Policy Roadmap 2024-2027 FINAL

POLICY

ROADMAP

Four-Year Strategic Plan for Offices Under the President

Cook County

2024 - 2027

Introduction

Offices Under the President

Vital Communities

TABLE OF

CONTENTS

Message from the President

Healthy Communities

Values and Policy Priorities

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

Sustainable Communities

Connected Communities

Open Communities

Appendix

The Policy Roadmap 2024-2027 is the Cook County strategic plan, documenting our goals and

charting the path for the next four years. This is the second Policy Roadmap, the first having been

published in 2018. As the first plan outlined, we have a policy-driven, strategic approach that aligns

the work of the Cook County Offices Under the President (OUP) in six priority areas: health and

wellness, economic and community development, safety and justice, climate resiliency, public

infrastructure and technology, and good government.

Over the past five years, under the leadership of Cook County Board President Toni Preckwinkle,

OUP has launched numerous initiatives in line with the original plan while adapting and responding

to significant, emerging needs. Through a once-in-a-lifetime pandemic and historic economic and

housing downturn to the mass protests regarding policing and the emergence of the Black Lives

Matter movement, plus the ever-growing climate crisis, the Policy Roadmap provided a framework

for Cook County’s strong response and leadership.

Building on its internal work to operationalize racial equity, the Cook County Equity Fund, created in

2021, established a budgeting vehicle with dedicated revenues, and launched a portfolio of

meaningful systems change efforts to drive racial equity. The $1 billion American Rescue Plan Act

(ARPA) allocation the County received from the federal government funded COVID-19 mitigation and

public health programs, as well as our economic and community recovery initiatives. Together,

these marked significant financial and programmatic investments that aimed to advance equity

and were rooted in the Policy Roadmap.

Like the original plan, the Policy Roadmap 2024-2027 charts a path forward and shares our

collective vision with Cook County residents. It retains the original six pillars and many of the same

goals, objectives, and strategies, with a continued focus on Cook County’s values of equity,

engagement, and excellence. Also like the previous Policy Roadmap, improving outcomes for

residents through this policy framework requires continuous coordination and collaboration

between OUP, separately elected Cook County officials, and other partners. The goals and

objectives outlined in the Policy Roadmap 2024-2027 are aspirational, high-level, and represent the

incremental progress we can make toward healthy, sustainable, connected, safe and thriving, open

and vital communities across Cook County.

INTRODUCTION

Cook County | Policy Roadmap 2024-2027

To the Residents of Cook County:

Cook County is the heart of the nation’s third-largest

metropolitan area and is the second-largest county

in the United States. It’s one of the most diverse

regions in the country, and Cook County government

plays a pivotal role in serving and supporting the

needs of those who live and work here. We are

responsible for promoting the health, welfare and

safety of our 5.2 million residents. We manage the

nation’s largest consolidated court system. We

influence the effectiveness of the region’s

transportation system, provide recreational

opportunities and promote economic growth.

This four-year strategic plan, the Cook County Policy

Roadmap 2024-2027 is an update to our previous

Policy Roadmap published in 2018. Like the first

version, this plan outlines my office’s priorities.

Throughout my administration, the Cook County

Offices Under the President has worked hard to

advance equity for all residents because we firmly

believe that everyone deserves supportive,

accessible government services and thriving

communities.

This plan establishes goals and strategies for our

work on justice, health, economic development, the

environment, technology and infrastructure. It’s our

guide to our better, stronger future for all residents.

Sincerely,

Toni Preckwinkle

President, Cook County Board of Commissioners

We firmly believe that

everyone deserves

supportive, accessible

government services

and thriving

communities.

MESSAGE FROM

THE PRESIDENT

Cook County | Policy Roadmap 2024-2027

Under the guidance and oversight of President Preckwinkle, Offices Under the President (OUP) serves all

County residents and supports the day-to-day functions and operations of County agencies. This work is

coordinated through OUP’s bureaus and departments below. A full organizational chart is available in the

Appendix.

OFFICES UNDER THE PRESIDENT

Cook County | Policy Roadmap 2024-2027

Manages the Bureaus and departments under the President’s leadership to

support the administration’s agenda. The Office of the President (or

President’s Office) also collaborates with the separately elected officials to

support the administration of County government.

Office of the

President (OOP)

Oversees a broad range of operational functions from environmental

protection to transportation development, as well as resident-facing

functions including providing discounted rabies vaccinations for pets and

maintaining a public County Law Library that ensures access to justice for

self-represented litigants. The Bureau of Administration also provides

Countywide services such as fleet management records and information

management, and houses Veteran’s Affairs and the Office of Research,

Operations and Innovation.

Bureau of

Administration (BOA)

Manages, maintains and develops County-owned land and buildings and

manages work environments for County employees.

Bureau of Asset

Management (BAM)

Leads and coordinates economic and community development initiatives and

administers federal funds to support low- and moderate-income

communities.

Bureau of Economic

Development (BED)

Ensures the fiscal health of the County through budgeting, risk management,

payroll, financial reporting, debt management, revenue collection,

procurement, and contract compliance for all County agencies and elected

officials.

Bureau of Finance

(BOF)

Oversees employee training and support, labor relations and negotiations,

and an employee appeals board for all County agencies and elected officials.

Bureau of Human

Resources (BHR)

Oversees enterprise-wide technology systems for all County agencies and

elected officials, maintains Cook County’s website and provides resident-

focused technological interfaces.

Bureau of Technology

(BOT)

Provides expedient, independent and impartial hearings to residents who are

alleged to have violated a Cook County ordinance.

OFFICES UNDER THE PRESIDENT

Cook County | Policy Roadmap 2024-2027

Department of

Administrative

Hearings

Supports the Commission on Human Rights and the Board of Ethics to

protect people who live and work in Cook County from discrimination and

harassment, inadequate wages and unfair work conditions. The Board of

Ethics also ensures that Cook County employees and officials comply with the

highest standards of ethical conduct.

Department of Human

Rights and Ethics

(DHRE)

Coordinates and implements the President’s criminal and juvenile legal

system reform efforts and community safety policy development.

Justice Advisory

Council (JAC)

Conducts internal audits that bring a systematic, disciplined approach to

evaluate and improve the effectiveness of Countywide risk management,

control and governance processes.

Office of the County

Auditor

Provides legislative support and information for the Board of Commissioners,

President, elected officials, agencies, departments and members of the

public to make the legislative process efficient, effective, open and

transparent.

Secretary to the

Board of

Commissioners

While not an office under the President, Cook County Health and Hospital

System (including the Cook County Department of Public Health) is an integral

partner in the Policy Roadmap 2024-2027, providing residents with high-

quality healthcare and advancing health equity and health promotion.

Cook County Health

and Hospital System

(including the Cook

County Department of

Public Health)

Mission

To serve as a good steward of public resources by building equitable and sustainable

communities for all residents.

VALUES & POLICY PRIORITIES

Cook County | Policy Roadmap 2024-2027

Vision

To be a leader in building vibrant, sustainable and inclusive communities where people

want to live, learn, work and play.

Values

Equity, Engagement and Excellence

Policy Priorities

Healthy Communities (Health and Wellness)

Integrating health and social services and addressing the social determinants of health.

Vital Communities (Economic Development)

Creating and retaining jobs, developing industry-sector strategies, supporting workforce training and

development, quality housing, safety net services and community and municipal infrastructure investments.

Safe and Thriving Communities (Safety and Justice)

Implementing violence reduction strategies proven to increase community safety, advocating for

sustainable reforms within the criminal-legal system and investing in community-based services for

communities and residents.

Sustainable Communities (Climate Resiliency)

Prioritizing environmental justice, addressing climate change and its effects, investing in clean energy and

reducing pollution, while investing in the capacity of local communities to become more resilient.

Connected Communities (Infrastructure and Technology)

Improving transportation systems, land and water infrastructure, and digital equity.

Open Communities (Good Government)

Achieving operational excellence by being accountable to residents, investing in our workforce, maximizing

the benefits of County buildings and continuously improving the effectiveness of County services.

HEALTHY COMMUNITIES

The COVID-19 pandemic was a time of crisis and loss for everyone, but it

put a spotlight on the significant health disparities that persist both locally

and nationally. Cook County is committed to improving the health and well-

being of all residents by addressing the social determinants of health --

external factors that can impact residents’ health, such as housing

instability, food insecurity, access to transportation and the physical

environment. Through collaboration and partnership with government

agencies, community-based organizations and healthcare providers, the

County aims to reduce residents’ barriers to accessing health services and

advance policies and programs that encourage healthy, active living and

overall well-being.

