CACC will advance actions from the following strategies in its community engagement action plan:

• Continue engaging communities with the highest amount of services requests and animal intakes to understand what support is needed to help more people and animals.
• Increase awareness of animal-related disparities across the city internally and externally.

CACC will advance actions from the following strategies in its education action plan:

• Develop a framework to advertise information in the community to foster best practices in responsible pet care.
• Share programming with community members and other key stakeholders.

CACC will advance actions from the following strategies in its public safety action plan:

• Review, consolidate, and update department SOPs so that internal procedures guide department staff resulting in a positive, supportive climate.
• Socialize policies and procedures among staff to build and improve relationships within community.
• Change language in the Municipal Code (Section 7-12) to ensure department policies are more conducive to a support-based approach and education rather than enforcement for first time offenses.

To advance the citywide desired result around public health, Chicago Animal Care and Control’s FY23 goal is to continue to provide resources to residents, particularly in the Roseland community, who struggle to handle complex animal-related situations in their home; if a resident cannot keep their pet, CACC is providing resources such as low-cost veterinary care referrals, pet food, and temporary housing referrals to those in need so they can keep their pet.   

Key wins: CACC began collecting feedback from the public through a survey. Though responses were received, the areas most impacted by animal-related situations were not successfully represented. CACC is going to continue to pursue feedback from the community.

Through CACC’s partnership with the University of Wisconsin – Madison and the Anti-Cruelty Society, a staff member has been interviewing people in the Roseland community to learn more about their experiences with animals as well as the Department. While information is still being gathered, the Department has a baseline for direction. The collection of information will continue for the remaining of 2023 and likely into the first quarter of 2024.

CACC plans to assess the information collected to determine what the specific needs are within the community. In 2023, the Department began consistently documenting resources offered to the public to keep pets with those that care for them. In 2024, the Department hopes to specifically hone in on the areas most impacted by animal-related issues by furthering relationships that were created in 2023 and creating new relationships within the community to gain their perspectives on CACC’s decision-making process.

To advance the citywide desired result around education, CACC’s FY23 goal is to ensure that pet owners have knowledge around and access to pet vaccines, microchips, pet food, and pet adoption events, with a particular focus in several community areas such as Roseland and Austin.

CACC set a goal to increase its presence in the communities most impacted by animal-related issues to build relationships and knowledge of the Department. CACC has participated in 8 events so far this year in these areas as opposed to 1 in 2022. These events have generated awareness about the Department and have begun budding relationships in areas that were previously untapped. CACC wishes to continually participate in community events in the future to be able to gain a better understanding of the needs of the community.

Additionally, throughout the year, the Department has been working to create a new title under Field Services that will oversee and work directly with staff and other stakeholders to focus on community support through outreach, and education. Currently, the position is being further developed within the Department of Human Resources. 

To advance the citywide desired result around workforce, CACC’s FY23 goal is to encourage a more diverse volunteer base while also establishing why equity is important to the Department though onboarding and initial orientation.

Key wins: CACC had a vacancy in a position where one of the responsibilities is overseeing the volunteer program. The position is intended to be the main point person for all volunteers. The Department recently offered a position to an external candidate who is currently going through the hiring process. CACC cohort members will work closely with this new hire to bring awareness and inclusive practices to the Department’s volunteer program. If the approval in the 2024 budget for a Volunteer Coordinator comes in, they would take over this role and work to uplift departmental initiatives, including tracking of race and/or geographic stats.

The Department has also been in discussion about gaining a broader spectrum of volunteers, as generally speaking, animal welfare volunteers are middle-aged, white females. Conversations about access to our facility and the existing volunteer process (fingerprints/background checs, indebtedness check) have been noted as obstacles for volunteering. Development of new, creative, opportunities that allow people to help in their own community is very much a strategic initiative for 2024.

AIS will advance actions from the following strategies in its environment, climate, & energy action plan:

• Assess and remediate City-owned vacant land in communities of color to reduce risk to human health and the environment.

AIS will advance actions from the following strategies in its workforce action plan:

• Increase visibility of available AIS jobs to better reflect the demographics of the City.
• Build and support a positive staff culture by enhancing current training and professional development to include team-building and racial equity.

AIS will advance actions from the following strategies in its data action plan:

• Provide a dashboard of key AIS maintenance and construction projects with investments and impact on communities. This will educate residents on the types of activities planned in their communities, the schedule, as well as the amount of investment. Lack of transparency can be a barrier to communication and trust with the public.

To advance the citywide desired result around improving public health and services, AIS’s FY23 goal is to increase the number of reduced carbon emission vehicles in the City’s fleet by adding 182 light-duty vehicles and installing 182 electric vehicle charging stations in Invest South/West communities.  

Key wins: 186 light-duty vehicles were purchased or leased, and 169 of the 182 electric vehicle charging stations were installed. Approximately 25% of the light-duty fleet is now EV, and this will continue to increase. This one action decreased the amount of CO2 in neighborhoods by 818 Metric Tons per year. By installing the EV charging stations in ISW communities, more of the City’s fleet needed in those neighborhoods can be electric with the increased infrastructure.

Poor air quality in communities of color is attributed to the neighborhoods being in close vicinity to factories, industrial corridors, highways, and major transportation thoroughfares. Data shows over the years, the number of vehicles on the road has increased exponentially; since 2012, there has been an increase of over 41 million vehicles in the U.S. This has caused a huge increase in pollution, not only from vehicle emissions but also the demand for gas has increased polluting facilities to produce more fuel. With the ongoing electric vehicle purchase program, AIS will continue to reduce emissions from the City’s fleet and improve air quality in the neighborhoods, with a priority in EJ communities.

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.

Key wins: As part of the Climate Action Plan for the City of Chicago, AIS started work on installing solar panels on four of ten planned libraries. By reducing the amount of energy used by City facilities, the overall air quality of the region will be improved. The amount spent year to date in 2023 totals more than $270,000 and the breakdown by library is shown below.

• Toman Library                    $75,574.40
• West Lawn Library            $65,505.32
• South Chicago                    $71,462.08
• Humboldt Library             $57,394.24

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

Key wins: AIS maintained greater than 30% MWBE participation and payments for construction and non-construction projects over the past three years. In July 2023, several employees attended the DPS Procurement Symposium to promote upcoming AIS contracts with SBI, BMI, MBE, and WBE firms and expand firms’ knowledge of contracting opportunities with AIS.  Success will be determined in the award of upcoming contracts.   

CDA will advance actions from the following strategies in its workforce action plan:

• Improve information sharing by creating an Airport Employment Book, participate in targeted community outreach with Chicagoans, partner with City departments and assist agencies to provide job search and application assistance, and work with existing agencies assisting returning citizens in clearing their records.

CDA will advance actions from the following strategies in its contracting action plan:

• There is an unprecedented amount of state and federal money for work at the airport. This creates an opportunity to bring in new Minority Business Enterprises (MBEs), Women Business Enterprises (WBEs), and Disadvantaged Business Enterprises (DBEs) and to increase the amount of work assigned to underrepresented providers. 

CDA will advance actions from the following strategies in its community engagement action plan:

• Conduct strategic outreach with elected officials, assist agencies, and community organizations to strengthen relationships, resources, and opportunities in communities of color on the West and South sides.    

To advance the citywide desired result around workforce, 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).

Key wins: CDA is in the process of creating an Airport Employment Guide detailing the classifications of jobs at the airports. The Guidebook will provide pertinent information about the job opportunities for our stakeholders and partners. While creating the Guidebook, the Department will analyze its own job descriptions to ensure there are no unnecessary requirements preventing individuals from applying.

CDA advertised career opportunities on various social media platforms i.e.: twitter, Facebook, MyChi My Future.

Conducted enhanced community outreach:

• Community Outreach Vehicle- The Community Outreach Vehicle is equipped with a flight simulator brings information about the airport opportunities to residents across Chicago’s 77 communities. 
• Airport Expos - Since May 2022, CDA hosted three Airport Expos and Job Fairs, with over 2,000 residents attending, each of whom were connected to job and small business opportunities.
• Workforce Partnerships - Chicago Cook Workforce, Rise Kit 
• Assist agencies - services reimbursement agreements ($30,000) 
  • Anixter is working with airport business to train and hire individuals with disabilities.
  • Hire 360 is working with individuals that are interested in the trades, including construction, welding, electricians and plumbers.
• Business Symposiums - CDA hosted several business symposiums to inform the business about the On-the-Job Training (OJT) program to small and medium sized diverse construction trade business across Chicagoland. Over 200 attendees were present.

Expanded partnerships with primary educational institutions, including Chicago Public Schools (CPS) and City Colleges of Chicago (CCC) to increase awareness, development, and engagement about aviation opportunities.  

• Aviation Trade Partnerships - CDA, in partnership with 80 Chicago Public Schools and City Colleges of Chicago, developed an Aviation Trades Partnership. This collaborative program brings together CPS Highschool and City College Career Counselors to discuss career and employment opportunities, student internships with a focus on careers in the trades. 

To advance the citywide desired result around contracting, CDA’s FY23 goal is to bring on new MBE/WBE/DBE/ACDBE /DBE 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.

Key wins: 

CDA is committed to the diversity of contractors and suppliers and strongly supports the M/WBE Programs. CDA Programs are implemented administratively and through engagement activities and help remove barriers in order for small and disadvantaged businesses to achieve successful participation.  

Some programs include: 

• The 50/50 Payment Program helps construction vendors maintain workable cash flows by providing faster payment turnaround times through partial payments.
• The Mentor Protégé Program develops certified companies by partnering them with larger firms helping them become self-sufficient, competitive, and profitable business enterprises. 
• The Aviation Learning Series are workshops designed to provide small and certified businesses in advance of the release construction bid packages with the framework to learn more about the essentials of construction management with specific courses for businesses interested in working at CDA 
• Contractor Outreach Events such as job fairs and vendor fairs. Hosted aviation industry events and partnered with the CMARS, City departments, and assist agencies in other events.
• Rental Car Concessions Outreach is a national event hosted by the CDA informing companies about opportunities to do business with on-airport rental car companies.
• Fast Pitch opportunities allow companies in similar fields or in the aviation industry to come together to network and find a match for their organizations to jointly respond to solicitations. – Small Business Initiative, Mid-Size Business Initiative, and Target Market (TM) contracting are used to increase small business utilization by awarding contracts to qualified small. medium and certified businesses based on smaller bid packages, capacity and certification (TM). 
• The COVID-19 Assist Agency Agreements are used to promote and help support small businesses working at our airports that have been adversely affected by the COVID-19 Pandemic. Quarterly meetings were established to address issues and barriers to success. – Aviation Resources were developed to support business by establishing an on-site Resource Center and How To Guides for conducting business with CDA.

To advance the citywide desired result around community engagement, CDA’s FY23 goal 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. 

Key wins: Expand partnerships with educational institutions across the Chicago region, particularly Chicago Public Schools and City Colleges of Chicago, which can connect individuals from disadvantaged communities with opportunities at O’Hare and Midway. 

• Elementary school-level engagement activity 
• High school airfield visits 
• Chicago Department of Aviation Career Prep Course at City Colleges of Chicago 
• CDA internship programs for high school and college students 
• Airport expos and job fairs in partnership with CPS and City Colleges of Chicago   
• Airline training academies (United Aviate) 
• Aerostar: Local group with aviation-based curriculum for African Americans, Latinos, women, and underserved youth

DOB will advance actions from the following strategies in its housing action plan:

• Implementing a permit compliance program for senior citizens in distressed communities with properties in circuit court, working with pro-bono architects(s) and contractor(s) on obtaining the building permits and performing the work at no cost the senior and bringing the property into compliance and the case being dismissed from Circuit Court.

DOB will advance the citywide desired result for public safety, ensuring all Chicagoans are safe in their communities and have confidence in law enforcement and first responders.

• In FY24, DOB plans to collaborate with the Chicago Police Department to address troubled buildings and businesses that contribute to criminal activity in distressed communities.

DOB will advance actions for the following strategy in its workforce action plan:

• Continue working closely with all the relevant trade apprenticeship programs, trade contractor associations, the Chicago Public Schools, the City Colleges of Chicago, and non-profit organizations to promote recruitment into the skilled trades. Also continue to work with Black Contractor Owners & Executives, Hispanic American Construction Industry Association, American Indian Manpower Association, Federation of Women Contractors, Chicago Women in Trades, Hire 360, Chicago, Industry Services Corp, and Powering Chicago to recruit woman and minorities into the trades. 

To advance the citywide desired result around contracting, DOB’s FY23 goal is to work to revise the qualifications of demolition contractors to enable minority demolition companies to respond to the Request for Qualifications to become a part of the pool demolition contracts to reflect the communities where demolition activities are taking place. 

Key wins: The department has restructured the category of buildings for each classification of demolition contractors, which will enable small minority contractors to respond to the Request for Qualifications and be selected as a qualified demolition contractor to perform demolition services on behalf of the department.

To advance the citywide desired result around economic development, DOB’s FY23 goal is to continue to diversify the workforce through our hiring process.

Key wins: To date the department has filled 15 inspector positions and 2 project manager positions: 

The department is working to fill 7 additional inspector positions and has selected the candidates to fill these positions (see breakdown below) 

Percentage by Gender 

Percentage by Ethnicity 

The department will continue to fill the remainder of its inspector vacancies for Electrical Inspectors, Elevator Inspectors, Mason Inspectors, Building Construction Inspectors, Ventilation & Furnace Inspectors, Iron Inspectors, and Plumbing Inspectors. 

BACP will advance actions from the following strategies in its economic development action plan:

• Strengthen community engagement and training opportunities in areas with the least amount of business ownership.
• Forge partnerships with programs that have access to spaces that are suitable for business owners to open businesses without the need to spend significant amounts of money on locations, repairs, renovations, etc.

BACP will advance actions from following strategies in its community engagement action plan:

• Improve the linguistic inclusivity of all information disseminated both internally and externally by ensuring information intended for public consumption is accessible to all, regardless of their language or background.

BACP will advance actions from following strategies in its contracting action plan:

• Increase training for small MBE/WBE to assist them in getting more city contracts.

To advance the citywide desired result around community engagement, BACP’s FY23 goal is to assess its current public-facing educational materials and update materials, where needed to include language-inclusive communication that can aid in assisting existing and new business owners with navigating city processes and small business supports. This will happen in coordination with the Chicago Business Centers, small business resource hubs located in communities throughout the city to assist entrepreneurs.

Key wins: BACP has greatly expanded the availability of language-inclusive materials available throughout its operations. BACP’s Small Business Center at City Hall has also incorporated use of Language Line to allow live translation when communication challenges happen during licensing conversations.  

We are currently doing internal strategic planning about how to improve Chicago Business Center (CBC) utilization, which will include addressing the language-inclusivity issue from this goal. CBCs should help to spread awareness of BACP’s increasingly inclusive approach within the Small Business Center and throughout the City. We will endeavor to continue promoting the services of the Small Business Center in the most accessible ways possible and accept feedback on language inclusivity and BACP’s approach in the Small Business Center. 

