Citizens across the City were able to see the same standard of maintenance regardless of the neighborhood. Utilizing the Facility Operations Maintenance Work Orders and CARE Program, AIS was able to review the work orders for repairs at every city facility by ward.  The Managing Deputy and Facility Operations Deputy were able to review the mapping of the work order sites to ensure that the work orders were distributed equitably across the City.  The impact of the program is for all citizens who visit these buildings and all City employees who work in the buildings to have the same experience.

To advance the citywide desired result around improving public health and services, AIS’s FY23 goal is increase the number of reduced carbon emission vehicles by adding 182 light duty vehicles and 182 electric vehicle charging stations. 

To advance the citywide desired result around public health and services, AIS’s FY23 goal is to include and activate solar panels on City libraries and we will target these installations in the Invest South/West communities. Our 2023 target is 10 libraries in these communities.  Where solar isn’t a viable option, alternate energy efficiency measures will be considered.

To advance the citywide desired result around contracting, AIS’s FY23 goal is increase participation in existing DPS programs, specifically through our Architectural, Engineering and Construction “AEC” bureau’s Capital Improvement Program “CIP” projects.

AIS believes that all Chicagoans should breathe air free from pollutants and have resilient and sustainable communities. AIS desired goal is to improve the overall health of the population in the City of Chicago by reducing air pollution emitted by the City’s fleet and facilities throughout the City.  Breathing good, clean, quality air is essential for optimal health. AIS is currently focusing and preparing the City to go electric.  AIS wants to successfully move forward on this goal which would contribute to lowering pollution and lessen respiratory illnesses.  By actively reducing the carbon footprint of the City’s fleet and facilities, AIS can contribute to improving air quality.  AIS recognized that communities of color were most affected by poor air quality that results in these communities having the highest level of air pollution and highest rates of respiratory illness.  AIS prioritized these communities as priorities for charging station deployment. 

AIS chosen goals were based on the department’s functionality to the City of Chicago.  AIS oversees the City’s entire fleet and facilities.  AIS recognized that vehicle and building pollutants plays a role in poor air quality specifically in communities of black and brown population.  AIS is making the effort to actively reduce the carbon footprint of the City’s fleet and facilities while also addressing racial equity to communities where it is greatly needed.  Communities of color have expressed that they feel abandoned and unheard when it comes to City initiatives and improvements.  The sentiment was enforced through AIS’ community engagement feedback.  AIS recognized that a stronger focus needed to be placed on these communities.  AIS has identified communities of color as priorities where these initiatives will be rolled out.

CDA’s goal last year was to increase contracting and small business outreach participation among MBEs and WBEs.  Our biggest win was hosting the Airport Minority Advisory Council’s (AMAC’s) 37th annual airport business diversity conference, which is dedicated to advancing the full participation of minorities and women in employment and contracting opportunities throughout the aviation industry.

CDA focused on engaging with Chicago’s DBE and ACDBE communities for this event. By participating in the conference, Chicago-area firms were able to meet with representatives from around the country and the world. These interactions provided new opportunities for Chicago firms and enhanced Chicago’s reputation as a leader in aviation.

CDA also increased focus on diversity within our workforce and assisted other government agencies and the private companies that CDA works with to identify, recruit, and support job candidates from all of Chicago’s neighborhoods. By increasing our intentionality in our own hiring and encouraging our public and private partners to do so, we have begun to move towards including all of Chicago in the opportunities at our airports.

To advance the citywide desired result around workforce diversity, Chicago’s Department of Aviation’s FY23 goal is to increase the employment of individuals from diverse backgrounds. To achieve this, CDA will engage directly with individuals from socio-economically disadvantaged communities, strengthen partnerships with high schools and local universities/community colleges, and increase outreach/engagement with our airport community (vendors, partners, tenants). 

To advance the citywide desired result around contracting, CDA’s FY23 goal is to bring on new MBE/WBE/DBE/ACDBE participants to CDA contracts by reviewing NAICS code and increasing outreach to underrepresented ethnicities. CDA will also equip vendors with resources to submit responsive bids and perform productively post-awards.

To advance the citywide desired result around community engagement, CDA’s FY23 goals is to focus on strategic outreach with elected officials, assist agencies and community organizations to further impact relationships, resources & opportunities in communities of color on the west and south sides.

Equity can only be advanced through inclusion. CDA recognizes that it is important to strengthen existing partnerships and continue to build new ones to further ensure our workforce and contracting opportunities are equitable. CDA’s goal for FY23 will include broader advertising of our outreach events but will also include working with the assist agencies so that we are all more intentional with respect to expanding our networks to reach people and firms that have not participated in the past. 

CDA is focused on providing contracting opportunities to minority businesses that will impact the local & global economy. This will drive equitable and fair access to contracts that will also support the growth and success of Chicago’s minority and women owned business community. 

