uh, vary in dollar value,
but are no more than $2 million.
It's an acceptable, uh, I wanna say it's, it's more of a,
an accessible contract size for a smaller company
to build capacity.
Um, and then not only that,
but it also allows the company
to underst understand the city process for contracting
as well as the administrative side. Yeah,
Very good.
Um, now how will the new automatic dashboard
and the increased numbers
of outreach event help automatic office, uh, connect
with constituents, particularly with small businesses
and underserved neighborhoods
with contracting opportunities?
So, the dashboard, thank you for the question, alderman.
The dashboard was created with the aldermans in mind
to ensure that we were being transparent
and efficient, um, across our processes.
Processes. One of the things that I committed to
in my first year was to be more transparent
and have those opportunities for the aldermans
that inform me that their constituents
or the community was not aware of procurement opportunities.
Um, we're launching this, um, tool that you would have
that access, you
and your team could have that access to
current contracting opportunities.
Um, the number of goals, what's been paid to minority
and women owned firms, certified firms.
So that information will be available to you and your team,
and as we grow, it will be available to the public.
All of our solicitations are currently published, um,
on our procurement website,
and we're working to add additional things to be transparent
as possible as it relates to ensuring minority
and women owned firms are aware of, um, opportunities
with the city of Chicago.
That's very good. Thank you for that.
Um, how will, uh, the department
DPS continue to strengthen the contracts compliances?
And can you elaborate on the process that you have
for monitoring the prime contractors?
Um, that is a great question.
Um, alderman, one of the things that,
to strengthen contract compliance is we've looked, we
are currently document documenting all the workflows.
So we could assess once you, once things
that can be measured can be an improved.
So we've are working with a consultant
who is gonna help us document all the processes, um,
to create standard operating procedures.
So strengthening contract compliance.
We are also providing training
to the compliance team, as well as working
with Colette Holt, um,
who is currently working on availability, availability,
feasibility study of minority women on firms to ensure
that we always have a narrowly tailored program.
What, what's the numbers in your department now?
If you would break them down, um,
across the board by race, what are your numbers?
Yes, I can break that down by the number of race.
Um, just gimme one moment. Great question.
Are you talking about the numbers by race for minority
and women owned firms or the Yeah,
Your contracts in general.
Okay. Sure. Jesse.
Um, I'm gonna turn it over
to my subject matter expert, Jesse Cortes.
He'll be able be able to provide those numbers.
Thank you for the question. Alderman.
Uh, for, for this year, uh, DPS had a total payment
to primes of, uh, almost 1.1 billion.
Uh, of that 382 million, uh, went to MBE firms,
which was 36%.
Uh, and seven, seven, uh, I'm sorry, 78 million went
to M-B-W-B-E Friends, which is 7%.
Um, of that, the breakout, uh,
the African American spend was $135 million, which at 13%,
uh, Hispanic was 168 million for 16% Asian,
106 million for 10%.
And the women, uh, spend was 50 million for 5% of
that total equaling 43% of total contracts.
Alright, thank you. Uh, can you gimme that
through the chair as well?
So I'm, break those numbers out for me.
Yes, we could provide that information through the chair.
And what lesson have you learned from the,
the lead line service, uh, contract awarded?
Um, if I can think of any lesson that we learned, we, um,
ensured that we unbundled the contracts to ensure small
and minority women owned vendors had the
ability to participate.
And we're most proud that our leasing, our recent award went
to two African-American owned firms, one Hispanic firm,
and two, a woman-owned firm.
That's, that's a good lesson to look to. Now.
What would be, what would you look, looking ahead now,
what are the department top priority
for future modern modernizing
and efficiency in city procurement?
And what measure measurement will be used
to report progress?
And I suppose you'll tell me that the dash avoidance. No,
From a procurement modernization standpoint, we are
participating in this, our look ahead is
participating in a citywide ERP modernization
that we will be modernizing the procurement portion
of the process, which will make us be more efficient,
faster, and adept to working with our partners to ensure
that we are meeting their procurement needs.
We've enhanced our C two system, um,
and we we'll continue to enhance the system to,
to make it most efficient.
Do I stop?
No, keep talking. I mean, I'm not the chair,
but I, I want you to keep talking,
Um, make it an easier and faster for compliance.
And we are create, we've also, from a, um,
in the law it states that the CPO could
have a pilot program.
So we've created pilot program in which, um, any firm,
including small owned businesses
that are interested in doing a pilot program, um,
with the city of Chicago to show us their good or,
and our services, they can submit proposals, um,
to our office via an online pilot program, um,
process that we created.
And those are some of the things that we're proud
of or looking forward to
That. That's great.
Uh, thank you, um, chief, uh, Roberts, I,
I have had the time that I've worked with you.
It is been a, a pleasure to work with, um,
with your department to try
and address some of the shortfalls of where we need to,
to go moving forward.
And you have stood the task, so, uh, command you
and your staff the, for the work that you're doing.
And I know that we are going to continue to do more work,
particularly with, uh, it and the technology and,
and that field of making everything even more
efficiency and transparent.
So thank you all so much.
Um, chairman, that would be all for me. Thank you
For now.
No problem. Uh, chairman Dow, followed by, uh,
vice chair. Thank
You, Mr. Chairman.
Uh, nice to see you, director,
commissioner, I'm not sure.
Get them mixed up. Um, wanted to follow up on the, uh,
M-B-E-W-B-E question.
Is this better than last year?
Are our numbers better than last year?
Um, our MBE numbers, as Jesse stated, was, um,
382 million payments to MBEs,
77.5 million to wbe.
Um, a two per percent increase, um, for MBS
and a 1% increase for wbe.
So yes, the numbers were better.
Okay. And were they better for African Americans?
Yes. Um, the payments made to African American is a 130,
roughly 134 million.
Which is it in con?
Oh, you said construction.
Let me read that. Let me get the number.
So in the area of construction, the payments made
to African American was 12.8 million,
which is six per six per 6%,
which is a two per 2% increase, um, from last year.
And do you have the professional services number
For African American?
There was payment of 121 million
and which is 15%?
15%. And it, the, it is a 10% decrease,
um, for African Americans for the numbers
that have been reported in this, in during the, uh,
payment report.
Okay, thank you.
Um, my next set
of questions are focused on centralizing the
procurement functions.
Um, some people have suggested commissioner
that the city would benefit from centralizing
procurement functions within, uh, procurement services.
Um, obviously we would want some departments
that have specialized functions like the Department of Law.
Maybe not to be included in that,
but I wonder what your thoughts on that idea.
Um, great question.
Um, chairman Dow
or Alderman Dow, um, I would support that
and reading the recommendations within
the URST and Young report.
Those are some of the recommendations
that are outlined there is redefining the role of, uh,
department procurement services to be more engaged
and collaborate with the other departments to achieve
the cost savings outlined in the report, which is upward to,
um, over a hundred million dollars. Correct.
Um, do you know how many city departments have independent
procurement authority outside of your department?
I do know, but I don't know the
number off the top of my head.
But I could provide you that information through the chair.
Okay. And do you have a sense of, I mean,
you said 100 million is
what you think we could save if we were to do that, um,
what resources would your, would your department need
to implement that?
If we were to do something for 2026,
do you think this could be achieved in 2026?
'cause we need all them help. We can
get in saving some money.
Um, I think that we are working with the Department
of Budget to have a plan in place.
How we roll this out.
I wanna be aggressive, don't wanna over promise
and under deliver, but we're working with the Department
of Budget to have a plan in place.
I don't think we would achieve these numbers next year,
but I'm confident that even with the, some of the measures
that I put in place, that we were able
to save, save the 6 million.
But if we were working together,
we could achieve those numbers.
Um, do you think a plan would be,
I know you say you don't know the number of departments,
but could we maybe achieve 50% of
make that transformation?
Like maybe half?
Well, DPS is responsible, responsible
for maybe 51% of the city's purchases,
and the rest of the 49% is done with the other departments
that have purchasing authority.
Um, and what resources would you need, uh, in order
to take on that additional procurement function?
We will need, if that's the direction, we will need
that procurement team to be able to, um, achieve that number
To be continued.
Do you have, um, can you talk a little bit,
I know you have a plan, uh, but,
and I don't know if you can share it publicly,
but, um, we see a lot of, um,
action from the federal government that would restrict
or seem to restrict, uh, WBE
and MBE activity in cities
across the United States.
Um, what are you doing to protect the city of Chicago?
Um, one of the things
that we're doing is we are currently working
with Colette Holt, um, the disparity study manager who's,
um, doing a, a feasibility study for the city of Chicago.
Um, we're collo we're working in lockstep with some
of our partners that are
included in the Illinois Unified Certification Program
as it relates to the DBE program to ensure
that we are following all the protocols for the DBE program
as it relates to the minority
and women owned program with the city of Chicago.
The city of Chicago, um, has a program.
And we will enforce our program
until we will not have a program.
So we have a program we're certifying none of the DBE, um,
rulings had an impact on
our minority and women-owned program.
Oh, okay. Uh,
and I want to thank you for, uh, the invitation to, I,
I don't even know what you called that meeting,
but the, uh, meeting that was on the 11th floor to discuss
what was happening in the city of Chicago with all various,
um, agencies.
I thought that was a really good meeting.
And those are some of the things. Thank you, alderman.
Those are some of the things that we do not just work
with our, the members within the I-O-C-P-U-C-P, we work
with, um, through our organization called GPC that
we typically host at the city of Chicago,
which includes the other city, county state
that have similar programs that we have here,
here at the City of Chicago
and our assist agencies to tackle the problems together
and work in collaboration and on having solutions.
All right. Um, I have other questions,
but I think I'll submit them through the chair.
I just want to, uh, say that I feel very good
with you in that seat.
I feel that you're creative, um, and also action oriented
and, uh, look forward to, uh,
hearing more about ways we can centralize our procurement
services and am interested in working with you,
uh, to towards that end.
Thank you, Mr. Chair.
Thank you. Uh, chair Dow a follow up on a question that,
uh, chairman Dow brought up about the centralization
of procurement services.
Um, it is my understanding
that there are procurement officers potentially in
departments, let's use aviation
or water, for example, in enterprise funds.
Do those individuals, are they in your
shop or in their shop?
It is my understanding that.
Thank you, um, chairman, that
each individ individual unit outside
of DPS has procurement related staff on their team.
So they, they actually report
to the water commissioner versus the procurement officer?
That's correct. So if,
if we break down spending, um, how much spending
is done outside of DPS is that,
Um, according to this report, that,
um, 49%.
So if we have a 4.6 billion annual direct indirect
spin, 49% is done outside of DPS.
Hold on. I got two.
I'm gonna go to chair
and then to President Pro tem. Go ahead. Chair do,
Yeah, I was gonna say,
and that 49% is typically not something that
we get information on or we see collectively.
Um, it only makes sense
that these functions should be centralized in, uh, DPS.
Thank you,
Nugent. Thank, thank you,
chairman. I just,
I wanna make sure that we're clear.
Is it 49% spending is done outside
of DPS because there's just no contract vehicles in place
or that they like, can you kind
of expound upon what that means? Um,
Thank you Alderman.
Um, and thank you for the question.
The law provides other entities procurement authority.
So I, okay, so for example, if
I am in two FM and I wanna buy widgets
and cdot
and I wanna buy widgets, do we have one widget contract
for the city that we all buy off of?
Or would we independently,
if they have independent contract authority,
each have their own contract vehicle for widgets
and CDOT would buy a hammer widget for 10 bucks a hammer,
and maybe the other contract has it at three bucks a hammer.
Like, I'm trying to understand, like, how are we dealing
with our purchasing power?
'cause I think I'm bringing this up
because I think you're in such a powerful role
that could help us find efficiencies.
And so I'm trying to understand what this 49% is.
DPS respon is responsible for procurements
of agencies like CDA water two fm.
But as an example, CDA has the ability to
procure concessions, which falls outside of my authority.
We procure for some items for D case,
but they have purchasing authority that falls, falls outside
of my authority that in, in, they're an enabling ordinance,
that they have procurement power.
So on most widgets that the departments that are,
that I'm responsible for, we procure those widgets for them.
CDA, CDOT
water, what other departments?
Streets and sanitation. We buy widgets for them.
But the law has also given
agency's procurement power or purchasing power
Under. Understood.
Um,
but I think in my limited procurement experience is that
I think that we have the ability,
and procurement has the ability to leverage
our purchasing power as the third biggest city, even with
departments that have independent purchasing authority
to ensure that they're all buying off a master contract.
If we can get better pricing as a city,
like do we have any data that shows if we're purchasing
hammers, I'm using hammers as an example,
but the same, the same item, uh, off
of multiple contract vehicles at different prices?
Um, that's a great question.
And that's one of the things
that we're implementing in procurement services.
Um, as an example, there may be a department
that we have contracts where we procure signs
and another department can procure signs as we move forward,
we're, we will be doing strategic sourcing for those types
of contracts under procurement services.
So we've, we've looked at data under the Department
of procurement services to do strategic sourcing
to eliminate that type of waste
so we could actualize those savings.
Okay. Uh, I, I had asked for a point
of information and I'm grateful.
No, I got you. No, but I, I, I think the, the,
the train is, is appropriate.
'cause it sounds like, uh, you've got half
of the city's money being spent by procurement
and you've got another half of the city's money being spent
by whomever else,
and all of it theoretically should be flowing through DPS
for that, for that purpose.
So I, I think it's a, a good point
that is being brought up
that something needs to change about that.
I, I do understand a department needing some level
of discretion on some things,
but if 49% of the money is flowing outside
of DPS, it almost questions the need for either DPS
or the need for the department's
independent procurement authority.
So, uh, I think the, the line of
that probably is gonna fall on the side of DPS, uh,
versus the independent procurement authority of,
of various departments.
So I do believe this is a right conversation.
I do believe this is something that requires some further
investigation and some further insight into, so
that there's some clarity as to
what is actually being procured by the departments posed
to being procured by the, the
people we have literally charged with doing that, right?
The whole purpose of us using the strength
of the size of the city for this type of purchasing power is
when we go out to bid.
And, and I'll get into this and my questions later,
but the whole purpose of us
to go out in a competitive bid process
and put out an RFP is to leverage our purs purchasing power.
We as a city this large, should be able to negotiate prices
to go down because we buy so much.
But if we have departments going off
and buying things onesie, twosie,
that we could be mass purchasing off of a, of,
of a larger contract,
we're we're spending money we don't have.
Uh, and that, that's really concerning to me.
I, I am, and I, and I'll go through this in my questions
after, and I'm, I'm, I recognize the need
to go out sometimes
and go off contract to buy something that is so necessary
to keep the wheels on the bus moving,
you know, a onesie twosie.
But I think we really have to hone in on our,
our purchasing power.
It sounds like, uh, Ernst and Young agrees with you,
and it sounds like anybody with the brain would,
uh, agree with you as well.
So, uh, vice Chair Lee,
Thank you Chair.
Um, and thank you, uh, chief Roberts
for being here in your team.
Um, I'm echoing everything that everybody else says.
I, I think also, um, at the alderman level,
we have 50 different ALDERMANIC offices.
Um, and I, I think there are many things that we use
that we have in common where there's multiple opportunities.
Is part of the, the challenge
with getting this information just a technology fix in terms
of just, I don't know that there's one centralized,
I know we use vouchers to, to pay for things out
of the aldermanic budgets,
procurement, you've got a whole process.
Um, there's not my question here, is there currently sort
of a single software, um, that exists today for, uh,
any payments made by the city of Chicago?
Um, great question. Alderman Lee.
I'm going to turn that over
to my subject matter expe expert.
Oh, Ben already knows is him.
He's positioned himself. Ben Ho.
Thank you. Commi. Thank you. Commissioner.
Benjamin Ho, deputy Procurement Officer for IT
and application support.
The city's, um, one financial system is called FMPS,
and it is used by, um, all departments
for, um, orders and payments.
The aldermanic offices are separate, not
by technical, um, function,
but it's a process now that you have to go through, um,
the comp controller's office.
And so if you wanted access to FMPS,
that is a conversation to have with the controller's office
and, um, our commissioner
and you know, that that could be reformed so
that you can partake in the citywide contracts
that are for all to use.
Thank you for that. Um, and would be very interested.
Comptroller, Besky, I'm looking around.
I know you're listening.
Somebody from your office is listening.
We'd love to talk about that. Um, let me just jump over
to something that's I think really top of mind for, um,
for us as well as a lot of our vendors.
On October 3rd, the Depart US Department
of Transportation issued this interim final ruling,
the IFR eliminating race and gender from the DBE program.
Now, the State Uniform Certification Program, um,
is putting all existing DBEs
through re reevaluation process, um, uh,
and going back into the uniform certification program so
that they can set goals.