To advance the citywide desired result around economic development, BACP’s FY23 goal is to launch a new capacity-building program that offers individualized counseling, back-office support and technology enablement opportunities.

Key wins:  BACP’s American Rescue Plan Act (ARP) funding has been rolled out across the City to support an equitable economic recovery. Programs including small business storefront activations, which allow communities to support early-stage businesses with vacant storefront space to expand operations at minimal cost, and non-profit capacity building, which aims to provide direct support to non-profits and make them more productive and effective, have been awarded and are actively underway right now. Additional programming is still to come, but we are generally on track to meet these goals during the term of the ARP funding availability. BACP is ensuring that these awards match with Federal Qualified Census Tracts (QCTs) that show where the largest disparities in the economic recovery have occurred. 

The City has been challenged with reviewing and posting many large-scale ARP projects in a short period of time, and the approval process has delayed some programs. We will continue to work to get these programs launched as quickly as possible during the ARP funding period.

To advance the citywide desired result around contracting, BACP’s FY23 goal is to launch a new minority and women-owned supplier development program, that will provide support to prospective suppliers with the following:

• In coordination with DPS, sharing information on available contract opportunities.
• Providing professional services support with developing proposals by individualized counseling and workshops
• Providing assistance and mentorship for existing suppliers needing support navigating city processes

Key wins: BACP published the RFP for Encouraging Diversity, Growth, and Equity (EDGE) in 2023, and two delegate agencies will begin this programming during FY23. BACP’s EDGE staff have met with the Department of Procurement Services (DPS) to coordinate our approach to support contracting opportunities for all Chicagoans. While this is still a nascent program, BACP is excited to continue to develop it based on feedback from the community to ensure it meets its stated goals. 

COPA will advance actions from the following strategies in its public safety action plan:

• Commit to the REAP and meaningfully engage with its contents.
• Develop new ways to document, analyze, and communicate about structural and systemic issues undermining public safety.
• Ensure investigations strengthen the police accountability infrastructure to improve public trust.
• Better understand participants’ expectations when they make a complaint and throughout the investigative process, thereby creating opportunities for restorative and collaborative resolutions

COPA will advance actions from the following strategies in its community engagement action plan:

• Create a strategic operations plan to expand COPA's visibility and deepen relationships with community partners to expand our network.
• Expand efforts to educate the public to increase awareness of COPA and the role we play in public safety and police oversight.
• Make its public-facing material more accessible for people of various community areas, languages and abilities.

COPA will advance actions from the following strategies in its workforce action plan:

• Foster a workforce culture that is supportive of COPA's diverse staff and promotes wellness, inclusion, and career development at all levels.
• Develop recruitment, hiring, and promotional strategies to attract and cultivate diverse candidates who are representative of City demographics at all levels of the agency and align with COPA’s core values.
• Create equitable, transparent opportunities for professional development and growth in each unit/department.

To advance the citywide desired result of providing residents a meaningful opportunity to influence City of Chicago programs, policies, and initiatives.  The Civilian Office of Police Accountability’s FY23 goal is to solicit input via survey and feedback forms by engaging 1000 complainants , 5000 residents in minority communities (non-complainants), and 400 members of the Chicago Police Department regarding investigations, policies, and reform efforts to improve police and community relations and outreach, which have been negatively impacted, according to the U.S. Department of Justice (“DOJ”) and Chicago’s Police Accountability Task Force, by CPD’s repeated pattern of using excessive force and racially discriminatory policing practices against the City’s African American and Latino residents in contrast to white residents.

Key wins: COPA has implemented surveys asking complainants about their experiences and perspectives on the work COPA does upon submission of their complaint, after 6 months into the investigation of a case and/or at the closure of their case. A public survey has also been developed and rolled out on the COPA website and at community events. This information can better inform leadership (internal) as well as COPA Advisory Council members (external) on the perceptions and core functions of the agency and lead to the development and/or adjustment of strategies and policies, if necessary.

COPA has also engaged the community through multiple events such as People’s Academy, a new, short, classroom-style series of lectures and discussions about the investigation steps and organizational units/functions within COPA. Furthermore, COPA’s presence and outreach at community events hosted in neighborhoods across Chicago has served to support connection with and education of residents.

To advance the citywide desired result that Chicagoans are safe across the city and have trusting relationships with law enforcement, the Civilian Office of Police Accountability’s FY23 goal is to increase efforts to meet the broader mandates within its enabling ordinance, which address identifying patterns or practices of misconduct; highlighting operational, policy, or training concerns requiring immediate attention; and recommending revisions to the Chicago Police Department’s policies, practices, collective bargaining agreements, programs and training to advance the culture of policing and build public trust.  COPA expects its efforts to enhance its data analytics and create opportunities to solicit meaningful community member feedback on critical issues surrounding police reform, will contribute to the City’s interest in enhancing public safety and building trusting relationships with law enforcement.  

Key wins: COPA has greatly expanded its past efforts around making policy recommendations to CPD when troubling practices or patterns of misconduct are identified by developing a new unit to focus on streamlining and building out this function, the Policy, Research, and Analyses Division (PRAD). This division will not only serve to expand data analyses and policy recommendations about CPD policy, but also serve to keep COPA compliant with consent decree requirements and evaluate and audit internal functions. PRAD’s internal focus will be on identifying areas where COPA has seen improvements in its operations based on new initiatives and suggesting other opportunities/areas for improvements.  

Recent examples of policies/recommendations to improve the Chicago Police Department 

• Search warrants
• Members’ use of social media
• Members’ associations with criminal enterprises
• 2024 CPD’s training plan
• Members’ interactions with youth and children
• Selection and retention of school resource officers

To advance the citywide desired result of all Chicagoans can obtain, view, or use public-facing data the Civilian Office of Police Accountability’s FY23 goal is to utilize feedback from residents and other institutions to amend and update data dashboards to ensure information is relevant, accessible, and efficient for all users.  

Key wins: COPA staff presented its investigations data dashboard and fielded questions about it at COPA People’s Academy to local residents and professionals in the police accountability field from across the U.S. In addition, the COPA website now more broadly includes a Google Translate function that allows the website to be translated from English to 10 different languages. 

CCHR will advance actions from the following strategies in its community engagement plan:

• Launch a listening campaign in these communities for the purpose of asking how CCHR can be a better partner and lay the groundwork to build relationships toward community-driven collaborations.
• The CCHR will work with elected officials, community-based agencies, and our city partners to identify groups to engage with for the listening sessions. We will work with these entities to determine the best methods for reaching and engaging the residents in these sessions to ensure vulnerable populations in these communities are included.
• Extend CTA Ad Campaign to provide information about CCHR and our services to the bus and train lines servicing most impacted communities. In 2022, we were able to place ads on and inside CTA buses, in trains, and in stations across the city with an emphasis on coverage on the south and west sides. The campaign was for four weeks (November to December) but ads remained in place in many locations through January 2023. We will duplicate this plan for 2024.  

CCHR will advance actions from the following strategies in its data action plan:

• CCHR will become a stronger source of data for the City. We will do so by expanding the use of the LegalServer case management system to our Intergroup Relations Unit to better track outcomes related to our community tension interventions, including mediations, workshops, presentations, and hate crime data. The data will help us think strategically about how we can focus more of our efforts on impacted communities. Secondly, the data will inform the public about our work in their communities and help them see where more services and interventions may be needed.

To advance the citywide desired result around community engagement, CCHR’s FY23 goal is to develop channels of communication with Black and Brown communities in the South and West sides, with the priority areas being Roseland, Riverdale, West Garfield Park, and North Lawndale.

Key wins: The CCHR hired a new Director of Intergroup Relations who joined the office in August 2022. We have also recently completed interviews for the new Public Relations Representative III and hope to have the employee start by mid-September.

We are currently working with community leaders in the 9th and 10th Wards to conduct listening sessions for residents of Roseland, Riverdale, and other nearby communities in late August or early September. We will use the information derived from these sessions as the basis for continued work with the community to develop an outreach and education program. We will coordinate with the community groups to determine the best method for scheduling follow-up discussions.

To advance the citywide desired result around public health and human services, CCHR’s FY23 goal is to develop and strengthen partnerships with other city departments to address issues of discrimination by reaching residents who have not accessed the services of our department, particularly communities in Roseland, Riverdale, West Garfield Park and North Lawndale.

Key wins: The CCHR worked with several departments to address discrimination and labor violations against vulnerable workers. This included working with BACP to conduct outreach in Spanish at a symposium hosted by the labor group, ARISE. We also worked with the Mayor’s Office for Returning Residents and the Law Department to implement ordinance amendments to the Returning Residents Ordinance. Similarly, we worked with BACP and the Police Department to implement new U Visa and Deferred Action processes. Finally, the CCHR participated in CHA’s Owners Symposium. 

The CCHR also worked with city departments to address sexual harassment in employment and housing. This included implementing new amendments to the Bodily Autonomy Ordinance and helping to develop new policies for this ordinance with the Mayor’s Office of Gender-Based Violence, Human Resources, Law, and Public Health.   

These important initiatives help provide protection from discrimination for the most vulnerable of residents, particularly Black and Brown residents of the South and West Sides where opportunities for employment and stable, affordable housing are limited. Removing barriers related to criminal history, sexual harassment, and health care decisions will help begin to help these residents access services and opportunities in a more equitable manner in comparison with other city residents.  

To advance the citywide desired result around data, CCHR’s FY23 goal is to provide quarterly statistical reports for each area of CCHR’s work on our webpage.

Key wins: The IGR staff received training on the LegalServer case management system in March 2023, and the system went live in April 2023. The staff are now using it to input their activities for community tensions and mediations, outreach, and hate crimes. Additional training will be taking place soon to help staff learn how to query the system to generate reports.

Data for 2023 continues to be recorded weekly. The preliminary reports generated helped identify additional areas that need to be addressed before final reports are made available on our webpage. We hope to have these issues resolved and reports made available by the end of the year.

Dept will advance actions from the following strategies in its public safety action plan:

• Create a Racial Equity Action Plan for the next several years.

To advance the citywide desired result around public safety, CCPSA’s FY23 goal is to launch the Community Commission and District Councils. The Community Commission and District Councils will work to build trusting relationships between civilians and law enforcement and collaborate with the police department, including in the development of policies and programs that will increase public safety.

Key wins: Members of the Community Commission worked in a variety of ways to build trusting relationships between civilians and law enforcement. Commissioners began their work with several days of training, much of which was led by high-ranking Chicago Police Department officials. Officials offered detailed presentations and Commissioners asked extensive clarifying and challenging questions. Commissioners also engaged and built relationships with CPD leadership through a two-month long process to set goals for the CPD Superintendent, and in multiple follow-up meetings to assess progress towards those goals. The Commission also began the process of reviewing and drafting proposed CPD General Orders and seeking community input on all General Orders under review. This process should produce better policies, and policies with greater community support and legitimacy.

Perhaps the Commission’s most substantial work to build trusting relationships was the process of nominating candidates to serve as Police Superintendent. Throughout the process, the Commission worked to ensure that community voices were at the forefront. The Commission conducted seven community listening sessions across the city; met with the three unions that represent the vast majority of sworn members of the Chicago Police Department; developed and circulated several surveys for community members, organizations, members of law enforcement, and members of the newly elected District Councils, and obtained over 600 responses; and held targeted listening sessions with over 65 organizations spanning multiple sectors, including activist and advocacy groups, business groups, community- based organizations, faith-based organizations, labor groups, legal aid providers, and social service agencies. All of the information gathered helped inform the Commission’s nominations and should produce a superintendent who emerged from a community-focused process and is well-positioned to work with the Department and Commission to build stronger trusting relationships between civilians and law enforcement.

District Councils can also play a significant role in advancing this goal. In the citywide election in February, three District Council members were elected in each of the city’s 22 police districts. In May 2023, they were inaugurated and began to meet. The ordinance creating the District Councils says that they will work to build stronger connections between police and community, collaborate in the development of programs and initiatives, and serve as a place where residents can raise and work to address concerns about policing. Different District Councils have had different experiences building working relationships, reflecting different approaches by District Council members and community members. Some wished to begin working immediately with local CPD leadership. Others preferred to start with meetings where people who had negative experiences with police would feel more comfortable and will engage more directly with CPD later. Some District Councils have already begun exploring ways to collaborate with CPD in the development of public safety programs. Others are looking at public safety programs that do not involve police and may help reduce police-community tensions and reduce harm and violence. Building trust with the people who have been most negatively impacted by inequitable policing is a prerequisite for producing better, more equitable outcomes and for increasing public safety.

DCASE will advance actions from the following strategies in its arts and culture action plan:

• Review and analyze data/input to inform future programs and 2023 goals/plans.
• Clarify and organize all opportunities for artists and arts organizations so they are widely known, understood and equitably accessed.

DCASE will advance actions from the following strategies in its community engagement action plan:

• Conduct community engagement activities pertaining to this year’s programming initiatives
• Review and analyze data/input to inform engagement tracking strategies and platforms.
• Identify target communities or neighborhoods to hold engagements to identify and address barriers to participation.

DCASE will advance actions from the following strategies in its data action plan:

• Evaluate known data on DCASE’s current roster of artists and partners to assess quality and completeness of Equity metrics.
• Analyze collected data and create a department-wide data collection platform with standards and procedures through an Equity lens.
• Share out data

To advance the citywide desired result around arts and culture, DCASE’s FY23 goal is to ensure that opportunities for artists and arts organizations are widely known and understood and equitably accessed.

Key wins:

ACTION 1: Building on the clear process (public RFQs and RFPs with outreach info sessions) for artists to take advantage of public art commissions, DCASE programming staff has updated and shared the new process for artists and cultural organizations to access space at the Chicago Cultural Center for their own events and programs.  Once the new platform is launched, an outreach and communications plan will be created to widely share these opportunities through new contacts, groups, and networks.

ACTION 2: In 2023, DCASE collaborated with the Director of Re-Entry and BACP to change an ordinance that increased equitable participation in the historic Maxwell Street Market. The ordinance impacted the vendor permitting process, restricting the participation of individuals who were previously convicted, in custody, under parole or, under any other non-custodial supervision from receiving a vendor license. Removal of this provision ensures that DCASE can execute the mission of the market as a space for entrepreneurship and small business opportunity. DCASE and the Director of Re-Entry continue to ensure that organizations serving Returning Residents are aware of these changes, and other DCASE opportunities.