The objectives and strategies outlined here represent a holistic, whole-

person approach to well-being that recognizes the role systems play in

residents’ health outcomes. Continued partnership with the Greater

Chicago Food Depository and implementation of the Good Food

Purchasing Program, a values-based institutional procurement strategy,

will increase access to and availability of healthy, locally sourced foods for

residents in their homes, hospitals and other County facilities. By

adopting trauma-informed harm reduction strategies, we can treat

substance use and gun violence as matters of public health. These

strategies add to the comprehensive portfolio of direct health services

provided to more than 600,000 individuals through the health plan

(CountyCare) and at our two hospitals and numerous community health

centers each year.

Healthy Communities work is led by Cook County Health, which includes

Cook County Department of Public Health, Office of the President (OOP),

Justice Advisory Council (JAC), and others. This work also has deep

intersections with strategies found in other pillars, especially with our

efforts to prevent and reduce gun violence in Safe & Thriving Communities

and to promote environmental justice in Sustainable Communities.

The objectives and strategies outlined here represent a

holistic, whole-person approach to well-being that

recognizes the role systems play in residents’ health

outcomes.

Healthy Communities

Cook County | Policy Roadmap 2024-2027

Strategy 1.1) Ensure all policies and practices address the root

causes of health inequities.

Strategy 1.2) Reduce barriers to accessing health services for

all residents through assessment, education, outreach, and

advocacy.

Strategy 1.3) Deepen relationships and foster authentic

dialogue with community-based organizations, advocacy

groups, healthcare providers, government agencies, residents

and other partners for increased collaboration and capacity to

advance health equity.

Strategies

Improve the physical, mental, and social well-being of Cook

County residents and communities.

GOAL:

Objective 1

Reduce health

inequities by

addressing the racial

disparities and the

social, physical and

economic conditions

that impact health.

Healthy Communities

Cook County | Policy Roadmap 2024-2027

= Cook County Equity Fund recommendation

= Cook County American Rescue Plan Act (ARPA) initiative

Sample Metrics

Percentage of residents who could not see a doctor when needed

Percentage of residents with public or private health insurance

Strategies that include Equity Fund recommendations or ARPA initiatives are indicated as follows:

Strategy 2.1) Enhance access to high-quality mental

healthcare, trauma-informed services and substance

use disorder care.

Strategy 2.2) Ensure a continuum of health-related

services exists within Cook County to meet residents’

needs.

Strategy 2.3) Explore and support innovative models

of care that increase access and expand ability to

serve historically marginalized residents.

StrategiesObjective 2

Improve access to and

integration of high-quality,

responsive healthcare.

Healthy Communities

Cook County | Policy Roadmap 2024-2027

Taking a Jab at COVID-19

During the pandemic and as soon as a

vaccine became available, Cook County

Health worked closely with hospitals,

health care providers, and community

leaders to quickly develop vaccination

distribution programs. These programs

focused on addressing existing inequities,

emphasizing distribution to high-risk

people and historically disinvested

communities across the County. As a

result, the County administered 1 million

COVID-19 vaccines and partnered with local

organizations to distribute 500,000 masks

in 18 at-risk communities. The County also

led a large-scale education campaign to

encourage behaviors that would minimize

the risk of spreading the disease. The

County’s rapid response helped mitigate

the impact of the pandemic on

communities across Cook County.

Strategy 3.1) Advocate for recreational opportunities and

wellness programs that promote physical activity and

improved health outcomes for all residents.

Strategy 3.2) Improve access to healthy and affordable

food options to reduce food insecurity and enable healthy

living, especially within historically marginalized

communities.

Strategy 3.3) Promote accessible multi-modal

transportation options, including walking and biking, that

connect people to family, work and play.

Strategy 3.4) Encourage a cleaner and more resilient

environment to mitigate the harmful effects of pollution

and climate change.

Strategy 4.1) Encourage hospitals and healthcare

providers to develop collaborative, holistic, trauma-

informed intervention models to reduce individual and

community violence.

Strategy 4.2) Coordinate a continuum of services and

programs and work across jurisdictions to reduce

behavioral health inequities and address the opioid

epidemic.

Strategy 4.3) Support people with mental health and

substance use by utilizing alternatives to policing and

detention.

Strategy 4.4) Improve access to meaningful employment

opportunities in the health sector for individuals who

face barriers, such as legal system involvement, through

pathway programs and wrap-around services.

StrategiesObjective 3

Support healthy and

active lifestyles and

communities for

residents.

Healthy Communities

Cook County | Policy Roadmap 2024-2027

StrategiesObjective 4

Implement a public health

approach that

emphasizes trauma-

informed strategies for

mental and behavioral

health, substance use

and community safety.

Bolstering Behavioral Health

Supports

Cook County Department of Public Health’s

“Building Healthier Communities: Behavioral

Health Initiative” committed $14.7 million in

grants to support behavioral health services,

positive youth development, and opioid overdose

prevention and harm reduction programs

throughout suburban Cook County.

Funding from these grants is in the process of

being dispersed to 18 community-based

organizations (CBOs) over a four-year period so

that they can provide behavioral health support,

substance use treatment, and related services to

suburban residents.

Healthy Communities

Cook County | Policy Roadmap 2024-2027

VITAL COMMUNITIES

Building vital communities requires cross-cutting investments in our

residents, communities, and businesses. Cook County represents the core

of the region’s jobs, businesses and productivity, which are essential to

our residents’ economic mobility and quality of life. From large

multinational corporations to small mom-and-pop shops, the businesses

that call Cook County home strengthen the local economy by creating jobs,

increasing property values and raising revenue to fund social programs

and community improvements.

While our economy is diverse, inequities persist, particularly in

communities that have experienced historic disinvestment. The County

addresses these inequities by promoting innovative and entrepreneurial

approaches to economic growth, prioritizing good jobs that offer access

to economic opportunity and support small business. A strong local

economy is not the only driver of a vital community, however. Since the

first Roadmap, the County has established numerous programs and

initiatives aimed at addressing inequities related to housing, workforce

development and other barriers to stability and prosperity. The County

accomplishes this through coordination of social services, direct

assistance programs to further economic stability and mobility, services

to help residents experiencing homelessness become stably housed and

investments in affordable housing.

Vital Communities work is led by the Bureau of Economic Development

(BED). It is supported by the Chicago Cook Workforce Partnership (CCWP),

Cook County Land Bank Authority (CCLBA), Housing Authority of Cook

County (HACC), the Bureau of Asset Management (BAM) and the

Department of Transportation and Highways (DoTH). The work is

intersectional with strategies from Sustainable Communities, Connected

Communities, and Open Communities, as we work together to empower

residents and build strong communities across the County.

While our economy is diverse, inequities persist,

particularly in communities that have experienced

disinvestment.

Vital Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 1.1) Employ equitable and inclusive policies and

practices for strategic decision-making,

implementation and resource allocation.

Strategy 1.2) Lead collaborative efforts to reform Cook

County's property assessment and taxation system to

promote equity and fairness and reduce the racial

wealth gap.

Strategy 1.3) Facilitate collaboration to advance

regional economic vitality.

Strategy 1.4) Attract, retain and expand businesses by

facilitating redevelopment and reactivating markets.

Pursue inclusive economic and community growth by supporting

residents, growing business, attracting investment and

nurturing talent.

GOAL:

Objective 1

Champion a regional

approach to grow the

economy and combat racial

and economic inequities.

Vital Communities

Cook County | Policy Roadmap 2024-2027

Sample Metrics

Percentage of Guaranteed Income Pilot participants with reduced stress

Percentage difference between assessed values and market values for residential and

commercial properties to measure equity within the system

Strategies

Strategy 2.1) Identify, prioritize and support new and

emerging sectors that lead to good jobs.

Strategy 2.2) Lead and support industry-led cluster

initiatives to boost equitable economic growth.

Strategy 2.3) Build industry capacity to strengthen

competitiveness and resilience of key sectors.

Strategy 2.4) Promote sustainability as an economic

driver by attracting quality green sector jobs and

developing workforce programs.

Objective 2

Invest in economic sectors

with good jobs and positive

economic, environmental

and social impact.

Vital Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 3.1) Continue and expand the Small Business

Source as a one stop resource for small businesses

assistance.

Strategy 3.2) Improve access to capital for Cook

County small businesses.

Strategy 3.3) Provide resources and support to grow a

pipeline of small businesses with the capacity to

procure local government and private sector

contracts.

Strategy 3.4) Build and maintain a network of

organizations and partners that can support small

businesses in Cook County.

Objective 3

Grow the small business

ecosystem, support

innovation and

entrepreneurship, and build

wealth for historically

excluded communities.