Who knows how they're doing that. But, uh,
the Illinois UCP includes Chicago, idot, cdot, I'm sorry,
um, Chicago idot, CTA Metro and pace.
Uh, and fortunately for us, Illinois has come up, uh,
come together quickly to pull together reevaluation process
for the DBEs, uh,
and their scheduling sessions
to educate DBEs about the re reevaluation process.
And that deadline is looming.
It's say believe November sometime
November and November 4th.
November 24th. I think it's the later one.
So I really wanna thank you for moving quickly on this, um,
and making sure that we're, we're part of it.
Um, because the sooner we we get
through this reevaluation process,
the better we can get back on, uh,
goals are getting our goals back on track.
With the deadline looming.
Can you talk about, um, how existing DBEs are, uh,
applying and to be reevaluated
and how you, how are you getting the word
out, um, to get this done?
Um, thank you Altam and Lee, that is a great question.
We are working in lockstep with our partners,
as you stated earlier, that are members
of the I-O-U-C-P-C-T-A Metro pace.
And we are using, um, we've had one, um,
workshop where we invited all the certified DBEs, um,
in our database in, in the I-O-U-C-P database to educate,
um, current ACDBEs
and DBEs on the process here at the city of Chicago.
We're in the process of having virtual workshops
and in-person workshops to educate the firms
that are currently certified
or on hold with the city of Chicago.
So we're using our, um, DPS alerts
to get that information out.
We'll also be strategically working
with our partners in lockstep with them that any
outreach initiatives that we have to educate this
business community, they will attend.
And we also are attending there, so we're working
with our assist agencies as well, um,
to get the information out to their business community.
So we currently have almost 1400
certified combination of AC DBE
and DBE firms with the city of Chicago.
And we are working closely with them.
We've received some of the same questions,
and we've received information, um, on Friday,
October 24th, um, from the U-S-D-O-T that, um,
where we are, the members are working extremely hard to
have a deadline, but they informed us there is no deadline.
But we are going to put a survey out to firms, um,
to let us know that they're interested
because I think the goal of the group was to quick, quickly
recertify firms that were interested in recertify
with the program so that we have the ability
to establish goals.
Right. Can you,
and you prob, I don't know
that you would have this off the top of your head, so
through the chair would be fine, but where are we on
that 1400 number for people
who have completed the re reapplication process?
You can gimme that through the chair. You don't? Okay.
Thank you so much. But I,
Because I know everything's like real time, I,
more than anything, I wanna make sure
that we're doing everything that
we can to help with this too.
So my next question is, is there anything that we
as Alderman can help, uh, to get the word out to people, to,
to share, you know, the workshops that are happening
of these virtual, um, trainings?
My thing is to, because I don't want firms
to be in a bad state, that we are gonna work very diligently
to ensure that we recertify them.
Um, we have a process in place, um,
and we're working closely with our, um, partners that you
ensure that they, their team here at the city
of Chicago is gonna work to ensure that they, um,
receive their certifications if they're in interested.
And any education educations questions
or anything that they may have, they can reach out to myself
or my team that, um, a level of comfortability as we move,
move forward, um, in the process.
That's great reassurance.
Thank you. Um, we just know in this current environment,
it's all the more important for us to make sure
that we're trying to stay ahead of all this.
Um, I know the comptroller had mentioned that he's working
with you all on a payment, uh, on payments to contractors,
and we asked him a couple questions about this too.
Um, we often hear about payment delays, uh,
and that they've gotten really long, um,
for contractors in particular, um, are MW and DBE firms, uh,
and, and they are the, the ones more often than not,
that really aren't in a position to take those kind
of hits on behalf of the city.
Um, when do you think we're gonna see some, some significant
reductions in payment delays?
Um, that is a great question,
and that was one of my priorities, um, coming as coming in
as the CPO, because I've learned from previous roles
that minority and women owned in small vendors always at the
end of the, the stick.
We are have a task force that we created
with the controllers, um,
and members from my team to address that situation.
Um, we've have weekly, no biweekly meetings on this,
and we've already, um, are looking at two
of the larger departments, um, CDA
and CDOT to map.
We have their mapping process and how we pay them
and working together where we can mitigate timelines.
Um, the controller has been, um,
extremely passionate about moving this initiative forward.
Um, and as he receive invoices,
his office pays them.
So we have to break down that in between process, um,
and mitigate some of those
receiving an invoice if it sits on once on one desk,
or how do we centralize invoices
and look at map those processes out to mitigate some
of those risks, to reduce the timelines to ensure, um,
especially when it comes small
and minority women-owned firms, they're getting
paid, um, on time.
Thank you. Um, is there a technology fix
that's in the works at all with like Nick Lucius's team
to, to help that process?
I'm not sure if it's technology that sort of gets in the way
of that, or, uh, if that's something that would help.
That's a great question. If it is technologies,
those are some of the things that when we review the process
and analyze the process that we will, if it's technology,
we will implement that.
But I, I believe it's how many signage, uh,
the review processes that it has to go
through once we receive a complete package from a firm
who has, who has invoiced us.
Got it. Um, I've got a couple of
through the chair requests.
Uh, can you, and I think, uh, chair doll started
to ask about this, but can you provide a breakdown of, um,
M-B-E-W-B-E spend by category
and ethnicity for the last five years?
Um, and then I'm interested to know, um, about
what the contract amounts are that are awarded,
because I know there's a difference between you winning, uh,
being selected for a contract,
and then what you actually get paid from
that contract based on task orders,
depending on who you're working for.
So, you know, I, I've, I've spoken to some vendors
who have expressed frustration with, you know, we,
we were awarded this, let's say, million dollar contract,
but we were only tasked out with like $20,000 worth of work.
Um, so the amount of time someone spends on, like, bidding
for something, and then they don't, they don't necessarily,
the expectation is that maybe they're gonna get more work
than they actually, uh, find in reality.
Um, so through the chair, if you can provide, um,
with those spend categories at a column for like
how much they were awarded in contracts.
And I know some vendors will have multiple contracts.
I know I'm, I'm asking for rather large file probably,
but you, if you understand what I'm trying to get at,
I'm just trying to understand what sort
of expectations we're creating with people
and what the reality is, um, at the end of the day.
Thank you for that question.
Thank you. That's all I've got here. Thanks.
Just so I'm clear, uh, you're looking for utilization
of contracts Yep.
Versus awards of contracts. Understood.
You said that way better than I did. Thank you.
Okay. No, it's, is is that clear? We're also making clear.
Good. Yes. Uh, alderman of Gues follow the Alderman Burnett.
Thank you, Mr. Chairman. And, uh, commissioner.
Um, welcome.
Um,
so during your, during your, some of your responses, uh,
it's been mentioned that, um, 49%
of the procurement does not come through your office, um,
through the chair.
Could you provide, um, what
categories or what items you think your office should be
in charge of versus what those other departments, um,
are responsible for?
I, I don't know if I have the authority to say
what. Thank you for the question. Well,
If there's, if there's items that you're procuring
that they're procuring, that would be something.
So just trying to find out how we can, uh,
as me stated earlier, I'm just trying to figure it out
because it doesn't make sense that you have compliance
that's under your department,
but all the departments are doing compliance.
You have your department that's in charge of procurement,
all departments are doing procurement,
and then when it's time for the spend, you are the one
that's responsible for reporting the numbers.
The numbers that you're reporting, are they all the numbers
or are they just the 51% that you're in charge of?
Um, we report on our numbers
and we started to implement, um, c Mars, the construc
construction managers from the, from CDA,
but primarily, um, the Department
of Procurement Services spin.
So, just so we're clear, the numbers you are giving us
are only on the 51% of the total spin as it relates to MBE
and WBE participation
On the Yes, chairman on the procurements
that the CPO is responsible for.
Okay. So the other 49%
who has the stats on the other 49%,
The procurement authority
commissioners who have the procurement authority.
Okay. So, um, I I,
I guess then I'm gonna ask the atmosphere, um,
the other 49%, uh, either between DPS
or the comptroller, we need a, we need some clarity
and understanding of we, the NBE
and WBE components are of the 49%
that you do not account for, we need to know
and understand what those numbers are,
is essentially what you're asking. Right?
That's correct. Because what's we're being reported now is
what's under her purview.
The other 49%, it's not being reported.
The numbers could be better, it could be worse.
You're very well could be. Right. So,
Yeah, thank you. If you can
get that through the chair, uh, appreciate it.
Okay. Um,
and then if there's legislation that needs to, uh,
be drafted that requires them to report report to you,
so you can have one central clearinghouse, I think
that's something the body might entertain, uh, as well
as compliance, the compliance portion.
Like what is it that your department's responsible
for when it comes to compliance?
Is it just complying that the certifying entity is
who they say they are?
Are you also f uh, following compliance around, uh, the 50%,
uh, requirement for, uh, workforce?
Like, what is it that you're ensuring compliance on?
Um, great question. Alderman Viegas, um, the Department
of Procurement Services, our equity team, we're responsible
for ensuring that any firm that identifies a minority
and women owned or veteran owned firm on their schedules,
which are the utilization plans
and letter of intent, we ensure that they
utilize those firms for the services
and the percentage of work
that are identified on the, on those firms.
So that's one part of the compliance.
The other part of the compliance is any workforce numbers.
We enforce that, um, division as well,
But that's only under 51%.
Is that accurate
For the procurements that we have procured for? So
For example, the Department of Planning and Development,
or the Department of Housing has compliance around
contracts and or workforce.
They're reporting those numbers through the department,
but they're not reporting them through you.
So we're only seeing half the picture as it relates
to workforce as well. Is that accurate?
That's accurate. Okay.
So that's another, uh, sector like we'd like to see
as it relates to workforce.
'cause we could be doing good or not good. Uh, in workforce.
I'm, uh, yeah, on the compliance side of it as well.
Um, does the City of Chicago on professional services,
do we use QBS process?
The qualify qualification based selection process?
Um, we, I'm familiar with state of state of Illinois,
uh, QBS process.
We have something similar.
We do the RF QS
and we submitted legislation, um, to do
RF qs, which will be similar to
how they use the QBS process at the state of Illinois.
So we submitted legislation,
and I think the term that's utilized here is that
for the jock program, but we submitted, um, legislation
or legislation to allow us
to have a similar program as they have at the state
of Illinois for Q bss.
So when you say you submitted legislation, is
that locally or at the state?
Locally. I'm sorry. Okay. Locally, yeah.
Ordinance modification.
Okay. And, and, uh, so the qualification based
for like engineering firms, architects, et cetera?
Well, we could do that currently already through RF qs.
So, but for non-construction, that's the part we amended,
sent the amendment in.
Okay. So then with when the RF qs, uh, when the RF QS are,
uh, advertised
and the respondents, um, uh, reply to the RFQ,
there's already a a, a pre-certification
or a prequalification process that exists.
Is that accurate?
We don't currently do a prequalification base
as they do similar at the state of Illinois
re pre pre-qualify professional services firms
through our RFQ process.
But, but there, but in order to, in order to, uh, apply,
uh, uh, not apply rather,
but, uh, respond to respond to the RFQ, you have to,
you've had to have been qualified already, correct.
Pre-qualified.
Could you repeat your question again?
So, when you're, when, when you're applying
or responding to the solicitation of the RFQ,
you should have already, you should be already pre-qualified
in order to, um, uh, follow the pursuit.
They do. We currently do not have a QBS
process here at the City of Chicago.
No, I, I understand that, but I'm saying is
that when you're doing professional services,
if you're doing architectural engineering firms,
how do we know that those entities have the
ability to perform that work?
When we put out A RFQ, we identify the QU
criteria set in the RFQ that those firms have to have
to participate in the process. So
Then once they've applied, then there's a, then
that's qualifications then review
to see if they qualify for the pajab?
That's correct. It goes through an a,
an RFP process, RFQ process.
Okay. And then, um, as part of that,
then the team is selected
or based on what the solicitation is?
So we qualify multiple firms, similar to
what we do in the CMAR projects.
There's several firms that are pre-qualified in that pool.
Mm-hmm. And it's based upon the requirements
that are outlined in the solicitation. Okay.
I like, I wanna follow up with you a little bit more in
detail around what that process is.
'cause I'm trying to figure out if firms are qualified,
similar with the QBS process,
and there's a selection process that takes place and,
and selects a firm, right?
'cause it's the RFQ or the QBS is not a low bid.
It's based on the qualifications and the makeup of the team.
As, as the, as, uh, uh, diversity is under attack.
Um, if we know that all firms are qualified to do the work,
'cause we've either pre-qualify them
or the RFQ process has vetted those firms out,
what's the different, what, what can we use
to differentiate the teams that are there, uh, to ensure
that we are comp getting some more diversity?
And I think diversity would be something
through the selection process that would allow for, uh,
firms that have more diversity to get more points.
Uh, because it's based on a point system, uh,
I would assume when you do the
RFQ, 'cause it's not a low bid.
So after we pre-qualify those firms, alderman,
then they have task orders
and then they do a tour, is
what they call it at the City of Chicago.
Mm-hmm. Um, for if there's an opportunity that comes up for,
for one of the pre-qualified firms to submit a task on.
All right. I, I, I'll, I'll talk with Julie online.
Sure, no problem. I don't wanna get
too into the weeds with that.
I think there's an opportunity there, um,
to get more participation.
Um, uh, ERP we know that
there's been a lot of discussion on,
Uh, could do me a favor.
You're using a lot of acronyms
that people may not understand.
So Yeah, you use three,
one was an RFPI think most people know what the request for
Proposal. Request for
request for qualifications and,
and, uh, qualified base
qualification based selections for UBS based
Selections. Okay. Alright.
Just help. I'm sorry about,
That's the government of me, Jason, I'm sorry about that.
I understand. ERP is what now?
That's the, uh, Enterprise resources, yeah. Planning.
Thank you. Alright, so we're all on the same page.
And, and, and there and, and,
and for limited history,
there was a solicitation two over two years ago.
The city at one point selected a vendor to this date.
They haven't finalized the contract.
And as a result of that, we've lost an opportunity
to realize savings because the r the ERP firm
that was selected is not in place.
And if a deal with procurement, finance as well as hr. Uh,
So no, that, that's definitely appropriate.
I I know that this was a project the previous, uh,
CPO had and that was gonna be one of the things
that I brought up anyway.
But you can start down that line as it relates to ERP. Yeah.
And I'd just like to see when the city's gonna ultimately
make a decision to do something.
I mean, 'cause we, we need, we need, uh, cost savings
and I think techno, I don't think technology is a vehicle
that's gonna realize, um, some savings for the city.
Big, big time savings for the city.
Well, I, I mean, let me just say this.
I am concerned that based on the testimony of, uh,
the CIO, that there is not a
comprehensive cohesive view on ERP.
And that is why as the CPO, uh, there, there needs
to be some clarity as to a,
where you guys are in the process
and B um, are we looking at a
comprehensive system
or are we looking at a series of systems
that will be put together to make up a comprehensive system?
'cause there seems to be some level of disconnect based on
my understanding of what the CIO stated that we seem
to be going down this system over here is handling a,
this system is handling B.
And it was my understanding from a ERP perspective that all
of that was to be in one system.
Am I, am I That's, that's
Accurate. Okay. Alright.
So I'm not, I'm not crazy.
So, uh, can you, can you kinda opine on a, the status,
uh, b where you, where you are in, in this process?
And are we looking at a series of systems
or are we looking at a comprehensive system?
And, and thank you Alderman Viegas and Chairman Irvin.
All great questions.
So we awarded phase one of the ERP, um,
process to a, to hire a project manager
to basically do the research to write a scope of work
for the second phase of the process.
And the project manager has
provided us that scope of work, um,
for the second phase in its inactive
procurement at this time, time.
So we should have some finalization within a month
on the second phase of the process.
It's an act of procurement.
However, I do feel confident that it should be done.
And the second question about process,
what we decided as a committee when it came
to implementing the ERP, was to pivot,
and I would just call it a module for time
and attendance to move that module forward.
First to actualize savings, cost savings, especially
as it relates to overtime.
Time and attendance is a module.
Procurement is a module, finance is a module.
So it will be comprehensive once all implemented.
But we're implementing time and attendance first.
And I appreciate that. I'm just let, I want to e emphasize
that time is of the essence.
We are facing a $1.2 billion deficit
and we gotta get the CIO, we gotta get ECPO,
get all the owes and everybody in charge
to start f realizing that, uh, we need to find savings.
Um, and I, I know that you inherited this process of,
um, this is not at you.
I'm just saying we've gotta get a sense
of urgency from, from government.
So I'm glad that you're pushing on this
and pushing those departments responsible to, to get, uh,
to finally get this done.
'cause it's, it's, it's needed.