CDA’s goal for FY23 will include broader advertising of our outreach events but will also include working with the assist agencies so that we are all more intentional with respect to expanding our networks to reach people and firms that have not participated in the past. CDA is committed to developing relationships and outreach opportunities for the community. We will also be collecting and analyzing information from our sessions to bring better focus where necessary, and ensure our message is effective.

In recent years, the City analyzed the data on tree plantings and the results showed that when the City relied solely on the 3-1-1 system for tree planting requests, we ended up with a higher concentration of trees planted in more affluent neighborhoods, particularly on the City’s North Side. The City took these results to heart, and starting in 2022, our tree planting is guided by the new Our Roots Chicago program – a community-driven plan overseen by CDPH and the Mayor’s Office of Sustainability to expand tree planting and increase the number of trees in neighborhoods with low tree canopy cover and to ensure a more equitable distribution of trees across the city. The City is working with trusted community voices, a diverse 70-member community-based tree equity working group that shares a commitment to helping the City expand Chicago’s tree canopy and reduce tree removals. Our Roots Chicago will equitably convey ecosystem benefits to communities disproportionately impacted by the climate crisis. The DSS Bureau of Forestry was integral in the creation of Our Roots Chicago and currently oversees the tree plantings. 

To advance the citywide desired result around Environment, Climate, and Energy, the Department of Streets and Sanitation’s FY23 goal is to increase recycling and food composting rates in areas that have historically been underserved by directly interacting with community members via increased programming. This engagement will highlight the benefits of both recycling and food composting to the environment and directly to the community. 

To advance the citywide desired result around data collection, the Department of Streets and Sanitation’s FY23 goal is to identify ways to use predictive analytics by using heat maps of city services called in via 311 and then actively sending resources into communities and areas where complaints are NOT called in but after inspection from the city have been identified as areas that need dedicated resources, we hope to create equity and efficiencies in all the bureaus in our department by addressing where there are inconsistencies in city services.  

To advance the citywide desired result around workforce diversity, the Department of Streets and Sanitation’s FY23 goal is to hire returning residents particularly from other reentry organizations and other apprenticeship programs with the same core mission.  DSS is partnering with DHR, Reentry Council, and Chicago Commission on Human Relations, will develop the framework the city will use for hiring returning residents.    

It has been our intention to expand recycling education and food composting as it is a benefit for the environment and all Chicago residents. We have been given new staff positions in the budget which will help to manage and expand our recycling initiatives. With more staff, we have the bandwidth to focus on this goal.  In addition to messaging that focuses on proper recycling and reducing contamination, broader public engagement and education is a critical component of the materials management system (linked on page 4) Increasing awareness and support for programs can support increased diversion, safe disposal when needed, and a shift in cultural norms around materials management which should be reflected in the percentage increase of people recycling and tonnage we are collecting as a city.

For the workforce diversity goal, DSS firmly believes we can make a positive impact in the lives of returning residents.  Through the partnership with reentry organizations, returning residents have displayed their ability to provide high quality services that all residents deserve. DSS feels that by providing this opportunity, returning residents will continue to provide operational excellence and receive the benefits of being a city employee and hopefully positively change the narrative surrounding social stigma against returning residents. This goal would be measurable by tracking the percentage rates of those with a returning resident status being hired.

In 2022, “811 Chicago”—the City’s “One Call” center operated by CDOT—committed to conducting outreach in underserved communities. 811 Chicago is focused on preventing utility damages. Given the financial hardships faced by residents in underserved communities, an accidental and unexpected utility outage has a disproportionate impact. For example, damage to internet lines during a remote learning session will cause a student to miss important material which may contribute to the widening gap in scholastic achievement. Similarly, in the event of a water outage, residents of these areas may not have the means to purchase bottled water for basic needs until service is restored. CDOT fulfilled its commitment by being present in the Hermosa / Belmont Cragin and South Shore / South Chicago communities. In addition, CDOT partnered with known community liaisons to make its message more credible. CDOT’s outreach efforts had at least two positive impacts on racial equity. First, and as described below, it reduced utility damages in underserved communities. Second, CDOT’s presence in these communities underscored a commitment by City government to serve all residents, in all communities. CDOT is excited to report that its outreach program was successful. The number of utility damages in the targeted communities decreased by 42% (105 damages pre-intervention compared to 61 damages after outreach). A reduction in damages means that individuals in those communities will not experience service disruptions that could have negative impacts on clean water supply, heat in the winter, and internet access.

To advance the citywide desired result around workforce diversity, CDOT’s FY23 goal is to start a new Cement Finisher Apprentice class and a new Machinist Apprentice class in collaboration with the Department of Human Resources.   