Vital Communities

Cook County | Policy Roadmap 2024-2027

Building the Small Business Ecosystem

In 2020, philanthropic organizations and community partners joined together to support Cook

County’s small business community in response to the pandemic. This partnership provided the

basis for the establishment of the Small Business Assistance Program, which became the Cook

County Small Business Source. This program strives to support, grow, and elevate small

businesses by directly connecting small business owners with expert guidance and support to

take their businesses to the next level. The Source helps to increase capacity of a network of

business support organizations with funding, peer learning and training opportunities, with the

intent of improving access to resources in historically excluded communities. The Small Business

Source has also provided recovery grants to small business owners and entrepreneurs navigating

the impacts of the COVID-19 pandemic. As Sam Toia, President of the Illinois Restaurant

Association, said, “The Cook County Small Business Source has been a vital source of guidance,

support and stability to thousands of small businesses.”

Vital Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 4.1) Advocate for fair housing policies and

practices that effectively support affordable

housing.

Strategy 4.2) Develop and increase funding and its

flexibility for affordable housing types, ensuring

investments are community-driven and maximize

impact.

Strategy 4.3) Transform the County's homeless and

housing services to achieve housing security for our

most vulnerable residents.

Strategy 4.4) Increase affordable homeownership

programs to help increase family stability and

address the racial wealth gap.

Objective 4

Provide a continuum of

quality affordable

housing for all.

Innovative Collaboration for Housing Stability

Cook County Legal Aid for Housing and Debt (CCLAHD) was formed

in 2020 as a response to the pandemic and as a preventative

measure to what people thought might be a wave of evictions and

foreclosures during that time.

CCLAHD helps residents resolve eviction, foreclosure, debt and

tax deed issues. An Early Resolution Program provides free legal

assistance, counseling, pre-court mediation and case

management for residents and landlords dealing with evictions or

delinquent property taxes, and creditors and debtors with issues

related to consumer debt.

The program, which is a partnership between the Cook County

Offices Under the President, Cook County Circuit Court, Chicago

Bar Foundation, Illinois Housing Development Authority (IHDA) and

others, has already successfully served thousands of County

residents in need. In fact, CCLAHD was recognized as a national

model by the White House.

Strategies

Strategy 5.1) Promote training and placement

models that lead to good jobs.

Strategy 5.2) Coordinate with the stakeholders in

the workforce development ecosystem to

intentionally and strategically support high quality

jobs that promote residents' economic mobility and

equity.

Strategy 5.3) Meet the talent needs of employers in

key sectors to increase opportunity for and access

to good jobs.

Strategy 5.4) Eliminate barriers to participation and

access in the workforce development ecosystem

and related training programs.

Objective 5

Open access to economic

prosperity for all by

investing in workforce and

talent development.

Vital Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 6.1) Invest in opportunities to increase access

to economic opportunities and jobs.

Strategy 6.2) Facilitate multimodal transportation of

goods and people within and beyond Cook County to

encourage economic growth and community vitality.

Strategy 6.3) Expand alternative forms of

transportation to improve residents' mobility and

access to jobs.

Strategy 6.4) Build capacity of and support local

governments to achieve locally desired economic and

community development goals.

Strategy 6.5) Reactivate previously developed land in

Cook County to encourage infill, build community

wealth, and improve quality of life.

Objective 6

Base investments on their

capacity to promote

equitable economic

growth in historically

marginalized communities.

Strategies

Strategy 7.1) Provide cash and debt relief support

directly to residents.

Strategy 7.2) Develop and support programs that provide

financial education and legal assistance to residents.

Strategy 7.3) Promote better access to and coordinate

social services for residents.

Strategy 7.4) Provide capacity building assistance to

municipalities and non-profits so they can better serve

residents.

Strategy 7.5) Pursue place-based investment through a

community centered approach to implement community

development and economic revitalization.

Objective 7

Support residents and

community institutions

to promote economic

security and mobility.

Vital Communities

Cook County | Policy Roadmap 2024-2027

A Promise for a Better Future

Cash support, with no strings attached, can help residents catch

up on their bills, give them some breathing room, and even “really

get some things together,” as Promise Pilot participant Sabrina

shared with WBEZ in July 2023. Sabrina is a participant in the

Cook County Promise Guaranteed Income Pilot, which is

providing unconditional $500 monthly cash payments to 3,250

low-to-moderate income families for a period of two years. The

County held an open application period in October 2022 and

participants were selected by lottery in November 2022. First

payments began in December 2022 and payments will continue

through December 2024.

Funded by the American Rescue Plan Act (ARPA), the $42 million

pilot is the largest publicly funded guaranteed income program in

American history. The UChicago Inclusive Economy Lab is

leading the program evaluation to learn about the impact that the

cash payments are having on residents and their lives. In the

meantime, President Preckwinkle and County leadership have

committed to continuing to develop future iterations of the

program after the completion of the pilot.

SAFE AND THRIVING COMMUNITIES

Creating safe communities and an equitable and fair legal system for all

residents requires continued advocacy for sustainable reforms within the

criminal legal system as well as implementation of community-centered

programs that address the root causes of violence. Cook County is

facilitating and investing in comprehensive, coordinated planning and

implementation to proactively address violence and improve safety in

highly impacted communities, align investments and strategies to

prioritize the needs of individuals involved in the criminal legal system,

promote alternatives to detention, and inform criminal legal system

decision-making by improving collection, analysis, interagency sharing

and public release of system-related data.

Since the first Policy Roadmap, the Justice Advisory Council (JAC) has

expanded its role from a convening body to include grants and investment,

reentry services, community engagement and policy work into its

portfolio. Its grants portfolio has grown in leaps and bounds, from $5

million to over $110 million in violence prevention and reduction grants

disbursed to date, leveraging the American Rescue Plan federal relief

funds.

Safe and Thriving Communities work is led by the JAC, although there is

deep intersection between work being done in Healthy Communities as

well as Vital Communities.

Cook County is facilitating and investing in

comprehensive, coordinated planning and

implementation to proactively address violence and

improve safety in highly impacted communities...

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 1.1) Invest in a public health approach to

reduce gun violence, and coordinate and integrate

efforts across the County.

Strategy 1.2) Support community-based partners

with planning, resources and response capabilities

to address root causes of violence and reduce

reliance on the legal system.

Strategy 1.3) Collaborate across jurisdictions to

maximize investments, approaches and outcomes.

Create safe communities and an equitable and fair legal

system for all residents.

GOAL:

Objective 1

Facilitate and invest in

comprehensive and

coordinated approaches to

proactively address violence

and improve safety in highly

impacted communities.

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

Sample Metrics

Percentage reduction in the number of people detained at the County

Dollars invested in community-based organizations, violence prevention initiatives, reentry support

and survivor services

Number of wraparound service referrals to community-based victim services

Strategies

Strategy 2.1) Center impacted communities and people with

lived experience in criminal legal reform efforts and decision-

making.

Strategy 2.2) Develop a collaborative budgeting process and

performance metrics for multi-agency criminal legal system

reform that work to streamline efforts and maximize impact.

Strategy 2.3) Expand investment in community-based

organizations, violence prevention initiatives, reentry support

and survivor services.

Strategy 2.4) Advocate for evidence-informed policies that

decrease racial, ethnic and socio-economic disparities and

advance criminal legal reforms that promote community

safety.

Strategy 2.5) Partner across governmental entities and aligned

civic partners to advance innovative strategies and meet the

needs of residents involved in the legal system.

Strategy 2.6) Continue to safely reduce County detention

populations.

Objective 2

Align strategies to

prioritize the needs of

individuals involved in

the criminal legal

system and promote

alternatives to

detention.

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

A Historic Step Toward Fairness

Cook County Board President Toni Preckwinkle

was deeply committed to the passage of the

Pretrial Fairness Act (PFA), which made Illinois

the first state in the nation to eliminate cash bail.

Prior to the passage of the act, the County had

made strides in reducing the jail population by

enacting reforms. The County is now supporting

the implementation of the act and coming

together to advance the Justice Advisory

Council’s strategies for continued reform.

Strategies

Strategy 3.1) Ensure data collection advances County priorities

and provides accessible and usable information that centers

community questions and concerns.

Strategy 3.2) Advocate for improvements in residents’

experiences utilizing the court system and accessing needed

information.

Strategy 3.3) Support ongoing collaboration among separately

elected officials to maintain a publicly available dashboard and

reports on the criminal legal system, including disaggregated

demographic data.

Objective 3

Inform criminal legal system

decision-making by

improving collection,

analysis, interagency sharing

and public release of data.

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

Shifting to Trauma-Informed Restorative Justice

The recognition of gun violence as a public health crisis has spurred a shift in response and

prevention approaches from traditional public safety strategies to trauma-informed practices to

combat it. Through increased collaboration between Cook County Health and other system

stakeholders, this new strategy aims at reducing reliance on the criminal legal system. One way

that this has manifested is the Youth Juvenile Justice Collaborative, a collaborative program

between Treatment Alternatives for Safe Communities (TASC), Ann & Robert H. Lurie Children’s

Hospital and Cook County Health. This evaluated program aims at reducing violence and

minimizing youth justice involvement by providing access to trauma-informed care and

community-based services to youth who have experienced violence or trauma or are at high risk

of exposure to violence.