ACTION 3: In 2023, DCASE hired a Community Outreach Coordinator, who works across divisions to conduct outreach for the various events and opportunities presented by the department. This new staff member started in the late Spring and has been able to promote key summer events including Chicago City Markets, Chicago Blues Festival, Chicago House Music Festival and Conference, Chicago Gospel Music Festival, SummerDance, and Taste of Chicago neighborhood events. Additionally, the Cultural Grants & Resources division, hired a Program Director, Cultural Resources who is expanding the outreach strategy for annual and one-time grant programs. The grant program outreach strategy includes contracting with community partners to co-host and promote info sessions and office hours, advertising grant programs via CTA ads and billboards, and expanding our hard copy flyer distribution via a contracted PR/Marketing firm.

To advance the citywide desired result around community engagement, DCASE’s FY23 goal is to include a broader spectrum of voices in the planning and distribution of programs and services.

Key wins:

ACTION 1: DCASE staff has concluded an Audience & Engagement Study to hear from regular audiences and those not participating in programs at the Chicago Cultural Center about how we should reimagine the Chicago Cultural Center as a vibrant and inclusive hub of cultural activity. Through this project, DCASE staff is implementing new strategies including communication strategies that are audience-appropriate; offer interactive cultural exchange between artists and audiences; provide a variety of opportunities for ongoing community engagement and support the professional development of the creative sector.  Since May 2022, the artist-led public engagement campaign P.A.R.T.Y. (Public Art Reimagining Tour with You) has been seeking community input to guide investment priorities by leading a series of over 20 public input events in Englewood, Bronzeville, Austin, Back of the Yards, Greater Roseland, West Humboldt Park, and Auburn Gresham. This initiative has engaged over 10 artists, hundreds of residents, and informed 5 active projects with many more anticipated in the coming year.  Additionally, working with an arts education committee to provide feedback on Cultural Center programming focused on students and educators have yielded a set of strategies and recommendations to further explore and implement in 2024.

ACTION 2: Seeking to develop pathways into the creative sector for young Chicagoans while simultaneously addressing racial inequity in the creative workforce, DCASE initiated interviews and design workshops in Winter/Spring 2023 to inform a future paid internship program. DCASE staff led design sessions with young adults through partnerships with Marwen, Malcolm X College, Roosevelt University and the Mayor’s Youth Commission to shape the program. As the program is launched, DCASE envisions continuing to activate and expand its network of partners to inform program development beyond the pilot.

ACTION 3: Below are some of the ways DCASE convenes arts sector professionals to inform program development:

• In 2023, DCASE hosted the Museum and Visual Arts Organizations convening, to listen and learn, identify challenges, and explore strategies to address sector issues.
• In 2023, DCASE will begin gathering a Theater Advisory Committee, to gather feedback from theater professionals, and envision a path towards recovery.
• DCASE gathers arts sector professionals through the Cultural Advisory Council, who provide valuable insights and recommendations to the department.

ACTION 4: During the third and fourth quarters of the year, DCASE will conduct community engagement that is neighborhood-focused and addresses gaps or barriers to accessing the various opportunities across the department.

As a result of successful partnerships in the public engagement phase of We Will Chicago (2021-2023), led by the Department of Planning and Development (DPD), DCASE is continuing to collaborate with DPD on developing creative, dynamic pathways for Chicagoans’ participation in the implementation of the citywide plan.

The Cultural Grants & Resources division makes all funding recommendations for grant programs through input from an external review panel comprised of arts experts. Consideration is given to creating review teams with demographics appropriate for each program type and reflective of the city, including artistic expertise, race, gender, geographic knowledge of the city, and cultural understanding. 75% of grant review panelists in 2023 are BIPOC (Black, Indigenous and People of Color).

To advance the citywide desired result around data, DCASE’s FY23 goal is to collect and analyze data to identify disparities and inform decision making that improves equitable outcomes in the arts and culture sector.

Key wins:

ACTION 1:  Three different trackers were either created or improved to better track: program and event information, artist contracts and public art projects. These were also socialized with staff who are implementing them this year. A data working group is also working to evaluate how this first year is going and what improvements need to be made for next year.

ACTION 2: In 2023 so far, DCASE staff is tracking all its internal programming data alongside the grant data and has implemented the new creative worker survey. It is currently in the process of checking on progress of the use of all these tools to see where there may be challenges and/or additional changes to such tools and procedures that need to be made for 2024. DCASE aims to present another data focused end of year report that reflects more data points that emerge from new data collection tools and processes.

ACTION 3: DCASE hosts a department-wide working group on data management that provides an analysis of data collection methods, procedures and best practices.  The working group meets regularly to ensure consistent data tracking.

ACTION 4: DCASE completed and shared the 2022 Impact Report which provided a snapshot of the investments and activities of that calendar year for the wider public.  This is a valuable reminder of the work happening within the department, that will continue to be produced in future years.

OEMC will advance actions from the following strategies in its public safety action plan:

• Deploy improved education materials. 
• Develop improved communication materials.
• Analyze programs, determine if improved communication leads to better relationships. 

OEMC will advance actions from the following strategies in its community engagement action plan:

• Strengthen current volunteer force to better support Chicagoans for emergencies and disasters. 
• Expand volunteer force so that volunteers can support local communities. 

OEMC will advance actions from the following strategies in its workforce action plan:

• Provide certificate level job training and education that is accessible to all Chicagoans.   
• Establish career exploration; provide early engagement and career planning. 
• Provide avenues to meaningful employment within OEMC’s various missions. 

To advance the citywide desired result around community engagement, OEMC’s FY23 goal is to increase Community Emergency Response Team membership, specifically on the South and West sides of the city. OEMC sees an opportunity to train and integrate community representatives as partners into the City’s preparedness strategy, thereby ensuring every community is represented and their greatest needs are considered.

Key wins: For FY2023, OEMC developed new marketing and recruitment materials for its Community Emergency Response Team, updated the CERT webpage on OEMC’s City site, streamlined the sign-up process and refined its member tracking. OEMC’s goal for FY23 was to increase CERT membership on the South and West sides. OEMC identified an opportunity to train and integrate community representatives as partners into the City’s preparedness strategy, thereby ensuring every community is represented and their greatest needs considered. OEMC made good progress toward its goal, increasing its active membership 21.3% from the previous year.

The promotional materials developed for FY2023 received positive feedback during 15 outreach and engagement events staffed by OEMC emergency management specialists and CERT trainers, including an event with the Mayor’s Office for People with Disabilities on June 14, 2023. OEMC’s engagement effort around CERT generated a list of 155 Chicagoans who expressed interest in future participation.
OEMC provided three CERT training classes in 2023, providing 27 hours of classroom instruction on disaster response techniques and life-saving skills, and three hours of hands-on practical training students can use in their own neighborhoods. Now, 49 of the 78 zip codes represented by CERT volunteers in FY2023 are located within the City; 63.89% of which are located on the South and West sides, proud homes of 101 CERT volunteers. CERT volunteers supported 55 events across the City year-to-date, including respite center operations for migrants and asylum seekers in Piotrowski Park, located in the Little Village neighborhood.

Chicago’s CERT members speak 25 languages; their ranks include an ESL teacher and a qualified developmental disabilities professional licensed in Illinois. In 2023, OEMC partnered with 5 members from the Omega Psi Phi fraternity, a historically African American fraternity established in 1911, to support outreach with Southside churches and congregations. Additionally, CERT partnered with an independent group of Latino pastors for assistance translating in-person CERT training for future classes. During FY2023, one CERT member even used the training he received from the program in a personal emergency, deploying the fire suppression skills he gained to put out a fire in his own home. His compelling story will be included in 2024 promotional materials.

Working into 2024, OEMC is investigating use of web-based Spanish or Mandarin instruction for the didactic portion of CERT classes (https://medicine.utah.edu/dfpm/occupational-environmental-health/research/outreach/cert/online-courses). OEMC currently plans 3 CERT certification training classes in 2024.

OEMC hopes the growth of the CERT program will lead to representatives in- and from- every community so that CERT volunteers can be leveraged as the community-based channel through which to partner with OEMC.

To advance the citywide desired result around public safely, OEMC’s FY23 goal is to provide new diversity and bias awareness training to 9-1-1 operations staff. OEMC created a suite of training materials for awareness and mitigation strategies on biases with the goal of promoting diversity and inclusion. The Office of Equity and Racial Justice, the Office of the Attorney General, and several consultants contributed as partners in development over two years.

Key wins: During the year, 95.285% of OEMC’s active PCO telecommunicators in its 9-1-1 call center successfully completed diversity awareness training. The training’s goal is to enhance a representative’s “ability to embrace the uniqueness of all individuals along several dimensions such as race, religious beliefs, ethnicity, age, gender, physical abilities, political beliefs, and socio-economic status.” The most common feedback from employee surveys regarded participation, that the training was engaging and interactive.

In May 2023, OEMC memorialized inclusiveness and implicit bias training by establishing and finalizing a new Standard Operating Procedure 23-001, Diversity Awareness, and Implicit Bias Training Program. OEMC received a “no objection” notice from the Independent Monitoring Team after OEMC submitted the new SOP for review under the impartial and community policing sections of the Consent Decree. OEMC plans to provide updated implicit bias training in 2024 and is re-engaging its inter-departmental development team to establish refresher training based on the updated course material.

To advance the citywide desired result around workforce diversity, OEMC’s FY23 goal is to deploy community-based recruitment strategies. OEMC is partnering with inter- and extra- city departments to develop a framework to provide training and share job opportunities to diversified networks of community groups. As a start in this goal, OEMC built a full curriculum in partnership with Malcolm X College that provides education and training in subject areas related to OEMC’s mission.

Key wins: OEMC offered 8-week courses at Malcolm X College, held in October of 2022, then March and August of 2023. A key project goal this year was to establish data utilization for enrollment tracking and performance measurement. Of the 56 students enrolled in the pass/fail course where OEMC provided instruction Tuesday and Thursday nights, 26.79% successfully completed the course; compared to an 18% national average for 4-year degree completion among associate colleges. Located on the West side, Malcolm X college enrollment is 50.7% Hispanic or Latino, 34.4% Black or African American¹. By comparison, enrollment for all Associates Colleges is 44.1% White, 26.8% Hispanic or Latino, and 12.5% Black or African American. The results of its last survey, Malcolm X graduates were predominantly female of Latina/Hispanic or Black/African American.  

OEMC offered the same course at Kennedy King College in February and April of 2023, and is currently scheduling the next session. 72% of enrolled students successfully completed the OEMC led course at Kennedy King. Kennedy-King College enrollment is 71.6% Black/African American and 20.1% Hispanic/Latino. According to the most recent survey, Black/African American females were awarded the most degrees (259), 2.14 times more than the next closest race/ethnicity group; Black/African American males (121 degrees), then Hispanic/Latino males (83). 

Between the two colleges, OEMC has already trained more than 80 students in professional development/ adult continuing education. 5 graduates have already applied to OEMC, which would be a 0.59% increase of total employee population. Of the applicants, 2 are Malcolm X students and 3 are from Kennedy King College. 3 students applied for positions as 9-1-1 telecommunicators and 2 students applied for positions with the Traffic Management Authority. 1 student has already been hired and completed job training as of July 21, 2023. In addition to course instruction, OEMC met with City Colleges of Chicago administrative staff for 10 sessions over 2023. OEMC developed, in FY2023, new promotional materials for roll out in 2024 that will emphasize the introductory course provides training and qualifications needed to become an OEMC employee, and that job opportunities for graduates include room for growth and promotion.  

Priority #1: Ethics will advance equity in the citywide desired result for community engagement by:

• Hiring, in the next month, a new staffer whose work will be primarily focused on community outreach. This individual will be meeting with community groups/neighborhood organizations, faith leaders, activist groups, and others to educate them on how they can participate in the work Ethics does and how to bring forth any concerns/complaints they may have about ethical behavior on the part of elected/appointed officials and City employees.

To advance the citywide desired result of all Chicagoans can obtain, view, or use public facing data from the City of Chicago, BOE’s FY23 goal was to continue to expand its practice of posting all Board related opinions and memoranda, training materials and educational materials on its website.  The Board also tweets information and reaches out to community groups and ward offices, offering to meet with them for the purpose of explaining our work and the services we provide. 

Key wins: We continue to conscientiously post all of our work product (with names redacted where necessary to adhere to our confidentiality requirements) on our website, as well as training and educational materials.  We also share much of this information via Twitter.

To advance the citywide desired outcome of all Chicagoans have a meaningful opportunity to influence City of Chicago programs, policies, and initiatives, BOE’s goal is to continue its practice of meeting with community groups and encouraging the public to participate in the Open Session of the Board’s monthly meetings. 

Key wins: Ethics upheld its commitment to meet with community groups and will continue to do so with increased attention to this goal as it will soon have a new hire whose work will involve a great deal of community outreach. 

To advance the citywide desired result of all Chicagoans are connected to employment, training and advancement through the City of Chicago, BOE’s FY23 goal is to continue to expand its practice of providing ethics training and educational materials. 

Key wins: Ethics created new educational brochures and updated existing brochures. Ethics also continued to provide ethics training to City employees and officials, contractors, vendors, and lobbyists. 

DFSS will advance actions from the following strategies in its public health and human services action plan:

• According to pilot survey data, most returning residents heard about re-entry support services through community-based organizations. DFSS can strengthen those partnerships to address disparities in the services needed v. services obtained.
• Create direct connections with employment partners to bridge the gap between employment opportunities and returning residents, and to connect employers with educational resources.

DFSS will advance actions from the following strategies in its contracting action plan:

• Leverage our internal processes around staff onboarding, intergovernmental affairs, and program management to build a suitable and diverse applicant pool.
• Establish integrated touch points in our RFP process to know whether our efforts toward utilizing contracting as a tool for equity are responsive to community concerns and accomplishing our desired outcomes.
• Ensure that equity and equitable outcomes are baked into the contracting process at every step, and that support exists for organizations most closely serving communities that we know need our services the most.

DFSS will advance actions from the following strategies in its community engagement action plan:

• Support and encourage more inclusive and creative community engagement by leveraging stakeholder relationships.
• Implement survey process improvements to ensure equitable access to opportunities for community to provide input on DFSS programming.

To advance the citywide desired result around public health and services, DFSS’ FY23 goal is to include an equity-based performance question in the “Performance Management, Outcomes” section of priority Requests for Proposals 

Key wins: This goal has been completed, and the question has been integrated into DFSS Requests for Proposal evaluation template as of 2/14/2023. The question was drafted internally utilizing best practices from other municipalities’ attempts to collect similar data. The wording was then workshopped with OERJ as well as external stakeholders in equitable procurement in the City of Chicago. DFSS is working to identify strategies to assess the impact of incorporating this question into the evaluation template.  

To advance the citywide desired result around data, DFSS’ FY23 goal is to leverage the department’s new data governance policy to identify and publish datasets and analyses publicly. 

Key wins: DFSS was able to finalize a new data sharing policy. This policy is meant to expedite internal and external requests for data that DFSS holds and provide guidance to ensure data is appropriately evaluated internally prior to sharing.  

DFSS is still in the process of fully rolling out this new data sharing policy, so that it becomes consistently used by program staff.  Currently, some incoming data requests are responded to outside of the processes set forth by the new policy.   

