Chicago’s 2025 budget season has turned into a major headache for Mayor Brandon Johnson, with a growing storm of dissatisfaction brewing among the City Council. Aldermen, including some of the mayor’s closest allies, are pushing back against his administration’s handling of the budget, particularly as his intergovernmental affairs (IGA) office, responsible for lobbying the council, continues to struggle with severe staffing shortages.
With tensions high and the budget deadline looming, many are calling for leadership changes, while others question the mayor’s approach to collaboration. So, what’s really happening behind the scenes, and why are some aldermen starting to demand more influence in the budget process?
The Challenges Facing Mayor Johnson’s IGA Office
At the heart of the issue is the IGA office, which traditionally plays a pivotal role in gathering support for the mayor’s initiatives, particularly during budget season. But right now, the office is experiencing significant turbulence.
As of October 2024, six positions in the office were vacant, compared to just two in August 2023. The office is also without a permanent leader, after the abrupt resignations of two deputy mayors for intergovernmental affairs earlier this year. This lack of stability has created what many are calling a “rudderless” operation.
What Does ‘Rudderless’ Mean for Chicago’s Budget Process?
Alderman Matt O’Shea of the Southwest Side has voiced frustrations with the situation, describing the IGA office as “a rudderless ship.” His words encapsulate the broader dissatisfaction among aldermen, who feel sidelined and frustrated with the lack of direction and communication coming from the mayor’s office.
But it’s not just O’Shea. Even close allies of Johnson are expressing concern. Alderman Bill Conway, who served on the mayor’s budget advisory group, pointed out that the constant turnover in the IGA has contributed to the chaos of this budget cycle. With so many key positions unfilled, it’s been difficult to build the long-term relationships and trust needed for a smooth budget negotiation process.
Budget Troubles: More Than Just the IGA
While the IGA office’s struggles are a major factor, the budget negotiations themselves have been rocky. Johnson’s $300 million property tax increase, which has been met with resistance from many aldermen, is just one of the contentious proposals in his plan.
Some members of the City Council have grown increasingly frustrated by the delay in negotiations, especially as the budget vote has been postponed twice, now pushed to mid-December 2024. There is even the possibility that the city could miss the Dec. 31 deadline to pass a budget for 2025, though it remains a remote concern.
The frustration is palpable. Alderman Daniel La Spata of the 1st Ward, for instance, has admitted that while the smaller team at IGA has been working hard, their limited capacity has made the process feel disjointed.
Why Collaboration Isn’t Enough
Mayor Johnson has repeatedly touted his role as the “collaborator-in-chief,” emphasising his willingness to engage with aldermen and solicit their input on the budget. However, many of them feel his actions don’t align with his words. Alderman O’Shea described the mayor’s public claims of collaboration as “insulting,” given the ongoing issues with staffing and communication.
What’s Missing in the Collaborative Effort?
While Samantha Nugent and Daniel La Spata both praised the recent steps toward more engagement from the mayor’s office, they, too, acknowledged that much more work is needed. Alderman Nugent pointed out that while communication has improved in recent days, the mayor’s office has yet to fully address the staffing shortages that are hindering progress.
For effective budget negotiations and policy implementation, collaboration is not just about having meetings—it’s about empowering the right people in the right positions and ensuring that the messaging is clear and consistent.
How Can the Mayor Fix the Budget Crisis?
There’s no magic solution to fix the ongoing issues with Johnson’s budget process, but several key steps could help him get back on track:
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Fill IGA Vacancies – The mayor’s office needs to prioritise filling vacant positions in the IGA office. A stable team is essential for building trust with the City Council and effectively lobbying for the mayor’s budget.
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Engage with Alderpeople Early and Often – Instead of waiting until the last minute, Johnson’s team should be proactively working with aldermen from all parts of the city to ensure their concerns are heard and addressed. The budget should reflect the city’s diverse needs, and that can only happen through collaboration.
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Clear Communication on Revenue Plans – As aldermen push back on the proposed property tax increase, the mayor’s office needs to be clear about alternative revenue generation options and how they might fill the $300 million hole. Transparency is key to gaining the trust of aldermen who are wary of tax hikes.
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Strengthen State Lobbying Efforts – With the looming departure of Mike Ciaccio, the deputy IGA director for state government affairs, it’s clear that Chicago’s lobbying efforts in Springfield also need strengthening. Without strong relationships in state government, it will be hard for the mayor to push through the tax and policy changes he needs.
A Wake-Up Call for Johnson’s Administration
Ultimately, Johnson’s administration is facing a tough but solvable challenge. The mayor’s progressive agenda is at risk if the City Council feels excluded or ignored during budget discussions. There’s still time to course-correct, but the clock is ticking, and the stakes are high.
How Will This Affect Chicago’s Future?
If the budget process isn’t resolved quickly, Chicago could be heading toward a fiscal crisis. The property tax increase is already a tough sell, but without significant compromises or creative alternatives, the budget may fail to pass altogether. Johnson must ensure that his office is equipped to address both the immediate challenges and the long-term goals of his administration. If the mayor can restore confidence in his ability to lead the budget process, he’ll set the stage for a smoother governance in the years to come.
