We found no evidence
this program being managed in a manner designed specifically tomaximize revenue. For example, there was
evidence that ticket revenue influenced camerarelocation decisions. However, we also found that the City generally lacked basic unit costinformation needed to make informed operational decisions, such as whether to repair or replaceequipment, or buy or lease cameras. For example, we were surprised to fmd that the City wasspending $13,800 in annual maintenance for cameras purchased at $24,500 each -in otherwords, annual maintenance expenditure equal 56 percent
the purchase price. Given suchdiscoveries, we question whether the City or contract personnel have undertaken any meaningfuleffort to limit unnecessary costs.The City cannot effectively manage its programs unless it measures its programs.The City is currently rebidding the contract to manage this program. However, it appears to bedoing this with a profoundly troubling paucity
historical data and analysis to inform a decisionthat purports primarily to be in the service
traffic safety.Going forward, the City must establish and follow clear criteria for its decisions on where tolocate and maintain red-light cameras.
should also retain verifiable documentation
the dataand process employed for each location decision, including the continuation
acamera in a specific location. Absent that, the IGO cannot reasonably regard the red-lightcamera program as being operated in the optimally efficient and effective service
generally claimed.CDOT's response is included in the audit. CDOT stated that it intends to review the RLCinstallation and removal criteria and determine what,
any modifications should be made goingforward. Additionally, it has pledged to work with the winning RLC vendor to review currentcamera locations and ensure that the criteria have been met and appropriately documented
intersections where cameras are now located. We concur with these stated intentions and lookforward to the results
the analyses.I hope this audit is
use to the City Council in its oversight efforts and to CDOT officials intheir efforts to manage this $70 million program.We thank CDOT staff and leadership for theirengagement
and attention to this matter, and we look forward to completing a follow-up auditin the future.
W ebsi te:www.chicagoinspectorgeneral.org