In 2024, DFSS will provide more robust training and written guidelines to data and program staff regarding the data share policy and the appropriate processes to both safely share data and uphold our commitment to transparency. 

To advance the citywide desired result around public health and services, DFSS’ FY23 goal is to run a department-wide Equity, Data, and Performance Improvement training series led by our Strategic Planning & Impact (SPI) team. Utilizing lessons learned from the G.A.R.E. Racial Equity Toolkit alongside other equity work within DFSS, SPI will recruit critical program staff from all seven of DFSS’s divisions for this five-month series, leading staff through the problem identification, diagnosis, and planning steps to tackle equity gaps they have identified in their own programming through data analysis and delegate feedback. 

Key wins: With leadership we identified representatives from our program divisions to participate in the Data and Equity cohort. Representatives are program staff who have both close proximity to service delivery in their respective divisions and also would benefit most from using an equity lens to analyze data for the improvement of their programs.  

The cohort kicked off on 6/25/2023 and will run until 10/12/2023. The Cohort have identified problem statements specific to their own programming and are now beginning the process of data evaluation and developing a plan to address inequities in service delivery revealed through the data analysis. 

DOF will advance actions from the following strategies in its community engagement action plan:

• Share data at the community level to improve transparency about outstanding debt. 

DOF will advance actions from the following strategies in its economic development action plan:

• Engage with community partners and other City Departments to evaluate program success and the need for further review of enforcement practices.

DOF will advance actions from the following strategies in its contracting action plan:

• Implement compliance controls to ensure user departments issue an executed standard purchase order or blanket release before a contractor begins work. 
• Issue 50/50 payments to contractors on eligible infrastructure construction and professional service contracts. 
• Issue advance payments for start-up and mobilization costs and direct payments to the contractor’s subs and suppliers facilitated by a third-party funds control provider. 

To advance the citywide desired result around economic development, DOF’s FY23 goal is to continue to use data to deploy parking enforcement personnel to further reduce average fine amounts in Black and Brown neighborhoods by 2.5%. In addition, DOF’s goal is to implement improved boot zones and a prioritization of resources to reduce the percentage of vehicles immobilized in Black and Brown neighborhoods by 5%. 

Key wins: We continued to rethink parking enforcement, using data science to impartially allocate enforcement officers.  Rather than deploy personnel based on geographical consistency (i.e. the same number of officers in each area of the City), we shifted enforcement away from disadvantaged neighborhoods that traditionally receive more “licensing violations” like infractions for expired plates and missing city stickers. While there is still work to do, the year-over-year impact has been encouraging. 

• Reduced the share of tickets issued in disadvantaged communities from 18.9% in 2020 to 18.7% in 2021 to 17.7% in 2022, including a reduction in the share of city vehicle licensing violations from 23.5% to 20.8% to 18.2%. 
• Reduced the share of tickets issued in majority Black and Brown communities from 15.3% in 2020 to 14.9% in 2021 to 13.9% in 2022.
• Reduced the gap between the average fine amounts in disadvantaged communities and wealthy neighborhoods from $4.66 in 2020 to $2.73 in 2021 to $1.24 in 2022.

In late June 2023, we applied a similar methodology to the deployment of booters in hopes of reducing the impact on disadvantaged communities. 

As compared to 2020, vehicle-related fine amounts in disadvantaged communities declined 3.8% in 2022. To advance the citywide desired result around economic development, DOF’s FY24 goal is to continue to use data to deploy parking enforcement personnel to further reduce average fine amounts in disadvantaged neighborhoods by 2%. In addition, DOF’s goal is to reduce the percentage of vehicles immobilized in disadvantaged neighborhoods by 2.5% by utilizing improved boot zones and a reallocation of resources. 

To advance the citywide desired result around public safety, DOF’s FY23 goal was to review debt relief programs and revise, as necessary, to support survivors. DOF is looking into changes to program eligibility and opportunities for directed outreach to impacted groups.  Because Black and Brown residents are more likely to experience gender-based violence, these efforts will directly impact those communities in a positive way. 

Key wins: Effective in April 2023, modifications to the UBR and Full Payment Certificate (FPC) processes were made to comply with amendments to MCC 11-12-530, the ordinance requiring FPCs.  These amendments were made to allow customers in specific situations to transfer a property to a UBR-eligible recipient without requiring full payment of the charges at the time of the transfer.  Customers who are in UBR and are transferring the property to another low-income individual, properties where the property owner has passed away, and customers who are transferring a property as a result of a divorce case may be eligible to take advantage of this change.  The party receiving the property is required to apply for UBR, must be pre-qualified, and then will be enrolled in UBR once the property transfer is confirmed with the City.   

These expansions are helping low-income customers keep properties that may have been in their families for generations and are providing a path to debt forgiveness.  Additionally, we have had at least one person involved in a gender-based violence situation be able to use the process to transfer her property, thereby allowing her to continue through her divorce case and continue on her path to exiting the abusive situation. 

We are continuing to look into other changes to all debt relief programs’ eligibility and opportunities for directed outreach to impacted groups. 

To advance the citywide desired result around community engagement, DOF's FY23 goal was to continue to promote debt relief programs, affordable payment plans, and accessible payment options so that City debt is not a barrier to employment or contracting with the City. 

Key wins: DOF engaged Chicago Weekly and La Raza to promote the Administrative Debt Relief Program. In addition, Comptroller Soni appeared on WBEZ’s Black Voices to discuss all debt relief programs offered by DOF, palm cards were distributed to Aldermanic offices, and representatives participated in mobile City Halls, community budget engagement meetings, and similar events to encourage participation in the programs. 

CFD will advance actions from the following strategies in its workforce action plan:

• Create a permanent community outreach recruitment diversity and inclusion (CORDI) unit within the Office of Diversity Equity and Inclusion (DEI).  
• Create a wholly inclusive and robust mentorship program for leadership roles and succession planning, which will be reflective of the City’s entire population (women, people of color, and all identities). 
• Increase the presence of women and other underrepresented groups within the Chicago Fire Department by creating the CFD Cadet Program for residents. This program will be created in collaboration with the Community’s input, Chicago City Colleges, Deputy Mayor of Community Safety, and other stakeholders to establish parameters and curriculum for launch in the fall of 2025. 

CFD will advance actions from the following strategies in its data action plan:

• Coordinate with department leadership to establish and oversee CFD’s technology strategy across the department. Develop job titles and specifications for new data and technology budgeted positions. Form a Strategic Initiative and Data Analytics Unit to make informed operational decisions, save lives, reduce property loss, and protect firefighters and EMTs 

CFD will advance actions from the following strategies in its public health and human services action plan:

• Obtain public feedback and assist community leaders in closing gaps and improving life expectancy.  
• Include DEI concepts and a community collaborative EMT training initiative for Mobile Integrated Health, which is designed to improve population health by reducing utilization of 911 services, empower Chicago residents to take charge of their health, close equity gaps, and build public/private community partnerships to address all health care needs. Conduct risk assessments and identify key performance indicators to create a transparent dashboard for publishing. 

To advance the citywide desired result around public safety, CFD's FY23 goal is to increase community risk reduction practices through community engagements, public education, and continued outreach in wards with the highest death rates for Black and Latino community members, especially children and seniors. (process).   

Key wins: CFD has continued its successful outreach and Community Risk Reduction programs. CFD has been able to keep fire deaths to the same as 2022 at 21 YTD.

Additionally, the new smoke detector ordinance has made the task of ensuring communities and residents who can least afford smoke detectors challenging. CFD continues to seek funding options for the new battery-encased smoke detectors to meet the new requirements.

Facing these odds, CFD continues to distribute smoke detectors to senior citizens through its Chicago Seniors at Risk Program to ensure that seniors, who are most at risk, have working smoke detectors as well as distribute smoke detectors to neighborhoods during a fire fatality canvass. CFD has still given away more than 13,000 smoke detectors, conducted over 5100 canvasses across all neighborhoods, distributed over 276 CO detectors, and made 115 residential visits in predominately Black and Latino communities. CFD completed 1,263 Chicago Seniors at Risk Program visits and smoke detector installations in heavily populated Black and Latino communities. Public Education has completed 178 Fire Safety Director practicals and 162 Fire Director classes within the Central Business District and the O’Hare Expressway corridor. Public Education also participates in career day events at CPS facilities, participating in over 40 events this past year; serves as the hosting unit to CFD Community Pop Up Events and Cares activities; and continues to do car seat checks at the Public Education location and in homes. CFD continues to conduct the Fire Escape VR program as well as the Survive Alive smoke trailer to at-risk communities.

To advance the citywide desired result around workforce, CFD's FY23 goal is to increase the representation of community members from the African American and Hispanic community as well as Asian and Pacific Islander, and other diverse communities in CFD’s workforce. CFD will engage with new community partners and organizations to achieve this goal with its new recruitment campaign.

Key wins: The CFD recruitment campaign for Firefighter/EMT was successful even though it was only 21 days in duration and experienced multiple false starts. The total number of applicants was 15,256. The Chicago Fire Department achieved a department goal of increasing the diversity of the applicant pool.  The diversity of the applicants was approximately 61% for all demographics with 26% of applicants identifying as African American, 32% Hispanic, and 2.9% Asian Pacific Islander and Native Americans. We achieved an increase from the 2014 exam for females that reached 18% - up from 14%. The percentage of African American applicants was higher than in previous campaigns but was still less than desired. CFD’s intense outreach in Hispanic and Black communities was a new initiative that was undertaken with the WBE/MBE, where they held events located in communities of color . Also, CFD offered test prep sessions for applicants at City Colleges of Chicago along with community partners such as the Black Fire Brigade and the African American Firefighter and Paramedic League to prepare applicants for the entrance exam. 

CFD used a WBE/MBE media firm to assist with our recruitment campaign in communities generally left out of the recruitment process. Information sessions via digital and social media platforms allowed us to reach almost 15,000 potential applicants via email sign up for the entrance exam on the Fire Department website as well as instructional information via Facebook groups designed to help applicants succeed.  

CFD continues to build community partnerships with Westside United, Esperanza, DFSS, organizations in Southshore community, and other neighborhoods on the South and West sides. In addition, CFD continues to attend back to school events, youth engagement events, health expos and other career, health, and safety community events.  

CFD has also established a relationship with the Veterans Affairs in the Mayor’s Office which has been instrumental in assisting our veterans and active military member applicants. 

To advance the citywide desired results around public health, CFD’s FY23 goal is to continue engaging in meaningful and impactful ways with community members from across the city, including by not limited to CFD pop-up events where we teach hands only CPR, Stop the Bleed, Mental Health awareness, Narcan Reversal training with Illinois Heart Rescues. CFD will work to achieve more beneficial outcomes in health and human services and community engagement through various methods such as increased public education and awareness demonstrations via social media, outreach to schools and religious institutions.

Key wins:  CFD has conducted numerous demonstrations at public events and conferences such as the Homeland Security conference and continues to create dialogue and relationships with new community partners and outreach groups across the city with a focus on disinvested communities. CFD has partnered with One Summer Chicago to begin taking on interns during the summer break for employment to expose them to career options with CFD. These youth also work alongside our CPFTA interns who have paid internships with CFD. CFD has now hired 5 additional youth from the One Summer program for year-round work and mentorship with CFD divisions. CFD continues to attend community events and career fairs while speaking at schools and events at college recruitment events and health events.

CFD has completed one Community Pop Up event and had to pause for the summer months due to circumstances beyond its control. We expect to resume this initiative by the end of September.

The Community Pop Up event in the 11th ward had over 200 visitors who received hands on CPR training, Stop the Bleed training, Smoke detector giveaways visits with the OSFM Arson dog and Illinois Heart Rescue bystander CPR and Opioid Reversal training.

CFD CARES (the FC initiative) continues to partner with neighborhood groups for community activities and engagement.

DOH will advance actions from the following strategies in its contracting action plan:

• We will advance elements to build further our capacity-building accelerator program, including some carry-over details from FY23.

DOH will advance actions from the following strategies in its housing action plan:

• 2024 will represent the first full year in which DOH has a dedicated ETOD project coordinator, who will split their time between ETOD work and DOH's ADU program. This will allow DOH to dedicate more staff time and resources to promoting ETOD across Chicago.

DOH will advance actions from the following strategies in its data action plan:

• We are working with Senior Database Analyst to continue improving internal database systems and data governance to achieve data equity goals further.

To advance the citywide desired result around contracting, DOH's FY23 goal is to increase the number of BIPOC developers in DOH-led projects and enable more qualified BIPOC contractors' participation by providing access to credit.

Key wins: This year, the Construction and Compliance (CAC) team has conducted and analyzed a survey to understand contractor needs better and has developed a list of 85 contractors that the team will contact for potential participation in the technical assistance program. As part of this goal, DOH is in the process of selecting instructors for the webinar series and has identified funding to develop a webinar series to support historically underserved contractors. While the technical assistance program is primarily geared toward BIPOC contractors, DOH also plans to expand the webinar series to include other historically underserved contractors.

For the first year of program implementation, the target goal for contractor participation in the larger program is 25-30 participants. Additionally, the CAC team has started to draft an RFP to identify delegate agencies that can provide additional support to minority contractors. CAC is also examining how DOH can partner with The Department of Business Affairs and Consumer Protection (BACP) for business support

To advance the citywide desired result around data collection, DOH's FY23 goal is to develop an equity-centered qualitative and quantitative evaluation framework for all DOH programs that increases historically excluded communities' (Black communities, Indigenous communities, immigrant communities, survivors of gender-based violence, returning residents, low-income residents, people with disabilities, and LGBTQIA+ communities) utilization of DOH programs and increases public transparency.

Key wins: This year, DOH's Policy bureau has selected the Home Improvement team as its pilot team for in-depth program evaluation using equity-centered data. The Home Improvement pilot team is evaluating and improving the Home Repair Program (HRP) and the Small Accessible Repairs for Seniors Program (SARFS).

DOH's Policy bureau has also worked with the Program Director over delegate agency contracts to build equity-centered data principles for all community development grant application programs.

In addition, a Senior Database Analyst position, approved for the FY23 budget as part of the Data Equity Project initiative, was onboarded in July. They are working to improve data governance practices with the ARO and multi-family finance teams, as well as supporting the program evaluation pilot. Other work for this goal has not progressed due to staff capacity issues. The main staff person managing this project left the department, and the bureau has not yet found a replacement. However, interviews are being conducted, and the bureau is hopeful it will be back on track in the first quarter of 2024.

To advance the citywide desired result around housing, DOH's FY23 goal is to increase the number of affordable units near high-utilized transit stops.

Key wins:  As of August 2023, DOH has closed on six affordable housing developments in equitable transit-oriented zones and completed construction on one. These developments add almost 500 housing units in Englewood, the Near West Side, Lincoln Square, Bronzeville, East Garfield Park, and Woodlawn. In addition to these developments, DOH prioritizes funding for proposals that incorporate transit or alternative transportation benefits as a part of the Department's 2023 Qualified Allocation Plan review process, and the department will soon be onboarding a staff member to support this effort internally.