Centering Community in Criminal-

Legal System Reform

Community engagement is an integral part of the

Justice Advisory Council’s work to ensure that the

strategies employed to improve community safety

and reform the criminal legal system are not only

evidence informed but also community affirmed.

As a multiyear participant in the MacArthur

Foundation-funded Safety and Justice Challenge,

the Justice Advisory Council led community

dialogue sessions in County areas where residents

are most represented in County jails.

Cook County was one of four jurisdictions

nationwide selected to receive an additional

$500,000 grant to build upon existing efforts to

address racial and ethnic inequities in the legal

system though the Racial Equity Cohort, which is a

12-month fellowship program that brings together

12 paid fellows with lived experience and leaders in

the criminal legal system to discuss ways to reduce

racial disparities.

Safe and Thriving Communities

Cook County | Policy Roadmap 2024-2027

SUSTAINABLE COMMUNITIES

Cook County recognizes the responsibility that comes with being the

second-largest county in the nation. The numerous waterways, forests and

prairies require ongoing restoration and stewardship. Transportation and

industry have tremendous benefits but also significant costs, many of which

disproportionately impact historically marginalized communities. By

understanding past environmental injustices and identifying how current

policies and practices impact communities today, OUP seeks to make

meaningful changes and create opportunities which improve residents’

quality of life without sacrificing economic growth.

Sustainable communities positively impact the health of the environment

and our residents. Since the publication of the first Policy Roadmap, OUP has

implemented numerous programs that remediate pollution, promote

renewable energy and energy efficiency, implement green natural

infrastructure solutions to mitigate flooding, and improve trails and access

to green spaces. These investments help communities to improve air quality,

adapt to increased storm and heat events, lower the burden of utility bills and

make our communities more resilient in our changing climate.

This path to climate resiliency requires a cross-functional approach that

includes Cook County’s own assets, as well as municipalities, businesses,

and residents. The County is committed to reducing its climate impact

through improving energy efficiency in our operations and investing in clean

energy and green jobs. Concurrently, we provide technical assistance and

support stakeholders to reduce energy emissions, adopt renewable energy

sources like solar and geothermal heat systems, increase capacity for

recycling, and green job training.

Sustainable Communities work is led by the Department of Environment and

Sustainability (DES), Bureau of Asset Management (BAM), Department of

Emergency Management and Regional Security (DEMRS), Department of

Planning and Development (DPD), and Department of Transportation and

Highways (DoTH) and is supported by the Cook County Land Bank Authority

(CCLBA) and Forest Preserve District of Cook County (FPDCC).

This path to climate resiliency requires a cross-functional

approach that includes Cook County’s own assets, as well

as municipalities, businesses, and residents.

Sustainable Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 1.1) Address communities’ environmental priorities

and identify their assets and vulnerabilities.

Strategy 1.2) Offer programs that reduce exposure to

pollution, with priority given to environmental justice areas.

Strategy 1.3) Increase awareness of and financial support

for environmental benefits to ensure access to services and

resources.

Strategy 1.4) Minimize environmental impacts of facilities by

adopting technology that reduces energy and water

consumption, minimizes toxics use and output and diverts

waste.

Support healthy, resilient communities that thrive economically,

socially, and environmentally.

GOAL:

Objective 1

Advance environmental

justice by means such as

investing equitably across

the County to address

historic disinvestment and

inequitable pollutant

overburden.

Sustainable Communities

Cook County | Policy Roadmap 2024-2027

Sample Metrics

Percentage reduction in greenhouse gas emissions from County facilities from baseline year

Number of linear miles of bike trails (off-street routes for bicyclists and other non-motorized users)

Strategies

Strategy 2.1) Incorporate environmental impact as a key

criterion when making policy and economic development

decisions.

Strategy 2.2) Increase availability of and access to open

spaces, greenways and trails, prioritizing areas where

open space is currently limited.

Strategy 2.3) Support policy that prioritizes use of land,

protection of open space, and the connectivity between

jobs, transportation and housing.

Strategy 2.4) Invest in ecological restoration and

stewardship to protect native habitats and species and

to reduce the adverse impacts of invasive species.

Strategy 2.5) Develop equitable, healthy and sustainable

local food systems to improve resident health and create

economic opportunity.

Objective 2

Promote environmental

sustainability in land use,

transportation policy and

economic development.

Sustainable Communities

Cook County | Policy Roadmap 2024-2027

Generating a Cleaner Future

The County marked a substantial achievement in

sustainability with the first power purchase agreement

for renewable energy, in partnership with Constellation

and Swift Current Energy. Starting in March 2025,

County-managed buildings will source approximately

24% of electricity from a new, off-site solar project in

Illinois. This 12-year agreement will significantly reduce

Illinois’ greenhouse gas emissions and meet several

Clean Energy Plan Goals and create jobs and

opportunities, including $432,000 in support for local

solar and energy job training programs. The addition of

native plants and habitat restoration at the solar site

will support pollinators and increase local biodiversity.

Strategies

Strategy 3.1) Increase energy efficiency and use of

renewable energy in businesses, residences and

governments through funding, technical assistance

and implementation.

Strategy 3.2) Invest in transportation systems that

decrease emissions.

Strategy 3.3) Implement green infrastructure and

other climate change mitigation strategies through

facilitation, financial investment and education.

Objective 3

Reduce contribution to

climate change and invest

in mitigation.

Sustainable Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 4.1) Integrate sustainability measures, such

as energy and water use reduction, waste

management and recycling, into every Cook County

department’s operations.

Strategy 4.2) Incentivize sustainability in Cook County

purchasing.

Strategy 4.3) Partner with municipalities and

community-based organizations to build regional

capacity to mitigate and adapt to climate change.

Objective 4

Create enduring

capacity in government

and communities to

build a sustainable and

resilient future.

Recycling Outside the Box

Items that are not accepted through traditional recycling services typically end up in landfills,

contributing to carbon emissions, or land in waterways or vacant lots. Cook County’s new Center for Hard

to Recycle Materials (CHaRM) provides residents a location where they can bring hard-to-recycle

materials such as such as electronics, small appliances, televisions (for a limited time), and Styrofoam

from packaged items and foam packing peanuts. The list of accepted materials may change over time

(note: the list of accepted materials may change over time).

The CHaRM Center, which was established through $1.5 million in ARPA funding and a partnership with

South Suburban College, opened on Earth Day and received the 2023 Outstanding Public Sector Award

from the Illinois Recycling Foundation.

Sustainable Communities

Cook County | Policy Roadmap 2024-2027

CONNECTED COMMUNITIES

Public infrastructure serves as the vascular system for communities,

providing channels for transporting clean drinking water, information,

goods and residents. Effective infrastructure systems should be robust,

inclusive, sustainable and simply allow residents to seamlessly conduct

their everyday lives. However, achieving and maintaining that level of

functionality requires constant innovation and collaboration. By promoting

land and water projects and investing in sustainable transportation and

digital infrastructure, Cook County will increase regional accessibility and

connectivity while supporting an equitable and growing economy.

This pillar covers a wide range of cross-functional initiatives that include

physical improvements to public facilities and water and sewer system

upgrades, building on the goals established and the successes achieved

from the first Roadmap.

Connected Communities work is led by the Bureau of Asset Management

(BAM), Bureau of Technology (BOT), Department of Transportation and

Highways (DoTH), Office of the President (OOP), Bureau of Economic

Development (BED), and Department of Environment and Sustainability

(DES). There is deep intersection with work in our Open Communities and

Vital Communities pillars, especially related to how we leverage

technology and economic development to build and maintain strong,

connected communities.

Effective infrastructure systems should be robust,

inclusive, and sustainable and simply allow residents to

seamlessly conduct their everyday lives.

Connected Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 1.1) Prioritize equitable transit-oriented development

in infrastructure investments, including through economic

development incentives, ensuring access for all residents.

Strategy 1.2) Invest in the improvement of undeveloped or

under-developed land throughout Cook County to promote

community and economic vitality.

Strategy 1.3) Coordinate the development of water

infrastructure projects to improve drinking water and

stormwater management.

Strategy 1.4) Connect infrastructure maintenance and land use

development efforts to employment and job training

opportunities for Cook County residents, especially those from

historically disinvested communities.

Strategy 1.5) Coordinate, support and invest in municipalities

with the highest need.

Provide innovative infrastructure that will connect people and

communities to increase equity, support economic growth and

improve residents' quality of life.

GOAL:

Objective 1

Promote innovative

land and water

projects that support

an equitable and

growing economy.