Um, and then, um, these workshops, uh,
around the A-C-D-B-E
and DBA programs, if you can make sure to send that to us,
because there are a lot of firms out there
that are concerned that the city's not acting.
Uh, we've had a conversation
and the city is PR planning to do things.
We just need to be able to communicate that to the,
to the universe because, um, the, the sense is
that other members of the I-R-U-C-P are doing things
that the city's not doing things.
And you mentioned there was about 1400 firms that are there.
And we just got a message, you know, the, the,
the president, the federal government is targeting these
programs, specifically the D-E-I-D-E-I programs.
And we gotta let the folks know
that the DEI programs are not gonna DIE on our
watch. So thank
You. Thank you
Alderman.
That was, um, that was interesting. Okay.
Everybody's got a slogan. All right.
Uh, alderman Burnett, followed by, uh, alderman Riley.
Good afternoon, commissioner. Pleasure to meet you.
Looking forward to working with you and your team.
Uh, I'm the newest one here, so I have a lot of questions
that might seem a little, uh, maybe redundant
or not as well informed as some of my peers,
but it's important to understand the big picture here.
And one thing you mentioned is that Department
of Transportation, that is one
of the departments in which your team oversees the
procurement for directly.
What department was that?
Alderman, could you please clarify?
Transportation. Oh, Transportation. Thank you. Yes.
So one thing we're going through right now
with our transportation is, uh, delayed in some
of these processes and projects.
Could you talk to us about what that timeline is of,
for example, when we confirm TIF dollars
and allocations to the Department of Transportation
to when they can start on a project
through the procurement process.
Where do you all come in
and when do these contracts get executed?
'cause I, I overheard something
where the Lake Street Bridge, for example,
is significantly over budget.
Um, so I wanna understand where this is coming from
and the basis of these projects.
Um, great question, alderman.
I'm gonna turn that over to my subject matter expert.
Um, Jesse Cortez.
Good afternoon. Thank you for that question.
Ze Cortez Managing Deputy.
Uh, in regards
to when we become involved in the procurement process,
it's when the actual requisition comes to our department,
uh, the funding, the allocation of funds, the, all of
that front end work is done on the department side, along
with Bud, the budget office or in finance.
They allocate the funding for these projects.
For construction projects in particular.
We need those funds reserved upfront when we do our awards.
Uh, so the process itself is through the f and PS system.
Uh, the requisition is submitted, uh, with a scope of work,
uh, contract books for construction projects.
Uh, there's a review that's done by our DPS team internally,
uh, my team as well as legal team.
And then we solicit the projects.
Most construction projects are out in the street
for solicitation, approximately 30 days.
Uh, that can be delayed based on questions that are received
or addendums that are issued.
But for the most part, construction projects are usually
awarded within 90 days
of when they open bids of when the bids open.
So that's usually our process.
Uh, once the project is awarded, uh,
we monitor the compliance
and any kind of workforce that is tied to it,
but the overall implementation of the actual funding portion
of the project or the allocation of funds
through either either TIF fed money
or any other allocation is done on the front end
with the user departments.
Thank you. That's super helpful.
Um, again, continuing on this topic, some
of these projects have been considered to balloon
and budget IE just because of construction cost
and total totality, whatever, so be it.
Um, can you talk about, I i, I heard you say it's 30
to 90 days in which these are out on the street to, um,
find a contract that is executable.
What happens when some of
these go a little longer than that?
Uh, and the timing of impact?
For example, I know we've been sitting on funds
that have been allocated for TIF
for the Division Street Bridge for years now.
Um, when we actually go into the street for these contracts,
what does that timing delay mean for the cost side of it?
How are we maintaining, uh, some
of our cost control mechanisms for this budget?
And then also thinking about, uh,
the labor required required for these contracts.
Yes, thank you for that. Uh, follow up question.
So we, we do take that into account
because we do come in on a, in the middle process
of a, of a contract.
So since we're not on the engagement side of
that initial allocation, sometimes we find out
that we find the severity
or the importance of the project as we receive it.
Uh, you know, we, we sometimes,
if it's a grant funded project,
there is expiration on grants
where expenditures need to be made.
Those are some things that we're told of ahead of time.
If there's delays on a project for an award, for instance,
for whatever matter it may be, uh, we relay
that information to the user departments.
We work with them closely to make sure that we mitigate
as much of that time as possible.
Uh, there are things that are outside of our control
that kind of, um, have to kind of flow through that process,
but we try to work through that as much as possible.
Uh, we understand that cost is a very big factor.
We do receive engineer estimates for the work that's done,
and we try to keep that estimate along
with the user department up to date up
until the time we put it out.
Uh, there are things above
and beyond our control as far as for cost.
Uh, we haven't seen a huge, uh, amount
of impact say on tariffs on the construction costs yet.
Uh, but there has been an increase in costs, uh,
in general labor, uh, that is being done on most
of these construction projects.
Okay. And, and may I add that we at DPS meet
with our departments weekly on all of our projects
that we have coming down the pipeline
to have controls in place.
Um, so we understand the timeline and mitigate those risks.
So we meet with them weekly, all
of our departments on the projects,
whether they're current projects
or projects that are coming down the pipeline.
Awesome. I appreciate that.
It would be super helpful to just get more
transparency on some of these projects.
In terms of timeline, um, you know,
these bridges are coming up
where it feels like very unexpectedly.
And from my understanding, that has to do with, uh,
when the contract services were able to be executed.
So as much as I have placed to blame on the Department
of Transportation, I know that it's a full service, um,
connectivity between that department and yours.
So, um, getting transparency on
how these projects are being funded
and when is gonna be extremely key as we go through a time
of, uh, kind of chaotic traffic, uh, for my constituents
and I think for the rest of my peers, uh, on the council.
And continuing on that trend, you know,
when we think about development in my de in my ward, a lot
of the times we're making requests of these developers
to have a certain amount of, um,
minority participation, uh, and et cetera.
And oftentimes from what I hear,
we can't necessarily enforce that,
but we can get the data on their participation.
Can you talk to me about, um, that connectivity
between either the department of housing
or the Department of Planning on getting compliance on some
of these requirements and if they are
enforceable and if they're not,
Um, our minority
and women-owned participant patient laws are enforceable,
whether it's a DP LED procurement
or non DP led procurement, they, uh, follow the
Manu municipal code as it relates to compliance.
That's great to know, um, when it comes to receiving
that information in a timely manner,
because to that point, developers are telling us that x, y,
Z on a project is getting done,
and oftentimes we don't know until the project is completed.
And so it's hard for us to help them help it kind
of push them along
or say that we need this done if we aren't getting real time
feedback on what's happening on the sites.
And sometimes we get some of these contractors who come in
and say they're not actually getting the work to be done.
And it's really hard to implement that
when the project's done versus
while they're still in effect.
So when it comes to communication with the elders, in terms
of some of these projects
that are happening in our wards, what is the process?
Um, it depends on who's the lead.
If it's a DP DPS project, um, you can contact me directly
and we can tell you what's the process,
where it is in the process.
If it's after the award, the minority
and women owned vendors that are, uh,
participating on the contract, what level
that they've been paid at, um, for cdot,
we procure their services for them.
You can contact us on any bi, any bridge project
and we can provide you that information.
I appreciate that, commissioner.
It's awesome to know that I can reach out to you
and get some of that information.
That's correct. It'll be awesome to also just have
that information flow through to us.
Uh, given how many projects that are happening in my ward
to stay on top of the ones
that are actively happening while still trying
to produce new development, it's a lot to put on my staff
and my team, uh, originally.
So when you all have that information,
if we can work together to find ways that we can share
that in a equatable way
to make things move along faster, that'll be great.
Uh, and so following up to Alderman, uh,
Vega's line of questioning, we talk about some of this
EY recommendations on, uh, the modernization
of the systems.
And from what I understand, there seems to be some type
of reorganization that you all have been going through.
And I know there's a ton of questions about
how you all are connecting with different departments
that have the ability to procure from their own, uh, bucket
of resources or their own staff.
Can we talk about like what the system is coming to?
What are the changes that were just recently made, uh,
in terms of organizational structure,
but also what are we planning to do in 2026
to modernize both in terms of an employee base,
in a technology base as we continue to
retool based on the recommendations we received?
That was a great question, alderman.
So from a procurement modernization standpoint, we
are working with, um, number one, we are
documenting and creating standard operating procedures, um,
for our contract and equity unit to standardize
standardization and streamlining our policies
and procedures across, um,
department of procurement services.
One of the things that we're doing is where our contract
and equity team was included at the end of the project,
they will be at the beginning of the project to ensure that
where the solicitation that's written, um,
we are looking at insurance requirements
and removing any other language
or impediments that may be prohibited, may be prohibitive
to prohibitive of minority
and minimum vendors in the process of participating.
Um, do I continue?
Yeah, you can keep going. Um, we're also,
from a strategic sourcing standpoint, we are, um,
created our strategic sourcing unit to, as it relates
to DPS related contracts
and some of our other partners that participate on some
of our strategic sourcing contracts.
We are changing some of the titles of our
procurement specialists, senior procurement specialists
to strategic sourcing, um, managers
to be able to conduct those
services as we modernize, um, from a
procurement modernization standpoint,
from a techno technological standpoint, we've automated
and digitized all our forms
and we're using data analytics so we can make
informed decisions as we move forward into the procurement
modernization standpoint.
And as I mentioned earlier, the ERP process
from a overall standpoint to be more efficient.
Okay. I know my time is up,
so I'll just come back
for a round two. Thank you, commissioner.
What else? What else do you have?
Uh, it more so about like the actual
structure of the team.
You know, we keep hearing that there's different changes,
um, but what's reflected in terms of the total budget?
I don't, I'm trying to understand where we are in terms
of some costs that we're being efficient
on with these reorgs.
What's really gonna change in terms of the number?
I see we have four changes on there,
but is that accurate in terms of how many people are, um,
being removed or changing in this division? Well,
Uh, this sounds, uh, more, more
appropriate in a round two, so we'll, uh,
I'll come back to you on that front.
Thank you. Okay, that's fine. Alden, Riley.
Thank you, chairman. Good afternoon, commissioner.
Um, just to kind of pick up where a few
of my colleagues left off, um, in 2024, about half
of the city spend was outside of DPS.
Um, we expect fiscal year 2025 when it's
done to look about the same.
Is that, is that correct?
I think we're moving the great question.
Alderman Riley, we're moving to be more strategic within DPS
and our partners and have more
of a collaborative relationship, um,
as outlined in the ER report to work
with the other departments.
So we could actualize those savings.
And in, by your estimation, what percentage
of total city spend should be falling under your purview?
So right now it's just about half. Where should that be?
In a perfect world
That, uh, alderman, great question.
That will be a hard, um, response without having the data,
um, category of spin.
I don't like to provide answers when I don't
have all the facts.
Okay. Yeah, well it's,
you definitely need to get that data.
Um, sure. I'd I'd encourage you to do that as, as,
as quickly as humanly possible given our,
our fiscal situation.
Um, what are you currently doing to ensure,
um, spending in the largest buckets is most efficient?
So for example,
professional services only about a little over a third of
that activity is happening through your department.
Um, say for medical, what percentage, uh, is, is, is run
through DPS
Or professional services?
No, for medical, for procuring medical
or construction or it, you can pick a bucket.
I currently don't have the percentages for now,
but we do procure for CDPH, um, to,
for medical supplies.
So for medical supplies, if it's for CDPH, we procure
that services currently
All of all of their services.
So 100% of their spend goes through you.
Um, great question. Alderman Riley.
We would have to verify that with the public health
because they also have, uh, procurement authority as well.
So I could do this for another seven minutes
and kind of drag all this out.
I'm gonna spare everybody the time. Sure.
I'm trying to underscore a point
that I think Alderwoman Nugent made
and some others have reinforced.
And that is, um, that the purpose of office
is to get this spending under control
and to maximize our purchasing power.
And I think it's frustrating for a number of us here.
And again, this is not aimed at you, this is not
by your creation, you're just one here today.
Um, we're, we're nudging you I think aggressively
to speed up, um, reigning in all these costs.
Uh, we've, we've got bureaucrats in all these various
departments spending this money, um, without the benefit
of aggregating our purchasing power is a major
consumer as the city of Chicago.
And I'm gonna spare you going a step further
because under previous administrations, I was one
of the people here banging the drum on also going further
and leveraging our purchasing power that we have
through our sister agencies, like CPS
parks, et cetera, et cetera.
I'm not even gonna go there because we need
to get this thing straightened out first within, within
the city of Chicago's budget itself.
Um, so if you could through the chair,
I know it'll probably take some forensic work.
Mm-hmm. If you could provide to us what percent of the spend
for we know, professional services, but medical construction
and it, um, that would be tremendously useful to me.
Um, you know, the concern here is that, um, I have to,
I would suspect that a lot of these departments, uh,
would prefer to go and do these things on their own
because they see, they think they're more timely.
Uh, they don't have to answer as many questions
or fewer hoops to jump through.
Um, that may be convenient for the bureaucrat,
but we're here to advocate for the taxpayers
and frankly, we look to you, um, to,
to really max out our ability to, to leverage
our huge pocketbook as the city
of Chicago to get better deals.
Right. Um,
and so I think that's an important
question we're gonna need to get answered.
And certainly, um, given the fact
that next year's budget will be no better than the one we're
contemplating this year, I would argue it'll be worse.
Um, we're gonna really need answers next year.
Um, what are the three,
I guess if, if we had, what are the top three departments
that work outside of your process?
What are the three departments
that most routinely avail themselves
of their independent authority to procure?
I gotta figure, you guys know who those people are? You?
No, no, no.
Um, great question. Altman, as you stated earlier,
we don't have that information.
We would have to, uh, look at their spending.
Okay. Um, alright.
Well, I I'm not gonna ask any more questions,
but I would, I would just, I would, uh,
strongly encourage you, commissioner and,
and your team, um, to really nail down those numbers.
Um, this is, I one of the areas
where we are hemorrhaging money
and, um, you know, regardless of
what the administration's view is on controlling cost
and finding efficiencies,
I think there is an appetite for that here in this body.
And it was precisely the reason
that your department was created was
to help us manage these costs
and stop all of the one-off spending.
Um, do we still have, uh, credit cards issued
to various city department heads?
Are there city workers that carry around a city credit card?
Um, alderman no. No. When did we end that practice?
That's a great question. I can't tell you when we ended
the practice, but the municipal codes allows the chief
procurement officer to implement the use of credit cards.
And so we have zero credit cards issued, right?
That's correct. And that's a really good thing.
But wouldn't you argue having independent procurement
authority is essentially like having a credit card except
without being able to carry around the actual plastic?
Uh, could you repeat the question please, alderman?
I guess it's more of a statement. Sure.
Um, you, we saw fit to do away with credit cards
because they were being abused.
And by allowing various city departments
to have their own independent contract
and procurement authority, we are in effect, allowing them
to continue to have a credit card.
It's just not an actual piece of plastic in their pocket.
They're operating outside of your purview.
And we've put you in this, this position to help us
control all those costs and to reign in that spending.
And so I would, I would argue that you should,
you should look at that outside authority,
these authority these departments have as essentially, uh,
a threat to your mission and,
and something that needs to be reigned in.
Um, I appreciate the work that you do
and your team does, um,
but I do look forward to working with you to, to make sure
that all the departments start playing, um,
through your department
and rather than availing themselves of their, uh, authority
that has been granted to them by the code.
Um, thank you and thank you, chairman.
Thank you. Uh, thank you Alderman.
Uh, Riley, uh, next up we're going to have
Alderman Conway, uh, followed by Alderman Taylor.
Uh, thank you, Mr. Chairman. Yeah.
You know, I, I, um, I know we've talked a, a
fair bit about the Ernst
and Young Report, uh, as well as, uh,
and significantly about, uh, the fact that 49% of the
procurement spending in the city happens
to be outside your department.
I think a lot of us, uh, have grave concern about that.
Um, but I, I, I was looking through the report, um,
and I also, uh, in this section
that discusses procurement on page 52,
which I believe Chairman Irvin just sented you a,
uh, A copy of that page.
There's kind of an extraordinary sentence in there that, um,
and then a and a chart below that in the sentence that says,
the potential savings from this analysis
have been estimated based on the corporate fund only.
The corporate fund is labeled as the general funds
and the data with, with 2024 spend of
1,104 million, this results in potential savings
of 55 million to an 111 million.
And then there's a little chart below that, uh,
with the spend of various departments.
And then there's some information that, uh, has, has been,
looks like it's been redacted beyond that based on
them sort of claiming five to 10% savings it looks like.
Um, was, was curious if you've been given any of the,
the backup information that Ernst
and Young may have, may have gathered as a result
of putting, identifying that, uh, potential savings.