DHR will advance actions from the following strategies in its workforce action plan:

• Expand and improve training and development programs that support diversity.
• Invest in diverse and equitable recruitment strategies.

DHR will advance actions from the following strategies in its public safety action plan:

• Increase transparency of the testing process to make applicants for promotional titles aware of what is taking place at each step, and how they can improve their chances for success.

To advance the citywide desired result around workforce diversity, DHR’s FY23 goal is to drive the implementation of the City's updated Employment Plan in a manner that aligns with the City's framework for diversity and fairness in hiring.  DHR will focus on the expanded opportunity to use internships and training programs by having departments identify titles where such programs would be effective and lead to strong entry-level candidates, then create specific strategies to attract underrepresented groups to participate in those internships and training programs.   

Key wins: DHR created a survey to ask department heads and HR Liaisons to provide information on current apprenticeship or internship programs they have utilized, and seeking their input on job titles that would be good candidates for such programs.

To advance the citywide desired result around workforce diversity, DHR’s FY23 goal is to cultivate and attract diverse and female-identifying candidates.  DHR will task its internal Diversity Committee with assessing the most effective use of funds budgeted for advertising and marketing and make a written recommendation to the department head in early 2023. During the year, the committee will provide quarterly reports on that spending and planned spending.   

Key wins: DHR met with a current vendor to assess how this vendor’s work is supporting our goals.

To advance the citywide desired result around Public Safety, DHR will leverage its role on the Police Promotions Review Committee (PPRC) created as part of the Chicago Police Department Consent Decree. DHR will work with the Chicago Police Department and other stakeholders on the PPRC to improve application and selection processes, with the goal of driving increased diversity in the ranks of Detective, Sergeant, and Lieutenant. DHR will review the application process to find opportunities to make it more user-friendly and conduct candidate experience surveys to identify trends and ultimately minimize barriers to the application process.

Key wins:  DHR gathered ratings and feedback about the Sergeant application process from PPRC committee members. Their comments are summarized below:

All CPD members interested in the Sergeant position must complete an electronic application through the Taleo system. This application lays out the job duties, minimum qualification to apply, sit for the exam, and be promoted, and describes the promotional process. However, it is a lengthy process and arduous for some applicants. Candidates must successfully submit the application and pay an application fee of $25 dollars by a set date, in person, in order to be considered for the position.

Some of the recommended changes are to streamline the process by simplifying language and cut out unnecessary words and sentences in the application document, create an online payment option for applicants and centralize all the information regarding the promotional process that remains the same year after year.  Historically, some candidates have accidentally disqualified themselves from the process with their answers to compound disqualifying questions. The application is also very wordy and lengthy. This may overwhelm candidates and prevent them from completing the application process. Additionally, allowing candidates to pay online may make it easier for a lot of candidates. A centralized source of information will help ensure that, 1) everyone knows where to find the same information or updates, 2) no longer dependent on individual messages that someone sends out that potential candidates may have missed, 3) ensures all the same information is accessible to everyone. The evidence that led the committee to make this recommendation came from the application itself and a review of other source information that is related to the exam.

OIG will advance actions from the following strategies in its data action plan: 

• Develop new dashboards and enhance OIG’s current dashboards with demographic and socio-economic information at the ward, community areas, police districts, and beat levels to provide a detailed picture of equity around the dispersal of City services. OIG views Priority #1 as two tasks: 
• The first is the creation of a new dashboard highlighting the information mentioned above. OIG has drafted a dashboard and incorporated some of the information mentioned above. 
• The second is enhancing the current existing dashboards.  For the second task, OIG has updated all existing dashboards (where applicable) with updated demographic info. The next steps are to update with socio-economic factor(s). 

OIG will advance actions from the following strategies in its public safety action plan: 

• Improve relations between community and police by incorporating community and stakeholder engagement at all stages of our public safety projects. This ensures our work addresses issues most directly impacted by the quality of those relations and therefore the effectiveness of Chicago's public safety operations.  

OIG will advance actions from the following strategies in its workforce action plan: 

• Improve employment opportunities for minorities in Chicago by focusing on recruitment and retention within OIG and other departments.   

To advance the citywide desired result around data collection, OIG’s FY23 goal is to provide the public with a more detailed picture of the equity impacts of the dispersal of City services by enhancing its current publicly accessible dashboards to add demographic and socio-economic data, where relevant, and to link its currently available reports on its dashboards, where relevant.   

Key wins: We are partially on target. We are still in the process of building out a repository of data related to socio-economic data. We have completed work related to poverty and education level. The data is hard to work with and requires a lot of effort to structure, summarize and present visually. Efforts have been completed on updating all internal and external public-facing dashboards with population and demographic data from the 2017-2021 US Census.     

To advance the citywide desired result around public safety, OIG’s FY23 goal is to formalize its commitment to embedding diversity, equity, and inclusion into all of its work by updating its manuals and templates for the Public Safety Section, and other sections across the office as well as its Audit & Program Review Section, to include a record of all diversity, equity, and inclusion processes and follow-up that occurred at each stage of the project.     

Key wins: Changes were formalized in the Public Safety Manual. The Public Safety section explores issues of racial equity on a regular basis as the team goes through the life cycle of each project and on a weekly basis as the team reviews closed BIA and COPA closed disciplinary cases. Members of the Public Safety section not only address and learn about issues of diversity, equity, and inclusion through our everyday work within the Office, but the Public Safety section puts forth a consistent and concerted effort to include community engagement across projects and across the section, e.g., National Night Out participation, where members of the Public Safety section tabled at six different Police Districts. Overall, so far in 2023, OIG has been at 49 events and reached 5,800 attendees.  

To advance the citywide desired result around workforce diversity, OIG’s FY23 goal is to continue to expand recruiting opportunities to ensure that a wide array of Chicagoans is aware of employment opportunities within OIG, including reviewing and updating its job postings and position descriptions to ensure they best attract diverse talent.     

Key wins: OIG continues to reassess its practices, continues to implement more inclusive hiring and recruitment practices, and continues to build DEI into all our work. OIG is starting to see a steady increase in percentages within employee diversity.   

Challenges with recruitment include a competitive job market, competitive salary and benefit packages, and City residency constraints. Every job posting released in 2023 was screened with a DEI lens.   

OIG employs a larger workforce than ever before; it has experienced about an 8% increase in full-time staff since 2022.  OIG has seen an increase in diversity demographics as it has continued our growth. OIG’s goal is to ultimately employ a workforce that matches the City’s demographics.   

DOL will advance actions from the following strategies in its workforce action plan:

• Strengthen recruiting practices to attract more diverse candidates. 

DOL will advance actions from the following strategies in its community engagement action plan:

• Proactively engage with minority-owned law firms and use expense data to increase utilization of minority-owned law firms and diverse attorneys and paraprofessionals at law firms. 
• Re-institute annual open houses for minority law firm outside counsel opportunities. 

DOL will advance actions from the following strategies in its education action plan:

• Cultivate a culture of equity amongst DOL employees.

To advance the citywide desired result around lifelong learning, DOL’s FY23 goal was to increase professional development opportunities for staff to learn about and engage in DEI goals within the legal community, through seminars and workshops provided by trained DEI facilitators.   

Key wins: DOL has been making progress on increasing professional development opportunities that focus on creating culture of equity and leadership in the department. In FY23, we wanted to quickly leverage some opportunities that came up and use these to build on the idea of equity-centered trainings.

In June 2023, OERJ presented “Equity 101: An Introduction to Diversity, Equity, and Inclusion,” which was presented virtually by the Office of Equity & Racial Justice. The training focused on analyzing the role and responsibility government institutions have in ensuring equity and inclusion.

DOL endeavors to support our attorneys in obtaining their Continuing Legal Education (CLE) requirements for law licensing by providing high quality legal trainings. As we work on creating CLE content with a diversity lens, in FY23 the Committee on Inclusion and Diversity hosted DEI -focused CLE trainings to staff including: “Exploring Federal, State and Local Military Leave Law”, which focused on veterans’ issues, and “Road to the Robe: Becoming an Associate Judge in the Circuit Court of Cook County,” which, particularly for our first-generation lawyers, helped make the path to becoming a judge more concrete. As with all our CLE trainings, each participant received a post-event survey. We will continue to incorporate feedback into our FY24 training offerings.

To advance the citywide desired result around workforce diversity, DOL’s FY23 goal is to increase on-campus presence at local law schools, legal job fairs and with affinity organizations to recruit diverse and qualified attorneys.

Key wins: As the COVID pandemic has been mitigated, more job fairs are hosting in-person events again. DOL has attended diversity-focused job fairs, but has been largely limited to attending local events because of budget constraints. This year, DOL’s Director of Attorney Recruitment & Professional Development was able to attend the Lavender Law Conference, which is hosted by the National LGBTQ+ Bar Association, because this year it was held in Chicago.

DOL is also scheduled to attend the Harvard Law Public Interest Law Fall Virtual Public Interest Interview Program, the University of Chicago Virtual Public Service Interviews, Northwestern Pritzker School of Law Career Night, and DePaul’s Meet Government Employers Event.

DOL also sends postings containing attorney vacancies to a variety of bar organizations, including over 20 local and national bar associations for affinity groups.

DOL has also hosted the Virtual Open House DOL Summer Law Clerk Program – two virtual career open houses that were marketed to local and national affinity group organizations, law school administration and legal organization leaders.

DOL’s Director of Attorney Recruitment & Professional Development meets regularly with the Committee on Inclusion & Diversity Hiring Retention Subcommittee to partner on recruiting diverse talent.

DOL is also adding $16,000 to the 0169 fund to financially support attendance at legal job fairs in FY24. The budget will pay for conference/job fair registration for the Director of Attorney Recruitment and other DOL representatives so that DOL can increase its outreach to diverse law students and attorneys. (Typically, registration for a conference costs several hundred dollars, and with travel/accommodations the costs can easily exceed $1,000 for a single attendee.) Funds will also allow for the purchase of items needed for job fairs such as recruiting booth items and printed flyers.

To advance the citywide desired result around lifelong learning, DOL’s FY23 goal is to enhance staff-produced CLE production. We encouraged more CLEs driven by division content to highlight the interesting, incredible work of our Department. Changes include:  

1. Encouraging presenting staff to invite their law school alumni groups and professional groups and offer CLE processing for them; 
2. Conducting proactive outreach to DOL and CID and Inclusion to ask them about CLE ideas; 
3. Empowering internal leaders to lead practice tools/tips/tricks sessions. These sessions encourage leadership, demonstrate healthy practice skills and enhance overall work.   For example, senior leadership attended a workshop on “Developing Leadership Skills,” which presented information on how to be an effective leader and provide positive feedback to staff. 

Key wins: DOL continues to make progress on providing internally presented CLE training to staff. In the past year, DOL has presented six trainings that qualified for CLE credit to staff and a total of 284 Certificates of Completion have been issued. CLE course titles include:  

• Road to the Robe: Becoming an Associate Judge in the Circuit Court of Cook County
• Exploring Federal, State and Local Military Leave Law
• Equity 101: An Introduction to Diversity, Equity, and Inclusion
• An Introduction and Guide to Handling Bid Protests
• Training on Local Records Act
• Overview of Prosecutions & File Prep Training

LAC will advance the citywide priority area for contracting by:

• Expanding the scope of exploration for existing MBE court reporting services.

To advance the citywide desired result around contracting, LAC’s FY 23 goal was to further equitable access by identifying and contacting representatives in the Dept of Law and Procurement Services to explain our objectives and see how we can work together to find more MBE court reporters.

Key wins: LAC reached out to both the Law Department (DOL) and Procurement Services (DPS) to identify possible MBE court reporting services. LAC also contacted City Colleges to discuss the possibility of offering a program in court reporting services that includes classes in entrepreneurship and American English dialects. This program would be geared toward creating an expedited pathway to City MBE certification for court reporting businesses, in the hopes that it may attract MBE-eligible participants. No such program currently exists. To become a licensed court reporter in the state, a four-year college degree is not required. Research indicates there is an estimated 25 percent decrease in the number of Illinois court reporters overall since 2013. Research did not reveal numbers specific to MBE court reporters. LAC identified one City-certified MBE to add to the WBE service it currently uses. Overall, there are six WBE and one MBE/WBE court reporting service vendors that are City-certified.  

MOPD will advance actions from the following strategies in its housing action plan:

• Maximize outreach and staffing efforts within the HomeMod Maximize the construction and repair of accessible modifications to homes to increase accessible housing stock and reduce the future cost of services to aid Chicagoans with disabilities, home health aides or nursing home care.

MOPD will advance actions from the following strategies in its public health and human services strategies action plan:

• Encourage food programs to ensure their services are accessible to people with disabilities.

MOPD will advance actions from the following strategies in its data action plan:

• Continued collaboration with ECM to collect and report-out data from Career Center job seekers. 

.   

To advance the citywide desired results that all Chicagoans are healthy and benefit from a full range of health and human services, MOPD’s FY23 goal is for all Chicagoans with disabilities to have access to healthy and nutritious food.  

Key wins:

Partnership with Greater Chicago Food Depository Program  

• 15 clients referred since program launched in Jan 2023
• 9 clients active since April 2023
• 4 clients receive 15 meals per week option
• 4 clients receive the 21 meals per week option

Austin In-Home Delivery for Individuals with a Disability 

The Mayor’s Office of People with Disabilities (MOPD), the Community Safety Coordination Center (CSCC), and the Thierer Family Foundation, an organization helping nonprofits increase their impact through technology, launched a continuation of an in-home food delivery pilot in February 2023 to ensure homebound, disabled residents in Austin have access to fresh, nutritious food.  As of August 2023, the program has distributed over 27,000 pounds of food with 1,059 deliveries to 100 residents. The program has created 38 new jobs. The current expansion includes the continuation of the program for another six months to the same 100 residents. For now, the food delivery program is based in Austin, but the partners aim to provide access to areas throughout Chicago. 

• Participant Survey Results (average survey response rate 43%)
  • Quality of Food 4.43/5
  • Quality of Delivery 4.41/5
• Baseline Food Insecurity Levels
  • Severe 37%
    • High 59%
    • Medium 4%
  • 2 top Survey Results on Barriers to accessing food pantry
    • Mobility challenges 26% 
    • Transportation 28% 

• 61% of pilot participants reported managing 2+ health conditions

To advance the citywide desired result that all Chicagoans have healthy, affordable homes. MOPD’s FY23 goal is to make sure that Chicagoans with disabilities who acquire disabilities secure accessible housing through home modifications.    