Connected Communities

Cook County | Policy Roadmap 2024-2027

Sample Metrics

Miles of County-installed broadband in the Southland

Dollars provided to municipalities to support infrastructure improvements

Strategy 2.1) Increase access to the internet, County

online resources and high-quality devices.

Strategy 2.2) Invest in and integrate high-speed

broadband and connectivity opportunities through

infrastructure projects and partnerships.

Strategy 2.3) Promote policies and programs that

improve residents’ digital skills, confidence, and

accessibility.

Strategy 2.4) Increase awareness around digital

safety so residents feel secure in digital

environments and can protect themselves online.

StrategiesObjective 2

Provide equitable access

to digital services for

County residents in their

homes and communities.

Connected Communities

Cook County | Policy Roadmap 2024-2027

Bridging the Digital Divide

Cook County launched its first-ever Digital Equity Action

Plan in 2023, outlining the County’s commitment to

advancing digital equity for residents by building

connection and collaboration among regional, municipal,

and community institutions. The plan was the result of a

robust community engagement initiative that included 12

community conversations, interviews with leaders, and

survey responses from more than three thousand

residents. The plan identifies four priorities, which are

digital access, confidence, safety and infrastructure, and

numerous policy recommendations. These include

continuing to invest in expanding broadband access,

exploring public wi-fi and partnering with the State’s

Digital Navigator Corps to provide support and

assistance to community members. OUP staff, members

of the County’s Council of Digital Equity (CODE), plus

community member champions, will now turn their

attention to attracting sustainable resources and

implementing recommendations.

Strategies

Strategy 3.1) Coordinate and advocate for transportation

investments and reforms across jurisdictions within the

region.

Strategy 3.2) Provide technical assistance and funding to

municipalities to promote seamless transportation

throughout the region.

Strategy 3.3) Implement the Long Range Transportation

Plan to address gaps in transportation networks to

ensure equitable access for residents.

Strategy 3.4) Integrate intelligent transportation

technologies into public infrastructure planning and

development.

Strategy 3.5) Invest in public transit, bicycle, electric

vehicles and pedestrian access.

Objective 3

Increase regional

accessibility and

connectivity by investing

in sustainable

transportation

throughout Cook County.

Connected Communities

Cook County | Policy Roadmap 2024-2027

Driving Equitable Infrastructure

Robust transportation infrastructure is essential to creating a more vibrant, equitable Cook County.

Invest in Cook, a grant program overseen by the Department of Transportation and Highways (DoTH),

provides gap funding to municipalities to help advance transportation projects throughout the County.

Since the program launched in 2017, $56.4 million has been awarded to help municipalities cover the cost

of planning, engineering, right-of-way acquisition and construction associated with much needed

transportation improvements, mostly in traditionally underserved areas. This program, which leverages

significant additional local, state and federal funds, helps communities improve quality of life and makes

commuting easier, safer and more accessible for residents.

OPEN COMMUNITIES

For Cook County, good government means a government that is

responsive to residents’ needs through transparency, efficiency and

effectiveness in service delivery as well as policy and program

implementation. OUP strives to achieve operational excellence by being

accountable to residents, investing in the County’s workforce by becoming

an employer of choice and continuously improving the effectiveness of

County services. Importantly, the County strives to be a good steward of

taxpayer dollars through sound and innovative fiscal management

practices.

Technology plays an important role in this work, as the County continues to

modernize processes and implement improved data applications and

systems. In fact, from 2020-2023, Cook County has been recognized as

one of America’s Top 10 Digital Counties with a population of more than

one million, setting a national example for leveraging technology to

improve access and delivery of government services. The Bureau of

Technology (BOT) supports OUP and County agencies via enterprise-wide

technology initiatives and provides technical support for the systems on

which County business is done.

Open Communities is led by the Bureau of Administration (BOA), Bureau of

Finance (BOF), Bureau of Human Resources (BHR), Bureau of Technology

(BOT), and the Office of the President (OOP), but is the foundation for all

work across the County.

Cook County has been recognized as one of America’s Top 10

Digital Counties with a population of more than one million,

setting a national example for leveraging technology to

improve access and delivery of government services.

Open Communities

Cook County | Policy Roadmap 2024-2027

Ensure Cook County provides responsive, transparent services

and develops a thriving, professional workforce that reflects

the communities served.

GOAL:

Open Communities

Cook County | Policy Roadmap 2024-2027

Sample Metrics

Number of community members who have been engaged and compensated for their expertise

Employee population’s diversity compared to the County’s resident population

Maintain an unrestricted reserve that is between 2 and 3 months of General Fund Expenses

Fully retire all legacy (main frame or midrange) environment applications

Strategy 1.1) Improve communications with residents, paying

special attention to those with unique needs related to

disability, language and other barriers.

Strategy 1.2) Coordinate OUP media messaging, branding and

communication, ensuring increased public awareness of

initiatives and services across the County and separately

elected official offices.

Strategy 1.3) Improve community engagement by involving

community members and stakeholders in an authentic way

that centers them in processes and informs planning.

Strategy 1.4) Utilize innovative practices to streamline the

procurement process to make it more efficient and accessible.

Strategy 1.5) Identify and implement best practices to help

community-based organizations strengthen capacity and

access County funding opportunities.

Strategy 1.6) Ensure that access to emergency response

resources and capabilities are equitably distributed

throughout Cook County.

Strategy 1.7) Support digital communications and enhance

digital delivery of services for residents in a multi-modal way.

StrategiesObjective 1

Improve

transparency,

accessibility and

responsiveness for

residents,

municipalities,

organizations and

businesses.

Open Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 2.1) Recruit and hire high performing talent

that is reflective of the residents we serve.

Strategy 2.2) Increase employee retention by

offering professional development, training and

opportunities for career progression.

Strategy 2.3) Implement a uniform employee

evaluation process to promote continuous

improvement in support of the County’s culture of

equity, engagement and excellence.

Strategy 2.4) Ensure alignment of organizational

design and job functions with the operational needs

of Cook County bureaus and departments.

Strategy 2.5) Support a healthy workforce by

prioritizing employee wellbeing in policies and

practices.

Objective 2

Attract, support, and

retain a diverse, high-

quality workforce to

improve the delivery

of services to

residents by

positioning Cook

County as an

employer of choice.

Open Communities

Cook County | Policy Roadmap 2024-2027

Strategies

Strategy 3.1) Routinely identify revenue opportunities

and areas for cost savings without sacrificing

program impact.

Strategy 3.2) Ensure transparency, efficiency and

accountability around budget, transactions and

financial projections.

Strategy 3.3) Continue rigorous tracking and

reporting to ensure compliance with federal, state

and local guidelines.

Strategy 3.4) Continue improvement of grant

management policies and procedures.

Strategy 3.5) Leverage County assets and capital

investments to balance our financial responsibilities

and maximize use.

Objective 3

Ensure responsible

stewardship of

taxpayer dollars

through sound and

innovative fiscal

management practices.

Strategies

Strategy 4.1) Maintain and grow centralized, secured

and integrated data systems.

Strategy 4.2) Foster a culture of data literacy, analysis

and collaboration.

Strategy 4.3) Implement public-facing communications

to share data on an ongoing basis.

Strategy 4.4) Provide staff support and processes for

consistent performance metrics and program

evaluations.

Strategy 4.5) Manage and maintain all the County’s

physical technology and data assets to ensure

consistent and ready access to all applications and data.

Strategy 4.6) Continue securing the County’s

information assets, including protecting sensitive

resident data (i.e., court and health information) and the

efficacy and integrity of elections.

Objective 4

Ensure security and

accountability, and

demonstrate impact

by implementing an

infrastructure and

culture of data-driven

decision making.

Open Communities

Cook County | Policy Roadmap 2024-2027

Honoring Obligations Through

Pension Reform

In 2023, the passage and signing of Illinois House Bill

2352 marked a significant milestone in pension reform.

The legislation enshrines the County’s commitment to

fully fund its pension obligations and avoid insolvency.

The law also expands eligibility for military/veteran

employees and ensures that the pension salary cap for

Tier 2 members (those hired after January 1, 2011) will

keep pace with the Social Security Wage Base. This

legislation is the result of both advocacy and sound fiscal

management policies and will ensure the County can

uphold its financial promises to current and future

retirees. With the legislation and practices in place to

make this happen, Cook County is on track to have a

100% funded pension system by 2047.

Strengthening Community-Based

Organizations

Cook County relies on strong partnerships with

community-based organizations to deliver many

services to residents, particularly those in

disinvested communities. To bolster these

partnerships, the County is working to incorporate

more equitable grant practices into its operations

and streamline its grantmaking process to make it

easier for organizations to apply for funding. This

goal is to make funding opportunities more

accessible by reducing the administrative burden

during the solicitation process.