Great question. I was
provided the same report, um, that you have,
Have you had the opportunity to check into,
I mean, Ernst and Young, pretty, uh,
pretty well respected firm.
Have you had the opportunity to check into the potential
accuracy of that identifiable savings?
Great question, Altman,
but I think that question should be referred
to the budget director.
Well, do you think that there is, of that,
of the corporate fund spending,
do you think there is potential 4 55
to $111 million worth of savings?
I believe that if we implement some of the ideas
or some of the recommendations in here, yes,
We do. Okay.
Um, that, that's,
that's great news.
And also, um, well, I would say, I mean, it,
it sounded like in some of your previous testimony,
you talked about how the law is sometimes, uh, preventing
you from being able to achieve full, full, uh, full savings
or full centralized purchasing.
And I not only speak for myself,
but I suspect I speak for the majority of members.
If we here in this council can, um, give you more power
to centralize purchasing and
therefore find more savings for the taxpayers,
I think we're all in to try and help you help you do that.
Um, and, and, and that's really all I have,
unless there's anything more you'd like
to say about this potential, uh, about this,
about page 52 of this report.
Thank you. Okay. That's all I have. Mr.
Chairman, thank you that
You, um, Altman Taylor.
Thank you Chairman. Hi Commissioner. How are you?
Good afternoon, Derman Taylor,
Can you tell me
how do businesses sign up to do business
with the city of Chicago?
Can you talk about the process for me,
As minority
and women-owned firms, we have,
we send out DPS alerts
and a firms could, um, register
on our DPS site as a firm to receive alerts
of potential opportunities, minority
and women owned vendors, veteran owned businesses.
Um, we have a process of certification
and all of that information is on our websites.
And we work closely with firms from an outreach standpoint,
going into community and educating firms on opportunities
and the certification process.
So firms can register on our website as well
as we are in the vendor community,
and ensuring that firms that are small, minority
and women owned, um, aware of opportunities, um,
that they learn about, um, how to do business with us, how
to certify, certify, and the like.
We currently do not have a pre-registration bid process,
but those are one of the initiatives.
Initiatives. As we move forward, we plan
to implement that in our process.
So I have a couple of
folks who own business in our community who I want
to be able to use them when I'm having an event.
I'm sending them to procurement to, to get into the process
so that I'm able to pay them.
So you can send those firms
to us and we'll work with them.
You'll work with them. How long is the process?
You wanna do bus? Do they wanna certify
as a one woman owned company?
We could help them in that process.
Um, but we'll expedite the process to ensure that firms
that you wanna do business with, um, we're working with them
to implement them in the process.
How are, what is in the process
to hold bad actors,
um, accountable?
So thinking about, I asked this question with streets
and sand about vendors who say that they could handle
a contract and then when they can't perform, what is it
that happens to those different firms
or people who say they can do a service
and then they honestly can't provide it?
Are they deterred from doing business with the city?
How do we make sure that if they come back
to wanna do business with us, we make sure that they can do
what they're say or can you talk about that?
That is a great question.
I'm gonna turn it over to my subject, subject matter expert.
Courtney del Ju.
Hi, Courtney Del Judas, attorney.
Um, in all of our contracts for the city,
we have numerous remedies outlined in the contracts,
including a process for, um, notices to cure
and default notices.
So generally, if a contractor is not performing
as they were obligated to under the contract, um,
we discuss it with the user departments.
If they have violated a term in the contract,
we can then issue a notice to cure
where we identify the deficiency
and generally give a cure period for them
to cure that issue.
If they are able to cure the issue,
usually then the contract just continues on.
If they do not continue, if they're not able
to cure the issue, then we can often move to next steps,
which can include, um, issuing a notice of default
or a termination notice.
Sometimes those are issued together.
And then, um, if a vendor is defaulted on a contract,
they do need to report
that when they're bidding on other contracts.
So that can affect responsibility on
future projects with the city.
So does that mean they're not able to do business
with the city, or is there some type of evaluation of
that business before they're allowed
to bid on another contract?
So let me give you an example.
There are people who will say they're MBE
and WBE when they are on certain contracts in our community.
And I'm gonna use a real easy for one, one for you.
When they're redoing the streets,
they're say they're minority owned,
but there is not one black person on that site.
And so of course I get the call to say, Hey,
there's a site here, there are no black people on this site.
And I'm kind of given the runaround by the company
to why that doesn't happen.
Can you explain to me what the process is
and what you all do to hold folks accountable?
Uh, I'm gonna think. Great question. Alderman Taylor.
I'm turn it over to Courtney del gel. Dale Ju, you guys,
Um, Courtney Deda attorney.
Um, so for, um, the instance that you described, um,
we do do site visits, um, to our certified firms.
Um, and on, um, different projects,
especially construction projects, there are site visits
that do verify workforce.
Um, if there is an instance where you're concerned about
where a complaint has not been brought, um, to the city
or it hasn't been addressed, that is something
that can be flagged to us
and we can make sure that those are, um, instances
that we look into to make sure that, um,
the firm is qualified, um, and has been properly certified.
So MB and WEB means
that they should actually have those folks
working on the sites, correct?
That is correct. Meaning that this on, on our solicitation
from a construction standpoint, the city
of Chicago have workforce goals as well as
7.5% project area goals
and their minority owned CR work are requirements as well.
So who are we talking to
and who are we calling when this does not happen?
'cause sometimes even having an inspector comes out, comes,
there's never a report back to me.
There's never really a change to site to me.
And then the work continues to get done without people
actually being what they say they are.
So if, um, great question, Altman, if if you have
that information, you could provide it to our office
and we will investigate your concerns.
My last question is, do you all actually, what is the,
the turnaround or how do you evaluate people
who are doing business with the city?
So thinking about we get stuff from a hardware store,
they charging us $20 for a hammer hammer,
but there is another store that would charge us 10.
Is there any evaluation ever done like that
by, um, your office?
Um, great question Alderman.
Um, we, um, award our bids to the
lowers responsible responsive bidder,
and it typically goes to the low bid.
So they have to bid it for every time we need those items.
So when we bid items,
whatever the line item number that the vendor has
provided to us, that's what they have to bid those items.
So, um,
let me explain a little bit more what I, I'm saying.
So you all put out a, you put out a bid
and all the women knew, you talked about it for hammers.
We have a group that we've been buy buying hammers from for
probably the live last five years that are $10.
There is now a new person that can do it for five.
Do we put the bid out
or do we just continue with the people
that we're already doing the work with?
Is my question. And it's just so that I, I know.
Thank you for that question.
I'm gonna turn it over to my subject matter expert.
Um, Jesse Cortez.
Good afternoon. Alderman Jaeo Cortez managing
Deputy preliminary Officer.
And in regards to bids, um, in the world of bids, most
of our contracts for say specifically
commodities would be low bid.
Uh, so within those commodities,
it could be several different line items.
The total base bid is the deciding factor of a contract.
So in essence,
and you look at the complete picture,
a line may be slightly higher on a new award of a contract.
Uh, but that does not mean that we can't rebid a contract.
Uh, most contracts do have terms, uh,
and they have a start end date, so it may be a five year
or three year contract.
Uh, but those contracts can come up to, to rebid.
I think the instance you're referring
to is possibly a vendor within the area
who may sell the same equipment
but is not under contract with the city.
Uh, I would then encourage that vendor to,
if they are minority veteran
or a woman-owned firm to be certified so
that they can take advantage of some of the programs
that we have in regards to bidding on city contracts.
Can you explain why the contract,
and this is my last question
for the grass contract is so long.
So it seems like we had 'em, people two
and three years, they don't do great work.
They suck. And it seems like Streets is saying is saying
it's on procurement.
Um, great question. Um, we do contract management.
So if there's a grass contractor that sucks.
I, we currently don't have any.
Oh, there are several. 'cause every other year I feel like
they get it one year they get it.
Right. They don't, and then I know it's the amount of times
that they go over in your ward.
Is there a conversation in this contract about
how many times they gotta go over or is that street?
Um, that is a great question.
We currently don't have any complaints filed from the user
department, but if you send that to me,
I will investigate your complaint.
Oh, there's plenty of them.
I just don't, not sure of who the complaints go to.
We call Streets and Sands with the companies
because I don't know if you know the, well,
I'm sure you, maybe you do know.
The contract says the ward superintendent is not to engage
with the people who do the contract.
That is supposed to come from the, the one
of the deputy directors.
And so my ward superintendent sees them not doing a good
job, or they do this thing of they'll cut
and they don't clean
and they're supposed to come back and clean.
Does the contract say that, number one?
And number two, you'll hear complaints.
I I, I wish you all would've been a part of the conversation
with Teresa and Sand
because they say, well, that's procurement.
You all are the fall guy for a lot of what's wrong in,
in some of these departments.
Thank
You. Thank
You. You alderman.
Um, next up we have, uh, Altman.
Curtis, you ready? You good? Altman Nugent.
Thanks. Thanks, chairman.
Um, I, I wanna, I know we've spent a lot
of time on asking questions in the area
where you don't control spend.
I wanted to go back to the area where you,
where you do control spend.
Um, since you've come on to this role, how many
competitively bid contracts have we entered into as a city?
That is a great question.
Let I have that, just let me grab that question.
I mean, response Alderman,
we've awarded total contracts, um,
123 contracts.
So since, since you've become the Chief procurement
Officer, we've entered 123 contracts that have been put out
for an RFP competitively bid.
Um, that was for this year.
Just this year. So we did, we put RFPs out as a city,
got responses and entered into 123 contracts.
Well, if we talk about this year,
they could have been awarded within the previous year,
maybe at the end of the year.
Okay. And then it followed over into this year.
Okay. And then
how many sole source contracts have we entered
as a city since you've taken over as head of procurement?
Um, the NC RRB board, um,
has awarded, I believe I'll have that number for you.
Can you tell us, so A So source contract,
Oh, sorry. The acronym
you use an acronym
that I don't even know what it is.
Um, thank you Alderman for your question.
NCRB is non-competitive competitive review board. Thank you.
Um, we awarded six new contracts this fiscal year.
What were those for? I'm going
to turn that over to my subject matter expert.
Steve Loda. Who chairs the board?
Oh, Steve Lebo, deputy Procurement Officer.
Uh, Well I actually have the,
uh, information handy.
Oh, okay. Um, one of the contracts was with Ron Smith
and associate for latent print examination
training and laboratory AC accreditation service.
Um, the next contract was with UK G Inc.
Contract for TeleStaff Klau software and related services.
The next contract was with CoStar Realty information
contract for software license Badger Meter.
It's the fourth for automated reading meter readings
and then hilberg USA for maintenance
and repair parts of their in parts and services.
And then public.
Can you, can you just say that one, uh,
maintenance and repair of what?
Um, I'm sorry. That was with Bert USA
contract for Bert's Printing press maintenance
and repair parts and services,
and the sixth with info public sector
contract for Hansen IPS software license help desk
maintenance and support. Um, okay.
When, just a quick question.
When we do a sole source, it was my understanding
that we only administer or enter into a contract
because no other vendors could provide that service.
Is that still how we understand a sole source?
It could be the only known firm
that provide the service alderman
and, um, non economically feasible,
not economically feasible.
Okay. I I don't pretend to be an expert on the six
that you listed, um, but I heard like printing
and maintenance repair and,
and those seem like things that we probably could find
with other vendors, but again, I don't have, I, I'd like
to know a little bit more, uh, about those contracts
and why we entered and what,
what's the total amount of those six sole sources?
The total amount for the six
new contracts was roughly 17 million.
Yeah, I mean, I just, I'm a big believer in, uh, RFPs
and several bids
before we, we buy again, I, I don't pretend to know
what those contract vehicles are for,
but I think, um, I'd like to see that through the chair
and why, why we believe
that nobody else could have fulfilled those contracts.
Um, could, uh, let me hold your thought.
Uh, the gentleman, as the, uh, chair of the board,
could you elaborate on the requirements and
or rationale as to why these would be utilized
and relate instead of a traditional procurement process?
Uh, um, thank you Chairman. Um, Steve Loda.
Can you, Steve Loda, uh, deputy Procurement Officer.
Could you just repeat the question?
And I asked, uh, these six instances, um,
what is the process or,
or why would these be done opposed to going
through a more traditional procurement process?
Okay. Um, so when a user department identifies a vendor
that they feel is the only vendor that can provide
that specific service, they have to provide DPS with a
extensive, um, non-competitive procurement application
that completely delineates all the costs
and reasons why that is the only vendor
who could perform the service.
Whether it's because it's too cost prohibitive
for someone else to do it or
because the other person doesn't have the expertise,
or in the case of it, it's often because the equipment
or software is proprietary.
So, as you had mentioned about the printing press,
that Heidelberg Printing press is about 30
or 40 years old,
and Heidelberg is the only company
that has parts through their printing press.
And it was determined by two FM that it would be far,
far more expensive to replace the press than to have
to get the parts from Heidelberg.
Okay. So that was the decision process in
that specific instance.
Sure. I, and I appreciate that answer. Thank you.
Um, I just understood, um,
I wanted to talk for a second about, um,
I know the police department has,
RMS is in the procurement department,
their record management system.
Do we have an update on where that is right now?
Great question. The contract is currently in
negotiations with the firm.
Do we have, um, any expected timeline on when
that'll come to fruition?
Um, negotiation take
when, great question.
I will have my legal counsel answer that.
Um, Courtney. Great.
Hi, Courtney Del Judas attorney.
Um, the negotiation time usually varies.
Um, they can be anything from a few months
to sometimes up to a year.
If it's a vendor who has significant, um, red lines.
Um, this particular procurement is one that's, um,
a high priority and it is being aggressively negotiated.
Um, and we're partnered with, um,
our law department on making sure that's negotiated quickly.
Okay. Um, and I recognize that they take a while sometimes
to effectuate a contract.
I, my concern is I wanna see a vehicle in place
because they need that to complete the consent decree.
Um, my last just, I guess would be a point.
It, It seems
as though the left hands don't always know what the right hand's doing.
Not a criticism of you,
but just in general with respect to
where spend is in the city.
Has, has there been any thought put into potentially getting
a procurement tool in the department?
There, there is tools
that some other procurement departments use in other cities
that help them manage monitor vendors to track spend
and see where efficiencies are.
Has the city considered using any of those tools
or any consideration there?
Um, that's a great question.
We do have several tools that we will be implementing.
Um, I think
Ben, no.
Ben, if you could expound upon this, um,
he's my IT specialist.
Good afternoon. Good afternoon. Alderman.
Benjamin Ho, deputy Procurement Officer
for IT and applications.
Yes, there are a number of these tools
that are out on the marketplace
and DPS is exploring their use.
However, we do need to take this into account
with the broader ERP modernization.
So we will be working closely with the IT department
in considering the use, the potential use of these kinds
of tools so that they,
they will work well when we place the full financial
system for the city.
What kind of timeline are you imposing upon yourself
At this point?
Um, given the tight budgetary constraints, we will need
to do this in, you know, it consistent
with the funding that we get for 2026.
Yeah, I guess it almost seems that you might have
to spend some money to reign in on how we,
how we contract to save money.
Um, because I think we have a lot of opportunities here.
Um, I think we have a lot of opportunity
to find efficiencies
and where my concern is today is
that I don't think we're being as aggressive
as we should be in pushing for those efficiencies.
And so, um, you know, I think there's a lot
of responses that I'd like to see through the chair
that my colleagues had asked before me.
Um, and I just encourage the department
to be more aggressive and if you need some legislative
changes to, to make that happen quicker, um,
I think myself and several others today have indicated
they'd be supportive of that.
Thank you Chairman.
Thank you. Alderman Nugent.
Do I have any others for, uh, round? Okay. Altman Martin.
Y'all just messing up the program.
I see I got the three of, you know, worries.
We, we, we have plenty of lights in here, so. Alright.
Alderman Martin, followed by Alderman Manna.
Howorth followed by Alderman Coleman.
Thank you Chair. Uh, good afternoon commissioner and team.
Um, wanna start off with just a quick
through the chair request, which is
what performance metrics such as a key performance indicator
does your department use currently?
And then what is the process the department currently
utilizes to monitor the progress for, uh, KPI
or something else along those lines?
Um, uh, moving beyond that through the chair request,
um, in our mid-year budget hearings,
I had asked the mayor's finance team, um,
to supply some questions through the chair, uh, including
a list of the largest third party contractors measured
by payment received, um, by the city between January
of last year and July of this year.
Do you know if that request ever met its way
to your department?
Because when I followed up with, uh,
the budget director last week, she had indicated
that maybe it wasn't an OBM related request,
but ultimately something to be passed along
to another department seems like one
of those would be procurement.
Great question. Um,
my legal counsel would a answer that question.
Hi, Courtney Del Attorney.