Key wins: MOPD’s HomeMod program has organized presentations with the Asian Community which included intentional outreach and meetings with leadership of Asian organizations including Chinese American Service League, Coalition for a Better Chinese American Community, UIC Asian American Resource and Cultural Center.  We continue to outreach and provide services in this area, and will continue our outreach to all communities including Black and Brown communities.   HomeMod will be providing service to roughly 200 individuals in 2023, a majority of which will be African American and we will be increasing our services to Asian Americans.   This is a 66% increase in services by the HomeMod program directly geared toward providing Racial equity for people with disabilities. 

To advance the citywide desired result of all Chicagoans having the ability to obtain, view, or use public-facing data from the City of Chicago, MOPD’s FY23 goal is to collect data on Chicagoans with disabilities to better inform Chicago residents and government officials.

Key wins: HomeMod collects robust data, tracking clients along with services are provided to each client.  With this data, we can evaluate how the HomeMod helps our clients and their ability to continue to live independently in our communities.  We also use our data to identify neighborhoods we are not serving and target our outreach efforts accordingly so that residents in those communities have the opportunity to learn about our services.  The Enterprise Case Management System (ECM) is in the final stages of the build out phase for the HomeMod Program, which will allow us to evaluate our data to determine trends and quantitative analysis.   

There is a strong demand for accessible housing, as the number of people with disabilities increases, along with the number of senior citizens who acquire disabilities.   MOPD's HomeMod program provides one solution, by adapting existing housing with modifications, so that people with disabilities and families can continue to live in our homes and communities.  HomeMod provides modifications including vertical power lifts which creates accessible entrances to homes, accessible bathrooms, and other spaces by request such as kitchens.   Available data shows that under 4 percent of housing units are accessible for people with moderate mobility difficulties, and less than 0.2 percent are accessible for a person with a disability who utilizes a wheelchair and lives alone. Approximately 60% of HomeMod's clients are Black, illustrating the systemic racism that the Black community has experienced when seeking housing, which includes being able to afford accessible housing.  HomeMod is currently working to provide more services which will reduce the wait times for such services.  This long wait can impact one's health - many individuals waiting for modifications may try to get by until they are approved for a home modification and during that period, fall and injure themselves, threatening their ability to remain independent long-term.

OIG employs a larger workforce than ever before; it has experienced about an 8% increase in full-time staff since 2022.  OIG has seen an increase in diversity demographics as it has continued our growth. OIG’s goal is to ultimately employ a workforce that matches the City’s demographics.   

DPD will advance actions from the following strategies in its community engagement action plan:

• Create opportunities for the BIPOC community to provide feedback to better understand their wants and needs. Regional Planners can facilitate community discussions and disseminate surveys to better obtain feedback.
• Continue to improve DPD grants programs, to the extent possible, with community feedback in mind, especially from those communities that have experienced hardships due to historic discrimination.

DPD will advance actions from the following strategies in its data action plan:

• Create a centralized dashboard for DPD data sets and visualization and ensure it is accessible through various mediums (online and in paper form by request) at various locations such as Chicago Public Libraries, City Hall, Ward offices, etc. 

To advance the citywide desired result around contracting, DPD’s FY23 goal is to increase the number of businesses and organizations in historically disinvested and underserved communities who participate in DPD grant programs by analyzing data to assess gaps in service/investment and come up with actionable recommendations of how DPD will close those gaps. 

Key wins: DPD determined that switching from a Request for Proposals (RFP) model to a Request for Qualifications (RFQ) model attracted more emerging BIPOC companies to apply. After reviewing the process for programs such as Come Home and Ready Build, it appeared that providing projects at various scales for BIPOC applicants of all scales expanded the opportunities available. DPD believes developing a pipeline with more intentional engagement; providing more resources for predevelopment, including but not limited to financial resources and human capital, allows a BIPOC applicant more equal footing as they go through the development process. Strong relationships with foundations, the Community Wealth Building team, and Community Investment Vehicles will further help BIPOC developers remain viable developers. The CRP Small Team plans on conducting applicant feedback surveys after our August 2023 deadline for development projects. The CRP Small Team will be conducting grantee feedback survey for completed projects. 

The CRP Small Team put the application online and have translated it into Spanish and Simplified Chinese for our August 2023 deadline. 

The CRP Small Team has begun drafting a plan for measuring impact. 

Metrics used to determine the RFQ model came from direct feedback from potential respondents, saying the cost to produce a response was prohibitive. We also learned emerging BIPOC developers don't always know how or have the resources to select an architect qualified for the type of project they're interested in so the RFQ let us help them in supplying a list of qualified architects for developers to choose from. We're still developing our quantifiable metrics but we have goals around getting broader participation from emerging BIPOC developers with firms like CBBC, Elizabeth Carter LLC, and TruDelta emerging and competing with established firms like Michaels and Brinshore. We've also succeeded in facilitating more diverse architecture partnerships with firms like Canopy (BIPOC, Chicago-based firm) and Teeple Architects (Toronto, Canada), Nia Architects and Yu Associates (both BIPOC-led firms based in Chicago), and Howler+Yoon (Boston based firm) with Moody Nolan (Largest Black-owned firm in US, Chicago office).  

We're still in the process for 2 of the RFQs, and the others were only recently completed; thus, we do not have any data to demonstrate the impact of revised policies with a focus on equitable outcomes. 

To advance the citywide desired result around neighborhood planning and development, DPD’s FY23 goal is to improve the vibrancy and walkability of commercial corridors in historically disinvested and underserved communities by analyzing past investments and identify actionable steps to creating catalytic community centered investments for the future. 

Key wins: DPD has worked with local community development organizations, residents, and elected officials to advertise and make available assistance and funding for development opportunities through the Neighborhood Opportunity Fund (NOF), Small Business Improvement Fund (SBIF), and other programs.   

The department works with grant applicants to fulfill program requirements and alleviate potential application barriers, where possible, for example:  

• The SBIF program has reduced the number of required scofflaw checks, only one check is now required at the beginning prior to approval of the application;
• The NOF program works with grantees to satisfy scofflaw and revenue checks, yet more progress can be made in helping grantees with these challenges. 
• Pre-award financial assistance can be given to help ensure projects gain traction earlier in the development process.  

DPD is proactive in seeking applicants for our economic development grants, for example:  

• If the SBIF program is not receiving applications or projects are not successful, then SBIF continues to work with Delegate Agencies to improve project completion/success. SBIF also analyzes past investment to strategically request additional funding for the program. 

Instead of providing architects, general contractors, and other support for drafting a full application, the CRP Small Team provides Technical Assistance Providers (TAs) to support the drafting of budgets and scopes of work for the duration of the grant. NOF and other program staff assist grantees with building projects through direct support with building questions as well as through the provision of a list of qualified TAs. Qualified TAs can be funded out of grant funds and allow grantees to concentrate on the business aspect of their project and allow architects and construction managers to assist with the building renovations and construction. DPD can provide additional TAs, by requiring usage of TAs and increasing funds for those services. Additionally, the Bureau of Economic Development (BED) is actively seeking internal approval of a proposal to revise the Municipal Code to allow the use of NOF to fund independent pre-development grants that will allow DPD to address persistent access to capital issues that prevent strong concepts from advancing as well as strengthen its own overall project pipeline.  

Community engagement has been at the core of the Invest South West Initiative (ISW) over the past four years. 

Across 10 community areas and 11 neighborhood corridors, the city conducted a community-focused process of engagement that helped identify community selected opportunity sites that subsequently allowed the department to design and facilitate an open Request for Proposals (RFP).  Proposal requests were designed with a Community input-oriented process that included community visioning sessions and a review process that included local community stakeholders, all of which was designed to provide RFP finalist vital community feedback.  The process also revised the RFP evaluation criteria to emphasize more community wealth-building and partnerships across developers that represented demographics of those communities as well as develop a list of minority and women-run architecture and design firms participating subsequent submittals. Updates are still being provided as they occur and are conducted with the support of local, lead organizations in the community. 

Local representation "on the ground" has always been critical to the success of ISW – to better understand communities' sentiments and needs, and to plug the community in closer with the City of Chicago's various departments and agencies. Because of the Corridor Manager role was developed. Corridor Managers are community members who liaise between the City of Chicago and the community to ensure the community’s work and goals are addressed.   

Furthermore, DPD has strengthened community engagement through Neighborhood Roundtables. The Neighborhood Roundtable was formed in spring 2020 and consists of representatives from city agencies, aldermanic offices, neighborhood organizations, small businesses and resident groups, who seek to advance local goals through a broad, cross-disciplinary approach that leverages the insights, wisdom, creativity and resources of local stakeholders. The roundtable meetings are still organized and led by planners from the Department of Planning and Development (DPD). There have been approximately 200 neighborhood roundtables in the last 4 years. 

To advance the citywide desired result around public health and human services, DPD’s FY23 goal is to Increase healthy food availability in historically disinvested and underserved communities, where many food deserts are found, by prioritizing healthy food access in our grant investment strategies. 

Key wins: DPD has worked to support projects like Forty Acres Fresh Market, as well as working in communities like Garfield Park and Roseland through our RFQ processes to facilitate grocery and food access through future development on City-owned sites. DPD planners have supported the release of the urban agriculture RFP/RFQ being released by BACP and Mayors office to support local growers.  

DPD has worked to support projects like Forty Acres Fresh Market which received a Community Development Grant and is moving through city approvals with plans to commence construction before the end of 2023. Through the RFQ processes, DPD continues to work in communities like Garfield Park and Roseland to facilitate grocery and food access through future development on City-owned sites.  DPD planners have supported the release of the urban agriculture RFP/RFQ being released by BACP and Mayors office to support local growers.  

During the process community members gather and give input on the preliminary concepts that go into an RFQ document helping set expectations for developers. They also convene for the final proposal selection where they participate in surveys, provide comments, and are asked for their preference on all the proposals. Community members are also nominated to be part of the selection committee to score the proposals along side people from DPD, DOH, MO, CDOT, etc.  

Developers and architects are chosen by jury and those who are chosen have demonstrated a long-standing commitment or deep understanding of the community based off their previous work.  

To advance the citywide desired result around economic development, DPD’s FY23 goal is to incorporate racial equity indicators in our grant scorecards when appropriate (in addition to the other equity indicators already included in many of our scorecards) to ensure DPD’s investments are being utilized in historically disinvested and underserved communities.  

Key wins: DPD complies with all City of Chicago Data Standards as outlined by the Mayor’s Office. Additional work has been done to standardize applications and to create a shared data repository (PROMA). DPD has also created a data dictionary for DPD data standards.   

DPD grant programs utilize Submittable, an application software, which has historically asked for demographic information on applications so that progress by “area” and “applicant” can be monitored. The City database PROMA generates data based on progress milestones, funding levels, and area of impact. Applicant and project data is also collected in PROMA and can be used to summarize investment and progress by “area” and “project” or “business” type.   

Both the Submittable and PROMA software platforms are regularly maintained to ensure up-to-date information is stored by project. Reports are frequently generated from the databases to analyze the financial and catalytic impact at the neighborhood level. PROMA is continuously being expanded to ensure more detailed reports can be generated and more detailed project information can be stored. More database upgrades will be instituted as required.  

DPD programs have incorporated racial equity indicators to both the review score cards and/or project selection (for non-competitive grants) to ensure investments occur in historically disinvested and underserved communities:   

The CRP Small programs incorporated additional points in our review score card for the following priority areas:   

• Proximity to Transit  
• Invest South-West Community Areas  
• Community Safety Areas 
• ARO Low-Mod Income Areas  
• Near Large multi-unit residential development  

BED Capital Grant programs incorporated additional points in our review score card for the following priority areas:  

• The NOF program’s Qualified Investment Area 
• Invest South/West Corridors and Community Areas 
• City-, County-, or CCLB-owned property 
• City landmarks and orange-rated buildings 

Small Business Development programs have incorporated the following in our review score cards/grantee selection:  

• SBIF grants are non-competitive, however, applications within Invest Southwest Corridors and SBIF target corridors get priority in lottery selection.  
• NOF (Small) incorporated in their scoring, equitable design, low-mid income, proximity to transit 
• Local Industrial Retention Initiative program requires awarded delegated agencies to work with workforce partners to place community residents in local jobs within the industrial corridors. 

The Police board will advance the citywide priority area for public safety by: 

• The Police Board will work with the City’s other oversight agencies to expand awareness of each agency’s role in police oversight and of the opportunity to interact directly with CPD and COPA leadership at the monthly Police Board meetings.

To advance the citywide desired result around community engagement, the Police Board’s FY23 goal is to expand outreach and awareness of the monthly public meetings on CAN TV, including through outreach via City Council members and key community groups.

Key wins: One factor that made it difficult to achieve this goal is that another oversight body— the Community Commission for Public Safety and Accountability—also has monthly public meetings and many members of the public choose to attend and participate in CCPSA meetings rather that Police Board meetings. The Police Board will work with the City’s other oversight agencies to expand awareness of each agency’s role in police oversight and of the opportunity to interact directly with CPD and COPA leadership at the monthly Police Board meetings.

CPD will advance actions from the following strategies in its community engagement action plan:

• Increase communication and partnership between local districts and their residents.
• Create safe spaces for youth and emerging adults to engage with the Department.
• Establish ongoing opportunities for the community to collaborate with CPD on future reforms to policies, training, and strategies.

CPD will advance actions from the following strategies in its workforce action plan:

• Recruit and retain a diverse workforce that represents the demographics of the City of Chicago.
• Ensure its workforce is trained on all topical issues related to racial equity through constitutional policing, impartial policing, and community policing.
• Ensure individual officer wellness is part of the culture of the Department to provide better service to the community.
• Hold members accountable for treating all people fairly, with courtesy and dignity, and without bias.
• Establish Department resources to focus on ongoing equity and diversity work.

CPD will advance actions from the following strategies in its public safety action plan:

• Collaborate with the community on CPD's public safety strategies.
• Sustainably reduce violence and make Chicago a city where everyone is and feels safe.
• Use public safety strategies that are data-driven, effective, and mindful of equity.

To advance the citywide desired result around workforce, CPD’s FY23 goal is to recruit new officers possessing diverse backgrounds and life experiences that reflect the diversity of our City and will be measured by comparing the demographics of the Department to those of the City.

Key wins: CPD continues to recruit new individuals to join the Department and focuses on outreach and recruitment from diverse communities across Chicago. CPD has recently partnered with an outside marketing firm that is supporting the development of a diverse recruitment outreach strategy. CPD is currently seeking a new marketing firm for 2024 that can engage different areas of the City in the most culturally appropriate manner.

To advance the citywide desired result around public safety, CPD’s FY23 goal is to expand the Neighborhood Policing Initiative to additional Districts by the end of 2023 to conduct more problem-solving activities to meet community needs.