In addition to operationalizing equitable grant

practices and streamlining internal systems, the

County is awarding Starting Block Grants and

offering capacity building support to small non-

profits. These hyperlocal organizations provide

residents with essential programs and services in

diverse sectors including Arts and Culture,

Community and Economic Development, Education,

Health and Human Services, and Violence

Prevention. While such organizations are essential

in building strong, vibrant communities, many feel

the ramifications of historic disinvestment and

inequity. Fifty community-based organizations will

receive $100,000 over 2 years in the first grant cycle

to build their internal administrative and operational

capacity. This will enable them to not only

strengthen their operational infrastructure but also

continue responding to the unique needs of their

communities.

Open Communities

Cook County | Policy Roadmap 2024-2027

APPENDIX

APPENDIX A

Organizational Chart - Cook County Government

Organizational Chart - Offices Under the President

APPENDIX B - Healthy Communities

Healthy Communities

Equity Fund Recommendations

EF 1.1) Adopt a Health Equity in All Policies (HEiAP) approach in policymaking to ensure Cook

County government factors health considerations into its implementation of policies and

programs and identifies gaps to improve health outcomes for all residents and communities.

NT884 Community Health Worker Initiative

*NT885 & NT896 Behavioral Health Support and Expansion

NT793 Care Coordination Specialists at HACC Properties (Behavioral Health Specialists)

TR011 Cook County Behavioral Health Services

NT037 Sustaining Mental Health Hotline for Suburban Residents

NT036 Opioid Overdose and Substance Use Prevention Initiative

NT899 Housing for Health

*NT017 Urban Farming Initiative Gap Analysis Research

NT041 Building Healthy Communities Initiative

NT118 Capacity-Building Investments in Food Access Sites

NT042 Good Food Purchasing Program

NT053 Food as Medicine

NT513_BD Crisis Intervention Pilot Program for Cook County

*NT075 Healing Hurt People Chicago

EF 1.2) Create a behavioral health authority to coordinate a comprehensive, accessible, and

culturally responsive continuum of behavioral health services for suburban Cook County,

including preventative services, that recognizes the intersections between health, housing, and

justice involvement.

*EF 1.3) Develop a countywide Community Information Exchange System to holistically address

social drivers of health outcomes, deliver whole person care, and better inform and drive more

equitable allocation of resources to residents across Cook County.

ARPA Initiatives

* = recommendations and initiatives that intersect with other pillars

The following charts illustrate the connection between the Policy Roadmap Pillars, the Equity

Fund Recommendations and the ARPA Initiatives.

APPENDIX B - Vital Communities

Vital Communities

Equity Fund Recommendations

EF 2.1) Support collaborative efforts to reform Cook County's property assessment and taxation

system to promote equity and fairness and reduce the racial wealth gap.

EF 2.2) Increase Cook County's capacity to enforce Cook County's fair housing laws to reduce

unlawful housing discrimination and affirmatively further fair housing.

EF 2.3) Build a more resilient housing and shelter system to provide dignified and reliable support

to people experiencing homelessness in suburban Cook County, with the goal of achieving

functional zero homelessness.

EF 2.4) Increase Cook County resources to create new units of affordable housing across Cook

County to promote housing stability and affordability.

EF 2.5) Provide direct financial assistance to residents to sustain and preserve homeownership

to address the racial wealth gap and prevent continued displacement.

EF 2.6) Continue championing government's role in launching programs and policies that support

residents' economic security and increase economic mobility.

EF 2.7) Align Cook County's workforce investments intentionally and strategically to support high

quality jobs that promote residents' economic mobility and equity.

EF 2.8) Develop the small business and entrepreneurship ecosystem, especially for Black and

Latinee residents, to reduce the racial wealth gap.

EF 2.9) Pursue place-based investment through a community-centered approach to support a

deeper and more sustainable commitment to implementing locally-desired community and

economic development.

EF 2.10) Develop innovative programs to assist communities and residents that have been hard-

hit by predatory lending.

EF 2.11) Strengthen and enforce Cook County's worker protection laws to ensure all workers

receive fair compensation and protection from violations.

EF CCLBA) Cook County Land Bank will continue working to increase affordable housing stock

and economic opportunity in systematically disadvantaged communities.

APPENDIX B - Vital Communities, cont’d.

Vital Communities

Equity Fund Recommendations

EF CBDP) Establish a Cannabis Business Development Program to create a revolving fund to

support cannabis-related businesses owned and operated by Social Equity Applicants who

reside in Cook County, recognizing the link between the Equity Fund and cannabis tax revenue

and the related history of incarceration and exclusion communities of color have faced.

NT106 Advancing Equitable Recovery in the Southland – Southland Metals Hub

NT830 Cook County Arts and Artists Program

NT100 Cook County Manufacturing Reinvented (Rebound and Recover Programming)

NT104 Suburban Cook County Travel, Tourism, and Hospitality Economic Recovery Initiative

NT108 & NT110 Small Business Assistance

NT125 Community Conservation Corps

NT111 Small Business Grant Program

NT888 Veteran Grant Program

NT115 Cook County Legal Aid for Housing and Debt

NT014 Healthy Homes and Deep Energy Retrofit Residential Properties

NT092 Cook County Water Affordability Program

NT093 Emergency Mortgage Assistance

Emergency Rental Assistance

NT117 Fixed-Site Emergency Shelter for People Experiencing Homelessness

NT120 Hotel-Based Sheltering

NT095 Permanent Supportive Housing for People Experiencing Homelessness

NT900 Investing in Families and Youth

NT116 Guaranteed Income Program

TR008 Community Information Exchange

*EF 1.3) Develop a countywide Community Information Exchange System to holistically address

social drivers of health outcomes, deliver whole person care, and better inform and drive more

equitable allocation of resources to residents across Cook County.

ARPA Initiatives

* = recommendations and initiatives that intersect with other pillars

APPENDIX B - Safe and Thriving Communities

Safe and Thriving Communities

Equity Fund Recommendations

EF 3.1) Improve interagency data-sharing and public access to deidentified and disaggregated

criminal legal system data to increase transparency and usefulness, with specific attention on

data that identifies racial and ethnic disparities and operational challenges that contribute to

barriers and collateral consequences for those impacted by the criminal legal system.

EF 3.2) Develop a comprehensive and coordinated countywide re-entry plan that works to

support residents returning to their communities from detention, jail, and prison by removing

structural barriers to housing, economic security, and opportunity, including the negative

impacts of criminal and juvenile records.

EF 3.3) Support community-informed alternatives to policing in suburban Cook County to

minimize harmful interactions between police and residents, especially Black residents, and

promote community safety.

EF 6.1) Develop a comprehensive equity-centered grantmaking strategy to promote equitable

access to resources and increase capacity to deliver services in partnership with smaller,

grassroots, emerging, and Black, Indigenous, and People of Color-led organizations anchored in

marginalized communities.

EF 6.2) Establish flexible, accessible, and empowering pathways for residents of historically

disinvested or marginalized communities to meaningfully participate in developing and

implementing County

policies and programs.

EF 1.3) Develop a countywide Community Information Exchange System to holistically address

social drivers of health outcomes, deliver whole person care, and better inform and drive more

equitable allocation of resources to residents across Cook County.

EF 2.9) Pursue place-based investment through a community-centered approach to support a

deeper and more sustainable commitment to implementing locally-desired community and

economic development.

APPENDIX B - Safe and Thriving Communities, cont’d.

Safe and Thriving Communities

*NT885 & NT896 Behavioral Health Support and Expansion

*NT075 Healing Hurt People Chicago

NT764 Cook County Reconnect

NT897 Violence Prevention and Reduction Grant Portfolio

NT514_BD Programs and Services for Domestic Violence Victims and Survivors

NT766 Housing and Resources for Justice-Involved Individuals

NT715 Youth Juvenile Justice Collaborative Expansion

NT086 Justice Reinvestment Plan

TR018 Public Defender Community Defense Center

NT740 & NT745 Gun Crime Strategy Unit

NT085 Supporting Education and Employment Development (SEED)

ARPA Initiatives

* = recommendations and initiatives that intersect with other pillars

APPENDIX B - Sustainable Communities

Sustainable Communities

Equity Fund Recommendations

EF 5.1) Invest in climate-resilient infrastructure to address decades of disinvestment in Black

and Latino/e communities.

NT015 Climate Resiliency Plan Development

TR004 Resilience Hubs

*NT097 Lead Service Pipe Replacement - Pilot Program

*NT012 Rain Ready Plan Implementation

NT014 Healthy Homes and Deep Energy Retrofit Residential Properties

NT007 Businesses Reducing Impact on the Environment (BRITE) Fund

NT019 Neighborhood Revitalization Brownfield Remediation

NT010 Residential Renewable Energy Subsidy

NT893 Land Acquisition Plan

*NT017 Urban Farming Initiative Gap Analysis Research

NT025 Invest in Cook Expansion

NT011 Electric Vehicle Charging Stations

NT894 Riparian Restoration

NT005 South Suburban Hazardous Household Waste Facility and Satellite Collection

Locations

NT099 Municipal Capacity for Capital Improvements (Build Up Cook)

EF 5.2) Establish a Cook County Environmental Justice Policy to incorporate environmental and

equity impacts in policy and program decision-making.