Um, we did not receive that specific request,
but, um, I can tell you for at least from DPS directly, um,
we have one third party contract with, um, prodo to assist
with our certification applications.
Um, and we can certainly get you information if you need it
more broadly, um, for ones that DPS procures.
Okay. And I would just refer you
'cause my question obviously is
for like the top 53rd party contractors.
So just to ensure that, um, there's not kind
of finger point in terms of other departments weighing in,
I would just kindly ask that you work with OBM to ensure
that someone provides a response to
that request within the week.
Um, second question.
I was hoping you could shed some light on, um,
the proposed elimination of five field analyst positions.
I was hoping that you
or someone from your team could explain
what the operational justification is
for eliminating these positions, which
I understand play an important role in ensuring
among other things minority business certification
and contractor compliance.
Um, great question. Alderman is in, in efforts
to modernize the our department's operations,
we look closely at ways to streamline work,
maximize technology, and develop process
improvements for all our stakeholders.
Further of this goal, I met with our DPS leadership, um,
to identify poti potential efficiencies
and carefully considered all the recommendations,
um, from my leadership.
This included the rolled up
of the field analysts roles into current compliance officers
whose duties already include site visits, whether it's
for certifications and or compliance.
And it's also a be best practice for other agencies
that have similar roles, whether it's at the county
or the state or water reclamation district.
Their compliance officers, um, typically handle
that role from the beginning of the process to the end.
This change allows us to tap into their level of expertise
to ensure that the right person, the right person
with the subject matter expertise is responsible
for every stage of the process.
Maybe ju just break that down a little bit then.
So let me know if I'm getting this wrong.
There are five existing positions.
The, your department slash the mayor's office is proposing
to eliminate those, but you believe there are other
positions that they could apply for
or perform c duties through?
Well, I'm sorry if I misunderstood your question.
The five analyst, um, field analysts per positions
that you're referencing, those positions,
their responsibility will be rolled up into their, our,
our current compliance officer certification roles.
And those positions are not being eliminated.
They, those current positions will have the ability to,
um, have opportunities in other
positions with the city of Chicago.
So the, the, so these five positions,
they're currently filled, they're not vacancies?
That's correct. So if the proposal moves forward
and these five individuals are no longer in their current
position, where do you anticipate they would go within
procurement or elsewhere?
Um, there's other opportunities in working
with the Department of Budget
and the Department of Human Resources.
They've identified, um, uh, a number
of positions at that grade level that they could bump into.
So the positions at the current grade level
that these five individuals are at there, are they,
they exist elsewhere within procurement
or another department or both
Within the city of Chicago.
Which departments? I don't have that list,
but I can provide you that information through the chair.
When was the decision made to remove those five positions?
It was part of our proposed budget.
And when did you internally make the decision
that you were comfortable with that proposal
before it was released to City council?
When we submitted our proposal.
When, when was that?
I don't have that date on me at the time.
I don't recall when the, the proposal
Budget. What, let's be the approximate
approximate date,
Um, or month September.
Um, my understanding that there's a labor dispute underway
with, um, the union representing those employees in the city
as it pertains to at least
the positions within, uh, procurement.
Is that correct?
I'm unsure of that. Do you know who would be,
I'm sorry, what was your question again?
My understanding is that there's a labor dispute between
the union representing the covered employees,
which include the five
that I've been referencing in the city.
Uh, is that your understanding as well
that a labor dispute currently exists?
I'm unaware of that, uh, dispute.
Do you know who would be aware of that?
It would be my best guess that the Department of
Human Resources.
Okay. I, I would ask through the chair if you can talk
with other departments
to understand the nature of that dispute.
Because it seems that if,
if in fact there is an active labor dispute underway to
during that dispute propose the removal
of five positions sounds concerning.
So would would just ask that you look into that with HR and
or law, whomever else, um, would be appropriate.
Thank you. Moving on from that, um,
when we're talking about the, uh, 26%, um,
goal in terms of NWBE, is that, just remind me, is that
for project leads, project subs, is
that broken down in a different way
that ultimately shows compliance with 26% target?
Um, great question Alderman.
We analyze or establish goals on a contract per contracts
basis depending on the availability of minority
and women owned vendors for each projects.
So it's not, there's a blanket 26% goal on the contract.
It's of your aggregate spend.
So when we establish goals
on solicitation is avail is based upon availability
of minority and women owned vendors that are available, um,
as it relates to the scope of work,
And it could be, it could be primes and subs, right?
It's not one or the other.
It could be either in the aggregate
in terms of the overall spend.
So the overall spend, there's several ways
that you can be in compliance with the goal with the city
of Chicago to reach the goal.
So if a minority firm has bidded on
that particular solicitation
and then their minority, they would satisfy 90% of the goal.
And if there's a WB goal on their, if 95%,
if there's a WB goal,
and they, they would still have
to satisfy the WBE participation on the contract.
So it could, it could be a mix.
If a minority vendor bids on it, they will achieve
whatever the 95%, if there's a WBE goal on there.
If it's a prime that's not an eligible,
eligible certified firm, they would have to be in compliance
with the 26% and
or 5%, um, woman-owned goal on the contract. Mm-hmm.
And, and, and that would involve subs potentially?
That's correct. Yeah. Um, I,
I'm wondering if there's been any thought given to
readjusting some of that to focus more on the prime.
Um, and kind of the question behind the question is, I'm,
I'm curious what the city is doing or could be doing better
or differently to support primes in particular and,
and even moving beyond money.
'cause some, some primes that I've spoken with said, Hey,
one thing that the city could do is ask questions around,
even once the project is done, how does that set you up
to win the next contract, win the next contract,
win the next contract, especially as primes and not subs.
And so I, I understand, you know,
my time's gonna be out in five seconds, so maybe it's more
of an offline conversation,
but if you have some initial
responses right now, that'd be great.
Yeah. But if, if you're talking about small businesses,
we do use our SBI one
and SBI two to ensure small businesses
that have been successful on projects.
We are using data analytics to see
where firms have been successful
and tracking that type of data.
So we are using our, um, small business initiative
and building that out more.
That's how we were allowed to award, um,
the four contracts on the lead line block program
to smaller firms where they were primes on those contracts.
Noted. Uh, well, I'll have some follow up on that,
but that can be offline.
Thank you. And thank you. Sure.
Thank you Alderman. Uh, I think we had alderman, Kurt?
No, you said no, I apologize.
Alderman manna hopping word fellow Alderman Coleman.
Hi, commissioner. Hi. Good. Uh, good evening.
Almost good.
Good, good evening.
I just had one, uh, question
or one issue that I'm interested in
and it's regarding upgrading.
Um, I, I'm glad to know
that you're upgrading your systems from manual to,
to make things more efficient.
But I was wondering, can you talk more about the use
of AI technology and anything that you're doing?
Um, that is a great question, alderman.
Um, one of the things as we move forward as towards the, uh,
modernization of, uh, procurement, um, we're exploring
strategic supplier relationship management,
supplier risk monitoring and mitigation, AI and automation
and sourcing, um, data-driven procurement decisions,
predictive analytics for forecasting, um, more use
of procurement efficiency tools as Power BI and Tableau.
Those are just snippets as we modernize
our procurement process.
That's the direction that we're, um, we'll be going in.
Thank you. And I know Chicago has a commitment towards the
use of AI in a responsible and equitable way.
And the AI technology, as far as I understand
how it works, it really is
making decisions based on historically
per perhaps the vendors that have been used in the past.
And so how can you speak on how we're ensuring that
this technology is being used in a way that's equitable,
especially in light of, of what we're facing, um,
towards DDEI?
Um, we'll be using it. Thank you.
Great question, alderman.
To help us make better procurement decisions, um,
when it comes to solicitation processes, um,
forecasting and especially when the previous alderman talked
about using AI
and data analytics to match make, um,
and have forecasting in bringing our buying plan to life
to see what future opportunities that are there
and where minority
and women owned vendors can be successful.
That's a way that we'll be using data and AI
and data analytics to help us
to improve small business opportunities.
Can, can you ensure that AI is gonna be used
to collect data and not making final decisions?
Of course we will.
Thank you. Um, is there anything else that you want to
say about the process of oversight in the use
of AI technology in your department?
And, and also if there are any, um, current jobs
that are gonna be impacted in any way
because of the use, more use of AI in your work?
No. Jobs currently are impacted, um, by the use of ai.
Thank you. Thanks Commissioner.
Thank you Alderman. Uh, Al, MCC Coleman.
Thank you Chairman. Uh, CPO Roberts.
You have been a delight to work with, uh,
just a little bit over the years.
So I just wanna thank you
and your new staff for the partnership that we've had
with the Chicago Automatic Black Caucus
and our doing business with, uh, Chicago Symposium
that we are planning hopefully, uh, first quarter
of, um, next year.
I wanted to piggyback just a little bit, uh, on, uh,
Alder Woman Taylor's sentiments about the, uh,
weed cutting contract that she said that sucks.
Uh, just to provide some contents, uh, that
contract will be up for bid next year.
I did ask, uh, commissioner Cole as well as,
um, some of his team.
Courtney is now the deputy commissioner that is, uh,
now assigned with Streets and Sanitation.
But we do have some major challenges with some
of the vendors, especially on the south side
and, um, certain grids.
So I would like to make sure that we just work with,
so is it this going on for next year?
Uh, one of the vendors particularly, uh, has an area
and there are more lots between just two wards that out
of the 50 of us, we have more lots in our wards alone than
the entire city of Chicago has vacancies.
And we find it during the summer. It's just hard to keep up.
It's hard to maintain.
Uh, our ward superintendents can only do so much,
especially when you have 1500 city owned lots.
So there are some major challenges
and I cannot beat my head against the wall
for another four years dealing with a vendor
that doesn't even have enough equipment to even,
I don't understand how they were even awarded a
contract with.
They don't even have the capacity
to cover the wards, uh, cover the blocks.
So this is so important.
I wish we could get out of that contract expeditiously,
but I do see an opportunity to, hopefully,
I did ask for a pilot program.
Maybe it just needs to be legislation Chairman Irvin,
that we talked about, maybe in wards 16, 24
and 20, if your office would be open to that
to address some of those, not only high crime area, uh,
we can bring CPD in with the beats.
Uh, we can draw the data on that piece
because, you know, we've, we're finding firearms in some
of these vacant lots because they're able to hide guns
because of the weeds.
Um, thank you all the Question and statement.
We, we do take all your concerns.
Um, we don't take them lightly,
but we can have a, a collaboration meeting to see
what some alternatives are
and what we can currently do within the law.
So I would welcome us, um, set in a meeting
after to DCUs how we could rectify the situation.
Absolutely. And I will ask that, um, the 20
and 24 that, uh, those of us
can be a part of, can join in on that conversation.
I have no problems with helping to lead. You're the best.
That's all. Thank you. Thank you. Breath of Fresh Air.
A procurement officer that actually procures and shows up.
Alright. I think what she's, uh, what she's alluding
to is the, um, need for those
wards or, or geographic areas, uh, needing contracts
of their own versus being lumped in with some of the larger
contracts given their volume.
And I think as you talk about breaking down the, um,
work further, uh, this may be something
that could be carved out, uh, given its proximity,
may be creating opportunity from some local business,
other ideas that may work.
Uh, 'cause the vendor that's working in their
area just has not been able to keep pace
with what's going on.
And, uh, one model that I, I think I've seen work very well
is that CHA, I mean, CHA has a vast,
I don't think they have many, as many lots as we do,
but when I look at the CHA work in,
in my own ward versus the city work,
there's a clear cut difference between the two.
Now I will admit that the city work has become better
over the last five years.
There's no question about that, but there's still room.
And I think what CHA is doing, uh, don't know
what they're paying for, don't know any of that,
but their product at the end of the conversation is
what I think many of us would like to see on some
of these other vacant lots that they exist.
So if you could look into that
and potentially even look at sourcing, even some
of those same vendors that are doing that work,
it may be a win-win type of a situation.
So,
Thank you Chairman. We'll
convene a meeting and take everything
under consideration.
Okay. I think we've got everybody on their first,
uh, you two.
You good? Okay. You're up.
Thank you Chairman. Um, through the chair.
Uh, commissioner, could you provide
or if you have that, uh, handy,
the veteran business enterprise numbers?
I know there's been discussions around,
Oh, I do have that number.
Okay. I'm gonna turn it over to Jesse Cortez.
Thank you for that question, alderman.
Um, in regards to the VBE program, which, uh, uh, you know,
recently has been increased to 3%, um, since its inception,
we've, uh, allocated about $43.3 million to VBE firms,
rather through subcontracting or contracting opportunities.
Of that, we've had about 9.6 million paid out to date
so far, which is about 22% of the total value.
Um, and, uh, as of January to, to this reporting period
of about 1.7 paid out to VBE specifically,
What's the percentage?
Uh, our, our trending percentage, uh,
it's just under 1%. Okay.
So, but,
but that was, uh, we've, we increased it this year to three,
so we're gonna do some
aggressive outreach to get more firms.
Yeah. Cool. Thank you. Um, the, um,
does the Department of Procurement services,
do you guys collect like fines
or penalties when, uh, contractors
haven't fulfilled, um, their contractual, uh, requirements?
Whether it's, whether it's
through goals, whether it's through workforce?
Um, yes. Alderman, when the Department
of Procurement Services does implement our liquidated
damages process when a firm does not meet their,
meet their minority women on Gold and their workforce goal,
What's that amount?
I'll turn it over to our, my legal counsel. Thank you.
My goodness.
Hi, Courtney Dedas attorney.
So, um, in total this year it was 268,000.
That was 110,000, um, for MB
and WBE shortfalls 10,000 in Chicago residency shortfalls,
uh, 10,000 in project area residency shortfalls,
and 138,000 in shortfalls
for the equal employment opportunity.
Gotcha. And where are those funds utilized?
How are those funds utilized?
Those four, the Thank you alderman for the question.
Those funds are utilized
to enhance the minority and women owned program.
So like with our assist agencies, is that
how it's used or it's through staffing.
How, what do, what do you mean by that?
Whatever, uh, it could include that, yes.
Working with our assist agencies.
Um, it could include staffing in the like.
Gotcha. And then do you wouldn't happen to know
what the other departments that have compliance
and procurement and what fines and penalties
or liquidated damages that they collect?
We don't have their numbers. Okay.
Um, when you're collecting those, those fines
and penalties, is that part of the corporate fund?
Or how, how are those dollars captured or identified?
They're captured in our allied funds
outside of corporate funds.
Okay. Where's that in, in your allied funds?
Yes. Okay, because I don't see that line item.
I was just curious. I see,
I see Corporate fund, water fund, vehicle tax fund,
Chicago Midway and Chicago O'Hare airport funds.
I'll turn it over to my
budget director, Steve Loda.
Uh, Steve Loda, deputy Procurement Officer.
Thank you for the question. Um, the Allied fund,
it's an alias actual fund is called zero B two four,
and that is a type two fund, which is used
as a discretionary fund under the authority
of the Chief procurement officer,
and cannot be used by any other department
or for any other reason than to improve the MWB program.
So it's not listed, per se, as part
of the department's budget annually by OBM.
So does, so you capture those dollars.
So the body has given the Chief procurement officer
the sole authority to appropriate funds without coming
to the city council for approval.
It, it's her authority to utilize the funds is
through ordinance that was approved by, by city council.
Okay. Interesting. Okay.
That's it. Um, chairman, thank you.
Okay. Um, I think we, um, any other questions?
Okay. Alright. Well, um, there definitely is, uh, room
for opportunity here.
Um, I will, um, through, uh,
probably will be a, uh, probably over the committee of, uh,
contracts, uh, oversight
and equity, um, on some periodic basis need to come back for
additional review relating to the, um,
efficiencies pointed out in the Ernst
and Young report to track progress related there too.
Um, I am hopeful that we can,
number one, get the generalized spending of the city, uh,
under one set of rules and purview.
Um, I know that may cause some pain
and consternation for some of those departments that have,
um, independent contracting or procurement authority.
Uh, however, um, there's something either a,
we need to fix for all departments
or, you know, b we need
to go in one direction or, or the other.
And I think we probably need
to be moving more towards centralizing services, even
to the point that, uh, alderman Riley talked about where we
begin a centralized conversation even
with our sister agencies
because we're all purchasing the same paper,
the same whatevers, uh, we're all,
we're all purchasing a lot of the same material.
So, uh, I hope that you
and your team take a lot
of this conversation under advisement.
I am fairly sure that, uh, we'll be looking
for updates on the matter in a fairly short of probably Q1,
Q2 of 2026.
So, uh, we don't want that to come as a surprise to you all,
uh, related to, uh, our expectations, uh, on saving,
uh, saving dollars.
So, alright. With that being said,
the committee will stand at ease, uh, while Department
of Environment, uh, comes in.
Thank you.
