2014 Mayors Estimate

City of Cleveland Mission Statement
We are committed to improving the quality of life in the City of Cleveland by strengthening our neighborhoods, delivering superior services, embracing the diversity of our citizens, and making Cleveland a desirable, safe city in which to live, work, raise a family, shop, study, play, and grow old.
Document Organization Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Mayor's Letter of Transmittal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Cleveland at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Calendar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Fiscal Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Budgetary Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 City Wide Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Organizational Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Official Certificate of Estimated Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Capital Improvement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Projected Fund Balance at Year End . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Factors Affecting the Financial Condition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Fund Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 General Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Expenditure by Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Revenue Summaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Revenue by Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Special Revenue Fund Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Major Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Small Enterprise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Internal Service Fund Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Agency Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Departmental Goals & Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
City of Cleveland 2014 Mayors Estimate
February 1, 2014
General Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78 Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83 Office of Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87 Landmarks Commission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93 Board of Building Standards and Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98 Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Civil Service Commission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Community Relations Board. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116 Boxing and Wrestling Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Office of Equal Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Cleveland Municipal Court - Judicial Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128 Cleveland Municipal Court - Clerk's Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137 Cleveland Municipal Court - Housing Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151 Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

Health Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163 Prescription Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165 Department of Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Assessments and Licenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Bureau of Internal Audit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Storeroom & Warehouse. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sinking Fund Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Revenue Bond Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Debt Service Revenues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Debt Service Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unvoted Tax Supported Obligations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Financial Reporting and Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Information Systems Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Telephone Exchange. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Office of Information Technology Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Office of Budget and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169 173 177 185 189 193 197 203 208 211 216 219 221 222 224 225 230 235 238 241
Department of Public Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

Utilities General Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Office of Radio Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cleveland Public Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245 250 256 267 276 285
February 1, 2014
Department of Port Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291

Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291
Division of Harbors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .301 Department of Public Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .304

Division of Public Service Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .304 Division of Architecture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307 Division of Engineering and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .310
Department of Public Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .315

Division of Public Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .315 Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319 Division of Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 327 Division of Air Quality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 332
Department of Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .336

Public Safety Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .336 Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 343 Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 352 Division of Emergency Medical Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .359 Division of Animal Control Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .365 Division of Correction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 370
Department of Parks, Recreation, and Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .376

Division of Research, Planning, and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .376
Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .379

Division of Public Works Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .379 Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384 Division of Property Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .389 Division of Park Maintenance and Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .395 Division of Waste Collection and Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .401 Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .406 Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .410 Parking Lots General Operations - (Off-Street) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .414 Division of Motor Vehicle Maintenance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .418 Division of Street Construction, Maintenance & Repair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .424 Division of Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 431 Golf Courses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435 Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438 Westside Market General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .444 Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448 Eastside Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449
Department of Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .450

Community Development Director's Office. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .450
Department of Building and Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .454

Building and Housing Director's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .454 Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .459 Division of Construction Permitting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .465
Department of Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .469

City of Cleveland 2014 Mayors Estimate February 1, 2014
Non-Departmental. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473 Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474 Other Administrative. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 475
Restricted Income Tax. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477 Appropriation Ordinance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 Glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489 Alphabetic Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 495 Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 497
February 1, 2014
Document Organization Summary

Document Organization Summary
This document is designed to assist the reader in understanding the Citys budgetary processes and resultant budgets. It is organized as follows:
Mayor Transmittal Letter: The Transmittal Letter submitted by The Mayor to the City Council to summarize the budget recommendations, compiled from detailed information obtained from the various departments and prepared by the Director of Finance, for conducting the affairs of the City for the following year. The Introductory Section: A summary of the overall document structure, contents and purpose, the Citys profile, background and demographics, and City Government structure. Budget Policies: This section includes a summary of the provisions regulating the Citys budget, tax levies, budget preparation processes, and appropriations as set forth in the Ohio Revised Code and the City Charter. City Fund Structure: The Citys budget is organized by fund. Each fund consists of major categories. The major funds are: The General Fund, Special Revenue Funds, Enterprise Funds, and the Agency Fund. Funds from Federal and State grants are not included in the Citys Budget as they have their own funds and operate on a fiscal year determined by the grantor rather than the Citys fiscal year. This section also contains historical summaries of all City annually appropriated revenue sources, historical expenditures by Department, and historical summaries and projected balances for all City funds. Department Detail: Included for each Department and Division within the City are narratives defining each section. Also included for each Department / Division are detailed, 3 year historical budgetary line item expenses and revenue, as well as detailed staffing levels. Glossary: Included in the document is a Glossary provided to aid with terminology that may be unique to the City.
February 1, 2014
Mayor's Letter of Transmittal
FEBRUARY 1, 2014
To the Cleveland City Council and Citizens of Cleveland, As my administration begins a new four year term, I have set three comprehensive goals for that term. Each of these goals furthers the long-term economic growth of the City by either growing existing City revenue sources or creating new opportunities for revenue growth. First and foremost is a continuing commitment to education, which is the key to our economy's long-term success. We will continue implementing the "Cleveland Plan" for Cleveland Metropolitan School District which includes a 15 mill school levy passed in late 2012 that provides funding through the end of 2017. In tandem, the Higher Education Compact with universities will improve our students' opportunities to enroll in colleges and complete their courses of study. Second, we will continue to leverage our public projects and major private projects through community benefits agreements that insure that all of our citizens have the opportunity to participate in our region's economic growth. In September of 2013, the region's leading private and public employers (Cleveland Clinic Foundation, Dominion East Ohio, The Geis Companies, The Medical Center Co., Northeast Ohio Regional Sewer District, Case Western Reserve University, and Cleveland Municipal School District) executed a seven-page Community Benefits Memorandum of Understanding that will link billions of dollars of future construction investments to expanded apprenticeship and pre-apprenticeship programs and best practices for improving diversity and inclusion in the construction industry. Third, I want to embed the fiscal policies and procedures we have developed over the last 8 years-strong fiscal management, operational efficiency, accountability, and community benefits oriented developmentinto the normal operations of every department and division. We enter my next four-year term with significant momentum from 2013. While celebrating the opening of the $272 million Flats East Bank project and the $465 million convention center and medical mart, we assisted the Wolstein Companies in launching Phase Two of Flats East Bank (which will include 200 residential units), partnered with Cuyahoga County on its $250 million Ameritrust Project (new County headquarters building, housing, office space, and a new Heinen's grocery store) and its $260 million Convention Hotel, and worked with the Cleveland Browns to assemble a $120 million renovation package for FirstEnergy Stadium. In the first quarter of 2014, we expect to select a development team amongst four respondents to our Request for Proposals for private lakefront development.
February 1, 2014
While the downtown development projects attained more notoriety, our neighborhood development progress is just as important. In April, 2013, the Globe and Mail stated: "For the first time in recent history, the inner city and neighborhoods such as Ohio City, Tremont and Detroit Shoreway are growing faster than the suburbs that surround it." Our lakefront neighborhoods received a major boost in June, 2013, when Governor John Kasich and I joined with Cleveland Metroparks to finalize a leasing deal that transferred management of our lakefront parks back to local control. I plan to add several neighborhoods each year as new neighborhoods of choice. Heritage View Homes (formerly Garden Valley Estates) is a public housing redevelopment project that includes 350 new rental housing units, 32 single-family detached housing units, and associated infrastructure improvements. Nearby projects are the Bridgeport Place Shopping Center and an Urban Agriculture Innovation Zone. Last year the U.S. Department of Housing and Urban Development awarded three grants totaling $17 million for construction at three public housing projects, including Heritage View Homes and Cedar Extension in Cleveland. In Cleveland, an additional $14 million in private investment will go into rebuilding and upgrading 387 units at Cedar Extension, Bohn Tower, and Heritage View Homes. The Buckeye neighborhood is gaining momentum after we opened the third and last phase of the St. Luke's project which includes a high performing charter school, nonprofit office space and a community meeting room. In the spring of 2014 we will dedicate the $6 million renovation of League Park: this project will make Cleveland the only city in the nation to achieve adaptive reuse of an original major league ballpark, and-along with the Upper Chester project-it will be a major catalyst in the continuing redevelopment of the Hough neighborhood. As 2014 begins, we expect to face new challenges to our budget. The federal assistance that has supported three years of aggressive demolition of condemned structures expired last year, and we need to identify new funding sources. We are in the midst of collective bargaining discussions, and State funding decisions can also impact our budget. However, as in 2013, this Mayor's Estimate will provide a solid base for our budget and the retention of City services in the face of these uncertainties. We will continue to probe the efficiencies of all City operations to achieve similar outcomes. Therefore, as required by Section 38 of the Charter of the City of Cleveland, I transmit the estimate of receipts and expenditures for all City departments and divisions for the year 2014, representing a general fund operating budget of $540.3 million and a total citywide budget of $1.47 billion. Sincerely,
Frank G. Jackson Mayor
February 1, 2014
Introduction
Introduction
The City of Clevelands budget is one of the most important documents that the City prepares as it identifies the services to be provided and how they will be financed. The Citys Budget document, therefore, is intended to serve as the following: The Mission of the City of Cleveland is We are committed to improving the quality of life in the City of Cleveland by strengthening our neighborhoods, delivering superior services, embracing the diversity of our citizens, and making Cleveland a desirable, safe city in which to live, work, raise a family, shop, study, play and grow old. As a policy guide, the Budget serves to inform the citizens of Cleveland on policies, goals, and objectives in place during the coming year for the satisfaction of its mission statement as well as major programs to be financed. Prudent fiscal management requires the use of budgets to efficiently allocate resources and manage ongoing operations. The written budget document itself outlines the financial needs of the City and itemizes the amount of money to be used for various projects in order to make better choices and decisions concerning policies and activities that can or can not be implemented. This also helps to establish accountability for the effective operation of programs and activities to be delivered. The Citys financial forecasts use internal historical data, National and State economic indicators, and expense and revenue projections to estimate the future financial state of the City including decisions for controlling expenses and increasing revenue. The following data sources are used by the Office of Budget and Management for the generation of the monthly Financial Outlook Reports in support of required internal decision making processes: Workforce Trends Includes comparisons of National, State, and local unemployment rates and trends WARN Notifications - Required layoff announcements for the Cleveland area resulting from the Worker Adjustment & Retraining Notification Act (WARN) which is a federal law that requires employers with 100 or more full-time workers to provide advanced notification to workers when faced with a plant closing or mass layoff. Housing Data This section provides average listing price for homes for sale in Cleveland, foreclosure filings, and the status of building permits in the area. CPI 12 month Consumer Price Index trends for the area. Fiscal Policies for the City of Cleveland, dictated by state law, City ordinances, and administrative policies, provide administrative guidelines for planning and directing the Citys day-to-day financial affairs. A summary of the specific policies upon which the budget was developed are as follows: Balanced Budgets as required by law. Modified Accrual Accounting Methodology which records revenues when available and expenditures when services are received and treats encumbrances as expenditures at the time the funds are encumbered. Internal Accounting Controls which assure the safeguarding of assets against loss from unauthorized use. Yearly Audits of all financial records and actions of the City, its officials and employees in compliance with local, State, and Federal law. Aggressive Cash Management and Investment policies and programs to help achieve the maximum financial return of invested funds.
The Budget as a Policy Guide
The Budget as a Financial Plan
February 1, 2014
Introduction
The Budget as an Operations Guide
As an operations guide, the Budget indicates how departments and funds are organized and informs the reader of all the activities, services and functions carried out by each department. Each Department Summary section lists its mission statement, a brief department description along with objectives and performance measures. Also included are detailed 3 year expense and revenue budgets as well as staffing levels. As a communication device, the yearly budget provides summary information to aid constituents in interpreting the document. The Mayors Estimate and final resultant budget book, focuses only on the annual operating budget for each division. Our goal is to make it an effective communication tool that clearly explains significant budgetary issues, priorities, goals and objectives, and financial strategies of the City. The yearly budget plan allows the Senior Administrative Team to establish a baseline of accountability. To satisfy our goal, this budget document includes a Mayors Transmittal Letter which summarizes all of the fiscal plans of the City for the upcoming fiscal year. Updated Charts and graphs have been added to help consolidate, summarize, and better explain the information as much as possible. There is also a detailed table of contents and a glossary of common terms to make it easy to locate and understand its contents. Our structured monthly reports to senior management provides a roadmap that helps by communicating the Citys current position on issues and resources, highlighting deadlines for content delivery, and understanding the next steps for goal achievement. The City of Cleveland has annual operating budgets and multi-year budgets. The annual operating budget covers the calendar year and primarily relates to the normal daily operations of the City. This budget outlines specific expenditures (salaries, supplies, etc.) and programmatic totals. Under Ohio law, cities are required to maintain their accounts on a cash basis. Therefore, expenditure amounts presented in this document include not only actual expenditures, but also encumbrances and pre-encumbrances. Budgets that fall under this annually appropriated category are:

The Budget as a Communication Device
Airports Cemeteries Central Collection Agency Convention Center East Side Market General Fund Golf Courses Information Systems Services Motor Vehicle Mainetance

Printing & Reproduction Restricted Income Tax Sinking Fund Stadium Fund Storeroom Street Construction & Maintenance Telephone Exchange Utilities West Side Market
The multi-year budgets that span several years primarily consists of capital expenditures or grants. These budgets cover programs or projects which either require more than one year to complete or which bridge two calendar years. Examples are: Capital Projects Categorical Grants Community Development Block Grant (CDBG) Workforce Investment Act (WIA)
February 1, 2014
Cleveland at a Glance
HISTORY In 1796, U.S. General Moses Cleaveland from the Connecticut Land Company surveys the Western Reserves 3.3 million-acre piece of land on the shores of Lake Erie is called the "Western Reserve." The city was named after Moses Cleaveland, and incorporated as a city in 1836. The Ohio and Erie canals, railroad development and an abundance of natural resources (iron, oil), brought dramatic industrial growth to the new city; during the Civil war, Cleveland was an important supply center. Like many of America's older industrial American cities, Cleveland withstood declining prosperity and loss of population in the second half of the 20th century. Recent reinvestment in the downtown area (new stadiums for its sports teams, the Rock & Roll Hall of Fame, shopping arcades) has revitalized the city. Though still a manufacturing town, Cleveland's economy is now more diversified, with research firms, law firms and the health care industry among its leading employers. The city is a hub for two major airlines.
STRATEGIC LOCATION Situated in northeastern Ohio on the southern shore of Lake Erie, Clevelands geographic location is one of its best assets. It is one of the few places where water, rail and highway meet. Ample truck, rail and air connections allow shippers to economically transport their goods between Cleveland and other destinations. It was founded near the mouth of the Cuyahoga River, and became a manufacturing center owing to its location at the head of numerous canals and railroad lines. The Ohio and Erie Canal coupled with rail links helped establish the city as a major American manufacturing center. Steel and many other manufactured goods emerged as its industries. The city lies within close reach of the concentration of the nations consumers. Nearly half of all U.S. households, businesses and manufacturing plants are less than an eight-hour drive from Cleveland. The City of Cleveland is the county seat of Cuyahoga County, the most populous county in the state. Cleveland has grown from an average of approximately 17,000 people in 1850 to an estimated 398,000 in 2010. According to the United States Census Bureau, the city has a total area of 82.4 square miles consisting 77.6 square miles of land and 4.8 square miles of water. The shore of Lake Erie is 569 feet above sea level; however, the city lies on a series of irregular bluffs cut principally by the Cuyahoga River, Big Creek, and Euclid Creek.
Public Square 1912
Present Day Skyline
February 1, 2014
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Cleveland is a City proud of the cultural and ethnic diversity of its population and workforce and the rich cultural identity of its many neighborhoods. In the early days the thriving factories of Cleveland attracted an influx of immigrants from Ireland, Germany and Eastern Europe. After World War I, Cleveland saw a rise in its AfricanAmerican population; in 1967, Cleveland became the first major US city to elect an African-American mayor. Cleveland is a colorful tapestry of people and cultures and offers 36 unique neighborhoods with more than 77 different cultural groups. Each is diverse and with a rich cultural heritage. According to the US Census estimates for 2010, the racial composition of Cleveland is 52% African American, 33% White American, and 9% Hispanic and Latino Americans.
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The Cleveland Municipal School District (CMSD) is comprised of 112 facilities throughout the city serving nearly 45,000 students. There are a broad range of programs incorporated into the curriculum which give students insight to various careers and post secondary options. There are a number of high schools that have partnered with area colleges and universities to deliver exposure to those students who have shown interest early in high endeavors. Cleveland State University is located slightly east of downtown Cleveland and is known for being one of the most culturally diverse and affordable 4-year institutions in the area. Case Western Reserve University (CWRU) is recognized as being the largest research university in the State of Ohio, and fourteenth largest in the US. Some notable alumni for CWRU are former Cleveland Mayor Carl B. Stokes, former Miami Dolphins Head Coach Don Shula, and Congress Members Stephanie Tubbs-Jones and Dennis Kucinich.
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Several professional sports teams call Cleveland home, and they have drawn incredibly loyal fans and impacted the revenue of the city heavily. Despite the weather conditions, many traditions have been formed across the board. The Cleveland Browns football team was charted in 1946 as a part of the All-America Football Conference and later joined the National Football League in 1950. In 1995, the entire team formed a new franchise as the Baltimore Ravens. In 1999, the Cleveland Browns reorganized helping boost the revenues for the City once again. The Cleveland Cavaliers basketball team has been a part of the National Basketball Association since 1970.The Cleveland Indians baseball team was established in 1901 in the Major League.The Lake Erie Monsters are the American Hockey League for the city. Also, the Cleveland Gladiators are the mens arena football team and Cleveland Fusion is the womens arena football team.
February 1, 2014
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Cleveland has many attractions to appeal to all.The Rock & Roll Hall of Fame is a non profit organization that seeks to educate its visitors about the history and influence of Rock & Roll music. Since opening in 1995, the Rock & Roll Hall of Fame has driven more than $1.7 billion in revenue averaging around $107 million in revenue annually. The Great Lakes Science Center is one of the nations leading science and technology centers. The center houses many hands-on and traveling exhibits and is also known for its Omnimax Theatre. The center hosts many over night events for youth to help bring awareness to science and how it affects the world we live in. The Science Center is also home to Northeast Ohios first wind turbine, the NASA Glenn Visitor Center, and the Science, Technology, Engineering, & Math High School known as STEM. The newest attraction to the city is Greater Cleveland Aquarium, which opened in January 2012. The aquarium features tanks of all different sizes with aquatic creatures from the lakes of Ohio, Lake Erie, and other areas in the US. The City of Cleveland also features the Good Time III and Nautica Queen Dining Ship for a spectacular view of the city from the water. The Good Time III features many activities for as many as 1,000 passengers as it sails the Cuyahoga River and Lake Erie. The Nautica Queen sets sail from the West Bank Flats which is home to the new Greater Cleveland Aquarium, IMPROV Comedy Club, Windows on the River restaurant and many other places of leisure. In May of 2012, Cleveland welcomed Horseshoe Casino, Ohios first full service casino. The casino welcomed more than 2.6 million visitors in the first six months of opening. The casino is located in the former Higbee building which is easily accessible to the Tower City Center as well as Public Square. In April 2013, Thistledown Racino opened and Hard Rock Rocksino opened its doors in December 2013.
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Cleveland, historically known as a hub for American manufacturing, has continued to build strong service-sector industries such as healthcare, banking/financial services, insurance, legal services, and tourism, among others. Cleveland, Ohio is home to 110 different ethnic groups, speaking over 60 different languages. The City of Cleveland maintains 21 strategic Sister City partnerships around the globe that focus on economic, cultural, and educational exchanges. In addition to the Sister City Program, the City of Cleveland and Mayor's Office has a close working relationship with Cleveland's Diplomatic Consular Corp, the Cleveland Council of World Affairs, and many other internationally focused organizations throughout Northeast Ohio.
February 1, 2014 City of Cleveland 2014 Mayors Estimate
EMPLOYMENT AND UNEMPLOYMENT Among the most common occupations in Cleveland are Sales and office occupations, 22%. Service occupations, 20%. and Management, professional, and related occupations, 19%. Approximately 65 percent of workers in Cleveland, Ohio work for companies, 15 percent work for the government and 3 percent are self-employed.
The leading industries in Cleveland, Ohio are Educational Services, and Health Care, and Social Assistance, 20%; Manufacturing, 11%; and Arts, Entertainment, and Recreation, and Accommodation, and Food Services, 8%. According to government data, the average salary for jobs in Cleveland, Ohio is $31,476, and the median income of households in Cleveland was $24,105.
February 1, 2014
10
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Company Cleveland Clinic Foundation University Hospitals U.S. Office of Personnel Management Cuyahoga County Cleveland Metropolitan School District City of Cleveland MetroHealth System KeyCorp Case Western Reserve University Sherwin-Williams Company
SOURCE: Crains 2014 Book of Lists
Number of Employees 30,979 12,719 11,939 7,544 6,875 6,825 5,396 4,955 4,543 3,221
AIRPORT QUICK FACTS Hours of Operation: 24 hours a day, 7 days a week Layout:
Acres Concourses Runways Terminals 2,000 4 3 1 105,717 52,840 7,930 2,636 207 145 228 228 3,959 370 500 230 50 7 2
Operations Per Year:

Taxi/Commuter Commercial Commercial Airline Operations General Aviation Cargo Commercial Airline Operations Military Flights
Landings per day:

General Aviation Commercial Departures Commercial Arrivals
Public Parking Spaces:

CLE Smart Parking Garage (Long/Short-Term) Economy Parking (Blue Lot) Economy Parking (Orange Lot) Red Lot Parking Services: General Aviation Based Aircraft Passenger Airlines All-Cargo Airlines
February 1, 2014
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POLICE QUICK FACTS

911 Calls Per Year Investigated Cases Vehicles Neighborhood Watch Locations Motorcycles Canine Teams Stations Helicopters Public Safety Communications Center Police Headquarters 252,330 70,502 660 50 34 7 5 2 1 1
FIRE & EMS QUICK FACTS

EMS Incoming Calls Per Year EMS Medical Runs Per Year Dispatched Fire Emergency Responses Patients Transported to Hospitals by EMS Fire Stations Engine Companies EMS Units Ladder Companies Rescue Squads 106,385 93,389 68,283 67,532 26 (23 Active) 22 18 11 2
February 1, 2014
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PARKS & RECREATION QUICK FACTS

Park Acreage Park Sites Ball Fields Tennis Courts Basketball Courts Playgrounds Swimming Pools Shelters Spray Basins Recreation Centers Public Golf Courses Residential Camp Sports Complex 1,852 178 138 121 120 109 41 41 24 21 1 1 1
PARKING QUICK FACTS

Parking Meters Parking Lots Parking Garages 2,800 4 2
February 1, 2014
2020 FUTURE LAND USE
13
After careful analysis of future plans and projects, City Planning staff developed the 2020 Future Land Use Map illustrating the City's intended future use of its land resources. Future studies will be needed to outline the potential development yields from these recommendations. The following tables summarize citywide land use data for the year 2000 and for the proposed land use under the recommendations of the 2020 Citywide Plan. Differences in the categories between the tables are the additions of the "Mixed Use: Residential/Retail" and Mixed Use: Downtown" categories under the Proposed Citywide Land Use: 2020 table. These categories are reflective of one of the plan's major land use recommendations - to encourage more mixed-use development in order to promote more walkable and transit-friendly neighborhoods. Citywide Land Use:2000
LAND USE
Single-and Two-family Local Streets Transportation/Utilities Recreation/Open Space Heavy Industry Light Industry Institutional Vacant Land Multi-family Retail Commercial Service Office Water Commercial Parking Townhouse Mixed-use: Live-Work
ACRES
14,456 7,476 6,936 3,495 3,253 3,171 3,144 2,755 1,832 1,591 800 357 317 181 110 15
PERCENT
29 15 14 7 6.5 6.4 6.3 5.5 3.7 3.2 1.6 0.7 0.6 0.4 0.2 0
February 1, 2014
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Proposed Citywide Land Use:2020
LAND USE
Single-and Two-family Local Streets Transportation/Utilities Recreation/Open Space Light Industry Institutional Heavy Industry Multi-family Retail Commercial Service Mixed Use: Residential-Retail Office Townhouse Water Mixed Use: Downtown Mixed Use: Live Work Commercial Parking
ACRES
16,496 7,462 6,423 4,250 3,906 3,000 2,304 1,390 1,349 983 771 512 426 317 211 52 38
PERCENT
33.1 15.0 12.9 8.5 7.8 6.0 4.6 2.8 2.7 2.0 1.5 1.0 0.9 0.6 0.4 0.1 0.1
Eight Ideas for Vacant Land Reuse in Cleveland: "Sustainable Land Reuse Strategies" Long-term population and job loss, coupled with the recent mortgage foreclosure crisis, has, ironically, made vacant land Cleveland's most rapidly growing "land use." Today approximately 3,300 acres of land in Cleveland sits vacant, nearly all having been once occupied by development. This vacant or "vacated" land represents about 20,000+ parcels of land, over 12,000 of which are under City control in Cleveland's Land Bank. This scenario creates a unique opportunity for Cleveland to "re-imagine" itself as a smaller but more vibrant, more healthful and more prosperous community that provides a better quality of life for its residents. Building on the recent study known as Reimagining a More Sustainable Cleveland, the City of Cleveland Planning Commission and its partners assembled eight interdisciplinary Working Groups to prepare action-oriented recommendations designed to facilitate sustainable re-use of vacant land in Cleveland and Cuyahoga County. Most groups focused on a particular land use type or land treatment, such as urban agriculture, stormwater management and environmental remediation, while other groups focused on reconfiguring the citywide development pattern. This effort represents a strategy that outlines "eight big ideas" for the sustainable and productive re-use of the increasing supply of vacant land in Cleveland and Cuyahoga County. These ideas are guided by the themes of improving Community, Prosperity and Public Health. More specifically, the document identifies "issues" and "opportunities" and then "keys to moving forward" for each of the land use and treatment types, while presenting a map and criteria to guide the placement and targeting of these uses on an interim basis and on a long-term basis.
February 1, 2014
Roster of Elected Officials CITY COUNCIL Frank G. Jackson Terrell H. Pruitt Zachary Reed Joe Cimperman Kenneth L. Johnson Phyllis Cleveland Mamie J. Mitchell TJ Dow Michael D. Polensek Kevin Conwell Jeffrey Johnson Dona Brady Anthony Brancatelli Kevin J Kelley Brian J. Cummins Matt Zone Martin J. Sweeney Martin J. Keane WARD Mayor 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 TELEPHONE 664-3990 664-4944 664-4945 664-2691 664-4941 664-2309 664-4234 664-2908 664-4236 664-4252 664-4231 664-3708 664-4233 664-2943 664-4238 664-4235 664-2942 664-4239 WARDS OF THE CITY E-MAIL [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]
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Did You Know???

Superman Originated in Cleveland
The story of Superman began 75 years ago in the Glenville neighborhood of Cleveland when creators, Jerry Siegel and Joe Shuster, introduced Superman, a hero with incredible super powers, to the comic world. Superman as we know him today was dreamed up by Seigel and Shuster in 1933. D.C. Comics Publisher, Harry Donenfeld, took interest in the strip and it was published in 1938. By 1939, Superman's story was quickly spreading worldwide. Superman, the sole survivor of the planet Krypton, came to Earth when his father, knowing Krypton would explode, put him in a starcraft. He landed on the farm of the Kent's in Smallville, Kansas. Super powers not yet apparent, the Kent's named him Clark and raised him as their own son; and, as time went on, Superman's powers developed and he is known today for being "faster than a speeding bullet, more powerful than a locomotive, and able to leap tall buildings in a single bound." His powers include superhuman strength, speed, and senses, including telescopic vision, super-hearing, and freeze breath; and flying and invulnerability to everything except Kryptonite and the red sun. This blue-tighted, red-caped superhero may be the most famous comic book character ever and his fight for "Truth, Justice and the American Way," began right here in Cleveland. He has starred in every medium from comic strips to cartoons, books, movies, and television shows. Superman is an icon in Cleveland, as are his creators. Cleveland Hopkins International Airport is home to the Superman Welcome Center; the Siegel and Shuster Society is proudly dedicated to commemorating and celebrating the creation of Superman in Cleveland; and the intersection near the home where Superman was created has streets designated as "Jerry Siegel Lane" and "Lois Lane," both emblazoned with the Superman "S" logo. Superman's impact on the world is worthy of great recognition and we are proud to call Cleveland the home of Superman. Looking out over a sea of supermen and women, Mayor Frank Jackson declared Thursday "Superman Day" in Cleveland on the 75th anniversary of the superhero's first appearance on the cover of "Action Comics" No. 1 in 1938.
Movies Filmed in Cleveland

The Fortune Cookie (1966) Light of Day (1987) Air Force One (1997) American Splendor (2003) 25 Hill (2011) Take Shelter (2011) Alex Cross (2012) Jennys Wedding (2013) The Deer Hunter (1978) Major League (1989) Antwone Fisher (2002) Spiderman 3 (2007) Falling Backwards (2011) The Avengers (2012) Captain America 2 ( 2013) Christmas Story (1983) Happy Gilmore (1996) Welcome to Collinwood (2002) The Soloist (2009) Boot Tracks (2011) Fun Size (2012) Bad Grandpa (2013)
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The Rock & Roll Hall of Fame in Cleveland, Ohio was constructed from 1993-1995. It is dedicated to archiving the history of some of the best-known and most influential artists, producers, engineers and others who have, in some major way, influenced the music industry through the genre of rock music. The Foundation began inducting artists in 1986, but the Hall of Fame still had no home. The search committee considered several cities, including Memphis, Detroit, Cincinnati, New York City, and Cleveland. Cleveland lobbied hard to be chosen, citing that WJW disc jockey Alan Freed both coined the term "Rock and Roll" and heavily promoted the new genre, and that Cleveland was the location of Freed's Moondog Coronation Ball - the first major rock and roll concert. Civic leaders in Cleveland pledged $65 million in public money to fund the construction. On May 5, 1986, the Hall of Fame Foundation chose Cleveland as the permanent home of the Rock and Roll Hall of Fame and Museum. Designed by internationally renowned architect I.M. Pei, the building is a state-of-the-art facility that rises above the shores of Lake Erie. The interior collections of memorabilia is immediately referenced from the building's exterior. For instance, at one entrance to the museum, a major exhibition area in the form of a record turntable and spindle serves as a gallery space. Since 1997, the Rock and Roll Hall of Fame has featured numerous temporary exhibits including I Want to Take You Higher: The Psychedelic Era, 1965 - 1969, ELVIS, an exhibit about the "King of Rock and Roll," Lennon: His Life and Work, and In the Name of Love: Two Decades of U2. Artists are inducted into the Rock and Roll Hall of Fame at an annual induction ceremony. About a year and a half after the opening of the Rock and Roll Hall of Fame and Museum, the ceremony was held in Cleveland. It returned to Cleveland in 2009 and again in 2012. Current plans call for the ceremony to be in Cleveland every three years.
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Steven Adler- Drummer for Guns and Roses Catherine Bach- Played the role of Daisy Duke on The Dukes of Hazzard Halle Berry- Academy and Emmy Award winning actress famous for roles in Catwoman, Introducing Dorothy Dandridge, and Monsters Ball. She is also the spokewoman for Revlon. Drew Carey- Starred in his own sitcom The Drew Carey Show and the improv comedy show Whos Line Is It Anyway? Currently, he is the host of The Price is Right. Tracy Chapman- Four time Grammy award winning singer/songwriter known for such hits as Fast Car and Give Me One Reason. Tim Conway- Starred in the 1960s comedy series McHales Navy as Charles Parker and later joined the cast of the Carol Burnett Show. Wes Craven- Director of many memorable horror films including Nightmare on Elm Street and the Scream series. Phil Donahue- Creator and host of the Phil Donahue show. Phil began his career at KYW radio and TV while residing in Cleveland. Alan Freed- Famous Disk Jockey that coined the phrase Rock n Roll and is the first radio host who included African American artists on his show The Moondog House. He also organized the very first rock concert entitled The Moondog Coronation Ball Arsenio Hall- Host of his own late night television show The Arsenio Hall Show from 1989 to 1994 and winner of Donald Trumps Celebrity Apprentice in 2012. Steve Harvey- Born in Welch, West Virginia, Steve Harvey is a graduate of Clevelands Glenville High School and Kent State University. Steve is most noted for his starring role on The Steve Harvey Show and The Original Kings of Comedy. He also is a radio personality and author of Act Like a Lady, Think Like a Man, and is currently the host of televisions top game show Family Feud. Bob Hope- Star of Broadway, Vaudeville, radio, and motion pictures. Widely known for his series of USO shows created for US soldiers in 1941 which continued through the Persian Gulf War in 1991. Terrence Howard- Golden Globe and Academy Award nominated actor raised in Cleveland, known for roles in Hustle & Flow, Crash, The Best Man, and Red Tails. Chrissie Hynde- Leader of the rock band the Pretenders who was inducted into the Rock & Roll Hall of Fame in 2005. Henry Macini- Composer who created the themes to the Pink Panther, Peter Gunn, and Moon River. Paul Newman- Award winning actor who also is the co-founder of Newmans Own food manufacturing company in which all tax profits and royalties are donated to charity. Mehmet Oz- Affectionately known as Dr. Oz and is noted for his recurring appearances on The Oprah Winfrey Show. Now the star of The Dr. Oz Show. Jerry Siegel and Joe Shuster- Creators of the comic series Superman in 1933. Michael Symon- Award winning chef and television personality of Iron Chef which can be seen regularly on the Food Network. Bobby Womack- Lead singer of Valentinos and guitarist for Sam Cooke. Songwriter and original artist of Its All Over Now which was The Rolling Stones first No. 1 hit. Inducted into the Rock & Roll Hall of Fame in 2009.
The Following Are Notable Figures In Movies, Music, & Media From Cleveland
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Jim Brown- Actor and legendary running back for the Cleveland Browns.
The Following Are Notable Sports Figures From Cleveland
Bob Feller - One of the greatest right handed pitchers in baseball history who entered the Major Leagues at the age of 17 and was the pitcher for the Cleveland Indians for 18 seasons. John Heisman- Born in Cleveland in 1869. Known as An Innovator of the Game and the most Prestigious Award in College Football is named after him. Jesse Owens- James Cleveland Owens affectionately known as J.C. or The Buckeye Bullet was born in Oakview, Alabama and later moved to Cleveland, OH at the age of 9. His teacher who was unable to decipher his southern accent mistook J.C. for Jesse which is what fueled his name change. Graduate of East Technical High School and The Ohio State University who later won four gold medals at the Munich Olympics in 1936 . Don Shula- Graduate of John Carroll University and Case Western Reserve. Former Cleveland Browns Defensive Back as well as the Baltimore Colts, and Washington Redskins. He is most notably known as head coach of the Miami Dolphins where he earned the title as one of the most winningest coaches in the NFL. George Steinbrenner III- Owner of the New York Yankees for 37 years in which he lead them to seven World Series titles and eleven pennants.
The Following Are Other Notable Figures From Cleveland

Dorothy Dandridge- Golden Globe and Academy Award nominated actress best known for her roles in Carmen Jones and Porgy and Bess. James A. Garfield- 20th president of the United States whose term only lasted 200 days because he was assassinated in July 1881. Patricia Heaton- Actress best known for her work in Everybody Loves Raymond. Toni Morrison- Pulitzer Prize, Nobel Prize and American Book Award winning author of Beloved. John D. Rockefeller- American industrialist and philanthropist who founded the Standard Oil Company in 1870. The first American worth more than a billion dollars. Also was the founder of the University of Chicago and Rockefeller University. James Spangler- A janitor from Canton, Ohio who invented the Hoover Vacuum Cleaner in 1907.
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!"#$#"%&'()*&()%+,Cleveland was home to the first traffic signal which was invented in 1914 and created by Garrett A. Morgan, who also invented the first gas mask.
Chef Boyardee was founded in Cleveland by Italian immigrant Ettore Hector Boiardi in 1928 .
Life Savers Candy was invented in 1912 by Clarance Crane in Cleveland.
Sherwin Williams, which was established in 1866 is headquartered in Cleveland.
The first Monday Night was held on September 21, 1970 in which the Cleveland Browns defeated the New York Jets.
The original spelling of Cleveland was the same General Moses Cleaveland, however the A was dropped when a newspaper ran out of space on its masthead.
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Terminal Tower was finished in 1930 and was the tallest building in the US outside of New York City until 1964.
Cleve land was the first city in the US to elect an African American as Mayor. His name was Carl B. Stokes Fashion Week Cleveland is held the first week of May each year and is the third largest fashion week in the US behind New York and Los Angeles.
Euclid Avenue, formally Millionaires Row was internationally known for the prominent residents of mansions along the street. Some residents included John D. Rockefeller and personal secretary to Abraham Lincoln, John Hay.
Key Corp, the 24th largest bank in the US is headquartered in Cleveland. Key Tower is also the Largest building in Ohio.
February 1, 2014
Calendar
Calendar
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AUGUST
Office of Budget & Management (OBM) conducts Budget training sessions with each department distributing factors for the upcoming Budget preparations. Departments submit preliminary revenue and expense budget requests estimates to OBM
OCTOBER
Preliminary budget review hearings are conducted with each Department.
NOVEMBER
The current year Transfer Ordinance is prepared to make funds available to Departments / Divisions exceeding their original, current year, budget due to programmatic or priority changes during the year. Funds are shifted from Divisions which will not expend their original budget to Divisions requiring additional, approved, programmatic expenditures. The current year Supplemental Appropriation Ordinance is prepared to make additional appropriations for approved expenditures, mainly to Non GF Departments, based on additional generation of revenue identified in the Amended Certificate of Resources.
DECEMBER
The Temporary Appropriation Ordinance for the following year is prepared, per State Law, to provide Department / Divisions with sufficient level of appropriation to continue services through the first quarter of the calendar year until the final budget is passed by City Council by April 1. The City presents the Transfer Ordinance, Supplemental Appropriation Ordinance, and the Temporary Appropriation Ordinance to City Council and files the approved ordinances with the Cuyahoga County Budget Commission.
FEBRUARY
The Mayor's Estimate, including preliminary expenses and revenues for conducting the affairs of the City for the following year, is prepared, and submitted per the Charter of the City of Cleveland, to City Council no later than Feb. 1. City Council conducts budget hearings on the budget recommended in the submitted Mayor's Estimate
MARCH
The 2nd reading by Council of the amended, reconciled appropriation ordinance generated from the Mayor's Estimate can not occur per Ordinance until after the Budget Hearings are completed. The 3rd reading and passage by Council of the amended, reconciled appropriation ordinance generated from the Mayor's Estimate can not occur before 15 days after the 2nd reading.
APRIL
CITY BUDGET APPROVED

Council must approve a balanced budget by April 1 at which time the City's Annual Appropriation Ordinance goes into effect. After approval of revisions to the Annual Appropriation Ordinance a final Budget Book is printed and posted online. The Draft Capital Improvement Plan is generated
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MAY
Calendar
The City's 5 year Financial Plan is prepared as a planning tool to help project future needs and funding requirements.
JUNE
The City's Tax Budget is prepared and submitted to the County to assure that the appropriate property tax levy is established and that the apportionment of local government funds is distributed. The Final Budget Book submitted to GFOA for the Distinguished Budget Book Award.
THROUGH THE YEAR AS REQUIRED
CERTIFICATE / AMENDED CERTIFICATE OF RESOURCES

The Certificate of Estimated Resources is revised as additional revenue sources are realized throughout the year and submitted to the County which issues a new certificate permitting the City to increase appropriations to the level of the additional revenue.
February 1, 2014
Fiscal Policies
Fiscal Policies
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Fiscal Policies
Fiscal Policies for the City of Cleveland are dictated by state law, City ordinances, and administrative policies. They provide administrative guidelines for planning and directing the City's daily financial affairs. The City's Fiscal Policies assure that the City's finances are managed in an acceptable manner that provides for the delivery of quality services within its budgetary restrictions. Below are existing fiscal processes and guidelines for optimizing resources and accomplishing citywide goals and objectives.
Budgetary Control By law, the City is required to adopt a balanced budget in which expenditures do not exceed estimated resources, as certified by the Cuyahoga County Budget Office. Once adopted, modifications to the original budget must be approved by City Council. The City maintains budgetary control by not permitting expenditures to exceed appropriations for personnel costs and other costs, within a division of the City, without the approval of City Council. Adjustments to the budget can only be made within a division and then within each category. Further legislation is required to move budget amounts from "personnel" to "other" or vice versa, or between divisions. It is the Mayor's policy to enact whatever stringent measures are required to maintain existing levels of service to the residents. This is often accomplished by establishing a budget freeze and/or postponing the hiring of budgeted positions. Capital and Debt The total amount allocated for ongoing General Fund supported capital and debt is appropriated by Ordinance in the Restricted Income Tax (RIT) Fund. The amount appropriated for the RIT Fund is 1/9th of the total Income Tax and Interest Income. A five-year Capital Improvement Plan is updated annually and includes other anticipated funding sources. The City limits long-term debt to only those capital improvements that cannot be financed from RIT appropriations. The City collaborates with its financial advisors to structure debt in a way that debt load is explicitly related to the operating budget and ensuring the debt load will not impair operating needs. The total General Obligation debt load is limited to an unvoted 10 mil limit to ensure no undue burden on the taxpayers. Debt schedules are included in the annual budget. Capital Assets Capital assets include property, plant, equipment, and infrastructure assets. The City defines capital assets as assets with an estimated useful life in excess of one year and an individual cost of more than $5,000 for land, furniture, fixtures equipment and vehicles and $10,000 for all other assets or projects. Purchased assets are recorded at historical cost or estimated historical cost. Contributed assets are recorded at their estimated fair market value on the date contributed. The City depreciates capital assets on a straight-line basis based on estimated useful life. Cash Management & Investments The City of Cleveland's Investment Policy conforms to Chapter 178 of the Codified Ordinances of the City of Cleveland. It is designed to ensure the availability of operating and capital funds as needed while achieving an investment return competitive with comparable funds and financial market indices. The policy applies to the investment of all monies under the custody and control of the Division of Treasury. Maintenance of adequate liquidity is essential. Selection of investment maturities is consistent with cash requirements. Assets are invested in permitted securities with a stated maturity of no more than five (5) years, unless the security is matched to a specific obligation or debt. The City's investments are segregated into distinct portfolios, including the General Fund, Division of Water, Airport, Utilities, Cemeteries, Safety, and Railroads. All portfolios are managed to accomplish targeted objectives concerning the preservation of principal, liquidity requirements, and maximization of investment returns. Fees and Charges The Office of Budget & Management reviews cost recovery and cost of service policies on an ongoing basis for all fees billed and collected by the City. A comprehensive user fee and rate schedule model is used to calculate the full cost of providing City services and to recommend updates to existing fee structures. Most fee changes require City Council approval. Some can be changed through action by the Board of Control or at the discretion of a division director.
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Fiscal Policies
Economic Analysis On a monthly basis, the Office of Budget & Management analyzes the regional economy and issues that impact it, including unemployment, inflation, economic activity and growth. This information is disseminated to the Administration to provide context and aid in deciding the allocation and use of limited resources. Indirect Costs The City of Cleveland utilizes a cost allocation methodology that ensures Enterprise Funds, Federal of State Awards, and other Grants contribute their fair share of central service costs. Indirect costs charged to Federal programs comply with the revised OMB Circular A-87. They are based on actual allowable salaries of personnel assigned to the program. Operational The City conducts its fiscal and budgetary deliberations in City Hall Council Chambers. All proceedings are broadcast by the City's TV20 television station. Public announcements are published in local newspapers at least 72 hours in advance of Budget Hearings. Revenues and Reserves Current revenues are balanced against current expenses, in all funds, on an annual basis. For Enterprise Funds, the annual budget recognizes debt service payments as expenses and bond and grant proceeds are recognized as revenues. It is the City's express policy to maintain a Rainy Day Fund equal to 2 - 5% of General Fund budgeted expenditures. Salaries Approved salary increases, over the amount budgeted for salaries, are financed from vacancy savings in the department. All positions are governed by pay bands approved by City Ordinance. Union compensation, step increases, and benefits are subject to negotiated labor agreements. Unencumbered Funds The City of Cleveland certifies to the County Auditor the total amount, from all sources, available for expenditures from each fund. The amount includes any unencumbered balances that existed at the end of the preceding year. The total appropriations from each fund cannot exceed the total estimated revenue available for expenditure. General Fund department budgets that are not expensed or encumbered at the end of the year are used to offset expenses in other departments through a Transfer Ordinance or revert back to the General Fund unencumbered beginning balance to help finance the new fiscal year. Vacancy Replacements Budget payroll projections prepared by the Office of Budget & Management are based on the estimate of budgeted positions for the year. All budgeted positions are fully funded regardless of planned timing. Dollars saved by unfilled vacancies are quantified and reported throughout the year. Unfunded positions can be hired if swapped with budgeted vacancies. Administrative decisions are made annually concerning the ability to roll vacant positions into the new budget year based on priorities, the economy, and other budget factors.
February 1, 2014
Budgetary Process
Budgetary Process
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County Tax Budget In June, preliminary financial analyses are performed in preparation for the next year's budget. Inflation factors are established and projections are developed to generate the City's Tax Budget, and estimate of revenues and expenditures for the next calendar year. Ohio State Law requires this document be approved by City Council and submitted to the County Budget Commission by July 20 of each year. The County then establishes tax levy amounts for the coming year. Transfer of Appropriations The annual appropriation ordinance establishes the legal spending limits of each division in two categories "personnel expenses" and "other expenses". Adjustments to the budget can only be made within a division and then within each category. Further legislation is required, in the form of a Transfer Ordinance, to move budget authority between divisions or between "personnel" and "other " expenses. Toward the end of each budget year, a Transfer Ordinance is prepared by the Finance Department and recommended by the Mayor to Council. The Ordinance specifies the transfer of unencumbered balances of an appropriation made for the use of a department, division, or purpose to any other department, division, or purpose. Mayor's Estimate City Ordinance declares the fiscal year of the City shall begin on the first day of January. On or before the fifteenth day of November, the Mayor shall prepare an estimate of the expense of conducting affairs of the City for the following year. The Mayor's estimate is prepared by the Finance Department, with detailed input from each of the city departments. It contains: An itemized estimate of expenses; Comparison of expenditures for the prior two years, the estimate for the current complete year, and the prospective budget for the next year; Reasons for significant changes from the current year estimate to the prospective budget year; A statement from the Director of Finance detailing the probable tax income to the City for the period covered by the Mayor's estimate; An itemized estimate of all other anticipated revenue; Requirements for interest on the City's debt, sinking fund requirements, and principal payments due on maturing serial bonds; A summary schedule of outstanding City debt with maturities of bond issues. Using the Mayor's estimate, the Finance Department initiates the drafting of a Temporary Appropriation Ordinance, passed by City Council, which authorizes expenditures against the proposed budget for the first quarter of the new budget year. The City is required by State Law to adopt annual budgets for the General fund, certain Debt Service and Special Revenue Funds, Restricted Income Tax Fund, Rainy Day Reserve Fund, Reserve Fund, and the Schools Recreation and Cultural Activities Fund. The Mayor's estimate must be formally delivered to Council no later than February 1. City Council must adopt a permanent appropriation ordinance for the fiscal year by April 1. The Cuyahoga County Auditor must certify that the City's appropriation measure does not exceed the amounts set forth in the County Budget Commission's Certificate of Estimated Resources.
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Budgetary Process
Basis of Budgeting The City maintains budgetary control on a modified cash basis. Revenues are recorded as they become available. Expenses are recognized when paid or encumbered by ordinance, contractual obligation, or purchase order. Estimated expenses are pre-encumbered and subsequently encumbered prior to release of purchase orders or delivery orders to vendors. On a monthly basis, the Office of Budget and Management prepares and reviews with managers expenditure and revenue annual projections. Variances to budget are continuously analyzed. A pre-encumbrance or encumbrance that exceeds appropriations is not approved until Council authorizes additional appropriations or transfer of funds. Unencumbered appropriations lapse at year-end. The City Charter requires all contracts in excess of $50,000 must be authorized by ordinance. Detail provisions regulating the City's budget, tax levies, and appropriations are set forth in the Ohio Revised Code and the City Charter.
February 1, 2014
City Wide Initiatives

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The City of Cleveland developed the following budget Initiatives to help sustain its economic growth and stability. These initiatives are designed to influence investment in Arts and Culture programs, leverage transportation resources, protect City assets, support youth development and continue to promote the City of Cleveland as a desirable and viable location for growth opportunities:
Art in Everything! a Cleveland Initiative

Art in Everything! Is a Cleveland initiative that invites everyone to take a closer look at the richness of artistic and cultural diversity in Cleveland. The mission of this initiative is to promote the unique character of the City of Cleveland by providing opportunities to experience the artistic and cultural diversity that represents our city. Such events include, but are not limited to: Annual Holiday and Cultural Parades, Cultural Heritage Month Celebrations, Cleveland Beats & Eats, Food Truck Friday, Local Vendor Shopping Extravaganza, and the Mayor's Holiday Food Basket Give-Away.
Automated Waste Collection Program

The Division of Waste Collection services weekly approximately 152,000 households. And, in 2013 disposed of 215,292 tons of landfill debris; in addition to 28,280 tons of recyclable materials. Services include residential collection, curbside recycling, commercial collections, recycling drop-off program and the operation of a Transfer Station. In 2006, via the Operational Efficiency Task Force, the Division of Waste Collection developed goals to Improve Services to the Residents, Gain Operational Efficiency, and Re-instate Curbside Recycling. In order to achieve these goals, Mayor Frank G. Jackson administration adopted the Automated Waste Collection and Curbside Recycling Program. This program 1) Provides residents free carts which allowed for easier, more efficient waste collection and cleaner neighborhoods; 2) Reducing Worker's Comp, and improving services; and 3) Establishes a Curbside Recycling program that increases revenue to the General Fund. .
Full implementation of this program requires the purchase of 40 new automated trucks and 300,000 carts for the collection of regular household waste and recyclables, totaling a cost of $25 million dollars. The implementation of this program required the city to change its operation from a manual collection system to an automated collection system. Each resident receives one (1) 95 gallon cart for trash and one (1) 65 gallon cart for recyclables. The automated collection vehicles are equipped with an automated arm which extends out and grabs and dumps the carts. The city has planned to phase in the program citywide over a five year period. Each year the city allocates funds via the Restricted Income Tax (R.I.T.) and other Capital Funding. In 2007 the City implemented a Pilot Program for the automated program which yielded positive results and led to the following Program Roll Out:
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Currently, 95,000 of the 152,000 households in the City of Cleveland participate in the Automated Collection and Curbside Recycling program. Another 25,000 households are scheduled to participate by October, 2014. Each resident will receive one (1) cart for regular household waste, and one (1) cart for recyclables adhering to their normally scheduled collection service day. Recycling and cart utilization is mandatory! Monitoring and enforcement procedures have been established in order to ensure the proper utilization of the system. Each cart is equipped with a Radio Frequency Identification tag (RFID) that allows tracking of various collection and routing data. Also, this program reduces employees injuries and workers compensation cost. Normally, in the Division of Waste Collection, an employee sustains injuries directly related to sprains and muscular injuries. With the new system, injuries will be less frequent and will be reduced to every six (6) months or longer. Overall, the new program improves operations, reduces cost, and provides a safe working environment to improve quality of life for Cleveland Residents and Employees.
PROGRAM RESULTS As of 2013, Cleveland has processed 28,280 tons of recyclable material. (Glass, plastic, metal, paper and cardboard from both residents and commercial businessed)

Drop off recycling 4,248 tons (up only 3% from 2012 due to more recycling at home) Residential recycling 11,895 tons (current increase of 40% compared to 2012) Commercial recycling 12,137 tons (current increase of 25% compared to 2012)
The City of Cleveland has a Recycling Contract which issues a cash rebate for each ton of uncontaminated recyclables processed. In 2013, the City was reimbursed for 15,400* tons of recyclables processed! The overall results from this year's program are as follows:

2013* generated $442,163 in new recycle revenue; market rate fluctuations in 2013 were volatile Landfill Diversion (Disposal cost savings): $934,382; contract full rate as of October 2013: $33.04 Total Savings and Revenue: *$1,376,545 These savings were generated with 95,000 households participating in the recycling program; as the program expands so does the potential for landfill cost avoidance savings and revenue reimbursements.
*Numbers as reported through December 31,2013
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The city negotiated a three (3) year recycling contract with a guaranteed minimum cash rebate based on the current market. To explain, the cash rebate is based on the current market rates for the sale of recyclable material. Under the new contract, the City of Cleveland receives a variable rate per ton for recyclables. This rate fluctuates up and down based on the market rate, and in the event the market falls, the City is guaranteed a minimum cash rebate of $21 per ton of recyclables processed. Recycling can generate additional savings in landfill disposal costs. The recycling rebate plus avoided landfill disposal cost equals Landfill Diversion Cost Savings. During 2011, the City negotiated a new Waste Disposal rate. In 2013, the disposal contract appears to yield a **$50,000 savings over the 2012 contract year. The cost to dispose of waste remains at $25.49 per ton. Essentially, based on the current recycling average market rate for recyclables; plus the disposal cost savings/diverting recycling tonnages we are at *$1,059,639 in savings **Final numbers for December 2013 not yet available In October of 2014, the program will expand to an additional 25,000 households or more! Education and Awareness is provided to the residents. Out citywide recycling Goal is 18%, by 2nd quarter of 2014.
Citywide Municipal Wireless Broadband Network Initiative

The City of Cleveland has deployed a 4.5 square mile Wi-Fi network in its 13th Ward as a pilot project to help close the Digital Divide. The project offers residents of the Ward free wireless internet access. In addition, the project provided the City of Cleveland the opportunity to collaborate with several community non-profit organizations to provide free training in the following areas: computer applications (email & word processing), internet access and browsing. To solve immediate, specific, operational needs in a more cost-efficient way, the City of Cleveland has completed a survey of its entire wireless infrastructure to develop ways of collaborating with other departments within the city. The survey will reduce the possibility of having duplicate wireless systems serving similar purposes, by redirecting cost and standardizing systems. Based on the results of the wireless infrastructure survey the City of Cleveland developed a strategy and installed free wireless internet access in City Hall and the Public Auditorium during 2013. We are evaluating the possibility of adding wireless infrastructure in other city owned facilities in the near future. A wireless network will help the City deliver better services by providing a safer environment for our citizens by monitoring high crime areas with wireless cameras; arming our social service professionals with information in the field; issuing permits and violations in real-time, and offering other City services to support mobile workers with immediate information to make quicker decisions. Most of all, wireless initiatives like these also provides a great opportunity to invest in our residents by providing internet access that might not otherwise be available to them, help close the Digital Divide, and make the City of Cleveland a "Digital city of choice".
Clean Cleveland Initiative

The housing crisis impacted the City of Cleveland earlier and harder than most cities in the United States. The declining population and neglected properties impacted neighborhoods with increased incidents of illegal dumping, West Nile Virus, and other issues. In 2006, Mayor Frank G. Jackson instituted Clean Cleveland to tackle these issues head on. Clean Cleveland is a systematic delivery system designed to deliver service more efficiently and improve quality of service to Cleveland neighborhoods, without spending more money. The approach to Clean Cleveland is to coordinate key department services in a manner to best impact the quality of life in a neighborhood.
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This approach ensured the order of services rolled out in a manner most impactful for the neighborhood. This resident instantly recognized the effort and began to do their yard work, make needed home repairs, and pick up litter. The administration recognized the potential for this approach to impact quality of life. As a result two correlated projects began to support the positive aspects of direct citizen impact through efficient and accountable service delivery; 311 and CitiStat. 311 captures citizen service requests through one location and ensures they are addressed within a specified service level communicated to the resident.
February 1, 2014