EF 5.3) Support actions that improve both public health and environmental health for the overall

well-being of residents, particularly in Black, Latino/e, and low-income communities.

ARPA Initiatives

* = recommendations and initiatives that intersect with other pillars

APPENDIX B - Connected Communities

Connected Communities

Equity Fund Recommendations

EF 4.1) Increase access to and availability and affordability of public transportation to connect

communities and ensure transit equity.

*NT097 Lead Service Pipe Replacement - Pilot Program

NT792 Lead Pipe Removal at Vera Yates Homes and Richard Flowers Home

*NT012 Rain Ready Plan Implementation

NT875 Stormwater Management Project Implementation Program

*NT099 Municipal Capacity for Capital Improvements (Build Up Cook)

NT795 Broadband Expansion at HACC Properties

NT096 Chicago Southland Fiber Network (CFSN) Expansion

NT119 Digital Equity Planning

*NT025 Invest in Cook Expansion

*NT011 Electric Vehicle Charging Stations

EF 4.2) Increase digital connectivity and access to broadband infrastructure and digital devices

for residents, particularly in communities of color.

ARPA Initiatives

* = recommendations and initiatives that intersect with other pillars

APPENDIX B - Open Communities

Open Communities

Equity Fund Recommendations

EF 6.1) Develop a comprehensive equity-centered grantmaking strategy to promote equitable

access to resources and increase capacity to deliver services in partnership with smaller,

grassroots, emerging, and Black, Indigenous, and People of Color-led organizations anchored in

marginalized communities.

NT078 County Municipalities Preparedness Planning

EF 6.2) Establish flexible, accessible, and empowering pathways for residents of historically

disinvested or marginalized communities to meaningfully participate in developing and

implementing County policies and programs.

EF 6.3 Implement countywide best practices to measure the impact of policies and programs on

immigrant and refugee communities to ensure Cook County’s work to reduce racial and ethnic

inequities is inclusive and actively works to protect immigrants and refugees.

ARPA Initiatives

APPENDIX C - Acknowledgements

ACKNOWLEDGEMENTS

Office of the President

Lanetta Haynes Turner (Chief of Staff); Rachel Ruttenberg (Deputy Chief of Staff- Policy; Policy Roadmap co-

lead, lead editor); Lauren Pett (Director of Policy; Policy Roadmap co-lead, lead author); Arudi Masinjila (Policy

Analyst; Policy Roadmap co-lead, author); Cara Yi (Deputy Director of Communication & Public Affairs; Policy

Roadmap editor, graphic designer); Max Honzel (Equity Fellow); Raisa Hudalla (Aide to Deputy Chief of Staff);

Erin Hernandez (Legislative Coordinator)

Cook County Bureau Chiefs

Elizabeth Granato (Cook County Bureau of Asset Management); Tanya Anthony (Cook County Bureau of

Finance); Xochitl Flores (Cook County Bureau of Economic Development); Zahra Ali (Cook County Bureau of

Administration); Tom Lynch (Cook County Bureau of Technology); Velisha Haddox (Cook County Bureau of

Human Resources)

Healthy Communities Pillar Team

Co-leads: Kathy Chan (Director of Policy, Cook County Health); Gina Massuda-Barnett (Deputy Director, Public

Health Programs); Kiran Joshi, MD (Senior Medical Officer); Avik Das (Executive Director, Justice Advisory

Council); Otis Story (Deputy Chief of Staff, Office of the President)

Andrea Gibson (Chief Strategy Officer, Cook County Health); Susan Campbell (Director, Bureau of Economic

Development- Department of Planning and Development); Karl Bradley (Deputy Director, Bureau of Economic

Development - Department of Planning and Development); Cheryl Cooke (Deputy Director, Community

Development, Bureau of Economic Development - Department of Planning and Development); Ericka Branch

(Administrative Analyst, Bureau of Economic Development - Department of Planning and Development);

Pamela White (Planner, Bureau of Economic Development - Department of Planning and Development);

Deanna Zalas (Director, Department of Risk Management); Ali Abid (Deputy Director, Justice Advisory Council);

Juandalynn Johnson (Grants Coordinator, Justice Advisory Council); Kristina Kaupa (Director of Policy,

Justice Advisory Council); Whitney Keytowey (Director of Data & Research, Justice Advisory Council); Cathy

Geraghty (Director of Strategic initiatives, Forest Preserves of Cook County); John Duncan (Interim Executive

Director, Housing Authority of Cook County); Sheryl Seiling (Director of Rent Assistance, Housing Authority of

Cook County); Marcus King (Director of Strategy & Communications, Housing Authority of Cook County); Tina

Pourroy (Development Associate, Housing Authority of Cook County)

Vital Communities Pillar Team

Lead: Elizabeth Schuh (Director of Policy, Bureau of Economic Development)

Xochitl Flores (Bureau Chief, Bureau of Economic Development); Irene Sherr (Deputy Bureau Chief, Bureau of

Economic Development); Dominic Tocci (Deputy Bureau Chief, Bureau of Economic Development); Peter

Subkoviak (Director, Guaranteed Income & Economic Mobility, Bureau of Economic Development); Christine

Nappo (Program Manager, Bureau of Economic Development); Domini Brewton-Gamble (Program Manager,

Bureau of Economic Development); Susan Campbell (Director, Bureau of Economic Development -

Department of Planning & Development); Karl Bradley (Deputy Director; Bureau of Economic Development -

APPENDIX C - Acknowledgements

ACKNOWLEDGEMENTS

Department of Planning & Development); Mohammed Elahi (Deputy Director, Bureau of Economic

Development - Department of Planning & Development); Cheryl Cooke (Deputy Director, Community

Development, Bureau of Economic Development - Department of Planning & Development); David Washington

(Compliance Program Officer, Bureau of Economic Development - Department of Planning & Development);

Sylvia Parham (Grant Coordinator, Bureau of Economic Development - Department of Planning &

Development); Ericka Branch (Administrative Analyst, Bureau of Economic Development - Department of

Planning & Development); James Wilson (Secretary, Bureau of Economic Development - Zoning Board of

Appeals); Jim Thompson (Director of Property Assessment and Tax Policy, Office of the President);Debra

Kutska (Assistant Deputy Chief, Bureau of Administration);Deborah Stone (Director, Department of

Environment & Sustainability); Kevin Schnoes (Deputy Director, Department of Environment & Sustainability);

Sarah Edwards (Program Manager, Department of Environment & Sustainability); Anthony Tindall (Solid Waste

Coordinator, Department of Environment & Sustainability); Ricardo Magallon (Manager of Air Inspection

Division, Department of Environment & Sustainability); Jennifer Killen (Superintendent, Department of

Transportation & Highways); Nathan Roseberry (Assistant Superintendent, Department of Transportation &

Highways); Jesse Elam (Director of Strategic Planning & Policy, Department of Transportation & Highways);

Deanna Love (Director, Veterans Affairs); Elizabeth Granato (Bureau Chief, Bureau of Asset Management);

Audrey Jonas (Public Information Officer, Bureau of Asset Management); Dean Constantinou (Deputy Chief

Financial Officer, Bureau of Finance); Avik Das (Executive Director, Justice Advisory Council); Ali Abid (Deputy

Director, Justice Advisory Council); Juandalynn Johnson (Grants Coordinator, Justice Advisory Council);

Kristina Kaupa (Director of Policy, Justice Advisory Council); Mary Modelski (Auditor, Office of the County

Auditor); Shannon Andrews (Chief Equity & Inclusion Officer, Cook County Health); Jessica Caffrey (Executive

Director, Cook County Land Bank Authority); Jasmine Williams (Senior Policy Analyst, Chicago Cook

Workforce Partnership); John Duncan (Interim Executive Director, Housing Authority of Cook County); Sheryl

Seiling (Director of Rent Assistance, Housing Authority of Cook County); Marcus King (Director of Strategy &

Communications, Housing Authority of Cook County); Tina Pourroy (Development Associate, Housing

Authority of Cook County)

Safe and Thriving Communities Pillar Team

Co-leads: Ali Abid (Deputy Director, Justice Advisory Council); Kristina Kaupa (Director of Policy, Justice

Advisory Council)

Avik Das (Director, Justice Advisory Council); Juandalynn Johnson (Grants Coordinator, Justice Advisory

Council); Whitney Keytowey (Director of Data & Research, Justice Advisory Council); Dominic Tocci (Deputy