Good evening. Uh, the committee will come back to order.
We will do our final Department of the day,
which is the Department of Environment, led by,
uh, commissioner Tovar.
We'll have a brief, uh, opening statement, um, I'm sorry,
a brief overview from Council Office of Financial Analysis
by, uh, Ming Chloe Ming ing.
Then we will have, um, opening statement
and introductions by Commissioner Tovar, Chloe.
Thank you, chairman. Good afternoon, chairman Irvin,
vice Chair Lee, and the members of the City council.
This is Chloe Eiti, Maine for the Council Office
of Financial Analysis.
I'm here to give a brief summary for a Department
of Environment for fiscal year 2026.
The department's proposed budget is $52.42 million
compared to previous year.
That's a $50 million increase also,
uh, equivalent to a 2000% increase.
The department's budget has 9.7% corporately funded.
As for the personnel, it has allocated $6.94 million
and non-personnel cost is
$45.48 million for fiscal year 2026.
The Department of Environment has budgeted 17 nine full-time
equivalent positions.
That is a 65 positions more compared to the last year.
Also a 464% increase.
This slide gives a detailed breakdown for the appropriations
by category and fund,
and we can see that the major increase
of $44 million is from Grants fund, specifically nine
to five F Federal Grant Fund.
Looking historically, the Department of Environment has
received $52.42 million,
and that's around $50 million increase
compared to 2025.
And it has also increased
by 65 full-time equivalent positions budgeted.
This concludes my summary. Thank you.
Thank you, Chloe. Uh, commissioner. Commissioner.
Thank you, chair Irvin. Um, and Vice Chair Lee.
And thank you for the opportunity to be here today.
Um, my name is Angela Dova.
I'm the Chief Sustainability Officer
and the Commissioner for the Department of Environment.
Um, I'm joined here at the da, um,
by our deputy Jared Paulo.
Um, our director, Lindy Wardlaw in the box.
And to my right, I have, um, our project manager, Gabby,
Gabby Wagner Soro, our director of public affairs.
Katie, osha, our administrative manager,
Megan Willis Johnson, project Manager, Joe AKIs.
And then in the back to my right, uh, we have Sophia Vela,
our project manager, Jackie Wrigley,
our senior water policy advisor,
and our policy analyst, Avi Lon.
Um, virtually we have our project manager,
Tanis Williamson, joining us as well.
Um, and if I may chair, I'd like to begin
by just providing an opening statement.
Um, good evening, vice Chair Lee, chair Irvin
and members of the City Council.
Thank you for the opportunity to present the FY 2026 budget
for the Department of Environment.
The proposed budget represents a major milestone,
the realization of the department's restoration efforts
initiated by Mayor Johnson in 2024.
Through this year's budget,
the city will bring key environmental functions back under a
single department, streamlining, coordination
and services, while strengthening Chicago's leadership on
climate and environmental initiatives.
The FY 2026 budget elevates the city's commitment
to advancing su sustainable solutions for all
of our 77 communities by establishing a centralized
and accessible hub for environmental leadership.
Once completed, the consolidation will position DOE
as the city's central authority
for environmental policy compliance
and programs, aligning environmental justice,
regulatory functions, and sustainability efforts under one
roof throughout 2025, DOE worked closely
with OBMA steering committee
and partner departments to design an efficient structure,
align administrative processes and prepare for staff
and program transfers.
The FY 2026 budget now completes this consolidation,
providing the resources
and authority necessary to fully realize this plan.
This plan only, uh, reflects only one of many efforts
that this dedicated team is proud to lead
during FY 2025 DOE Advanced Citywide
Environmental Initiatives.
While laying the foundation for this consolidation,
key accomplishments included completing hiring under the
existing corporate budget, expanding administrative policy
and technical capacity to deliver environmental programs
and coordinations across the city.
We introduced the Hazel Johnson Cumulative Impacts ordinance
and partnership with C-D-P-H-D-P-D cdot members
of the City Council
and Community Leaders proposing an improved framework
to address pollution mitigation for the heaviest
and monset intensive land uses.
In partnership with two fm,
we achieved a hundred percent renewable energy
for all city operations while leveraging equitable
investments to increase access to workforce development
and solar training for all Chicagoans.
We partnered with the Department of Housing
to launch Green Home Chicago, a one
to four home retrofit program focused on reducing the energy
burden that low income households bear.
We also partnered with two FM to install lighting
and HVAC retrofits
and rooftop solar panels at two Chicago public library
branches, making these neighborhood hubs more energy
efficient and reducing operational cost.
We collaborated with D-W-M-C-P-S
and MWRD through the space
to grow initiative transforming schoolyards into
multifunctional green spaces that manage stormwater
and reduce urban heat.
Two new sites were completed with, uh,
five additional schools to be unveiled in November.
The FY 2026 budget completes the formal consolidation
of environmental functions within DOE
and provides the framework for long-term coordination,
accountability, and policy leadership
doe's key 2026 priorities include
the finalization
and transfer of environmental programs of staff
and into DOE, aligning the city's environmental functions
under one administrative structure.
We will guide the city departments
and sister agencies in carrying out the Environmental
Justice Action Plan, ensuring consistent integration
of equity principles and policies
and operations to advance cleaner air, uh, greener streets,
and healthier, more resilient neighborhoods.
We'll partner with DWM
to release a citywide the first since 2014
green infra green storm water infrastructure strategy
to enhance climate resilience
and environmental equity by using natural systems
to manage runoff and reduce flooding
and overburdened communities.
We will advance policies
and programs that reduce household energy burden,
promote clean energy adoption,
strengthen utility partnerships,
and support local workforce development.
In partnership with DPD,
we will continue advancing a coordinated approach
to remediate and repurpose city-owned vacant lots,
aligning cleanup with housing
and community redevelopment goals.
And we will expand upon our existing goal of responding
to 90% of environmental complaints through 3 1 1
with an established deadlines
and focus on deeper partnership building and ED education.
Do we looks forward to continuing its close collaboration
with this council, OBM, our partner departments
and sister agencies as we complete this consolidation
and move forward with a unified, efficient
and accountable environmental department.
Thank you for your continued support
and commitment to a more sustainable and equitable Chicago.
And I'm Hans, I'm happy
to answer questions from this council.
Thank you, commissioner. Uh, we'll start with, uh,
chair Hatton.
Chair Maria, can you hear us?
Yep, I can hear you. Can you hear me okay? Yep. Yep.
Awesome. Thanks Chair. Um, and thank you Commissioner.
Hello to you and your team, everybody in the box.
Um, uh, I, um,
I'm happy we're here.
Um, so I just want to commend you.
I know you and your team have been working very hard
and I'm, uh, on behalf of, of course, the city.
Um, of course our, my Committee on Environmental Protection
and Energy and, you know, just personally, um,
and seeing you, um, you know, start this plan
and being at this point where the,
the growth in the HAP is happening.
I know it's not the end of the road for the Department
of Environment, but this is a, a huge milestone.
Um, so a couple questions.
Um, just, you know, in this proposed budget, right,
your department is receiving, uh,
almost $45 million federal, uh, grant.
Um, could you, uh, share with us a little bit about
what those specific grant sources are?
Um, you know, are any pandemic era grants
and what's your kind of general sense maybe of when,
when these funds would sunset?
Sure. Thank you for that question.
And if I may, just before I go into the answer,
I just also wanna thank you
for your leadership chair Hadden.
Um, I know that we've been talking about the Department
of Environment and expanding its capacity
and resources for many years now.
Um, it's truly a team effort.
I know that many people have been advocating for this, uh,
both in council, um, you know, and broadly across the city.
So I also wanna thank you
for your leadership on this effort regarding grants.
Um, you know, one, one thing to mention
and one thing to point out regarding our budget, um,
and these grants is that one of these grants in particular
is a federal grant that in total, uh, is, uh, totals 44,
um, mil over $44 million.
And this grant in particular, um, you know, it, it, um,
it makes our budget appear as
that we are receiving an influx of funding in reality.
Um, the $44 million grant is a re reserve fund
for from the EPA.
It's a reserve fund, um, particularly
for the environmental cleanup of one community.
Um, this is a community
that historically has had some radiation exposure.
So anytime, um, a city agency
or a private developer does subsurface work in this area,
the city is able to, um, to draw down funds from the EPA
to monitor, um, radiation exposure
and to also support, um, the broader cleanup efforts.
Um, so I do wanna point that out.
This isn't, um, you know, an increase of an influx
of funding coming in, but this is, um, you know,
solely one large grant that, you know, makes our, um,
our grant budget look substantially
larger than it really is.
Um, the city does not have access to
that fund for any other use.
It is purely limited, uh, to, to that specific, uh,
cleanup effort in in that particular community.
So the EPA has already designated the cleanup area for that,
and it would only be if there was subsurface work in
that particular community that we would be able
to draw down that fund.
Um, we do have two positions
that are sup supported currently
that support cleanup effort, um,
both on the environmental remediation side
and on the inspection side, um, through that grant as well.
Did you want, would you like for me
to go into more detail about all of the grants, uh,
that the, that the department will take on?
Or if you, is it just that one in you
Can I, I mean, I think it's helpful if you want
to take just a few, uh, a, a moment to do so
and then I've got a couple more questions.
Sure. In addition to that, we'll have, um,
a $563,000 grant.
Um, this is a grant that is, um,
through CDBG funds through hud.
Um, this grant in particular supports, uh, uh,
the National Environmental Policy Act, the NEPA reviews
that the city takes on, uh, for various city departments.
So the environmental remediation team
does NEPA reviews on behalf of the city, um,
for D-P-D-D-O-H-D, wm,
C-C-D-P-H-M-O-P-D, and DFSS, um, and so, and,
and as well as sister agencies as well.
Um, so in particular, uh, we do NEPA reviews for CHA, so
that funding will be used, uh, to support that effort.
There is a, um, $483,000, um,
energy efficiency
and renewable energy, um, conservation block grant,
uh, that we received.
Um, that is a shared fund by, um, DOE two fm
and CDOT CDOT is using their funding
for their ev um, charging plan.
Uh, the, the, the charging infrastructure plan
that they're putting forth, um, two FM is utilizing
that fund, uh, for energy audits so that we can continue
to identify strategies, um, to, um,
invest in energy efficiency measures
and reduce costs in our building.
The first part of that is, of course, um,
conducting an energy audit.
And so some of that fund is being utilized for that.
Um, in addition to that, uh, we have a, uh,
brownfield cleanup, um, totaling 450 400
and, sorry, $445,000.
Um, that is from the Office of Land
and, um, emergency Management Brownfields program.
And that is particular, in particular, that is for the, uh,
Kimball Cleanup project.
Um, we also have a $410,000 grant, uh,
from the, uh, EPA and it's an, it's an IEPA, an EPA.
It's, it's an EPA funded grant.
And then we have an EE, uh, an MOU with the, um,
Illinois EPA, um, that's
for the air pollution control program.
I'm gonna, I'm gonna, uh, interrupt you here. Okay.
Um, commissioner, uh,
and actually one of, one
of the grants you mentioned actually
brings me to another question.
Um, your department has actually, you know, uh,
had some success in retrofitting right?
Some of the city's libraries,
and I know you talked about, right, like this audit.
So do you have, or could you speak a little bit more about
plans to scale up any of these projects
to other city owned properties to like, kind
of help us on energy savings and, and money saving?
Sure. And let me expand on, on what I, I said already.
Um, you know, we have a wonderful team
and a partnership with, um, two FM with our fleet
and facilities management team.
Um, you know, they have a dedicated energy manager.
And, um, you know, we believe, uh, collectively
that there are cost saving opportunities in,
in energy efficiency, right?
If we consume less energy, um,
as a city in our building operations,
then we can likely drive cost savings.
And so the first step in that process is
to do energy audits, to understand, um,
how city buildings are functioning
and where there are cost, uh, saving opportunities.
You know, utilities have incentives.
Um, you know, the state may have incentives
for different measures.
And so, um, we're working with two FM now.
They're utilizing the E-E-C-B-G dollars that I talked about,
um, to do that first wave of, of assessments.
In addition to that, we have also done a pilot project.
Um, we, we have started a library solar project so
that we can demonstrate, um, you know, what
that cost savings can look like
and how we can invest in our neighborhood hubs, right?
Um, libraries are the first point of entry
for city buildings across, uh, our neighborhoods.
Everybody is familiar with their library.
And so to demonstrate the value of energy savings
and clean energy, um, we, we chose libraries first.
Um, as that investment, we want our libraries
to be operating for a long time.
We want them to be functional, we want them to be clean.
Um, and so it's been a really wonderful, uh, partnership.
We've already caught the ribbon on two libraries.
Um, we, uh, have worked on the South Chicago Library as well
as the Humboldt Park Library.
And we have, um, three, two more libraries,
um, that are, that are in the queue, um,
that are in the process now of beginning their retrofits.
No, that's great. I've got two more
questions I'm gonna throw out here.
I know my time is almost up
and I, I won't need a round two chair.
Um, uh, last year, um,
I know we transitioned, right?
Building benchmarking to your department,
and it's my understanding that the position for kind
of enforcement, um,
for the ordinance hasn't been filled yet.
Um, so, you know, this is a revenue generating position.
Um, now that both benchmarking
and environmental enforcement have been transitioned to DOE,
do you have a timeline for kind of posting
the revenue generating position?
And then my second is just, um, if you could,
and this could be through the chair, um, uh,
the federal grant you received in 2024
for climate infrastructure funds.
Could you give us an update on the status
of, of those projects?
So that could be through the chair,
but, uh, that first question about the benchmarking
and the, uh, open position there.
Sure. So we do not have an open position, a budget line
specifically for, um, a, a position for benchmarking.
Um, we do, however, I, I am pleased to say, you know, we,
we transitioned the benchmarking program over
to DOE last year.
I'm very, very pleased to say that we, um, went
through a competitive process, an RFP process.
We, uh, have selected a new contractor, um,
which is very exciting for us.
Um, we really, through this competitive, um, RFP honed in on
and ensured that we were thinking about process
improvements with the program.
Um, and one thing in particular that I think is important
to name is that the benchmarking, um,
program has something called a covered buildings list.
It's a list of buildings, um, that are required
to adhere to the policy.
Um, that list is difficult, um, has not been updated
as frequently as it needs to be.
Um, within the commercial building sector, we see frequently
that ownership changes hands.
And so, um, you know, we have,
have seen compliance go down slightly.
Um, we, we still have a very high compliance
rate for benchmarking.
Um, but, you know, we have been worried
and concerned that perhaps the,
the requirement has not been making it to the developer.
And so there is a requirement within the new contract
that the, um, covered building list gets updated, um,
on a regular cadence.
In addition to that, we have some new improvements coming.
You know, the other element of this
that we really wanna stress in addition to enforcement, is
that we want to ensure
that building owners are educated both on the value of
what benchmarking, uh, brings to the city,
and how that reporting can lead
to cost savings for their buildings.
And so, really focusing on the educational elements
and the training are two new improvements that you'll see
among others with the contract.
Now, regarding the, um, enforcement element of that,
because these regulatory functions have transferred
to our department, or will transfer to our department,
you know, one thing that we want to explore is, you know,
how we can allocate some time from some of the inspectors
that are coming to help to enforce this program.
So that's a work in progress.
Um, and we look forward to giving you an update on the new
contract and in this element as we work through that
with both our law department
and, um, with our inspection team during the transition.
Thank you for that. So maybe just
that follow up then, through the chair.
Um, uh,
'cause you know, this was potentially a revenue
generating position.
And so through the chair, if you could, um, share
with us more details about, um, you know,
the enforcement for the building, benchmarking the timeline.
I think for the contract, maybe the terms of what
that looks like of what the contractor's going to do, um,
you know, knowing that the, the in-house position is gone.
I, I think that's just the question then.
Like, hey, you know, there's kind of millions
of dollars potentially, um, that we, we could have there.
So, through the chair, follow up on that.
And, uh, thank you commissioner and thank you chairman. Vin.
Thank you. Thank you Chair, uh, Altman Ramirez,
followed by Altman Chel Lopez.
No, good evening chair.
Um, I just wanted to give you that to give, um,
your department an opportunity, thinking about 20 23, 20 24,
and how important the Cumulatives Impacts assessment was.
And just, you know, kind of preach to us, talk to us about,
you know, what 2026 may look like
as we indulge in the policy that we're trying
to pass now, and why that's important.
Sure. Thank you so much for that question.
Um, you know, as, as you know,
and as others may know, um,
the cumulative impacts assessment, um,
this has been a years long, uh,
or years, a multi-year effort, um, for the City of Chicago.
And, um, as you mentioned, Alder women.
Um, this is a process that started in, um, 2022
as our health department
and other epidemiologists across the country started
to think more expansively about
how we understand the burden of pollution.