While the CitiStat process supports 311 by: Accurate and Timely Information Rapid (Re)Deployment of Resources Effective Tactics and Strategies Relentless Follow-Up and Assessment
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These methods increase accountability and transparency for issues affect work. The amount of work produced during a time of declining resources is remarkable and has the City of Cleveland poised for accelerated growth as the economy rebounds.
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City Wide Initiatives Connecting Cleveland 2020 Citywide Plan
The Connecting Cleveland 2020 Citywide Plan is the comprehensive plan for the future of Cleveland and its neighborhoods. It seeks to connect people, places, and opportunities in a way that makes Cleveland a true "community of choice" - a community that people choose because of the exceptional quality of life that it offers. More specifically, the plan proposes to build on Cleveland's unique aspects and competitive advantages - from its renowned medical institutions to its world-class arts venues and its waterfront location - as the foundation for its revitalization as a 21st century city. The plan responds to Cleveland's long-term loss in population by targeting development to stronger market areas, building on the City's competitive assets, creating strategic connections to capitalize on those assets, and investing in catalytic infrastructure improvements. Among the competitive assets that the plan seeks to enhance in the longterm efforts to regenerate development in Cleveland are the following: A waterfront location on Lake Erie and the Cuyahoga River Medical and educational institutions, anchored by the Cleveland Clinic, University Hospitals, Case Western Reserve University, and Cleveland State University Arts and culture, from the internationally renowned Cleveland Orchestra and Art Museum to vibrant local arts districts in revitalizing neighborhoods A downtown that anchors the northeast Ohio region as an employment center and as the site of national visitor attractions Transit and transportation facilities that connect Cleveland with the region , the nation, and the world The Citywide Plan lays out a practical vision for Cleveland's re-growth. It is a vision backed by a block-by-block future land use map and sets of goals and policies that will guide development and revitalization in Cleveland so as to ensure that the city makes the most efficient use of its resources in achieving its goals. Since its adoption in 2007, the plan has been implemented through the development of catalytic private and public projects, including the Euclid Corridor "bus rapid transit" line and its $4.3 billion of associated development. The Euclid Corridor connects Cleveland's two major employment hubs downtown, with its new Convention Center, Global Center for Health Innovation, and Horseshoe Casino with University Circle and its cultural, educational, and health-care institutions that have made the district the strongest market for new development in northeast Ohio. Arts-based neighborhood revitalization is growing in neighborhoods like DetroitShorweway on Cleveland's near west side, where live theater and a restored historic movie house have helped spur $400 million of investment in development and rehabilitation. On the downtown lakefront, Cleveland's updated plan proposes over 2 million square feet of private development, complementing existing visitor assets, including the Rock & Roll Hall of Fame & Museum, the Great Lakes Science Center, and Burke Lakefront Airport. The development will transform Cleveland's downtown lakefront into a vibrant, mixed-use visitor destination and employment center of regional and national significance. The Citywide Plan has now been supplemented by a plan known as "Reimagining a More Sustainable Cleveland", the recipient of a 2012 national award for innovative planning from the American Planning Association. This plan responds to the recent foreclosure crisis and national economic downturn by proposing innovative and sustainable uses for Cleveland's increasing supply of vacant land, including such uses as urban agriculture, storm water management, greenways and neighborhood amenities. This strategy is complimented by a renewed focus on targeting development in a manner that will create walkable, mixed-use urban districts and will attract the talented individuals and emerging businesses that seek such unique locations.
February 1, 2014
City Wide Initiatives Connecting Cleveland: Developing Healthier Communities
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"Why Place Matters for Health": Mayor Frank G. Jackson is guiding the City to make public health and healthy living a priority in future planning efforts. Inspired by this directive, the City Planning office has initiated foundational work in forging connections between planning, place making, and public health. These efforts have resulted in the City being awarded a substantial grant from the PEW Charitable Trust to conduct Health Impact Assessments in Cleveland. Accordingly, the Cleveland Planning Commission and its partners will conduct Health Impact Assessments on two key initiatives: the Healthy Hough HIA and the Eastside Greenway HIA. In addition, Healthy Community Design standards will be developed to ensure that health is considered in the design of all development projects in order to create the conditions for optimal health in neighborhoods.
Connecting Cleveland: The Waterfront District Plan

On April 20, 2012, the Cleveland City Planning Commission unanimously adopted an updated plan for Cleveland's Downtown Lakefront. That plan created a framework that is now allowing the city to move forward in creating a robust, mixed-use development on its downtown lakefront - with over two million square feet of offices, housing, restaurants and shops. Cleveland's greatest asset - in fact, Cleveland's reason for being - is its location on Lake Erie, at the mouth of the Cuyahoga River. Although Cleveland's waterfront location has served the city well in supporting industrial development for the past century, Cleveland has never taken full advantage of the scenic and recreational value of its waterfronts in attracting new residents and contemporary businesses. That is now changing with Cleveland's initiative to re-connect the city to its lakefront and riverfront. Already complete is the initial development of downtown's North Coast Harbor, with its Rock & Roll Hall of Fame & Museum and the Great Lakes Science Center. Numerous projects are underway or have already been completed, including the following:
Cleveland Lakefront Nature Preserve: A "dredge deposit" site, formerly known as Dike 14, opened to the public on a daily basis in 2012 as an 88-acre nature preserve on Lake Erie, approximately four miles east of downtown Cleveland, off Gordon Lakefront State Park. This rare example of an urban nature preserve offers hiking, bird-watching and appreciation of vegetation and wildlife, in the heart of the city. Flats East Bank: The $300 million Flats East Bank project, undertaken by the Wolstein Group and Fairmount Properties, is nearing the halfway point of construction and will be completing in the Spring of 2013. The development will include an 18-story, 476,000 s.f. office tower anchored by the headquarters of Ernst and Young, a big-five accounting firm; a 150 room conference hotel, a 550- space parking garage, and retail amenities. In addition, a multi-acre public park and boardwalk hugging the shoreline of the Cuyahoga River will be completed as a key element of the first phase of the major development. Project developers are working to advance the second phase that will bring hundreds of new market-rate housing units to the riverfront.
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North Coast Harbor Pedestrian Bridge: An iconic pedestrian bridge linking Voinovich Park and the East 9th Pier to proposed mixed-use development on Dock 32 has been designed and is scheduled to be in operation by 2014. The bridge is funded largely by a federal grant secured by the City. North Coast Harbor Marina: Cleveland's first visitor-oriented downtown marina will be developed in North Coast Harbor beginning in the fall of 2013. This "transient marina" will be able to accommodate up to 50 boats for Great Lakes boaters visiting Cleveland and its many attractions.
Implementation of the waterfront plan has been expedited through the 2012 adoption of ordinances that establish a logical division of waterfront development and management responsibilities between the City and the Cleveland-Cuyahoga County Port Authority.
Making Cleveland a City of Choice: Strategy for Development and Revitalization

Making Cleveland and its neighborhoods "communities of choice" is a principal goal of the administration of Mayor Frank G. Jackson. A community of choice is a place that residents and businesses and visitors choose because of the exceptional quality of life and amenities that it offers. That vision is presented in the City Planning Commissions Connecting Cleveland 2020 Citywide Plan. The departments of Economic Development and Community Development are taking the lead role in implementing the recommendations for development and revitalization.
The Downtown Front

AmTrust Financial: More than filling the gap left by Calfee's relocation from 800 Superior Avenue to East 6th Street, AmTrust Financial, an insurance company based in New York, recently acquired the 450,000 square foot building on Superior and announced its decision to move 1,000 jobs to the location. The company will invest $20 million to transform the building into a prime office complex. AmTrust's expansion in Cleveland is the largest single-company boost for the downtown office market in decades. BrandMuscle: In 2012, BrandMuscle, a 12-year old innovative marketing firm, moved its operations and 157 employees, with a $12 million payroll to 55,000 s.f. of space in the 1100 Superior Building in Downtown Cleveland. BrandMuscle anticipates creating an additional 200 jobs, with a payroll of approximately $17.5 million over the next 5 years.
Cleveland Convention Center and Global Center for Health Innovation: The half-a-billion Cleveland Convention Center and Global Center for Health Innovation both opened in 2013. The venue features conference facilities ideally tailored to the medical marketplace. It is anticipated that that the Convention Center and Global Health Center will generate $330 million in direct new annual spending in Cleveland.
Horseshoe Casino: the $500 million Horseshoe Casino within the restored Higbee Building on Public Square is in its second year of operation. The Horseshoe attracts 5 million visitors a year to a oneof-a-kind entertainment district that connects within several blocks two major league sports venues, a nationally acclaimed theatre district, the historic East 4th & Prospect neighborhood, and the massive Tower City retail and office facility.
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On Other Fronts
Cleveland State University's North Campus District: The north side of the Cleveland State campus has been transformed by development of 300 housing units, with ground-floor retail, along Chester Avenue, stretching from East 21st to East 24th Street. The housing is being rented to students, staff and the general public. Courtyard by Marriott: The 150-room courtyard by Marriott is open on Cornell Road in University Circle. The $26 million development was built to help meet the substantial demand generated by the hospitals, university, and other institutions in and around University Circle.Construction is now nearly complete on a 150-room Courtyard by Marriott hotel on Cornell Road in University Circle. The $26 million development is being built by Snavely construction and University Circle Incoporporated to help meet the substantial demand generated by the hospitals, university and other institutions in and around University Circle. Green City Growers Greenhouse: Green City Growers redeveloped a 10-acre brownfield site near I-490 & East 55th Street in the Central neighborhood into a nearly 4-acre urban greenhouse for the production of hydroponically-grown lettuce, leafy greens and herbs - projected at 3 million heads of lettuce and 300,000 pounds of herbs each year. The greenhouse will be cooperatively-owned by its 30-40 employees, allowing formerly lower-income Clevelanders to gain equity in the business and create personal wealth. The City provided $10 million in HUD financing to support the $16.5 million project.
Midtown Technology Park III: The third phase of the Midtown Tech Park campus, 6555 Carnegie Avenue, will add 66,000 s.f. of renovated office space to the heart of the Health Tech Corridor. The entire first floor has been leased to Radio One, one of the largest minority-owned radio broadcasting companies in the nation. The City provided a $4 million HUD 108 loan and a $500,000 Economic Development Administration loan to help finance the project. The project will create upwards of 80 jobs in the City of Cleveland. Uptown: The Uptown arts and entertainment district along Euclid Avenue in the heart of University Circle has now become a reality. The $27 million new Museum of Contemporary Art opened to the public in October 2012, and MRN Ltd. has invested $45 million in the development of two four-story buildings housing 114 apartments with 57,000 sq.ft. of street-level retail. The $21 million second phase is now under construction.
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City Wide Initiatives Mayor Frank G. Jackson Scholarship Program
Higher educational attainment has never been more critical to the success of our citizens in our community and region. Today, more careers and newly created jobs require some level of post-secondary education. At the societal level, educational attainment rates are a strong predictor of economic strength and prosperity conceivably correlating to lower crime rates, greater community service and civic involvement, and a higher tax base. This has tremendous implications in a global economy, where the education of the workforce is a critical factor. Improving the quality of life for all residents has been the driving force behind the goals Mayor Jackson has set for his administration. The key to this effort is ensuring that all children have access to a high quality education. In a society that has transformed from a manufacturing economy to a knowledge-based economy, education becomes the gateway to opportunity. As aligned with Mayor Jackson's Higher Education Compact, ensuring that students have access to college and financial support is necessary as students select their college choice. This will have a significant positive impact on the City by providing Cleveland employers with a better educated and more skilled workforce. The Frank Jackson-Maxine Goodman Levin College of Urban Affairs Scholarship Program has been established to support those students who are interested in pursuing a full-time college education majoring in urban studies, urban planning and public administration. For students graduating from a Cleveland Metropolitan District High School who aspire to attend Cuyahoga Community College (Tri-C), Mayor Jackson created the Cleveland Scholarship for Education and Training (CSET). Mayor Jackson allotted $200,000 for the CSET scholarship program. Additional funding of $1 million dollars was donated by several area foundations and businesses to Tri-C for the CSET program. To assist Cleveland's high school graduates to defray the cost of their college education, the City of Cleveland partnered with The Cleveland Foundation in 2013 to create the City of Cleveland Scholarship Fund to distribute, over time, an amount of $2,000,000 in scholarships to the residents of the City of Cleveland. In order to qualify for the scholarship, each student: Must be a current City of Cleveland resident and have been for a minimum of 1 year; Met with a College Now advisor during his/her high school senior year; Completed a College Now scholarship application; Was enrolled in a high school where College Now provides service; Planned to attend a public or private, not-for-profit higher educational institution approved for Federal Financial aid; Had a 2.5 GPA and scored an 18 or higher on the ACT or 860 or higher on the SAT critical reading and math tests; and Met College Now's income criteria as defined by Federal guidelines for Pell grant eligibility.
February 1, 2014
City Wide Initiatives Sustainable Cleveland 2019

The Mayor's Office of Sustainability leverages Cleveland's wealth of assets by collaborating with the community to improve the economic, environmental, and social well-being of its citizens. Sustainable Cleveland 2019 is a 10-year initiative facilitated by the Office of Sustainability that engages people from all walks of life, working together to design and develop a thriving and resilient Cleveland region.
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Sustainable Cleveland was founded by Mayor Frank G. Jackson in 2009, is administrated by the City of Cleveland's Office of Sustainability, powered by community-wide, action-focused volunteers and led by the Sustainable Cleveland Stewardship Council. Sustainable Cleveland seeks to fulfill a vision of building an economic engine to empower a green city on a blue lake by 2019; the 50th anniversary of the last fire on the Cuyahoga River. To support the long-term success of Sustainable Cleveland 2019, staff and community stakeholders worked in 2012 to develop clear metrics, an effective evaluation process, a communication strategy, and an on-going culture of learning and continuous improvement. Much of the activity and momentum of the initiative is distributed across a network of participants representing a variety of sectors including the involvement of 300 volunteers in 20 working groups that have set in motion local action, research, and entrepreneurial for-profit and non-profit enterprises. An annual summit with 600 stakeholders and quarterly meetings support progress toward the vision, peer-learning, and optimal networking. The work of Sustainable Cleveland is important to the Cleveland region because it engages people in cross-sector dialogue and action to shift the region's paradigm from post-industrial rustbelt city to a new, sustainable economy that takes into account economics, equity and the environment. Sustainable Cleveland has identified nine categories of sustainability that will be priority for the initiative and that will be celebrated each year until the end date of the initiative. Sustainable Cleveland has performance indicators that demonstrate progress that is the foundation for implementing each of those sustainability topic areas. The metrics communicate what is important, drive change, and evaluate city-wide results. Those categories include: energy efficiency, local food, advanced and renewable resources, zero waste, sustainable mobility, clean water, vibrant green space, vital neighborhoods, and healthy empowered people. The City is continuing its commitment to Sustainability in the 2012 Five Year Capital Improvement Program. Well over 10 percent of the 2013 Capital Budget is dedicated to projects that will make Cleveland a more sustainable community. Examples of 2013 "green" projects include:
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The City of Cleveland is wrapping up $4.5 million in energy efficiency and conservation projects funded by federal Energy Efficiency and Conservation Block Grant (EECBG) funds. These projects are moving Cleveland toward Mayor Jackson's sustainability goals. Cleveland Energy$aver is a collaborative pilot between the City, Cleveland Housing Network and Cleveland Action to Support Housing (CASH) to retrofit and weatherize 145 Cleveland homes, resulting in energy cost savings. The program offers Cleveland homeowners with incentives, rebates, low cost financing options, and endend audit to retrofit program. The Downtown Recycling Pilot Project will include the initial purchase of 40 recycling stations to be placed throughout downtown Cleveland in Q1 2014. The Lake to Lakes Bike Trail betweeen the Shaker Lakes area and University Circle was opened to bike commuters in Fall 2012. The City completed HVAC Upgrades at the apparatus bays and garages of 14 fire stations in 2012 to provide more energy efficient infrared heating, resulting in annual projected savings of 16,000 MMBTus/year and $125,000 in energy costs. A Housing Deconstruction pilot for 22 properties on the City's list for demolition prevented usable building materials from going into landfills. Approximately 117 tons of material was salvaged for reuse and another 1,700 tons of material, including construction and demolition debris, were diverted from landfills. Energy Audits were performed for 25 of Cleveland Public Power's commercial and industrial customers. Audits revealed annual projected energy savings of 26,575 MMBtu that could be realized if all cost-effective recommended measures were implemented. Lighting Retrofits were implemented at 16 City facilities (health centers, police stations, fire stations, recreation centers) across Cleveland to install more energy efficient lighting fixtures and bulbs, with projected overall annual savings of more than 3 million kilowatt hours (KWh) and $390,000/year in energy costs. 360 LED Streetlights were installed, as part of a larger Cleveland Public Power (CPP) Pilot in 2013, to determine which types of LED technology provide the best value (lighting needs, cost, energy savings, etc.) to the City.A Solar Thermal Domestic Hot Water (DHW) heating system was commissioned at the LEED Gold Certified Collinwood Recreation Center in 2011 to save on natural gas at the facility. The Sustainable Cleveland Municipal Action Plan (SC-MAP) was created in conjunction with the communitywide Climate Action Plan, enabling the City to lead by example in sustainability. Both plans have bold yet achievable actions and greenhouse gas (GHG) reduction goals. Additional projects completed in 2013 include: Completed the Complete & Green Streets Typology to assist in implementing the Complete and Green Streets Ordinance. The inter-organizational Task Force classified streets into 10 different types, each with its own priorities for pedestrians, vehicles, transit, cyclists and green infrastructure. Completed a Bike Share Feasibility Study for the City of Cleveland. The Business Plan is in development. Completed the City of Cleveland's municipal energy aggregation in 2013, resulting in over 65,000 Cleveland residents receiving 100% of their electricity from renewable energy sources (30% Ohio wind, 20% out-of-state wind, 50% hydropower), making Cleveland one of the leading cities in the country in terms of supporting renewable energy development. The City received a Bright Place to Live Award from the World Wildlife Fund for this program. Secured approximately $210,000 in utility rebates for previously completed energy efficiency upgrades.
February 1, 2014
City Wide Initiatives The Future of Public Safety
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The Department of Public Safety, since January 2006, received $73,781,960 in grant funding. Our Safety Grant Coordinator and staff have aggressively sought and successfully obtained funding to help staff and equip our first responders, improving the quality of safety in the City of Cleveland. Although funding sources have diminished, we will continue to seek state and federal funding to off-set costs that may be incurred directly by the citizens of our community. The Cleveland Department of Public Safety is more than Police, Fire and Emergency Medical Service (EMS). Public Safety also includes the Divisions of Animal Control Services; Corrections; the Office of Professional Standards (OPS); the Police Review Board; Emergency Management (OEM); Information Technology specific to Public Safety; Grant Management; the Medical Unit and additional Public Safety Administrative functions designed to support the Public Safety. In November of 2013, Mayor Jackson, along with Director Flask, and Chief McGrath, the Department of Public Safety broke ground on a new Division of Police Third District Headquarters. The state-of-the-art facility will be completed in the second quarter of 2015 and in addition to Division of Police field and support functions, it will also be home to a new Public Safety Communications Center. The facility will also feature community meeting rooms for citizen gatherings, and will be LEED silver certified. In the spring of 2014, the Department of Public Safety will break ground for a new Division of Fire, Rescue and Emergency Medical Service facility replacing outdated Fire Station 36. The new facility at 3552 East 131 Street is designed to headquarter cross-trained, dual role firefighter-paramedics. The first station of the new era of fire and medical service for our community, like the new Third District Police Headquarters, will be LEED silver certified and have a community meeting room. A site for a new Kennel at 9203 Detroit Avenue was approved. Public Safety engaged community stakeholders in the design of the new Kennel and groundbreaking is scheduled for the third quarter of 2014. In addition to the new Public Safety facility, the City of Cleveland completed the purchase and deployment of a new $31.6 million dollar 800MHz voice communication system. As a result of the new system, every City department and division has new mobile and portable radios, capable of transmitting and receiving critical information. In addition, every officer in the Division of Police was issued a new hand-held portable radio that can be used on and offduty. The new communication system allows the City of Cleveland to expand interoperability with our community partners across Cuyahoga County. The following municipalities have joined the Greater Cleveland Radio Communication Network: Brook Park, Berea, Strongsville, Parma Heights, Middleburg Heights, North Royalton, Olmsted Falls, Olmsted Township, CMHA, and the Cuyahoga County Sheriff's Office. The ability to communicate across jurisdictions is paramount to our strong regional partnerships. Other regional agencies are also planning to join our system. Under the leadership and direction of Mayor Jackson, the integration of the Divisions of Fire and EMS into the Division of Fire, Rescue and Emergency Medical Service is well underway. In addition to the administrative consolidation of timekeeping and payroll, supply and equipment purchasing, tracking and delivery, a new classification of firefighter-paramedic was created. The process of cross-training employees into the all hazard classification is underway and the deployment of firefighter-paramedics onto ambulances and fire response apparatus will commence in the second quarter of 2014. This integration will significantly enhance response capabilities and provide a higher level of medical service to the community while maintaining fire suppression and rescue services. In addition, the integrated division will begin providing community health screenings, and fire safety programs at facilities throughout the community.
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Through City Council legislation passed in May 2013, the City of Cleveland increased the Portable Camera Program from 24 locations to 47. Fifteen of the cameras are portable, allowing the Chief of Police to utilize Portable Camera Units for targeted mobile speed enforcement. In November 2013, we began upgrading our current photo enforcement cameras with the latest technology and video surveillance capabilities which immediately aided in several traffic accident investigations for the City and other municipalities. The 47 Automated Photo Enforcement Cameras consist of Red Light, Speed on Green and Fixed Speed pole configurations. Portable Camera Units enabled the Division of Police Traffic Unit to redeploy officers for traditional enforcement and various related duties.
In September 2013, Mayor Frank G. Jackson, Councilman Joe Cimperman, Clerk of Courts Earle B. Turner and Public Safety Director Martin Flask opened the new City One Stop Impound and Clerk of Courts Payment Center. The center, designed to provide a more efficient way of doing business for the City and improve our customer service to the community, has been a resounding success. For decades, the process of recovering a towed vehicle involved stopping first at the Justice Center downtown to handle paperwork, then going to the impound center at Quigley Road. Now, people retrieving their vehicles can go straight to the One Stop Impound and Clerk of Courts Payment Center. The necessity of visiting the Justice Center to recover a towed vehicle was eliminated. September 2013 also brought big changes to the Office of Professional Standards. The responsibility for investigating complaints against Cleveland police officers, previously conducted by Cleveland police officers, has been transferred to Civilian Investigators. Our two newest investigators, Barbara Williams and Vincent Funari, replace two Sergeants of Police who were reassigned to other duties by Chief Michael McGrath. The new investigators bring considerable investigative experience to their duties as investigators for the Civilian Police Review Board. "I'm confident that the new investigators will help establish and maintain trust within our community," stated Office of Professional Standards Administrator Cassandra Bledsoe. "Conducting a factual, impartial and evidence-based investigation is essential to maintaining that trust." In addition to civilianizing the investigative staff, the Office of Professional Standards has worked hard to break down barriers, real or perceived, for the community by providing on-line access to the complaint process, free parking for complainants, and the installation of audio and video cameras in the lobby of every police district. Management and leadership training for all police, fire and EMS officers is a priority in 2014 and beyond. Every front-line supervisor and middle manager will receive a leadership assessment; learn how to use the G.R.O.W./ E.R.G.O. Model that assists supervisors in setting goals, removing barriers to those goals and identifying employee's willingness to meet those goals; and; Calibration Training to ensure evaluations are consistent and objective. In addition, Command Staff employees will also receive training in motivating, guiding, and coaching subordinates. Maximizing technology to ensure the Department of Public Safety has the tools to ensure accountability and oversight is a priority. A complete technology assessment will be completed in 2014. The assessment will provide a detailed review of the Departments existing systems, their strengths and weaknesses; a current gap analysis of the existing systems; interviews with division leadership to determine future needs based on mission and community need for service; a review and gap analysis of current IT staff and resources; and, a five year strategic IT plan to map the appropriate direction to ensure our IT infrastructure meets our needs today and in into the future. Increasing dialogue with the community is paramount to improving customer service. In 2014 the Department of Public Safety will implement a Public Affairs Office as part of the Safety Administration. The Public Affairs Office is tasked with enhancing our community interaction; ensuring a transparent and open dialogue through community outreach and social media; and, consolidating inter-departmental communication to ensure a consistent internal and external message.
February 1, 2014
Organizational Summary
Organizational Summary
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February 1, 2014
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Official Certificate of Estimated Resources

OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES Form Prescribed by the Bureau of Inspection and Supervision of Public Offices. County Auditor's Form No. 32A AMENDED OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES Based on 90.90% current & delinquent collection of current levy for previous tax year
Official Certificate of Estimated Resources
Fund General Fund Fire Pension Police Pension Total General Fund Restricted Income Tax Schools Rec & Cult Activities Rainy Day Fund Street Construction, Mtc & Rep Cleveland Stadium Debt Service Utilities Administration Utilities Radio Communications Utilities Fiscal Control Water Water Pollution Control Cleveland Public Power Airport Operations Cemetery Golf Parking Facilities Convention Center West Side Market East Side Market Sinking Fund General Oper Telephone Exchange Workers Compensation Reserve Health Self Insurance Fund Prescription Self Insurance Fund Motor Vehicle Maintenance Printing Storeroom Central Collection Agency
Unencumbered General Property Balance, Jan. 1, 2014 Tax $49,302,827.21 49,302,827.21 1,356,608.53 18,622,898.50 15,888.76 18,244,040.01 12,951,454.37 496,111.45 56,386.57 480,599.27 168,181,444.76 11,939,955.70 13,408,901.02 70,932,385.48 67,161.44 54,955.16 1,666,837.45 7,878.50 1,223,951.06 28,192.10 5,508.46 166,757.27 67,267.76 267,704.90 16,224.12 306,120.87 $369,868,060.72 $34,518,938.67 1,336,217.27 1,336,217.27 37,191,373.21 19,375,145.93 $56,566,519.14
Local Government $25,110,474.37 25,110,474.37 $25,110,474.37
Other Sources $431,475,147.00 431,475,147.00 37,074,375.00 1,175,000.00 65,000.00 27,432,004.00 16,224,398.00 51,299,918.00 3,173,386.00 3,455,852.00 3,951,493.00 287,745,000.00 22,685,075.00 192,560,000.00 161,192,537.00 1,613,944.00 243,045.00 8,187,695.00 2,609,508.00 1,268,000.00 11,808.00 954,132.00 6,669,549.00 44,896,329.00 9,897,644.00 19,645,774.00 2,490,188.00 548,807.00 10,236,300.00
Total $540,407,387.25 1,336,217.27 1,336,217.27 543,079,821.79 38,430,983.53 1,175,000.00 18,687,898.50 27,447,892.76 34,468,438.01 83,626,518.30 3,669,497.45 3,512,238.57 4,432,092.27 455,926,444.76 34,625,030.70 205,968,901.02 232,124,922.48 1,681,105.44 298,000.16 9,854,532.45 2,617,386.50 2,491,951.06 40,000.10 959,640.46 6,836,306.27 44,896,329.00 9,897,644.00 19,713,041.76 2,757,892.90 565,031.12 10,542,420.87
Total
Transfers General Fund To: Stadium Fund Streets Fund Other Subfunds Debt Service Fund Schools Fund IX Center Fund Sinking Fund Cemetary Fund Golf Fund Convention Center Fund
$1,348,781,908.00 $1,800,326,962.23
Amount:
$ 10,113,125.00 7,974,936.00 2,000,000.00 8,703,807.00 1,175,000.00 200,000.00 828,132.00 50,134.00 189,893.00 1,688,193.00 $ 32,923,220.00
February 1, 2014
Capital Improvement Plan

A LETTER FROM MAYOR JACKSON
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In January, 2007, my administration re-instituted a Five Year Capital Improvement Program for the City of Cleveland and linked the Program to Connecting Cleveland 2020, the Citywide Plan. This 2014 Five Year Capital Improvement Program represents our eighth annual installment. We are proposing to issue $41 million in additional general obligation bond debt in 2014: this is $16 million more than the amount of prior debt we will retire in 2014. In developing our capital spending plan for 2014, I have set the following priorities. Sustainability Since taking office in 2006, I have placed a priority on transforming Cleveland into a "green city on a blue lake". We have a fully staffed Office of Sustainability, and last fall we held our fifth annual Sustainability Summit as we seek to transform our economy by the year 2019. Our ongoing efforts in capital spending include: Existing Facilities. In early 2014 we issued a $30.5 million in bonds secured in part through pledged revenues from the Horseshoe Casino. That bond issue included $15 million for renovations of police stations, fire stations, recreation centers and other City facilities. Many of these renovations achieve energy efficiencies, and we anticipate annual energy cost savings of $280,000 resulting from these improvements. New Facilities. In 2013 my office adopted a Sustainable Cleveland Municipal Action Plan that will insure that the City's new facilities are designed, constructed and maintained in a sustainable manner. This Plan will apply to the new Ward 1 recreation center. Complete Streets. In 2011, we worked with Cleveland City Council to pass a complete streets ordinance that will lead to expanded pedestrian, bicycling and green infrastructure elements. In furtherance of that ordinance, I have instructed my directors to include these elements in all of our cost estimates for future major road and bridge projects. We'll use this approach on our major new 2014 street reconstruction projects-Warner Road, Scranton Road, West 130th Street and Woodland Avenue. I've been using streetscape projects for economic development purposes since I took office in 2006. We've achieved great success in revitalizing retail and office corridors (Euclid Avenue, Kamms Corners, Gordon Square, and Broadway Avenue), and in 2014 we'll be commencing construction on the Larchmere Streetscape project. Additionally, nearly 25 percent of the 2014 Capital Budget is dedicated to projects that will make Cleveland a more sustainable community. As noted above, these 2014 "green" projects include:
"Fix It First" Beginning in 2011, we began prioritizing the repair or replacement of our existing facilities. Commencing in 2012, we began investing $500,000 a year over a four year period in improvements to recreation center parking lots. As noted above, we are investing $15 million in repairs to existing facilities. Our entire 2014 Five Year Capital Improvement Program will be posted on the City of Cleveland website, and we invite your comments and suggestions. Sincerely,
Frank G. Jackson, Mayor
February 1, 2014
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I. Capital Improvement Questions and Answers What is a Capital Improvement Program? A capital improvement program forecasts a community's infrastructure, facility and equipment needs, and creates a strategy for funding and implementing projects designed to address those needs. The Jackson Administration reinitiated the Capital Improvement Program in 2007 in order to better plan the public investments that are necessary to make Cleveland a city of choice. What are Capital Projects? Capital projects are the "bricks and mortar" portion of Mayor Jackson's strategy for the development and revitalization of Cleveland. Capital projects include public assets ranging from roads and parks to police squad cars and information technology. Capital projects provide a public benefit and have a useful life of many years. The projects implemented by the Capital Improvement Program will shape the physical landscape of Cleveland for generations, and will play an important role in the City's long-term ability to deliver the critical services necessary to attracting private investment and making Cleveland a vital, vibrant and connected city. How Does the City Prioritize Capital Projects? Capital project requests are solicited annually from each department and division of the City of Cleveland. A Capital Planning Committee reviews all requests before meeting with each department. The Capital Planning Committee is led by Mayor Jackson's Chief of Staff and includes the:

Chief Operating Officer; Chief of Regional Development; City Planning Director; Director of Mayor's Office of Capital Projects; Finance Director Capital Budget Manager; Chief of Sustainability
The Committee uses financial forecasts provided by the Department of Finance to determine how much funding is likely to be available in each of the five years included in the Plan. Capital project requests are evaluated based primarily on their consistency with the Citywide Plan and their potential for making Cleveland a safer, healthier and more economically vibrant community. While the City has created comprehensive planning documents in the past, the Connecting Cleveland 2020 Citywide Plan adopted in 2007 was the first plan that had a direct and controlling influence on the City's Capital Budget. This allowed the City to strategically invest its limited capital dollars, rather than making funding decisions on a year-to-year or even a project-by-project basis. When completed, the first draft of the Capital Plan is presented for review to the City Planning Commission, City Council and Cleveland's citizens. Suggestions received from the community are then used to create a final draft that addresses the City's capital needs and reflects the priorities of Cleveland's citizens and businesses. If a project is included in the Capital Improvement Plan, is it guaranteed that the project will be funded in the year that it is listed? Projects listed in the first year of the Capital Plan are adopted as part of that year's Capital Budget. The inclusion of a project in later years signifies the Jackson Administration's recognition that the project is a priority and that the City is committed to funding it in the near future; however, the later year projects are less certain of receiving funding in their respective scheduled years. While the Capital Plan is based on financial forecasts provided by the Department of Finance, projects included in the Plan are subject to change based on factors such as scheduling considerations, evolving community priorities and unforeseen changes in the City's economic circumstances.
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Does the City have to raise taxes in order to implement the Capital Improvement Plan? No. The Capital Improvement Program utilizes a combination of existing City resources and the issuance of general obligation and revenue bonds to fund capital projects. The City's investment is then used to leverage additional resources from the state and federal governments, as well as from private sources. The Capital Improvement Program works closely with the Department of Finance to create a Capital Budget that is conducive to the City's long-term financial stability. How does the City ensure that projects will be implemented on time and within budget? The Mayor's Office provides city departments and partner agencies with assistance in order to ensure that capital projects are completed on time, within budget and in compliance with all applicable laws and regulations. One major goal of the capital improvement program is to make the City of Cleveland a more responsive partner to contractors, ultimately leading to lower project bids and saving taxpayer dollars. II. GIS and the Capital Improvement Program The Capital Improvement Program is fully integrated with the City's Geographic Information System, or GIS. GIS is a tool that allows users to view project information on a map, and to look at a project in relation to additional projects planned for the same area. Users are able to view the projects that are planned for each of the next five years. The City's GIS system is now accessible online to Cleveland citizens and businesses. In the online GIS version of the Capital Improvement Program, users are able to "zoom in" to see the capital projects planned for their neighborhood or even their block. By clicking on a specific project, users will be able to view a project description, including a breakdown of the project's funding sources and contact information for the project's manager. GIS also allows the City to facilitate the coordination of capital projects among divisions and departments. For example, if the Mayor's Office of Capital Projects is planning on reconstructing a street in 2014 and the Division of Water is planning a project for the same street in 2015, the two divisions may be able to do all work at the same time, ensuring that the street is excavated only once. This will save taxpayer dollars and reduce the disruption of daily life for nearby residents. III. General Obligation Bond Capacity In creating a Capital Improvement Program, the needs of the City must be balanced with available dollars. The Finance Department has advised the Mayor's Office that the City's general obligation bond capacity in years 20142030 will most likely be in the range of $25 to $30 million. Legal Limitations on General Obligation Bond Capacity State laws restrict municipalities from incurring debt that is not voted on and approved by the residents of the municipalities. Without voter approval, property owners may not be taxed more than 10 mills (the "inside millage"). The Ten Mill maximum amount is allocated to a number of overlapping taxing subdivisions pursuant to a statutory formula. In summary, the requirements for using this "inside millage" include:
Ad valorem property taxes for the payment of debt service on all unvoted debt of the combined overlapping subdivisions (city, county, schools, library, RTA) cannot exceed 10 mills; 10 mills is the maximum aggregate millage that can be levied without voter approval on any single piece of property; Only the City, County, RTA and the various school Districts (Cleveland, Shaker and Berea) can levy ad valorem property taxes within the 10 mill limit; 10 Mill is calculated for the year in which the debt service for all the overlapping jurisdictions is highest; It is calculated by dividing the debt service needed in a year for the jurisdiction into the assessed valuation of the jurisdiction. There are two factors affecting the City's ability to issue general obligation bond debt: 1) The amount of combined debt which has been issued by the overlapping jurisdictions, primarily the City; and 2) The assessed valuation of the City.
February 1, 2014
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Bond Capacity and the Five Year Capital Improvements Program In publishing a Five Year Capital Improvement Program, we are obligated to clearly explain the City's funding limitations. Our Finance Department is conservatively advising that recent events may limit the City's general obligation bond capacity in the years 2014-2030 to a range of $25-30 million. This sound financial advice seems to conflict with the 2014 Plan's projections of general obligation funding of the following amounts:

$41 million in year 2014; $108 million in year 2015; $107 million in year 2016; $103 million in year 2017; and $105 million in year 2018.
The City's realistic capacity to fund general obligation bonds in these future years is likely to be much closer to the Finance Department's predictions. Accordingly, for years 2015-2018 assume that the City will only be able to fund one-third of the listed projects. Why, then, are we showing these higher totals in our plan? There are several reasons. State and Federal Stimulus Moneys: The nation's economic challenges will require a long-term fix, and we do not think we have seen the last of federal and state injections of stimulus moneys. Assuming these opportunities arise, we want to be ready to respond with well-conceived, shovel-ready projects. We will have to take some risks in paying for designs of projects for which construction funding is not yet assured, but we believe such risks are appropriate in the impending five-year economy. Facilities Plan and Pavement Management Study: Since 2009, each annual installment of our Plan has included selected priorities from two significant studies prepared in 2008-a $400 million Facilities Plan and a $300 million Pavement Management Program-that each contained unprecedented statements of City capital needs. Knowing that we lacked the capacity to incorporate all these recommended improvements within a five-year timeline, we met with the relevant departments and asked them to prioritize 20% of the total list of needs. These prioritized needs were placed in out years of the Program. As we move from year to year, we will gradually place additional projects from the Facilities Plan and the Pavement Management Program into the later years of the Five Year Program.
February 1, 2014
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*NOTE- PROPOSED CAPITAL EXPENDITURES HAVE NOT BEEN UPDATED AS OF JANUARY 14, 2014*
February 1, 2014
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Projected Fund Balance at Year End

Projected Fund Balance at Year End
The fund structure makes it difficult to define the City's budget because, in fact each fund has its own budget. federal and State grants not only have their own funds, but operate on a fiscal year determined by the grantor agency rather than the City's fiscal year (which coincides with the calendar year). The chart below does not include grants for the above reason and eliminates inter-fund subsidies, Internal Service, and other miscellaneous funds in order to avoid "double counting". Capital Projects and Debt Service are not included in the operating budget. Details to support the various operations are shown in the Program Section of this report
Excess/ (Deficiency) of Revenue Over Expenditures $ (46,511,535) $ Balance
CITY OF CLEVELAND FUND STRUCTURE
Revenue GENERAL FUND General Fund SPECIAL REVENUE FUNDS Street Maint & Construction* Cleveland Stadium* $ ENTERPRISES MAJOR Water Water Pollution Control Cleveland Public Power Airport-General Operations $ SMALL Cemeteries* Golf* Parking Facilities* Convention Center* West Side Market East Side Market $ AGENCY FUND Central Collection Agency Less: Interfund Subsidies from GF NET CITY OF CLEVELAND OPERATING BUDGET FOR 2014 $ 287,745,000 22,685,075 192,560,000 161,192,537 664,182,612 $ $ $ 493,776,994 $
Expenditures 540,288,529
Beginning 49,302,827 $
Ending 2,791,292
27,432,004 16,224,398 43,656,402
$ $
27,447,892 10,723,249 38,171,141
$ $
(15,888) 5,501,149 5,485,261
$ $
15,889 18,244,040 18,259,929
$ $
1 23,745,189 23,745,190
287,253,133 22,685,075 188,852,226 161,192,537 659,982,971
491,867 3,707,774
168,181,445 11,939,956 13,408,901 70,932,385
168,673,312 11,939,956 17,116,675 70,932,385
4,199,641
264,462,687
268,662,328
1,613,944 243,045 8,187,695 2,609,508 1,268,000 11,808 13,934,000
1,681,105 298,000 8,643,915 2,617,386 1,274,592 40,000
(67,161) (54,955) (456,220) (7,878) (6,592) (28,192)
67,161 54,955 1,666,837 7,879 1,223,951 28,192
1,210,617 1 1,217,359
14,554,998
(620,998)
3,048,976
2,427,978
$ $
10,236,300 20,016,281
$ $
10,236,300 20,016,281
$ $ $
(37,447,631)
$ $ $
306,121 335,380,540
$ $ $
306,121 297,932,909
$ 1,205,770,027
$ 1,243,217,658
*Includes General Fund
February 1, 2014
Factors Affecting the Financial Condition

Factors Affecting the Financial Condition
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FISCAL HISTORY The global recession, initiated by marketing of bundled overvalued securitized mortgages, had severe adverse impacts on local economies nationally. Financial institutions, who were participants in these markets dating back to September, 2007 suffered insurmountable losses that lead to institutional bankruptcies and unprecedented home foreclosures. The City of Cleveland during this time was ranked fifth highest in foreclosure rates nationally. National City Bank, a substantial local financial institution, reported record losses associated with the housing crisis and were subsequently purchased by PNC. The City had significant declines in employment, income taxes and property taxes over the next few years. In fiscal 2011, the State of Ohio adopted a biannual budget that substantially reduced revenue sharing at the local level. State Local Government Fund, Commercial Activity Tax, and Tangible Personal Property Tax include taxes levied and collected by the State of Ohio or counties and partially redistributed to the City and other political subdivisions. The State instituted a 25% reduction in Local Government Fund shared revenue beginning July, 2011 through June 2012 and a 50% reduction beginning July, 2012 through June 2013 as part of the State's budget balancing measures. Local Government Fund revenue distribution decreased by 27% or $12.6 million in fiscal 2012. Commercial Activity Tax and Tangible Personal Property Tax was reduced to the amount pledged for debt service only which was a decrease of 79% or $899 thousand in fiscal 2012. CURRENT FINANCIAL ENVIRONMENT In fiscal 2011, in response to state imposed reductions in revenue sharing, the City instituted necessary reductions in personnel costs through layoffs and restructured/modified some delivery of services. These efforts allowed the City to continue to successfully provide efficient service delivery at lower costs. The City additionally began the enhancement of available technology citywide to develop a business model that is less labor intensive and more automated thus creating more accountability, better tracking of processes and more transparent analysis of work flow and procedures. As part of the City's continuing effort to shift its tax base from manufacturing to health care, technology and service industries, the Horseshoe Casino opened in downtown Cleveland in May of 2012. This 24 hour, 7 day a week operation has been a catalyst for business creation and expansion in the downtown area. It has created extended hours for visitors to downtown Cleveland for many attractions and has helped to highlight the world class amenities available to residents and visitors to the City of Cleveland. Income tax revenue, which represents 60% of operating revenue, at year end fiscal 2012 was $290,474,306 compared to $275,730,596 at year end fiscal 2011. The unemployment rate in the Cleveland area in April, 2013 is currently 8.7% compared to 9.9% in April, 2011. The City of Cleveland is no longer in the top 20 cities tracking rate of foreclosures and the price of homes are trending towards market rate. Economic recovery in this region is gradual but evident. Cleveland's economic condition draws strength and stability from its evolving role as the focal point of a growing, changing and substantial regional economy. The City is located at the center of one of the nation's heaviest population concentrations. The Cleveland metropolitan area is a significant local market, housing 2.1 million people. Cleveland also provides superior links to the global markets. The Cleveland-Cuyahoga Port Authority handles the largest amount of overseas cargo on Lake Erie and includes a Foreign Trade Zone. The City is also well-served with extensive highways and Cleveland Hopkins International Airport serves as a United Airlines Hub and is serviced by all major airlines. The reemergence of downtown Cleveland as a vibrant center for national and regional entertainment and major cultural activities signals a turning point in the City's overall fortunes and is paving the way for further economic expansion that will be significantly more entrepreneurial in scope. (CAFR 2012) For fiscal 2014, the City has conservatively budgeted its revenue estimates and budgeted as anticipated on expenditures. Revenues include approximately $9.3 million from casino revenue and the 2014 operating budget supports an enhanced downtown public safety and services and scheduled debt service for the stadium.
February 1, 2014
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Fund Structure
Fund Structure
The City of Cleveland maintains numerous funds, each with its own specific purpose and revenue sources. The purposes are defined by law and all expenditures must be in accordance with the purpose designated for the specific fund. For operating details see Section II.
FUND Agency Debt Service Enterprise Major General Internal Service PURPOSE Central Collection Agency for collection of income taxes. Sinking Fund pays and records transactions involved in debt financing. Provide water, sewer, electric services and airport facilities. Provides for general operating expenses of the city. REVENUE User fees charged to city and suburbs for collection of income tax. Property tax, Restricted Income Tax and interest earnings. User fees. State and local taxes, service charges, licenses and permits, and fines.
Telephone Exchange, Information Systems User fees (charged to City Divisions) and Services, Motor Vehicle Maintenance, General Fund Operating transfers to Sinking Printing, Storeroom, Sinking Fund, Health Self Fund. Insurance, Prescription Self Insurance. Convention Center & West Side Market, Cemeteries, Golf, Parking Facilities, East Side Market. Capital improvements and debt service payments. Capital Improvements and debt service payments. Street maintenance and repair. User fees and some General Fund operating transfers. One-ninth of city income tax collections. Sin tax, service charges, GEneral Fund operating transfer. State gasoline and automobile license tax, permit fees and operating transfer from the General Fund. Excess of revenues over expenditures in General Fund.
Small
Special Revenue Restricted Income Tax Stadium Streets
Rainy Day
Reserve for economic downturns and one time obligations.
February 1, 2014
General Fund
General Fund
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The General Fund supports most basic operations including Police and Fire protection, Emergency Medical Service, Waste Collection, Recreation, Health Centers, Park Maintenance, Building and Housing regulation and Municipal Courts. It also includes support services such as Personnel, Finance and Law. Funding for these activities is derived from a variety of revenue sources which include taxes, licenses and permits, fines and user fees. These are described in greater detail in the following section. The 2014 General Fund budget is comprised of $540.3 million in expenditures. The 2014 proposed revenues are estimated at $493.78 million.
February 1, 2014
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General Fund
REVENUE
As the previous chart indicates, the City's Income Tax is the largest source of revenue for the General Fund. It is generated by a 2% tax on wages and earnings, not only of Cleveland residents but also of those working within the City, regardless of place of residence. Of total collections, eight-ninths (88.9%) flows to the General Fund while oneninth (11.1%) is placed in a Restricted Income Tax Fund to be used for debt service payments and capital expenditures. Because the Income Tax makes up such a large proportion of the General Fund, the amount of financial resources available to provide City services is directly related to the health of the local economy. The second largest General Fund revenue source is generated by County property tax collections. Cuyahoga County will fully reappraise all property values in (required every six years) 2018. The Local Government Fund is State of Ohio revenue sharing program in which cities share in the collection of the State Income, Sales, Corporate Franchise and Public Utilities Excise Taxes. These funds are distributed in two ways nine-tenths (90%) to counties divided among all towns, villages and municipalities, and one-tenth directly to cities which collect an income tax. Revenues from fines and forfeitures include collections from parking violations and court levied civil and criminal fines. This revenue is directly related to the number of parking and moving violations issued by the City and court fines and costs. The Other Tax Category now includes both locally and state collected sources. Locally, the City receives Admission Tax for most entertainment events scheduled in the City as well as a tax on the leasing of motor vehicles. Both of these taxes were previously increased as part of an overall funding plan for the reconstruction/rebuilding of Cleveland Municipal Stadium. The Motor Vehicle Lessor Tax was raised from $4 to $6 per transaction as of August 1, 1996. The Admission Tax was increased from 6% to 8% effective January 1, 1997. The State distributes a portion of Estate, Liquor and Cigarette taxes to their municipality of origin. Estate Tax has been eliminated by the State of Ohio effective 2014. The Licenses and Permits Category includes sales and charges for service which are charged to users of City services. Examples are fees for emergency medical service, medical care at the City's health centers and copies of birth and death certificates, and various miscellaneous sources, central service costs and expenditure recoveries are part of this category. The City has also implemented a Waste Collection Fee $8.75 per household.
EXPENDITURES
The City delivers tax-supported services to its residents in several basic program areas including Safety, Service, Public Works, Health, and Urban Planning and Development. The following chart shows that well over half of the General Fund budget (58%) is devoted to Public Safety, with 13% of all funds going to Public Works (including Waste Collection and the General Fund Operating Transfer to Streets. Only 6% is devoted to support functions such as financial, legal and personnel administration. Other includes Aging, City Council, Community Relations, Mayor's Office and Municipal Courts.
February 1, 2014
General Fund
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In the following pages, financial data is presented for all divisions for comparison with previous years. Staffing levels are also included for every division. For 2013, the actual numbers of employees on the payroll at year-end and actual expenditures are presented. In some divisions such as Police, Fire, Streets and Waste Collection where there is substantial turnover, average staffing levels are used for a more realistic picture. Due to rounding, numbers in the expenditure detail sections may not add.
February 1, 2014
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Expenditure by Program
(000's Omitted) Staff 2013 Unaudited Staff 2014 Budget Staff
2011 Actual
Staff
2012 Actual
LEGISLATIVE BRANCH COUNCIL JUDICIAL BRANCH Municipal Court Clerk of Courts Housing Court TOTAL JUDICIAL BRANCH EXECUTIVE BRANCH GENERAL GOVERNMENT Office of the Mayor Office of Capital Projects Landmarks Commission Building Standards and Appeals Zoning Appeals Civil Service Commission Community Relations Board City Planning Commission Boxing & Wrestling Commission Office of Equal Opportunity Office of Budget & Management TOTAL GENERAL GOVERNMENT DEPARTMENT OF AGING DEPARTMENT OF PERSONNEL COMMUNITY DEVELOPMENT DIRECTOR'S OFFICE DEPARTMENT OF LAW DEPARTMENT OF FINANCE Director's Office Accounts Assessments & Licenses Treasury Purchases & Supplies Bureau of Internal Audit
6,261
62
6,317
63
6,967
62
6,937
60
21,010 13,672 3,191
258 149 44 451
19,926 13,813 2,971
246 150 40 436
20,863 13,670 3,259
253 153 41 447
22,073 14,412 3,583
263 157 45 465
37,873
36,710
37,792
40,068
2,167 177 117 198 1,188 1,136 1,475 6 483 571
24 2 1 2 8 14 16 8 7 82 9 15 2 72
2,238 4,114 230 117 201 863 1,155 1,423 6 486 669
25 46 2 1 2 8 14 16 8 6 128 9 16 2 75
2,313 4,360 188 127 208 1,185 1,079 1,403 5 473 675
25 47 2 1 2 8 12 15 7 8 127 10 17 3 74
2,568 5,116 244 136 235 804 1,313 1,642 8 848 784
27 54 2 1 2 8 17 18 10 9 148 11 18 4 81
$ $ $ $ $
7,518 799 1,747 126 8,953
$ $ $ $ $
11,502 769 1,901 148 9,043
$ $ $ $ $
12,016 1,019 1,957 172 9,591
$ $ $ $ $
13,698 1,119 2,182 293 10,625
849 1,654 2,519 536 532 761
9 18 31 6 8 5
820 1,823 3,830 552 554 606
8 18 32 6 9 5
1,002 1,827 3,104 571 622 626
6 17 29 7 8 4
1,263 2,019 3,770 729 721 1,224
10 18 37 7 10 7
February 1, 2014
(000's Omitted) 2011 Actual Staff 2012 Actual Staff 2013 Unaudited Staff 2014 Budget
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Staff
Financial Reporting & Control Information Technology Services Information Technology & Planning TOTAL FINANCE DEPARTMENT OF PORT CONTROL HARBORS DEPARTMENT OF PUBLIC SERVICE Public Service Administration Architecture Waste Collection & Disposal Engineering & Construction Traffic Engineering TOTAL PUBLIC SERVICE DEPARTMENT OF PUBLIC HEALTH Director's Office Health Environment Air Quality TOTAL PUBLIC HEALTH DEPARTMENT OF PUBLIC SAFETY Director's Office Police-Uniform Civilian Fire-Uniform Civilian Emergency Medical Service Animal Control Services Correction TOTAL PUBLIC SAFETY $ $ $
1,096 3,232 162 $ 11,341
13 17 2 109 $
1,072 2,801 166 12,224
12 20 2 112 $
1,108 3,112 11,972
11 17 99 $
1,355 4,014 15,095
15 23 127
24
26
408 421 25,367 4,646 3,728 34,570
5 5 209 56 34 309
847 2,602 919 369 4,737
7 28 11 1 47
887 3,173 890 386
5 28 11 1 45
947 2,763 957 390
8 28 11 1 48
1,004 3,179 988 392
8 30 12 1 51
5,336
5,057
5,563
3,213 170,594 88,483 20,232 1,197 14,051 297,770
27 1,466 222 773 10 216 14 157 2,885
3,554 171,975 84,289 20,670 1,176 13,082
29 1,470 222 753 8 243 14 140 2,879
3,931 174,664 85,362 21,835 1,332 13,951
35 1,474 228 773 9 252 15 128 2,914
4,899 179,023 86,104 23,043 1,374 14,693
44 1,512 245 764 7 261 15 156 3,004
294,746
301,075
309,136
PARKS, RECREATION & PROPERTIES Director's Office $ Research, Planning & Development Recreation Parking Facilities
700 481 12,165 1,237
7 6 112 21
February 1, 2014
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(000's Omitted) 2011 Actual Staff 2012 Actual Staff 2013 Unaudited Staff 2014 Budget Staff
Property Management Parks, Maintenance & Properties TOTAL PARKS, REC, & PROP DEPARTMENT OF PUBLIC WORKS Division of Public Works Administration Recreation Parking Facilities Property Management Parks Maintenance & Properties Division of Waste Disposal Division of Traffic Engineering TOTAL PUBLIC WORKS $ $
7,627 12,546 34,756
71 107 324 $
2,658 11,841 1,176 7,938 12,622 24,242 3,371
34 101 21 74 97 188 30 545
2,878 11,526 1,130 8,140 12,651 24,413 3,088
37 99 20 72 99 194 29 550
3,013 12,150 1,234 7,960 13,569 24,998 3,466
39 109 21 77 107 231 34 618
63,848
63,826
66,390
DEPARTMENT OF BUILDING & HOUSING Director's Office $ Code Enforcement Construction Permit TOTAL BUILDING & HOUSING ECONOMIC DEVELOPMENT NON-DEPARTMENTAL County Auditor Deductions Other Administrative Subsidies to Other Funds TOTAL NON-DEPARTMENTAL TOTAL EXECUTIVE BRANCH TOTAL GENERAL FUND $ $ $ $ $
1,854 5,066 1,383 8,303 1,392
22 76 16 114 16
1,975 5,132 1,210
22 76 14 112 14
2,384 5,441 1,210
22 78 15 115 19
2,217 5,906 1,620
23 84 19 126 19
$ $
8,317 1,413
$ $
9,035 1,456
$ $
9,743 1,734
1,627 15,082 19,786 36,495 448,531 492,665
3,984 4,497
1,787 14,442 17,941
3,937 4,436
1,124 22,849 29,682
3,976 4,485
2,314 22,464 32,923
4,207 4,732
$ $ $
34,170 443,443 486,470
$ $ $
53,655 470,831 515,590
$ $ $
57,701 493,279 540,284
February 1, 2014
Revenue Summaries
GENERAL FUND
Revenue Summaries
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Receipts
Charges for services: Medical transport billing, waste collection fees, and other recoverable fees. Fines & Forfeitures: Receipt of criminal fines and court costs from convictions of misdemeanor, felony offenses, camera enforcement program, parking, and non waiverable traffic violations. Grant Revenue: Reimbursements from grants that provide funding for program support. Licenses & Permits: Receipts for City inpsections, food handled, business licenses, and zoning and permit fees. Miscellaneous: Reimbursement from Port Control for Cleveland Police detail at airport. Charge backs by Parks Maintenance for maintenance services performed at various vacant lots located throughout the city, i.e. rubbish removal, grass cutting, tree trimming, snow removal, cleaning and washing equipment, and other services as needed. Interest income, Refunds, inspection fees, charges for return of NSF checks. Also included are Expenditure Recoveries, Cost Allocation Plan recovery, and Grant Indirect Costs. Other Shared Revenue Casino: Ohio Casinos are taxed at a rate of 33 percent on Gross Casino Revenue. The state then disburses the tax revenue to the following funds: 51% to the Host City Fund, 3% each to the Ohio State Racing Commission/Ohio Casino Control Commission and 2% each to the Law Enforcement Training Fund/Problem Gambling and Addictions Fund. The City then distributes: 85% to the General Fund and 15% to a Special Fund for Council. Cigarette & Liquor Tax:
The Cigarette tax is a County tax administered by the State, and distributed back to the Counties, then to the City based on the volume of cigarette licenses sold to dealers and tax stamps purchased to be affixed to individual packages. The state excise tax on cigarettes is now $1.25 per pack. Liquor tax is a County occupational license tax imposed on the privilege of engaging in the alcohol beverage business in Ohio. Businesses such as convenience stores, taverns, etc must obtain a license from the state to, dispense alcoholic beverages. A portion of these license fees are then remitted back to the City from the state.
Commercial Activity Tax (CAT): This is a State assessed tax enacted when Tangible Property Tax was repealed. Businesses with receipts of $150,000 - $1 million will pay a minimum tax of $150. Businesses with receipts of less than $150,000 are not subject to the CAT. Estate Tax: Inheritance Tax is a State tax through Cuyahoga County to the City. The taxable estate equals the value of the gross estate less allowable deductions. 64% of the revenue received is distributed back to the municipal corporation of origin. Sponge Tax was eliminated beginning Fiscal 2006. Estate Tax will be eliminated in 2014. Other: Miscellaneous category including Special projects, Economic Development shared projects, Grant paybacks, other reimbursements for provided services. Property Tax Subsidy: This is a replacement for the Homestead Rollback, 10% Real Property and 2.5% owner occupied Real Property.
February 1, 2014
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Revenue Summaries
Other Taxes Admission Tax: Admission tax is an 8% tax on ticket receipts for entertainment events held within the city. Electric Excise Tax: Excise Tax is revenue derived from a fee paid to a municipality from a franchisee for "rental" or "toll" for the use of city streets and rights-of-way. In consideration of the cost incurred to construct, install, operate, or provide services using facilities in the public rightsof-way Motor Vehicle Lessor Tax: Tax on Rental Cars Parking Tax: 8% Commercial parking tax assessment Property Taxes Property is assessed at 35% of its appraised value. Receipts are classified into four categories; General Fund, Bond Retirement, Police Pension and Fire Pension monies. All monies are deposited into the General Fund except Bond Retirement monies, which belong to Debt Service. Distribution is as follows:
Commercial/ Industrial: Schools: 60.12% Cleveland: 12.70% County: 19.83% Library: 6.45%
Residential: Schools: 52.43% Cleveland: 12.70% County: 20.01% Library: 6.33%
Sale of City Assets All receipts from the sale of City assets which include property and equipment disposal, (i.e. scrap metal value or auction of vehicles and equipment). State and Local Government Fund Local Government fund is a state of Ohio revenue sharing program established in 1934 in which cities share in the collection of the state income, sales, public utility excise tax, and corporate franchise taxes. The distribution basis is basically a function of population and property tax values. The basis was collectively reduced by 50% by the State of Ohio.
February 1, 2014
Revenue Summaries
59
Transfer In Income from land sales at Chagrin Highlands $1,249,593 + Economic Development $1,734,407. Income Tax The city income tax rate is 2% of all wages and business profits. Investment Income Receipts from Interest earned on Investments of comingled funds, including Treasury Notes, Treasury Bills, certificates of Deposit, and Repurchase Agreements. Other Revenue Terms Certificate of Estimated Resources: An original Certificate of Estimated Resources, received from the County Auditor, is based on an estimate of the year-end unencumbered balances and the estimated revenues for the upcoming calendar year as reflected on the tax budget. An amended certificate of estimated resources is received, by the City, after the tax rate resolution and the unencumbered balances/revised revenue estimates are certified to the County. Mills: Local Property tax rates are always computed in mills. One mill costs the property owner $1.00 for every $1,000 of assessed valuation each year. In our example, the $100,000 will produce $35 in tax revenue for each mill. In Ohio, millage is referred to as "inside" millage and "outside" millage. Inside millage is the millage provided by the Constitution of the State of Ohio and is levied without the vote of the people as established very early in the State's history. The inside millage rate is limited to ten mills in each political subdivision. Public schools, cities, counties and other local governments are allocated a portion of the ten inside mills.
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Revenue by Source
Revenue by Source
(000's Omitted) 2012 Actual $ $ $ $ $ 33,837 21,626 5,464 12,372 19,359 $ $ $ $ $ 2013 Unaudited 32,954 20,174 2,903 13,521 24,747 $ $ $ $ $ 2014 Budget 31,564 18,780 1,800 14,255 18,627
RECEIPTS CHARGES FOR SERVICES FINES, FORFEITURES & SETTLEMENTS GRANT REVENUE LICENSES & PERMITS MISCELLANEOUS OTHER SHARED REVENUE CAT Tax Property Tax-State Subsidy Cigarette & Liquor Tax Estate Tax Casino Other $ PROPERTY TAX SALE OF CITY ASSETS STATE AND LOCAL GOVERNMENT FUND TRANSFERS IN INCOME TAX INVESTMENT INCOME OTHER TAXES Admission Tax Motor Vehicle License Tax Parking Tax Electric Excise Tax Hotel Tax Other $ TOTAL RECEIPTS EXPENDITURES NET DECERTIFICATIONS CHANGE IN RECEIVABLES BEGINNING BALANCE ENDING BALANCE $ $ $ $ $ $ $ $ $ $ $ $ $ $ $
2011 Actual 31,604 23,461 3,934 14,326 20,889
1,094 3,991 785 2,672 409 8,951 36,152 734 47,257 5,883 275,731 208
203 3,936 772 3,766 2,911 (12)
102 3,278 779 3,453 9,605 27
102 3,253 775 500 9,327 27
$ $ $ $ $ $ $
11,576 35,999 2 34,673 16,981 290,474 250
$ $ $ $ $ $ $
17,244 32,705 1 28,180 2,444 300,648 467
$ $ $ $ $ $ $
13,984 33,965 27,629 2,984 296,275 400
9,934 2,480 10,905 6,155 4,057 41 33,572 502,703 492,672 10,032 685 6,144 16,861
10,842 2,680 11,343 6,001 4,474 42
12,052 2,762 12,041 6,081 4,735 39
12,150 2,672 11,250 3,000 4,400 42
$ $
35,382 517,995 486,484
$ $
37,710 513,698 515,594
$ $
33,514 493,777 540,289
31,511 2,181 7
(1,896) 639
(46,512)
$ $
16,861 50,559
$ $
50,559 49,303
$ $
49,303 2,791
February 1, 2014
Special Revenue Fund Group