To advance the citywide desired result around transportation & infrastructure, CDOT’s FY23 goal is to expand the SAFE Ambassador program to engage with more communities to offer safety-based programming including Learn to Ride, child safety seat installation and inspection, driver awareness, etc. Included in the 2023 budget is an expansion to the number of Ambassadors that can be deployed year-round. In addition to offering programs, Ambassadors often work in tandem with projects led by the department to increase awareness of the work that we do and to improve engagement with the department. 

To advance the citywide desired result around community engagement, CDOT’s FY23 goal is to establish and fill a leadership position to focus on community outreach and engagement. This position is included in the 2023 budget. A staff member focused on outreach and engagement will allow us to better tailor our general outreach and engagement strategies to meet the needs of each community, provide guidance to project managers and other staff as they work in communities and neighborhoods they may not know well, and build CDOT’s internal capacity to be responsive to requests for information and feedback that we receive from residents. 

In determining which goals to focus on for budget equity, we reviewed the desired results provided by OERJ and discussed which ones aligned best with goals, strategies, and benchmarks in our strategic plan, released in July 2021. Our strategic plan was done in consultation with other city departments and our own staff and in partnership with the Transportation Equity Network (TEN). TEN is a group of 30+ community-based and advocacy organizations that care deeply about transportation, equity, and mobility justice.  Also, the participants of the TEN are ethnically and racially diverse and reflective of the diversity of the city. They helped us tailor our strategic plan to focus on equity and helped us better understand what is needed in communities throughout the city but especially those that have been overlooked in the past. We feel confident that, overall, our strategic plan will help advance equity in our city.  We selected these goals because they demonstrate how transportation can help advance the outcomes the city is striving to meet. Transportation impacts every Chicagoan every day – whether they walk, take transit, bike, drive, or even if they don’t leave home. Every product purchased in a store or received via home delivery relies on the transportation system to get there. We recognize the fundamental importance of transportation on our city and each of its residents, and we believe these three goals have the potential to positively impact many people. The three goals selected will: provide training and skills to get people jobs; educate people about how to travel throughout the city safely; and improve communication with residents through improved and expanded community outreach and engagement. 

The biggest win, that advanced racial equity, for the Department of Water Management in 2022, was the uptick in applicants to the department’s Equity Lead Service Line Replacement program (ELSLR). Under the ELSLR program, income-qualified homeowners receive a full LSLR, including restoration for free. LSLR costs on average between $16,000 and $30,000. All applicants who meet the income requirement (at or below 80% of the area median income as published by HUD), own and live in a single-family or 2-flat property, and successfully complete an application will have their lead service line replaced. To date, nearly all applicants are from the City’s south and west sides. Within the uptick, there has been a 54% increase in ELSLR applications in priority areas. Nearly 70% of these applications have been successfully completed.

To advance the citywide desired result around health and human services, the Department of Water Management’s FY23 goal is to develop and implement a Lead Service Line Replacement program for daycares in economically impacted and historically disinvested neighborhoods to reduce any potential levels of lead among children from lead service lines. 

To advance the citywide desired result around data collection, the Department of Water Management’s FY23 goal is to conduct a granular analysis of the department’s workforce to identify the diversity of the department’s workforce and promotion and job change rates among union and non-union employees. Additionally, the department will continue its work toward increasing the knowledge and skillset of DWM staff around operationalizing racial equity by holding “next level” Racial Equity Leadership Conference sessions.

To advance the citywide desired result around workforce diversity, the Department of Water Management’s FY23 goal is to continue to develop and implement a ‘Water Operator in Training’ program to provide high school seniors in historically disinvested neighborhoods, who may not be interested in attending college, with an opportunity to gain training and licensing toward employment in the water industry.

For 1A:  Any level of lead is particularly detrimental to the behavioral and learning development of young children. And while research and data show higher health issues that include elevated lead levels primarily from lead paint, DWM can work to mitigate any potential elevated lead levels in older daycare buildings. DWM can effectively advance the citywide desired result of all Chicagoans are healthy and benefit from a full range of health and human services by focusing on LSLR in licensed daycares and prioritizing the approximately 330 licensed daycares in Austin, Englewood, and North Lawndale. For 1B: As the department begins to learn and support racial equity, it is imperative that it invests in the tools—data, and training that can inform and lead to transformation.  With these tools, DWM can begin the process to advance the citywide desired result of all Chicagoans can obtain, view, or use public-facing data from the City of Chicago. For 1C: Looking to the future and seeing the potential for workforce shortages in the water industry, DWM can make a difference by offering a training program, directed towards non-college-bound high school seniors in historically disinvested neighborhoods. Through the ‘Water Operator in Training’, DWM can help connect all Chicagoans to employment training, and advancement through the City of Chicago.