Key wins: Following the COVID-19 pandemic, CPD paused further expansion of the Neighborhood Policing Initiative to evaluate the effectiveness of the program within the 10 districts it was already implemented in. Following discussions with members and community partners working on NPI, CPD decided to pause expansion and focus its efforts in 2023 on maintenance of districts with NPI. A refresher training occurred in early 2023 with new officer’s part of NPI that had not previously received training. Additional refresher trainings are scheduled before the end of 2023.  CPD will continue to use NPI to actively problem solve issues as highlighted by the community.

To advance the citywide desired result around community engagement, CPD’s FY23 goal is to continually seek public input on all new policies created in response to transforming the Department and working toward reform through the Consent Decree.

Key wins: CPD continues to engage the community in its policies and trainings. In 2023, CPD invited the community to provide input on CPD’s new Search Warrant policies, CPD’s Language Access policy, and CPD’s people with disabilities policies. CPD also regularly invites the community to provide feedback on other policies, including use of force, interactions with children and youth, and interactions with the transgender community. Interested individuals can provide comments on policy via the following link:  https://home.chicagopolice.org/transform/policy-review/

DPS will advance actions from the following strategies in its economic development action plan:

• Unbundling User Departments scope of services to increase the number of contracting opportunities afforded to minority, women, veteran-owned businesses.  
• Implementing shorter term contracts to provide increased contracting opportunities; thereby, potentially increasing the number of contracts awarded to M/W/VBE firms. Shorter contract terms allow for more flexibility as it pertains to vendor performance, access to other vendors and staying current with market trends and best practices. 

DPS will advance actions from the following strategies in its education action plan:

• Ensure that M/W/VBE firms are provided with all the tools, resources and information needed to increase the number of businesses that are completing the bidding process successfully.

To advance the citywide desired result of ensuring all Chicagoans are economically sufficient, can build wealth and thrive.  DPS’s FY23 goal is to work with Assist Agencies to equitably increase opportunities with a focus on socioeconomically disadvantaged areas through training and cohorts on a variety of topics.  

Key wins: DPS’ Contracting Equity Officer and Deputy of Community Engagement/IGA met with over half of the City of Chicago Assist Agencies. The meetings are a first step in gaining an understanding needed to properly capture and identify the challenges and barriers experienced by M/W/VBE firms and small, local businesses.  

DPS is in the process of analyzing the information received from the Assist Agencies to begin roundtable discussions with vendors and elected officials to get to the root of the barriers and make strides on alleviating them. 

To advance the citywide desired result of ensuring Chicagoans participate in and benefit from economic business with the City of Chicago.  DPS’s FY23 goal was to increase the number of small and diverse businesses.  DPS prioritized collaborating with user departments to unbundle large procurements to facilitate opportunities for increased participation in the contracting process (e.g., Target Market, Small Business Initiative (SBI) Construction Program and Mid-Sized Business Initiative (MBI) Construction Program). 

Key wins: DPS has continued to work with User Departments in reviewing their scopes of work and looking for opportunities to unbundle the scopes prior to sending a requisition to DPS. If a User Department submits a requisition but has not made efforts to unbundle nor provided a justification, the requisition will be canceled, and the User Department will have to review and resubmit.

At the request of OCE, various solicitations have gone from traditional projects with specific diversity goals to 100% target market, thus augmenting and diversifying contract participation.

DPS is in the process of hiring specification writers to review the scopes of work submitted by the User Departments to ensure that the departments are adhering to the unbundling policy.

Last year, DPS advertised a total of twenty-three (23) TMI, SBI and MBI projects. As of July 31, 2023, there have been a total of thirteen (13) TMI, SBI and MBI projects that have been advertised. Through its efforts and collaboration with User Departments, DPS is on track to meet or surpass last year’s numbers.

To advance the citywide desired result of ensuring all Chicagoans gain meaningful knowledge and skills to thrive, DPS’s FY23 goal is to offer additional trainings and workshops that would prove most beneficial to small and diverse firms seeking to participate in contracting opportunities on a prime level.  In addition, DPS will be hosting business match making sessions in which DPS proactively matches potential vendors that may be able to collaborate in future contracting opportunities.

Key wins: DPS Offices of Contracting Equity and Public Affairs piloted a Business-to-Business matchmaking initiative at the 2023 Construction Summit and 2023 Procurement Symposium. Challenges included soliciting prime contractors to attend, and on-site logistics causing the sessions to be separated from the main conference area, which created issues. As a result, the Office of Contracting Equity will assume ownership of the initiative going forward and will facilitate stand-alone Business to Business matchmaking sessions.

DPS is prioritizing new and enhanced training for User Departments and the vendor community to ensure they understand how to engage our department more efficiently, and the processes for doing business with the City.

CDPH will advance actions from the following strategies in its community engagement action plan:

• Convene representatives from across CDPH bureaus to establish aligned, coordinated systems to regularly collect and disseminate information about CDPH's current community engagement efforts. 

CDPH will advance actions from the following strategies in its workforce action plan:

• Provide and maintain an equitable onboarding experience for all new employees across the department. 
• Provide staff with training and development opportunities to advance equity and professional growth. Support timely, inclusive recruitment, interviewing and onboarding that reflects up-to-date communication and engagement tools to attract and retain top-level candidates. 

CDPH will advance actions from the following strategies in its public health and human services action plan:

• Improve access to and education about harm reduction strategies to prevent opioid overdose. 
• Improve access to evidence-based, low-barrier treatment and recovery services for opioid use disorder.
• Enhance community awareness of opioid overdose and improve community engagement opportunities to participate in overdose prevention interventions citywide.

To advance the citywide desired result around workforce diversity, CDPH’s FY23 goal is to create learning and development opportunities for staff that align with the department’s anti-racism value: We are committed to dismantling systemic racism to create an organizational culture that actively supports anti-racist efforts and is committed to recognizing, addressing, and eradicating all forms of racism within the department and in the community.  

Key wins: Over the past year, more than 400 staff members (almost half) have taken the foundational level, which is the first of six, in the Dismantling Racist Systems series. Currently, our equity liaisons are working toward creating a policy to codify CDPH’s commitment to anti-racism training. As a new policy, all new CDPH employees will be required to complete, at a minimum, the initial workshop within the dismantling racist systems training series within the first year of employment. All current CDPH employees will be required to complete, at a minimum, the initial workshop in the series, within one year of policy enactment.

To advance the citywide desired result around community engagement, CDPH’s FY23 goal is to increase investment in structures that enable community leadership in key CDPH initiatives, including Healthy Chicago Equity Zones and Family Connects Community Alignment Boards (CABs). These structures are designed to build community voice and power, with a focus on community areas and populations that are most affected by health and racial inequities.   

Key wins: CDPH has seen significant success with both the Healthy Chicago Equity Zones (HCEZ) and Family Connects Chicago (FCC) Community Alignment Boards.

Since 2021, CDPH has funded six regional organizations – which in turn subcontract with 44 community-based organizations – to co-lead the HCEZ initiative. HCEZs advance the Healthy Chicago 2025 goal of closing the City’s racial life expectancy gap by ensuring that community members have power and resources to identify local assets and challenges, and to develop solutions that meet their most pressing needs. This year, HCEZ partners completed community health assessments that included input from 7,000+ residents. More than 20 HCEZ representatives participated as Fellows in CDPH’s Data Academy, where they received training on how to access and analyze public health data to answer questions of local interest. Now, HCEZs are engaged in action planning and mobilizations on a variety of health issues, including diabetes prevention, opioid overdose response, infectious disease prevention, Medicaid enrollment, and more. CDPH is currently pursuing sustainability strategies through new grants and public investments.

The FCC program is building a coordinated citywide system of support and care for all Chicago families welcoming newborns through in-home nurse visits and the intentional engagement of community expertise. That expertise is captured through the FCC system of Community Alignment Boards which includes a broad set of organizations and individuals representing every geography in the city and every segment of the maternal and child health, education and community services landscape. This system scaled in FY23 from 3 regional Community Alignment Boards (CABs) to include the full complement of 6 regional CABs convened by lead community-based organizations funded by CDPH, a Citywide Advisory Board of systems leaders, and a Healthcare Provider’s Council. Altogether more than 225 stakeholders are active participants in reviewing the data about families’ needs, guiding communication strategy and messaging, identifying local resources, developing policy solutions for gaps in services and barriers to access, and guiding the implementation of the program.

To advance the citywide desired result around environment, climate and energy, CDPH’s FY23 goal is to conduct a citywide cumulative impact assessment to provide a more comprehensive inventory of pollution sources, describe how overall pollution burden varies across community areas, and characterize community-level experiences of and vulnerability to pollution. This will inform decision-making in policy areas such as land use/zoning, permitting, and enforcement to promote environmental justice.   

Key wins: The cumulative impact assessment is on track for completion in FY23 as planned.  

CDPH, the Mayor’s Office of Climate & Environmental Equity (OCEE) and our community partners conducted a baseline assessment from May 2022 to August 2023, supported by funding from the Chicago Recovery Plan. Groups dedicated to data and methods, policy, communications and engagement, and interdepartmental coordination met regularly to guide this work, which will continue throughout 2023 and beyond as we analyze indicators, make data more publicly accessible, and advance policy efforts. 

The deliverables of the cumulative impact assessment include: 

• Initial Community Input Summary
• Landscape Assessment 
• Work Group Charters
• Preliminary Policy Recommendations
• Chicago Environmental Justice Index Map and Data Dashboard
• Environmental Justice/Cumulative Impacts Policy Draft 
• City of Chicago Environmental Justice Action Plan, including proposed changes to City department practices and policies so that justice and equity principles are part of day-today operations and decision-making
• Community Co-Design Lessons Learned Assessment
• Summary of Community Input Provided During Assessment

Following the completion of the assessment, the Chief Sustainability Officer and the CDPH Commissioner will present findings to the Mayor and Chair of the City Council Committee on Environmental Protection and Energy by October 31, 2023. But change is already underway. An Executive Order issued by Mayor Lightfoot in May 2023 – along with related commitments in a Voluntary Compliance Agreement executed with the federal Department of Housing & Urban Development (HUD) and Southeast Side organizations – bind the City to this assessment and the reforms that follow from it. The Transition Team Report to Mayor Brandon Johnson also endorsed the approach. 

These are critical steps to promote environmental justice in Chicago – and one way that we are collectively advancing the vision of Healthy Chicago 2025, the citywide plan to close Chicago’s racial life expectancy gap by addressing the root causes of health.

CPL will advance actions from the following strategies in its education action plan:

• Ensure fair and just access to library resources needed for student success through the 81 Club student and teacher library accounts
• Assess fair and just access through 81 Club with data analysis plan
• Apply learnings from 81 Club assessment to better ensure fair and just access to library resources needed for student success through the 81 Club

The 81 Club is a new library card type with policies and processes that remove potential barriers to accessing library resources for in- and out-of-classroom learning. The 81 Club allows young people to sign up for student library cards on their own with minimal information: just name, date of birth, and school. Students do not need to provide identification or a parent/guarantor-signed application. They can then access thousands of books and digital resources for school, or for fun. Teacher accounts allow access to digital resources as well.

CPL will advance actions from the following strategies in its community engagement action plan:

• Build organizational capacity for system-wide community engagement process as part of CPL Equity Assessment
• Pilot system-wide community engagement process as part of CPL Equity Assessment

We know that some staff are already experts in community engagement, building long-term relationships and trust with their communities, and incorporating community input into programming and services. Through a voluntary staff cohort, CPL aims to bring together these experts to (1) help engage Chicago residents as part of CPL’s system-wide Equity Assessment, particularly residents who have not historically engaged with CPL, and (2) think together about continued system-wide community engagement following the Equity Assessment.

CPL will advance actions from the following strategies in its data action plan:

• Develop Data Action Plan
• Establish policies and procedures necessary for Data Action Plan implementation
• Build capacity among staff and public to support Data Action Plan implementation

Some internal CPL data, particularly that which requires staff counting and data entry, is not as complete or reliable as we'd like it to be. Without additional robust, reliable data that tracks CPL services, programs, and who uses them, we don't have a full picture of library use and are less able to identify gaps and opportunities in our work. Longer term, we're also less able to effectively track progress and ensure accountability in our racial equity work. And we’re unable to provide that additional data to the public.

CPL’s opportunity is to develop and implement a comprehensive Data Action Plan that aims to improve data collection and storage in order to ensure more complete, reliable data sets. This will allow the library to make better use of data to inform decisions about services, resources, and programs that meet changing and local needs of diverse Chicago communities. Long term, it will also allow CPL to share additional data with the public, which might serve as shared context and a starting place for conversations about our library system.

To advance the citywide desired result around lifelong learning, CPL’s FY23 goal is partnering with Chicago Public Schools (CPS) to provide all 330k students and 21k teachers with Chicago Public Library accounts and access to CPL materials for in-classroom instruction and learning through the Student Success Program.  

Key wins: CPL and CPS launched 81 Club in fall 2022. As of May 2023, CPL had activated ~11,900 81 Club cards for CPS students, including >4,000 cards at 6 CPS pilot schools where we're testing strategies for success. Pilot schools are among those most negatively impacted by opportunity gaps in education quality, policies, and supports for students and their adults:

• 3 high schools: Westinghouse, Englewood STEM, Mather
• 3 K-8 schools: Ella Flagg Young, Bouchet, Pulaski International

To advance the citywide desired result around community engagement, CPL’s FY23 goal is to conduct an equity assessment informed by community engagement in order to establish CPL’s equity goals and identify access barriers needing to be addressed.

Key wins: In the fall of 2022, CPL established our Equity Office. Since established, the Office’s 2 staff and 7 other CPL staff participated in the City’s 9-month Equity and Racial Justice (ERJ) learning program. Through their participation, CPL's ERJ Cohort built racial equity knowledge and developed tools to inform CPL's equity work moving forward, including a system-wide Equity Assessment.

The Assessment will help establish CPL’s equity strategy and action plan to advance our mission of providing access to information and knowledge. The intent of the Assessment will be to move beyond any single initiative, and to look to the library’s core work, and consider what we do particularly well, how we can build on our strengths, as well as what we can improve.

CPL is currently planning and securing additional resources and consultant support to conduct this Equity Assessment. We anticipate the assessment spanning between twelve and eighteen months.

Outside of the Assessment, the Equity Office works with CPL leadership on equity training, increasing awareness of ongoing equity work at CPL, and prioritizing patron engagement during the Assessment and beyond.

To advance the citywide desired result around public health and human services, CPL’s FY23 goal is to partner with Chicago Department of Public Health (CDPH) to establish a Mental Health Clinical Liaison Program at CPL whose sole role will be to work with CPL to address the range of mental health-related needs of library staff and patrons. Considering that Black Chicagoans have higher rates of behavioral health hospitalizations and drug-related mortality than any other racial or ethnic group in the city, and that Black and Brown Chicagoans are disproportionately impacted by recent and historical disinvestment in public mental health services, this Program will promote racial equity by linking those who most need care to mental health services and professionals.