61
2011 Actual
Staff
2012 Actual
RESTRICTED INCOME TAX FUND Established in 1981, this fund receives one-ninth of the City's income tax collections. These funds are restricted by law to expenditures for capital improvements and debt service. RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance $ $ 34,484 33,511 973 476 247 1,696 $ $ 36,326 35,599 726 45 1,696 2,468 $ $ 37,616 38,754 (1,138) 27 2,468 1,357 $ $ 37,074 38,431 (1,357) 1,357
STREET CONSTRUCTION This fund supports basic street maintenance including snow removal, street repairs and resurfacing. The primary revenue sources are the State Auto License and Gasoline taxes and an operating transfer from the General Fund. RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance $ $ 23,840 23,745 95 21 1 117 $ 131 $ 23,718 23,963 (245) 133 117 6 $ 139 $ 25,340 25,571 (231) 242 6 16 $ 139 $ 27,432 27,448 (16) 16 151
RAINY DAY RESERVE FUND This Fund was created in 1993 pursuant to Ordinance 1987-92. General Fund revenues in excess of anticipated expenditures are to be credited to this fund to be used only during periods of significant economic downturns or to fund unanticipated one-time General Fund obligations. RECEIPTS EXPENDITURES Net Beginning Balance Ending Balance $ $ 5,019 5,019 8,532 13,551 $ $ 25 25 13,551 13,576 $ $ 5,047 5,047 13,576 18,623 $ $ 65 65 18,623 18,688
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SCHOOL ACTIVITIES School payments for recreation and cultural activities are made through this fund group. Revenue is derived from parking and vehicle lessor taxes by transfer payments from the general fund. RECEIPTS EXPENDITURES Net Beginning Balance Ending Balance $ $ 1,000 1,000 $ $ 1,000 1,000 $ $ 1,175 1,175 $ $ 1,175 1,175
CLEVELAND STADIUM RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance $ $ 13,889 13,708 181 86 267 $ $ 13,826 9,391 4,435 267 4,702 $ $ 20,888 7,436 13,452 90 4,702 18,244 $ $ 16,224 10,723 5,501 18,244 23,745
February 1, 2014
Major Enterprise
Major Enterprise
63
Enterprise Funds are used to account for operations that function in a manner similar to private business enterprises and are financed primarily by user fees to the general public. The City of Cleveland operates two categories of enterprises. Major Enterprises, consisting of Public Utilities and Airports, are totally self-supporting, whereas the Small Enterprise group, consisting of Cemeteries, Golf Courses, Municipal Parking Facilities, the Cleveland Convention Center and the West Side Market, do not maintain full accrual accounting and may require tax support.
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64
Major Enterprise
UTILITIES ADMINISTRATION RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
2,627 2,831 (204) 6 443 28
2,809 2,882 (74) 83 245 27
3,330 3,099 231 11 253 26
3,173 3,186 (13) 496 27
245
253
496
483
RADIO RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
1,736 1,692 44 1 159 6
2,598 2,216 382 116 203 5
2,003 2,690 (686) 41 702 6
3,456 3,512 (56) 56 8
203
702
56
FISCAL CONTROL RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
2,801 2,918 (116) 353 37
3,073 2,923 150 16 237 40
3,423 3,346 77 403 39
3,951 3,886 65 481 44
237
403
481
546
WATER RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
231,247 239,894 (8,647) 8,217 102,578 1,066
266,402 234,953 31,449 11,873 102,148 1,038
273,997 254,559 19,438 3,274 145,470 968
287,745 287,253 492 168,181 1,131
102,148
145,470
168,181
168,673
February 1, 2014
Major Enterprise
65
Staff
WATER POLLUTION CONTROL RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance CLEVELAND PUBLIC POWER RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance PORT CONTROL RECEIPTS EXPENDITURES Net Receivables & Adjustments Decertifications Beginning Balance Ending Balance
22,100 20,801 1,299 23 4,785 144
23,147 19,909 3,238 975 6,107 139
22,848 21,418 1,431 190 10,320 133
22,685 22,685 11,940 162
6,107
10,320
11,940
11,940
167,979 163,814 4,165 267 16,584 329
164,573 163,539 1,034 2,107 21,016 319
167,902 178,928 (11,026) 278 24,157 295
192,560 188,852 3,708 13,409 344
21,016
24,157
13,409
17,117
124,004 130,781 (6,777) 1,932 51,885 370
144,319 132,063 12,256 1,811 47,040 367
139,470 137,669 1,801 5,468 2,556 61,107 350
161,193 161,193 70,932 420
47,040
61,107
70,932
70,932
February 1, 2014
66
Small Enterprise
Small Enterprise
2011 Actual
Staff
2012 Actual
CEMETERIES RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance GOLF COURSES RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance MUNICIPAL PARKING FACILITIES RECEIPTS EXPENDITURES Net Receivables & Adjustments Decertifications Beginning Balance Ending Balance EAST SIDE MARKET RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
1,724 1,713 11 13 13 18
1,603 1,598 5 1 37 16
1,528 1,504 24 43 16
1,614 1,681 (67) 67 18
37
43
67
1,089 1,115 (26) 3 23 6
834 827 7 2
56 39 17 29 9
243 298 (55) 55
55
8,985 9,019 (34) 22 1,602 17
7,940 7,939 1 65 1,590 17
8,264 8,275 (11) (7) 29 1,656 17
8,188 8,644 (456) 1,667 18
1,590
1,656
1,667
1,211
39 (39) 29 116
40 (40) 2 106
40 (40) 68
12 40 (28) 28
106
68
28
February 1, 2014
Small Enterprise
67
Staff
CONVENTION CENTER RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance WEST SIDE MARKET RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
2,086 2,814 (728) 24 720 9
2,443 2,464 (21) 10 16 9
2,467 2,487 (20) 23 5 11
2,610 2,617 (8) 8 10
16
1,290 1,032 258 8 531 6
1,304 1,044 260 1 797 6
1,278 1,116 162 4 1,058 6
1,268 1,275 (7) 1,224 6
797
1,058
1,224
1,217
February 1, 2014
68
Internal Service Fund Group

2011 Actual
Staff
2012 Actual
This fund group provides services to other City Divisions. Their operations are supported by charges to user Divisions. SINKING FUND RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance $ $ 928 928 $ 2 $ 884 879 5 5 $ 2 $ 703 703 1 5 6 $ 2 $ 954 960 (6) 6 3
TELEPHONE EXCHANGE RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
5,388 5,540 (152) 20 155 17
5,866 5,738 128 2 23 15
6,128 6,116 13 1 154 16
6,670 6,836 (167) 167 18
23
154
167
MOTOR VEHICLE MAINTENANCE RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
19,339 19,099 240 101 281 75
19,802 18,459 1,343 88 622 69
16,806 18,862 (2,056) 70 2,053 69
19,646 19,713 (67) 67 77
622
2,053
67
PRINTING & REPRODUCTION RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
2,078 2,145 (67) 42 92 14
2,189 2,194 (5) 107 67 13
2,200 2,106 94 5 169 12
2,490 2,758 (268) 268 13
67
169
268
February 1, 2014

69
Staff
STOREROOM RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
837 834 3 87 1
495 568 (73) 90 1
520 524 (4) 2 17 1
549 565 (16) 16 2
90
17
16
HEALTH SELF INSURANCE FUND RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
44,896 44,896
PRESCRIPTION SELF INSURANCE FUND RECEIPTS $ EXPENDITURES Net Decertifications Beginning Balance Ending Balance $
9,898 9,898
February 1, 2014
70
Agency Fund
Agency Fund
(000's Omitted) Staff 2013 Unaudited $ 82 8,859 9,020 (161) 24 443 $ 306 $ 73 Staff $ 2014 Budget 10,236 10,236 306 306 98 Staff
CENTRAL COLLECTION AGENCY RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
2011 Actual $ 7,710 8,015 (305) 96 655 $ 447
Staff $ 74
2012 Actual 8,611 8,706 (95) 91 447 $ 443
DEBT SERVICE Debt Service payments are made through this fund group. Revenue is derived from property taxes, income taxes, TIF receipts and transfer payments from various special revenue funds.
RECEIPTS EXPENDITURES Net Decertifications Beginning Balance Ending Balance
62,923 61,910 1,013 9,442 2
66,330 61,685 4,645 10,455 2
83,382 85,530 (2,148) 15,100 2
70,675 70,690 (15) 12,952 2
10,455
15,100
12,952
12,937
February 1, 2014
Departmental Goals & Objectives

71
The City of Cleveland recently launched, and is executing, formal Strategic Planning processes which cascade goals down from the Mayor to Divisions, Departments, and employees. The resultant Department goals are long term (three to five years) in nature. As a result, major modifications are not required on a yearly basis although continuous tracking, monitoring, and identification of strengths and weaknesses is an ongoing process to ensure that the City remains on track for goal achievement. For individual employees, however, this process consists of establishing specific, measurable, achievable, realistic and time-targeted (S.M.A.R.T) goals to ensure that employee objectives remain aligned with the strategic goals of the City and that every employee understands how their efforts contribute to the City's success. To ensure ongoing success, the City developed goals which address the entire scope of City Operations, itemize where the City is going as an organization and what it intends to accomplish as it progresses along the identified strategic paths. Management then monitors the progress of City Operations on a continuous basis and takes corrective action measures where necessary to ensure the efficient use of resources and progress towards goal achievement.
Customer Service
AGING
Improve the quality of life for Cleveland seniors and adults with disabilities and assist them to maintain their independence by effectively executing the department's many programs and by developing new strategies and services as resources permit through. Increase technological knowledge throughout the Department of Aging by ensuring each staff person is assigned a personal computer and successfully completes one work related computer training class. Effectively manage city general funds and grant funds, meeting the specific fiscal and reporting requirements associated with funding across various sources and continue to seek new funding opportunities.
Efficiency Through Technology
Quality Service
Customer Service
BUILDING & HOUSING
To secure a good Quality of Life for the City's citizens and business operators, through measured continued improvement in 2013 and 2014, Department staff will provide its customers service that achieves performance standard levels of service targets with aggressive property maintenance enforcement, significant abatement of nuisance, vacant, distressed properties, timely facilitation of private investment projects in all city neighborhoods and predictable, consistent implementation of the Department's regulatory programs. In 2013 and 2014, several revised business applications in the Accela Work Management System will "go live" resulting in more efficient business processes, enhanced productivity and more predictable quality customer service. In 2013 and concluded by mid-year 2014, the Department of Building and Housing web site will be analyzed and revamped to be more informative, clear and user friendly to the Department's customers.
Efficiency through Technology
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72
Quality Service
Through measured continued improvement in 2013 through 2014, Department staff will be accountable for achieving performance targets resulting in prompt responses to citizen property inspection requests, follow-up on property maintenance and permit actions, compliance with nuisance abatement contract and business process specifications, timely reviews of construction project plans and predictable, consistent administration of the Department's regulatory programs. To advance Mayor Jackson's goal of city government operating in a sustainable manner, in 2013 and 2014, the Department will execute specific action steps resulting in more sustainable business processes. Maintain a high quality, diverse Department staff that is enhanced through the development in 2013 and 2014 of training and employment strategies that seek to attract candidates for positions through the development of required skills.
Customer Service
CAPITAL PROJECTS
Upgrade and maintain MOCAP website by providing more access to project information to the internal and external stakeholders starting in First Quarter, 2014 and completing first round of improvements by September 1, 2014. (Also Efficiency Through Technology) Implement the newly developed MOCAP Sharepoint program for the whole Department starting in First Quarter, 2014 and modify as needed to be fully operational by December 31, 2014. Upgrade and maintain MOCAP website by providing more access to project information to the internal and external stakeholders starting in First Quarter, 2014 and completing first round of improvements by September 1, 2014. (Also Customer Service) Provide training and mentoring to all Department staff in regards to project delivery reporting and project delivery methodologies consistent with the recommendations of the nearly completed efficiency study. Train at least ten (10) Project Managers to the first level of a recognized project management training program by December 1, 2014. Standardize all processes and procedures dealing with project delivery for whole of Department to better predict outcomes and project delivery starting in First Quarter, 2014 and completing at least ten (10) Standard Operating Procedures. Implement a Quality Assurance Program for all aspects of project delivery for the whole of Department starting in Second Quarter, 2014 and completing at least the Standard Operating Procedures Manual by December 31, 2014.
Quality Service
February 1, 2014

CITY PLANNING
73
Healthy Neighborhoods. Ensure that neighborhood planning uses a more heath-centered approach through the utilization of new tools and methods to regulate design and development. Service. Ensure that planning services are provided efficiently, promptly, understandably, professionally and courteously. Engagement. Utilize high tech, low tech, and no tech means to engage community residents and stakeholders in all stages of the planning processes Sustainability. Ensure that sustainable design principles are incorporated into plan development, design review, and zoning. Equity. Ensure that equity considerations are infused in development planning approaches. Connections. Link local transportation & community planning initiatives to city, regional, statewide and national development efforts. Collaboration. Work internally, externally and across multiple sectors including public, private, philanthropic, and non-profit sectors to advance comprehensive approaches to development. Prosperity. Utilize community planning as a mechanism to create job growth in the city and region, while connecting all city residents to employment and wealth-building opportunities through quality transportation options. Secure and Align Financial Resources. Secure essential financial resources through grants and strategic partnerships through the aligning of CPC strategies with strategies of potential funders. Develop Staff Capacity. Continue to develop individual and group (team) capacity for accountability, communication, collaboration, decision-making, effective action, and leadership. Enhance & Develop Key Processes, Practices, and Tools. Develop, improve and sustain key 'valueadd' processes, practices, and tools to facilitate consistently effective planning, regulation, advocacy, and implementation by the CPC and its stakeholders. Optimize Technology. Optimize use of technology to automate processes, facilitate communications and connections, manage data, increase access to information, and support organization learning. Advance CPC Relationship Network. Advance a network of strategic partnerships/alliances and collaborations essential to the CPC mission. Promote the CPC Mission. Consistently communicate and promote the CPC Department's message to the CPC at large, the City of Cleveland Administration, the CPC relationship networks and the Cleveland community.
Quality Service
Continue to emphasize housing and multi-family renovation with NSP and housing Trust Fund programs with houses meeting the green building standards. Successfully integrate the lead hazard control grant into the CD program offerings for improving the existing housing stock.
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74

CIVIL SERVICE
Customer Service
Explore Options for full online testing application. Explore automation options for customer online access to all current eligible lists. Improve the quality of test notification which will result in efficient testing.
Efficiency through Technology Quality Service
COMMUNITY DEVELOPMENT
Develop a database to better track and monitor development activities and projects. Land Bank will update its tracking system to account for: The ordinance that allows for all land bank sales to occur without legislation. Increase land acquisition due to projected increase in "Board of Revision" and demolition volume. Continued emphasis in sales for yard expansions. Continue to emphasize housing and multi-family renovation with NSP and housing Trust Fund programs with houses meeting the green building standards. Successfully integrate the lead hazard control grant into the CD program offerings for improving the existing housing stock.
Quality Service
COMMUNITY RELATIONS BOARD Efficiency through Technology

Execute community outreach to provide pertinent information to our database of 2,500 unduplicated e-mail addresses from residents, businesses and community and civic organizations. Create, develop and provide training and support for 200 street/block clubs, community/ neighborhood associations and call circles. Conduct 100 safety fairs, resource/information fairs, race relations forums and increase attendance at police/community relations meetings by 10%. Conduct 40 youth development and violence prevention seminars, training, work experiences and community dialogues for 1,250 unduplicated youth and young adults. Conduct 25 crisis interventions, mediation sessions, outreach and referrals to 600 unduplicated, formerly incarcerated persons, group member involved (GMI) and/or at-risk youth and young adults. Execute 44 special events and activities for 3,500 ethnic/multicultural/diverse communities through partnerships with various organizations.
Quality Service
Customer Service
February 1, 2014

ECONOMIC DEVELOPMENT Customer Service
75
Continue to provide excellent customer service to Cleveland businesses, responding within 2 days of inquiries. Develop a strategy for support of micro-lending to encourage new small businesses, especially for women and minorities. Implement PORTFOL software to allow accurate tracking of all applicants and incentive recipients to determine jobs created and retained community benefits and return on investment. Develop and implement a new business focused website and brand for the City of Cleveland as well as a social media strategy to advise both residents and businesses about the City's Economic Development activities and programs.
Customer Service
FINANCE
To provide transparent financial reporting services that can be utilized by internal and external users to assist them with operational planning and reporting needs. (Also Efficiency through Technology) To provide a paperless data warehousing environment through CGI Advantage software system that contains all the financial data, with appropriate levels of reconciliation, operational, budgetary performance measures. To provide transparent financial reporting services that can be utilized by internal and external users to assist them with operational planning and reporting needs. (Also Customer Service) To provide professional financial management services and protect the fiscal integrity of the City by maximizing the collection of revenue, monitoring the efficient allocation and expending of funds necessary to support municipal operations and judiciously investing public funds.
Quality Service
Customer Service
HUMAN RESOURCES
To become a more strategic partner to City departments by ensuring the delivery of quality and reliable services. To become more efficient through automation (benefits automation, Employee Self Service, applicant tracking, records retention and scanning). To deliver quality, uniform and cost effective services to City employees in the areas of personnel administration, training, employee and labor relations, and benefits.
Quality Service
February 1, 2014
76

LAW
Customer Service
Increase communication with client departments on the status of legal assistance requests and litigation. Explore, and implement, technology solution for monitoring the status of the Department's work, specifically public records and litigation, to further efficiency and accountability.
Customer Service
OFFICE OF EQUAL OPPORTUNITY
Host Quarterly Contractor Meetings Outreach, communications and information sharing. Citywide Prevailing Wage Standardization Effective Certification and Contract Compliance Refine the Small Contractor Rotation Program Explore Penalty Process for C.O. 187
Quality Service
Customer Service
PORT CONTROL
Annually improve passenger satisfaction ratings compared to benchmark airports. (The benchmark airports are Cincinnati, Indianapolis, Austin-Bergstrom, Salt Lake City, Columbus, Detroit, Minneapolis, Dallas-Fort Worth, Boston Logan, and Denver) Implement scheduled IT (Information Technology) Master Plan initiatives Annually meet prescribed runway clearance times during the snow season Implement the Cleveland Airport System Mentor Protg Program by Q4 2014
Efficiency Through Technology Quality Service
Customer Service
PUBLIC HEALTH
To improve CDPH's services to both internal and external customers through enhanced staff training and ongoing measurement of customer satisfaction. To promote the Healthy Cleveland Initiative within all City Departments and throughout Cleveland communities. To increase CDPH's ability to effectively address the City's most critical public health issues by utilizing new technology and/or processes to enhance productivity and efficiency. To improve the quality of CDPH's programs and services by routinely monitoring performance indicators and targets - and implementing corrective action plans in response to deficiencies. To standardize the management, monitoring and oversight of CDPH grants across all Divisions by instituting monthly and quarterly monitoring of all grants. To pursue national accreditation status for the Cleveland Department of Public Health.
Quality Service
February 1, 2014
77
Customer Service
PUBLIC UTILITIES
DPU will deliver "best-in-class" customer service through efficient and effective operations. DPU will use its technology investments and implement new technology to become more efficient and effective in meeting its customer service and operational commitments. DPU will complete the Mayor's reorganization in order to deliver high quality and reliable service throughout our service area.
Quality Service
Customer Service
PUBLIC SAFETY
Each employee within the Department of Public Safety will receive continuing education and training in the following areas: Customer service focusing on restoring public confidence, quality service that focuses on personal integrity, professionalism, and fairness Ensure each employee adheres to all City, Department, and Divisional policies, procedures and orders. All personnel charged with the duty and responsibility to supervise and manage subordinates shall receive employee evaluation training (to be provided by EASE@Work through HR).
Quality Service
Efficiency through Technology Quality Service
PUBLIC WORKS
Implement technology to assist with the management and decision making of operations. Operate and maintain clean, accessible, vibrant public spaces for exploration, relaxation, and exercise, while connecting culturally diverse venues of sports, entertainment, and educational experience. Provide consistent quality service, clean neighborhoods and safe right of ways for pedestrians, motorists, and visitors that make our City a better place to live, work and play.
Customer Service
WORKFORCE DEVELOPMENT
To place 4,000 individuals into jobs during the July, 2013 - June 2014 program year. To increase the number of individuals successfully transitioned from Public Assistance to employment by 10%. To increase the number of youth provided opportunities for employment by 10% over the previous program year.
February 1, 2014
78
General Government COUNCIL AND CLERK OF COUNCIL

Kevin J. Kelley, Council President Patricia J. Britt, Clerk Of Council
Council General andGovernment Clerk of Council
The legislative powers of the City of Cleveland are vested in the Cleveland City Council, except for those powers reserved to the people by Charter. Council has authority, expressly conferred by the Charter, to divide the City into wards, determine Council meeting dates, elect a President and choose a Clerk. The Council, the Mayor and any person or Committee authorized by the Council or the Mayor, have the power to inquire into the conduct of any department, office, officer or employee of the City, and to investigate City matters of concern. The City Council meets at 7:00 p.m. every Monday, except that Council meets once in July and once in August, on a day and time set by the Council. All Council meetings are held in the Council Chambers of City Hall. Various Council Committee meetings are held during the week to discuss in detail, all legislation to be approved, amended or disapproved by the Council. Special Council meetings may be called by the President at any time, with proper public notice. The City Clerk/Clerk of Council ("the Clerk") is custodian of all Council records as well as any other city documents as may be required by ordinance. The Clerk is the editor of the City Record, a publication containing all transactions and proceedings of the Council, all legal advertising of the City as well as other information related to City affairs. The Clerk must keep a proper file of all papers and documents which are part of the transactions of the Council or of Council committee meetings and must keep attendance records of all such Council meetings and committees. Further, the Clerk must make all public records available for public inspection. The Clerk is empowered to authenticate records with her/his official signature and seal.
Members and staff of Council and the Clerk perform several specialized activities such as: Research on a variety of local and global issues impacting the City; Policy analysis and development to address the issues of various constituencies through legislation/ legislative process; Communications that serve to link the Council with the public; Legislative services that oversee the process of writing and passing laws, and preparation of public resolutions of congratulations, commemoration, commendation, appreciation and welcome; Financial oversight and reporting to keep Council informed of the overall fiscal condition of the City; and Archiving of Council and City documents; collecting and maintaining historical and current data about the City of Cleveland; responding to local, national and international information requests.
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Elected Officials Part-Time Permanent Longevity Separation Payments $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Steam Contractual Services Professional Services Expense Account Reimbursement Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Taxes $ $ $ $ $ $ 2011 Actual $ 1,897,592 1,416,724 111,427 11,125 3,436,867 412,167 93,839 33,897 3,436 480,975 41,871 61,531 2,734 4,872 1,135,324 44,120 22,977 3,702 70,799 626,662 219,954 449,999 47,912 100 139 1,344,767 $ $ $ $ $ $ $ $ $ $ 2012 Actual 2,039,734 1,458,926 98,420 12,025 610 3,609,715 429,896 660 110,961 35,561 3,582 495,437 45,368 52,739 2,780 2,187 1,179,171 33,910 23,667 4,214 61,791 340,434 212,329 503,689 34,986 250 5 1,091,692 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 2,260,013 1,450,467 86,161 13,925 87,374 3,897,940 456,538 490 113,577 35,046 3,587 522,284 49,924 50,613 2,595 1,234,655 44,909 30,760 4,849 80,518 11,887 11,887 433,200 139,557 658,148 26,765 1,257,670 $ $ $ $ $ $ $ $ $ $
79
2014 Budget 2,182,137 1,306,399 96,949 16,075 60,000 3,661,560 484,784 112,532 35,946 3,540 495,260 46,535 49,772 2,472 32,000 1,262,841 50,964 33,579 5,252 89,795 14,000 14,000 465,035 244,800 662,650 32,500 100 500 1,405,585
February 1, 2014
80

2011 Actual $ 20,435 125,297 12,676 6,348 $ 164,757 5,650 5,650 45,697 31,313 25,700 $ $ 102,710 6,260,874 $ $ $ $ $ $ $ 2012 Actual 13,018 200,258 315 12,814 11,097 237,503 3,039 3,039 56,031 45,311 33,654 134,996 6,317,907 $ $ $ $ $ $ $ 2013 Unaudited 15,770 289,620 13,710 4,730 323,830 2,084 2,084 30,353 77,807 50,143 158,303 6,966,887 $ $ $ $ $ $ $ 2014 Budget 13,400 289,403 12,000 8,000 322,803 6,781 6,781 33,371 88,227 52,243 173,841 6,937,206
Expenditures (Continued)
Materials & Supplies Office Supplies Postage Computer Software Food Just In Time Office Supplies Maintenance Maintenance Office Equipment Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom
$ $ $
Revenues
Charges For Services Miscellaneous $ $ 2011 Actual 6,209 404 6,614 $ $ 2012 Actual 1,260 1,941 3,201 $ 2013 Unaudited $ 45,446 45,446 $ $ 2014 Budget 200 1,000 1,200
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 1 1 18 1 21 1 18 1 20 1 1 1 1 1 1 1 1 1 1 1 1 3 2 1 1 1 1 1 22 63 No. of Employees December 2013 1 1 18 1 21 1 18 1 20 1 1 1 1 1 1 1 1 1 1 0 1 3 2 1 1 1 1 1 21 62 Budget 2014 1 1 16 1 19 ADMINISTRATIVE SUPPORT 1 16 1 18 PROFESSIONALS 1 1 1 1 1 1 1 1 1 1 0 1 5 2 1 1 1 1 1 23 60 TOTAL FULL TIME Administrative Assistant Administrative Secretary Chief City Archivist Chief Legislative Secretary Deputy City Archivist Deputy Clerk Executive Assistant Executive Assistant-Clerk of Council Financial Assistant Financial Officer First Assistant Clerk Information & Technology Administrator Legislative Assistant Legislative Committee Clerk Personnel Administrator-Council Planning and Development Advisor Policy Research Analyst Public Relations Manager Special Counsel 21,851.06 20,800.00 21,851.06 21,851.06 20,800.00 21,851.06 24,974.46 24,974.46 20,800.00 20,800.00 24,975.91 21,851.06 20,800.00 20,800.00 21,851.06 55,000.00 21,851.06 21,851.06 41,416.04 Council Receptionist Executive Assistant Council (Wards 1-17 & 19) Executive Assistant Council President 20,800.00 20,800.00 24,975.00 Salary Schedule Position ADMINISTRATORS & OFFICIALS Clerk of Council Council President Councilman Director of Policy Research Minimum 42,865.60 86,259.22 76,259.21 24,974.46
81
Maximum 106,865.05 86,259.22 76,259.21 77,490.61
46,494.36 45,000.00 45,000.00
73,469.32 73,469.32 77,490.61 77,490.61 73,469.32 73,469.32 77,490.61 77,490.61 46,494.36 73,469.32 77,490.61 74,211.15 61,992.49 61,992.49 77,490.61 77,233.52 73,469.32 77,490.61 82,750.20
February 1, 2014
82

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 1 1 2 64 Salary Schedule PART TIME Legislative Assistant Special Counsel TOTAL PART TIME TOTAL DIVISION Position Minimum 20,800.00 41,416.04 Maximum 61,992.49 82,750.20
Budget 2013 1 1 2 65
Budget 2014 1 1 2 62
February 1, 2014
General Government OFFICE OF THE MAYOR

Frank G. Jackson, Mayor
Office of the Mayor
83
The Mayor serves as Chief Executive Officer and Ex Officio President of the board of Control for the City. The Mayors staff provides supervision and management assistance to City-funded neighborhood projects and City service operations. Also, the Mayors staff informs the Mayor on the operational status of various service programs and provides feedback on inquires of members of Council and other government agencies, citizens, and the business community on programs that directly affect them. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: MAYORS ACTION CENTER To handle complaints and inquiries received from the public in writing, by telephone, by email, or from walk-in visitors. Refer complaints to the appropriate Department and respond to the citizen within ten (10) days. Follow-up to ensure prompt corrective action when necessary. OFFICE OF COMMUNICATIONS To inform the citizens, city employees, the business community, the media, and all constituents of the Mayors policies, issues confronting the executive branch of City government and the availability of city services. To coordinate ceremonial functions and special events and to promote the Mayors initiatives. Communicate with local, regional and national media; coordinate mayoral communications to the general public and employees via electronic communication; manage the Citys cable access television station and photographic bureau; research issues and create special documents, publications and speeches as needed; manage event requests for mayoral scheduling and create Mayoral ceremonial and presentation documents as needed. GOVERNMENT AND INTERNATIONAL AFFAIRS To promote, develop and maintain working partnerships with all international, federal, state, county, local government, and other external agencies on behalf of the city and oversee interaction and coordinate with Cleveland City Council. Establish and maintain relationships with international dignitaries, delegations or visitors; coordinate activities with international delegations; serve as liaison to local, state, and federal elected officials; monitor legislative activity and advise on legislative matters; state, county and local government relations; monitor Jackson Administration's appointments to internal and external boards and commissions.
ACTIVITIES:
PROGRAM NAME: OBJECTIVES:
ACTIVITIES:
February 1, 2014
84

2011 Actual 2012 Actual 2013 Unaudited 2014 Budget
Expenditures
Salaries and Wages Full Time Permanent Elected Officials Part-Time Permanent Longevity Separation Payments Overtime
1,416,502 132,775 13,636 3,950
1,474,690 135,597 14,078 4,250 3,393
1,531,142 136,758 14,237 5,375 7,071 1
1,647,287 136,758 20,000 6,450 50,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Security Services Expense Account Reimbursement Insurance And Official Bonds $ Materials & Supplies Office Supplies Computer Supplies Computer Software Food Other Supplies Special Events Supplies Just In Time Office Supplies $ $ $ $
1,566,863 172,469 35,306 12,432 1,347 219,026 22,372 27,404 1,069 491,425 15,253 2,099 5,866 23,219 277 112 580 100 1,069 1,377 313 425 80 2,750 4,068
$ $
1,632,007 178,559 60 39,303 12,965 1,374 226,363 23,347 24,010 1,039
$ $
1,694,585 189,331 110 40,551 13,471 1,416 228,469 24,154 22,617 1,022
$ $
1,860,495 225,258 120 45,736 14,810 1,536 252,565 22,412 21,638 1,056
$ $
507,020 14,289 739 5,983
$ $
521,141 11,983 1,300 5,449
$ $
585,131 15,000 4,000 5,700
$ $
21,012 552 688 339 250
$ $
18,732 468 377 198
$ $
24,700 650 650 600 600 250
$ $
1,829 560 1,000 3,720 4,139
$ $
1,043 326 3,000 3,849
$ $
2,750 500 3,000 1,000 4,000 7,000
February 1, 2014

2011 Actual $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ 9,012 27,112 19,247 7,717 21,180 75,256 2,166,845 $ $ $ $ 2012 Actual 9,419 26,124 19,331 5,905 15,847 67,207 2,238,494 $ $ $ $ 2013 Unaudited 7,176 24,731 22,584 7,516 15,913 70,744 2,313,421 $ $ $ $
85
2014 Budget 15,500 27,190 25,609 7,932 18,870 79,601 2,568,177
Revenues
2011 Actual Miscellaneous $ $ 425 425 $ $ 2012 Actual 259 259 $ $ 2013 Unaudited 20,285 20,285 $ $ 2014 Budget
February 1, 2014
86

COMPARISON OF STAFFING LEVEL
Budget 2013
No. of Employees December 2013
Budget 2014
Salary Schedule Position ADMINISTRATORS & OFFICIALS Minimum Maximum
6 1 1 18 26
5 1 1 18 25
6 1 1 19 27
Executive Assistant to the Mayor Mayor Secretary to the Mayor Special Assistant to the Mayor TOTAL FULL TIME PART TIME
50,795.81 132,775.20 50,795.00 20,800.00
176,729.77 132,775.20 183,340.00 109,337.75
1 1 27
1 1 26
1 1 28
Special Assistant to the Mayor TOTAL PART TIME TOTAL DIVISION
20,800.00
109,337.75
February 1, 2014
General Government OFFICE OF CAPITAL PROJECTS

Matthew L. Spronz, Director
Office of Capital Projects
87
Mission Statement To provide for the planning, designing, construction, survey, permitting, inspection, and preservation of the city of Cleveland's facilities and infrastructure through: collaborative comprehensive planning; leadership in management; excellence in sustainable design and technical expertise and; quality construction based on fair administration, integrity and professionalism. Ordinance No. 1332-10, passed November 22, 2010, established the Office of Capital Projects. In the Office of Capital Projects there are 4 divisions; the Division of Administration, the Division of Engineering and Construction, the Division of Architecture and Site Development and the Division of Real Estate. The Office of Capital Projects administers the Capital Improvement Program (CIP) for the city. Activities include evaluating requests to lease, expand, vacate, alter, remodel or construct city owned space, land, facilities and infrastructure; recommending priorities for capital projects, based on linkage to citywide plans and condition assessments; providing direct oversight for major capital projects; developing and implementing standards for facilities and infrastructure to assure safe, sustainable, efficient design and construction of the city's assets.
February 1, 2014
88

Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments Overtime
2,633,546 64,045 19,950 1,684 15,169
2,721,842 118,565 19,875 92,256 8,626
3,148,029 149,370 22,050 10,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Appraisal Fees Parking In City Facilities Taxes Property Rental Equipment Rental Other Contractual $ Materials & Supplies Office Supplies $ $ $ $
$ $
2,734,394 390,027 300 83,795 29,461 2,852 381,877 35,541 40,403 2,053 2,820 3,820 1,200
$ $
2,961,163 411,517 303 85,968 29,941 2,847 385,718 39,536 49,060 1,894 3,420 1,050
$ $
3,329,449 527,309 300 107,878 36,328 3,355 463,036 47,977 39,690 2,280 4,620 1,500
$ $
974,147 3,262 3,196 6,694
$ $
1,011,254 2,423 3,750 8,436
$ $
1,234,273 2,000 9,350 8,650
$ $
13,152 128,603 6,668 9,250 12,661 127,425 5,753 575
$ $
14,609 122,810 2,971 683 500 11,580 149,495 624
$ $
20,000 179,000 7,400 1,500 10,000 13,250 200,000 1,000 500
$ $
290,934 716
$ $
288,662 115
$ $
412,650 2,800
February 1, 2014

2011 Actual Computer Supplies Computer Software Small Equipment Hygiene And Cleaning Supplies Photographic Supplies Paper And Other Printing Suppl Other Supplies Bridge Maintenance Supplies Safety Equipment Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Computer Software Maintenance $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Waste Collection $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2012 Actual 627 249 2,352 8,084 12,028 616 21,462 22,078 496 496 8,225 3,931 20,636 798 31,707 1,452 66,749 4,113,978 $ $ $ $ $ $ $ $ 2013 Unaudited 4,000 4,389 8,504 686 24,702 25,388 1,371 1,371 8,710 1,463 24,402 471 13,412 595 49,053 4,360,004 $ $ $ $ $ $ $ $
89
2014 Budget 2,000 3,000 200 500 3,000 500 5,000 5,000 8,100 30,100 2,000 35,000 37,000 9,576 2,538 22,473 497 17,860 52,944 5,116,416
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous Sale Of City Assets $ $ $ $ 2012 Actual 24,019 81,875 1,195,844 1,301,738 $ $ 2013 Unaudited 14,968 69,935 1,236,316 560 1,321,779 $ $ 2014 Budget 57,000 1,200,300 1,257,300
February 1, 2014
90
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 0 1 1 2 1 5 1 1 1 2 1 6 1 1 1 2 1 6 ADMINISTRATIVE SUPPORT 2 1 2 5 2 1 2 5 2 1 2 5 PROFESSIONALS 1 1 2 6 1 1 1 1 1 2 0 3 3 1 1 1 1 2 29 1 1 2 6 1 1 0 0 1 2 0 3 3 1 1 1 1 2 27 1 1 2 7 1 1 0 1 2 2 1 3 3 1 1 1 1 2 31 Architect Chief Sidewalk Inspector Construction Technician Consulting Engineer Deputy Project Director Landscape Designer Manager of Parks Rec Research & Planning Manager of Site Development Project Coordinator Project Director Project Manager Section Chief Engineering and Construction Senior Assistant Designer Senior Budget and Management Analyst Senior Landscape Architect Supervisor of Site Development Surveyor Survey Party Chief 10.00 20,800.00 12.02 36,000.00 20,092.80 10.00 22,333.40 22,333.40 27,325.56 22,333.40 20,800.00 50,000.00 10.00 26,273.96 10.00 20,800.00 10.00 20,800.00 Administrative Officer Junior Personnel Assistant Principal Clerk 20,800.00 20,800.00 14.88 Assistant Director Commissioner of Real Estate Executive Assistant to the Mayor Special Assistant to the Mayor Superintendent of Sidewalks 36,590.39 40,314.82 50,795.81 20,800.00 22,333.40 Minimum
91
Maximum
142,340.94 121,901.44 176,729.77 109,337.75 63,607.63
52,979.99 39,367.76 20.10
30.55 45,945.41 23.32 94,991.29 62,836.42 28.86 74,106.01 74,106.01 90,294.89 80,282.43 60,712.22 97,819.83 24.59 78,265.22 30.54 53,900.54 27.39 56,325.64
February 1, 2014
92

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIANS 0 7 7 46 2 48 0 9 9 47 5 52 1 11 12 54 4 58 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Chief Engineering and Construction Inspector Engineering & Construction Inspector 25.39 19.05 27.39 21.05 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
General Government LANDMARKS COMMISSION

Robert Keiser, Secretary
Landmarks Commission
93
Mission Statement The Landmarks Commission is charged with the preservation of Clevelands heritage of historic buildings, sites, and districts. The Commission identifies architecturally and historically significant buildings, sites, and districts as local landmarks, and it ensures that appropriate changes occur to those properties, according to the Secretary of the Interiors Standards for Rehabilitation. The Landmarks Commission is an eleven-member board with the charge to safeguard the Citys heritage through the preservation of historic buildings and districts. Seven members are appointed by the Mayor, two by the City Council President, and two serve by virtue of office. The Commission office is administered by two full time staff members. The Commission recommends buildings, sites or historic districts that are eligible for local designation as landmarks. It follows established criteria listed in the Landmarks Ordinance, Chapter 161 of the Codified Ordinances. Exterior changes to individual Landmarks or properties within historic districts are reviewed by the Landmarks Commission as part of the building permit process. Neighborhood based design review committees act as advisory committees to the Landmarks Commission. The Commission staff conducts a continuing historic building and site survey of Landmark and National Register designation. The Cleveland Landmarks Commission acts as a Certified Local Government Grant in coordination with the State Historic Preservation Office and the National Pak Service in National Register designation and cases involving 106 Environmental Reviews. PROGRAM NAME: OBJECTIVE: DESIGN REVIEW When large historic districts are created the Landmarks Commission creates local design review committees. The Design Review Committee makes recommendations to the Commission regarding design issues and architectural appropriateness. The Landmarks Commission staff attends local Design Review Committee meetings. It prepares staff reviews of designs submitted by applicants to Design Review Committees. The Commission staff is also involved in the training and staff support to Design Review Committees. PERMITS AND CASES The Landmarks Commission makes decisions regarding the granting of Certificates of Appropriateness for the issuance of building permits. The Landmarks Commission staff provides support to the Landmarks Commission for changes to historic property. The Landmarks Commission staff prepares agendas, minutes, and evidence for Commission meetings. The staff meets with applicants about proposed changes to buildings that have been locally designated. The Landmarks staff reviews and approves many smaller cases on an administrative basis. It prepares larger cases for hearing before the Landmarks Commission, making recommendation on actions that need to be taken. This staff also maintains records of all decisions made by the Commission as well.
ACTIVITY:
PROGRAM NAME: OBJECTIVE:
ACTIVITY:
February 1, 2014
94

SURVEY The Landmarks Commission staff identifies buildings, sites, and historic districts for the purpose of Cleveland Landmark and National Register designation. Historic designation recognizes the importance of the property to the City, and may make historic Federal and State tax credits available to property owners. The Landmarks Commission conducts surveys to assess the significance of historic buildings, sites, and districts and promote historical significance of Cleveland neighborhoods, on a continuing basis. Staff takes photographs, conducts historical and property research, writes architectural descriptions and statements of significance, and prepares legislation for Landmark designation.
ACTIVITY:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Board Members Longevity Separation Payments $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Contractual Services Professional Services Advertising And Public Notice Parking In City Facilities $ Materials & Supplies Just In Time Office Supplies Interdepart Service Charges Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
95
2014 Budget
94,362 44,179 1,375 139,915 6,986 2,135 537 113 19,642 1,211 2,486 90 299 33,499 750 269 582 1,601 1,335 363 1,698 176,714
96,321 39,575 1,375
100,931 40,134 1,375
97,193 50,973 1,550 35,000
$ $
137,271 10,904 3,233 886 118 18,971 1,155 2,144 90 959
$ $
142,440 13,628 3,782 1,067 118 19,377 1,191 1,888 84 759
$ $
184,716 14,572 3,782 1,076 118 27,882 2,580 1,819 82
$ $
38,460 50,948 645 513
$ $
41,895 918 554 664
$ $
51,911 3,600 800 650
$ $ $ $ $ $
52,107 374 374 1,145 196 1,341 229,553
$ $ $ $ $ $
2,136 247 247 894 193 1,087 187,804
$ $ $ $ $ $
5,050 900 900 1,014 204 1,218 243,795
Revenues
February 1, 2014
96
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 PROFESSIONALS 1 1 2 1 1 2 1 1 2 Chief City Planner City Planner TOTAL FULL TIME BOARD MEMBERS 1 6 7 9 1 5 6 8 1 6 7 9 Chairman of Landmarks Commission Member of Landmarks Commission TOTAL BOARD MEMBERS TOTAL DIVISION 7,775.00 7,200.00 30,000.00 30,000.00 Salary Schedule Position Minimum
97
Maximum
82,781.08 60,707.77
7,775.00 7,200.00
February 1, 2014
98
General Government BOARD OF BUILDING STANDARDS AND APPEALS

Antoinette Cobb, Executive Secretary
Board of Building Standards and Appeals
Mission Statement To maintain and ensure high quality and safe standards in building construction by enforcing the Ohio Building code, the Cleveland Building Code, and the Cleveland Rehabilitation Code. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: APPEALS REVIEW To fairly hear and decide cases objectively, involving the Ohio Building Code. To conduct bi-weekly inter-department staff related cases, meet with applicants and affected city officials, and recommend actions to the Boardand adjudicate each case before the Board. OHIO BUILDING CODE REVIEW To hear and decide cases involving the Ohio Building Code fairly and objectively. To hear testimony, interpret the OBC, and adjudicate each case before the Board at its biweekly meetings. PERMITS AND CASES To fairly and objectively hear and decide any cases involving the issuance of violation notices, condemnation orders, adjudication orders, notices of non-conformance and similar administrative actions issued against City code. To conduct bi-weekly meetings, hear testimony by applicants, city officials, and members of the public regarding appeals from administrative action; and to interpret the relevant codes, RECORD MAINTENANCE To maintain detailed records of proceeds of the Board of Building Standards and Building Appeals as required by Charter and laws of the State of Ohio. To maintain minutes, case files, and records for all appeals, and to commence conversion of records to digital format.
ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Board Members Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Contractual Services Professional Services Court Reporter Parking In City Facilities $ Materials & Supplies Office Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ 2012 Actual 2013 Unaudited
99
2014 Budget
44,262 34,760 700 79,722 8,696 2,457 739 56 11,151 1,140 1,418 45 25,704 3,466 922 4,388 112 112 347 2,984 3,282 6,613 116,539
45,182 33,745 700
49,535 36,965 800
52,000 39,136 800
$ $
79,627 11,171 2,576 770 59 11,141 1,134 1,222 45
$ $
87,300 12,753 2,636 782 59 12,187 1,244 1,095 42
$ $
91,936 13,533 2,636 789 59 12,759 1,333 1,115 41
$ $
28,117 169 2,983 753
$ $
30,800 50 3,022 663
$ $
32,265 100 5,000 720
$ $ $ $
3,905 415 2,513 2,874
$ $ $ $
3,735 240 240 446 2,134 2,296
$ $ $ $
5,820 250 180 430 490 2,420 2,424
$ $
5,802 117,450
$ $
4,876 126,951
$ $
5,334 135,785
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous $ $ 24,975 145 25,120 $ $ 2012 Actual 18,910 18,910 $ $ 2013 Unaudited 18,195 15 1,013 19,223 $ $ 2014 Budget 18,000 18,000
February 1, 2014
100
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 PROFESSIONALS 1 1 1 1 1 1 Secretary to Board of Building Standards & Appeals TOTAL FULL TIME BOARD MEMBERS 1 4 5 6 1 3 4 5 1 4 5 6 Chairman of Board of Building Standards & Appeals Labor Member Alternate (Board Member) TOTAL BOARD MEMBERS TOTAL DIVISION 9,545.00 6,960.00 23,647.11 Salary Schedule Position Minimum
101
Maximum
82,781.08
9,545.00 6,960.00
February 1, 2014
102
General Government BOARD OF ZONING APPEALS

Jan Huber, Acting Secretary
Board of Zoning Appeals
Mission Statement To interpret the Citys Zoning Code and hear appeals from administrative actions and orders. PROGRAM NAME: OBJECTIVES: APPEALS REVIEW AND RECORDS MAINTENANCE To maintain high standards of Code interpretations and administration of the Citys Zoning Code and to maintain detailed records of the proceedings of the Board of Zoning Appeals as required by the City Charter and Laws of the State of Ohio. To conduct weekly inter-departmental staff review of all Code related cases, including, when appropriate, a meeting with applicants and affected City Officials for an informed recommendation to the Board. PERMITS AND ACTIONS To fairly and objectively hear and decide on actions involving the interpretation of the Citys Zoning Code and any appeal within the authority of the Board from an administrative action or order that may be brought before it. To schedule public hearings for testimony by applicants, City Officials and relevant parties to the appeals regarding the Zoning Code interpretation or any other administrative action and adjudicate each case.
ACTIVITIES:
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Board Members Longevity Separation Payments $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Tuition & Registration Fees Contractual Services Court Reporter Parking In City Facilities $ Materials & Supplies Office Supplies Just In Time Office Supplies $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
103
2014 Budget
102,089 36,742 1,275 140,106 17,032 1,067 1,008 137 19,366 1,987 2,374 90 43,061 7,725 1,386 9,111 104 104 44 2,342 3,322 5,708 198,091
104,886 39,675 1,275
111,406 39,675 1,450
108,896 39,681 1,450 25,000
$ $
145,836 16,407 1,120 1,049 140 20,157 2,062 2,147 90
$ $
152,531 16,772 1,146 1,067 140 20,773 2,159 2,006 84
$ $
175,027 17,700 1,146 1,076 140 20,794 2,176 1,948 82
$ $ $ $ $ $ $ $ $ $
43,173 5,921 1,354 7,275 104 104 53 2,157 2,941
$ $ $ $ $ $ $ $ $ $
44,148 5,721 1,212 6,933 90 86 176 43 1,570 3,024
$ $ $ $ $ $ $ $ $ $
45,062 325 325 7,100 2,065 9,165 150 150 300 300 300 47 1,780 3,191
$ $
5,151 201,538
$ $
4,636 208,423
$ $
5,018 235,197
February 1, 2014
104

2011 Actual 2012 Actual $ $ 19,423 19,423 $ $ 2013 Unaudited 24,375 1,781 26,156 $ $ 2014 Budget 19,000 19,000
Revenues
Charges For Services Miscellaneous
$ $
19,596 904 20,500
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINSTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 1 1 2 1 1 2 1 1 2 TOTAL FULL TIME BOARD MEMBERS 1 4 5 7 1 4 5 7 1 4 5 7 Chairman of Board of Zoning Appeals Member of Board of Zoning Appeals TOTAL BOARD MEMBERS TOTAL DIVISION 8,395.00 7,820.00 Project Coordinator 27,325.56 Principal Clerk 14.88 Minimum
105
Maximum
20.10
90,294.89
8,395.00 7,820.00
February 1, 2014
106
General Government CIVIL SERVICE COMMISSION

Lucille Ambroz, Secretary
Civil Service Commission
Mission Statement To create and implement policies and procedures to acquire and promote qualified candidates for employment with the City of Cleveland. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: POLICY-MAKING To promulgate and maintain Civil Service rules and policies, to conduct meetings and administrative hearings. Conduct regular board meetings to discuss and act upon related issues; hold hearings for disciplinary actions and other administrative actions. RECORD MAINTENANCE To maintain accurate information regarding tests and certain personnel transactions for employees in the classified service of Civil service and to certify qualified candidates to appointing authorities for employment with the City. Prepare eligible lists from examination results; certify candidates for vacant positions; maintain seniority records for promotional examinations. TESTING To conduct fair and valid examinations based on job responsibilities and qualifications and identify qualified individuals for employment. Conduct job analysis and develop and prepare examinations; prepare and distribute bulletins for test announcements; accept applications for test filings; test candidates, grade examinations and notify individuals of results.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Board Members Longevity Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees $ Contractual Services Professional Services Court Reporter Referee Services Mileage (Private Auto) Medical Services Parking In City Facilities $ Materials & Supplies Office Supplies Other Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch $ $ $ $ $ 2012 Actual 2013 Unaudited
107
2014 Budget
365,339 39,675 2,725 3,945 411,684 52,245 11,963 3,708 452 57,584 5,237 7,384 360 138,932 100 100 559,089 11,042 7,000 13 35,044 2,319 614,507 271 17 773 1,061 2,562
372,912 39,609 3,125 121
396,182 39,675 2,825 3,310
400,695 39,097 3,100 10,000
$ $
415,767 53,643 60 12,440 3,813 446 57,852 5,279 6,726 334
$ $
441,991 56,287 114 12,626 3,716 453 59,586 5,713 5,719 335
$ $
452,892 67,140 14,326 4,292 472 61,576 5,736 5,644 287
$ $ $ $
140,592 265 250 515 224,089 8,409 13,500 158 35,000 940
$ $ $ $
144,548 507,655 5,549 4,456 60,000 728
$ $ $ $
159,473 2,500 2,500 100,000 14,000 14,000 35,000 1,000
$ $
282,096 45 2,787
$ $
578,387 52 1,371
$ $
164,000 3,600
$ $
2,832 2,473
$ $
1,423 2,495
$ $
3,600 2,743
February 1, 2014
108