Bureau Chief, Bureau of Economic Development); Domini Brewton-Gamble (Program Manager, Bureau of

Economic Development); Ericka Branch (Administrative Analyst, Bureau of Economic Development -

Department of Planning & Development); Kanako Ishida (Budget Director, Department of Budget Management

Services); Brian Conant (Juvenile Justice Behavioral Health Director, Cook County Health); Manny Estrada

(Chief Operating Officer, Cermak Health Services - Cook County Health); Adrean Vargas (Community

Innovation Program Manager, Chicago Cook Workforce Partnership); John Duncan (Interim Executive

Director, Housing Authority of Cook County); Sheryl Seiling (Director of Rent Assistance, Housing Authority of

Cook County); Marcus King (Director of Strategy & Communications, Housing Authority of Cook County); Tina

Pourroy (Development Associate, Housing Authority of Cook County)

APPENDIX C - Acknowledgements

ACKNOWLEDGEMENTS

Sustainable Communities Pillar Team

Co-leads: Deborah Stone (Department of Environment & Sustainability, Director); Sarah Edwards (Program

Manager, Department of Environment & Sustainability); Debra Kutska (Assistant Deputy Chief, Bureau of

Administration)

Anthony Tindall (Solid Waste Coordinator, Department of Environment & Sustainability); Kevin Schnoes

(Deputy Director, Department of Environment & Sustainability); Ricardo Magallon (Manager of Air Inspection

Division, Department of Environment & Sustainability); Zahra Ali (Bureau Chief, Bureau of Administration);

Jennifer Killen (Superintendent, Department of Transportation & Highways); Adam James (Drainage &

Utilities Manager, Department of Transportation & Highways); Noel Basquin (Highway Engineer, Department

of Transportation & Highways); Remic Ensweiler (Ecologist, Department of Transportation & Highways); Ted

Berger (Executive Director, Department of Emergency Management & Regional Security); Angela Gilkes

(Assistant Deputy Bureau Chief, Department of Emergency Management & Regional Security); Lydia Watts

(Deputy Director, Department of Emergency Management & Regional Security); Elizabeth Granato (Bureau

Chief, Bureau of Asset Management); Earl Manning (Director, Bureau of Asset Management - Capital Planning

& Policy); Bilqis Jacobs-El (Director, Facilities Management); Quince Brinkley (Director, Real Estate

Management); Ivaylo Lazarov (Project Director, Bureau of Asset Management); Jamie Meyers (Energy

Manager, Bureau of Asset Management); Audrey Jonas, (Public Information Officer, Bureau of Asset

Management); Irene Sherr (Deputy Bureau Chief, Bureau of Economic Development); Dominic Tocci (Deputy

Bureau Chief, Bureau of Economic Development); Elizabeth Schuh (Director of Policy, Bureau of Economic

Development); Christine Nappo (Program Manager, Bureau of Economic Development); Curtis Witek (Program

Director, Bureau of Economic Development); Susan Campbell (Director, Bureau of Economic Development -

Department of Planning & Development); Mohammed Elahi (Deputy Director, Bureau of Economic

Development - Department of Planning & Development); Patricia Ruffolo (Program Manager, Bureau of

Economic Development - Department of Planning & Development); Rachel Rubin, MD (Senior Medical Officer,

Cook County Department of Public Health); Daniel Taylor (Senior Finance Business Manager, Cook County

Land Bank Authority); Gene Kelley (Senior Asset Manager, Cook County Land Bank Authority); Jessica Caffrey

(Executive Director, Cook County Land Bank Authority); John Duncan (Interim Executive Director, Housing

Authority of Cook County); Sheryl Seiling (Director of Rent Assistance, Housing Authority of Cook County);

Marcus King (Director of Strategy & Communications, Housing Authority of Cook County); Tina Pourroy

(Development Associate, Housing Authority of Cook County)

Connected Communities Pillar Team

Lead: Kyla Williams Tate (Director of Digital Equity, Office of the President)

Elizabeth Granato (Bureau Chief, Bureau of Asset Management); Bilqis Jacobs-El (Director, Bureau of Asset

Management - Facilities Management); Ivaylo Lazarov (Project Director, Bureau of Asset

Management); Jamie Meyers (Energy Manager, Bureau of Asset Management); Audrey Jonas (Public

Information Officer, Bureau of Asset Management); Earl Manning (Director, Bureau of Asset Management -

Capital Planning & Policy); Irene Sherr (Deputy Bureau Chief, Bureau of Economic Development);

APPENDIX C - Acknowledgements

ACKNOWLEDGEMENTS

Dominic Tocci (Deputy Bureau Chief, Bureau of Economic Development); Elizabeth Schuh (Director of Policy,

Bureau of Economic Development); Peter Subkoviak (Director, Guaranteed Income & Economic Mobility,

Bureau of Economic Development); Susan Campbell (Director, Bureau of Economic Development -

Department of Planning & Development); Mohammed Elahi (Deputy Director, Bureau of Economic

Development - Department of Planning & Development); Sylvia Parham (Grant Coordinator, Bureau of

Economic Development - Department of Planning & Development); James Wilson (Secretary, Bureau of

Economic Development - Zoning Board of Appeals); Debra Kutska (Assistant Deputy Chief, Bureau of

Administration); Deborah Stone (Director, Department of Environment & Sustainability); Sarah Edwards

(Program Manager, Department of Environment & Sustainability); Jennifer Killen (Superintendent,

Department of Transportation & Highways); Tara Orbon (Assistant Superintendent, Department of

Transportation & Highways); Adam James (Drainage & Utilities Manager, Department of Transportation &

Highways); Tom Lynch (Chief Information Officer, Bureau of Technology); Hema Sundaram (Chief Technology

Officer, Bureau of Technology); Derrick Thomas (Deputy Chief Information Officer, Bureau of Technology);

John Duncan (Interim Executive Director, Housing Authority of Cook County); Sheryl Seiling (Director of Rent

Assistance, Housing Authority of Cook County); Marcus King (Director of Strategy & Communications, Housing

Authority of Cook County); Tina Pourroy (Development Associate, Housing Authority of Cook County)

Open Communities Pillar Team

Lead: Sara Spivy (Deputy Bureau Chief, Bureau of Administration)

Xochitl Flores (Bureau Chief, Bureau of Economic Development); Tanya Anthony (Bureau Chief, Cook County

Bureau of Finance); Dean Constantinou (Deputy Chief Financial Officer, Bureau of Finance); Kanako Ishida

(Budget Director, Department of Budget Management Services); Deanna Zalas (Director, Department of Risk

Management); Michelle Taylor (Administrative Coordinator, Department of Risk Management); Nicole

Mandeville (Director, Office of Contract Compliance); Raffi Sarrafian (Chief Procurement Officer, Office of the

Chief Procurement Officer); Sheena Aikens (Deputy Chief Procurement Officer - Operations, Office of the

Chief Procurement Officer); Sheryl Munoz (Deputy Chief Human Resources Officer, Bureau of Human

Resources); Tom Lynch (Chief Information Officer, Bureau of Technology); Hema Sundaram (Chief Technology

Officer, Bureau of Technology); Adam Clement (Deputy Chief Information Officer, Bureau of Technology);

Derrick Thomas (Deputy Chief Information Officer, Bureau of Technology); Mary Modelski (Auditor, Office of

the County Auditor); Andrea Gibson (Chief Strategy Officer, Cook County Health); Gina Massuda-Barnett

(Deputy Director, Public Health Programs); Rosaella Branson (Chief Data Officer, Bureau of Technology); Ted

Berger (Executive Director, Department of Emergency Management & Regional Security); Angela Gilkes

(Assistant Deputy Bureau Chief, Department of Emergency Management & Regional Security); Lydia Watts

(Deputy Director, Department of Emergency Management & Regional Security); Joy Glover (Administrative

Assistant, Department of Emergency Management & Regional Security); John Duncan (Interim Executive

Director, Housing Authority of Cook County); Sheryl Seiling (Director of Rent Assistance, Housing Authority of

Cook County); Marcus King (Director of Strategy & Communications, Housing Authority of Cook County); Tina

Pourroy (Development Associate, Housing Authority of Cook County)

Tara Stamps, District 1

Dennis Deer, District 2

Bill Lowry, District 3

Stanley Moore, District 4

Monica Gordon, District 5

Donna Miller, District 6

Alma E. Anaya, District 7

Anthony Quezada, District 8

Maggie Trevor, District 9

Bridget Gainer, District 10

John P. Daley, District 11

Bridget Degnen, District 12

Josina Morita, District 13

Scott R. Britton, District 14

Kevin B. Morrison, District 15

Frank J. Aguilar, District 16

Sean M. Morrison, District 17

Board of Commissioners

December 2023