Key wins: CPL and CDPH launched a pilot mental health clinician program in March 2023. The program provides expanded mental health coverage to all 77 community areas and increased services for children and young adults through localized support in a library setting. The services are available to everyone age 13 and up – regardless of insurance, immigration status, or ability to pay – at 5 CPL locations: Beverly, Mount Greenwood, Blackstone (in Kenwood), Edgewater, and Harold Washington Library Center (in the Loop). Locations were selected by CDPH in order to provide access to community areas where there are not currently large numbers of mental health providers.

Clinicians’ responsibilities include providing immediate therapeutic interventions to residents presenting with mental health concerns, carrying a small caseload of regular behavioral health clients, and managing cases as it relates those who have received mental health support. In addition, clinicians provide outside resources and referrals to residents who receive mental health support. And they support library staff and debrief around mental health incidents.

CPL and CDPH plan to expand this program to additional CPL locations this fall. The program is part of CPL’s broader Collective Care initiative, which is detailed more in CPL’s “Analysis of Racial Equity Impacts in Key Department Responsibilities” section of this document.

It’s worth noting that this goal aligns to feedback received from community members during Mayor Johnson’s engagement roundtables.

PSA will advance actions from the following strategies in its community engagement action plan:

• Add communications position to drive community outreach, messaging, and departmental marketing. 

PSA will advance actions from the following strategies in its public safety action plan:

• Leverage contracts with technology vendor partners to improve network services resulting in improved public safety. 

PSA will advance actions from the following strategies in its contracting action plan:

• Identify upcoming bid opportunities and current contracts that have no MWBE participation and develop a comprehensive Community Outreach program. In FY24, PSA is hoping to identify opportunities, engage a core set of MWBE contractors, and work collaboratively to develop a plan.  

To advance the citywide desired result around contracting, PSA’s FY23 goal is greater outreach through targeted campaigns in traditionally underserved communities and contracting townhalls to be held at locations easily accessible to all populations. PSA will work closely with Aldermanic offices to determine locations that can bring a wider attendance and offer townhall formats for discussing upcoming contracting opportunities. Previous vendor fairs held by public safety were located at one of the public safety buildings, we want to help foster entrepreneurship in highly impacted minority groups therefore PSA will bring the information into the community in hopes that it will make it easier for business owners to attend without impacting their operations too much. Small businesses must first be offered an opportunity to come to the table, then additional goals can be implemented to further their participation in the process.

Key wins: PSA is working closely with the Department of Procurement Services to offer special public safety contracts forums, including one annual in-person public safety vendor fair that will integrate community participation in greater capacity than years prior. The 2022 event was not a full vendor fair, it was a smaller forum hosted by DPS. The 2023 event will be an in-person vendor fair hosted by public safety with support from DPS at our training academy. Public safety will showcase assets and invite major vendors to support how prospective MBE/WBE vendors can become involved as subs. DPS will support with breakout sessions for MBE/WBE educational sessions and how to navigate some of the city’s procurement obstacles similar to the sessions DPS offered at its own vendor fair at Malcolm X earlier this year. The FY2023 public safety event is hoping to be scheduled for November 2023. Although this vendor fair is offered to all, OPSA hopes businesses in underserved communities are able to attend and explore where they may have opportunities to become involved.

To advance the citywide desired result around economic development, PSA’s FY23 goal is to expand local involvement in public safety contracts through education and proactively encouraging the use of diverse and minority owned, women owned, veteran owned, LGBT owned businesses. PSA will further the DPS outreach to vendors with information outlining ongoing expectations for large vendors to work with smaller businesses to achieve these goals. DPS issues notices and the city goals are well known for MBE/WBE, but public safety will be increasing its involvement in the process reiterating these goals to existing and prospective vendors. The goal is to see small businesses that come to the table begin to have opportunities presented for involvement on specific contracts.

Key wins: PSA has offered virtual outreach to MBE/WBE and prospective vendors for new opportunities with the hopes of attracting more businesses. The outreach occurred with invites from DPS. PSA will now progress to the next stage of involvement with more hands-on engagement with Aldermanic offices advertising when new contract opportunities are available for public safety. It is unclear how many vendors were able to view the virtual outreach sessions offered by DPS, but PSA can better track statistics related to our own letters once it starts sending those and through attendance through at the November vendor fair. Prior to this 2023 public safety vendor fair, there have been smaller vendor fairs offered by public safety, but attendance continued to be an issue and PSA is exploring what days/times/locations will prove more successful. One way to see more participation will be to offer personal outreach about the event, in addition to any outreach done by DPS, about the vendor fair, as well as upcoming contracting opportunities. While the first goal focused on the physical vendor fair, this goal focuses on the outreach before and after that event, year-long engagement to promote more economic development at the local level. 

The Assessment will help establish CPL’s equity strategy and action plan to advance our mission of providing access to information and knowledge. The intent of the Assessment will be to move beyond any single initiative, and to look to the library’s core work, and consider what we do particularly well, how we can build on our strengths, as well as what we can improve.

CPL is currently planning and securing additional resources and consultant support to conduct this Equity Assessment. We anticipate the assessment spanning between twelve and eighteen months.

Outside of the Assessment, the Equity Office works with CPL leadership on equity training, increasing awareness of ongoing equity work at CPL, and prioritizing patron engagement during the Assessment and beyond.

To advance the citywide desired result around community engagement, PSA’s FY23 goal is to demystify the public safety procurement process to encourage greater involvement in public safety contracting opportunities which will offer a sense of ownership to more Chicagoans as they become more involved in the solutions. Many public safety vendors are large well-established corporations. Our goal is to target small to medium sized diverse companies by working closely with DPS on campaigns to publish public safety opportunities earlier, and with more help available to guide smaller businesses through the DPS process. Public safety vendor outreach events where public safety elaborates on upcoming opportunities will offer vendors more ability to determine if they can qualify to become involved. Public safety is also writing more detailed specifications to better explain the various elements within the contract in hopes of offering smaller businesses insight into areas where their participation may be possible. Although DPS is the lead agency for becoming registered as a city MBE/WBE, public safety can become a force multiplier and offer additional guidance and assistance directing vendors when they run into problems. If small businesses are drawn to the contracting process, successfully register to become a vendor and link up with larger companies on approaching bid opportunities, the FY23 PSA goals would be considered a success. 

Key wins: PSA has been working with DPS for the last year constantly to address any potential improvements in scopes to ensure prospective vendors know the project, to advertise in advance, to explain the upcoming opportunities in virtual settings, giving prospective vendors opportunities to ask questions. Virtual sessions have been offered giving more insight into the published buying plan for public safety. Experts from public safety made themselves available to businesses virtually to explain in more detail what the scope of the upcoming bid consisted of and what kind of work it would require. The intent behind this virtual outreach was community engagement to connect with the very public safety subject matter experts that are in charge of these large projects. Commissioner, 1st Deputy, Deputies, project managers, Chiefs and various ranks in public safety were part of the public safety panel to explain our projects and answer questions.  This was all for bid opportunities, ahead of any vendors being selected, so it would help smaller businesses understand the scope and connect the information and those involved better. 

DSS will advance actions from the following strategies in its community engagement action plan:

• Create a department wide standard operating procedure (SOP) for community engagement that centers equity and is inclusive of communities most impacted.

DSS will advance actions from the following strategies in its education action plan:

• Increase compliance for recycling by educating communities with the lowest compliance.
• Pilot Program for composting to reduce contamination in other waste streams (recycling and trash).

DSS will advance actions from the following strategies in its data action plan:

• Develop a public facing data system (i.e., dashboard) to share microlevel department data.
• Expand capabilities of the departments mobile applications to ensure all data is readily available and to increase the mechanisms the public have to access the data.

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.

Key wins: We have made significant progress in advancing our racial equity priorities and implementing the actions outlined in our plan. To promote sustainable practices and community engagement, we successfully expanded neighborhood community composting to six additional locations, providing residents with accessible options to divert organic waste from landfills. In line with our commitment to recycling, we relaunched the recycling block captains program, empowering local leaders to promote recycling in their neighborhoods effectively. Additionally, we are developing food scrap drop-off locations with a goal of establishing 15 sites throughout the city, creating more opportunities for residents to participate in composting efforts.

Recognizing the importance of building a dedicated team, we expanded by adding essential positions, including an assistant commissioner, program director, assistant general superintendent, project coordinator, and end-of-year community outreach coordinators. This expansion has enhanced our capacity to serve communities effectively and address their unique needs.

In addition to personnel, we invested in necessary equipment to bolster our recycling efforts. We acquired collection vehicles for organic food waste, enabling efficient waste management and reducing environmental impacts. We also acquired 1,000 green carts to facilitate recycling and encourage residents to participate actively.

Looking ahead, we are determined to achieve our goal of 25 locations throughout the city for neighborhood community composting and food scrap drop-off. By combining community gardens and food scrap drop-off locations, we aim to create a network of locations to serve our communities.

Overall, we have made substantial strides in realizing our racial equity priorities and have set a strong foundation for continued progress. By expanding our initiatives and investing in resources, we are steadfastly committed to fostering sustainable practices, engaging communities, and achieving a more equitable and thriving city.

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.

Key wins: RCC Salesforce Project: Identified 50 additional RCCs (Refuse Collection Coordinator) capable of addressing constituent complaints. On the day of service, Bureau of Sanitation codes are sent to RCCs and Ward Superintendents to ensure efficient complaint resolution.

Turn by Turn: Successfully remapped routes with new ward boundaries. All routes now average 16 miles, covering 200 inside sections.

Salesforce Mobile Testing Phase: Conducted testing for the Tree Planting app and Rodent Control app. Additionally, the Graffiti app has been completed and is fully operational.

Traffic Services App: Currently in development, with plans to further enhance traffic services through this app.

Weed Cutting App: Completed and actively used, reaching version 1.2. Continual improvement is underway based on valuable feedback from crews, and version 1.3 is in progress to enhance its functionalities.

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.

Key wins: Conversations with Unions: Ongoing dialogues with unions to address various issues and concerns. Progress has been made in finding common ground and exploring potential solutions.

Testing Apprenticeship Program: Implemented a testing program with a small group through an apprenticeship program. This initiative has shown promise in identifying effective training and employment opportunities.

Safer Program: Successfully hired three individuals from the Safer Program, reflecting our commitment to providing job opportunities and support for those with justice-involved backgrounds.

Re-entry Council: The Re-entry Council's progress has experienced a temporary stall following the transition of the new administration. However, efforts are being made to reinvigorate and revitalize the council's activities to continue supporting individuals re-entering society after incarceration.

CDOT will advance actions from the following strategies in its transportation & infrastructure action plan:

• Make it safer and easier to walk in Chicago.

CDOT will advance actions from the following strategies in its workforce action plan:

• Improve CDOT’s ability to recruit and retain staff.
• Make CDOT a great place to work.

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.  

Key wins: A posting for the new class is being released in August 2023.

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.

Key wins: Two additional full-time Ambassadors were onboarded at the beginning of 2023 to build capacity to the team, now composed of nine full-time and year-round Ambassadors. Refined goals and metrics were established to better coordinate the program’s expansion and working plan for the next two years.

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.

Key wins: This position was filled in September of 2023. The new Director of Outreach and Engagement is supporting multiple projects at the Department to improve and refine engagement strategies, communications, and increase trust amongst community members. In addition, she convenes the Chicago Mobility Collaborative, a forum for meaningful participation and collaboration. She has also taken the role of Equity Liaison, and Language Access Coordinator, in addition to supporting a positive culture within the department leading an internal working group to identify opportunities for professional development, increase staff communication and recognition. 

DWM will advance actions from the following strategies in its public health and human services action plan:

• Continuation of the Lead Service Line Replacement (LSLR) program for Daycares in economically disadvantaged and historically disinvested communities to reduce potential levels of lead among children. 

DWM will advance actions from the following strategies in its data action plan:

• Publish quarterly all service requests received and closed. Creating managed data that is transparent, comprehensive, easily accessible, statistical, and mission supportive.  

DWM will advance actions from the following strategies in its workforce action plan:

• The Department of Water Management recognizes the historical denial of union and trade jobs and professional development, starting at the high-school level, prevented and blocked the path to middle class wealth in women and the communities of Black, Indigenous and People of Color, which in turn created substantive economic and social inequities.  Develop an opportunity to train and mentor non-college bound high school students for future employment in the water industry. 

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.

Key wins: DWM developed and published a ‘Resource Guide for Daycares’ that is distributed, through DWM’s Daycare Lead Service Line Replacement (DLSLR) Program, to daycares in prioritized areas. This brochure has also been provided to the DFSS, Children Services Division for distribution to their Delegate Agency program providers.DWM Strategy 2; Action #2 through #4: A contract was awarded in 2022 for DLSLR. More than 400 licensed daycares in single-family, 2-flat and older one-story commercial properties, in the prioritized communities of Austin, North Lawndale and Englewood were identified as eligible to receive a free LSLR. DWM has been in contact with each of these daycares about the program and their eligibility to have their LSLR replaced for free. Roseland and Chatham communities were prioritized mid-2023. After LSLR, the department collaborates and partners with Elevate Energy to review the daycare’s internal plumbing for any potential issues that may lead to elevated lead levels. More than 180 daycares have shown interest in the program but to date 105 have agreed to LSLR.

$4M in funding for this program allows for LSLR in 120 daycares in 2023. The monies received are via state funding and SRF from Illinois IEPA. Daycare LSLR is ‘first-come, first-served’. However, if more than 120 licensed daycares in priority areas sign up for LSLR, they will be in the queue for LSLR in 2024.

To advance the citywide desired result around data collection, the Department of Water Management’s new FY23 goal is to publish quarterly, its service requests received and closed. Data will show service requests by date, type, ward, and whether it’s open or closed. The data will be made available on the department’s website or on the City’s data portal. DWM created a public facing Aldermanic Portal exclusively for Aldermen and ward staff for easier access to data to better serve their constituents.  

Key wins: To get this goal on track: 

• Design web page with capability to display data in a variety of formats (lists, charts, graphs).
• Develop program to pull, track and upload data.

To advance the citywide desired result around workforce, 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.

(A) Conduct a granular analysis of the department’s workforce to identify workforce diversity hiring, retention, development, and promotion, by position, tenure, and income among union and non-union employees.  

(B) Create and market a program to train and mentor students at the high school level, who are not interested in college, for positions in the water industry, the Department of Water Management can work to strengthen and increase the diversity of its workforce. 

(C) 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. 

Key wins: (A) and (B) Dedicate a team of employees to work and report on this goal and as well as each of the three strategy’s action items.  

• Continue conversations about the program with CBO’s and interested Alderpersons. 
• Investigate potential partnerships with other utilities (such as ComEd, Peoples Gas and MWRD) that have programs for high school students. 
• Create a program (with a step by step road map, identifying courses required, who or which title(s) will teach coursework, where when and how. 
• Identify minimum number of student enrollment needed for program start. 
• Develop plan to move program graduated students who attained the first level license, into a 6 to 12 month paid internship.