2011 Actual 2012 Actual 10,142 6,567 2,660 $ $ 21,843 863,646 $ $ 2013 Unaudited 10,566 5,780 192 19,033 1,185,383 $ $ 2014 Budget 11,981 6,101 230 21,055 803,520
Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $
9,687 9,220 494 21,963 1,188,247
Revenues
2011 Actual Miscellaneous $ $ 15,319 15,319 $ $ 2012 Actual 21,845 21,845 $ $ 2013 Unaudited 43,153 43,153 $ $ 2014 Budget 25,000 25,000
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 ADMINISTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 1 1 1 1 1 1 6 8 5 13 1 1 1 1 1 1 6 8 5 13 1 1 1 1 1 1 6 8 5 13 TOTAL FULL TIME TOTAL BOARD MEMBERS TOTAL DIVISION Chief Civil Service Examiner Civil Service Examiner III Civil Service Examiner II Deputy Project Director Personnel Administrator Supervisor of Civil Service Records 26,273.96 20,800.00 20,800.00 20,092.80 26,273.96 20,800.00 Private Secretary 10.00 Secretary of the Civil Service Commission 25,011.85 Minimum
109
Maximum
99,338.43
21.21
70,807.15 50,162.59 43,700.85 62,836.42 82,493.55 56,847.22
February 1, 2014
110
General Government COMMUNITY RELATIONS BOARD

Blaine Griffin, Director
Community Relations Board
Mission Statement To promote amicable relations among the racial and cultural groups within the community. The Community Relations Board is responsible by City Ordinance for improving cross-cultural relationships in a city with a population, which reflects a wide diversity of racial, ethnic and religious heritage. The mission of the Board is to resolve community conflicts and ameliorate inequities based on racial and social biases, and develop pro-active strategies for affirmative actions and programs that promote multi-cultural harmony. The board's emphasis is upon the implementation of proactive activities that promotes diversity and unity. The board responds to resident complaints, investigates sources of community conflict and provides planning assistance and alternative dispute resolution techniques to residents and organizations for resolving neighborhood concerns and appreciating the value and importance of cultural openness and diversity to the well being and future development of the City of Cleveland. Program activities focus on the most commonly identified concerns of the community which include policecommunity cooperation, youth and young adult intervention, culturally and socially segregated housing patterns and relationships involving our schools, youth and neighborhood residents. Primary functions are coordinating police-citizen committees; mediation, conciliation and alternative dispute resolution services; helping to develop community and human relations development activities; administering the City's law enforcement and community assistance protocol for the prevention of ethnic intimidation and response to victims; promoting multicultural arts and educational events; monitoring police professional standards and practices policy; planning and facilitating human relations training for police, city employees and community groups; coordinating multi-cultural dialogue groups; provide crisis response and violence interruption; referring youth to healthy alternatives. PROGRAM NAME: OBJECTIVES: COMMUNITY OUTREACH To promote cultural harmony and mutual understanding in the City of Cleveland by helping residents implement proactive strategies for resolving community concerns and developing mechanisms for people of all religious, racial or ethnic backgrounds to cooperatively improve the quality of life citizen to citizen, neighborhood to neighborhood and building sustainable relationships from Cleveland to the world. The Community Relations Board (Hereinafter referred to as the "CRB") provides planning assistance for groups and agencies who seek to promote positive social and cultural relationships in the community. The CRB investigates the sources and conditions of problems and complaints that are disruptive to the quality of life in the city neighborhoods, especially when an individual or group is violated because of their protected class (race, ethnicity, religion, sexual orientation, gender identity, familial status, etc.) The CRB assists in coordinating fair and equitable service delivery to Cleveland's multicultural and diverse population. The CRB administers the priority protocol for preventing and responding to racial and ethnic violence and intimidation in coordination with the police, prosecutor's office, the municipal and county courts and support service agencies. The CRB coordinates resident and organizational involvement through diverse and multi-cultural dialogue groups. The CRB maintains liaisons to individuals and groups interested in addressing the concerns and serving the special needs of various groups from the City of Cleveland's multicultural and diverse populations. The CRB establishes support networks and facilitate relationships to attain sustainable community networks. The CRB investigates and provides referral services for any complaint of discrimination based on the City of Cleveland's protected classes. The CRB provides conciliation services on referral from citizens, community organizations and institutions, the police and other city agencies. COMMUNITY REENTRY The Community Relations Board identifies resources, provides referrals and advocacy for formerly incarcerated individuals that return to the City of Cleveland from correctional facilities.
ACTIVITIES:
February 1, 2014

ACTIVITIES:
111
The Community Relation Board hosts workshops and resource fairs and refer formerly incarcerated individuals that return to our community to community and faith-based social services, training and employment opportunities. The CRB also has special programs to teach entrepreneurship and other skills to help the formerly incarcerated individuals help contribute our community. The CRB also provides advocacy for this group of individuals to help them overcome any potential barriers to social and economic inclusion in our society. HUMAN RELATIONS CIVIL RIGHTS TRAINING AND COMMUNITY EDUCATION To support and direct members and staff in fulfilling the community relations goals of the Board and city government. To develop the skills of city employees and community groups that will increase community cooperation and minority participation in the productive life of the City. To increase public awareness of and confidence in the role of the Community Relations Board and City government for solving problems that strain inter-group relationships. To reduce racial and cultural stereotypes which create social inequalities, conflicts and instability. Perform curricula and program design. Provide human relations in-service training for police and city employees. Conduct human relations workshops for community groups and agencies. Provide mediation training for community and youth serving organizations and schools. Provide research evaluation, planning and administration. Conduct Community Relations Board meetings, sub-committees and special hearings. Provide information to the public. Coordinate community forums, conferences, and cultural events. Maintain contacts with all groups throughout the community that want to foster cultural unity and diversity. Review and evaluate existing community resources for mediations, human relations training and youth intervention. POLICE/COMMUNITY COOPERATION AND SPECIAL EVENTS To create and strengthen mechanisms for cooperation between citizens and police; Enhance the professional skills of police officers to incorporate the community as a resource for effective law enforcement. To heighten police and citizens awareness of their roles and responsibilities related to the perception of public safety. The CRB administers police district citizen committees and zone meetings; Monitors the investigative standards and complaint practices of police; Coordinates Crime Prevention Fairs for the Division of Police; Provides human relations in-service training for police; Conducts community workshops, raining and conferences on safety and law enforcement; Coordinates the annual Cleveland Night Out Against Crime and district police/community awards ceremonies; Coordinates citywide court watch program to work with citizens to follow high profile case or cases of particular citizens interests; Develop and establish a Special Events section as a one-stop promoter's service for municipal service coordination.
ACTIVITIES:
ACTIVITIES:
February 1, 2014
112

YOUTH COMMUNITY DIVERSION/CRISIS & COMMUNITY INTERVENTION (OPERATION FOCUS) This program is a joint effort between the Cleveland Division of Police and the Cuyahoga County Juvenile Court System. The program's purpose is to develop and administer accountability-based sanctions for first-time juvenile offenders of misdemeanor and status offenses. We believe that early intervention in the lives of first-time offenders will prevent some juveniles from committing future violations. The CRB has also initiated "Operation Focus." This intervention strategy is modeled after an evidence-based strategy utilized in other cities and recognized by the U.S. Dept of Justice best practice. Caseworkers administer accountability-based sanctions for first-time juvenile offenders of misdemeanors and status offenses. This program offers early intervention for youth to prevent future violations. Caseworkers also assess the needs of each individual child and family. They refer youth and their families to appropriate community resources and services. They give families options to deal with the difficulties their children are facing. Street outreach workers (Peacemaker Alliance) serve as violence interrupters by responding to hot spot areas to mediate between feuding groups and prevent youth violence. The Community Relations Board also conducts community interventions (Call Ins) to send a clear message to Group Member Individuals. The message is clear, "gun violence and open air drug markets will stop or their will be group-based accountability and sanctions.
ACTIVITIES:
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Board Members Part-Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Janitorial Services Advertising And Public Notice Program Promotion Parking In City Facilities Local Match-Grant Programs $ $ $ $ 2011 Actual $ 716,145 78,400 10,282 5,250 3,845 813,922 109,765 26,114 8,048 950 115,459 9,510 16,810 705 287,361 1,086 4,139 120 250 3,291 8,886 $ $ $ $ $ $ $ $ 2012 Actual 710,575 65,938 10,316 6,650 21,066 371 814,916 112,757 60 27,779 8,454 970 111,349 9,599 14,583 712 286,261 758 580 1,338 995 5,886 637 420 150 2,054 5,948 16,090 $ $ $ $ $ $ $ $ 2013 Unaudited 677,193 68,626 265 6,375 18,348 770,807 106,451 24 25,170 7,238 891 104,333 9,089 18,962 733 272,893 130 130 1,546 6,916 450 470 1,856 11,238 $ $ $ $ $ $ $ $
113
2014 Budget 796,538 108,572 10,999 5,725 921,834 129,945 60 32,102 8,833 1,032 143,550 14,072 15,146 687 345,427 800 50 50 900 1,600 6,000 200 500 500 2,500 4,000 15,300
February 1, 2014
114

2011 Actual $ 58 1,029 274 2,062 $ 3,423 8,187 10,123 4,106 331 $ $ 22,746 1,136,337 $ $ $ $ $ 2012 Actual 1,166 4,332 2,102 7,600 6,252 17,637 4,386 1,084 29,360 1,155,564 $ $ $ $ $ 2013 Unaudited 800 1,330 646 2,777 7,375 11,010 3,101 251 21,738 1,079,582 $ $ $ $ $ 2014 Budget 100 1,500 100 2,300 1,500 5,500 8,109 12,485 3,273 594 24,461 1,313,422
Materials & Supplies Office Supplies Food Other Supplies Special Events Supplies Just In Time Office Supplies Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M.
Revenues
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 PROFESSIONALS 1 0 2 2 1 1 4 4 15 16 1 0 2 1 0 1 3 3 11 12 1 1 2 2 1 1 4 4 16 17 TOTAL FULL TIME PART TIME 1 1 0 0 1 1 Administrative Officer TOTAL PART TIME BOARD MEMBERS 1 14 15 32 1 13 14 26 1 14 15 33 Member of Community Relations Board-Chair Member of Community Relations Board TOTAL BOARD MEMBERS TOTAL DIVISION 7,775.00 7,200.00 20,800.00 Administrative Assistant Administrative Manager Case Worker II Community Relations Rep. I Community Relations Rep. II Community Relations Rep. III Project Coordinator Project Director 21,851.06 27,193.55 14.03 10.00 10.00 10.00 27,325.56 22,333.40 Exec. Director Community Relations Board 50,795.81 Minimum
115
Maximum
176,729.77
73,469.32 101,816.22 20.20 19.29 23.32 28.86 90,294.89 80,282.43
52,979.99
7,775.00 7,200.00
February 1, 2014
116
General Government CITY PLANNING COMMISSION

Robert Brown, Director
City Planning Commission
Mission Statement The Cleveland City Planning Commission advocates for the preservation and establishment of prosperous communities that are authentic and diverse providing equitable access to the resources necessary for residents to thrive. We accomplish this by enhancing physical development, preserving the City's history, and creating places for people that are healthy, sustainable and vibrant for current and future generations. The City Planning Commission is comprised of seven members, six of whom are mayoral appointments and the seventh is an appointment of City Council. The Planning Commission is responsible for adopting and maintaining a General Plan for the City, maintaining the City's Zoning Map and Code, undertaking capital improvements planning, and conducting design review in neighborhood and downtown districts. The Commission is responsible for reviewing and acting upon all legislation regarding planning, zoning, capital improvements, and physical development. The City Planning department is staff to the City Planning Commission and provides a variety of planning services to the Mayor, City Council, City departments, neighborhood organizations, and the general public. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATIVE SERVICES To provide financial, personnel and logistical support to the operating sections of City Planning Commission staff. Preparation and monitoring of departmental budget, grants, contract administration, personnel management, and clerical services. provision of mapping and secretarial services; maintenance of the City's street line and lot line base map series, and preparation of GIS computerized mapping products. NEIGHBORHOOD AND COMPREHENSIVE PLANNING To provide ongoing planning services necessary to facilitate appropriate development and revitalization, and to prepare comprehensive plans for the city, its neighborhoods, and the region. Preparation, updating and implementation of a comprehensive Citywide Plan. Coordination of citywide design review committees and facilitation of Cit of Cleveland land bank. Planning for the lakefront, riverfront, Euclid Corridor, Inner belt and other large-scale planning districts; and analysis and dissemination of statistical information, including ensuring a complete count in the decennial U.S. Census. PLANNING ADMINISTRATION To ensure effective and expeditious action on all mandatory legislative referrals and design reviews within applications subject to City Planning approval. Review of all legislation referred to the Planning Commission; review of project design within the City's design review districts; provision of staff support to the City Planning Commission and its Design Review Advisory Committee. URBAN DESIGN AND INFRASTRUCTURE To provide design services and to prepare urban design plans necessary to facilitate appropriate development. Coordination of transportation and streetscape improvements, and capital improvement planning principally in neighborhood business districts, the central business district, and along the lakefront. Preparation of urban design plans for districts and large-scale projects; preparation of design guidelines; evaluation of design elements of development projects; provision of design
ACTIVITIES:
PROGRAM NAME: OBJECTIVES: ACTIVITIES:
ACTIVITIES:
February 1, 2014
117
assistance to City departments, City Council, neighborhood organizations, developers and citizens. PROGRAM NAME: OBJECTIVES: ZONING AND TECHNOLOGY To ensure that the City has an up-to-date Zoning Code and Zoning Map and to provide professional advice to the City Planning Commission, the Board of Zoning Appeals, and the City Council regarding matters pertaining to the Zoning Code and Zoning Map. Provision of mapping service, maintenance of the city street line and lot line base map series, and preparation of GIS computerized mapping products. Preparation of zoning studies and legislation amending the City's Zoning Code or Zoning Map; review of Zoning Appeals, Zoning Code, and Zoning Map changes; provision of staff support to the City Planning Commission and the City Planning Committee of Council; maintenance of the City's official zoning map series.
ACTIVITIES:
February 1, 2014
118

Expenditures
Salaries and Wages Full Time Permanent Board Members Part-Time Permanent Longevity Separation Payments
968,182 41,280 65,492 10,275 4,320
886,181 41,280 82,058 8,300 29,094
878,928 42,495 32,915 7,850 86,875
990,159 41,280 35,598 6,675 106,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees $ Contractual Services Advertising And Public Notice Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Computer Hardware Computer Software Other Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch $ $ $ $ $
1,089,549 114,097 17,840 8,344 1,045 152,183 10,525 19,315 810 324,159 365 365 5,410 25,441 30,851 8,823 1,406 10,229 4,112
$ $
1,046,912 93,337 60 12,919 6,367 909 142,483 10,921 16,696 695
$ $
1,049,063 96,047 42 12,912 6,372 898 129,293 11,207 14,401 605
$ $
1,179,712 147,102 60 23,500 9,662 1,112 149,307 13,375 13,395 730
$ $ $ $
284,387 359 358 717 83 4,228 58,000
$ $ $ $
271,777 331 331 485 3,225 50,400
$ $ $ $
358,243 500 2,000 2,500 500 4,500 60,400
$ $
62,310 2,070 804 311 89 1,729
$ $
54,110 607 1,250 646 4,435
$ $
65,400 1,500 1,500 4,100 4,400
$ $
5,003 4,097
$ $
6,937 4,133
$ $
11,500 4,544
February 1, 2014

2011 Actual Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ 9,600 1,818 4,443 19,973 1,475,125 $ $ 2012 Actual 4,347 1,466 13,854 23,764 1,423,093 $ $ 2013 Unaudited 8,479 763 7,699 21,074 1,403,292 $ $
119
2014 Budget 9,614 806 9,266 24,230 1,641,585
Revenues
February 1, 2014
120

Budget 2013
Budget 2014
1 1 1 3
0 1 1 2
0 1 1 2
Administrator of Engineering & Planning Director of Planning Secretary to the Director
30,214.95 50,795.81 36,590.00
112,526.46 176,729.77 106,355.69
ADMINISTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 2 4 7 1 0 14 18 2 3 6 1 0 12 15 2 4 6 1 2 15 18 TOTAL FULL TIME PART TIME 1 1 1 1 1 1 City Planner TOTAL PART TIME BOARD MEMBERS 6 6 25 6 6 22 6 6 25 Member of City Planning Commission TOTAL BOARD MEMBERS TOTAL DIVISION 7,820.00 7,820.00 30,000.00 60,707.77 Assistant Administrator Chief City Planner City Planner Office Manager Senior Assistant City Planner 20,800.00 30,000.00 30,000.00 20,800.00 10.00 56,847.22 82,781.08 60,707.77 49,669.98 24.59 Secretary 10.00 17.69
February 1, 2014
General Government BOXING AND WRESTLING COMMISSION

Abdul A. Muhaymin, Chairman
Boxing and Wrestling Commission
121
The Commission approves and supervises all amateur boxing contests and professional wrestling exhibitions. Other commission duties include training and furnishing officials for all bouts, as well as overseeing tickets, receipts and fund disbursements.
February 1, 2014
122

Expenditures
Salaries and Wages Board Members Part-Time Permanent
$ $
2,400 2,100 4,500 630 65 81 230
$ $ $
2,400 2,100 4,500 604 65 69 368
$ $ $
2,400 2,100 4,500 630 65 62
$ $ $
2,400 4,200 6,600 927 102 68
Benefits Public Employees Retire System Fica-Medicare Workers' Compensation Unemployment Compensation
$ $
1,007 5,507
$ $
1,106 5,606
$ $
757 5,257
$ $
1,097 7,697
Revenues
2011 Actual Miscellaneous $ $ $ $ 2012 Actual $ $ 2013 Unaudited 57 57 $ $ 2014 Budget
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 BOARD MEMBERS 1 2 3 3 1 1 2 2 1 2 3 3 Chairman Boxing & Wrestling Commission Commission Member TOTAL BOARD MEMBERS TOTAL DIVISION 2,400.00 2,100.00 Salary Schedule Position Minimum
123
Maximum
2,400.00 2,100.00
February 1, 2014
124
General Government OFFICE OF EQUAL OPPORTUNITY

Natoya J. Walker Minor, Chief
Office of Equal Opportunity
Mission Statement To promote equity of economic benefit for Clevelanders by ensuring compliance with contractor goals and requirements as required by Codified Ordinances. This is achieved by providing contractor assistance and support and by being an advocate for enterprise and employment to promote Self Help with a commitment to excellence in public service. OEO also serves as the advocate for Community Benefit Agreements with our private sector partners. OEO achieves our mission by enforcing four City of Cleveland Codified Ordinances: Codified Ordinance 123 Codified Ordinance 187 Codified Ordinance 188 Codified Ordinance 189 Prevailing Wage Cleveland Area Business Code Cleveland Resident Employment Law Living Wage
Monitoring and enforcement of these ordinances advance our mission by promoting local spend in both enterprise and workforce, Self Help, and further underscores OEOs role as an advocate for diversity and inclusion in contract award, sub-contracting, and technical assistance to Cleveland area businesses. PROGRAM NAME: OBJECTIVES: ACTIVITIES: CLEVELAND AREA BUSINESS CODE To maximize target businesses in participation of city contracts. Certify Cleveland Small Businesses (CSB), Minority Business Enterprises (MBE), Female Business Enterprises (FBE) Local Producer Enterprises (LPE), Sustainable Urban Business Enterprises (SUBE), evaluate bids and monitor their participation on city contracts. Monitor Affirmative Action Compliance in companies doing business with the city. FANNIE M. LEWIS CLEVELAND RESIDENT EMPLOYMENT LAW Monitor the compliance of the resident employment requirements on public improvement contracts greater than $100,000. Monitor and enforce compliance of the Fannie M. Lewis Cleveland Resident Employee Law (Chapter 188) effective January 1, 2004, that requires 20% Cleveland resident employment on public improvement (construction) contracts valued at $100,000 or more. Provide monthly reports to the administration and to City Council. Outreach as appropriate. OUTREACH To support and provide development opportunities for businesses certified with the office as well as partner with other business development offices in our region to provide technical assistance and education. Use our web-based compliance system (B2GNow); to e-blast information; coordinate with the Department of Community Development on Section 3; partner with other municipal entities to provide technical assistance and support; coordinate with the Division of Purchases and Supplies to provide workshops such as How to do Business with the City, promote certification as a vehicle towards economic beneift; and sponsor the James H. Walker Construction Management Course.
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity Separation Payments $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Professional Dues & Subscript Contractual Services Parking In City Facilities Materials & Supplies Office Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
125
2014 Budget
329,818 1,275 7,006 338,099 46,940 10,082 3,301 458 46,711 4,134 7,044 368 9,146 128,183 2,204 2,204 530 530 4,054 6,797 1,950 1,318 14,119 483,135
346,800 1,400
339,707 2,000 1,939
587,672 2,000
$ $
348,200 42,415 60 11,427 3,194 470 48,693 4,219 5,181 353 2,955
$ $
343,646 40,650 31 11,584 2,965 429 46,047 4,153 4,790 301 162
$ $
589,672 81,564 20,998 5,706 593 109,926 10,818 4,366 395
$ $ $ $ $ $ $ $
118,966 1,920 1,920 1,092 1,092 2,837 8,809 1,505 2,686
$ $ $ $ $ $ $ $
111,111 1,900 1,900 2,296 2,296 3,543 8,426 1,636 778
$ $ $ $ $ $ $ $
234,366 1,000 1,000 3,000 3,000 3,000 3,000 3,895 9,554 1,727 1,704
$ $
15,838 486,017
$ $
14,383 473,336
$ $
16,880 847,918
Revenues
2011 Actual Miscellaneous $ $ 15,074 15,074 $ $ 2012 Actual 17,680 17,680 $ $ 2013 Unaudited 16,507 16,507 $ $ 2014 Budget 15,000 15,000
February 1, 2014
126
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINSTRATORS & OFFICIALS 1 1 1 1 1 1 ADMINISTRATIVE SUPPORT 0 1 1 0 1 1 1 1 2 PROFESSIONALS 1 1 4 0 0 6 8 8 1 2 0 0 2 5 7 7 2 2 0 1 2 7 10 10 TOTAL FULL TIME TOTAL DIVISION Administrative Manager Assistant Administrator Contract Compliance Officer Project Coordinator Regulatory Compliance Manager 27,193.55 20,800.00 26,273.96 27,325.56 50,000.00 Director of Office of Equal Opportunity Private Secretary to the Director 50,795.81 20,800.00 Minority Business Development Administrator 27,325.56 Minimum
127
Maximum
77,502.92
171,581.77 47,550.25
101,816.22 56,847.22 70,807.15 90,294.89 94,970.71
February 1, 2014
128
General Government CLEVELAND MUNICIPAL COURT - JUDICIAL DIVISION

Ronald B. Adrine, Administrative And Presiding Judge
Cleveland Municipal Court - Judicial Division
Mission Statement To ensure the rule of law, administer justice and to improve public safety, by providing a forum where persons obtain the orderly resolution of disputes and related services; all done in a fair, impartial, professional, courteous, and timely manner. The Cleveland Municipal Court is a court of record having jurisdiction in law and equity pursuant to the Ohio Revised Code. The Court has territorial jurisdiction over the City of Cleveland and the Village of Bratenahl. The Court may determine misdemeanor violations of both the City of Cleveland Ordinances and the state of Ohio statutes. The court conducts preliminary hearings and sets bonds in felony cases committed in the City of Cleveland. In civil matters, the Small Claims Division of the Court can determine actions where the amount in controversy does not exceed $3,000.00. The General Division of the Court can determine civil cases where the amount in controversy does not exceed $15,000.00. These civil cases can include, but are not limited to, actions for the recovery of property, injunctions, contracts, personal injury, collection proceedings, and transferred judgments.
COMMUNICATION AWARENESS PROJECT (CAP) The Cleveland Municipal Court has another tool for supervising defendants who need educational intervention, when anger management and other traditional referrals may not be adequate. The Communication Awareness Project (CAP) will teach conflict resolution skills and civility to individuals who have experienced a negative interaction with peers, neighbors, co-workers, employers, teachers, and even strangers. CAP referrals may be appropriate for individuals who have been charged with offenses such as: assault, criminal damaging, menacing, discharging firearms, ethnic intimidation, minors curfew, vicious dogs and sexual harassment. The two hour class is taught at the Cuyahoga Community College Metropolitan Campus every other month. COMMUNITY ORIENTATION PROGRAM (COP) In an effort to improve the relations between the community and police, the Community Orientation Program (COP) was created. Individuals who have been convicted of offenses which resulted in negative interaction with the police are required to attend. COP is an education program which teaches the rights and responsibilities of citizens when they encounter the police. The goal of the program is to educate participants on what they should and should not do when they encounter the police. The two hour class is taught by an attorney and commander of the Cleveland Police. The class provides information from both legal and police perspectives. This balanced approach provides an opportunity for instruction and dialogue between an attorney, police officer and participants. The presence of the police officer allows for a positive exchange with a law enforcement officer in a neutral, non-confrontational environment. The class is taught at Cuyahoga Community College Metro Campus. DEDICATED DOMESTIC VIOLENCE DOCKET (DDVD) The Dedicated Domestic Violence Docket/Deferred Judgment Program was established in 2007 under the leadership of Judge Ronald B. Adrine to improve court responses to domestic violence, increase offender accountability and enhance victim safety. This specialized treatment of domestic violence cases has proven to be effective by the coordinated court response with law enforcement, prosecutors, advocates, judges and probation officers. This docket currently serves three of the city's five police districts and will eventually serve the entire city. Three judges are assigned to hear all cases designated as appropriate for the DDVD. Compliance hearings are held for all DDVD cases assigned to probation supervision to ensure that all conditions of probation are being met.
February 1, 2014
129
DOMESTIC INTERVENTION, EDUCATION AND TRAINING PROGRAM (DIET) The Domestic Intervention, Education and Training Program (DIET) began in 2006 with grant funding from the State of Ohio's Department of Rehabilitation and Correction for local community sanction activities. The program was developed and is operated by the Probation Department with the objective of diverting 300 offenders charged with domestic violence related offenses to participate in a psychosocial education program in lieu of incarceration. DIET offenders must attend one, two-hour session per week for 16 weeks. Each session, which averages 15 participants, is being led by two qualified staff facilitators who stress one of the eight themes: non-violence, non-threatening behavior, respect, support and trust, accountability and honesty, sexual respect, partnership and negotiation, and fairness. The DIET program also serves the Cuyahoga County Court of Common Pleas and 12 suburban municipal courts. DRUG COURT In 1998, Cleveland Municipal Court accepted a federal grant in the amount of $385,000 to establish the Greater Cleveland Drug Court. Drug court, currently under the direction of Judge Anita Laster Mays, may be offered to a felony offender charged with a fourth or fifth degree level possession of a controlled substance, who has only one non-violent felony conviction and is chemically-dependent. Defendants are required to enter a plea of guilty to a first degree misdemeanor. The sentence is held in abeyance pending successful completion of the program. Upon successful completion of drug court and payment of a supervision fee, a participant's guilty plea is vacated, the charge(s) dismissed and the case sealed or expunged. The drug court offers substance abuse prevention, treatment and recovery support assistance provided by contracted providers certified by the Ohio Department of Alcohol and Drug Addiction Services. Services include outpatient, intensive outpatient, residential treatment and recovery support. If needed, mental health treatment services are also available. As a sanction-based program participants are randomly drug tested at least once per week for a year to ensure abstinence. Over 1,200 people have successfully completed the Greater Cleveland Drug Court Program. GET ON TRACK (GOT) Recognizing the link between the lack of education and crime, the Cleveland Municipal Court has partnered with several education providers and other community agencies to launch a "school, not jail" initiative, called Get on Track (GOT) in 2006. These organizations include, among others, Cuyahoga Community College, Project LEARN, Seeds of Literacy, Employment Connection and Amer-I-Can, to develop a holistic approach to enable young men and women to become responsible adults and law-abiding, contributing members of society. This unique program emphasizes the importance of having a basic education, sustained employment, meaningful life skills, good character and a positive attitude. It also encourages and facilitates the participants to acquire a valid driver's license and insurance. Averaging 35 referrals a month, over 300 people have graduated from the Get on Track program, which now gets participants from East Cleveland, Bedford and the Cuyahoga County Common Pleas Court. MENTAL HEALTH DOCKET The Mental Health Docket operates in cooperation with area community mental health agencies to provide intensive supervision to offenders living with the challenges of mental illness. The Cleveland Municipal Court has recognized the need for behavioral health services, case management and supervision for clinically diagnosed mentally ill and/or developmentally disabled offenders to remain in the community and function as healthy, law-abiding citizens and to reduce the likelihood that they will come back into the criminal justice system as offenders. The Judges of the Cleveland Municipal Court identify defendants with possible mental health issues. An assessment of the defendant is made via in-depth interview by the Court Psychiatric Unit to determine whether the defendant is a candidate for the Mental Health Docket, currently under the direction of Judge Pauline H. Tarver. If eligible, after placement into the program the offender may be linked to a variety of community programs and agencies with the assistance of specially trained Probation Officers. Certain offenders may be offered a full range of
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services provided by agency providers, including forensic psychiatry, medication management, intensive outpatient substance abuse treatment for dually diagnosed offenders, partial hospitalization services and support services. MOCK TRIAL The annual Mock Trial Competition, sponsored by the Cleveland Municipal Court, the Cleveland Metropolitan School District and the Cleveland Bar Association, is going into its 17th year. The program, under the direction of Judge Lauren C. Moore, involves 250-350 Cleveland students and their teachers who end up spending an entire day at the Justice Center presenting both sides of a hypothetical case that is based upon similar cases before the court, such as stalking, driving under the influence, and children getting access to firearms. The ultimate aim of the Mock Trial Competition is to improve student listening, speaking and reasoning skills. PROJECT HOPE Project HOPE (Holistic Opportunities and Preventive Education) is the Cleveland Municipal Court's Solicitation / Prostitution Offender Intervention Program. Under the direction of Judge Angela R. Stokes, Project HOPE is committed to intervening in the criminal justice process at the earliest possible time to identify potential qualified candidates for a specialized, intensive diversion and to help these offenders help themselves by providing a temporary safe haven offering permanent life tools to permanently break the cycle of prostitution. REDIRECTING OUR CURFEW KIDS (ROCK) In response to approximately 3,000 day and night minor curfew citations received each year, the Cleveland Municipal Court created R.O.C.K., Redirecting Our Curfew Kids, a diversion program for parents or guardians who are issued citations for a minor's curfew violation. Participants are given 90 days to fulfill the requirements, which include one monthly parent meeting, a parent/teacher conference for the child, and four hours of community service for the child at the Boys and Girls Club or City Mission. There is a $25 dollar fee for the ROCK Program. Successful participation means parents are involved in the school, the child is held accountable for his or her actions and the case will be dismissed. SELECTIVE INTERVENTION PROGRAM (SIP) The Selective Intervention Program (SIP), which started in 1984, is a diversionary program for criminal defendants with no prior criminal record or pending criminal cases. It was designed to keep first offenders from being fully immersed into the criminal justice system. Following the completion of its investigation, the Probation department makes a recommendation to the Court regarding the defendant's participation. An SIP Release/Contract must be signed by the participant agreeing to cooperate and abide by the conditions of the program. SIP, administered by the Probation Department, is an opportunity for successful participants to have their case dismissed by the court to avoid prosecution. Participants must pay the $200 SIP fee for participation and for the application to seal their arrest record at the completion of the program. SMALL CLAIMS MEDIATION Mediation is an alternative dispute resolution program offered by the Cleveland Municipal Court for the parties appearing in small claims court. These are in cases where $3,000 or less is being sought. Approximately, half of all contested small claims cases go to mediation and the majority of them are resolved to the parties' mutual satisfaction. Mediation gives parties the chance to sit down with a neutral trained mediator to amicably resolve a dispute. Mediation is voluntary and has many advantages including: resolution of the dispute on the court date; negotiating a payment schedule to avoid collection; a confidential settlement; and an outcome that is satisfactory to both sides. If mediation does not work to their satisfaction, the parties still have access to a trial on the same day. TRAFFIC INTERVENTION PROGRAM (TIP) Due to the increase in driver's license violations in the Greater Cleveland area, The Cleveland Municipal Court instituted the Traffic Intervention Program (TIP) in 1998. It started as a pilot program, but has now become a pivotal part of Cleveland Municipal Court. The Cleveland Municipal Court values the Traffic Intervention Program because it increases the number of licensed and insured drivers by allowing them an opportunity and assistance with restoring their driving privileges. TIP consists of 6 officers, trained and certified by the State of Ohio with the Law Enforcement Automated Data System (LEADS), and linked with the Ohio Bureau of Motor Vehicles via Withdrawal Management System (WMS).
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TRUANCY ENFORCEMENT In an effort to keep children focused on their education, The Court began a relationship with the Cleveland Metropolitan School District in their effort to crackdown on truancy, which resulted in several hundred citations. The Court, with assistance from Judge Charles L. Patton Jr., consolidated the cases and ended up dismissing many of them after the parent attended a responsibility and accountability workshop conducted by the Partnership for a Safer Cleveland. VETERANS TREATMENT DOCKET The Veterans Treatment Docket, now under the direction of Judge Charles L. Patton Jr., is a specialized docket that works within the framework of the Cleveland Municipal Court. It is intended to serve court-involved active duty service members and veterans. Other specialty dockets, operated by the court, target probationers with similar behavioral issues and needs such as mental health, alcohol and other drugs, domestic violence and solicitation. The Veterans Treatment Docket; however, deals with probationers whose actions may include a range of needs and offenses. What they have in common is not necessarily their behavior, but their past military service. By providing a specialized docket, the court increases the veteran's chance of success. Facilitating access to various treatment programs and fostering interaction with other veterans helps to ensure that those who have served receive the services they deserve. WEED AND SEED The Cleveland Municipal Court is proud to continue its involvement in the Weed and Seed Program, which is now in its fourth year of operation. The program targets an area to "weed" out criminals and "seed" the area with services and programs that would benefit the community. The Court recently partnered with the 4th District Mount Pleasant Weed and Seed initiative to afford the parent and the child the opportunity to complete a program in the community in lieu of paying the fine and cost. Their program consists of the parent completing a parent workshop and the child completing 10 hours of community work service which is a social responsibility training course. This is a national model implemented by the Department of Justice. CLEVELAND JUSTICE The Court continues it's a very successful partnership with Channel 20 in the production of Cleveland Justice, a half hour program that gives viewers an insight on what happens in our courtrooms on a daily basis. A different judge is featured each week and the program airs twice a day. INTERPRETERS UNIT In recognition of the increasing diversity of our citizenry, the Cleveland Municipal Court has moved forward to enhance the quality of the foreign language and hearing-impaired interpretive services provided to defendants and other individuals involved in the court system. The courts interpreters are responsible for the accurate interpretation and translation of verbal and written communication from Non-English to English in matters related to judicial proceedings. Court interpreter services provide individuals with Limited English Proficiency (LEP) access to court services and functions by facilitating communication through professionally trained interpreters as impartial officers of the court. Court interpreters are not advocates and; therefore, cannot provide legal assistance or advice. Interpreter services are available in Spanish, rare languages and American Sign Language. TOWN HALL MEETINGS The Cleveland Municipal Court remains committed to continuing our annual Town Hall Meetings in an effort to give citizens a forum for expression and raise public consciousness and satisfaction with the court. We have conducted the Town Hall Meetings in conjunction with the Clerk of Courts office, which help promote the gatherings throughout the City of Cleveland.
SERVICES
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2011 Actual $ 12,485,029 408,450 200,882 11,758 114,700 242,886 2,188 $ 13,465,893 1,969,288 433,835 149,243 15,171 1,858,909 163,772 274,833 12,529 161,323 $ 5,038,902 $ 2,224,627 2,870 45,916 5,148 2,197 $ 2,280,757 24,185 4,559 $ 28,743 $ $ $ $ $ $ $ $ $ $ 2012 Actual 11,882,424 19,958 442,817 169,073 110,875 94,399 2,538 12,722,084 1,856,757 1,680 421,408 143,087 14,359 1,763,609 154,997 224,453 11,421 58,700 4,650,471 2,241,058 3,620 47 56,822 4,814 1,989 2,308,349 3,619 22,507 26,125 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 12,745,298 20,350 422,755 192,142 11,183 108,625 138,865 3,398 13,642,617 1,933,160 1,552 423,410 141,300 14,146 1,817,761 170,222 191,380 10,724 758 4,704,412 19,364 15,944 4,655 39,963 2,253,517 9,092 18,189 5,460 2,925 2,289,183 4,811 17,946 22,757 $ $ $ $ $ $ $ $ $ $ 2014 Budget 13,314,079 445,497 191,009 16,004 119,450 100,000 14,186,039 2,196,272 452,370 154,171 15,058 1,972,045 196,056 195,996 10,807 26,052 5,218,827 18,000 17,000 5,000 40,000 2,328,756 3,000 250 45,500 5,275 2,925 2,385,706 10,000 28,000 38,000
Expenditures
Salaries and Wages Full Time Permanent Seasonal Elected Officials Part-Time Permanent Student Trainees Longevity Separation Payments Overtime Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript Contractual Services Professional Services Court Reporter Mileage (Private Auto) Jury And Witness Fees Parking In City Facilities Insurance And Official Bonds Materials & Supplies Office Supplies Just In Time Office Supplies
February 1, 2014

2011 Actual Maintenance Car Washes Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Water Charges From Print & Repro Charges From Central Storeroom $ $ 2012 Actual 2013 Unaudited
133
2014 Budget
$ $ $
64,671 12,746 2,774 64,687 51,128 196,006 21,010,302
$ $ $
73,373 18,357 1,704 70,052 55,928
$ $ $
57,954 12,209 2,240 65,370 26,565
$ $ $
300 300 63,716 52,043 60,201 28,036
$ $
219,414 19,926,444
$ $
164,338 20,863,270
$ $
203,996 22,072,868
Revenues
2011 Actual Charges For Services Fines, Forfeitures & Settlements Miscellaneous $ $ 10,174,850 397,571 10,572,421 $ $ 2012 Actual 700 9,050,867 1,018,784 10,070,351 $ $ 2013 Unaudited 9,122,196 218,234 9,340,431 $ $ 2014 Budget 9,209,860 510,376 9,720,236
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Budget 2013
Budget 2014
1 1 4 1 2 1 1 1 1 8 1 11 3 36
1 0 3 1 1 1 2 1 1 8 0 11 3 33
1 0 3 1 1 1 2 1 1 8 0 11 3 33
Administrative & Presiding Judge Bailiff Deputy Bailiff Administrative Assistant III Deputy Bailiff Chief Deputy Bailiff Deputy Bailiff Chief Probation Officer Deputy Bailiff Court Administrator Deputy Bailiff Deputy Court Administrator Deputy Bailiff Dir Central Scheduling Deputy Bailiff Finance Director Deputy Bailiff Probation Officer Supervisor Probation Officer General Judge Scheduling Supervisor
37,950.00 36,085.00 48,750.00 42,000.00 58,333.00 79,167.00 71,667.00 52,500.00 52,500.00 48,750.00 34,035.00 37,050.00 40,343.06
37,950.00 70,491.18 73,036.08 95,172.00 95,172.00 117,420.00 106,296.00 77,868.00 77,868.00 72,306.00 61,981.28 37,050.00 56,227.81
ADMINISTRATIVE SUPPORT 0 1 73 1 3 2 1 1 15 2 1 1 1 0 1 1 9 3 1 1 65 1 2 3 0 1 12 2 0 2 1 1 1 1 9 6 0 1 69 1 3 3 0 1 13 2 0 2 1 0 1 1 10 6 Business Process Analyst Court Interpreter Coordinator Deputy Bailiff Deputy Bailiff Accounts Coordinator Deputy Bailiff Administrative Assistant I Deputy Bailiff Administrative Assistant II Deputy Bailiff Chief of Enforcement Deputy Bailiff Chief of Security Deputy Bailiff Clerk Typist Deputy Bailiff Clerk Typist Supervisor Deputy Bailiff Court Interp l Deputy Bailiff Court Interp ll Deputy Bailiff HR / Personnel Director Deputy Bailiff Office Assistant Deputy Bailiff Personnel Specialist Deputy Bailiff Public Information Officer Deputy Bailiff Scheduler I Deputy Bailiff Supervisor 55,000.00 39,167.00 27,491.00 45,492.00 34,167.00 39,167.00 50,212.00 48,750.00 24,525.00 39,167.00 35,192.00 40,342.00 58,333.00 25,261.00 50,212.00 48,750.00 22,284.00 44,167.00 97,850.00 58,678.56 53,833.98 72,305.72 50,676.00 58,092.00 79,809.08 72,306.00 50,842.86 58,092.00 53,763.00 61,630.00 86,520.00 33,475.00 79,809.08 72,306.00 50,117.58 64,890.00
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 4 11 131 No. of Employees December 2013 4 11 124 Budget 2014 3 11 128 PROFESSIONALS 2 1 1 1 1 0 6 1 1 1 0 1 1 1 1 1 0 1 0 10 0 1 2 1 1 1 2 1 1 1 1 1 1 0 1 1 1 1 6 1 0 0 2 1 1 1 1 0 1 1 1 9 1 1 2 1 1 1 4 1 1 0 1 2 1 1 1 1 1 1 6 1 0 0 2 1 1 1 1 1 1 1 1 9 1 1 2 1 1 1 5 1 2 2 1 2 Dep Bail Alcohol & Drug Treatment Case Manager Deputy Bailiff Caseflow Coordinator Deputy Bailiff Chief Court Reporter Deputy Bailiff Chief Magistrate Deputy Bailiff Chief Social Worker Deputy Bailiff Computer Specialists II Deputy Bailiff Court Reporter Deputy Bailiff Database Administrator III Deputy Bailiff Dep Ch Magist Deputy Bailiff Deputy Chief Court Reporter Deputy Bailiff Deputy Chief Pro Officer Deputy Bailiff Deputy Director IT Deputy Bailiff Director IT Deputy Bailiff Drug Court Coordinator Deputy Bailiff Education & Training Specialist Deputy Bailiff Employment Specialist Deputy Bailiff Grant Administrator Deputy Bailiff Help Desk Supervisor Deputy Bailiff Jury Coordinator Deputy Bailiff Magistrate Deputy Bailiff Mediation Coordinator Deputy Bailiff Network Engineer I Deputy Bailiff Network Engineer II Deputy Bailiff Probation Systems Admin/Trainer Deputy Bailiff Program Analyst I Deputy Bailiff Program Analyst II Deputy Bailiff Project Manager II Deputy Bailiff Psychiatric Social Worker Deputy Bailiff Senior Magistrate Deputy Bailiff System Analyst II Deputy Bailiff Technical Support Specialist I Deputy Bailiff Technical Support Specialist II 48,750.00 52,500.00 52,500.00 71,667.00 48,750.00 45,492.00 36,509.00 64,167.00 64,167.00 48,750.00 58,333.00 64,167.00 71,667.00 52,500.00 50,212.00 48,750.00 66,093.00 50,212.00 50,212.00 58,333.00 48,750.00 39,167.00 44,167.00 48,750.00 39,167.00 52,500.00 64,167.00 34,167.00 58,333.00 52,500.00 27,083.00 39,167.00 Salary Schedule Position Deputy Bailiff Warrant Officer Personal Bailiff Minimum 27,492.00 63,969.00
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Maximum 58,092.00 88,389.00
72,306.00 78,654.24 77,868.00 106,296.00 77,868.00 68,498.00 61,958.62 96,132.96 96,132.96 72,306.00 87,393.60 95,172.00 106,296.00 77,868.00 79,809.08 73,036.08 95,172.00 76,710.00 76,710.00 86,520.00 73,036.08 58,092.00 64,890.00 72,306.00 58,092.00 77,868.00 95,172.00 50,676.00 92,595.60 77,868.00 40,170.00 58,092.00
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COMPARISON OF STAFFING LEVEL No. of Employees December 2013 1 1 1 1 0 45 1 96 253 Salary Schedule Position Deputy Bailiff Technical Support Specialist III Deputy Blf Probation Training Coordinator Docket Coordinator Judicial Assistant Muni Court Psychologist Probation Officer General Small Claims Magistrate TOTAL FULL TIME PART TIME 2 6 0 3 5 16 276 2 6 1 1 0 10 263 2 7 1 2 4 16 279 Deputy Bailiff Court Reporter Deputy Bailiff Law Clerk Deputy Bailiff Spec Proj Off Judge Student Aide TOTAL PART TIME TOTAL DIVISION 36,509.00 20,000.00 48,750.00 37,050.00 10.00 61,958.62 24,720.00 72,306.00 37,050.00 11.04 Minimum 44,167.00 44,167.00 48,750.00 40,343.00 99,299.20 34,035.00 20,800.00 Maximum 64,890.00 64,890.00 73,036.08 48,410.00 216,987.49 61,981.28 56,244.49
Budget 2013 0 1 1 0 1 45 1 93 260
Budget 2014 1 1 1 0 1 45 1 102 263
February 1, 2014
General Government CLEVELAND MUNICIPAL COURT - CLERK'S DIVISION

Earle B. Turner, Clerk Of Municipal Court
Cleveland Municipal Court - Clerk's Division
137
Mission Statement To record and process all matters decided in the Cleveland Municipal Court. The Clerk of Municipal Court has the power to administer oaths, take affidavits, and issue judgments including those for unpaid costs, process subpoenas, and approve all bonds, etc. The Clerk is responsible for keeping all journals, records, books, and papers of the Court, recording its proceedings, and performing all other duties prescribed by Judges of the Court. He receives and collects all costs, fees, fines, penalties, bail, and other monies payable to the office or to any office of the Court. The Clerk was appointed to operate the Parking Violations Bureau (P.V.B.) on June 1, 1985. The P.V.B. was established in response to state law which allowed municipalities to decriminalize parking violations, making parking violations a civil offense, collectible by civil procedure of garnishment. The Clerks duties involve the collection of issued parking violations and photo safety violations, keeping records of each violation, mailing notices, and collecting past due violations. Working in conjunction with the Judicial Division, the Police Department, and the Prosecutors Office, a primary objective is to design, develop, and implement an automated information system to perform more effectively and accurately in both the criminal and civil divisions. This will provide instant update information for public professionals and others. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION To oversee the operations of the Civil Division, Criminal Division, Finance, and Parking Violation Bureau. All Functions relative to the management and support to the various divisions of the Clerk of Courts office. Administration also serves as the liaison between the Clerks office and the other divisions of the Court, the City of Cleveland, and the Public at large. CIVIL To collect and disburse revenue, keep and maintain all appropriate and accurate records resulting from Civil Proceedings. Process filings for Small Claims, Trusteeships, General Division Filings, and all Housing Court matters. Process and disburse funds as ordered by the court Garnishments and other types of attachments. Process and disburse funds as ordered by the Housing Court for Rent Deposit. CRIMINAL To collect and disburse revenue from criminal proceedings. Process felony, misdemeanor, minor misdemeanor, housing, and traffic cases. Process and disburse funds as ordered by the Codified Ordinance of the State of Ohio and the City of Cleveland. FINANCE To disburse revenue collected by the Civil, Criminal, and Parking Violations Bureau Divisions and maintain the accounting records. Review and appraise the soundness, adequacy and application of accounting, financial, and other operating controls in compliance with the established policies and procedures. Support Civil, Criminal and Parking Violations Bureau Divisions accountability, internal controls and adherence to the ordinances, statues and judges orders in all finance-related activities.
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PARKING VIOLATIONS BUREAU & PHOTO SAFETY DIVISION To collect fines from Parking Violations, Photo Infractions, and Civil Code Violations issued in the City of Cleveland. Supply vendor-produced parking tickets and associated handheld devices to parking enforcement and code violation enforcement agencies. Process payments for Parking, Photo, and Code tickets. Provide hearings, keeping records of all adjudication processes for parking tickets, photo violation tickets, and civil code violations.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Elected Officials Part-Time Permanent Student Trainees Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Professional Dues & Subscript Contractual Services Professional Services Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Property Rental Equipment Rental Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies Small Equipment Office Furniture & Equipment $ $ $ $ $ 2012 Actual 2013 Unaudited
139
2014 Budget
5,607,625 58,191 120,496 12,683 57,275 38,098 15,690 5,910,057 1,236,592 247,058 90,680 9,088 839,357 75,366 116,710 6,994 17,197 2,639,042 35 35 4,335,760 21,788 1,540 1,750 (45) 500 87,772 4,449,065 113 148,032
5,579,904 58,191 108,025 30,112 58,675 42,538 17,337
6,063,875 58,191 86,134 25,950 59,200 22,093 18,989
6,192,597 58,191 115,000 30,000 64,425 40,000 20,000
$ $
5,894,782 1,196,169 250,689 89,474 8,925 817,633 75,731 98,912 6,726 9,533
$ $
6,334,432 1,276,899 238 261,479 91,496 8,938 850,015 82,078 82,049 6,316 2,037
$ $
6,520,213 1,393,051 269,900 97,861 9,440 907,230 87,929 83,429 6,437 26,520
$ $ $ $
2,553,793 35 35 4,668,287 20,345 1,210 2,297 32,000 14 81,482
$ $ $ $
2,661,544 35 35 3,970,658 28,030 1,380 40,967 175 60,000
$ $ $ $
2,881,797 300 300 4,319,000 22,000 2,340 1,750 50,000 980 90,000
$ $
4,805,635 332,383 2,658 6,555 2,301
$ $
4,101,210 1,022 367,396 4,733 27,008
$ $
4,486,070 1,000 335,000 1,000
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2011 Actual 2012 Actual 285 30,068 4,446 $ 182,944 6,165 542 $ 6,707 72,305 9,398 78,538 321,585 2,659 $ $ 484,485 13,672,336 $ $ $ $ $ $ $ $ 180 38,867 6,022 388,965 5,770 804 6,575 156 156 68,684 17,420 73,541 3,483 163,127 13,813,068 $ $ $ $ $ $ $ $ 2013 Unaudited 154 11,252 8,086 419,651 4,379 80 120 4,579 190 190 57,520 13,320 75,302 1,929 148,071 13,669,712 $ $ $ $ $ $ $ $ 2014 Budget 500 30,000 7,000 374,500 7,000 900 7,900 63,240 5,712 69,349 2,877 141,178 14,411,958
Food Other Supplies Just In Time Office Supplies Maintenance Maintenance Office Equipment Maintenance Contracts Car Washes Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M.
$ $ $
Revenues
2011 Actual Charges For Services Fines, Forfeitures & Settlements Miscellaneous $ $ 386,447 12,140,209 414,424 12,941,080 $ $ 2012 Actual 406,518 11,362,987 554 11,770,058 $ $ 2013 Unaudited 359,464 10,010,469 76,141 10,446,074 $ $ 2014 Budget 352,659 8,580,199 1,146 8,934,004
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Budget 2013
Budget 2014
154 1 155
152 1 153
156 1 157
Chief Deputy Clerk Clerk of Courts TOTAL FULL TIME PART TIME
20,800.00 58,191.00
93,435.40 58,191.00
11 17 28 183
7 0 7 160
11 17 28 185
Chief Deputy Clerk Student Assistant TOTAL PART TIME TOTAL DIVISION
20,800.00 10.00
93,435.40 11.04
February 1, 2014
General Government CLEVELAND MUNICIPAL COURT - HOUSING DIVISION

Raymond L. Pianka, Judge
Cleveland Municipal Court - Housing Division
143
Mission Statement To improve the quality of life for citizens living and working in the City of Cleveland by enforcing City ordinances, State, and Federal laws. The Housing Court has jurisdiction over criminal cases involving violations of the City's housing, building, fire, zoning, health, waste collection, sidewalk and agricultural and air pollution codes. The Court also hears civil cases involving landlord/tenant disputes. We are committed to improving the quality of life in our neighborhoods. Through fair, tough, compassionate adjudication and mediation the court strives to protect the health, safety and aesthetics of the properties and physical environments of our communities. PROGRAM NAME: OBJECTIVE: ACTIVITY: "CLEAN HANDS" DOCKET To require plaintiffs who have failed to appear in Housing Court criminal cases to answer their criminal charges before proceeding before the Housing Court in civil eviction actions. Court personnel screen eviction actions filed in the Housing Court to determine whether any plaintiffs have outstanding warrants in Housing Court criminal cases. The eviction action is halted, until the plaintiff/property owner appears before the Judge in the criminal case. When the property owner has "clean hands," that is, no outstanding warrants in the Housing Court, the eviction action may proceed. COMPREHENSIVE PLEA/SENTENCING Whenever possible, to include in plea agreements, sentences and probation agreements solutions that address all problem properties owned by the defendant in the City of Cleveland. The Court, in sentencing or as a community control sanction, may require defendants who own multiple properties to report the status of those properties, make a realistic assessment of their ability to maintain those properties, develop and execute a property management plan, and if necessary, begin to transition the properties to responsible, beneficial owners. In some cases, it may be necessary for a defendant to transfer the properties to beneficial owners to remain out of jail. This assessment and planning is accomplished through a series of meetings with the prosecutors, Magistrates, and the assigned Housing Specialist. Interested members of the community occasionally may participate as well. CORPORATE DOCKET To secure the attendance of a corporation, LLC, or other business entity named as criminal defendant when the entity fails to appear in court to answer criminal charges filed against it. The entity is ordered to appear and service is sent out to the entity's address of record, with courtesy copies sent to corporate officers' personal addresses. If the entity again fails to appear, the Court orders the entity to show cause why it should not be held in contempt of court. If the business entity fails to appear at the show-cause hearing, the Court imposes daily financial sanctions until the defendant appears and enters a plea. This practice has been successful in encouraging corporate defendants to appear in Court to answer the charges against them. COURT COMMUNITY SERVICE (CCS) To compel defendants who have failed to maintain their properties to give back to the communities they have harmed.
ACTIVITY:
PROGRAM NAME: OBJECTIVE: ACTIVITY:
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144
ACTIVITY:

The Housing Court may order defendants convicted of code violations to complete a specified number of hours of community service, administered through Court Community Service. Some are ordered to perform their community service hours in a specific area of Cleveland, to compensate that neighborhood for the damage caused by the defendant's failure to maintain properties. That community service work is supervised by the Housing Court Compliance Specialist, or another member of the Housing Court staff. The Court has ordered other CCS to clean up vacant lots, clean out properties, perform yard work, secure vacant structures, and make minor repairs at properties that are the subject of pending cases in the Court. HOUSING COURT CLINIC To provide the owners and occupants of properties in the City of Cleveland with access to information regarding landlord/tenant issues. The Housing Clinic is open daily from 8:30 a.m. until 4:00 p.m., on a walk-in basis. Housing Specialists are available to meet with persons who need information regarding Ohio landlord-tenant law, City ordinances, and Housing Court procedure. The Specialists can provide information, as well, about home repair resources and programs. While they are not attorneys, and cannot give legal advice, the Housing Specialists are a valuable resource for basic information needed by landlords, tenants, and property owners. MEDIATION/ALTERNATIVE DISPUTE RESOLUTION To provide parties with an opportunity to resolve their disputes by agreement, with assistance from Court personnel. This enables parties to address the issues raised in the case before the Court, as well as issues that go beyond the limits of the pleadings. The parties often are able to fashion a win-win solution that might not be achievable through a trial. The Court employs a mediation specialist and an Alternative Dispute Resolution Specialist to offer the parties this option at most stages of both criminal and civil cases. Housing Specialists provide assistance with mediations, as do the Court's Staff Attorneys and Judicial Clerk. The Alternative Dispute Resolution Specialist, an attorney with significant court experience, has aided parties in resolving numerous complex civil cases set for jury trial. In a number of criminal cases, disputes involving the City, contractors and homeowners have been resolved to the satisfaction of all parties. NEIGHBORHOOD ADVOCATES To provide neighborhood advocates who are paid staff members from local community development organizations and community residents with a forum to obtain information that will allow them to be successful in the implementation of code enforcement strategies. Quarterly meetings are hosted by the Housing Court at which speakers present valuable information regarding various pertinent topics, such as lead abatement, fair housing, and nuisance abatement. Representatives from the Department of Building & Housing, Public Health Department, Community Development, Cuyahoga County Land Bank, the Cleveland Clinic, Foreclosure and Fair Housing experts, and many others are in attendance. NUISANCE ABATEMENT/"TOOL KIT" To educate the public regarding options available to compel the repair or demolition of nuisance properties in their neighborhoods. The Court has developed written materials for neighbors interested in participating in the code enforcement process. The Court conducts regular meeting with residents interested in the issue of code enforcement, with presenters discussing relevant issues including receivership, home maintenance, court procedure, mental health issues presented by defendants, etc.
ACTIVITY:
ACTIVITY:
February 1, 2014