You know, we have been, um,
in the city tracking that in two ways.
One, looking at air impacts
and looking at tra traffic impacts.
And what the science is telling us is, um, you know, we have
to think more expansively as we think about, um, the,
the, the cumulative burden.
All of these, um, you know, all of these sources
of pollution add up
and, you know, they present a tremendous burden.
And when we have communities that are grappling
with other health and environmental disparities,
that pollution exposure is felt differently, right?
And so it is an equity issue,
and it's important for under, for us to understand
that people in our communities experience
pollution in different ways.
And so, um, in 2022, and,
and revealed in 2023, um, we worked
with the health department on, uh, and,
and with community, right?
We, we casted a wide net, um, reaching out to individuals,
sector leaders across many different sectors.
We had town, town halls, um, to talk about the burden
of pollution and what that meant for people, what that meant
for workers, what that meant for business owners, what
that meant for community folks.
Um, and we presented a report with that report.
Um, we identified and,
and, you know, really utilize the, a, a map to just show,
look, pollution exposure varies in different ways.
And, you know, some communities are
more vulnerable than others.
And as we think about future policies, we have
to think about that from an equity standpoint, right?
Understanding that, you know, where you live is a factor in
how we should build policies to support, um,
pollution mitigation.
So, um, we named a suite of strategies within that report,
um, to talk about, you know, ways that the city can improve.
And in fact, um, you know, um, our ej, uh, project manager,
Gabby, has been leading the city
and across departmental effort to think about how we can,
um, mitigate pollution,
and in particular, even with city operations, right?
What are things that we can be doing as a city
to reduce pollution birding across our neighborhoods?
And that's everything from planting trees, right?
To air quality monitoring, um, to bringing resources
to our communities, you know,
our CLI climate infrastructure fund dollars.
There's so much investment that we could be making
as a city, um, within our communities.
And then the other element of
that is the policy element, right?
We, we also wanna make sure that we are updating
how we evaluate our heavy, most intensive uses, um,
by understanding how to do
that from a cumulative perspective, right?
So, so looking at the cumulative impacts,
and so that, that policy, um, you know, the, the,
the Hazel Johnson Cumulative Impacts ordinance really is a
refresh of a policy that already exists today.
You know, the city already has an air quality,
um, zoning policy.
And this is really updating the methodology
by which we evaluate those buildings utilizing this, um,
this important new way of, of how
to evaluate pollution across the city.
Thank you so much. Um, I'm really interested, um,
in hearing from you about green storm water,
storm water infrastructure,
particularly on the southwest side of Chicago,
since we were hit so hard this summer.
Um, just curious about, I guess, investment
that we could be looking forward to in 2026.
Sure. So, I, I will start.
Um, there's, there's a number of exciting things
that we have, um, going on.
Um, and first, what, what I'll just name is,
um, you know, I'm really proud.
Uh, we have Jackie Wrigley here on our project management
team, um, who's our senior water policy analyst.
We have been working, um, over the course of this year
to think about green storm water infrastructure.
And the important thing
that we've been doing is working in coordination with DWM
to align our departments, um, on a cohesive strategy related
to storm water infrastructure.
We all understand the value,
and we know that our infrastructure departments are doing a
tremendous job of, you know, doing infrastructural, uh,
investments to alleviate the burden of, of flooding layered.
On top of that, there's an opportunity for us
to be thinking about green infrastructure, um, whether
that's, um, you know, things like bios, swales, right?
Rain gardens, um, trees, there's so much, um, in terms
of co-benefits that green infrastructure brings.
Um, and so we have been leading
this green infras stormwater infrastructure strategy.
This is the first time since 2014
that this city has done a green infrastructure strategy.
And the point of this report,
and this plan is, you know, we,
green infrastructure is led by
so many different departments.
Um, you know, CDOT has a very successful green alleys
program, for example, we have our, um, you know, foresters
and, and two departments that are leading on tree planting.
We have, um, you know, uh, DWM
and Department of Environment working with MWRD
and CPS on space to grow.
So there are all of these, um, you know, efforts
that are happening that are underway by various departments.
And we wanna just make sure
that we have a uniform plan, right?
How are we coordinating? How are we building efficiencies?
How are we talking to each other?
Um, you know, where are there opportunities
to share resources?
Um, you know, how do we collectively think about
maintenance, workforce development, every element
of green infrastructure?
And, um, you know, we've done that plan.
Um, we've, we've developed that plan,
and we have also utilized, you know, really taken that
to communities and have done a lot
of really great community engagement to ensure
that people can weigh in.
We wanna hear from folks with lived experience.
What has flooding meant to you?
You know, what can the, the prospect
of new green infrastructure bring to your communities?
Why is that important to you?
So we've gotten a, a lot of really good feedback,
and we'll be, um, releasing the plan in 2026.
Well, that was a good segue
for really my third and last question.
Just curious, I'm always curious like
how on ward level you would like to see us better engage
or even just offer services to our residents.
And so, you know, whether we wait for your plan on 2026,
or if there's anything that you wanna shout out just
to make sure that we know
that we can be better partners with you guys.
You know, I, I'm really looking forward
to this transition, and I think that
that presents an opportunity to come back together.
You know, I think one of the things that I,
that I think it why this transition is so valuable,
and I'll give you like a real life example of this.
I get calls from alders every day that are asking for help,
whether there's, um, you know, an environmental issue.
Some folks wanna know about clean energy, um, you know,
some folks wanna know about, um, you know, yeah.
Noise or compost, right?
The majority of the time I am deferring them
to other departments
because people think that our, the Department
of Environment handles this today, and we don't.
So what I think that this transition does, um,
it really consolidates these functions under one umbrella,
and it allows us to say, yes, we are coordinated.
Yes, we are working together.
There is a one stop shop for what, where you need to go
as the city for environmental services.
Now, that is a tremendous improvement from where we've been.
And I think that the opportunity to bring that
and to socialize that in all 50 wards, again,
what functions we do bring, right?
We, we no longer want you to have to navigate
through four different departments to get you an answer.
If you have a problem related to the environment,
we wanna be able to, to, for you to come to us
and for us to be able to serve you better.
And so that brings the possibility
of us really coming back out to the wards
and doing better engagement
to reintroduce this more robust version of the department.
So I'm very, I'm really looking
forward to that in the coming year.
Yeah, so beautiful. So, congratulations. It's so exciting.
Thank you. Just within the last couple years
that I've been here, that you guys have the capacity,
like you're saying, consolidating the work
and really being able to function at better capacity.
Maybe not full capacity, but better capacity.
So, thank you, commissioner. Thank you.
Thank you. Altman, Altman, CCHE Lopez.
Thank you chairman, and thank you commissioner.
Um, I'm very grateful that we have, um,
finally a department of the environment.
I think that this, this budget, um,
certainly expand on the promise to have a,
a fully fledged department, something that,
um, the mayor committed.
And, and I'm grateful
and, um, I commend you for these efforts.
I think it's been a long time coming,
and I think your leadership has been instrumental
to get us to this point.
Um, I will follow up a little bit on the conversation around
the community impact, um, ordinance
that the interdepartmental efforts to ensure
that we mitigate pollution in a time
where the federal government has completely, um, neglected
that responsibility and, uh, actually pushing us back,
I don't know how many, uh, not even decades,
generations when science is denied.
So certainly this is a critical effort in a time
where the federal government is completely bought up
by corporations and, and polluters.
Um, my question around the, the,
the community impacts in particular, as you know, we have
many, um, many schools, I think
that you mentioned in your introduction in our industrial
corridor, not only we are close to industrial corridor
that is close to residential,
but specifically around the schools, um, in, in terms
of the greenes in green infrastructure expansion, um,
as well as inspections, regular InSpec inspections
that in the past were not happening, so
that we can hold some of these companies accountable, um,
around the infrastructure oversight.
And, um, and how this perhaps
around the ordinance will complement the work
that the department is doing
and how this vision connects with the C impact.
Because I know there is a lot of things
that you're doing proactively,
but without a framework, I'm concerned
that we will not give you the tools that you need, uh,
to push us forward in that vision.
So my question is around the community impact
and how it relates to the goals that you set up in your, uh,
why it's important that we push for that,
especially when it comes to inspections and in,
and the green infrastructure
that you laid out in your intro.
Sure.
Yeah. You know, thank you for the opportunity.
Thank you for asking that question.
And, and you know, I, I will say that, that I, I,
I will just underscore
that the cumulative impacts assessment is such
a valuable tool, right?
Again, you know, this is how we as the city understand
what the, how the burden
of pollution varies across different neighborhoods.
I think the most important thing about this is
that it highlights that our communities experience pollution
in different ways, right?
We, you and I can be coming from two different communities,
have the same poor air quality,
but if your community has a higher rate of asthma,
you are going to experience that as a community differently.
And we as servants, right, as people building policy
and programs have to understand that
that varies across different neighborhoods.
Um, so it's an important lens for us to think about, um,
how we, you know, advance a lot of our work.
Um, I'll give you, um, a couple of concrete examples.
You know, we use that same lens as we do think about greens.
I know you mentioned green storm water infrastructure.
Um, you know, we have utilized that, that sort
of equity lens, that cumulative impacts lens, um,
to identify how to prioritize schools, um,
schools in different communities.
We have different flood vulnerability.
I know that all the women mentioned the Southwest side
experience a lot of flooding.
We know that the west side has also experienced a
tremendous amount of flooding.
Um, you know, we have vulnerable communities
that experience climate change differently.
Pollution exposure differently
and understanding it from an equity
perspective is so critical.
So, um, you know, green infrastructure, stormwater is, uh,
stormwater infrastructure is one
example of where we've done that.
Um, you know, as we've worked and partnered with Streets
and Sanitation on planting new trees, we've done that.
Um, you know, as I mentioned
before, um, Gabby runs a cross departmental team
that's looking at how we invest different resources across
the city using that lens.
And certainly as we transition
and bring regulatory efforts back to the department,
that is another opportunity to think about, you know, how we
structure, um, our operations.
And so, you know, our transition is a work in progress.
Um, the, the specific question about how that will apply
to inspections is not something
that I can truly answer today.
I will say that the,
the health department has been an incredible
partner, as you know.
Um, they've been thinking about cumulative impacts leading
on the assessment report,
and of course, being a partner
as we've been thinking about policy development.
And then in addition to that, of course, as you know,
they have now advanced this very robust air
quality monitoring network.
So we are grateful for the progress that they've made
as this transition happens.
Those are certainly conversations that we'll be having about
how to continue to think about advancing, um, our work, our
and our, and, uh,
and advancing our really important work at the de department
through an equity lens as well. Mm-hmm.
Thank you. Thank you, commissioner, and,
and understand in terms of, you know, just,
I think you got about, you may have about 33 positions
for inspections, and I know that that will, hopefully
with this, uh, moving forward,
we can have a conversation in the future, um, in light.
I have a, I have a meeting, in fact tomorrow with some
of the community groups concerned about some
of the big development happening in industrial areas in ous
silos as well as energy, um,
where there's no disclosure or plans.
And it seems like they keep moving, um, almost by, right
as the industrial corridors in the past, um, um, used
to operate with these new lens
that are especially around policy.
And that's what I bring up that ordinance as a potential,
uh, help, you know, so
that we don't continue polluting the same areas
that are in need of advocacy.
How do you see the role of, you know, the department along
with council members around permits
and things that we can do to shape some of these, um,
projects to be more in line with sustainability and,
and the goals to address, especially the heat map, I mean,
or heat map as, you know, just like in the south side,
in many parts of the southeast side is extremely high,
and we're trying to make work,
but if we continue to allow operations by Right,
it is a concern that we're not making enough progress.
So that is, in terms of the policy component,
how do you see maybe this helping us in that line?
Sure. So, you know, I think
that the cumulative impacts ordinance, um, you know, it, it,
it, it, it applies to the heaviest, most intensive uses,
um, in the city, right?
And, and so I think that that's so important.
Essentially, what the ordinance is asking us to do as, um,
as policymakers, it's saying, you know,
these are the heaviest,
most intensive land uses in our city.
They have the greatest potential to, uh,
pollute emit pollutions, right?
And so they're gonna be the highest impact
land uses that we have.
Let's take a look at that, right?
So our epidemiologists
of the health department have helped us
to change our methodology
to understand the cumulative burden of pollution.
So we're looking at that now.
We're understanding that pollution
varies across different neighborhoods.
Let's apply that methodology to better understand
what the potential environmental impacts are,
and to talk about how to mitigate that.
And that's such an important conversation
for us to have, right?
It truly offers us an opportunity to work hand in hand,
not only with, uh, the developer, um,
but with the, the community at large to say, you know,
here are a suite of mitigation, um, mitigation, uh,
commitments that we can make for this proposed development
that the developer can make.
Um, so that we can alleviate any potential impacts
on the surrounding community.
It gives the developers the reassurance
that they're working, um, in good faith.
It, it, it gives us the reassurance
that we have put every measure forth so
that we can protect people.
It's a win-win for both, um, you know, our communities
and for, um, the developer as well.
And, um, I think it's a great demonstration of
how we can continue
to support good economic growth in the city,
while also making sure
that we have environmental safeguards in
place to protect people. Mm-hmm.
Thank you. And my last, my last question is
around the energy efficiency and cost of cost savings.
I think that you have, uh, you know, definitely a lot of,
a lot of great proposals around home retrofit
and repair programs, and there's also the energy transition
and affordability, especially in a time, uh, like this.
Um, so just if you can expand,
and also there's a pilot that we've been looking at also,
um, is in Boston to the decarbonize, uh,
public housing, for instance.
Um, so there's anything like in connection with that,
you know, I think this pilot includes window
heat pumps, for instance.
So anything along those lines.
I know that you already, you know, mentioned that,
but just if you kind of fleshed out a little bit more,
and maybe if you thought about this kind of pilots
and how, you know, as a chair of the housing,
I'm interested on affordability
and also de carbonization around CHA, for instance.
Sure. And you know, I, I will say, um,
I am really thrilled to see new leadership,
the new environmental leadership at CHA.
Um, they have a new sustainability team there.
You know, we're really looking forward to working with them
to think about some of these exciting, um,
these exciting clean energy innovations that we're seeing.
You know, Bostic public housing is doing
some really incredible work.
Um, the New York City Housing Authority has also done some
incredible work, um, you know, at the heart
of our work here in the city.
And, you know, you, you've heard the mayor say
that he would like for Chicago
to be the safest, most affordable city.
You know, really understanding
that from an energy perspective, we have the opportunity
to invest back in our buildings, right?
To think about energy retrofits.
Um, the first step in that is, of course,
lowering our consumption, right?
If we are, if we have poorly insulated houses
and we're turning on our ac,
then we are seeing our energy just literally fly out, out,
out, out the walls, right?
We're, we're, we're, we're wasting money
'cause we're powering too much
because we don't have proper insulation.
Hmm. But if we invest in energy efficiency measures,
then we're lowering the amount of energy
that we use in our buildings
that presents an exciting cost savings
opportunity for the city.
If we, if we're investing in energy retrofits,
and it's certainly from a, as we are working in partnership
with the Department of Housing, it presents an opportunity
for us to make those investments.
One unique thing about the work that we're doing
with housing is that it's also a repair program.
And I think that that's such an important component.
This program, um, green Home Chicago, it is looking at, um,
there, there are so many barriers.
So if you enter an energy efficiency program, for example,
and you're asking for the program to do, um, you know,
insulation on your walls,
and if you have mold on those walls, that is a barrier
for you to be in that program, right?
You have to find another capital source to find a way
to repair your walls to then come back
and get the insulation.
Mm-hmm. What this program does is it looks at the whole
home, it understands what those barriers are for you
to obtain the retrofit,
and it first looks at how to repair your walls
or to look at, um, you know, upgrading your, um, your, your,
your, um, your energy network within your house, right?
So it's looking at all of these different elements
to make sure that your ho your house is updated,
that you have the appropriate, um, you know, repairs done
to your home, that you don't have mold.
And then from there, we look at, at doing the retrofit.
So it's been a real, uh, you know, exciting effort to work
with the Department of Housing on energy efficiency
and on these important retrofits.
Similarly, you know, this is the type of work
that we're doing with two fm, another very exciting, uh,
prospect for the city and something
that we'd like to continue.
Thank you, chairman. And, uh, I commend you
for your leadership commissioner. Thank
You.
Thank you, alderman. Uh, vice Chair Lee.
Thank you Chair. And hello, commissioner. How are you?
Thanks for the late night. Uh, we're waiting around today.
Um, I have some questions from colleagues who were not able
to stay, so I'll start with those.
Um, looking at the expansion of your department,
um, can you talk about, here's the context of the question.
I'm not gonna ask it exactly how it's asked.