145
PLACARD PROGRAM To inform neighbor residents that the property is the subject of an action in the Housing Court, and to give the residents the ability to contact the Court for information about the pending case, and the individuals or entities in control of the property, to voice their concerns. The Court can post placards on vacant and abandoned properties that are the subject of Housing Court cases. The placard includes contact information for the owner, bank or lending institution if the property is in foreclosure, and the Housing Specialist assigned to the case. In addition, information regarding the Sheriff's Sale, if one is scheduled or has occurred (date of sale; purchaser) also may be posted on the property. The Court's Bailiffs visit the property weekly and report to the Judge on the conditions they observe. PROPERTY-OWNER FORECLOSURE LETTERS To inform owners in foreclosure of their responsibility to maintain the property while the foreclosure is pending; also, to inform the Court of Common Pleas of properties in foreclosure that likely are vacant. The Housing Court sends letters to the primary defendant of each foreclosure filed on property in the City of Cleveland. The letter outlines the owner's rights and responsibilities, and the potential criminal penalties the owner faces if the property is not maintained. The Court maintains a database of the letters that are returned marked "vacant" by the U.S. Postal Service. That information is forwarded to the Court of Common Pleas to assist in their vacant property accelerated foreclosure docket. RECEIVERSHIP/NUISANCE ABATEMENT CASES To fairly and efficiently adjudicate the receivership and nuisance abatement cases brought before the Housing Court. Receivership actions are filed by neighbors and community development groups, and may be filed by the City, in an attempt to stabilize deteriorating or vacant properties. Civil nuisance abatement actions are filed by the City to compel owners to address conditions which pose a threat to the health and safety of neighborhoods. Both of these types of filings are increasing. Both types of cases are extremely time-intensive for the Housing Court staff, requiring the work of the Judge, Magistrates, Housing Specialists, Staff Attorneys, and the Court's ADR Specialist. These cases often call for one or more site visits and multiple meetings with the parties; they may involve complex issues of liens and real estate title, as well. SELECTIVE INTERVENTION PROGRAM ("SIP") To assist first time offenders and owner occupants in bringing their property into compliance with the City's ordinances within a prescribed period of time, to avoid a criminal record resulting from the prosecution process. The Housing Court Judge refers cases to the Selective Intervention Program from the regular criminal docket. SIP cases are supervised by an assigned Housing Court Specialist, who assists the defendant in developing a compliance schedule, evaluating available resources, and obtaining available assistance through City, County and neighborhood programs. The Specialist supervises the defendant's efforts at bringing the property into compliance with City ordinances, reporting to the Court regularly on the defendant's progress. WARRANT/CAPIAS PROGRAM To locate defendants who fail to appear in court, and bring them before the Court to answer criminal charges. The Warrant/Capias program is staffed by Housing Court Bailiffs and a Warrant Capias Coordinator. Staff members search public records, contact neighbors and other individuals, visit properties, and follow up on leads to locate criminal defendants that fail to appear in court.
February 1, 2014
ACTIVITY:
ACTIVITY:
ACTIVITY:
146

WHAT EVERY LANDLORD/TENANT SHOULD KNOW To provide residents of the City of Cleveland with important information regarding Ohio landlord tenant law and procedure. The Court offers classes to provide information and assistance to landlords, tenants, and property owners regarding landlord/tenant duties and responsibilities, eviction procedure, nuisance laws and ordinances, property maintenance, lead abatement and remediation, and criminal case procedure. Classes for landlords are offered quarterly at the Justice Center; classes for tenants are now being offered through appropriate social service agencies throughout the City of Cleveland.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Elected Officials Part-Time Permanent Longevity Separation Payments Bonus Incentive Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Court Reporter Mileage (Private Auto) Jury And Witness Fees Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Other Contractual $ $ $ $ 2012 Actual 2013 Unaudited
147
2014 Budget
2,128,012 37,050 44,837 14,900 8,280 2,233,078 312,083 74,949 25,304 2,494 310,600 29,976 58,635 1,845 5,420 3,300 824,606 1,095 2,554 99 10,223 13,971 18,979 1,078 2,374 264 5,579 28,272
1,943,486 37,050 48,334 15,075 19,336 22,013
2,182,582 37,050 16,491 14,875 25,373 53,179
2,367,697 37,050 31,105 14,825 50,000 1,080
$ $
2,085,293 281,908 600 71,584 23,415 2,361 288,488 28,576 42,629 1,683 4,800
$ $
2,329,549 311,624 615 75,582 24,037 2,418 302,928 32,864 27,062 1,691 4,044 3,000
$ $
2,501,757 378,716 86,760 27,744 2,680 343,246 35,250 30,379 1,796 13,026 4,400
$ $
746,045 1,463 2,114 11,510
$ $
785,866 3,165 6,568 10,040
$ $
923,997 1,700 5,600 10,000
$ $
15,087 27,095 343 3,720 616 1,643 120 267
$ $
19,774 24,699 75 4,338 130 985 1,283
$ $
17,300 20,000 2,500 6,000 600 600 2,040 1,400 500
33,803
31,509
33,640
February 1, 2014
148

Materials & Supplies Office Supplies Postage Clothing Office Furniture & Equipment Other Supplies Just In Time Office Supplies
5,963 26 2,205 2,392 3,408 8,307
550 72 2,140 6,802
2,077 82 694 2,774 2,737 7,364
1,750 100 3,500 8,000 7,500
$ Maintenance Maintenance Office Equipment Car Washes $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From M.V.M. $ $ $ $
22,302 244 244 18,103 1,840 19,452 29,594 68,989 3,191,462
$ $ $ $
9,564 32 216 248 23,719 2,966 21,256 32,755
$ $ $ $
15,728 168 168 13,471 1,971 29,400 31,256
$ $ $ $
20,850 1,000 500 1,500 14,811 9,520 27,075 32,163
$ $
80,696 2,970,736
$ $
76,098 3,258,692
$ $
83,569 3,582,613
Revenues
2011 Actual Fines, Forfeitures & Settlements Miscellaneous $ $ 1,105,775 6,221 1,111,995 $ $ 2012 Actual 1,113,315 31 1,113,347 $ $ 2013 Unaudited 1,007,459 28,464 1,035,923 $ $ 2014 Budget 984,325 984,325
February 1, 2014
149
February 1, 2014
150

Budget 2013
Budget 2014
1 1 1 1 4 1 1 1 1 4 2 10 1 1 1 11 0 1 1 0 5 2 1 36 44 0 1 1 45
1 1 1 1 4 1 1 1 1 4 2 9 1 1 1 8 1 1 1 1 5 1 1 33 41 0 1 1 42
1 1 1 1 4
Deputy Bailiff Court Administrator Deputy Bailiff Finance Officer Judge Personal Bailiff ADMINISTRATIVE SUPPORT
64,815.84 38,544.06 37,050.00 63,969.00
96,917.89 70,048.00 37,050.00 88,389.00
1 1 1 1 4
Housing Court Administrative Assistant Housing Court Receptionist Housing Court Secretary Housing Court Scheduler PROFESSIONALS
23,063.94 23,064.00 20,815.92 23,063.94
54,990.00 35,083.94 38,151.00 51,104.81
2 10 1 1 1 10 1 1 1 1 5 2 1 37 45 1 1 2 47
Deputy Bailiff Supervisor Deputy Bailiff Housing Court Deputy Bailiff Chief Housing Court Specialist Deputy Bailiff Court Coordinator Deputy Bailiff Court Reporter Deputy Bailiff Housing Court Specialist Housing Court Adr Specialist Housing Court Chief Bailiff Housing Court Chief Magistrate Housing Court Compliance Specialist Housing Court Magistrate Housing Court DP Bailiff / Staff Attorney Project Coordinator TOTAL FULL TIME PART TIME Housing Court Dp Bailiff / Judicial Clerk Student Aide TOTAL PART TIME TOTAL DIVISION
44,167.00 22,173.84 52,158.83 23,064.00 36,509.00 34,000.00 42,178.00 38,884.00 71,667.00 35,000.00 42,178.32 29,585.00 27,325.56
64,890.00 54,367.68 86,233.74 52,418.10 61,958.62 69,000.00 84,012.07 88,026.00 116,982.00 50,000.00 91,529.00 69,902.23 90,294.89
21,993.75 10.00
50,839.15 11.04
February 1, 2014
Department of Aging DEPARTMENT OF AGING

Jane Fumich, Director
Department of Aging
151
Mission Statement To ensure Cleveland is an elder-friendly community by enhancing the quality of life for Cleveland seniors and adults with disabilities through advocacy, planning, service coordination, and timely delivery of needed services. PROGRAM NAME: OBJECTIVES: ACCESS YOUR BENEFITS
(An Aging and Disability Resource Center Service)
To assist Cleveland seniors and adults with disabilities by screening them for eligibility for public benefits programs and by helping them to enroll in the programs for which they are eligible. Screening seniors for their eligibility for public benefits using the automated Benefits CheckUp system and assisting them in completing the applications and submitting the applications either through the mail or online. BED BUG ASSISTANCE PROGRAM To assist low income seniors and adults with disabilities who are homeowners suffering with an infestation of bed bugs at their residence. Provision of extermination services and educational instruction to prevent reinfestation. CHORE PROGRAM Enhance the quality of life for seniors and adults with disabilities, enabling them to remain independent in their own homes. Assist seniors and adults with disabilities with interior and exterior household chores including lawn cutting, leaf raking and snow removal. CLEVELAND CARE CALLS To ensure the safety of home bound seniors by providing a daily telephone reassurance call to check on their well being. Automated calls are sent to participating seniors on a daily basis to check on their well being. The calls are monitored to be sure the senior responds. CLEVELAND TREE ASSISTANCE PROGRAM To assist low-income seniors and adults with disabilities with the removal of hazardous branches and trees on their personal property. In collaboration with the Departments of Public Works and Community Development, tree services are provided via a contracted service. ECONOMIC SECURITY
ACTIVITIES:
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
To assist economically vulnerable Cleveland seniors get the assistance they need to improve their economic security. Providing a comprehensive assessment of the seniors financial situation, developing a holistic economic security plan that draws upon a wide range of potential benefits and solutions, and assistance to ensure they receive the recommended services and programs.
February 1, 2014
152

HOMELESS PREVENTION SERVICES FOR SENIORS To identify and assist seniors and adults with disabilities (50-59 years of age) at risk of homelessness. Provide case management and linkage to social services to assist clients at risk of becoming homeless. LONG TERM SUPPORT OPTIONS COUNSELING
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES:
To inform and guide seniors, adults with disabilities and informal caregivers in their deliberations to make informed choices about long term supports targeting individuals with the most immediate concerns, such as those at greater risks of institutionalization. Essential components of these services include: gathering information, exploring options, decision support, working with the client to develop an action plan, access to community supports and follow-up. SENIOR HOMEOWNER ASSISTANCE PROGRAM To assist seniors and adults with disabilities in obtaining critical repairs for their homes. Provide financial assistance for critical health/safety home repairs for low income seniors and adults with disabilities. SENIOR INITIATIVE To help seniors and adults with disabilities avoid becoming victims of scam contractors and to avoid citations for housing violations by providing resources to help with needed repairs. Conduct home visits and work with clients to assist them with serious housing concerns. SPECIAL EVENTS To provide helpful service information to Cleveland seniors. Senior Day - a citywide celebration and recognition of the contributions our Cleveland seniors have made to their community. Cleveland Senior Walk - to promote exercise, good nutrition and healthy life- styles for Cleveland seniors. Senior Power - is a collaborative program with the Division of Police, Emergency Medical Services, the Division of Fire and the Department of Aging designed to increase knowledge and awareness among older persons in the areas of crime prevention, fire hazards, emergency services, scams, fall prevention and other programs for the elderly. Disability Awareness Day - to promote awareness of the abilities of seniors and adults living with disabilities.
ACTIVITIES:
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
SPECIALIZED INFORMATION AND ASSISTANCE (An Aging and Disability Resource Center Service) This service links seniors and adults with disabilities with appropriate resources and/or provides information about community agencies and organizations that offer services specific to adults with disabilities, older adults and caregivers. Provide current and unbiased information on services that support independence.
ACTIVITIES:
February 1, 2014

153
SUPPORTIVE SERVICES/COMMUNITY OUTREACH To identify and assist seniors and adults with disabilities in accessing services, benefits and programs to ensure they receive adequate assistance in emergencies, the benefits to which they are entitled and programs to help maintain independence Participate in a variety of outreach activities to identify seniors and adults with disabilities in need of assistance. Conduct assessments of older persons in their homes. Link seniors with the services, benefits and programs needed to maintain safety and independence. Assist seniors with utility shut off (i.e. gas, electric, water, etc.) and provide emergency food, access to home delivered meals, job assistance, home repairs, and chore services. Serve as a liaison with other City departments and agencies concerning services for the elderly. Serve as an advocate for seniors to ensure they receive fair and equal treatment and the services they need.
ACTIVITIES:
February 1, 2014
154

Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Student Trainees Longevity Separation Payments
466,923 25,219 612 1,975 16,404
456,584 38,132 1,850 2,904
490,300 57,514 1,075 76,441
539,479 64,735 20,498 1,250 10,000
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Travel- Non-Training Mileage (Private Auto) Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Computer Supplies Clothing Hardware & Small Tools Office Furniture & Equipment Food Printed Materials $ $ $ $
511,134 37,353 6,175 2,862 448 78,211 7,084 24,324 332 (6) 156,785 49 110 102 261 2,005 1,165 580 3,368 35,000 42,118 1,908 1,084 376 3,631 100
$ $
499,471 35,998 6,978 3,178 465 67,109 6,902 8,543 336 1,527
$ $
625,331 46,741 8,223 3,819 553 72,280 8,699 10,000 370
$ $
635,962 76,905 14,962 5,710 731 87,463 9,070 8,855 464 1,529
$ $
131,036 340 125
$ $
150,685 2 505
$ $
205,689 1,220 675 100
$ $
465 2,381 1,104 3,463 36,750
$ $
507 101,486 425 973 2,711 41,750
$ $
1,995 102,365 1,200 1,140 3,640 49,950
$ $
43,698 999 793 228 3,000 117
$ $
147,345 74 310 2,645 120
$ $
158,295 1,000 1,000 200 579 3,520 150
February 1, 2014

2011 Actual Other Supplies Special Events Supplies Just In Time Office Supplies $ Maintenance Computer Software Maintenance Car Washes Maintenance Misc. Equipment $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Indirect Cost $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ 696 1,203 121 9,119 60 60 8,882 32,650 8,540 29,228 79,300 798,776 $ $ $ $ $ $ $ $ 2012 Actual 783 1,232 3,313 10,465 48 48 1,156 1,156 8,606 32,671 11,979 29,507 82,764 769,102 $ $ $ $ $ $ $ $ 2013 Unaudited 1,132 1,291 3,996 9,569 268 268 (865) (865) 7,948 49,074 11,122 18,192 86,336 1,019,176 $ $ $ $ $ $ $ $
155
2014 Budget 1,300 1,500 4,156 13,405 100 214 160 474 8,738 55,645 11,738 27,420 103,541 1,119,361
Revenues
2011 Actual Grant Revenue Miscellaneous Property Tax $ $ 254 254 $ $ 2012 Actual 118 3 121 $ $ 2013 Unaudited 390 6,872 7,262 $ $ 2014 Budget 125 125
February 1, 2014
156
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 PARA-PROFESSIONALS 3 3 3 3 3 3 PROFESSIONALS 2 1 3 1 7 11 2 13 2 1 2 1 6 10 2 12 2 1 3 1 7 11 3 14 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Administrative Manager Grants Administrator Project Coordinator Supervisor Admin Services-Data 27,193.55 22,333.40 27,325.56 20,092.80 Geriatric Outreach Worker 10.00 Director of Aging 50,795.81 Minimum
157
Maximum
176,729.77
22.17
101,816.22 75,175.89 90,294.89 56,847.22
February 1, 2014
158
Department of Human Resources DEPARTMENT OF HUMAN RESOURCES

Deborah Southerington, Director
Department of Human Resources
Mission Statement The Department of Human Resources is committed to providing quality, uniform and cost effective services to over 9,000 diverse City employees in the areas of Personnel Administration, Training, Employee Benefits & Relations, Equal Employment Opportunity, Employee Safety, Labor Relations, and Unemployment Compensation in order to better serve the employees and the citizenry of the City of Cleveland. PROGRAM NAME: OBJECTIVES: EMPLOYEE HEALTH AND BENEFITS To administer, coordinate and promote an understanding of the Employee Benefits Programs to all City of Cleveland employees. Coordinate, promote and provide services that encourage healthy minds and bodies. Administer the City's medical, dental, vision and life insurance programs for all eligible employees. Seek, develop and/or negotiate cost-effective health care plans. Maintain federal compliance for HIPAA/COBRA regulations. Plan and implement employee recognition programs to improve employee morale. Coordinate charitable campaigns for various nonprofit groups. Monitor and appeal disputed unemployment compensation claims. Coordinate free wellness classes and conduct special events such as fairs, health screenings, health awareness. Growth Area: To focus on wellness, the health and well-being of all employees to reduce or eliminate personal problems affecting employee health and work productivity. To create programs geared to develop a work culture that supports and encourages a healthy way of living as well as encourage and motivate our employees to embrace a healthier lifestyle. PROGRAM NAME: OBJECTIVE: ACTIVITIES: EMPLOYEE RECORDS Maintain personnel files for all City of Cleveland employees. Manage internal and external inquiries regarding city employees such as subpoenas and public records requests. Manage and process employment verification for current and former employees. Growth Area: Document Imaging, electronic storage and retrieval of employee records. PROGRAM NAME: OBJECTIVES: GENERAL ADMINISTRATION To assist departments with policies governing hiring practices and processes. To provide support and assistance in coordinating human resources programs and acting as a liaison with staff, other City Departments and the general public with regard to city personnel and human resources services. Develop, implement and administer work policies and procedures applicable to City of Cleveland employees. Implement affirmative action and equal employment policies and procedures throughout the City of Cleveland. Ensure that the hiring process is in compliance with with civil service rules and collective bargaining agreements. Serve as point of contact for federal and state agencies, municipalities, local businesses and outside agencies seeking employment and statistical data concerning the City of Cleveland's workforce; processing questionnaires, surveys and request for information. Assist departments in filling vacancies by providing qualified candidates and ensure compliance with Equal Employment Opportunity (EEO) principles and guidelines. Establish recruitment and outreach programs to identify candidates for professional, summer and seasonal positions as well as other programs. Maintain and support the integrated Human Resource Management System.
ACTIVITIES:
ACTIVITIES:
February 1, 2014
159
Growth Area: Manage Training Programs, HR Newsletter, administer Performance Management, implement recruitment and outreach processes and programs within the guidelines of City policy. Coordinate Succession Planning, Civil Service and Human Resources Policy Development. PROGRAM NAME: OBJECTIVE: ACTIVITIES: HRIS To manage and support the information systems for all service areas of the department. Develop, implement and modifies system requirements. Maintain internal database files and tables for all city employees. Develop customized reports for city departments/divisions. Conduct ongoing needs assessment and provide training to meet those needs. Growth Area: EHRMS administration, report writing, training, centralized forms development, policy and training. Continue to explore additional automation and employee self-service functionality. PROGRAM NAME: OBJECTIVE: ACTIVITIES: LABOR RELATIONS To negotiate and administer City of Cleveland's labor agreements and to enforce affirmative action and Equal Employment Opportunity. Provide leadership to collective bargaining contract negotiations. Investigate and resolve grievance issues promptly. Administer the terms and conditions of all of the City's collective bargaining agreements and provide contract management. Provide training to managers on the labor relations process and any changes in the contracts. Compile and monitor data within City of Cleveland departments for EEO compliance. Investigate complaints of discrimination and harassment to expedite a resolution. Prepare various compliance reports for governmental agencies. Act as American with Disabilities liaison for all City departments. Growth Area: Policy Development, Compensation, FMLA, and ADA Administration. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: PERFORMANCE MANAGEMENT Administer a comprehensive performance management program that involves key elements of planning, monitoring, developing, rating and rewarding. Manage and coordinate employee performance evaluations. Establish/provide city-wide training programs. TRAINING AND DEVELOPMENT To increase the knowledge and skills of City of Cleveland employees through education, training, research and development. Develop programs that develop soft skills, interpersonal skills, communication, customer service and that enhance productivity, quality of work, promote building employee loyalty, increase individual and organization performance, and growth potential through developing their skills and knowledge. Conducts city-wide training programs in compliance with City policies and procedures, and other governmental mandates. Coordinate educational programs to meet specific training needs of the City of Cleveland departments. Growth Area: Training Coordination, Needs Assessment, Program Development, Train-theTrainer. Develop programs for supervisory, management and leadership for employees in lower positions; develop employee career paths and succession plan.
ACTIVITIES:
February 1, 2014
160

2011 Actual $ 693,509 18,379 3,325 22,442 $ 737,655 110,422 23,117 7,742 730 106,868 10,023 12,925 566 11,538 $ 283,931 8,075 $ 8,075 577,750 319 115,000 205 1,664 $ 694,937 198 $ $ $ $ $ $ $ $ $ 2012 Actual 894,142 16,603 3,275 914,020 126,798 600 28,027 8,787 889 127,211 12,806 14,118 731 184 320,152 2,190 9,210 11,400 507,758 579 115,028 338 1,964 625,667 $ $ $ $ $ $ $ $ $ 2013 Unaudited 904,398 16,664 4,925 9,298 92 935,376 124,792 301 25,461 7,777 811 128,582 13,100 14,164 655 315,644 241 9,560 1,335 167 11,303 590,125 156 200 1,749 45,625 637,855 170 $ $ $ $ $ $ $ $ $ 2014 Budget 981,122 25,317 5,100 10,000 1,021,539 159,761 32,442 9,801 946 140,898 14,666 13,777 728 373,019 7,500 1,200 1,000 9,000 18,700 655,500 36,000 10,000 1,500 703,000 1,500 300
Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments Overtime Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript Contractual Services Professional Services COBRA-Medical Coverage Mileage (Private Auto) Medical Services Expense Account Reimbursement Advertising And Public Notice Parking In City Facilities Other Contractual Materials & Supplies Office Supplies Computer Supplies Small Equipment
February 1, 2014

2011 Actual Medical Supplies Food Paper And Other Printing Suppl Other Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ 1,036 360 493 2,087 2,526 16,363 1,028 46 19,963 1,746,649 $ $ $ $ 2012 Actual 1,139 337 3,131 4,607 1,941 21,134 1,880 64 25,019 1,900,864 $ $ $ $ 2013 Unaudited 325 1,501 1,996 3,032 35,526 16,189 54,747 1,956,921 $ $ $ $
161
2014 Budget 100 1,000 1,000 1,500 5,400 3,333 40,284 17,086 39 60,742 2,182,400
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 317,094 317,094 $ $ 2012 Actual 273,868 273,868 $ 2013 Unaudited $ 160 595,440 595,600 $ 2014 Budget $
February 1, 2014
162

Budget 2013
Budget 2014
1 1 1 1 6 10
1 1 1 1 6 10
1 0 1 1 6 9
Administration Bureau Mgr Asst Mgr of HR Program Planning and Mgmt Director of Personnel and Human Resources Labor Relations Manager Mgr of HR Program Planning and Mgmt
40,314.82 22,333.40 50,795.81 30,214.95 26,273.96
132,061.01 63,607.63 176,729.77 112,526.46 82,493.55
ADMINISTRATIVE SUPPORT 1 1 2 0 1 1 0 1 1 PROFESSIONALS 1 0 1 1 1 1 5 17 1 1 1 1 1 1 6 17 1 1 1 3 1 1 8 18 TOTAL FULL TIME PART TIME 0 2 2 19 0 1 1 18 1 1 2 20 Student Aide Junior Personnel Assistant TOTAL PART TIME TOTAL DIVISION 10.00 20,800.00 11.04 39,367.76 Administrative Manager Budget Analyst Labor Relations Assistant Labor Relations Officer Senior Systems Analyst Supervisor of Computer Operations 27,193.55 10.00 20,800.00 27,325.56 20,800.00 30,214.95 101,816.22 11.04 53,900.54 77,502.92 41,170.98 89,155.89 Junior Personnel Assistant Private Secretary to the Director 20,800.00 20,800.00 39,367.76 47,550.25
February 1, 2014
Department of Human Resources HEALTH SELF INSURANCE FUND

Expenditures
Health Self Insurance Fund
163
2011 Actual Claims, Refunds, Maintenance Claims Health Care
2012 Actual
2013 Unaudited
2014 Budget
$ $ $
$ $ $
$ $ $
$ $ $
44,896,328 44,896,328 44,896,328
Revenues
2011 Actual Charges For Services $ $ $ $ 2012 Actual $ $ 2013 Unaudited $ $ 2014 Budget 44,896,328 44,896,328
February 1, 2014
164
Department of Human Resources PRESCRIPTION SELF INSURANCE FUND

Prescription Self Insurance Fund
Expenditures
2011 Actual Claims, Refunds, Maintenance Claims Health Care
2012 Actual
2013 Unaudited
2014 Budget
$ $ $
$ $ $
$ $ $
$ $ $
9,897,644 9,897,644 9,897,644
Revenues
2011 Actual Charges For Services $ $ $ $ 2012 Actual $ $ 2013 Unaudited $ $ 2014 Budget 9,897,644 9,897,644
February 1, 2014
Department of Law DEPARTMENT OF LAW

Barbara A. Langhenry, Director
Department of Law
165
Mission Statement To promote the interests of the City of Cleveland and its residents by providing sound legal advice to the City, its agencies, officials, and employees; to protect the Citys legal rights and interests in all legal proceedings; and to fairly and aggressively prosecute all who undermine the quality of life in Cleveland by violating the Citys laws. PROGRAM NAME: OBJECTIVES: ACTIVITIES: BUILDING, HOUSING, HEALTH, FIRE AND TAX CODE ENFORCEMENT To improve the quality of life in Cleveland by fairly and aggressively enforcing the Citys building, housing, health, fire and tax codes. Prosecute violations of the various City codes in the appropriate forum. Advise City officials and employees on the applicability and interpretation of the Citys codes to particular situations. CITY REPRESENTATION IN CIVIL LITIGATION To effectively represent the City of Cleveland in all civil proceedings and expedite the resolution of claims filed with the City. Represents the Cityin court actions involving claims filed on behalf of and against the City, including the abatement of nuisances, environmental cleanup, defense of the Citys laws, suits for the collection of taxes, claims by the City against persons who have damaged City property, and defense of various legal claims. Process personal injury and property damage claims for and against the City. CRIMINAL INVESTIGATIONS, MEDIATION AND PROSECUTIONS To represent the City of Cleveland in misdemeanor criminal proceedings before the Cleveland Municipal Court, process felony charges on behalf of the State of Ohio, and operate an effective and appropriate neighborhood alternative dispute resolution program. Prosecute criminal actions before the Cleveland Municipal Court and process felony charges on behalf of the State of Ohio. Conduct citizen complaint intake interviews annually and mediation hearings through the Community Prosecution and Mediation Program. DOMESTIC VIOLENCE PROGRAM To use a collaborative effort between prosecutors, safety forces, and witness/victim advocates to conduct criminal investigations and prosecute offenders of domestic violence and stalking crimes in the Citys neighborhoods. An established specialized domestic violence protection unit that develops evidence and prosecutes domestic violence and stalking crimes, even when the victim is unwilling to cooperate. LEGAL ADVISOR TO CITY AGENCIES, OFFICIALS, AND EMPLOYEES To serve as daily legal advisor to all City agencies, officials, and employees. Provide legal advice and counsel to the Administration and City Council on legal issues that arise out of City operations in all areas of the law, including labor and employment, real estate, health, environment, utilities, aviation, economic development, and all aspects of municipal law. Prepare contracts, legislation, legal opinions, and other legal documents. PUBLIC RECORDS MANAGEMENT To oversee a timely and complete response to requests for public records. Coordinate and monitor the timely collection and dissemination of documents responsive to requests for public records.
February 1, 2014
ACTIVITIES:
ACTIVITIES:
166

2011 Actual $ 4,712,105 29,575 77,645 $ 4,819,324 532,579 133,593 39,799 4,419 665,919 60,483 89,219 3,724 28,985 $ 1,558,719 2,045 24,350 140,828 $ 167,222 814,707 110,917 1,952 120 6,120 80,800 $ 1,014,616 8,365 2,649 816 672 $ 12,502 $ $ $ $ $ $ $ $ $ $ 2012 Actual 4,240,348 26,250 15,798 4,282,396 511,833 1,020 127,909 38,188 4,216 610,272 55,949 76,480 3,293 29,405 1,458,565 5,433 1,050 160,623 167,106 717,075 84,851 1,605 250 5,655 39,699 849,135 3,206 688 8,327 12,221 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 4,429,664 (1,308) 5,215 27,375 38,865 4,499,811 557,432 1,431 136,202 40,364 4,332 630,438 60,761 68,985 3,097 1,503,041 2,947 23,100 144,758 170,805 1,285,316 74,987 1,437 9,273 38,466 1,409,479 2,286 644 3,786 4,263 10,979 $ $ $ $ $ $ $ $ $ $ 2014 Budget 4,808,806 27,400 4,836,206 673,316 1,020 156,862 46,268 4,671 674,004 64,232 60,120 3,160 1,683,653 3,000 1,800 150,000 154,800 900,000 90,000 1,500 250 10,000 45,340 1,047,090 8,500 1,000 1,000 10,000 20,500
Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Student Trainees Longevity Separation Payments Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript Contractual Services Professional Services Court Reporter Parking In City Facilities Insurance And Official Bonds Other Contractual Local Match-Grant Programs Materials & Supplies Office Supplies Postage Computer Software Photographic Supplies Just In Time Office Supplies
February 1, 2014

2011 Actual Claims, Refunds, Maintenance Court Costs Judgements, Damages, & Claims $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ 2012 Actual 2013 Unaudited
167
2014 Budget
18,165 1,278,663 1,296,828 23,702 50,761 7,392 2,391 84,246 8,953,458
$ $ $
36,557 2,145,543 2,182,100 29,329 52,924 7,429 1,885
$ $ $
25,413 1,894,063 1,919,475 19,039 48,787 8,443 1,449
$ $ $
40,000 2,756,021 2,796,021 20,932 55,320 8,910 2,041
$ $
91,566 9,043,088
$ $
77,717 9,591,308
$ $
87,203 10,625,473
Revenues
Fines, Forfeitures & Settlements Miscellaneous Sale Of City Assets $ $ 2011 Actual 26,142 10,083 565,550 601,775 $ $ 2012 Actual 86,509 118,150 204,659 $ 2013 Unaudited $ 16,526 227,753 244,279 $ 2014 Budget $ 8,000 8,000
February 1, 2014
168

Budget 2013
Budget 2014
6 1 1 1 1 1 1 1 13 5 2 7 2 1 3 6 1 3 24 3 1 17 3 1 1 54 80 80
6 1 1 0 1 1 1 1 12 5 2 7 2 1 3 6 1 3 23 2 1 14 3 1 1 49 74 74
6 1 1 1 1 1 1 1 13
Chief Assistant Director of Law Chief Assistant Prosecutor Chief Corporate Counsel Chief Counsel Chief Trial Counsel Director of Law First Assistant Prosecutor Supervisor of Hardware Evaluation ADMINISTRATIVE SUPPORT
31,500.00 36,750.00 36,750.00 36,750.00 36,750.00 50,795.81 31,500.00 30,214.95
126,270.18 138,997.51 138,997.51 138,997.51 138,997.51 176,729.77 126,270.18 89,155.89
6 2 8
Legal Secretary Senior Clerk PARA-PROFESSIONALS
20,800.00 12.47
45,916.43 16.58
2 1 3 6
Chief Legal Investigator Claims Examiner Docket Clerk PROFESSIONALS
23,647.11 10.00 20,800.00
67,017.93 23.32 36,325.25
1 3 24 3 1 17 3 1 1 54 81 81
Administrative Manager Assistant Administrator Assistant Director of Law I (S) Assistant Director of Law I Assistant Director of Law II Assistant Prosecutor Misdemeanor Investigator Personnel Administrator Project Director TOTAL FULL TIME TOTAL DIVISION
27,193.55 20,800.00 26,250.00 26,250.00 31,500.00 23,100.00 20,800.00 26,273.96 22,333.40
101,816.22 56,847.22 86,093.31 80,353.75 97,572.42 97,572.42 47,536.88 82,493.55 80,282.43
February 1, 2014
Department of Finance FINANCE ADMINISTRATION

Sharon Dumas, Director
Finance Department Administration of Finance
169
Mission Statement To provide professional financial management services and protect the fiscal integrity of the City by maximizing the collection of revenue, monitoring the efficient allocation and expending of funds necessary to support municipal operations and judiciously investing public monies. To adhere to the practice of generally accepted accounting principles in a manner consistent with the guidelines required by the Ohio Revised Code (ORC), Codified Ordinances of the City of Cleveland and the Auditor of State. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION To supervise the twelve fiscal divisions in the Department of Finance in order to manage citywide financial controls and compliance. To ensure prudent financial management. Provide timely, accurate, auditable reporting of all financial transactions. Deliver costeffective Information Technology (IT) services to support citywide operations. RISK MANAGEMENT To manage work related injury claims filed against the City. Purchase adequate property and casualty insurance to protect identified City assets. Maintain adequate claims history to support the necessary financial reserves available to injured employees through workers compensation insurance. Provide guidance regarding specific insurance related questions.
February 1, 2014
170

Expenditures
Salaries and Wages Full Time Permanent Seasonal Part-Time Permanent Longevity Separation Payments Overtime
605,617 23,450 5,698 2,775 4,040 434
592,683 19,404 2,300
533,011 39,976 2,900
665,362 35,000 2,500
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Other Contractual $ Materials & Supplies Office Supplies Postage Computer Software Other Supplies $ $ $ $
642,014 51,670 13,812 3,776 462 88,987 9,057 9,350 356 1,548 179,018 4,934 225 2,302 7,462 1,950 3,360 5,310 267 897 765
$ $
614,387 52,511 120 14,125 3,819 456 86,185 8,737 9,908 379
$ $
575,887 42,753 112 10,954 2,838 377 79,083 8,174 8,452 313
$ $
702,862 74,351 17,776 4,914 534 98,404 10,192 7,298 395
$ $
176,240 3,492 3,725 86 1,966
$ $
153,056 231 1,010 162 1,635
$ $
213,864 17,000 2,600 200 6,700
$ $
9,268 311 356 2,805 283
$ $
3,039 750 70 2,627 254,578
$ $
26,500 2,000 2,000 3,000 299,250
$ $
3,754 176 1,011 280 212
$ $
258,025 842
$ $
306,250 200 1,000 300 250
February 1, 2014

2011 Actual Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ 3,034 4,963 7,034 2,955 582 10,571 849,338 $ $ $ $ 2012 Actual 1,592 3,271 6,523 3,951 260 2,355 13,089 820,009 $ $ $ $ 2013 Unaudited 1,802 2,644 6,009 3,113 319 52 9,493 1,002,145 $ $ $ $
171
2014 Budget 2,000 3,750 6,607 2,867 337 109 9,920 1,263,146
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous Other Tax $ $ 952 729 2,087 3,768 $ $ 2012 Actual 299 299 $ $ 2013 Unaudited 555 1,170 158,826 160,551 $ $ 2014 Budget 75,000 75,000
February 1, 2014
172

Budget 2013
Budget 2014
1 1 2
1 0 1
1 1 2
Director of Finance Secretary to Director of Finance
50,795.81 36,590.00
176,729.77 132,880.22
ADMINISTRATIVE SUPPORT 1 1 2 1 1 2 1 1 2 PARA-PROFESSIONALS 1 1 0 0 1 1 PROFESSIONALS 1 1 0 1 1 1 5 10 0 0 0 1 1 1 3 6 1 0 1 1 1 1 5 10 TOTAL FULL TIME PART TIME 4 4 14 2 2 8 4 4 14 Student Aide TOTAL PART TIME TOTAL DIVISION 10.00 11.04 Assistant Administrator Assistant Director of Law I Asst Secy of Snking Fund Deputy Project Director Project Coordinator Risk Manager 20,800.00 26,250.00 27,325.56 20,092.80 27,325.56 27,325.56 56,847.22 86,093.31 97,819.83 62,836.42 90,294.89 97,819.83 Chief Legal Investigator 23,647.11 67,017.93 Jr Personnel Assistant Private Secretary to Director 20,800.00 20,800.00 39,367.76 47,550.25
February 1, 2014
Department of Finance DIVISION OF ACCOUNTS

Lonya Moss-Walker, Commissioner
Division of Accounts
173
Mission Statement To accurately record financial transactions and to provide centralized accounting services to the City Departments. The Division of Accounts maintains the Citys financial accounting records and facilitates the timely payment of the Citys liabilities. Also, the Division serves as the collection point for all payroll data and monitors the processing of the Citys payrolls and related reports. The Division records cash receipts, performs reviews of cash disbursements, processes encumbrances, and maintains the Citys document storage. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: ACCOUNTS PAYABLE To pay the Citys vendors in a timely and accurate manner. To verify the accuracy of payment documentation received and to process payments to the Citys vendors. GENERAL ACCOUNTING To maintain the Citys records utilizing the Advantage financial system. To process the encumbrances of contracts and verify the pre-encumbrances of legislation. PAYROLL To provide accurate and timely payroll data and reports on a bi-weekly basis. Collect and disburse data and reports. RECORD MANAGEMENT To maintain the integrity of the Divisions document files. To file and retrieve the various documents within the responsibility of the Division.
February 1, 2014
174

Expenditures
892,504 7,475 13,523 234
901,243 7,550
892,071 31,326 6,750 29,517
943,480 36,638 6,725 22,210
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Other Contractual $ Materials & Supplies Office Supplies Postage Just In Time Office Supplies $ Maintenance Maintenance Office Equipment $ $ $ $ $ $
913,737 123,314 29,006 8,701 1,243 126,120 11,646 16,666 825 317,521 1,293 1,589 883 3,765 191,586 440 275 207,488 399,788 93 128 747 968 165 165
$ $
908,793 113,589 120 26,856 7,470 1,184 126,897 11,476 14,002 789
$ $
959,663 102,194 176 24,057 6,790 1,124 125,486 12,549 12,497 720
$ $
1,009,053 126,544 26,478 7,825 1,180 138,159 14,310 12,254 733
$ $
302,383 732 370 828
$ $
285,593 870 2,932 986
$ $
327,483 2,000 4,000 2,000
$ $
1,930 241,585 27 327 344,870
$ $
4,788 164,300 200 105 381,740
$ $
8,000 221,880 422,000
$ $
586,809 1,756 502 4,848
$ $
546,345 1,890 1,305 2,454
$ $
643,880 1,500 1,000 2,500
$ $ $
7,106 447 447
$ $ $
5,649 179 179
$ $ $
5,000 1,000 1,000
February 1, 2014

2011 Actual Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom $ $ 2012 Actual 2013 Unaudited
175
2014 Budget
8,687 8,322 1,365 18,373 1,654,317
4,705 9,418 1,144
1,951 7,783 14,610
2,145 7,167 15,419
$ $
15,267 1,822,736
$ $
24,343 1,826,560
$ $
24,731 2,019,147
Revenues
February 1, 2014
176

Budget 2013
Budget 2014
1 1 2 1 5 1 7 2 1 1 1 1 1 1 1 1 10 19
1 1 2 1 5 1 7 2 1 0 1 0 1 1 1 1 8 17
1 1 2
Commissioner of Accounts Deputy Commissioner of Accounts ADMINISTRATIVE SUPPORT
40,314.82 26,273.96
132,061.01 88,389.13
1 5 1 7
Chief Clerk Principal Clerk Receptionist PROFESSIONALS
22,050.00 14.88 10.00
47,550.25 20.10 15.61
2 1 1 1 0 1 1 1 1 9 18
Accountant II Accountant IV Accountant Supervisor Administrative Officer Auditor Central Payroll Supervisor Personnel Administrator Senior Personnel Assistant Senior System Analyst TOTAL FULL TIME PART TIME
14.88 20,800.00 23,647.11 20,800.00 20,092.80 20,800.00 26,273.96 20,800.00 20,800.00
22.17 59,419.42 72,539.05 52,979.99 58,837.68 56,847.22 82,493.55 50,162.59 41,170.98
0 19
1 18
1 19
Auditor TOTAL DIVISION
20,092.80
58,837.68
February 1, 2014
Department of Finance DIVISION OF ASSESSMENTS AND LICENSES

Dedrick C. Stephens, CFE, Commissioner
Division of Assessments and Licenses
177
Mission Statement We strive to provide value-added regulatory, financial, accounting and administrative shared services that enhance the quality of life in the City of Cleveland. For the benefit of our constituents, we will effectively regulate various professions and industries, efficiently bill for services and fairly collect revenues with the highest degree of integrity and ethics. The Division of Assessments and Licenses supports the health and safety of our citizens and promotes fair business practices throughout the City of Cleveland. The Division administers and collects various excise and gross receipts taxes to fund City operations; regulate and enforce licensing and permitting laws to protect the public; and manages a city-wide billing and collection service in order to recoup monies expended on various services. Consumers and businesses are uniformly protected through the Divisions regulation of weights and measures standards. The Divisions assessment activities support business improvement districts and recoup funds expended on public improvements. The Division also manages a centralized shared service center that provides accounting, billing, accounts receivable management, and processing services for other City departments. Our vision is to inspire governmental excellence through expertise and innovative business practices in order to benefit constituents. Our actions also reflect values of service, integrity, and respect that will enable us to consistently provide accurate, efficient and timely responses. We strive to proactively enhance operations in order to continuously add value in a rapidly changing environment. PROGRAM NAME: OBJECTIVES: ADMINISTRATION STRATEGIC BUSINESS UNIT To provide division-wide administration through efficient, accurate, and timely processing of internal data items and requests; to effectively provide information and processing services to the citizens and several departments of the City; and to accurately account for all monies and receipts processed by the Division. Plan, organize, budget and allocate resources to efficiently provide administrative support for Divisional activities. Execute, plan, monitor and control the performance of programs and projects. Accurate and timely reporting of financial and performance results. ADMINISTRATION - ASSESSMENTS Allocate cost connected to a public improvement to benefiting parties pursuant to State and local laws. Timely and accurately certify all assessments to the County. Prepare, support and administer special assessments and business improvement districts (BIDs) including the Downtown Cleveland Alliance, Gordon Square Arts Improvement District and the Market Business Improvement District. Assist in the establishment of BIDs that contribute to economic development and quality of life activities. Prepare, invoice and account for payments of various assessments - BIDs, sidewalks, vaults, trees, etc. Appropriation of property, vacate streets, serve legal notices, billing for tax incremental financing project, etc. ADMINISTRATION - LICENSING AND PERMITS Ensure that the statutes of the Codified Ordinances of the City are met for the issuance of licenses and permits that protect the public. Provide value-added centralized shared services of cashiering, accounting, receipting, processing and licensing services for various City divisions that reduce cost, strengthen internal controls and improve efficiencies. Process and issue over 140 different types of licenses and permits (approximately 25,000 per year). Collect, deposit and accurately account for licenses, permits, invoices, tax returns, registrations and fees.
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
February 1, 2014
178

BILLING STRATEGIC BUSINESS UNIT Ensure the collection of revenues due the City for services provided to citizens and businesses by providing accurate and timely billing services for several City departments to achieve optimal cost recovery. Provide responsive and courteous service to end users of City services; and to foster seamless communication and interfaces between all constituent partnerships. Ambulance Transportation Service Billing and Collections- Invoice and collect the cost of ambulance transportation services provided by EMS, Fire Department and Port Control from those treated and transported as well as from medical insurance carriers. Pre-bill research and verification; medical coding; generate and distribute invoices; bill appropriate medical insurance carriers; electronic claims submission and remittance; manage accounts receivable; collect delinquent accounts; comply with various federal and state statutes including the Health Insurance Portability and Accountability Act; manage collection agency relationship; maintain management information system of billing and collection activities. Over 6,000 invoices billed annually. City Service Billing- Manage the billing and collection function for city-wide services provided by Waste Collection; Building and Housing; Public Works; Streets; Police and Fire. Activities performed by this centralized billing service include pre-billing verification; data entry of all billing source documents; generating and distributing invoices; managing accounts receivables and annual certification to County Auditor; and collection of delinquent accounts. Over 40,000 invoices billed annually. Prisoner Health Claim Management- Reduce and control the cost of prisoner healthcare by review of claims for cost, contractual compliance, and medical necessity in order to prevent waste and abuse. Post-claim eligibility verification; claim management and pricing verification; as well as payment management. COMPLIANCE STRATEGIC BUSINESS UNIT Uniform and equitable enforcement (criminal and civil) of the City's ordinances and licensing requirements; to ensure all business taxes are collected to support services provided by the City; and to educate those conducting business within the City of compliance responsibilities through effective communication and informational products. COMPLIANCE - LICENSES Assist, educate, and protect the public through the implementation and enforcement of City laws mandating regulation and licensing of businesses, occupations and other specific activities. Enforce Divisional licensing requirements fairly and consistently in order to promote compliance with the laws and maintain confidence in the integrity of the City's business regulatory environment. Research and/or canvass City to ensure businesses are properly licensed and observe statutes stipulated in the Ordinance. COMPLIANCE - TAX ADMINISTRATION Fully collect business tax revenues required to be paid by law and necessary to fund operations of the City, through the uniform and fair administration of admissions, parking, hotel and motor vehicle lessor tax laws in a manner that merits the highest degree of public confidence in our integrity, efficiency and fairness. Interpret the laws and educate taxpayers of their obligations and rights. Respond to taxpayer questions. Investigate and audit to identify and resolve discrepancies and discourage tax evasion. Enforce the tax laws through criminal or civil prosecution for those that do not comply voluntarily.
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
February 1, 2014

179
COMPLIANCE - WEIGHTS AND MEASURES Achieve equity in the marketplace through the uniform enforcement of local, State and national weights and measures laws. Protect consumers and businesses from unfair and deceptive practices which create a level playing field for all. Inspect and seal all weighing and measuring devices. These devices include commercial scales, scanners, timing devices and gasoline pumps in the City. Investigate complaints concerning the accuracy of weighing devices. Issue violations, condemn equipment, and ensure that all violations are corrected.
ACTIVITIES:
February 1, 2014
180

Expenditures
Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime
1,315,367 7,800 10,334 15,465
1,372,211 8,700 14,471 17,466
1,463,060 8,425 3,299 52,996
1,618,389 8,225 28,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Professional Dues & Subscript $ Utilities Security & Monitoring System Contractual Services Professional Services Court Reporter Travel- Non-Training Mileage (Private Auto) Security Services Expense Account Reimbursement Advertising And Public Notice Participation Fee Parking In City Facilities Insurance And Official Bonds $ $ $ $ $
1,348,966 227,166 52,915 17,154 2,095 187,350 18,309 26,209 1,350 12,622 645 545,816 2,119 2,504 879 5,502 262,760 459 146 27 9,355 84 100
$ $
1,412,849 249,400 60 60,922 19,559 2,085 195,247 19,586 24,158 1,375 773
$ $
1,527,779 267,504 62,474 20,462 2,154 206,752 21,503 20,595 1,343 975
$ $
1,654,614 350,864 78,072 24,634 2,425 231,646 23,992 26,528 1,364 975
$ $
573,165 8,961 2,698 892 578
$ $
603,763 2,135 703 1,030
$ $
740,500 2,000 3,500 655 1,300
$ $ $ $
13,129 1,329,487 457 24 18,315 142 6,798 525 15 250
$ $ $ $
3,868 498,120 326 275 13,034 183
$ $ $ $
7,455 100 100 886,818 1,500 2,125 300 8,000 500 250
February 1, 2014

2011 Actual Other Contractual Credit Card Processing Fees $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware Computer Software Hardware & Small Tools Small Equipment Office Furniture & Equipment Paper And Other Printing Suppl Other Supplies Safety Equipment Just In Time Office Supplies $ Maintenance Maintenance Contracts Computer Software Maintenance $ Claims, Refunds, Maintenance Court Costs Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $ $ 763 96,834 370,528 802 2,213 3,351 1,200 3,596 1,142 802 975 684 6,704 21,468 1,044 1,044 11,205 104,958 93,933 15,783 225,879 2,519,203 $ $ $ $ $ $ $ $ $ $ 2012 Actual 25,181 167,563 1,548,757 2,349 29,390 497 2,697 381 1,682 3,511 18,689 56 7,259 66,512 3,020 3,020 20 20 11,483 84,668 72,311 44,357 212,819 3,830,271 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 69,005 175,672 756,615 1,589 25,200 1,972 737 4,544 34,042 949 949 11,722 59,861 86,001 19,538 177,121 3,104,137 $ $ $ $ $ $ $ $ $ $
181
2014 Budget 180,000 1,079,493 2,000 37,500 800 6,875 1,800 3,750 9,425 8,500 70,650 2,680 26,448 29,128 1,000 1,000 12,887 55,128 90,765 28,400 187,180 3,770,120
February 1, 2014
182

2011 Actual 2012 Actual $ 77,088 2,075 347,619 61,404 29,381,230 $ 29,869,416 $ $ 2013 Unaudited 155,093 7,450 384,168 17,431 31,629,199 32,193,340 $ $ 2014 Budget 175,000 5,200 333,795 30,514,325 31,028,320
Revenues
Charges For Services Fines, Forfeitures & Settlements Licenses & Permits Miscellaneous Other Tax
119,201 3,625 358,422 22,076 27,417,456
27,920,779
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 2 1 1 2 1 1 2 ADMINISTRATIVE SUPPORT 0 1 2 3 1 1 2 4 0 1 3 4 PARA-PROFESSIONALS 1 1 1 1 1 1 PROFESSIONALS 1 1 2 3 1 3 1 2 1 2 4 21 0 1 1 2 1 1 0 2 1 1 3 13 0 2 2 2 1 2 1 3 2 2 4 21 Accountant II Administrative Manager Assessments Analyst Assistant Administrator Assistant Director of Law I Auditor Chief Auditor Medical Billing Reimbursement Specialist Medical Coder & Billing Analyst Miscellaneous Investigator Project Coordinator 14.88 27,193.55 20,800.00 20,800.00 26,250.00 20,092.80 23,647.11 10.42 10.17 15.35 27,325.56 Chief Legal Investigator 23,647.11 Data Control Clerk Principal Cashier Senior Cashier 10.00 14.66 12.57 Assistant Commissioner of Assessments and Licenses Commissioner of Assessments and Licenses 23,647.11 40,314.82 Minimum
183
Maximum
84,588.76 121,901.44
16.98 23.74 20.20
67,017.93
22.17 101,816.22 51,294.00 56,847.22 86,093.31 58,837.68 84,588.76 22.06 22.73 18.62 90,294.89
February 1, 2014
184

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIANS 1 3 5 1 10 37 37 1 3 4 1 9 29 29 0 3 5 1 9 37 37 TOTAL FULL TIME TOTAL DIVISION Data Conversion Operator Inspector of Weights & Measures Senior Data Conversion Operator Supervisor of Weights & Measures 12.02 12.89 13.47 20,800.00 15.39 17.90 18.44 63,634.38 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Finance DIVISION OF TREASURY

James Hartley, Treasurer
Division of Treasury
185
Mission Statement To collect, protect and invest public monies in a professional manner that is consistent with the guidelines established by the Codified Ordinances of the City of Cleveland.
The City Treasurer is the custodian of all public money of the City. Treasury is the central office through which all banking, treasury management and related auxiliary services are provided to City departments and divisions. Treasury receives and disburses all public money of the City on warrants issued by the Commissioner of Accounts in accordance with the City Charter and Codified Ordinances. Funds are held in approved depositories protected by pledge collateral or invested in accordance with the City's Cash Management and Investment Policy. Treasury is the paymaster for all City employees and as such coordinates the distribution of payroll checks and manages employee direct deposit. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: CASH COLLECTION AND DEPOSITORY SERVICES To safeguard the City's cash resources from the time of collection to deposit. Receive and prepare funds for deposit; open and monitor bank accounts; provide City departments and divisions with access to banking and other depository services. CASH MANAGEMENT To provide cash management services consistent with approved policies/procedures and prudent business practices. Determine cash requirements and maintain appropriate cash flow; process wire and ACH transfers; administer citywide petty cash and requests for special change funds. DISBURSEMENTS To maintain secure control over disbursement functions and provide for the prompt distribution of warrants to payees. Print and distribute warrants for vendor payments, employee reimbursements, jury vouchers and CCA refunds. INVESTMENTS To maximize investment returns and maintain a portfolio that provides safety of principal and sufficient liquidity to meet the operating needs of the City. Initiate and record investment transactions; analyze investment activities; and prepare/ maintain the investment portfolio, records and reports. PAYROLL SERVICES To safeguard employee payroll and direct deposit information and provide for secure and efficient distribution of employee payroll checks and vouchers. Setup and maintain direct deposit of employee payroll; sort and distribute payroll checks, stubs and express vouchers; manage the reissue of lost checks and direct deposit rejects; and coordinate the distribution of approved payroll inserts.
February 1, 2014
186

Expenditures
Salaries and Wages Full Time Permanent Longevity Separation Payments
335,013 2,350
341,073 2,625
364,678 2,625 2,153
460,953 2,625
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Parking In City Facilities Insurance And Official Bonds Other Contractual $ Materials & Supplies Office Supplies Postage Office Furniture & Equipment Other Supplies Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts $ $ $ $ $ $
337,363 38,816 10,110 3,024 363 47,166 4,763 9,157 270 113,669 400 187 120 707 190 3,029 34,284 37,502 1,368 19 2,190 3,577 3,140 774 3,914
$ $
343,698 42,140 11,088 3,148 375 48,063 4,839 9,741 270
$ $
369,456 42,019 10,754 3,009 370 48,320 5,220 4,728 242
$ $
463,578 70,729 16,966 5,024 436 64,900 6,719 4,773 282
$ $
119,665 400 181 120
$ $
114,662 400 90
$ $
169,829 1,500 500 500
$ $
700 241 3,029 37,201
$ $
490 172 11,060 34,057
$ $
2,500 350 41,160
$ $
40,470 376 46 2,190 887
$ $
45,288 65 2,665 444
$ $
41,510 1,000 150 4,500 3,000 1,000
$ $ $
3,499 2,845 774 3,619
$ $ $
3,173 2,980 836 3,816
$ $ $
9,650 3,700 1,500 5,200
February 1, 2014

187
2014 Budget
3,612 4,197 31,585 39,394 536,126
4,016 2,931 33,295
5,212 3,072 26,274
5,731 2,829 27,729
$ $
40,242 551,895
$ $
34,558 571,443
$ $
36,289 728,556
Revenues
2011 Actual Miscellaneous Interest Earnings/Investment Income $ $ 5 208,310 208,315 $ $ 2012 Actual 250,155 250,155 $ $ 2013 Unaudited 4,288 466,979 471,267 $ $ 2014 Budget 400,000 400,000
February 1, 2014
188

Budget 2013
Budget 2014
0 0 0
1 0 1
1 1 2
City Treasurer Deputy City Treasurer
42,758.15 26,273.96
127,255.39 85,815.69
ADMINISTRATIVE SUPPORT 1 1 3 1 1 5 6 6 1 1 3 1 1 5 7 7 1 1 PROFESSIONALS 2 1 1 4 7 7 TOTAL FULL TIME TOTAL DIVISION Fiscal Manager Investment Manager Senior Personnel Assistant 23,647.11 23,647.11 20,800.00 84,588.76 84,588.76 50,162.59 Principal Cashier 14.66 23.74
February 1, 2014
Department of Finance DIVISION OF PURCHASES AND SUPPLIES

Tiffany White, Commissioner
Division of Purchases and Supplies
189
Mission Statement To purchase in a timely manner all goods and services for the City, of the correct quality and at the lowest possible cost, in support of the mission of the City of Cleveland and in compliance with all Codified Ordinances. The Division of Purchases and Supplies is the central office through which all competitively bid purchases for the City are processed, under such regulations as are provided by ordinance and by the direction of the Board of Control. The Division also disposes of all property, real and personal, that has been deemed unsuitable for use, not needed by the City, or may have been condemned as useless. The procurement of goods and services and disposals are processed through the submission of requisitions and/or competitive bidding as required by ordinance authorization. PROGRAM NAME: OBJECTIVES: PURCHASES AND SUPPLIES To procure quality commodities and services at the lowest possible cost and in a timely manner through effective and efficient competitive bidding. To meet or exceed CSB/RSB/ MBE/FBE goals. To provide a level playing field where all vendors can compete fairly for city business. To maximize return on the disposal of assets. Administers competitive bidding processes for both formal and non-formal bids, (requisitioned and telephone quoted items); develops, implements, and maintains citywide requirements contracts; performs out-reach to the local vendor community; evaluates, reviews recommendations for contract award; prepares and processes contract recommendations for Board of Control approval; executes competitively bid contracts, processes petty cash vouchers; and disposes of surplus property, real and personal.
ACTIVITIES:
February 1, 2014
190

Expenditures
361,611 3,175
380,373 3,475
425,884 3,475 19,676
488,227 3,750
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Mileage (Private Auto) Parking In City Facilities $ Materials & Supplies Office Supplies Postage Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ $ $ $
364,786 49,419 14,098 4,032 525 50,989 4,676 9,348 360 133,447 1,130 1,130 284 331 1,927 2,542 1,545 18,346 10,244 30,134 532,039
$ $
383,848 50,902 60 14,784 4,197 537 53,445 4,901 7,555 361
$ $
449,034 54,412 129 15,113 4,531 595 58,451 5,807 5,072 373
$ $
491,977 84,128 20,586 6,175 717 68,877 7,137 5,734 441
$ $ $ $ $ $
136,742 2,122 2,122 50 50 1,490 1,094
$ $ $ $ $ $
144,484 2,407 2,407 289 289 618 2,088
$ $ $ $ $ $
193,795 3,200 3,192 6,392 350 350 2,500 2,500
$ $ $ $
2,584 3,207 17,233 8,007
$ $ $ $
2,706 3,536 11,677 7,831
$ $ $ $
5,000 400 400 3,888 10,754 8,264
$ $
28,447 553,792
$ $
23,044 621,965
$ $
22,906 720,820
February 1, 2014

Revenues
2011 Actual Charges For Services Miscellaneous $ $ (119) 28,090 27,971 $ $ 2012 Actual 31,484 31,484 $ $ 2013 Unaudited 48,276 48,276 $ $
191
2014 Budget
February 1, 2014
192

Budget 2013
Budget 2014
0 1 1 2
0 1 0 1
1 1 0 2
Administrative Manager Commissioner of Purchases & Supplies Project Manager
27,193.55 42,758.15 20,800.00
101,816.22 127,255.39 60,712.22
ADMINISTRATIVE SUPPORT 1 1 1 3 1 1 1 3 1 1 1 3 PROFESSIONALS 4 1 5 10 10 3 1 4 8 8 4 1 5 10 10 TOTAL FULL TIME TOTAL DIVISION Buyer Contract Administrator / Purchasing Supervisor 20,800.00 23,647.11 48,466.35 67,017.93 Principal Clerk Senior Clerk Typist 14.88 12.47 12.02 20.10 16.58 15.39
February 1, 2014
Department of Finance BUREAU OF INTERNAL AUDIT

Natasha Brandt, Manager Of Internal Audit
Bureau of Internal Audit
193
Mission Statement To assist departments and divisions in the achievement of financial and operational goals by planning and conducting financial and administrative audits. The Division of Internal Audit acts as an independent Division within the Department of Finance to provide an objective assurance and consulting activity designed to add value and improve the Citys operations. The Division assists City divisions in the achievement of financial and operational goals by planning and conducting financial and administrative audits. PROGRAM NAME: OBJECTIVES: ACTIVITIES: FINANCIAL & OPERATIONAL AUDITING To improve managements internal, financial, and administrative controls. Investigate actual and potential lapses of control and incidents of risk and assist Staterequired external auditor during the annual citywide audit.
February 1, 2014
194

Expenditures
321,850 475 2,220 249
297,108 475 782 47
276,392 5,642 2,255 300 879
409,232 35,005 300
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Parking In City Facilities State Auditor Examination $ Materials & Supplies Office Supplies Computer Hardware Computer Software Just In Time Office Supplies $ $ $ $ $
324,794 40,768 11,144 3,184 318 45,376 4,551 8,806 210 8,302 122,659 3,180 4,341 1,440 2,325 11,287 45 1,820 293,393 295,258 788 90 1,680 412 2,970
$ $
298,413 29,658 60 8,477 2,831 289 42,212 4,174 7,056 212 1,428
$ $
285,468 32,648 64 8,443 2,703 225 38,395 4,005 4,422 197
$ $
444,537 54,092 13,192 4,367 357 62,236 6,446 4,688 272
$ $
96,398 233 359 99 155 1,430
$ $
91,103 576 1,745 502 1,895
$ $
145,650 300 3,000 900 2,050
$ $
2,276 69,838 735 1,100 131,310
$ $
4,719 978 239,148
$ $
6,250 175,000 1,500 444,000
$ $
202,983 260 59 614
$ $
240,126 608 1,515 269
$ $
620,500 800 1,800 2,000
933
2,392
4,600
February 1, 2014

195
2014 Budget
1,570 2,421 34 4,025 760,992
1,103 3,689 320
1,560 1,143 35
1,715 1,052 37
$ $
5,113 606,115
$ $
2,738 626,545
$ $
2,804 1,224,341
Revenues
2011 Actual Charges For Services Grant Revenue Miscellaneous $ $ 930 97 1,027 $ $ 2012 Actual 330 17,586 17,916 $ $ 2013 Unaudited 29,026 14,837 43,863 $ $ 2014 Budget
February 1, 2014
196

Budget 2013
Budget 2014
1 1
1 1
1 1
Manager Internal Audit
40,314.82
121,901.44
PROFESSIONALS 4 0 0 0 1 1 6 7 1 0 1 0 1 0 3 4 2 1 1 1 1 0 6 7 TOTAL FULL TIME PART TIME 0 0 7 1 1 5 2 2 9 Student Aide TOTAL PART TIME TOTAL DIVISION 10.00 11.04 Accountant II Accountant III Administrative Manager Auditor In-Charge Senior Internal Auditor Senior Internal Auditor 14.88 15.48 27,193.55 20,092.80 49,500.00 23,647.11 22.17 24.58 101,816.22 58,837.68 84,370.33 67,017.93
February 1, 2014
Department of Finance CCA INCOME TAX ADMINISTRATION

Nassim M. Lynch, Administrator
CCA Income Tax Administration
197
Mission Statement To provide an efficient, centralized collection structure for collection of income tax for Cleveland and other member communities. The Division of Taxation was established by Ordinance 2393-66 effective November 28, 1966. As provided in the Ordinance, the Division operates a centralized collection facility known as the Central Collection Agency for purposes of collecting the municipal income tax for the City of Cleveland and many other municipalities that wish to join the tax agency for purposes of administering their municipal tax ordinances. The contract between the City of Cleveland and other member communities provides that the general policy of the Agency is established under an Executive Board made up of the Finance Director of the City of Cleveland and four members elected by the members of the agency. The Income Tax Administrator is charged with the responsibility of receiving, recording and maintaining accurate records of the taxes collected for the sixty-two member municipalities of the Central Collection Agency. This include the enforcement of the ordinance, making and enforcing regulation, determining tax due and investigating persons or corporations who the Administrator has reason to believe owes taxes. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: AUDIT To ensure that all taxpayers file correctly and pay the correct amount of income taxes for each year a return is due. Conduct audits to ensure compliance with the income tax ordinances. COLLECTION To process municipal income tax collections on a daily basis. Pre-audit and process incoming municipal income tax returns, withholding reports and estimates daily upon receipt. Balance and deposit all cash and checks. COMPLIANCE To enforce strict compliance of the municipal income tax ordinances. Key or translate all tax forms, returns, source documents, and employers supplied W-2s into machine readable language. DATA ENTRY To generate accurate daily additions to the income tax records. Verify that all individuals and businesses subject to the tax file returns and pay all taxes due, including penalties and interest due for late payment of taxes. RECORD RETENTION To provide retention filing and legally secure storage of all tax records by the municipal income tax ordinance. Maintenance of tax records, assuring accessibility to Central Collection Agency staff. TAXPAYER ASSISTANCE To provide information and assistance to all taxpayers in the area served by CCA. Work with the member communities to reduce the number of errors on returns filed through individual assistance and tax educational programs
February 1, 2014
198

Expenditures
3,106,060 1,164 247,283 35,775 39,890 235,761
3,348,186 200,224 35,625 22,503 238,890
3,430,848 254,472 33,875 173,073 334,646
3,962,539 427,273 31,225 250,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Electricity - Cpp Steam $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Property Rental Other Contractual State Auditor Examination Bank Service Fees $ $ $ $
3,665,932 485,903 93,601 35,736 4,850 507,696 45,042 121,438 3,274 9,695 1,307,235 2,761 305 12,254 15,320 23,383 23,383 987,882 6,117 448 3,348 574 10,080 49,996 101,594
$ $
3,845,429 512,750 300 110,669 37,489 5,059 533,196 48,384 64,633 3,439 6,324
$ $
4,226,913 540,041 517 116,390 37,362 5,028 549,372 54,583 66,548 3,289 216
$ $
4,671,037 810,887 173,632 54,370 6,256 653,946 67,731 54,265 3,835
$ $
1,322,244 4,570 1,822 25,569
$ $
1,373,345 7,061 660 12,404
$ $
1,824,922 6,000 1,000 27,000
$ $ $ $
31,962 24,344 24,344 1,344,239 13,472 2,965 2,646 19,711 10,588 41,900 89,952
$ $ $ $
20,125 28,405 47,549 75,953 1,321,258 20,474 1,442 2,449 580 20,865 21,290 40,000 102,154
$ $ $ $
34,000 29,260 96,000 125,260 1,290,000 18,000 5,000 2,500 600 22,000 15,000 50,000 150,000
February 1, 2014

2011 Actual Credit Card Processing Fees $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware Computer Software Office Furniture & Equipment Hygiene And Cleaning Supplies Medical Supplies Paper And Other Printing Suppl Other Supplies Batteries Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance Car Washes $ Claims, Refunds, Maintenance Court Costs Judgements, Damages, & Claims Indirect Cost $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From M.V.M. Charges From Division Of Maint $ $ $ $ $ 92,587 1,252,624 13,662 297,732 102,383 16,616 1,370 360 21,405 453,527 8,930 10,512 63,874 83,316 9,202 401,050 410,252 77,407 321,330 10,348 393,948 803,033 $ $ $ $ $ $ $ $ $ 2012 Actual 103,663 1,629,136 12,275 302,031 1,797 84,865 20,933 7,024 340 34,364 463,628 10,317 51,611 72,975 134,902 18,383 82 414,261 432,726 78,322 267,313 17,924 425,000 788,559 $ $ $ $ $ $ $ $ $ 2013 Unaudited 126,337 1,656,849 16,617 204,866 789 56,976 13,530 23,030 941 21,737 338,486 10,016 9,910 60,032 600 80,557 16,631 434,533 451,164 90,900 253,512 12,051 425,000 781,464 $ $ $ $ $ $ $ $ $
199
2014 Budget 100,000 1,653,100 15,000 450,000 2,000 50,000 29,000 6,000 500 500 500 1,000 500 30,000 585,000 11,500 1,500 20,000 42,000 200 75,200 15,000 435,000 450,000 99,939 233,469 14,373 425,000 772,781
February 1, 2014
200

Capital Outlay Building Betterments -Existing Office Equipment Fixtures Automobiles
529
5,538 27,424
15,603
10,000 35,000
$ $
529 8,015,151
$ $
32,962 8,705,891
$ $
15,603 9,020,459
$ $
45,000 10,236,300
Revenues
2011 Actual Miscellaneous Due To Member Municipalities Income Tax Interest Earnings/Investment Income $ $ 2,311,789 1,965 5,390,000 6,738 7,710,492 $ $ 2012 Actual 2,581,560 1,800 6,020,000 7,410 8,610,770 $ $ 2013 Unaudited 2,688,390 1,830 6,160,000 8,895 8,859,115 $ $ 2014 Budget 3,008,160 1,500 7,226,640 10,236,300
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 ADMINISTRATIVE SUPPORT 4 25 2 2 1 1 2 0 37 2 21 1 1 0 1 2 0 28 4 25 2 0 1 1 2 1 36 PROFESSIONALS 4 4 11 3 1 3 9 4 1 1 3 3 47 3 3 11 3 1 2 8 3 1 0 2 0 37 4 5 11 3 1 3 10 9 1 0 4 3 54 Administrative Manager Assistant Administrator Auditor Assistant Director of Law Fiscal Manager Income Tax Supervisor Tax Auditor I Tax Auditor II Personnel Administrator Project Leader /Application Supervising Tax Auditor Senior Tax Auditor 27,193.55 20,800.00 20,092.80 26,250.00 23,647.11 20,092.80 14.39 15.48 26,273.96 45,000.00 20,800.00 20,092.80 Accountant Clerk II Income Tax Tracer Junior Cashier Messenger Principal Cashier Principal Clerk Private Secretary to the Director Stock Clerk 10.00 12.60 11.14 10.00 14.66 14.88 20,800.00 13.11 Asst. Income Tax Administrator Income Tax Administrator Chief Bureau of Accounts and Collections Chief of Auditing Bureau 26,273.96 42,758.15 22,333.40 22,333.40 Minimum
201
Maximum
89,367.64 137,860.74 63,607.63 65,834.36
17.69 17.86 16.97 15.24 23.74 20.10 47,550.25 18.23
101,816.22 56,847.22 58,837.68 80,353.75 84,588.76 56,847.22 18.75 20.73 82,493.55 91,832.86 56,847.22 48,837.68
February 1, 2014
202

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position PARA-PROFESSIONALS 2 2 2 2 2 2 TECHNICIANS 2 2 92 2 2 73 2 2 98 TOTAL FULL TIME PART TIME 0 4 4 1 16 25 117 1 2 2 0 6 11 84 0 4 4 1 12 21 119 Administrative Manager Assistant Administrator Auditor Income Tax Tracer Student Aide TOTAL PART TIME TOTAL DIVISION 27,193.55 20,800.00 20,092.80 12.60 10.00 101,816.22 56,847.22 58,837.68 17.86 11.04 Citizens Information Rep 10.00 19.29 Paralegal 20,800.00 43,700.85 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Finance PRINTING & REPRODUCTION

Michael Hewett, Commissioner
Printing & Reproduction
203
Mission Statement The Division of Printing and Reproduction is committed to providing innovative, sustainable and cost-effective design, print and mail solutions to the City of Cleveland. The duties of the Commissioner of Printing and Reproduction are as follows: to administer and control the affairs of the division; to supervise the design, printing and mailing of material required for use by the City of Cleveland; to develop specifications, evaluate bids, recommend the lease, rental or purchase of all photocopiers; and to perform additional duties which may arise by codified ordinance or by the Director of Finance. The Division of Printing and Reproduction is responsible for producing all forms, stationery, manuals, directories, reports, brochures, newsletters, posters and other literature used by City departments, divisions, boards, bureaus, council and Cleveland Municipal Court. The Division of Printing and Reproduction operates a production facility at 1735 Lakeside Avenue. The division also oversees a full-service copy center and mailroom at City Hall. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: COPY CENTER Provide a variety of fast turnaround photocopying services. Process assignments as requested. Offer technical assistance to customers. PRINTING SERVICES Provide comprehensive reprographic services to the City of Cleveland. Print materials requested by City Divisions. Provide mail services. Administer the Citys photocopier and paper contracts.
February 1, 2014
204

Expenditures
576,364 4,150 885
572,472 5,025 409
564,614 5,500 1,230 872
582,694 5,500 10,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Professional Dues & Subscript $ Utilities Gas Electricity - Cpp Security & Monitoring System $ Contractual Services Professional Services Waste Disposal Parking In City Facilities Photocopy Machine Rental Other Contractual $ $ $ $ $
581,399 93,496 15,165 5,773 930 81,089 8,279 20,864 630 609 226,836 295 1,467 1,762 4,887 33,366 38,253 3,375 496 263 649,103 500 653,736
$ $
577,906 92,954 60 14,888 5,891 934 81,982 8,161 18,646 622 1,367 1,192
$ $
572,216 92,705 81 13,982 5,676 861 77,121 8,087 14,591 535 760 1,168
$ $
598,194 105,997 16,622 6,304 887 81,573 8,531 19,724 528 1,000 1,500
$ $
226,697 1,488
$ $
215,565 685 1,653
$ $
242,666 250 1,000 500 7,208
$ $
1,488 4,541 34,678 1,117
$ $
2,338 3,812 33,590
$ $
8,958 4,574 34,597 2,000
$ $
40,336 3,319 216 631,029 829
$ $
37,402 562 364 621,500
$ $
41,171 3,000 500 350 700,000 1,000
635,392
622,426
704,850
February 1, 2014

2011 Actual 2012 Actual 2013 Unaudited
205
2014 Budget
Materials & Supplies Office Supplies Computer Hardware Computer Software Clothing Small Equipment Electrical Supplies Hygiene And Cleaning Supplies Paper And Other Printing Suppl Other Supplies Just In Time Office Supplies
7,824 478 977 2,460 485,594 1,964 4,232
8,610 3,461 1,180 2,397 586,201 1,479 5,295
13,344 2,496 533,280 1,437 4,994
1,000 15,000 3,500 5,000 1,250 2,500 550,000 1,000 4,000
$ Maintenance Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance Maintenance Machinery & Tools Car Washes Repair Of Overhead Doors $ Interdepart Service Charges Charges From Telephone Exch Charges From M.V.M. Charges From Division Of Maint Charges From Parks Maintenance $ Capital Outlay Transfer To Capital Project Expenditure Recovery Expenditure Recovery $ $ $ $ $ $ $
503,529 118,237 563 4,040 395 123,235 7,751 2,677 5,609 776 16,812 (613) (613) 2,144,948
$ $
608,623 88,551
$ $
555,551 84,260 4,330 2,693 1,000
$ $
583,250 90,000 1,000 2,119 6,918 270 500
$ $
88,551 7,808 3,602 3,202 84
$ $
92,284 4,869 1,828 1,283 114
$ $
100,807 5,353 2,890 3,000
$ $ $ $ $ $
14,696 2,193,689
$ $ $ $ $ $
8,094 2,105,875
$ $ $ $ $ $
11,243 466,753 466,753 2,757,892
February 1, 2014
206

2011 Actual 2012 Actual $ 2,188,228 1,113 $ 2,189,341 $ $ 2013 Unaudited 1,307 2,196,169 2,046 2,199,521 $ $ 2014 Budget 2,490,188 2,490,188
Revenues
Charges For Services Miscellaneous Interest Earnings/Investment Income
2,271 2,074,415 869
2,077,555
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 2 1 1 2 1 1 2 ADMINISTRATIVE SUPPORT 1 1 2 1 1 2 1 1 2 PROFESSIONALS 1 1 1 1 1 1 SERVICE AND MAINTENANCE 2 2 1 1 2 2 SKILLED CRAFT 3 3 3 3 3 3 TECHNICIANS 1 1 1 3 13 13 1 1 1 3 12 12 1 1 1 3 13 13 TOTAL FULL TIME TOTAL DIVISION First Press Operator PC Technician Second Press Operator 12.00 25,000.00 10.00 Copy Center Operator 10.00 Print Shop Helper 12.85 Desktop Publishing Specialist 20,231.40 Principal Clerk Senior Clerk 14.88 12.47 Asst. Commissioner of Printing and Reproduction Commissioner of Printing and Reproduction 23,647.11 40,314.82 Minimum
207
Maximum
84,588.76 132,061.01
20.10 16.58
58,115.49
14.96
18.74
22.25 49,669.98 19.90
February 1, 2014
208
Department of Finance STOREROOM & WAREHOUSE

Storeroom & Warehouse
Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Contractual Services Equipment Rental Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies $ $ $ $ $
2012 Actual
2013 Unaudited
2014 Budget
41,523 300 41,823 3,388 1,067 269 81 5,840 590 15,901 45 375 27,556 14,220 14,220 750,000 750,000 833,599
$ $ $
42,762 300 43,062 2,951 942 233 68 5,941 606 3,383 38
$ $ $
44,803 300 45,103 3,765 1,146 284 81 6,198 635 28,992 42
$ $ $
67,607 300 67,907 15,036 3,786 1,079 141 9,462 981 576 77
$ $ $ $
14,160 18,072 18,072 490,000 2,228
$ $ $ $
41,144 14,517 14,517 423,000
$ $ $ $
31,138 25,000 10,000 35,000 200 429,286 1,500
$ $
492,228 567,521
$ $
423,000 523,764
$ $
430,986 565,031
Revenues
2011 Actual Miscellaneous Interest Earnings/Investment Income $ $ 837,079 103 837,182 $ $ 2012 Actual 494,396 183 494,579 $ $ 2013 Unaudited 520,002 196 520,198 $ $ 2014 Budget 548,807 548,807
February 1, 2014
209
February 1, 2014
210

Budget 2013
Budget 2014
Salary Schedule Position ADMINISTRATIVE SUPPORT Minimum Maximum
1 1 2 2
0 1 1 1
1 1 2 2
Messenger Storekeeper TOTAL FULL TIME TOTAL DIVISION
10.00 16.66
15.24 20.76
February 1, 2014
Department of Finance SINKING FUND GENERAL OPERATIONS

Debt Service
Sinking Fund General Operations
211
Sinking Fund Commission Frank G. Jackson, President Sharon Dumas, Secretary Kevin J. Kelley, Member Elizabeth C. Hruby, Assistant Secretary
The Sinking Fund is the bond retirement fund of the City and its operations are governed by the Ohio Revised Code, the City Charter and the General Bond Ordinance. The Sinking Fund Commission consists of the Mayor, Director of Finance, and City Council President. An Assistant Secretary is appointed by the members to conduct the business of the Sinking Fund Commission. The Sinking Fund Commission is responsible for the issuance and payment of all City debt including general obligation bonds, special revenue bonds, certificates of participation, non-tax revenue bonds and tax increment financing debt.
DEBT MANAGEMENT POLICY
The Sinking Fund Commission is responsible for maintaining detailed records of the Citys outstanding debt obligations until their maturity and ensuring that all debt is paid when due. The Sinking Fund Commissions composition is defined in the City Charter and its duties are outlined in the covenants of the General Bond Ordinance and the Sinking Fund Ordinance. The Sinking Fund Commission acts as the citywide coordinator for all debt issuance and monitoring activities. This includes the sale of all general obligation, special obligation and enterprise (revenue) bonds and notes. In addition the Commission deposits on behalf of itself and the Enterprise Funds any moneys to be applied to the payment of debt charges. This includes money and investments derived from ad valorem property taxes, restricted income tax, enterprise reimbursements, non-tax revenues and the proceeds of renewal bonds or notes. The Commission maintains and reconciles all bank accounts for General Obligation, Special Obligation and Enterprise (Proprietary) Obligations of the City. In addition, the Commission ensures that all debt issued by the City falls within the States legal debt limits and that, in most cases, bonds issued to refund outstanding bonds achieve a 3% debt service savings level. If permitted by the authorizing ordinance, bonds can also be funded in order to eliminate or modify unduly restrictive covenants or to obtain a more favorable debt structure. The City issues its general obligation bonds in connection with its overall Capital Improvement Program. Projects that have benefited from the issuance of general obligation debt include, but are not limited to, public facilities improvements, bridge and roadway improvements, cemeteries, recreation facilities, and urban redevelopment. In recent years, the City has also issued subordinate lien income tax bonds for these purposes. The Citys Enterprise Funds develop their own individual capital improvement programs and issue revenue debt as necessary to assist with the implementation of their CIP programs. The Sinking Fund Commission works jointly with each individual Enterprise Fund when issuing revenue debt, and ensures that the City complies with all debt covenants.
DEBT ADMINISTRATION AND RECORD MAINTENANCE To ensure the proper disbursement of funds for the payment of debt by maintaining accurate records of fixed rate and variable rate debt service requirements and other schedules of cash and investments. Maintain complete records of all financing transactions and outstanding debt service requirements. Respond to bondholder questions and requests. Record and reconcile all debt related activity within the Citys accounting system. Process all principal and interest payments. Collect funds from Cuyahoga County, the General Fund, the Restricted Income Tax Fund, Special Revenue Funds and Enterprise Funds in order to make funds available for disbursements on a timely basis for the payment of debt service. Prepare the state required debt schedule, which certifies the amount to be paid from taxes and levying tax sufficient to
February 1, 2014
ACTIVITIES:
212

cover debt service. Through an escrow agent or trustee, coordinate the investment of cash in investments permitted under the General Bond Ordinance, the Sinking Fund Ordinance and enterprise fund indentures.
DEBT ISSUANCE AND COMPLIANCE To ensure that the City issues all debt in a cost effective manner and complies with all covenants in the General Bond Ordinance, the Sinking Fund Ordinance and in all revenue or special obligation bond indentures, as well as with all state debt limits and federal regulations governing the issuance of tax-exempt debt. Coordinate the issuance of debt and other obligations by working with the Law Department, bond counsel, financial advisors, underwriters, rating agencies and insurers. Evaluate financing proposals received by the City. Determine structure of financing transactions. Coordinate the submission of continuing disclosure information pursuant to the Citys various Continuing Disclosure Agreements for its bond issues in accordance with SEC Rule 15c2-12. Facilitate the required arbitrage rebate calculations required by federal regulations.
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Professional Dues & Subscript Contractual Services Professional Services County Aud & Treas Coll Fee $ Materials & Supplies Postage Interdepart Service Charges Charges From Print & Repro $ $ $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
213
2014 Budget
144,779 1,275 146,054 6,819 2,135 479 113 20,415 724 2,520 90 33,294 70,852 677,268 748,120 207 207 927,675
$ $ $
147,786 1,275 149,061 7,018 2,240 492 118 20,845 791 2,238 90
$ $ $
146,281 475 146,756 7,230 2,197 477 113 19,880 2,091 2,050 73
$ $ $
185,417 475 185,892 13,566 3,612 901 148 25,958 1,289 1,874 100
$ $ $ $ $ $ $ $ $ $
33,831 143,150 552,535 695,685 48 48 878,625
$ $ $ $ $ $ $ $ $ $
34,111 147,729 374,034 521,763 248 248 702,877
$ $ $ $ $ $ $ $ $ $
47,448 850 850 125,000 600,000 725,000 400 400 50 50 959,640
Revenues
2011 Actual Miscellaneous Other Shared Revenue Transfers In $ $ 71,751 16,480 839,443 927,675 $ $ 2012 Actual 141,762 15,946 725,917 883,625 $ $ 2013 Unaudited 265,173 15,492 422,721 703,386 $ $ 2014 Budget 110,000 16,000 828,132 954,132
February 1, 2014
214
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 2 2 PROFRESSIONALS 1 1 2 2 1 1 2 2 1 1 3 3 TOTAL FULL TIME TOTAL DIVISION Budget Analyst 20,800.00 Assistant Secretary Of Sinking Fund 27,325.56 Minimum
215
Maximum
97,819.83
53,011.19
February 1, 2014
216
Department of Finance SINKING FUND COMMISSION

2013 ACTIVITY
Sinking Fund Commission
Effective March 21, 2013, the City completed the conversion and remarketing of its $69,900,000 Refunding Certificates of Participation (COPs), Series 2010B, for the Cleveland Stadium Project. This was done in order to change the index rate being charged on the bonds as well as to extend the interest rate period. These COPs, which are floating rate obligations, were initially purchased by Wells Fargo Bank in 2010. Wells Fargo has purchased the converted COPs as well. The new index rate will result in lower interest costs for the City. The City issued $58,000,000 Airport Revenue Bonds, Series 2013A, effective April 24, 2013. The bonds were issued to refund the outstanding $58,000,000 Series 2008F Airport Revenue Bonds upon the expiration of the existing letter of credit. The bonds were directly purchased by U.S. Bank National Association as variable rate bonds. As a result of this refunding, the Airport System will realize approximately $3.4 million or 5.87% of present value debt service savings. On May 30, 2013, the City issued $35,840,000 Subordinate Lien Income Tax Bonds, Series 2013A. The proceeds of these bonds will be used to pay the costs of various public improvements including public facility improvements, bridge and roadway improvements and parks and recreation facility improvements. Also on May 30, 2013, the City issued $25,360,000 Taxable Economic and Community Development Bonds, Series 2013A. The City issued these bonds in order to refund the outstanding $25,360,000 Taxable Economic and Community Development Bonds, Series 2008, at the expiration of an existing letter of credit. These bonds are variable rate bonds and were privately placed with KeyBank National Association. Effective June 20, 2013, the City entered into a $6,535,000 vehicle lease agreement with Huntington Public Capital Corporation. The funds will be used to purchase a variety of vehicles including police cars, fire trucks, tractors and heavy duty trucks. Lease payments will be made from the Restricted Income Tax for a period of seven years. Upon the expiration of the previous direct purchases done in 2010 on the Water Series U and Series V Bonds, the City replaced them with new direct purchases. Effective November 1, 2013, the $54,935,000 Water Series U Bonds were directly purchased by PNC Bank, National Association and subsequently, on December 2, 2013, the $26,495,000 Water Series V Bonds were also directly purchased by PNC Bank. In both cases, the rate being paid by the City will be lower than what was paid on the prior direct placements and will, therefore, result in a savings for the Division of Water.
February 1, 2014

2014 ACTIVITY
217
In 2014, the City is planning or reviewing the feasibility of the following financings:
Two separate series, issued in January and July, of Subordinate Lien Income Tax Bonds to fund various public improvements including roads and bridges, recreation facilities, other public facilities and vehicle purchases; Airport System refunding bonds to refund the Series 2009A and Series 2009B bonds upon the expiration of the existing letter of credit; Airport System Revenue Bonds to fund the acquisition of two off-Airport parking lots; Refunding of the 2004 Stadium Non-Tax Revenue Bonds and the 2004 Taxable Economic and Community Development Bonds assuming a minimum 3% savings is achieved; and Refunding or other financing alternatives which meet the City's financial and operational goals and/ or which respond to market conditions.

BOND RATINGS As of December 31, 2013 the Citys Bond Ratings for various types of obligations were as follows:
The Ohio Revised Code provides that the net debt of the municipal corporation, whether or not approved by the electors, shall not exceed 10.5% of the assessed value of all property in the municipal corporation as listed and assessed for taxation. In addition, the unvoted net debt of municipal corporations cannot exceed 5.5% of total assessed value of property. The Citys total debt limit (10.5%) is $514,494,983 and unvoted debt limit (5.5%) is $269,497,372. At January 1, 2014, the City had virtually no capacity under the indirect debt limitation calculation per the Ohio Revised Code to issue any additional unvoted debt. However, the debt limitations are not expected to affect the financing of any currently planned facilities or services.
February 1, 2014
218
February 1, 2014
Department of Finance REVENUE BOND DEBT SERVICE

Revenue Bond Debt Service
219
2012 Actual
2013 Unaudited
2014 Budget
Water Revenue Bonds & Notes + EXPENDITURES: Principal Interest Total Expenditures RECEIPTS Utility Reimbursement Total Receipts Airport System Revenue Bonds + EXPENDITURES: Principal Interest Total Expenditures RECEIPTS Enterprise Reimbursement Total Receipts Ohio Water Development Authority Loans - Water + EXPENDITURES: Principal Interest Total Expenditures RECEIPTS Utility Reimbursement Total Receipts
$ $
134,000,000 30,520,811 164,520,811
$ $
31,100,000 32,901,219 64,001,219
$ $
39,910,000 34,705,938 74,615,938
$ $
164,520,811 164,520,811
$ $
64,001,219 64,001,219
$ $
74,615,938 74,615,938
$ $
13,660,000 33,114,361 46,774,361
$ $
16,285,000 35,560,007 51,845,007
$ $
32,120,000 40,227,517 72,347,517
$ $
46,774,361 46,774,361
$ $
51,845,007 51,845,007
$ $
72,347,517 72,347,517
$ $
6,239,031 3,724,674 9,963,705
$ $
6,795,308 3,659,743 10,455,051
$ $
7,012,211 3,452,599 10,464,810
$ $
9,963,705 9,963,705
$ $
10,455,051 10,455,051
$ $
10,464,810 10,464,810
Ohio Water Development Authority Loans - Water Pollution Control + EXPENDITURES: Principal $ 504,838 Interest Total Expenditures RECEIPTS Utility Reimbursement Total Receipts $ 102,012 606,850
$ $
524,794 82,056 606,850
$ $
545,579 61,272 606,851
$ $
606,850 606,850
$ $
606,850 606,850
$ $
606,851 606,851
February 1, 2014
220
Department of Finance REVENUE BOND DEBT SERVICE

2012 Actual 2013 Unaudited 2014 Budget
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit requirements in anticipation of these payments. Public Power System - Revenue Bonds + EXPENDITURES: Principal Interest Total Expenditures RECEIPTS Utility Reimbursement Total Receipts Parking Facilities Revenue Refunding Bonds + EXPENDITURES: Principal Interest Total Expenditures RECEIPTS Enterprise Reimbursement Total Receipts $ $
10,050,000 9,746,219 19,796,219
$ $
12,710,000 9,766,869 22,476,869
$ $
13,195,000 9,638,269 22,833,269
$ $
19,796,219 19,796,219
$ $
22,476,869 22,476,869
$ $
22,833,269 22,833,269
2,420,000 1,704,713 4,124,713
$ $
2,520,000 1,608,861 4,128,861
$ $
2,645,000 1,486,775 4,131,775
$ $
4,124,713 4,124,713
$ $
4,128,861 4,128,861
$ $
4,131,775 4,131,775
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit requirements in anticipation of these payments.
February 1, 2014
Department of Finance DEBT SERVICE REVENUES

2011 Actual
Debt Service Revenues
221
2012 Actual
2013 Unaudited
2014 Budget
PROPERTY TAXES INTERGOVERNMENTAL REVENUE RESTRICTED INCOME TAX SUBORDINATED INCOME TAX INVESTMENT EARNINGS BOND FEES & SERVICES NOTE / BOND PROCEEDS TRANSFERS FROM OTHER SUBFUNDS TIF / DEVELOPER RECEIPTS GENERAL FUND TRANSFER FEDERAL SUBSIDY DRAW/(ADD) OF FUND BALANCE TOTAL RECEIPTS
19,330,533 5,040,974 25,555,664 5,674,324 17,424 71,751 601,035 3,123,031 495,357 3,394,437 545,748 (1,012,171)
19,283,757 5,001,367 25,926,339 5,677,324 20,726 141,762 4,915,582 2,179,319 391,007 3,131,486 545,747 (4,650,317)
17,566,014 4,659,755 23,862,973 5,681,244 18,084 265,173 25,360,000 2,749,100 436,460 2,963,940 522,007 2,148,516
18,206,693 4,649,325 26,713,312 5,670,532 22,000 110,000 10,500,000 1,556,690 303,363 3,389,826 506,454 21,905
62,838,107
62,564,099
86,233,266
71,650,100
February 1, 2014
222
Department of Finance DEBT SERVICE EXPENDITURES

Debt Service Expenditures
2012 Actual
2013 Unaudited
2014 Budget
Unvoted Tax Supported General Obligation Bonds Bonds Redeemed Interest on Bonds $ $ 28,815,000 15,154,575 43,969,575 $ $ 26,150,000 14,464,681 40,614,681 $ $ 24,985,000 13,378,213 38,363,213
Subordinated Income Tax Bonds (Police & Fire Pension) Bonds Redeemed Interest on Bonds $ $ 2,955,000 2,646,950 5,601,950 $ $ 3,105,000 2,495,450 5,600,450 $ $ 3,265,000 2,336,200 5,601,200
2008 Core City Fund Bonds Redeemed Interest on Bonds Transfer to Other Subclass Other $ $ 625,000 47,993 358,078 1,031,071 $ $ 22,084 1,106,872 224,576 1,353,532 $ $
2013A Core City Fund Bonds Redeemed Interest on Bonds Transfer to Escrow Agent Other $ Lower Euclid TIF Bonds Bonds Redeemed Interest on Bonds Transfer to Other Subclass $ $ 167,000 117,790 284,790 $ $ 151,000 152,162 2,141 305,303 $ $ 155,000 148,363 303,363 $ $ $ 650,000 119,776 25,360,000 82,670 26,212,446 $ $ 675,000 370,650 10,000 1,055,650
Nontax Revenue Refunding Bonds - Stadium Bonds Redeemed Interest on Bonds Transfer to Escrow Agent $ $ 1,090,000 540,569 1,630,569 $ $ 1,130,000 502,419 1,632,419 $ $ 1,170,000 460,044 9,200,000 10,830,044
February 1, 2014
Department of Finance DEBT SERVICE EXPENDITURES

2012 Actual 2013 Unaudited 2014 Budget
223
2004 Core City Bonds Bonds Redeemed Interest on Bonds Transfer to Other Subclass Other $ $ 815,000 741,798 625,000 4,700 2,186,498 $ $ 855,000 704,308 4,700 1,564,008 $ $ 895,000 664,550 5,170 1,564,720
Subordinate Lien Income Tax Bonds Bonds Redeemed Interest on Bonds $ $ 3,305,000 3,676,021 6,981,021 $ $ 3,730,000 4,517,550 8,247,550 $ $ 5,355,000 6,317,270 11,672,270
Subordinate Lien Inc. Tax Bonds (GF) Interest on Bonds $ Sinking Fund Operations Personnel Other $ Total Expenditures $ $ 182,892 695,733 878,625 62,564,099 $ $ $ 180,867 522,010 702,877 86,233,266 $ $ $ 233,340 726,300 959,640 71,650,100 $ $ 1,300,000 1,300,000
February 1, 2014
224
Department of Finance UNVOTED TAX SUPPORTED OBLIGATIONS

Unvoted Tax Supported Obligations
PURPOSE
BRIDGES & ROADS BRIDGES & ROADS BRIDGES & ROADS BRIDGES & ROADS BRIDGES & ROADS BRIDGES & ROADS BRIDGES & ROADS CEMETERY IMPROVEMENT CEMETERY IMPROVEMENT CEMETERY IMPROVEMENT CEMETERY IMPROVEMENT CONVENTION CENTER DEMO/REVITALIZATION FINAL JUDGMENT FINAL JUDGMENT NEIGHBORHOOD DEVELOP. NEIGHBORHOOD DEVELOP. PARKS & RECREATION PARKS & RECREATION PARKS & RECREATION PARKS & RECREATION PARKS & RECREATION PARKS & RECREATION PARKS & RECREATION PUBLIC FACILITIES PUBLIC FACILITIES PUBLIC FACILITIES PUBLIC FACILITIES PUBLIC FACILITIES PUBLIC FACILITIES RESIDENTIAL AREA IMPR. SERIES 1997 REFUNDING SERIES 2005 REFUNDING SERIES 2007C REFUNDING SERIES 2009 REFUNDING SERIES 2012 REFUNDING SERIES 2012A REFUNDING Total
Month Due
FEB./AUG. JUNE/DEC. JUNE/DEC. JUNE/DEC. JUNE/DEC. APR/OCT MAY/NOV JUNE/DEC. JUNE/DEC. JUNE/DEC. MAY/NOV JUNE/DEC. MAY/NOV MAY/NOV MAY/NOV JUNE/DEC. APR/OCT FEB./AUG. JUNE/DEC. JUNE/DEC. JUNE/DEC. JUNE/DEC. APR/OCT MAY/NOV FEB./AUG. JUNE/DEC. JUNE/DEC. JUNE/DEC. APR/OCT MAY/NOV FEB./AUG. FEB./AUG. APR/OCT MAY/NOV JUNE/DEC. JUNE/DEC. JUNE/DEC.
Issue Date
1997 2004 2009 2011 2012 2005A 2007A 2009 2011 2012 2007A 2009 2007A 2008 2007B 2009 2005A 1997 2004 2009 2011 2012 2005A 2007A 1997 2009 2011 2012 2005A 2007A 1997 1997 2005 2007C 2009 2012 2012
MATURITY INTEREST DATE RATE

2014 2015 2026 2029 2030 2016 2027 2029 2031 2032 2027 2029 2032 2033 2031 2029 2025 2015 2015 2029 2031 2032 2016 2026 2015 2029 2029 2030 2023 2024 2015 2015 2023 2027 2018 2017 2021 VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR VAR
12/31/13 BALANCE $
2014 2014 TOTAL PRINCIPAL INTEREST DUE 895,000 $ 895,000 $ 51,463 $ 946,463
635,000 775,000 625,000 805,000 1,005,000 730,000 115,000 25,000 15,000 20,000 40,000 175,000 265,000 65,000 240,000 310,000 200,000 140,000 525,000 30,000 135,000 380,000 120,000 745,000 240,000 590,000 570,000 380,000 840,000 70,000 1,120,000 6,660,000 125,000 1,705,000 5,000 3,665,000 45,969 584,263 581,781 852,950 158,750 639,300 120,644 29,431 22,200 18,288 40,919 231,969 464,869 72,413 245,500 130,038 23,863 9,975 539,650 90,438 173,050 60,000 96,363 87,975 245,600 545,888 606,250 106,981 534,400 8,050 132,538 3,514,688 1,051,750 243,113 391,600 625,300 680,969 1,359,263 1,206,781 1,657,950 1,163,750 1,369,300 235,644 54,431 37,200 38,288 80,919 406,969 729,869 137,413 485,500 440,038 223,863 149,975 1,064,650 120,438 308,050 440,000 216,363 832,975 485,600 1,135,888 1,176,250 486,981 1,374,400 78,050 1,252,538 10,174,688 1,176,750 1,948,113 396,600 4,290,300
1,290,000 13,075,000 13,490,000 19,035,000 3,175,000 13,830,000 2,615,000 675,000 485,000 395,000 890,000 5,115,000 8,955,000 1,705,000 5,340,000 2,915,000 415,000 280,000 11,735,000 1,995,000 3,795,000 1,200,000 2,090,000 1,530,000 5,335,000 12,660,000 13,530,000 2,340,000 11,680,000 140,000 2,305,000 64,520,000 20,410,000 6,300,000 8,890,000 17,520,000
$ 282,550,000 $ 24,985,000 $ 13,378,213 $ 38,363,213
February 1, 2014
Department of Finance DIVISION OF FINANCIAL REPORTING AND CONTROL

James E. Gentile, CPA, City Controller
Division of Financial Reporting and Control
225
Mission Statement To maintain controls over the Citys accounting system and the integrity of the information submitted to that system as well as to prepare and issue financial statements for the City on an annual basis. The Division of Financial Reporting and Control is the centralized accounting function for the City of Cleveland. The Divisions primary responsibilities are: Performing reconciliation of cash and investments. Maintaining control over the Citys accounting system and the integrety of the information submitted to it. Preparing and issuing numerous required financial reports including the Comprehensive Annual Financial Report. Performing certain accounting tasks that are not applicable to any outside division or department. Issuing best practice accounting policies and procedures throughout the city. PROGRAM NAME: OBJECTIVES: ACTIVITIES: CASH RECONCILIATION To reconcile cash and investments on a monthly basis to the General Ledger. Develop procedures for reconciling and making corrections to general ledger cash and investments for all funds on a monthly basis. Account for the daily reimbursement of commingled cash from segregated funds. Reconcile the balances recorded in the general ledger to the portfolio prepared by the Treasurer. Perform reconciliations on Municipal Court bank account activity. Assist in implementation of Citys cash and investment policy. Monitor the timeliness of draw down activity. Prepare and review the year-end work papers needed for financial reporting purposes. Compile and ensure accuracy of all outstanding warrants. Calculate and distribute commingled interest. GENERAL ACCOUNTING To monitor and control all accounting activity as they relate to the Citys general fund, debt service funds, and trust and agency funds. Review financial data for the general fund. Periodically review system generated reports to help ensure data accuracy. Train user departments personnel on accounting issues as needed. Prepare and review the year-end work papers needed for financial reporting purposes. Assist in the closing activities and the preparation of the annual financial report. Monitor and ensure proper recording of City debt activity. Prepare certain journal entries that are not directly attributable to a specific department or division. Monitor and reconcile agency fund activity including allocating expenditures to the appropriate funds. Assist in the development of financial reports needed by user departments.
February 1, 2014
226

PROPRIETARY / CAPITAL FUND ACCOUNTING To monitor and control all accounting activity as they relate to the Citys capital project activity for all fund types, fixed assets, internal service funds, and enterprise funds. Train user departments financial personnel on accounting issues as needed. Coordinate and reconcile inter-fund receivable/payable accounts. Prepare and review the year-end workpapers needed for financial reporting purposes. Reconcile the minor enterprise and internal service funds fixed assets. Maintain status of capital projects activity for all City departments and divisions. Track and assess the adequacy of internal service billings and rates. Initiate drawdowns of capital funds. Periodically review system generated reports to help ensure data accuracy. SPECIAL REVENUE ACCOUNTING To monitor and control all accounting activity as they relate to the Citys grant and miscellaneous non-grant special review funds. Periodically review system generated reports to help ensure data accuracy. Train user departments financial personnel on accounting issues as needed. Prepare and review the year-end work papers needed for financial reporting purposes. Establish procedures for closing out inactive grants in the accounting system. Assist grantees in preparing year-end audit schedules and analyses. Monitor cash drawn for all grants operating on a cash reimbursement basis. Reduce the time required to prepare and file cost reimbursement reports for grants. Monitor City grant personnels compliance with grant agreements. Monitor the City utilization of grant fund to maximize usage. Establish and update citywide grant policies and procedures.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Seasonal Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Medical Services Advertising And Public Notice Parking In City Facilities $ Materials & Supplies Office Supplies Postage Just In Time Office Supplies $ Maintenance Maintenance Office Equipment $ $ $ $ $ $ 2012 Actual 2013 Unaudited
227
2014 Budget
755,937 9,006 4,975 23,858 28,578 822,354 87,742 23,214 6,659 674 111,836 11,414 16,279 563 258,381 360 1,305 1,665 508 508 469 37 555 1,061
753,877 13,231 4,950 1,718 29,499
793,000 16,618 4,950 19,968
934,002 22,295 4,600 32,198
$ $
803,275 87,029 20,462 6,377 755 112,448 11,397 12,918 563
$ $
834,536 92,963 10 20,949 6,456 762 113,128 11,843 11,050 513
$ $
993,095 137,033 30,942 8,785 949 139,033 14,400 10,656 612
$ $
251,949 1,160 625 2,327
$ $
257,674 1,271 540 3,205
$ $
342,410 1,300 2,260 1,700
$ $
4,112 46 508
$ $
5,016 508
$ $
5,260 550 1,400
$ $
554 18 1,468
$ $
508 1,565
$ $
1,950 873 40 2,450
$ $ $
1,486
$ $ $
1,565
$ $ $
3,363 200 200
February 1, 2014
228

Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom
2,384 9,158 6
3,259 7,578 18
3,350 5,517 5
3,683 5,081 5
$ $
11,548 1,095,517
$ $
10,855 1,072,230
$ $
8,872 1,108,172
$ $
8,769 1,355,047
Revenues
2011 Actual Miscellaneous $ $ 60 60 $ $ 2012 Actual $ $ 2013 Unaudited 10,452 10,452 $ $ 2014 Budget
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 3 1 1 1 3 1 1 1 3 ADMINISTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 2 4 2 1 1 10 14 1 4 0 1 1 7 11 2 5 2 1 1 11 15 TOTAL FULL TIME PART TIME 1 1 15 1 1 12 1 1 16 Student Aide TOTAL PART TIME TOTAL DIVISION 10.00 Accountant III Accountant IV Accountant Supervisor Fiscal Manager Project Coordinator 15.48 20,800.00 23,647.11 23,647.11 27,325.56 Private Secretary 10.00 Assistant City Comptroller Asst Mgr Appl Dev/Tech Supp City Controller 41,312.22 46,224.91 42,758.15 Minimum
229
Maximum
113,643.18 124,825.82 137,860.74
21.21
24.58 59,419.42 72,539.05 84,588.76 90,294.89
11.04
February 1, 2014
230
Department of Finance INFORMATION SYSTEMS SERVICES

Douglas R. Divish, Commissioner
Information Systems Services
The Division of Information Technology & Services mission is to provide information that is stored, transmitted, and/or processed by technology to all areas of the executive branch of City Government. The services include information technical planning, application development and deployment, training, hardware and software acquisition, management of Telecommunications and technical support. The Division also manages the City's servers, operates the data/voice communications network, provides a Customer Support Center and retains responsibility for general office automation. PROGRAM NAME: OBJECTIVES: APPLICATION & COMPUTER NETWORK APPLICATIONS To develop, install and maintain the application and network infrastructure for the citywide enterprise. Ensure the enterprise networks, servers, databases, applications and telecommunication switches are configured and maintained to obtain maximum performance, minimal downtime and are secured. Provide development, implementation, maintenance and support for citywide applications and network infrastructure. Coordinate and support the implementation of new technologies and new systems to maximize the benefit and reliability to city services and departments. TECHNICAL SUPPORT SERVICES To provide overall technical support for the planning, development, evaluation, installation and maintenance and inventory of the IT hardware / software environments for the City of Cleveland. Provide daily monitoring and tuning of the system hardware/software environments including the maintenance and installation of hardware/software products, operating support for the recovery from the solution to major system problems and the management and control of technical resources for the City of Cleveland. TELECOMMUNICATIONS DELIVERY SERVICES To provide effective and cost-efficient telecommunications services to the City of Cleveland. To provide installation, repair and maintenance services to telecommunications systems and equipment, infrastructure cabling, data networks and related equipment. Operate citywide desktop telephones, pagers, cell phones, voicemail messaging and faxing and implement equipment purchases. Ensure the City's network infrastructure is current and meets the changing technology needs of the City's Departments and Divisions.
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Electricity - Cpp Electricity - Other Steam $ Contractual Services Professional Services Jury And Witness Fees Advertising And Public Notice Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies $ $ $ $ $ 2012 Actual 2013 Unaudited
231
2014 Budget
1,232,123 7,525 68,776 150 1,308,574 158,319 36,697 12,347 1,259 175,400 17,676 25,623 990 23,219 451,530 5,921 5,921 167,642 110 15,877 2,290 185,919 1,035 221 4,643
1,025,259 3,323 5,350
1,205,662 18,128 8,100 5,101 2,878
1,512,965 22,295 7,050 50,000
$ $
1,033,932 123,156 120 29,386 9,643 983 144,272 14,394 20,199 746 10,556
$ $
1,239,869 149,504 101 31,153 10,423 1,110 168,006 16,478 16,417 794 2,066
$ $
1,592,310 202,188 44,144 13,817 1,266 223,501 23,245 15,832 877
$ $
353,453 5,929 13,983
$ $
396,052 3,941 15,210 161
$ $
524,870 5,000 25,000
$ $
19,912
$ $
19,312 1,061 29,718
$ $
30,000 1,093 35,000
$ $
177,535 (200) 8,631
$ $
30,779 195,519 12,760
$ $
36,093 244,000 12,000
$ $
185,966 44 32 9,448
$ $
208,279 38 7,251
$ $
256,000 500 200 7,500
February 1, 2014
232

2011 Actual 2012 Actual 302 29,029 1,105 $ 36,335 37,576 649,440 $ 687,016 528,107 7,873 12 20,553 $ $ 556,545 3,231,841 $ $ $ $ $ $ $ $ 807 1,568 6,919 18,818 66,251 541,802 608,053 555,069 5,013 7 21,220 581,309 2,801,444 $ $ $ $ $ $ $ $ 2013 Unaudited 541 6,108 1,500 6,251 21,690 715,332 715,332 7,500 7,500 456,429 4,165 41 12,255 472,889 3,111,702 $ $ $ $ $ $ $ $ 2014 Budget 10,000 6,500 24,700 187,192 837,784 1,024,976 501,816 3,836 43 19,258 524,953 4,013,902
Computer Hardware Computer Software Other Supplies Just In Time Office Supplies Maintenance Computer Hardware Maintenance Computer Software Maintenance Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M.
$ $ $
Revenues
2011 Actual Grant Revenue Miscellaneous $ $ 1,256 1,256 $ $ 2012 Actual 586 586 $ $ 2013 Unaudited 6,147 16,791 22,938 $ $ 2014 Budget
February 1, 2014
233
February 1, 2014
234

Budget 2013
Budget 2014
1 1 1 1 1 2 7
1 1 0 1 0 1 4
1 1 1 1 0 2 6
Application Delivery Services Manager Assistant Manager Applications & Tech Support Serv. Chief Technology Officer Commissioner of Information Technology & Services Supervisor of Computer Operations Supervisor of Hardware Evaluation
65,000.00 46,224.91 80,000.00 52,734.82 30,214.95 30,214.95
97,572.42 124,825.82 200,000.00 146,558.11 89,155.89 89,155.89
PROFESSIONALS 1 1 1 1 1 0 0 1 1 1 2 1 1 12 1 1 1 0 1 0 0 1 0 1 2 1 1 10 1 1 1 1 1 1 1 1 1 1 2 1 1 14 TECHNICIANS 3 3 22 2 24 3 3 17 2 19 3 3 23 2 25 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION PC Technician 25,000.00 49,669.98 Asset Management Coordinator Budget Analyst Database Coordinator Deputy Commissioner of Information Systems Fiscal Manager IT Security Officer Programmer Analyst Project Manager II Software Analyst Supv. of Systems and Tech Support Systems Analyst Web Content Editor Web Developer 22,333.00 20,800.00 30,214.00 30,214.95 23,647.11 30,215.00 10.00 22,333.00 45,000.00 55,000.00 20,800.00 10.00 30,215.00 77,567.56 53,011.19 81,118.29 99,890.52 84,588.76 80,801.77 30.74 79,863.39 87,241.22 86,093.31 61,811.09 29.77 83,630.31
February 1, 2014
Department of Finance TELEPHONE EXCHANGE

Expenditures
Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees $ Utilities Cellular Servicess Telephone-Ohio Bell Telephone-Long Distance Telephone Security & Monitoring System $ Contractual Services Professional Services Advertising And Public Notice Parking In City Facilities Pager Rental Other Contractual $ Materials & Supplies Office Supplies Computer Supplies $ $ $ $ $
Telephone Exchange
235
2011 Actual $ 850,146 7,200 5 857,351 118,560 27,334 8,436 1,156 119,838 7,682 15,223 765 4,500 2,625 306,120 352,798 2,849,672 40,039 689,133 21,593 3,953,235 60,533 10,920 1,020 3,900 76,373 586 395 $ $ $ $ $ $ $ $ $ $ $
2012 Actual 796,427 7,500 33,815 837,742 117,514 27,602 8,351 1,091 113,100 7,849 13,247 699 6,904 4,500 2,625 303,483 418,548 3,238,494 39,773 514,641 14,399 4,225,855 21,446 11,640 1,855 34,942 $ $ $ $ $ $ $ $ $ $ $
2013 Unaudited 783,262 5,250 28,673 4,775 821,960 117,056 142 27,438 8,368 1,029 106,098 9,581 11,622 616 3,600 2,100 287,650 480,000 3,765,048 31,344 338,289 25,467 4,640,148 23,382 2,000 9,167 1,862 36,411 $ $ $ $ $ $ $ $ $ $ $
2014 Budget 906,030 6,525 912,555 160,197 36,224 10,652 1,240 126,846 11,571 10,568 687 1,400 2,100 361,485 900 2,000 2,900 625,000 3,800,000 50,616 575,000 53,000 5,103,616 81,850 1,500 11,000 3,000 97,350 900 500
February 1, 2014
236