Um, with, with ordinances that are already in place,
I think there's some general agreement
that we haven't had the best record of, uh, enforcement.
Um, can you talk about why
and how bringing everybody together in your department?
'cause there, there's, I believe it's a,
is it 54 new positions for you?
54 total? I, I don't know.
I might be just pulling that number out of the air.
So the, um, it's a 65 person increase,
65 person increase.
Mm-hmm. Thank you. Um, okay.
Um, can you talk about the impact on, um,
ordinances that are already in place?
Like we, we have a problem
with enforcement the way it is now.
The, the basis of the question is basically we're,
we're not doing, we we should be doing now with,
with the way that the positions are already laid out.
How is bringing everybody together expanding DOE, going to,
um, going to make this better?
Sure. So, so when I think about, um, this, I, I,
I think it presents a, a, a number of opportunities.
Um, you know, one, I will say that, um, you know,
it, it could duplicate redundancies, right?
There are things that we may be doing in environmental
remediation that we may also be doing on the, um,
inspection side.
And really understanding, um, how both teams function
and where we can sort of consolidate
and work together, I think presents a
exciting opportunity for us.
You know, secondly, I will also point to, um, you know, part
of this process, we've, we've also built into this, um,
new transition and operations analyst.
And I, I do wanna point to one success story that we've had.
Um, you know, this involves another department,
uh, streets and Sanitation.
We worked with them, um, to overhaul the,
our Roots Chicago program.
And that is a program whereby, you know,
anyone in the city can call 3 1 1 to plant a tree.
Um, when we work together with Streets in Suzanne,
they really opened up their doors to say, look, you know,
we are, we are responding to trees.
We have a three year backlog,
and, you know, we need to analyze our performance
and our operations.
And it was the, through this partnership, through, uh,
standing up our route Chicago, that we were able to look
at their system and their operations to understand
how we needed to modernize some of their technology,
to understand how we needed to improve operations.
And then to come back with a plan to say, you know, we can,
you know, look at the way that your inspectors are going out
and improve those processes, you know, we can alleviate some
of these steps in this process
and make this a faster process.
And so I think part of, you know, why this transition is
so valuable is that this is a consolidation
of many functions, but it is also being coupled
with a pretty robust policy team that has analysts
and project managers that are dedicated
and that have a track record of working within the city
to improve sustainable outcomes for the city.
Right? We have a group of project managers
that have been tasked
with working cross-departmentally for a very long time.
You know, we partner with cdot, we partner with Streets
and San, um, we partner with DWM,
and we're tasked with leading
and advancing the city's climate action plan, right?
That same type of effort will apply internally as well.
And I think that that is the real value add, bringing
that project management lens, that ana, that
that an political lens
and applying that same commitment to process improvement,
um, to our inspections team is really what is, um, you know,
our priority for the coming year.
Um, we wanna make sure that we better understand
how this process has worked to date,
where there are opportunities to improve, um,
and to, to develop, um, improved systems so
that we can improve the progress of the team.
Got it. Um, I think a couple
of these are gonna end up being through the chairs.
Sure. Can you please provide a list of all the positions
that are being moved from other departments into the
Department of Environment?
Yes. Um, great.
And then can you please provide also a list of programs
that are being moved from other departments into the
Department of Environment as well?
Sure. Uh, here's one. I think you can just answer.
What's the timeframe for transitioning to a fully
functional, independent department of environment?
Sure. And, and I will name, um, that this is a,
this is within the proposal.
This is a phased approach.
Um, you know, there are a couple of things
that we wanna be truly mindful of
as this transition takes place.
It is super important to everyone
that is on the steering committee.
Um, you know, all of the commissioners
that are involved in the transition, that the services
that we provide, you know, on April 30th,
are the same services that we are able to, um,
provide the city on May 1st.
We understand that this team,
these collective teams provide critical
services, uh, to the city.
So we are, we are proposing a phased approach.
Um, the first phase being a March 1st transition, um,
for the environmental remediation team.
The second phase will be, um, May 1st for the,
um, inspections team.
Um, we are working currently cross-departmentally
and with a, um, steering committee that also includes OBM
and the mayor's office to understand
and to plan for every element of this transition, all
of the legal elements, um, the 3 1 1 ticketing system,
any technology changes, right?
Um, we utilize, you know, a CRM system.
We utilize Salesforce as we, you know, mm-hmm.
Um, are, are doing inspections and for the vacant land.
Um, so ensuring that we are aligned in terms of technology,
um, really understanding resources
and how we'll, you know, consolidate resources as well.
So there is a process that has already been underway, um,
that will continue to move throughout the course of, uh,
the, the well throughout the end of the year
and then in, into next year so
that we can ensure a seamless process for this transition
Phase one March 1st, phase two, May 1st.
Yes. Okay. Um, great.
There were a lot of questions on the
thing I was sent to apologize.
Um, okay. Uh, where are all
of the extra positions coming from?
Are they new? So this is about vacancies, are they,
so are there current vacancies, um, with
that 65 sort of headcount? What's
The current number? There are vacancies.
Um, we have, um, 16,
we have 19 vacancies that will, so we, we, the,
the department has no vacancies currently.
We, we are full as
You are Today. Yes. As we are today.
And then we will have 19 vacancies
Once the, once everything's transitioned over.
Once everything's transitioned.
So these 19 vacancies total,
they exist in other departments currently?
Currently, yes. Okay.
Um, so then the follow up question to this is, um,
how does this not conflict
with the current hiring freeze that's been touted?
So I don't know where these positions are.
I know that revenue generating, uh, positions are something
that are, uh, uh, I think exempted from the hiring free.
So if you can speak to like,
where the vacancies are currently.
Sure. So we will, um, we will have
to make the determination with OVM in terms of which
of the revenue generating positions we will able
be, be able to hire.
Um, I will offer
that we do have three grant funded positions
that are currently vacant that we will be able
to move forward with immediately.
Okay. Thanks for that. Okay.
Um, um,
with this expansion, why aren't we seeing the elimination
of other departments in-house environmental inspectors?
Can
You repeat the question? Yeah. With
The expansion, why aren't we seeing the elimination
of other departments in-house, uh, environmental inspectors?
So basically, if these positions are being moved from other
departments, um, the implication here is that, um, other,
these other departments will still have
positions called in-house environmental inspectors.
I don't know if that's the case. I'm just, I
Don't, I don't believe that that is the case.
Okay. Got it. Um, okay.
I'm getting to the last one from this list.
Um, there have been a lot of issues.
I, it alluded to it earlier about ensuring, uh, compliance
with ordinances that already exist.
One in particular is the building benchmarking ordinance.
I think there was recently an article
that was written about it, uh, claiming that we're,
we're basically leaving $30 million on the table, uh, for,
for non um, enforcement.
What do we need to do to, you know, make that,
have this revenue not left just hanging out
there for noncompliance?
We're just not enforcing it.
Yes. So I, I will say, you know, I, I appreciate, um,
you know, the, the advocacy around benchmarking.
I think it's a very important program, um, you know,
for our large building owners, um, requiring
that reporting on an annual cadence truly does identify
where building owners can save
by investing in energy efficiency measures.
So it's a very effective tool.
Um, that number stems from, um,
a calculation that has been utilized where someone has gone,
um, back to look at every instance
of non-compliance since 2013
and has applied the maximum fine, um,
for the entire year to every one of those non, um,
instances of non-compliance.
So that would be the maximum, total possible number
that we could generate ever from, from the existing
of the benchmarking understood program.
Um, however, I think
that there're raising an important point, which is that,
you know, our benchmarking program needs attention.
It's certainly something that we are wanna pay attention to.
We have a new contract that, um, we are standing up,
so we just inherited benchmarking in last
year's management ordinance.
We did a competitive process.
We have a new program and are very committed
to overhauling the program.
That's great. I'm gonna move on to my question. Yes.
Um, you talked earlier about grant funded positions
and, uh, grant funding that we're getting, of the grants
that you've already talked about that are included in the
budget proposal, are those funds in hand currently?
Like have we received the funding for it already?
I'm, I'm concerned about risks associated
with this current federal administration, um,
and sort of where we, we may have exposure, uh,
for things not getting funded, rescinded or clawed back.
I'm gonna, um, hand it to our deputy,
Jared pco. Great. Thank
You. Yeah, thanks. Alderwoman
Lee, uh, Jared pco,
the deputy in the department.
Um, the answer is, uh, is yes.
So the existing DOE, we have one formula funded grant,
the acronym's E-E-C-B-G, um, it's basically,
I'll never remember that. Yeah,
you don't have to remember. It's an
energy efficiency grant.
Um, we already have an awarded contract, um,
and we can draw down from that.
And that's the one that CDOT and two FM also share from.
And all three departments have been drawing down from that.
Um, all of the rest of the grants that we're inheriting are
longstanding, uh, in many cases, annual, uh, um,
funding that has been up till now extremely routine.
I, I mean, obviously we've seen some very
non-routine things happening in the past year,
but, uh, we have no expectation that these should leave
that routine status.
So, you know, the commissioner talked about
the biggest chunk of what's boosting our budget is this, uh,
this chunk of money that's from a settlement, a, a,
a contamination settlement called anadaco that's been around
for 20 years.
Um, there's a number of other smaller grants
that are coming from the inspection team that fund one
or two positions focused on a specific type of inspection.
Those have been around for many years and,
and are appropriated annually in many cases, IEPA.
So for the most part, uh, we feel pretty confident
that these are, uh, funds that are, that are in place.
There are some other federal grants that we worked
with other departments to, um, capitalize on the IRA
that are stuck through various decisions
that the federal government has made.
Uh, luckily for us that does not affect core operations
and even the grant funded positions that we'll be taking,
um, you know, those are not subject to the,
the competitive grant, rescinding
and freezing and all of that.
That's, that's occurred, um, uh,
over the past six months. That's great.
Um, I'm personally looking forward
to this being consolidated.
Uh, Angela, you and I have talked about some
of the experiences that we've had in the 11th ward just, um,
with trying to navigate, um, some of the air quality stuff
and like what, what role we individually play as, uh,
local older people when it comes to complex demolitions.
Right. Um, so I, I think having it all in one place is,
is going to be immensely beneficial.
Um, especially to just, you know,
cutting out the layers of communication.
Um, you know, I think everybody's tried to do their piece
of it, but what, what I felt was very lacking at the end
of the day was any real coordination.
Um, and, and that sort of placed us, I mean, Julia
and I participated in,
in one complex demolition community meeting three times.
Three, three, well, it felt like 10. Yeah.
Uh, but we had to do it three times
before we sort of got all of the right people in the room.
Um, and, and that, that doesn't engender a whole lot
of confidence on the part of
constituents at the end of the day.
Um, so I, I am looking forward to that.
Um, and really being able to, um, work together with you
to make sure that we're, we're being responsive
to the concerns of the community.
Right. You know, right now you're aware we've got people's
gases doing a remediation that's an EPA regulated one of a,
uh, of their south station, um,
guess something station in the ward.
Uh, and it's a pretty significant, um, remediation
that they're, that they're taking on ahead of schedule.
Uh, but we've had a couple of community meetings about that.
I'm looking forward to, to working with you.
There's concerns about just air quality monitoring
because the folks in the community are used
to something like a complex demolition where, you know, air,
air quality is monitored pretty much every 15 minutes.
Someone's getting some readings.
And this is completely different
because it is, you know, um, under the jurisdiction
of the federal government, we won't talk about other things
that are under the jurisdiction of the federal government
that we have no control over in this city right now.
But, um, I'm, I've had a lot
of questions from my community about what can the city
of Chicago, between Department of Environment
and the Department of Public Health, um, do to help, um,
supplement what whatever the EPA sort of general rules are.
'cause the, the underlying sort of, uh,
implication here being that it's not to the satisfaction,
uh, of the residents, uh, for their safety
and for the safety of the kids
and families that are playing in the park next door.
Um, I, I know that was a long way,
and that didn't really have a question in it,
but I'm, we're gonna work together on that.
My, my last question really is about your vacancies.
Uh, the vacancies that, that exist right now, are,
are those just on hold or are people trying
to hire actively for that now?
Because I just know that it takes time
to hire people here in the city.
Um, you know, I'm hearing something like start
to finish maybe six months, um, before folks get hired.
So I'm, I'm thinking from a budget perspective, you know,
whatever's in the budget, are we gonna have a little savings
because they may not get hired till May?
Or can you talk a little bit about that?
What, what's happening with vacancies currently?
Um, so with the vacancies currently, um,
because we will have, um, you know, we, we,
we should be allowed to hire
for these three grant funded positions.
So those will be the priority in terms of hiring, in terms
of the other, um, vacancies that we have.
Um, so that is another 16 corporate funded vacancies.
Um, we will have to identify a plan with OBM.
Um, so we will be following their guidance, um, you know,
given, uh, that their guidance is that, that,
that they're prioritizing the revenue generating positions.
We'll have to make a determination in terms of whether
or not any of these positions fall within that definition.
If they are, then we can go through the hiring process.
If not, then these positions will, you know, will be, um,
subject to the rules that will be disseminated by OBM.
So, we'll, we'll have to work with them
to better understand the timing in terms of how we can, um,
hire for these positions.
But for the three, uh, grant funded ones, we should be able
to prioritize those and get folks in those positions.
When you get us, if you can get us
through the chair responses quickly, um,
I wanna think about the other department,
'cause the other departments are coming tomorrow.
I'll probably ask this question of CDPH when they're here.
I missed the buildings one.
Um, but I'm curious to know whether
or not, how long these vacancies have been vacant.
Right. If these are positions
that we've just been carrying for some time.
And I know you talked about, you know, as you go
through the process, there's a possibility that you're going
to determine that one
or two of these positions might
be redundant at the end of the day.
Mm-hmm. And, you know, do you
change those into something else?
I don't know. But, um, I just wanna call that out, right?
Because I know as we're carrying vacancies,
vacancies cost money on, on the budget.
Um, and if we're timing these things out, there might be,
you know, every little bit counts right now as,
as we're looking to, to close this gap.
Um, I'm gonna get some additional time to talk
to you about other legislation that's coming.
I'm not gonna, we don't need to discuss that now.
But, um, you know, I think my last comment here is,
you know, for me, I'm, I'm constantly trying to, to balance
the, I live in the community.
I wanna breathe good air. I want for all of my, my family
and my, my neighbors to be safe.
Um, and I want people to be able to live
and work and play, right?
So the, the work piece of this, um, is something that's top
of mind for me too, just given all of the, the various
businesses and industry, especially
with the stockyards, um mm-hmm.
And the industrial corridors that we have.
Um, so that's always going to be sort of the,
the counterpoint to, um, in,
in our conversations just about, you know, what,
what might be proposed
and how that, uh, will, will impact people's ability
to keep jobs in a place versus
leaving to go some other place.
So that's my last comment.
I appreciate the work that you all are doing.
Um, you've always been very responsive to anything
that, uh, we've asked for.
And again, l looking forward to a, a more consolidated
and comprehensive team for you.
Thank you. Thank you so much. That's all I've got. Sure.
Thank you. Um, it's just us.
Good. All right. Well, yeah.
I see you guys are holding down.
It's the 11th and 12th ward. That's right.
We're just putting it together. Um, well, I, I, I think
that, um, uh, government goes through cycles.
Uh, there was a cycle where, uh,
we were in a consolidation phase in the
department was eliminated.
I think I might have been here for that.
Um, then, uh, we find the need sometimes
that we can't do things until we, uh,
focus singularly on them, which is, uh, we've done that
with housing and planning, uh, now
with the Department of Environment.
So I think the, uh, the role is fairly clear
and laid out of what the expectations are
from, uh, from council.
And, uh, it is our desire
and goal that you execute, uh,
in the best interest of our city.
Keeping not only citizens, uh, safe,
but looking into the future.
Uh, because we all recognize trends and, and things
and that are not looking very positive,
we do not make adjustments.
So, uh, you are charged with a fairly large function.
The challenge of your function is
that everybody may not see it directly.
And, and I think you all have a, a, a way
to help educate people on the changes that need to be made.
So there's a lot of advocacy that needs to occur on top
of the day-to-day operations of dealing
with environmentally challenged actors in
our re respect community.
So, again, uh, you know, your work is, uh, is,
is valuable, even though it may not be seen as directly
as getting the garbage picked up every week.
Uh, but nonetheless, it is important that we, uh, you know,
fund and, and give you all the resources that you need
because I think the future
of our city does depend on the work that,
and the groundwork that's been laid out for you all.
So again, uh, thank you all, uh, joining today, uh,
tomorrow we will reconvene at
9:30 AM on Thursday, October 30th.
I would like to see who comes
with the best costume tomorrow.
And, uh, we shall, uh, reconvene tomorrow,
Thursday at 9:30 AM.