2011 Actual 2,127 584 9,487 461 $ 13,641 136,279 197,135 $ $ 333,414 5,540,133 $ $ $ $ 2012 Actual 2,440 330 2,770 54,588 278,124 332,712 5,737,505 $ $ $ $ 2013 Unaudited 338 338 9,500 1,173 318,692 329,365 6,115,872 $ $ $ $ 2014 Budget 3,000 1,000 10,000 1,000 16,400 102,000 240,000 342,000 6,836,306
Computer Hardware Hardware & Small Tools Other Supplies Just In Time Office Supplies Maintenance Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance
Revenues
2011 Actual Charges For Services Miscellaneous Interest Earnings/Investment Income $ $ 49,046 5,337,824 852 5,387,722 $ $ 2012 Actual 62,040 5,803,337 924 5,866,301 $ $ 2013 Unaudited 59,356 6,066,832 2,276 6,128,464 $ $ 2014 Budget 6,669,549 6,669,549
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 2 0 1 1 1 1 2 ADMINISTRATIVE SUPPORT 2 0 3 5 1 1 4 6 2 1 4 7 PROFESSIONALS 1 1 1 3 1 1 0 2 1 1 0 2 TECHNICIANS 2 1 5 8 18 18 1 1 5 7 16 16 1 1 5 7 18 18 TOTAL FULL TIME TOTAL DIVISION Citizens Info representative IT Telecom Analyst I Telecommunications Tech 10.00 14.53 31.50 Administrative Manager Assistant Commissioner IT Telecom Analyst II 27,193.55 23,647.11 30,214.00 Billing Clerk Supervisor Administration Services-Data Telephone Operator 10.00 20,092.80 10.00 Chief Safety Signal System Customer Support Call Center Manger 18.60 65,000.00 Minimum
237
Maximum
36.80 97,572.42
16.96 56,847.22 16.97
101,816.22 85,930.59 89,155.89
19.29 42.45 32.04
February 1, 2014
238
Department of Finance OFFICE OF INFORMATION TECHNOLOGY PLANNING

Mission Statement
Office of Information Technology Planning
Create a culture of excellence in our Information Technology (IT) environment, enabled by sound and efficient operational practices, employing state of the art IT as an instrument for enabling access, information exchange and cost-efficient and effective "government-to-citizen", and "government-to-government" and "government-to-business" online services which fosters a stronger government and community. PROGRAM NAME: OBJECTIVES: CITYWIDE IT STRATEGIC/CAPITAL PLANNING AND PROGRAM REVIEW Develop a citywide IT Strategic Plan. Implement a process to ensure all city departments have an IT plan. Strengthen IT planning skills for the City's IT leadership. Engage external community resources to assist with Plan development and Strategies. Review and obtain approval for IT Strategic Plan. Integrate IT Strategic Capital Planning with the City's Budget Planning Process. Develop a process for integrating the Office of IT Planning and Review into the City's Consultant Review Committee and Board of Control approval protocols. IT POLICY, GOVERNANCE, PROGRAM MANAGEMENT AND STRATEGIC IMPLEMENTATION Provide oversight of citywide IT Strategic Plan. Identify policy and program needs for policy development. Oversee the development and implementation of citywide IT policies to improve the management of IT assets, practices and procedures. Develop and propose IT policy actions to the IT Strategic Council to achieve IT priorities. Conduct regular IT Strategic Council Meetings. Conduct community advisory groups as appropriate to foster public/private partnerships for strategic IT initiatives. Provide implementation oversight for the recommendations of the Operations Efficiency Task Force IT Action Team. Develop and implement a citywide IT performance Service Level Dashboard. DIGITAL DIVIDE COMMUNITY INITIATIVES Assist in designing and implementing program to increase digital literacy for employees and citizens in underserved communities. Engage external community resources to provide state-ofthe-art infrastructures to support free citywide Internet access services for households at or below the poverty level; and foster program to provide affordable access and training for Anyone, Anywhere at Anytime. Develop an inclusive community-based strategy for providing wireless access to the Internet for all constituents. Continue working with Cuyahoga Community College and other community leaders to continue the expansion of the CLIMB (Computer Learning In My Backyard) program to increase the level of digital literacy and impact the quality of life of those living in our under served neighborhoods.
ACTIVITIES:
ACTIVITIES:
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees $ Contractual Services Professional Services Parking In City Facilities $ Materials & Supplies Computer Software Other Supplies $ $ $ $ $ $ 2012 Actual 2013 Unaudited
239
2014 Budget
131,378 700 132,078 3,326 1,067 269 56 18,461 1,898 2,278 90 27,446 724 1,699 2,424 120 320 440 162,388
$ $ $
134,107 700 134,807 4,045 1,120 304 61 18,852 1,933 2,024 90
$ $ $
$ $ $
$ $ $ $ $ $ $ $
28,429 491 491 140 1,800 1,940 165,666
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
Revenues
2011 Actual Miscellaneous $ $ $ $ 2012 Actual $ $ 2013 Unaudited 1,679 1,679 $ $ 2014 Budget
February 1, 2014
240
February 1, 2014
General Government OFFICE OF BUDGET AND MANAGEMENT

Lee Carpenter, Budget Administrator
Office of General Budget Government and Management
241
Mission Statement To prepare balanced budgets and provide relevant information that assists decision makers in monitoring and controlling the financial performance of City Departments. The Office of Budget and Management was established in 1965 to provide budget analysis of financial and performance information, and management consulting services to all City Departments. Below are the major OBM Objectives developed to move the organization along its 2013 strategic path toward the desired future state. PROGRAM NAME: OBJECTIVES: PROGRAM NAME: OBJECTIVES: AUDIT COMPLIANCE To establish and maintain effective, pro-active procedures resulting in zero (0) material State Audit findings. CAPITAL To monitor, track, and ensure the proper distribution of Capital funds required per the Capital Office, City Planning, and the Capital Improvement Plan required for the ongoing renovation of the Citys neighborhoods. FINANCIAL PLANNING To produce detailed, monthly expenditure and revenue forecasts to help estimate the future financial state of the City including decisions for controlling expenses and increasing revenue. GRANT COMPLIANCE To aid in the effective administration of grant programs for the City of Cleveland in accordance with Federal and local Department laws, regulations, policies and procedures. MANAGEMENT SUPPORT To provide ongoing Performance Budget and Financial Advantage training to Division End Users. To assist and advise the Mayors Office and the various divisions in the efficient application of the resources available to them. OPERATIONS To develop the budget document as an operations guide which outlines for constituents how departments and funds are organized and informs the reader of all funded activities, services and programs to be carried out by each department within the citys available resources. To conduct quarterly status review sessions with Department Managers to ensure ongoing expenditures coincide with final approved budgets.
PROGRAM NAME: OBJECTIVES: PROGRAM NAME: OBJECTIVES:
February 1, 2014
242

Expenditures
386,001 6,404 2,350 26,501 14,568
422,638 25,442 1,250 60,328 5,275
485,827 1,350 11,503
557,911 8,002 1,350 5,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Advertising And Public Notice Other Contractual $ Materials & Supplies Office Supplies Postage Computer Hardware Just In Time Office Supplies $ Interdepart Service Charges Charges From Print & Repro $ $ $ $ $ $ $
435,824 46,066 9,185 3,325 331 57,045 4,820 7,608 270 1,548 130,198 690 690 616 616 308 310 618 3,329 3,329 571,274
$ $
514,933 45,088 60 9,543 3,337 407 63,777 5,498 6,678 297
$ $
498,680 54,687 16 11,222 3,824 443 66,934 6,855 7,083 306
$ $
572,263 75,413 15,132 5,027 532 79,227 8,206 6,368 364
$ $
134,685 2,173 475
$ $
151,370 6,251 990
$ $
190,269 2,000 1,000 650
$ $ $ $
2,648 235 235 227
$ $ $ $
7,241 591 10,000 10,591 53 68 488
$ $ $ $
3,650 1,000 10,000 11,000 300 100 500
$ $ $ $
227 15,825 15,825 668,554
$ $ $ $
609 6,141 6,141 674,632
$ $ $ $
900 5,656 5,656 783,738
February 1, 2014

Revenues
2011 Actual Miscellaneous $ $ 60 60 $ $ 2012 Actual $ $ 2013 Unaudited 5,539 5,539 $ $
243
2014 Budget
February 1, 2014
244

Budget 2013
Budget 2014
1 1
1 1
1 1
Budget Administrator
30,214.95
103,869.21
PROFESSIONALS 1 2 1 1 3 8 9 1 2 0 1 3 7 8 1 2 1 1 3 8 9 TOTAL FULL TIME PART TIME 1 1 10 0 0 8 1 1 10 Budget Analyst TOTAL PART TIME TOTAL DIVISION 20,800.00 53,011.19 Accountant IV Budget Analyst Deputy Budget Administrator Project Coordinator Senior Budget & Management Analyst 20,800.00 20,800.00 26,273.96 27,325.56 26,273.96 59,419.42 53,011.19 82,493.55 90,294.89 78,265.22
February 1, 2014
Department of Public Utilities UTILITIES GENERAL ADMINISTRATION

Paul Bender, Director
Utilities Department General of Public Administration Utilities
245
Mission Statement To provide administrative control and supervision over the Division of Utilities Fiscal Control, Water, Water Pollution Control, Cleveland Public Power, the Office of Radio Communication, TV20 and the Photography Lab. The Department of Public Utilities is comprised of the following divisions and sections: General Administration, Radio Communication, Utilities Fiscal Control, Water, Water Pollution Control, and Cleveland Public Power. Also included in the Department are TV20 and the Photography Lab sections. The Department is self-supporting but participates in obtaining federal and state grants and loans for various improvements when these monies are available. The Division of Utilities Administration is specifically designed to have administrative charge, control, and supervision over the Divisions of Utilities Fiscal Control, Water, Water Pollution Control, Cleveland Public Power and the Office of Radio Communications. Functions and duties of the various divisions are treated separately under their respective headings. In addition, the Division of Utilities Administration is responsible for providing high quality customer service to customers of the Divisions of Water, Water Pollution Control, and Cleveland Public Power. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION To coordinate and manage the activities of the Department of Public Utilities. Monitor the promotion of Cleveland Small Business Enterprise involvement in the procurement process. Direct operating and financial performance of Water, Water Pollution, Cleveland Public Power, and the Office of Radio Communications. Manage priorities and oversee capital improvement plans. Provide oversight and control of customer service, finance, human resources, information technology and public affairs functions for all divisions. CABLE TELEVISION To educate and inform the citizens of Cleveland regarding City services, programs initiatives and events by way of the City of Cleveland cable access television station TV20 "LIVE" on-line streaming 24 hours a day and video on demand. Provide original programming to promote the many services made available to the residents of the City of Cleveland. Features Mayoral press conferences, "LIVE" broadcasts of Cleveland City Council Committee Meetings, a Weekly News show and programs regarding education, housing, healthcare, economic development, arts and entertainment. PHOTOGRAPHIC BUREAU To visually document the activities, events and business of the City of Cleveland. Serve as the Mayor's photographers; provide photographic services to all City entities, including departments, divisions and Cleveland City Council; offer digital images for use in City government print publications and electronic media. Photograph current events happening in the City for public relations and historical purposes.
PROGRAM NAME: OBJECTIVE: ACTIVITIES:
February 1, 2014
246

Expenditures
Salaries and Wages Full Time Permanent Seasonal Student Trainees Longevity Separation Payments Overtime
1,545,846 4,119 7,975 21,271 40,776
1,543,724 10,951 8,225 24,222 44,538
1,616,754 16,306 7,450 117,421 41,101
1,710,581 2,727 25,794 7,693 31,500
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Program Promotion Parking In City Facilities Insurance And Official Bonds Property Rental Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware $ $ $ $
1,619,987 202,908 47,529 15,166 1,597 223,270 20,489 31,361 1,241 543,562 3,220 1,526 4,104 8,850 53 269 6,984 5,360 23,257 118,728 131,762 286,411 1,390
$ $
1,631,660 203,311 300 46,649 14,948 1,575 225,378 21,428 27,657 1,168
$ $
1,799,031 228,004 309 49,175 16,020 1,583 226,554 23,780 21,303 1,089
$ $
1,778,295 244,333 48,708 16,332 1,608 247,631 25,641 22,972 1,176
$ $
542,413 110 5,705
$ $
567,817 3,372 480 6,217
$ $
608,401 5,000 4,500 6,500
$ $
5,815 53 1,078 4,512 2,379 19,520 250 118,728 202,744
$ $
10,069 1,388 6,705 625 21,612 100 118,728 148,723
$ $
16,000 2,000 43,000 10,000 21,800 120,700 143,000
$ $
349,264 1,045 3,226
$ $
297,880 858 10,873
$ $
340,500 1,500 1,000 1,500 4,000
February 1, 2014

2011 Actual Computer Software Photographic Supplies Other Supplies Special Events Supplies Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts Maintenance Utility Systems $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From General Fund Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ Capital Outlay Professional Services Other Equipment $ $ $ $ $ $ $ 1,147 5,752 4,339 5,790 18,419 6,767 24,568 31,335 247,782 247,782 8,396 25 10,283 125 5,799 24,627 50,441 50,441 2,831,413 $ $ $ $ $ $ $ $ $ $ 2012 Actual 917 1,555 8,862 15,606 6,425 28,524 34,949 275,398 275,398 105 7,762 8 10,874 91 8,140 26,979 268 268 2,882,350 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 1,095 22,638 2,860 186 4,222 42,731 5,605 33,734 39,339 277,382 277,382 7,959 11 10,643 341 3,313 22,267 3,970 38,456 42,426 3,098,942 $ $ $ $ $ $ $ $ $ $
247
2014 Budget 4,000 14,000 2,500 4,000 32,500 500 12,000 35,000 47,500 305,835 305,835 8,750 12,068 360 6,149 27,327 30,000 30,000 3,186,358
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 1,695,497 931,667 2,627,164 $ $ 2012 Actual 1,678,314 1,130,239 2,808,553 $ $ 2013 Unaudited 2,190,528 1,138,966 3,329,494 $ $ 2014 Budget 1,945,601 1,227,785 3,173,386
February 1, 2014
248
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 1 1 1 1 1 5 1 1 4 1 6 1 0 1 1 1 0 1 4 1 2 23 1 1 30 3 0 33 No. of Employees December 2013 1 0 1 1 1 4 1 1 3 1 5 1 1 1 1 1 1 1 2 1 2 21 0 0 26 1 0 27 Budget 2014 1 0 1 1 1 4 ADMINISTRATIVE SUPPORT 1 1 PROFESSIONALS 3 1 5 1 1 1 1 1 1 1 3 1 2 22 TECHNICIANS 0 0 27 1 2 30 TOTAL FULL TIME TOTAL SEASONALS TOTAL STUDENT ASSISTANT TOTAL DIVISION Cable Production Specialist 20,800.00 Administrative Manager Administrative Officer Assistant Administrator Assistant Contract Compliance Officer Assistant Manager of Marketing Chief Photographer Civil Service Examiner II Deputy Project Director Desktop Publishing Specialist Photographer Project Coordinator Project Director Telecommunications Specialist 27,193.55 20,800.00 20,800.00 20,092.80 20,800.00 20,800.00 20,800.00 20,092.80 20,231.40 10.00 27,325.56 22,333.40 30,215.00 Chief Clerk 22,050.00 Salary Schedule Position ADMINISTRATORS & OFFICIALS Assistant Director Cable Production Manager Director of Public Utilities General Manager of Administrative Services Manager of Marketing Minimum 36,590.39 20,800.00 100,000.00 26,273.96 30,214.95
249
Maximum 142,340.94 93,069.93 229,582.16 91,155.72 103,869.21
47,550.25
101,816.22 52,979.99 56,847.22 56,847.22 56,847.22 51,187.90 43,700.85 62,836.42 58,115.49 22.17 90,294.89 80,282.43 66,351.39
37,416.11
February 1, 2014
250
Department of Public Utilities OFFICE OF RADIO COMMUNICATIONS

Brad A. Handke, Administrative Manager
Office of Radio Communications
Mission Statement To operate the Citys radio system in a reliable and secure manner, suitable for use by all City divisions; providing maintenance, programming services, interoperability, and improvements to the infrastructure to insure sufficient system capacity to meet the wireless communications needs of the City. PROGRAM NAME: OBJECTIVES: EQUIPMENT PURCHASE PROGRAM To purchase equipment for City divisions to ensure the proper operation of all City of Cleveland radios and related equipment, including equipment installed into City owned vehicles. Obtain necessary equipment through multiple contracts to ensure proper operation of City owned equipment. Use the leverage of large quantity discounts offered by vendors by combining orders for similar items from multiple divisions orders. To serve as the one stop purchasing center for materials related to both installation and maintenance of ancillary radio equipment as well as their peripheral devices. LEASE OF FACILITIES FOR WIRELESS COMMUNICATIONS USE Ensure that leases for City properties by wireless communications providers provide City divisions with fair compensation for their usage. Negotiate leases with wireless communications providers in conjunction with the Law Department and the City division that owns the property or facility. ORC SERVICE CENTER FACILITIES Provide services related to the installation, removal and repair of 800 MHz two-way radios from City divisions. This program also provides for drive-in services for vehicles that usually go to outside vendors for miscellaneous radio services. Also in 2008 the Service Center took on responsibility for other peripheral equipment including GPS, AVL, and some MDT/Camera work. Install and remove radios for other City divisions, so as to reduce the amount of money being spent on outside vendors. To provide service to all City divisions using 800 MHz radio equipment. This program will eliminate most of the outsourcing of radio services that the City of Cleveland does for its vehicle fleet and will help to prevent vehicles and personnel from being Out of Service. In addition the Service Center has started computer installations for the division of EMS and has continued with removing equipment related to MDTs, GPS, and AVL, from vehicles to reduce the cost of having outside vendors remove this equipment. This program will also be responsible for the maintenance of the new AMR infrastructure being installed by Cleveland Division of Water. RADIO NETWORK PARTICIPATION To assist in the expansion of the new Greater Cleveland Regional Radio Network. Oversee the expansion of participants to the new system by assisting outside entities with their radio communications planning, programming, and cutover to the radio network. RADIO SYSTEM ADMINISTRATION Respond quickly to requests for programming and reprogramming of mobile and portable radios, as well as other system requests. Work with user divisions to ensure that changes in radio templates are made in a timely fashion and suggest changes or improvements in radio configuration. Provide advice on
ACTIVITIES:
ACTIVITIES:
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
February 1, 2014
251
how to best create interoperability between the internal and external entities located in and outside of the City, and retemplate radios that have undergone maintenance or are being relocated from one vehicle to another.
RADIO SYSTEM MAINTENANCE & OPERATION To maintain the Greater Cleveland Regional Radio Network in a reliable condition, suitable for use by all participating entities. Ensure that maintenance contracts are in place for infrastructure, as well as for ancillary facilities; to administer maintenance contracts, respond to alarms, system problems, and user problems in an effort to coordinate maintenance efforts.
February 1, 2014
252

2011 Actual $ 284,578 4,275 6,798 $ 295,651 55,671 10,895 3,965 437 41,168 2,239 5,017 270 2,150 920 $ 122,732 $ 393 1,310 12,077 22,224 $ 36,004 1,370 1,650 140,940 $ 143,960 38 2,325 13,892 65,342 $ 81,597 $ $ $ $ $ $ $ $ $ $ $ $ 2012 Actual 287,116 4,375 19,968 12,899 324,358 48,145 11,425 3,638 442 42,780 2,378 4,577 270 2,150 920 116,725 133 583 12,859 22,424 35,999 540 1,320 232,992 234,852 4,182 13,630 80,697 98,509 $ $ $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 244,739 2,825 29,549 54,872 331,986 43,897 9,164 2,988 346 40,680 3,614 4,504 183 1,275 540 107,191 47 1,990 15,889 29,577 47,503 35,946 1,210 247,324 284,480 8,296 24,324 141,167 173,788 $ $ $ $ $ $ $ $ $ $ $ $ 2014 Budget 355,239 3,225 15,000 373,464 83,369 18,464 5,771 611 52,285 5,415 4,262 313 2,700 1,080 174,270 10,000 10,000 20,000 800 6,448 18,000 103,800 129,048 900 1,302 297,442 299,644 500 250,000 10,000 35,000 100,000 395,500
Expenditures
Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Clothing Allowance Clothing Maintenance Other Training & Professional Dues Travel Tuition & Registration Fees Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Contractual Services Professional Services Parking In City Facilities Property Rental Materials & Supplies Office Supplies Computer Software Hardware & Small Tools Small Equipment Other Supplies
February 1, 2014

Maintenance Maintenance Contracts Maintenance Utility Systems $ Interdepart Service Charges Charges From Telephone Exch Charges From Water Charges From Print & Repro Charges From M.V.M. $ Capital Outlay Radio Equipment Other Equipment Transfer To Water Capital Proj $ $ $ $ 2011 Actual $ 932,388 308 932,696 13,358 164 3,311 16,833 62,819 62,819 1,692,293 $ $ $ $ $ $ $ 2012 Actual 1,089,756 22,429 1,112,185 7,047 251 11,004 18,302 233,214 41,965 275,179 2,216,107 $ $ $ $ $ $ $ 2013 Unaudited 1,168,697 85,804 1,254,501 7,011 164 2,623 9,798 95,334 385,000 480,334 2,689,579 $ $ $ $ $ $ $
253
2014 Budget 1,686,380 150,000 1,836,380 7,708 5,000 186 6,038 18,932 150,000 115,000 265,000 3,512,238
Revenues
2011 Actual Charges For Services Miscellaneous Interest Earnings/Investment Income $ $ 300,138 1,434,367 1,363 1,735,869 $ $ 2012 Actual 320,994 2,273,402 3,572 2,597,968 $ $ 2013 Unaudited 299,940 1,698,365 5,055 2,003,360 $ $ 2014 Budget 308,940 3,142,912 4,000 3,455,852
February 1, 2014
254
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 PROFESSIONALS 1 0 1 1 0 1 1 1 2 TECHNICIANS 6 6 8 8 4 4 6 6 5 5 8 8 TOTAL FULL TIME TOTAL DIVISION Radio Technician 19.85 Administrative Manager Assistant Administrator 27,193.55 20,800.00 Supervisor of Radio Services 15.13 Minimum
255
Maximum
24.86
101,816.22 56,847.22
20.99
February 1, 2014
256
Department of Public Utilities DIVISION OF WATER

Alexander G. Margevicius, Interim Commissioner
Division Of Water
Mission Statement To provide a reliable supply of high quality water and customer services to promote public health and safety, economy, and quality of life of Greater Cleveland. The Division of Water (CWD) was created in 1853 and charged with the responsibility of collecting, treating, pumping and distributing potable water and providing related water services to customers within its service areas. The Division of Water operates a major public water supply system, which services not only the City of Cleveland, but also approximately 76 suburban municipalities in Cuyahoga, Geauga, Lake, Medina, Portage, and Summit counties. The present service area covers about 680 square miles of which 593 square miles are for core services while 87 square miles are provisional emergency feed areas. CWD serves more than 1.55 million people. The City is empowered to establish rates and collect charges for the service provided by its Water Division, to acquire property and construct facilities to provide water services throughout the greater Cleveland service area and to perform other necessary functions with respect to the operation and maintenance of the water works system. The Division of Water is a self-supporting regional utility. The Division of Water draws raw water from four (4) intake tunnels in Lake Erie, chemically treats and disinfects the water, passes it through mixing and settling basins and then sand and gravel filters so that it becomes potable, and pumps it into reservoirs, storage towers, tanks and distribution lines. These services are provided to all of greater Cleveland, with approximately 50% of the water to industrial and commercial users and the remaining 50% to residential users. The Division of Water maintains and operates four (4) treatment plants, five (5) major pumping stations, eleven (11) secondary pumping stations, twenty-one (21) storage facilities, and about 5,200 miles of water mains in four (4) different pressure zones which are determined by elevation above the lake. The City of Cleveland has recognized that a viable public water supply system is essential to the social and economic growth of a metropolitan city. If the City and surrounding areas are to grow and contribute to the economic viability of the central core, it is necessary for the area to have an adequate, economical and sustainable public water supply. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: CAPITAL To upgrade and improve the water treatment and delivery system. Utilize engineering staff to design and undertake capital projects. Continue a multi-year, ongoing Capital Improvement Program to sustain aging infrastructure. WATER OPERATIONS To provide potable water and related water services to customers in the Greater Cleveland service areas. Collect, treat, pump and distribute potable water. Install and read meters to determine customer usage. Make service calls for system maintenance.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Seasonal Military Leave Part-Time Permanent Injury Pay Student Trainees Longevity Wage Settlements Separation Payments Bonus Incentive Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Brokered Gas Supply Sewer-Other Telephone $ $ $ 2012 Actual 2013 Unaudited
257
2014 Budget
49,133,592 3,582 6,883 98,177 117,044 510,875 416,946 4,149,049 54,436,148 8,466,876 1,551,434 590,437 68,080 7,567,820 658,951 2,106,658 46,841 82,286 214,715 9,080 112,395 21,475,574 9,281 11,511 5,496 105,323 131,611 475,697 1,699,716 1,320,552
50,015,324 4,074 69,447 446 87,417 489,150 2,000 675,111 1,000 3,960,087
49,745,808 1,902 64,056 26,176 45,601 450,550 2,000 671,600 500 4,723,206
53,440,508 60,309 54,385 481,600 600,000 4,100,000
$ $
55,304,056 8,230,739 2,220 1,619,709 601,524 69,020 7,632,162 684,285 1,889,335 46,704 132,351 193,687 8,190 109,380
$ $
55,731,399 8,171,815 2,020 1,581,387 575,349 65,006 7,452,625 711,539 1,725,295 41,857 52,098 219,918 6,860 102,720
$ $
58,736,802 10,179,490 1,847,534 676,994 75,264 8,139,152 786,945 1,907,656 46,252 100,000 234,320 9,640 140,840
$ $
21,219,307 33,024 20,421 901 327 138,980
$ $
20,708,490 12,653 4,180 2,203 179,486
$ $
24,144,087 97,785 128,817 41,100 203,508
$ $
193,653 357,363 2,233,672 1,239,369
$ $
198,521 523,561 3,303,653 1,609,700
$ $
471,210 452,100 3,791,400 1,477,700
February 1, 2014
258

2011 Actual 2012 Actual 100,000 525,277 12,935,430 3,750,505 45,197 $ $ 21,186,813 6,469,322 1,083 131,853 3,410 133,458 11,025 381,488 2,449,665 69,100 72,747 1,029,915 $ $ 10,753,067 875,920 44,211 5,424 59,249 50,555 7,869,596 20,111 4,602 198,137 138,573 6,990 181,879 104,519 56,869 209,882 $ $ $ $ 2013 Unaudited 110,000 617,035 13,328,099 4,233,207 36,246 23,761,501 7,504,678 523 181,713 3,936 131,827 11,000 387,446 1,362,117 69,000 78,219 1,196,905 10,927,362 1,389,926 16,031 94,739 69,390 190,344 5,750,750 13,188 15,437 201,629 109,602 14,188 231,739 142,244 22,675 170,566 $ $ $ $ 2014 Budget 100,000 709,635 13,251,878 4,796,400 57,000 24,636,113 9,693,515 4,037 187,500 3,500 226,200 14,517 472,670 2,934,384 70,000 20,000 1,000,000 14,626,323 22,750 1,901,100 63,190 283,050 390,000 138,500 6,809,300 35,000 22,850 297,270 195,651 38,500 275,150 183,274 67,400 225,320 6,750
Water Gas Electricity - Cpp Electricity - Other Steam $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Program Promotion Parking In City Facilities Taxes Property Rental Equipment Rental Other Contractual State Auditor Examination Bank Service Fees Credit Card Processing Fees $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware Computer Software Fuel Chemical Salt & De-Icer Clothing Hardware & Small Tools Small Equipment Office Furniture & Equipment Electrical Supplies Hygiene And Cleaning Supplies Motors And Pumps Laboratory Supplies Paper And Other Printing Suppl $ $
100,672 770,910 13,204,432 4,155,258 61,590 21,788,828 3,805,577 1,437 95,808 289 4,056 215,462 231,539 4,175,563 76,825 124,313 1,086,666 9,817,535 12,083 809,450 53,957 51,208 56,979 51,159 6,138,756 20,698 1,200 194,068 60,216 2,393 247,087 110,183 3,209 195,513
February 1, 2014

2011 Actual Other Supplies Safety Equipment Just In Time Office Supplies Building Maintenance Supplies Cement Sand & Gravel Misc Maintenance Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance Maintenance Machinery & Tools Maintenance Vehicles Maintenance Utility Systems Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Court Costs Judgements, Damages, & Claims Indirect Cost $ Interdepart Service Charges Charges From General Fund Charges From Telephone Exch Charges From Utilities Admin Charges From Fiscal Control Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges Frm Str Cnst Mnt & Rep Charges From Waste Collection $ Interfund Subsidies Transfer to Other SubClasses $ $ $ $ $ 37,219 209,107 35,510 31,242 2,020,540 105,392 10,447,170 270,828 805,019 1,571,710 181,496 456 10,714,615 756,604 506,442 14,807,171 1,031 498,899 2,548,881 3,048,811 2,508 865,484 1,173,662 1,944,974 149,635 108,506 198,573 3,750,760 577,550 93,280 8,864,931 9,327,000 9,327,000 $ $ $ $ $ $ $ $ $ 2012 Actual 47,741 350,146 35,700 22,439 2,087,204 80,250 12,449,996 257,860 327,377 2,104,310 138,196 14,912 10,013,350 212,434 596,860 13,665,300 1,660 507,794 2,612,118 3,121,572 2,928 954,600 1,163,607 2,149,000 230,064 77,835 221,761 406 3,589,712 450,667 63,289 8,903,868 $ $ $ $ $ $ $ $ $ 2013 Unaudited 55,425 598,648 46,846 26,826 1,997,067 155,222 11,312,482 460 334,966 557,814 3,019,910 47,375 1,850 14,816,084 348,396 657,866 19,784,721 759 483,771 2,654,595 3,139,124 750 926,921 1,403,906 2,557,000 164,214 78,861 212,991 2,771,354 152,350 57,879 8,326,227 $ $ $ $ $ $ $ $ $
259
2014 Budget 109,103 710,085 87,427 88,220 2,402,200 184,321 14,536,411 13,250 363,028 1,024,545 3,165,110 371,700 31,680 11,786,869 396,000 794,900 17,947,082 1,500 500,000 2,675,107 3,176,607 1,019,094 1,393,494 2,765,345 290,170 102,500 241,513 3,604,268 100,000 76,500 9,592,884
February 1, 2014
260

Capital Outlay Infrastructure Professional Services Building Betterments -Existing Computer Hardware Motorized Equipment Automobiles Trucks Machinery, Tools, Instruments Other Equipment Transfer To Water Capital Proj
7,002,688
20,905,572
17,745,542
13,800,000 13,900,000 1,400,000 689,000 186,500 484,000 2,537,000 219,500 90,100
$ Debt Service Professional Srvcs-Debt Srvc Principal Interest $ Expenditure Recovery Expenditure Recovery $ $ $ $
7,002,688 960,522 43,644,520 34,141,544 78,746,586 (123) (123) 239,893,929
$ $
20,905,572 838,425 37,312,404 29,093,674
$ $
17,745,542 652,180 46,684,332 35,587,084
$ $
33,306,100 1,000,000 46,918,560 38,160,956
$ $ $ $
67,244,503 5,526 5,526 234,953,233
$ $ $ $
82,923,596 254,558,966
$ $ $ $
86,079,516 287,253,135
Revenues
2011 Actual Charges For Services Fines, Forfeitures & Settlements Grant Revenue Licenses & Permits Miscellaneous Sale Of City Assets Interest Earnings/Investment Income $ $ 230,336,312 175,000 111,332 623,931 231,246,575 $ $ 2012 Actual 265,298,581 820,432 283,256 266,402,268 $ $ 2013 Unaudited 272,459,811 69,450 92,879 1,057,237 13,999 303,325 273,996,700 $ $ 2014 Budget 287,425,008 320,000 287,745,008
February 1, 2014
261
February 1, 2014
262

Budget 2013
Budget 2014
0 3 2 6 3 1 1 1 4 1 1 3 0 0 2 1 1 1 1 7 39
1 3 3 3 3 1 1 1 3 1 1 0 0 1 3 1 1 0 1 5 33
1 3 3 9 3 1 1 1 4 1 1 1 1 0 3 1 1 1 1 7 44
Administration Bureau Manager Assistant Chief of Water Distribution Assistant Director Assistant Manager-App. Dev. and Technical Support Assistant Water Plant Manager - Parma Chief of Purification Chief of Water Distribution Commissioner of Water Customer Support Center Manager Deputy Commissioner of Water Executive Assistant to the Mayor General Manager of Administrative Services Manager of Compensation and Classifications Manager of Education and Research Manager of General Maintenance Manager of Telecommunications Network Data Center Operations Manager Safety Programs Officer I Secretary to Director of Public Utilities Superintendent of Distribution
40,314.82 23,647.11 36,590.39 46,224.91 10.00 23,647.11 26,273.96 45,201.46 65,000.00 30,214.95 50,795.81 26,273.96 27,325.56 27,325.56 23,647.11 30,214.95 55,000.00 25,000.00 36,590.00 20,800.00
132,061.01 86,668.37 142,340.94 124,825.82 33.11 86,668.37 91,832.86 206,000.00 97,572.42 129,713.92 176,729.77 91,155.72 87,664.94 87,664.94 78,080.22 103,869.21 108,760.79 66,226.65 178,000.00 71,750.00
ADMINISTRATIVE SUPPORT 5 151 1 1 4 20 3 10 6 2 203 4 121 1 1 4 17 2 9 6 2 167 4 130 1 1 4 19 2 9 8 1 179 Chief Clerk Customer Service Representative Data Control Clerk General Storekeeper Head Storekeeper Principal Clerk Secretary Senior Clerk Storekeeper Telephone Operator 22,050.00 12.15 10.00 19.25 17.85 14.88 10.00 12.47 16.66 10.00 47,550.25 17.67 16.98 24.97 23.06 20.10 17.69 16.58 20.76 16.97
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position Minimum
263
Maximum
PROFESSIONALS 18 11 19 4 6 9 5 5 1 8 1 2 10 1 2 1 5 3 1 1 1 3 2 1 0 5 1 0 2 10 10 17 1 1 1 12 12 19 4 6 9 5 4 1 7 0 2 9 1 1 1 5 0 0 1 1 3 2 1 1 3 1 0 2 8 8 17 0 1 1 13 14 22 4 6 9 5 4 1 9 2 2 11 1 2 1 5 1 1 1 1 3 2 1 2 6 1 2 2 8 9 17 0 1 1 Administrative Manager Administrative Officer Assistant Administrator Assistant Director of Law I (s) Assistant Security Manager Associate Engineer Business Process Analyst Chief Miscellaneous Investigator Chief of Laboratories Chief Systems Analyst Chief Training Officer Construction Technician Consulting Engineer Contract Compliance Officer Data Base Administrator Data Base Coordinator Deputy Project Director Desktop Publishing Specialist Engineer Engineer of Hydraulic Surveys Environmental Program Manager Hazardous Materials Specialist Information Systems Coordinator IT Telecommunications Technician II Labor Relations Officer Miscellaneous Investigator Network Analyst I Network Analyst II Office Manager Personnel Assistant Project Coordinator Project Director Project Leader Applications Regulatory Compliance Manager Safety Programs Manager 27,193.55 20,800.00 20,800.00 26,250.00 20,800.00 17.83 55,000.00 10.00 23,647.11 27,325.56 26,273.96 12.02 36,000.00 26,273.96 39,937.34 30,214.00 20,092.80 20,231.40 22.78 18.59 45,000.00 21.63 21,851.00 44,803.00 27,325.56 15.35 14.52 30,214.00 20,800.00 20,800.00 27,325.56 22,333.40 45,000.00 50,000.00 30,214.95 101,816.22 52,979.99 56,847.22 86,093.31 58,837.68 28.57 97,850.00 23.32 80,353.75 97,819.83 70,807.15 23.32 94,991.29 70,807.15 109,791.53 81,118.29 62,836.42 58,115.49 34.79 29.11 87,241.22 32.65 82,183.44 73,778.34 77,502.92 18.62 35.28 90,259.22 49,669.98 47,438.80 90,294.89 80,282.43 91,832.86 94,970.71 89,155.89
February 1, 2014
264

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 1 5 2 1 1 1 8 12 1 1 1 5 187 Salary Schedule Position Senior Budget and Management Analyst Senior Personnel Assistant Senior Systems Analyst Software Analyst Supervisor Applications Development Supervisor of Systems and Technical Support Systems Analyst Unit Supervisor Warehouse Inventory Manager Water Business Plan Assistant Manager Water Business Plan Manager Water Plant Manager Minimum 26,273.96 20,800.00 20,800.00 45,000.00 39,937.34 55,000.00 20,800.00 13.29 22,333.40 22,333.40 27,325.56 23,647.11 Maximum 78,265.22 50,162.59 41,170.98 87,241.22 86,987.12 86,093.31 61,811.09 23.06 80,282.43 80,282.43 90,294.89 97,572.42
Budget 2013 1 7 3 1 1 1 9 15 1 1 1 5 214
Budget 2014 1 5 8 1 1 1 8 18 1 1 1 5 221
PARA-PROFESSIONALS 1 1 2 1 1 2 1 1 2 PROTECTIVE SERVICES 2 55 57 1 50 51 1 55 56 SKILLED CRAFT 2 15 2 1 2 5 1 8 1 2 13 2 1 12 2 1 0 5 1 8 1 2 12 2 1 12 2 1 2 5 1 8 1 2 13 2 Asbestos Worker Assistant Water Plant Manager Bricklayer Bricklayer Foreman Bricklayer Helper Carpenter Carpenter Unit Leader Cement Finisher Cement Finisher Unit Leader Chief Building Stationary Engineer Construction Equipment Operator Group A Construction Equipment Operator Group B 44.30 10.00 36.43 37.68 24.70 36.13 37.37 36.67 37.92 19.80 38.92 38.80 55.38 33.11 45.54 46.54 37.06 45.15 46.30 45.84 46.59 20.64 48.65 48.50 Security Manager Security Officer 23,647.11 10.80 90,684.96 20.90 Chief Legal Investigator Claims Examiner 23,647.11 10.00 67,017.93 23.32
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 14 1 8 3 1 2 4 4 35 22 1 1 150 No. of Employees December 2013 13 1 7 3 1 2 4 4 31 14 0 2 129 Budget 2014 14 1 8 3 1 2 4 4 38 18 1 2 146 SERVICE & MAINTENANCE 12 2 3 8 16 11 46 1 26 9 1 6 4 12 49 11 26 94 13 350 10 2 2 7 16 6 40 1 24 8 1 5 4 12 40 12 24 82 7 303 12 2 2 10 21 13 50 2 27 9 1 7 4 15 47 13 30 94 11 370 Custodial Worker Custodial Worker Supervisor Ground Maintenance Man Labor Foreman Machinist Machinist Helper Municipal Service Laborer Small Equipment Repair Worker Truck Driver Water Hydraulic Repairman Water Hydraulic Supervisor Water Hydraulic Unit Leader Water Meter Department Supervisor Water Meter Department Unit Leader Water Meter Repairman Water Pipe Repair Supervisor Water Pipe Repair Unit Leader Water Pipe Repairman Water System Construction Inspector 10.00 18.72 15.95 20.19 15.83 13.72 15.95 12.26 12.50 18.16 15.96 14.09 15.96 14.09 16.18 15.97 14.09 16.44 18.97 Electrical Worker Ironworker Machinist Unit Leader Painter Painter Foreman Pipefitter Plumber Sheet Metal Worker Water Plant Operator I Water Plant Operator II Water System Construction Inspector Supervisor Welder Fabricator Salary Schedule Position Minimum 45.13 41.13 14.28 31.86 33.11 44.14 44.18 45.23 20.28 21.72 20,800.00 18.36
265
Maximum 56.41 51.41 25.01 39.82 40.82 55.17 55.23 56.54 21.14 22.62 62,560.03 25.36
15.12 20.72 17.95 22.19 23.52 19.72 17.95 20.01 19.79 19.27 24.93 22.11 24.93 22.11 19.27 25.85 22.49 20.67 24.08
February 1, 2014
266

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIANS 4 5 2 3 2 3 3 34 10 6 5 5 6 14 3 1 7 1 2 116 1131 2 5 1138 4 5 2 1 2 3 3 24 11 6 4 4 5 13 2 0 4 1 2 96 968 1 2 971 4 5 3 1 2 6 3 28 14 6 4 5 5 16 3 0 5 1 2 113 1,131 1 6 1,138 TOTAL FULL TIME TOTAL PART TIME TOTAL STUDENT ASSISTANT TOTAL DIVISION Accident and Safety Inspector Chemist Chief Radio Dispatcher Computer Operator Data Processing Supervisor Instrumentation Technician II Laboratory Assistant Meter Reader Meter Reader Collections Meter Reader Commercial Meter Reader Investigation Meter Reader Machine Meter Reader Supervisor Radio Dispatcher Senior Chemist Senior Computer Operator Senior Draftsman Senior Programmer Analyst Telecommunications Analyst I 20.36 18.49 15.12 10.00 20,800.00 22.81 10.00 15.53 15.53 15.53 15.53 15.53 14.47 17.33 17.61 10.00 11.69 23,647.11 14.53 22.36 26.85 23.34 23.32 58,115.49 23.92 19.29 19.27 19.27 19.27 19.27 19.27 23.03 20.99 23.32 27.39 19.82 69,365.01 42.45 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Public Utilities WATER POLLUTION CONTROL

Rachid F. Zoghaib, Commissioner
Water Pollution Control
267
Mission Statement Provide services that sustain the free-flow of surface water through cleaning and maintaining a network of sewers and sewer connections. The Division of Water Pollution Control manages the sanitary sewage, stormwater drainage, and combined collections systems in the City of Cleveland. The Division is responsible for the network of sewers conveying sanitary sewage and industrial waste in the City of Cleveland from their point of origin to an interceptor sewer or treatment facility for processing. Water Pollution Control is responsible for cleaning and maintaining a network of 1,436 miles of sewer lines, approximately 43,000 catch basins and adjoining laterals, and 15 pump stations. The Division is also charged with managing and supervising the elimination, control or regulation of any matter relating to pollution of water courses within the City limits. Water Pollution Control has expanded services by extending regular business days, and the Division continues to upgrade service equipment to insure adequate resources are available to address sewer concerns. The Division has established a preventive maintenance program in known flooding areas to eliminate potential street and basement flooding problems before they occur. As the storm water agent for the City of Cleveland, Water Pollution Control has established storm water best management demonstration projects at its Kirby Avenue headquarters to test alternatives to divert storm water from entering combined sewer systems.
CAPITAL Maintain and improve the main sewers, pump stations, connections and appurtenances. Purchase and repair motorized equipment related to preservation of the sewer system. Construct new storm water storage facilities, relief sewers, replacement sewers and pump stations. MAINTENANCE OPERATIONS Maintain the free-flow of sanitary and clear water through elimination of potential blockages and conditions that could result in loss of service, personal injury or property damage. Remove debris in right of ways and flush potential blockages. Clean catch basins, main sewers, house connections, and other appurtenances of the system. Repair damaged main sewers, catch basins, manholes and connections within the limits of the pavement. Repair, maintain and replace sewer pump stations and appurtenances. Conduct preventive maintenance in known flooding areas through personal or remote televised inspections. MARKETING Provide Public Education and Community Participation Work with various groups and organizations, school systems, environmental fairs and other media events to educate the public on important issues regarding services we provide to the public, environmental issues impacting the use of the sewer system such as, the Stormwater Phase II regulations. PERMITS AND INSPECTION To address customer concerns relative to street and basement flooding; maintain accurate sewer records and verify that construction of sewer connections meet the standards of the division.
February 1, 2014
268

Respond to flooding complaints. Inspect construction of sewers. Identify, measure and record the location of new and existing lateral connections. TEST TEE PROGRAM To provide an improved level of service to our customers by determining if a problem exists in the Citys portion of the sewer connection or the customers, without cost to the customer. Investigate sewer connections from existing test tee to the main sewer. Install test tees in the treelawn and investigate sewer connections from test tee excavation to the main sewer.
ACTIVITIES: PROGRAM NAME: OBJECTIVE: ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Seasonal Part-Time Permanent Injury Pay Longevity Separation Payments Bonus Incentive Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Brokered Gas Supply Sewer-Other Water Gas Electricity - Cpp Electricity - Other $ $ $ 2012 Actual 2013 Unaudited
269
2014 Budget
6,762,223 40,490 7,324 64,088 71,675 165,194 7,110,994 1,159,572 196,977 79,330 9,699 985,156 93,606 527,067 6,630 7,826 23,627 2,140 31,860 3,123,489 2,673 498 157 11,844 15,172 48,008 21,920 29,549 203,776 46,137
6,520,118 16,363 50,325 12,615 58,475 25,255 200 200,139
6,629,127 48,398 13,622 57,175 80,776 200 208,918
7,313,305 50,000 56,950 140,000
$ $
6,883,491 1,096,448 300 193,717 78,083 9,304 959,592 92,556 551,819 6,290 21,445 22,522 2,140 25,356
$ $
7,038,216 1,094,228 283 192,100 73,991 8,960 940,733 96,879 533,499 5,692 23,386 21,511 1,880 33,575
$ $
7,560,255 1,358,898 225,000 90,058 10,709 1,058,436 109,624 624,472 6,407 24,225 2,400 35,450
$ $
3,059,573 8,714 2,504 36 2,129 8,477
$ $
3,026,716 1,621 1,740 9,673
$ $
3,545,679 8,500 7,500 3,500 2,350 12,000
$ $
21,860 26,049 10,725 19,636 197,156 45,378
$ $
13,034 48,162 27,964 217,528 45,975
$ $
33,850 57,794 30,000 4,000 33,557 224,054 47,354
February 1, 2014
270

2011 Actual $ 349,390 330,407 50,262 20,275 2,150 5 194 13,000 (31,244) 1,691 $ 386,738 3,791 3,892 74,172 15,071 6,582 14,262 8,227 3,037 10,071 15,450 81,113 5,403 275,522 1,290 $ 517,881 6,557 11,051 1,950 413,891 1,164,814 $ $ $ $ $ $ 2012 Actual 298,945 430,496 13,647 42,770 2,228 5 3,057 13,900 1,612 2,097 509,812 4,180 55,010 199 25,794 2,350 1,290 5,736 17,552 31,218 8,498 222,473 155 374,454 18,500 308,017 1,325,574 5,000 $ $ $ $ $ $ 2013 Unaudited 339,629 539,549 397 14,516 42,243 2,805 28 6,121 14,000 1,597 2,343 623,598 62,234 784 5,756 14,766 6,211 27,468 61,848 5,380 258,975 181 443,603 1,250 3,847 2,000 449,335 1,117,467 $ $ $ $ $ $ 2014 Budget 396,759 450,000 100 30,000 40,000 2,000 100 2,500 10,000 15,000 15,000 2,200 566,900 2,500 5,000 60,000 2,500 20,000 30,000 15,000 15,000 5,000 500 17,000 60,000 3,000 200,000 2,000 437,500 7,500 7,500 400,000 1,425,000
Contractual Services Professional Services Court Reporter Mileage (Private Auto) Advertising And Public Notice Program Promotion Parking In City Facilities Property Rental Equipment Rental Other Contractual State Auditor Examination Bank Service Fees Credit Card Processing Fees Materials & Supplies Office Supplies Computer Supplies Computer Hardware Computer Software Clothing Hardware & Small Tools Small Equipment Office Furniture & Equipment Hygiene And Cleaning Supplies Medical Supplies Other Supplies Safety Equipment Just In Time Office Supplies Building Maintenance Supplies Misc Maintenance Supplies Maintenance Maintenance Office Equipment Computer Software Maintenance Maintenance Machinery & Tools Maintenance Vehicles Maintenance Utility Systems Maintenance Misc. Equipment
February 1, 2014

2011 Actual $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Other Refunds & Adjustments Indirect Cost $ Interdepart Service Charges Charges From Telephone Exch Charges From Utilities Admin Charges From Fiscal Control Charges From Radio Comm System Charges From Water Charges From Print & Repro Charges From M.V.M. Charges Frm Str Cnst Mnt & Rep Charges From Waste Collection $ Capital Outlay Professional Services Office Equipment Furniture Motorized Equipment Machinery, Tools, Instruments Other Equipment Transfer To Wpc Capital Proj $ Debt Service Principal Interest $ Expenditure Recovery Expenditure Recovery $ $ $ $ $ $ $ 1,598,263 27,071 456,067 483,138 18,937 170,905 306,035 33,010 2,525,282 27,337 472,017 229,090 20,426 3,803,038 79,747 2,726,024 2,805,771 485,677 121,173 606,850 (76) (76) 20,800,649 $ $ $ $ $ $ $ $ $ $ $ $ 2012 Actual 1,657,091 55,966 469,049 525,015 18,608 165,787 307,000 49,654 1,650,015 23,547 474,064 131,775 6,384 2,826,833 26,243 3,118,757 3,145,000 504,838 102,012 606,850 19,908,926 $ $ $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 1,573,899 45,293 454,310 499,603 20,219 242,608 249,000 37,104 2,538,339 20,781 363,188 4,950 2,208 3,478,398 3,774,271 3,774,271 524,794 82,056 606,850 21,417,816 $ $ $ $ $ $ $ $ $ $ $ $
271
2014 Budget 1,840,000 50,000 1,000 464,522 515,522 22,230 181,915 307,758 65,564 2,257,902 23,564 466,677 250,000 6,000 3,581,610 100,000 20,000 35,000 3,410,000 15,000 20,000 3,600,000 500,000 107,000 607,000 22,685,075
February 1, 2014
272

2011 Actual 2012 Actual $ 22,775,949 311,067 981 58,732 $ 23,146,730 $ $ 2013 Unaudited 22,342,308 52,222 303,406 92,735 57,549 22,848,220 $ $ 2014 Budget 22,320,075 315,000 50,000 22,685,075
Revenues
Charges For Services Grant Revenue Licenses & Permits Miscellaneous Interest Earnings/Investment Income
21,715,644 274,970 40,931 68,605
22,100,150
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 2 0 1 1 1 8 1 1 1 1 1 1 1 1 8 1 1 1 2 0 1 1 1 8 ADMINISTRATIVE SUPPORT 1 4 2 1 1 1 1 11 0 4 1 1 1 0 1 8 1 4 2 1 1 1 1 11 PROFESSIONALS 1 1 3 0 1 1 1 5 1 1 1 2 1 1 1 3 0 1 1 1 5 1 1 1 1 1 1 1 3 1 1 1 1 5 1 1 1 2 1 Accountant I Administrative Manager Administrative Officer Assistant Administrator Assistant Director of Law I (S) Assistant Manager Of Marketing Assistant Personnel Administrator Associate Engineer Budget and Management Analyst Chief Civil Engineer Construction Technician Consulting Engineer Data Base Coordinator 14.39 27,193.55 20,800.00 20,800.00 26,250.00 20,800.00 20,800.00 17.83 20,800.00 23,647.11 12.02 36,000.00 30,214.00 Chief Clerk Customer Service Representative Data Control Clerk Head Storekeeper Senior Clerk Stock Clerk Storekeeper 22,050.00 12.15 10.00 17.85 12.47 13.11 16.66 Administrator of Engineering and Planning Budget Administrator Commissioner of Water Pollution Control Deputy Commissioner of Water Pollution Control General Manager of Administrative Services Manager of General Maintenance Safety Programs Officer I Superintendent of Sewer Maintenance 30,214.95 30,214.95 40,314.82 30,214.95 26,273.96 23,647.11 25,000.00 20,800.00 Minimum
273
Maximum
112,526.46 103,869.21 132,061.01 103,869.21 91,155.72 78,080.22 66,226.65 74,614.20
47,550.25 17.67 16.98 23.06 16.58 18.23 20.76
20.20 101,816.22 52,979.99 56,847.22 86,093.31 56,847.22 55,788.47 28.57 55,788.47 84,588.76 23.32 94,991.29 81,118.29
February 1, 2014
274

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 0 1 0 0 0 0 0 0 1 20 Salary Schedule Position GIS/IS Coordinator Network Analyst II Personnel Administrator Personnel Assistant Project Director Safety Programs Manager Senior Personnel Assistant Systems Analyst Unit Supervisor Minimum 52,000.00 30,214.00 26,273.96 20,800.00 22,333.40 30,214.95 20,800.00 20,800.00 13.29 Maximum 93,818.87 90,259.22 82,493.55 47,438.80 80,282.43 89,155.89 50,162.59 61,811.09 23.06
Budget 2013 1 1 1 1 1 1 1 1 1 28
Budget 2014 1 1 1 1 1 1 0 1 1 28 SKILLED CRAFT
2 2 4 1 1 2 1 3 2 18
2 2 2 1 1 1 1 2 1 13
2 2 4 1 1 2 1 3 2 18
Bricklayer Bricklayer Helper Const. Equipment Operator Group A Const. Equipment Operator Group B Electrical Worker Heavy Duty Mechanic Heavy Duty Unit Leader Machinist Machinist Unit Leader
36.43 24.70 38.92 38.80 45.13 15.75 23.85 15.83 14.28
45.54 37.06 48.65 48.50 56.41 25.37 31.47 23.52 25.01
SERVICE & MAINTENANCE 2 1 6 2 3 5 11 14 50 94 2 0 5 0 3 5 10 14 42 81 2 1 6 2 3 5 11 14 50 94 Custodial Worker Custodial Worker Supervisor House Connection Inspector Machinist Helper Municipal Service Laborer Sewer Construction & Maint. Operations Supervisor Sewer Maintenance Unit Leader Sewer Maintenance Unit Leader Operator Sewer Service Man 10.00 18.72 15.39 13.72 15.95 15.67 14.09 14.09 18.16 15.12 20.72 18.88 19.72 17.95 25.45 22.06 23.18 19.27
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 TECHNICIANS 3 3 162 4 166 3 3 133 2 135 3 3 162 4 166 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Radio Dispatcher 17.33 Salary Schedule Position Minimum
275
Maximum
20.99
February 1, 2014
276
Department of Public Utilities CLEVELAND PUBLIC POWER

Ivan L. Henderson, Commissioner
Cleveland Public Power
Mission Statement To provide reliable and economical electric service to all electric customers in the City of Cleveland. The Division of Cleveland Public Power is responsible for all electric generation, transmission, and distribution facilities owned by the city. The Division provides electricity to about 77,000 residential, commercial, industrial, and governmental customers. In addition, the Division provides service to over 67,000 streetlights in the City of Cleveland. The Division purchases power from numerous sources, which includes American Electric Power, AMP, and New York Power Authority, and obtains transmission services through the Midwest ISO and the PJM Interconnection. In addition, the division uses its three 15 mW gas turbines and six 1.8 mW gas peaking turbines to provide for its customers' requirements. Wholesale power is brought into the system via the Division's four 138 kV interconnections. The interconnections are located at the Division's Lake Road Substation, Nottingham Substation, Pofok Substation, and the Ridge Road Substation. Cleveland Public Power is currently undergoing a Capacity Expansion Program that will extend the southern portion of CPP's transmission system and improve CPP's system reliability and ability to serve future load growth opportunities.
CLEVELAND PUBLIC POWER OPERATIONS To generate, transmit and distribute electricity and to provide effective street lighting. Purchase power wholesale from diversified sources. Generate electricity from CPPs gas turbines and other potential sources. Distribute electricity through neighborhood substations Provide and maintain effective street lighting. Respond to emergency calls 24 hours a day with trouble crews. CLEVELAND PUBLIC POWER OPERATIONS CAPITAL To reinforce and expand current systems through capital improvements. Connect new customers to the electrical system. Make improvements to land, buildings, and structures. Purchase and repair motorized equipment related to upkeep of electrical generation, transmission and distribution facilities.
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Seasonal Military Leave Part-Time Permanent Injury Pay Student Trainees Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Brokered Gas Supply Telephone Water Gas Electricity - Other Steam $ $ $ $ 2011 Actual $ 18,045,014 338,484 4,110 12,614 153,325 104,697 1,577,267 20,235,511 2,563,087 509,446 181,144 19,353 2,815,552 242,270 787,503 14,044 8,312 168,200 3,850 99,291 7,412,050 99,283 45,114 79,247 223,644 177,578 32,977 44,929 82,497 1,518,347 48,327 1,904,656 $ $ $ $ $ $ $ $ 2012 Actual 18,198,766 296,556 452 5,049 412 145,775 180,614 1,706,245 20,533,869 2,487,560 1,080 537,898 182,084 19,787 2,851,825 252,215 554,116 14,387 12,338 155,450 3,850 90,830 7,163,419 55,811 26,598 84,295 166,705 146,351 203,221 38,899 86,655 1,158,456 40,461 1,674,042 $ $ $ $ $ $ $ $ 2013 Unaudited 18,067,220 287,717 6,730 137,050 269,878 1,540,427 20,309,021 2,489,587 446 528,049 175,362 18,733 2,705,993 254,083 751,153 12,916 4,434 140,650 3,300 83,736 7,168,442 19,106 44,534 84,386 148,025 193,312 78,974 205,973 79,400 1,688,241 55,397 2,301,298 $ $ $ $ $ $ $ $
277
2014 Budget 19,968,851 30,000 322,449 166,300 175,000 1,600,000 22,262,600 3,083,808 607,979 203,300 21,424 3,116,764 320,234 1,530,111 14,133 165,500 2,750 90,335 9,156,338 20,000 34,000 28,500 82,500 231,974 72,500 25,000 95,280 1,648,037 65,941 2,138,732
February 1, 2014
278

2011 Actual $ 2,314,095 45,109 277,492 2,180 411,000 30,045 275,000 5,655 726,379 13,000 50,833 416,809 $ 4,567,597 6,955 415,120 338,370 203,792 50,000 88,159,528 6,786,756 16,653 91,847 104,200 9,762 17,244 80 60,924 74,979 5,648,231 16,096 $ $ $ 2012 Actual 1,671,357 101,826 138,097 1,482 495,000 129 266,803 26,098 657,516 12,200 36,491 465,908 3,872,906 32 6,690 42,535 83,568 50,000 84,296,840 10,855,441 31,483 111,413 35,174 1,719 363,211 21,336 439 724,072 399,063 2,794,423 28,922 (5,355) $ $ $ 2013 Unaudited 2,407,003 73,604 121,074 1,393 510,475 278 307,161 10,638 452,816 15,000 19,254 555,848 4,474,544 358 406,614 2,248 15,285 93,980,888 11,242,584 850,027 12,247 54,470 15,687 2,926 269,151 19,239 276 1,905,943 334,010 2,936 2,151,449 17,641 124,405 72,536 $ $ $ 2014 Budget 2,166,000 50,000 200,000 2,000 500,000 270 291,800 656,500 15,000 45,000 475,000 4,401,570 1,500 450,000 125,000 50,000 50,000 102,120,000 8,000,000 2,006,000 15,000 5,000 500,000 15,000 82,500 4,240,000 5,500
Contractual Services Professional Services Advertising And Public Notice Program Promotion Parking In City Facilities Insurance And Official Bonds Taxes Property Rental Equipment Rental Other Contractual State Auditor Examination Bank Service Fees Credit Card Processing Fees Materials & Supplies Office Supplies Postage Computer Hardware Computer Software Fuel Purchased Power Power Transmission Costs CapacityCharges Clothing Hardware & Small Tools Small Equipment Office Furniture & Equipment Electrical Supplies Hygiene And Cleaning Supplies Photographic Supplies Paper And Other Printing Suppl Other Supplies Safety Equipment Motor Oil & Lubricants Capital Improvement Inventory Just In Time Office Supplies Paving Material Cement Sand & Gravel Misc Maintenance Supplies
February 1, 2014

$ Maintenance Maintenance Office Equipment Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance Maintenance Machinery & Tools Maintenance Vehicles Maintenance Utility Systems Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Indirect Cost $ Interdepart Service Charges Charges From General Fund Charges From Telephone Exch Charges From Utilities Admin Charges From Fiscal Control Charges From Radio Comm System Charges From Water Charges From W.P.C. Charges From Print & Repro Charges From M.V.M. Charges Frm Str Cnst Mnt & Rep Charges From Waste Collection $ Capital Outlay Contractual Services Trans To Light&Power Cap Proj $ Debt Service Principal Interest $ $ $ $ $ $ $ 2011 Actual 102,000,537 8,980 438,389 5,500 27,412 216,036 500,258 142,219 1,338,795 95,829 1,054,390 1,150,219 565,154 322,433 548,991 37,697 426,506 8,591 70,442 629,973 52,101 2,661,887 71 4,992,735 4,992,805 8,936,667 8,389,307 17,325,974 163,813,675 $ $ $ $ $ $ $ $ $ $ $ $ 2012 Actual 99,841,005 9,000 766,739 4,500 21,425 405,147 218,642 83,105 1,508,558 212,482 1,092,374 1,304,856 1,970 646,708 332,606 614,000 53,515 432,974 6,554 74,040 694,236 46,611 2,903,213 3,627,004 3,627,004 11,000,417 9,943,504 20,943,921 163,539,498 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited $ 111,480,919 $ 343,018 104,058 27,967 469,572 915,775 61,796 1,922,186 109,076 1,108,829 1,217,905 1,220 935,143 539,129 589,000 32,992 432,244 18,573 51,692 626,361 495 33,777 3,260,626 35,000 4,074,005 4,109,005 12,774,167 9,762,102 22,536,269 178,928,242 $ $ $ $ $ $ $ $ $ $ $ $
279
2014 Budget 117,665,500 230,000 400,000 660,000 70,000 1,360,000 250,000 1,105,920 1,355,920 1,028,133 400,000 790,099 149,149 437,600 23,400 58,614 679,354 23,400 3,589,749 4,109,005 4,109,005 13,180,000 9,550,312 22,730,312 188,852,226
February 1, 2014
280

2011 Actual 2012 Actual $ 169,507,829 89,081 78,733 96,661 (5,199,296) $ 164,573,009 $ $ 2013 Unaudited 171,050,584 763,980 1,117,528 216,840 51,937 (5,298,747) 167,902,122 $ $ 2014 Budget 189,500,000 5,000 3,000,000 55,000 192,560,000
Revenues
Charges For Services Fines, Forfeitures & Settlements Grant Revenue Miscellaneous Sale Of City Assets Other Tax Interest Earnings/Investment Income Non Operating Other/Other
172,526,819 440,300 21,066 213,530 103,414 (5,326,104)
167,979,025
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 2 5 4 1 2 1 0 3 1 1 1 1 1 3 1 27 2 4 4 1 1 1 1 3 1 1 1 1 1 4 1 27 2 5 5 1 1 1 0 3 1 1 1 1 1 4 1 28 ADMINISTRATIVE SUPPORT 1 30 4 2 3 3 6 49 1 23 3 2 3 3 6 41 1 28 5 2 3 3 6 48 PARA-PROFESSIONALS 2 2 1 1 3 3 PROFESSIONALS 2 6 2 4 2 3 Accountant IV Administrative Manager 20,800.00 27,193.55 Junior Electric Switchboard Operator 23.96 Chief Clerk Customer Service Representative Head Storekeeper Legal Secretary Principal Clerk Senior Clerk Storekeeper 22,050.00 12.15 17.85 20,800.00 14.88 12.47 16.66 Administrator of Engineering and Planning Assistant Commissioner of Cleveland Public Power Assistant Supt. Of Electric Transmission and Distribution Chief Assistant Director of Law Chief of Street Lighting and Electrical Services Commissioner of Cleveland Public Power Customer Support Center Manager Deputy Commissioner of Cleveland Public Power General Manager of Administrative Services Manager of Marketing Network Data Center Operations Manager Safety Programs Officer I Special Assistant to the Mayor Supt. of Electrical Transmission and Distribution Superintendent of Electric Trouble Operations 30,214.95 27,325.56 26,273.96 31,500.00 23,647.11 45,201.46 65,000.00 46,224.91 26,273.96 30,214.95 55,000.00 25,000.00 20,800.00 50,000.00 27,325.56 Minimum
281
Maximum
112,526.46 122,253.61 85,000.00 126,270.18 97,572.42 172,186.61 97,572.42 129,713.92 91,155.72 103,869.21 108,760.79 66,226.65 109,337.75 99,337.75 77,502.92
47,550.25 17.67 23.06 45,916.43 20.10 16.58 20.76
24.50
59,419.42 101,816.22
February 1, 2014
282

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 2 6 0 1 0 3 0 5 1 1 1 1 2 6 1 1 2 3 2 2 46 Salary Schedule Position Administrative Officer Assistant Administrator Assistant Director of Law I (s) Assistant Manager of Marketing Associate Engineer Chief Senior Electric Switchboard Operator Chief Systems Analyst Consulting Engineer Deputy Project Director Desktop Publishing Specialist Fiscal Manager Personnel Administrator Personnel Assistant Project Coordinator Project Director Safety Program Manager Senior Budget and Management Analyst Senior Systems Analyst Unit Supervisor Warehouse Inventory Manager Minimum 20,800.00 20,800.00 26,250.00 20,800.00 17.83 22,333.40 27,325.56 36,000.00 20,092.80 20,231.40 23,647.11 26,273.96 20,800.00 27,325.56 22,333.40 30,214.95 26,273.96 20,800.00 13.29 22,333.40 Maximum 52,979.99 56,847.22 86,093.31 56,847.22 28.57 80,000.00 97,819.83 94,991.29 62,836.42 58,115.49 84,588.76 82,493.55 47,438.80 90,294.89 80,282.43 89,155.89 78,265.22 41,170.98 23.06 80,282.43
Budget 2013 3 6 1 1 1 6 0 6 1 1 3 1 2 7 1 1 2 3 2 2 58
Budget 2014 3 6 1 1 0 3 1 6 1 1 2 1 2 6 1 1 2 3 2 2 50 SKILLED CRAFT
1 0 5 10 0 2 1 2 1 3 9 1 5 1
0 1 1 5 5 2 1 1 1 5 8 1 4 1
0 1 7 10 0 2 1 1 1 5 9 1 6 1
Apprentice Cable Splicer III Apprentice Cable Splicer IV Apprentice Lineman Apprentice Lineman II Apprentice Lineman III Cement Finisher Cement Finisher Unit Leader Construction Equipment Operator Group A Construction Equipment Operator Group B Electric Transmission and Distribution Inspector Electric Worker Electrical Worker Foreman Heavy Duty Mechanic Heavy Duty Unit Leader
34,424.00 30,742.40 23.99 30,971.20 34,798.40 36.67 37.92 38.92 38.80 31.78 45.13 46.38 15.75 23.85
51,767.04 51,767.04 25.83 52,148.93 52,148.93 45.84 46.59 48.65 48.50 32.81 56.41 57.56 25.37 31.47
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 2 7 7 8 1 28 1 9 104 No. of Employees December 2013 0 5 8 7 1 21 1 9 88 Budget 2014 2 7 9 8 1 26 1 7 106 SERVICE & MAINTENANCE 1 1 5 2 1 2 3 8 1 1 2 2 5 17 3 15 2 6 8 2 87 1 2 5 1 1 2 2 8 1 0 2 2 4 14 1 16 2 3 6 1 74 1 2 5 2 2 2 4 9 1 0 2 2 7 15 3 16 3 6 8 2 92 TECHNICIANS 4 6 1 5 6 1 4 6 1 Dispatcher Electric System Operator Meter Reader Meter Reader Supervisor 29.22 15.53 14.47 Cable Foreman Cable Splicer Helper II Custodial Worker Electric Meter Industrial Installer Electric Meter Instrument Specialist and General Tester Electric Meter Service Foreman Electric Meter Service Installer I Electric Meter Service Installer II Electric Meterman Apprentice 2nd Electric Meterman Apprentice 4th Gas Turbine Mechanic General Construction Foreman Intern Apprentice Line Helper Driver Line Helper Driver I Line Helper Driver II Line Switchman Municipal Service Laborer Senior Cable Splicer Underground Conduit Foreman 33.70 12.62 10.00 30.06 30.40 33.70 28.00 26.09 14.55 14.55 17.90 31.70 10.00 18.99 20.80 20.80 33.12 15.95 31.78 33.70 Line Clearance Man Line Foreman Lineman Leader Low Tension Lineman Painter Senior Lineman Transformer Repair Foreman Trouble Line Worker Salary Schedule Position Minimum 24.93 33.70 32.32 28.15 31.86 31.78 33.70 32.85
283
Maximum 25.47 34.25 32.87 28.70 39.82 32.32 34.25 33.39
34.25 24.24 15.12 30.60 30.94 34.25 29.09 26.64 24.52 24.52 29.08 33.70 32.32 24.97 23.72 23.72 33.67 17.95 32.32 34.25
29.77 19.27 23.03
February 1, 2014
284

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 1 2 3 18 295 0 22 317 Salary Schedule Position Radio Operator Senior Computer Operator Senior Draftsman TOTAL FULL TIME TOTAL PART TIME TOTAL SEASONAL TOTAL DIVISION Minimum 18.25 10.00 11.69 Maximum 20.25 27.39 19.82
Budget 2013 1 2 3 17 344 0 10 354
Budget 2014 1 2 3 17 344 1 15 360
February 1, 2014
Department of Public Utilities UTILITIES FISCAL CONTROL

Frank Badalamenti, Chief Financial Officer
Utilities Fiscal Control
285
Mission Statement To provide professional financial management services and protect the fiscal integrity of funds and assets for all divisions of the City of Cleveland, Department of Public Utilities. The CFOs office monitors collections for the Department of Public Utilities to ensure we maximize collection of revenue and the efficient allocation and expending of funds necessary to support each divisions operation. To adhere to the practice of generally accepted accounting principles in a manner consistent with the guidelines received by the State of Ohio and the City of Cleveland codified Ordinances. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ACCOUNTS RECEIVABLE SECTION Review and audit all customer billing transactions and perform required accounting duties of the operating divisions. Audit customer refunds; process certified collection receipts; reconcile bank statements and process returned checks due to non-sufficient funds; Perform daily and monthly bank reconciliations. Prepare month end billing activity reports for Water (CWD), Sewer and Cleveland Public Power (CPP). ADMINISTRATION To supervise all financial units of the Department of Public Utilities (including contacts and compliance, payables, purchasing, budget, inventory, payroll, capital, etc.) in order to manage financial controls and compliance, ensuring prudent financial management. Provide timely, accurate, audible reporting of all financial transactions. CASH RECEIPTS AND REMITTANCE PROCESSING To process water, sewer and electricity customer payments and mail deposit receipts in 24 hours. Process all payments. Account for all activities in the Water and Cleveland Public Power billing systems. Prepare bank deposits and funds for delivery to the City of Cleveland Treasurer. Archive all payment stubs and payment information as required by law and regulations. CUSTOMER PAYMENT CENTER The Customer Payment Center of the Division of Utilities Fiscal Control is responsible for taking customer payments at the Carl B. Stokes Public Utilities Building at 1201 Lakeside Avenue each business day. Collect all over the counter payments. Balance all cash transactions at the end of each business day. Over the counter payments are uploaded into CWDs Customer Care & Billing system and CPPs Banner billing system each night. GENERAL ACCOUNTING SECTION Compile financial reports for the Department of Public Utilities. Comply with all reporting requirements set by the State of Ohio and the Governmental Accounting Standards Board (GASB). Monitor all financial transactions, i.e. bill payments, revenue, expenditures and miscellaneous receipts. Account for all cash and currency as required by City of Cleveland ordinance. Verify that all cash and currency are remitted to the City of Cleveland Treasury. Perform all accounting functions. Prepare financial statements and operational reports for the divisions of Water, Water Pollution Control and Cleveland Public Power.
ACTIVITIES:
ACTIVITIES:
February 1, 2014
286

Expenditures
1,844,714 16,300 4,762 154,916
1,923,153 15,075 16,353 51,588
2,279,363 17,675 48,214 31,300
2,375,518 25,000 30,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Professional Dues & Subscript $ Contractual Services Professional Services Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware Computer Software Office Furniture & Equipment Other Supplies Just In Time Office Supplies $ $ $ $ $
2,020,692 280,815 61,719 20,398 2,688 282,831 24,383 38,437 1,796 976 714,043 99 1,807 1,906 1,500 2,388 4,500 8,388 6,128 599 2,401 9,253 18,382
$ $
2,006,169 262,315 420 63,374 19,619 2,534 280,113 23,985 33,605 1,676 3,978
$ $
2,376,552 266,198 420 63,142 18,424 2,606 314,753 30,198 28,569 1,680
$ $
2,430,518 303,203 67,056 19,417 2,990 340,273 31,865 33,279 1,740
$ $
691,618 805 2,317 167 2,671
$ $
725,990 7,581 6,338 5,871
$ $
799,823 9,000 7,000 7,000
$ $
5,960 400 1,320 4,000
$ $
19,790 3,275 2,161 57,411
$ $
23,000 250,000 2,000 15,000
$ $
5,720 5,989 818 1,191 7,119
$ $
62,847 4,585 719 12,197 11,564 669 585 13,056
$ $
267,000 6,000 1,000 5,000 4,000 1,000 2,000 15,000
15,116
43,374
34,000
February 1, 2014

2011 Actual Maintenance Maintenance Office Equipment Maintenance Contracts $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From Print & Repro Capital Outlay Computer Hardware Other Equipment $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
287
2014 Budget
3,481 3,481 84,385 84,385 5,808 5,808 60,607 60,607 2,917,691
$ $ $ $ $ $ $ $ $
102,075 102,075 86,818 86,818 9,062 9,062 2,922,539
$ $ $ $ $ $ $ $ $
10,464 10,464 86,265 86,265 19,491 19,491 800 800 3,345,573
$ $ $ $ $ $ $ $ $
5,000 80,000 85,000 94,840 94,840 22,101 22,101 20,000 110,000 130,000 3,886,282
Revenues
2011 Actual Charges For Services Miscellaneous Interest Earnings/Investment Income Non Operating Other/Other $ $ 2,800,220 1 994 2,801,216 $ $ 2012 Actual 3,070,160 1,030 1,554 3,072,744 $ $ 2013 Unaudited 3,395,000 25,683 3,096 147 3,423,925 $ $ 2014 Budget 3,949,493 2,000 3,951,493
February 1, 2014
288
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 ADMINISTRATIVE SUPPORT 1 1 1 5 1 9 1 0 1 5 1 8 1 1 1 5 1 9 PROFESSIONALS 2 2 2 1 4 1 2 1 3 1 1 3 0 23 2 2 2 1 3 0 2 2 3 1 1 3 1 23 2 2 2 1 4 0 3 2 3 1 1 3 1 25 Accountant I Accountant II Accountant III Accountant IV Accountant Supervisor Administrative Assistant Administrative Manager Assistant Administrator Auditor Buyer Chief Auditor Senior Internal Auditor Senior Personnel Assistant 14.39 14.88 15.48 20,800.00 23,647.11 21,851.06 27,193.55 20,800.00 20,092.80 20,800.00 23,647.11 23,647.11 20,800.00 Chief Clerk Principal Cashier Principal Clerk Senior Cashier Senior Clerk 22,050.00 14.66 14.88 12.57 12.47 Administrative Bureau Manager Assistant Director Budget Administrator Utilities Comptroller 40,314.82 36,590.39 30,214.95 26,273.96 Minimum
289
Maximum
132,061.01 142,340.94 103,869.21 89,367.64
47,550.25 23.74 20.10 20.20 16.58
20.20 22.17 24.58 59,419.42 72,539.05 73,469.32 101,816.22 56,847.22 58,837.68 48,466.35 84,588.76 67,017.93 50,162.59
February 1, 2014
290

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIANS 4 4 40 40 4 4 39 39 6 6 44 44 TOTAL FULL TIME TOTAL DIVISION Senior Data Conversion Operator 13.47 18.44 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Port Control AIRPORT GENERAL OPERATIONS

Ricky D. Smith, Director
Department Airport General of Port Operations Control
291
Mission Statement To manage the City of Clevelands Airport and Waterfront properties in a safe, secure, efficient, and courteous manner. The Department of Port Control is responsible for the administration and control of all activities at Cleveland Hopkins International and Burke Lakefront Airports as well as the use of City owned land along Lake Erie and the Cuyahoga River. Included in this responsibility are the planning, development and maintenance of airfields, terminal complexes and all related facilities. The DPC manages the day-to-day operations at both airports; accepts and supervises the expenditure of grants from the state and federal agencies. It sets and collects landing fees, rentals, concession fees, and other airport related charges. The Department represents the City in negotioations for the airport related contracts. Additionally, the Department is responsible for providing safe, efficient, friendly, and professional service to the traveling public and other airport users. The primary objectives of the Division of Cleveland Hopkins International and Burke Lakefront Airports will be to maintain the airfields, terminals, and other structures for the safety and comfort of the traveling public and other airport users, while keeping the cost increase at or below the rate of inflation. Planned capital improvements will allow for improved safety and increased capacity of the airfields. Promotional and air service programs will be continued to improve public awareness of airports functions; environmental programs will be implemented to permit the greatest use of the airfields at the least discomfort to the surrounding residents. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION AND PERFORMANCE MANAGEMENT To provide administrative support to all divisions of the Department. Oversee human resources, safety & risk management, organizational development, performance management, and administrative services. BUSINESS DEVELOPMENT & MANAGEMENT To provide business development and management services to Department tenants and service providers. Oversee concession contracts, property leases, property development projects, ground transportation, and inventory control. BURKE LAKEFRONT AIRPORT-OPERATIONS To maintain a safe and efficient airfield and facilities. Oversee the daily operations of Burke Lakefront Airport, including airfield operations, facilities maintenance, and custodial and Airport Rescue Fire Fighting. CLEVELAND HOPKINS INTERNATIONAL AIRPORT-OPERATIONS To maintain a safe and efficient airfield and facilities. Oversee the daily operations of the Cleveland Hopkins International Airport, including airfield operations, grounds maintenance, building maintenance, custodial services, utilities management, airport security, vehicle maintenance, and Airport Rescue Fire Fighting. DIRECTORS OFFICE To provide general oversight and direction to the Department. Oversee legislative and corporate development, and legal support. affairs, disadvantage/minority/female business
February 1, 2014
292

PLANNING AND ENGINEERING To provide oversight of all construction and environmental projects at the Airports. Oversee capital planning, engineering, construction, real estate, environmental and noise abatement activities. FINANCE AND PROCUREMENT To provide financial management and procurement support services to all divisions of the Department. Oversee accounting, budgeting, auditing, financial analysis/reporting, and procurement activities. INFORMATION TECHNOLOGY SERVICES To provide information technology support services to airport users and Department employees. Oversee network planning, design, installation and maintenance as well as software systems installation, maintenance, and integration. MARKETING AND AIR SERVICE DEVELOPMENT To provide marketing, public relations, and air service development services to the public and Departmental employees. Oversee advertising, public relations, community relations, air service development, and airport terminal support services. PLANNING To provide for the future developments of the Airport system. To mange the strategic direction of the Airport development and identify the infrastructure needed to satisfy customer needs; managing environmental compatibility, and monitoring and implementing applicable federal and state environmental incentives; and managing digital information needs and identify infrastructure needed to maintain effective ecommerce.
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Seasonal Military Leave Part-Time Permanent Injury Pay Longevity Wage Settlements Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Professional Dues & Subscript $ $ $ 2011 Actual $ 18,502,602 573,934 3,129 246,156 5,572 144,950 99,190 332,801 984,069 20,892,404 2,959,628 667,429 218,402 23,150 2,867,351 274,740 702,120 17,314 149,889 26,324 6,200 52,725 7,965,271 53,212 38,711 227,974 319,897 $ $ $ $ $ $ 2012 Actual 18,894,812 566,334 7,093 166,403 1,058 138,950 179,855 984,947 20,939,452 2,849,704 840 676,910 218,090 23,054 2,933,323 277,583 706,541 16,893 147,655 42,879 6,750 48,550 7,948,770 62,082 45,322 7,347 266,634 381,385 $ $ $ $ $ $ 2013 Unaudited 18,693,124 553,405 3,161 96,539 134,450 263,324 1,329,394 21,073,396 2,866,085 1,349 660,102 208,928 21,810 2,797,537 284,960 546,668 14,991 173,909 20,500 4,400 42,475 7,643,713 50,218 38,063 81,564 277,713 447,558 $ $ $ $ $ $
293
2014 Budget 21,051,762 937,338 239,823 135,325 260,000 1,000,000 23,624,248 3,813,230 839,048 264,569 25,881 3,107,802 314,990 451,128 16,672 75,000 35,140 7,150 41,925 8,992,535 64,550 46,683 84,266 445,262 640,761
February 1, 2014
294

2011 Actual $ 520,958 427,592 291,377 243,629 4,221,668 774,990 $ 6,480,213 4,072,621 42,786 258 4,044,059 5,294 95,129 5,029 951,737 6,301,765 102,459 1,130,903 31,000 6,150,000 9,833 15,322 $ 22,958,194 29,577 16,302 176,367 53,938 2,158,115 89,031 67,090 5,390 10,116 $ $ $ $ $ 2012 Actual 304,178 1,013,327 197,335 239,515 3,958,848 855,182 6,568,386 5,350,495 42,498 1,359,999 7,047 7,129 51,927 4,924 1,077,950 6,472,359 252,866 410,517 27,100 7,780,000 3,356 32,009 22,880,177 46 1,940 150,616 107,000 1,412,394 103,615 250 65,487 40,266 35,888 $ $ $ $ $ 2013 Unaudited 432,736 409 916,729 230,397 235,084 3,782,912 5,598,268 4,144,809 21,964 1,719,307 1,818 67,178 4,437 922,453 5,964,627 790,342 80,689 4,464,040 29,000 88,108 4,160 37,258 18,340,190 11,200 13,917 55,384 580,340 145,756 7,028 19,151 $ $ $ $ $ 2014 Budget 426,023 600 1,036,320 224,532 247,200 4,346,600 6,281,275 3,887,565 53,000 2,223,046 8,000 8,000 129,700 4,000 1,100,000 6,968,112 1,580,684 101,497 10,946,281 35,000 4,200,000 176,216 30,000 31,451,101 9,240 14,350 132,500 330,000 65,280 6,000 20,000 10,000
Utilities Brokered Gas Supply Telephone Water Gas Electricity - Cpp Electricity - Other Security & Monitoring System Contractual Services Professional Services Travel- Non-Training Mileage (Private Auto) Waste Disposal Medical Services Advertising And Public Notice Program Promotion Parking In City Facilities Insurance And Official Bonds Taxes Parking Tax Equipment Rental Other Contractual State Auditor Examination Transfer To Other Airport Fnd Customized Bank Service Fees Credit Card Processing Fees Materials & Supplies Office Supplies Postage Computer Hardware Computer Software Chemical Clothing Sweeper Parts Hardware & Small Tools Boilers, Heaters & Cool Equip Seed, Fertilizer & Herbicide
February 1, 2014

Small Equipment Office Furniture & Equipment Electrical Supplies Fence, Posts & Bars Hygiene And Cleaning Supplies Medical Supplies Food Photographic Supplies Other Supplies Safety Equipment Special Events Supplies Just In Time Office Supplies Building Maintenance Supplies Cement Sand & Gravel Misc Maintenance Supplies $ Maintenance Maintenance Office Equipment Computer Hardware Maintenance Computer Software Maintenance Maintenance Machinery & Tools Maintenance Fire Apparatus Maintenance Vehicles Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Indirect Cost $ $ $ 2011 Actual 81,412 14,655 86,014 39,000 404,754 31,905 17,894 1,075 829,325 4,470 2,478 36,222 310,113 280,840 4,746,082 18,328 230,142 1,968,977 30,998 927,566 2,548,858 5,724,868 1,353,885 1,353,885 $ $ $ $ $ 2012 Actual 118,552 8,657 101,807 415,320 40,108 20,253 963 1,436,518 91,213 894 55,705 239,012 740,544 171,413 5,358,459 118,060 1,705,038 35,468 630,265 2,326,526 150 4,815,506 181,933 1,438,323 1,620,256 $ $ $ $ $ 2013 Unaudited 19,135 5,583 50,000 417,956 29,700 70,348 666,165 140,850 2,571 58,604 235,984 451,748 2,981,419 40,152 277,168 1,871,293 15,000 606,435 947,171 3,757,218 82,824 1,444,822 1,527,646 $ $ $ $ $
295
2014 Budget 175,500 26,500 110,000 405,000 34,552 24,450 500 714,650 140,850 5,500 55,000 180,000 277,500 2,737,372 15,000 71,000 105,200 2,097,000 20,000 665,600 772,340 3,746,140 182,000 1,454,064 1,636,064
February 1, 2014
296

Interdepart Service Charges Charges From General Fund Charges From Telephone Exch Charges From Utilities Admin Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection
5,873,768 596,383 131,728 3,507 77,530 689,298 125,792 93,030
5,885,438 565,776 1,738 132,782 74,557 77,266 4,027 566,633 34,294 86,718
6,407,944 621,057 119,414 641 70,975 1,874 502,573 78,332
6,400,000 685,815 211,008 4,660 80,479 1,978 612,681 35,000 90,420
$ Interfund Subsidies Transfer to Other SubClasses Capital Outlay Transfer To Airports Cap Proj Debt Service Principal Interest $ $ $ $ $ $ $
7,591,035 743,675 743,675 2,589,000 2,589,000 14,245,417 35,171,300 49,416,717 130,781,242
$ $ $ $ $ $ $ $
7,429,226 2,743,735 2,743,735 16,285,000 35,092,200 51,377,200 132,062,553
$ $ $ $ $ $ $ $
7,802,810 1,392,124 1,392,124 31,716,000 35,388,996 67,104,996 137,669,337
$ $ $ $ $ $ $ $
8,122,041 1,407,000 1,407,000 33,277,512 39,276,488 72,554,000 161,192,537
Revenues
2011 Actual Charges For Services Grant Revenue Miscellaneous Interest Earnings/Investment Income Passenger Facility Charges $ $ 110,620,900 88,413 19,534,761 165,422 (700,228) 129,709,268 $ $ 2012 Actual 115,833,369 2,833,095 19,138,399 171,685 1,435 137,977,983 $ $ 2013 Unaudited 109,210,628 4,243,790 25,760,044 129,473 126,286 139,470,221 $ $ 2014 Budget 135,223,180 3,378,000 22,456,360 135,000 161,192,540
February 1, 2014
297
February 1, 2014
298

Budget 2013 1 5 2 0 1 1 3 1 1 1 1 17 1 2 1 6 1 1 2 1 2 2 19 1 1 4 15 5 1 1 5 5 4
No. of Employees December 2013 1 5 1 1 1 1 3 1 0 1 1 16 1 2 0 5 2 1 2 1 2 2 18 1 1 4 14 4 1 1 5 5 2
Budget 2014 1 6 1 1 1 1 3 1 1 1 1 18
Salary Schedule Position ADMINISTRATORS & OFFICIALS Administrator of Engineering and Planning Administration Bureau Manager Asst. Manager Appl Dev/Technical Support Chief Safety Signal System Commissioner of Burke Airport Commissioner of Cleve. Hopkins Int. Airport Deputy Comm. of Cleve. Hopkins Int. Airport Director of Port Control Secretary to Directors of Departments HR Fiscal Administrator Minority Business Development Administrator ADMINISTRATIVE SUPPORT Minimum 30,214.95 40,314.82 46,224.91 18.60 40,314.92 42,758.15 30,214.95 100,000.00 41,312.22 22,333.40 27,325.56 Maximum 112,526.46 132,061.01 124,825.82 36.80 121,901.44 147,661.45 103,869.21 229,582.16 147,661.45 63,607.63 77,502.92
1 2 0 6 1 1 2 1 2 2 18
Junior Clerk Chief Clerk Civil Service Examiner II Principal Clerk Private Secretary Private Secretary to the Director Head Storekeeper Messenger Stock Clerk Storekeeper PROFESSIONALS
11.97 22,050.00 20,800.00 14.88 10.00 20,800.00 17.85 10.00 13.11 16.66
14.14 47,550.25 43,700.85 20.10 21.21 47,550.25 23.06 15.24 18.23 20.76
1 1 4 16 5 1 1 5 6 2
Accountant I Accountant III Accountant IV Administrative Manager Administrative Officer Airport Comptroller Airport Chief Engineer Airport Maintenance Manager Airport Maintenance Superintendent Airport Maintenance Supervisor
14.39 15.48 20,800.00 27,193.55 20,800.00 30,214.95 30,214.95 26,273.96 20,092.80 21,019.66
20.20 24.58 59,419.42 101,816.22 52,979.99 112,526.46 112,526.46 89,367.64 63,135.10 60,839.27
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 2 1 1 1 4 2 1 1 1 1 1 1 5 1 1 2 1 1 2 26 2 1 1 3 2 1 108 3 9 1 11 2 3 1 1 31 No. of Employees December 2013 1 1 1 1 4 1 0 1 0 1 1 0 4 1 1 2 0 1 1 23 2 1 1 1 2 1 91 3 8 1 9 1 3 1 1 27 Budget 2014 1 1 1 1 4 2 1 1 0 1 1 1 5 1 1 3 1 1 2 25 2 1 1 3 2 1 106 SKILLED CRAFT 3 9 1 11 2 3 1 2 32 Carpenter Electrical Worker Electrical Worker Foreman Heavy Duty Mechanic Heavy Duty Unit Leader Painter Painter Foreman Plumber 36.13 45.13 46.38 15.75 23.85 31.86 33.11 44.18 Salary Schedule Position Airport Operations Manager Airport Planning Envir. Officer Airport Safety Manager Air Trade Development Manager Assistant Administrator Assistant Director of Law I (s) Auditor Budget Analyst Building Stationary Engineer Chief Civil Engineer Chief Engineering & Construction Inspector Chief Training Officer Consulting Engineer Contract Compliance Officer Deputy Project Director Fiscal Manager Labor Relations Officer Office Manager Personnel Administrator Project Coordinator Project Director Safety Programs Manager Senior Personnel Assistant Super Admin Services-Data Systems Analyst Warehouse Inventory Manager Minimum 26,273.96 30,214.95 26,273.96 30,214.95 20,800.00 26,250.00 20,092.80 20,800.00 18.52 23,647.11 25.39 26,273.96 36,000.00 26,273.96 20,092.80 23,647.11 27,325.56 20,800.00 26,273.96 27,325.56 22,333.40 30,214.95 20,800.00 20,092.80 20,800.00 22,333.40
299
Maximum 89,367.64 89,155.89 89,367.64 103,869.21 56,847.22 86,093.31 58,837.68 53,011.19 19.33 84,588.76 27.39 70,807.15 94,991.29 70,807.15 62,836.42 84,588.76 77,502.92 49,669.98 82,493.55 90,294.89 80,282.43 89,155.89 50,162.59 56,847.22 61,811.09 80,282.43
45.15 56.41 57.56 25.37 31.47 39.82 40.82 55.23
February 1, 2014
300

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 8 47 52 4 0 1 1 6 119 Salary Schedule Position SERVICE & MAINTENANCE Airport Field Foreman Airport Maintenance Man Custodial Worker Custodial Worker Supervisor Mechanical Handyman Municipal Service Laborer Supt Vehicle Admin Services Window Washer Minimum 20.19 11.97 10.00 18.72 16.62 15.95 20,092.80 12.54 Maximum 22.19 18.90 15.12 20.72 18.62 17.95 70,807.15 20.89
Budget 2013 11 59 60 10 1 1 1 6 149
Budget 2014 11 62 61 9 0 1 1 6 151
TECHNICIANS 1 7 8 3 4 12 3 3 9 50 6 4 8 3 3 12 3 3 3 45 1 4 8 6 4 12 3 4 8 50 PROTECTIVE SERVICE 42 3 45 419 12 44 7 482 31 3 34 350 7 40 0 397 42 3 45 420 12 44 7 483 TOTAL FULL TIME TOTAL PART TIME TOTAL SEASONAL TOTAL STUDENT TRAINEES TOTAL DIVISION Airport Safety Man Airport Safety Shift Commander 17.19 20,800.00 22.97 71,750.00 Airport Information Representative Airport Operations Agent I Airport Operations Agent II Airport Operations Agent III Airport Operations Superintendent Airport Safety Supervisor Airport Security Coordinator Engineering & Construction Inspector Radio Dispatcher 12.14 17.13 21.52 20,800.00 23,333.40 38,762.61 23,333.40 19.05 17.33 16.97 20.98 24.70 55,788.47 65,834.36 58,144.74 63,607.63 21.05 20.99
February 1, 2014
Division of Harbors DIVISION OF HARBORS Ricky D. Smith, Director

Division of Harbors
301
The Department of Port Control monitors leases for the various areas held by the City along the shores of Lake Erie and the Cuyahoga River. The primary objective of the Departments Division of Harbors was to improve the piers and docks under its jurisdiction by initiating a plan for capital expenditures.
February 1, 2014
302
Division of Harbors DIVISION OF HARBORS

Expenditures
Salaries and Wages Full Time Permanent Separation Payments
$ $
5,702 4,593 10,295 820 267 62 13 1,201 149 1,355 11 10,062
$ $ $
19,418 19,418 3,216 192 15 2,342 275 158 11 774
$ $ $
$ $ $
Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation
$ Contractual Services Other Contractual $ $ $
13,940 1 1 24,235
$ $ $ $
6,982 26,400
$ $ $ $
$ $ $ $
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 610,618 610,618 $ $ 2012 Actual 106,628 106,628 $ $ 2013 Unaudited 131 131 $ $ 2014 Budget
February 1, 2014
Division of Harbors DIVISION OF HARBORS
303
February 1, 2014
304
Department of Public Service DIVISION OF PUBLIC SERVICE ADMINISTRATION

Jomarie Wasik, Director
Division Department of Public Service of Public Administration Service
Mission Statement Maintain quality neighborhood and business districts providing safe, prompt, cost effective, high quality service delivery in the areas of waste collection, street and bridge construction, maintenance and repair, facility management, and fleet management to the citizens, employees, businesses and visitors of the City of Cleveland. The Department of Public Service directs and controls six (6) Divisions Architecture, Waste Collection and Disposal, Engineering and Construction, Traffic Engineering, Motor Vehicle Maintenance, and Street Construction Maintenance and Repair. Activities include public improvement planning and construction of streets and bridges, boulevards, sidewalks, alleys, lanes, and other public roads and highways; operation of moveable bridges and viaducts; the construction of all public buildings; making and preserving of all surveys, maps, plans, drawings and estimates for such public work; maintenance and repair of all streets and bridges including cleaning, snow removal and ice control, crack sealing and maintenance of all streets and boulevards; granting of permits for the use of the public rights of way of the City; maintenance of all traffic control devices, determination and layout of all parking restrictions, design and placement of all traffic markings, traffic signs and traffic control devices; collection and control of all solid waste and recycling; purchase, repair and maintain the Citys vehicle fleet. This Department also coordinates the functions of its Divisions with other Departments and offices of the City, and with Federal, State, County, and neighboring municipal agencies.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Part-Time Permanent Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Professional Dues & Subscript Contractual Services Parking In City Facilities Materials & Supplies Just In Time Office Supplies Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
305
2014 Budget
263,039 36,468 2,050 301,556 38,927 3,524 2,486 226 41,667 4,290 5,080 180 96,380 100 100 3,316 3,316 558 558 3,594 329 1,170 565 5,658 407,568
$ $
$ $
$ $
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
$ $
$ $
$ $
Revenues
2011 Actual Miscellaneous $ $ 1,528 1,528 $ $ 2012 Actual $ $ 2013 Unaudited $ $ 2014 Budget
February 1, 2014
306
February 1, 2014
Department of Public Service DIVISION OF ARCHITECTURE

Robert Vilkas, Chief Architect
Division of Architecture
307
Mission Statement Our mission is to plan and construct, appropriate, energy efficient, and lasting facilities, for the City of Cleveland. The Division of Architecture designs and prepares preliminary drawings, estimates, detail drawings, and specifications for all buildings under the charge of the Department of Public Service and provides these same services to other Departments of the City, upon written request. In actual practice, the Division furnishes the various Departments and Divisions with all architectural services required for their building programs. These services include the necessary consultations, preparation of contracts, drawings and specifications, the supervision of construction and the approval of payments to contractors. When private architectural firms or consultants are retained for special projects, the Division of Architecture provides programming, coordinates, and supervises all phases of such projects. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: FACILITY DESIGN AND CONSTRUCTION To plan the rehabilitation and/or construction of City facilities. Prepare working drawings. Conduct inspection of projects. Prepare schedule of construction projects. PROJECT COORDINATION AND ADMINISTRATION To ensure the quality and energy efficient construction and design projects by administering contract standards. Write programs and analyze costs for potential projects. Develop and review proposals to utilize consultants and contractors when required. Inspect project for adherence to contract requirements. DEVELOPMENT PLANNING To develop long range plans for construction projects of City facilities located within the City of Cleveland. Coordinate construction plans with other City Departments or authorities having jurisdiction. Prepare physical designs for City-owned facilities. PROGRAM NAME: OBJECTIVES: ACTIVITIES: FACILITIES MANAGEMENT To ensure that working conditions for City employees are safe and adequate. Conduct field observations of City buildings. Prepare evaluation reports on their existing use and physical condition and develop recommendations for long-term maintenance. Create strategies of adoptive reuses and make recommendations, which will maximize potential of City buildings based upon current need and/or future predictions. ENERGY EFFICIENCY Strive to provide energy efficient sustainable City facilities. Evaluate building usage and recommend procedures to make the facility energy efficient.
February 1, 2014
308

Expenditures
304,659 2,425 1,518
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Tuition & Registration Fees Contractual Services Parking In City Facilities Materials & Supplies Paper And Other Printing Suppl Other Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $ $ $ $
308,602 35,388 10,128 2,907 388 43,131 4,393 5,796 251 102,382 520 520 87 87 1,020 900 1,920 1,403 4,319 598 968 7,288 420,799
$ $
$ $
$ $
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
$ $ $ $ $ $ $ $
$ $
$ $
$ $
Revenues
February 1, 2014
309
February 1, 2014
310
Department of Public Service DIVISION OF ENGINEERING AND CONSTRUCTION

Richard J. Switalski, Administrative Bureau Manager
Division of Engineering and Construction
Mission Statement To manage the City's public right-of-way in a manner that ensures safe passage of pedestrians and vehicles as they commute to and from their neighborhoods by developing and implementing plans for maintenance and construction of roadways, streets and sidewalks. The Division of Engineering & Construction is responsible for engineering, surveying, and major construction of streets, bridges, and sidewalks in the Citys public right-of-way. This responsibility includes the development, management, and completion of the Citys street and bridge capital improvement program. Work by other agencies and private parties in the public right-of-way are also monitored, reviewed, and field inspected. The Divisions Bureau of Sidewalks enforces Section 729.12 of the revised code of the State of Ohio to assure the proper maintenance of all sidewalks in the Citys right-of-way. This very active program includes the Sidewalk Assessment Program and the Sidewalk Citation Program. Surveying responsibilities include the maintenance of lot plats, street addresses, right-of-way description, public points and monuments, nad City boundaries. This work includes records management, as well as processing and documenting all changes to Survey/Plat information. The Divisions Bureau of Bridges and Docks maintains and operates the Citys six lift bridges spanning the Cuyahoga River. It is also responsible for the full or partial maintenance of 246 bridges and regular structural inspection of 130 City bridges. PROGRAM NAME: OBJECTIVE: ACTIVITY: ROAD AND BRIDGE CAPITAL IMPROVEMENT To improve the safety, performance, life-span and aesthetics of the City's transportation infrastructure through design and construction projects. Inspect infrastructure and make recommendations for Capital Program projects. Prepare engineering plans, specifications and cost estimates. Coordinate the selection and award of consulting service and construction contracts. Manage consultant engineering firms and construction companies under contract with the city. Ensure design and construction work complies with Federal, State and local standards. Pursue and coordinate ODOT, County and private capital improvement projects in the City's public right-of-way. PROGRAM NAME: OBJECTIVE: ACTIVITY: SURVEY/PLATS To provide the general public and other City agencies with accurate survey documents and data needed for orderly property development. Maintain records of all survey monuments, plats and subdivisions. Maintain records for the assignment of street and house numbers. Verify all elevations, lines and points, with documents and field work. Replace survey monuments, as needed.
February 1, 2014

311
BRIDGE MAINTENANCE To improve the safety, performance and aesthetics of the City's bridges through repair projects. Repair bridges and appurtenances on a priority basis as funds allow. Provide routine maintenance of bridges, especially the City's six life bridges, on a priority basis as funds allow.
PROGRAM NAME: OBJECTIVE: ACTIVITY: PROGRAM NAME: OBJECTIVE: ACTIVITY:
BRIDGE OPERATION To provide for the safe and efficient flow of river and vehicular traffic on the Cuyahoga River. Operate the City's six lift bridges over the Cuyahoga River as required. SIDEWALKS To improve the safety, performance, life-span and aesthetics of sidewalks in the City's public right-of-way. Process complaints from the public in a professional and timely manner. Enforce City code requiring the maintenance of sidewalks by adjacent property owners. Manage the City's sidewalk construction program using assessments and ward allocation funds.
February 1, 2014
312

Expenditures
2,907,926 25,614 26,600 18,168 125,970
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Electricity - Cpp Electricity - Other $ Contractual Services Professional Services Mileage (Private Auto) Advertising And Public Notice Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies $ $ $ $ $
3,104,279 488,326 87,704 34,391 3,374 431,838 37,821 69,317 2,591 9,400 4,220 3,525 1,172,508 1,270 1,731 7,892 10,892 39,963 2,003 41,966 120,925 2,144 165 13,553 1,625 138,411 1,314 30 885
$ $
$ $
$ $
$ $
$ $
$ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $
$ $
$ $
February 1, 2014

2011 Actual Small Equipment Photographic Supplies Paper And Other Printing Suppl Bridge Maintenance Supplies Just In Time Office Supplies $ Maintenance Maintenance Contracts Computer Software Maintenance $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Waste Collection $ $ $ $ 2,000 382 1,371 52,945 3,235 62,162 334 23,878 24,212 25,744 2,059 13,008 1,147 47,775 1,643 91,377 4,645,807 $ $ $ $ $ $ 2012 Actual $ $ $ $ $ $ 2013 Unaudited $ $ $ $ $ $
313
2014 Budget
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous $ $ 15,640 262,975 830,886 1,109,501 $ $ 2012 Actual $ $ 2013 Unaudited $ $ 2014 Budget
February 1, 2014
314
February 1, 2014
Department of Public Health DIVISION OF PUBLIC HEALTH ADMINISTRATION

Karen K. Butler, Director
Division Department of Public Health of Public Administration Health
315
Mission Statement To coordinate, direct and supervise the activities of the department. The Department of Public Health works to ensure the health and well being of Cleveland residents through primary care services, health education, mental health, and substance abuse programs, air pollution monitoring and enforcement, lead poisoning prevention programs and other environmental health initiatives. The Department consists of four cost centers: Administration, and the Divisions of Health, Environment, and Air Quality.. In total, the Department employs approximately 140 employees and will have an operating budget in excess of $16 million in 2012. Grants and revenue from federal, state, and local sources will support more than $11 million in programs in 2012.
February 1, 2014
316

Expenditures
396,774 3,325 12,431
416,437 3,500 28,173
467,881 2,725
496,336 3,775
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Security Services Parking In City Facilities Insurance And Official Bonds Property Rental $ Materials & Supplies Office Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Print & Repro $ $ $ $ $ $ $
412,530 40,665 10,048 3,167 393 55,372 4,615 7,523 300 122,084 430 195 3,530 4,155 198 22,746 3,956 100 276,277 303,277 946 16 962 3,972 3,972 846,980
$ $
448,110 41,879 60 10,706 3,334 414 59,207 5,064 6,378 301
$ $
470,606 51,844 143 13,662 3,895 407 62,434 6,641 6,246 284
$ $
500,111 65,934 16,618 4,549 494 69,553 7,252 5,972 328
$ $
127,343 843 330 3,158
$ $
145,557 1,008 3,238
$ $
170,700 1,000 205 3,850
$ $
4,331 1,221 155 22,721 3,149 100 276,278
$ $
4,246 1,245 493 22,746 2,835 250 296,693
$ $
5,055 500 22,746 4,500 296,693
$ $ $ $ $ $
303,624 80 788 868 2,586 2,586 886,861
$ $ $ $ $ $
324,261 189 189 2,663 2,663 947,522
$ $ $ $ $ $
324,439 1,000 1,000 3,019 3,019 1,004,324
February 1, 2014

Revenues
2011 Actual Miscellaneous $ $ 79,152 79,152 $ $ 2012 Actual 77,095 77,095 $ $ 2013 Unaudited 85,156 85,156 $ $
317
2014 Budget 79,373 79,373
February 1, 2014
318

Budget 2013
Budget 2014
1 1
1 1
1 1
Director of Public Health
50,795.81
176,729.77
ADMINISTRATIVE SUPPORT 1 1 2 1 1 2 1 1 2 PROFESSIONALS 0 1 1 1 1 4 7 7 1 1 1 1 1 5 8 8 1 1 1 1 1 5 8 8 TOTAL FULL TIME TOTAL DIVISION Administrative Manager Chief of Computer Operations Chief Systems Analyst Project Director Sr. Programmer Analyst 27,193.55 23,647.11 27,325.56 22,333.40 23,647.11 101,816.22 84,588.76 97,819.83 80,282.43 69,365.01 Personnel Administrator Stock Clerk 26,273.96 13.11 82,493.55 18.23
February 1, 2014
Department of Public Health DIVISION OF HEALTH

Karen K. Butler, Director
Division of Health
319
Mission Statement The Division of Health's mission is to maximize the health and well-being of the people of Cleveland by preventing disease and injury, promoting wellness, assuring access to quality healthcare, and health education. The Division of Health is responsible for a broad array of programs and services designed to promote, maintain and improve the health status of Clevelanders. The objective of the Health Division is to interpret and enforce those sections of the State and City law which pertain to public health and disease control. Specific activities of the Health Division include direct medical services, public health nursing, communicable disease surveillance, sexually transmitted disease control, inspection and licensure of medical facilities, laboratory services, chronic disease prevention and health promotion, mental health and substance abuse prevention and treatment, AIDS education, and HIV testing and counseling and maternal health education and infant mortality reduction. The Health Division also operates the Bureau of Vital Statistics, which is responsible for the issuance of all birth and death certificates and for keeping, collecting and maintaining those statistics which reflect the general health status of Cleveland. Grant funding supplements General Fund monies and enables the Health Division to provide a wide range of health services throughout the community. These services include immunization activities and infant mortality reduction. The MomsFirst program (formerly known as Healthy Family/Healthy Start) funds a community-wide consortium of providers to reduce the infant mortality rates in Cleveland. PROGRAM NAME: OBJECTIVES: ACTIVITIES: COMMUNICABLE DISEASE UNIT To oversee all communicable disease and public health infrastructure activities, including bioterrorism and pandemic flu preparedness, for the City of Cleveland. Participate in county-wide disease reporting system. Conduct communicable disease investigation, including surveillance and outbreak investigations. Improve training for health department staff on communicable diseases and investigations. Improve infrastructure, including information technology capabilities, in order to more efficiently handle outbreak investigations. HEALTH ADMINISTRATION To provide administrative and operational support in the planning, directing and evaluation of all Division of Health components and activities to ensure that all resources are utilized to the benefit of the Citizens of Cleveland. Manage general fund and grant budgets, personnel management and administration. Supervise and evaluate Division of Health programs and activities at the Citys health centers. Coordinate with other agencies and departments on public health issues, initiatives and enforcement actions.
ACTIVITIES:
February 1, 2014
320

HIV/AIDS PREVENTION To provide regional leadership, planning and advocacy on HIV/AIDS issues; monitor and fund HIV/AIDS programs; provide resource development assistance; and serve as a model in the provision of direct HIV/AIDS services to specific underserved populations. Disseminate epidemiological reports and other related information on affected communities. Raise public awareness through media, community planning and meetings. Provide advocacy to ensure sufficient funding provided to the region. Provide assistance to agencies in continuous development of programs. Serve on all funding advisory groups. Obtain additional resources for care and services for HIV prevention. Network with other social service agencies to expand efforts. Establish models of service delivery. MENTAL HEALTH AND SUBSTANCE ABUSE TREATMENT SERVICES To offer help and guidance to those citizens suffering from mental health or drug dependency problems, and to support initiatives that address substance abuse prevention and mental health promotion. Provide counseling and prevention activities for adults, youth, individuals, families and groups in the area of alcoholism and drug abuse. Promote initiatives that address mental health and well being. MOMSFIRST To reduce racial disparities in maternal/child health, provide interconceptional care, and address parental depression within the City of Cleveland. Provide outreach and case finding, case management, health education, and interconceptional care activities through home visits to ensure early and continuous prenatal care for participants. NEIGHBORHOOD HEALTH CENTERS - MILES-BROADWAY, J. GLEN SMITH, THOMAS MCCAFFERTY To provide the public with personal health care programs within their own neighborhoods. Immunize children to reduce the incidence of preventable childhood diseases. Provide education and treatment programs to identify and decrease the incidence of sexually transmitted diseases. Provide laboratory testing medical treatment and direct referral of both adult and child patients. Provide HIV/AIDS prevention activities, testing, supportive services and case management. Provide public health nursing services. NURSING UNIT To provide services that protect and promote the health of people who live and work in Cleveland. Provide Immunizations, flu vaccinations, and assistance with screening of sexually transmitted diseases. Conduct day care inspections, telephone triage, and maternity unit inspections. Assist with pediatric and adult medicine clinics, genetic screening follow-up, and community screening and preventive health services STD CLINICS To reduce the incidence of sexually transmitted diseases (STDs) in Cleveland and surrounding areas. Provide medical and laboratory services for diagnosis and treatment in two STD clinics. Conduct STD surveillance and provide outbreak response. Affect community and individual behavior change through education. Provide testing, treatment, counseling and education toward STD prevention.
ACTIVITIES:
ACTIVITIES:
February 1, 2014

321
VITAL STATISTICS To maintain an accurate record of all births occurring in Cleveland and for anyone born in Ohio and keep those statistics which reflect upon the general health status of the City. Death certificates are registered for all but 6 municipalities. Register birth and death certificates for Cleveland and all but 6 municipalities. Distribute, for a fee, records of births, death and stillbirths. Provide indigent burial services.
ACTIVITIES:
February 1, 2014
322

Expenditures
Salaries and Wages Full Time Permanent Seasonal Longevity Separation Payments Overtime
1,161,939 562 12,150 25,775 2,334
1,208,807 11,825 14,021 102
1,098,925 11,650 12,207 1,241
1,361,744 11,700
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Security & Monitoring System $ Contractual Services Professional Services Travel- Non-Training Mileage (Private Auto) Security Services Freight Expense $ $ $ $
1,202,760 199,764 37,358 14,093 1,897 164,978 13,602 27,663 1,181 17,003 2,390 300 480,228 1,206 1,294 2,500 24,073 31,285 233,371 3,581 292,309 42,360 1,590 11,374 40
$ $
1,234,755 203,619 60 42,214 14,212 1,951 171,265 14,615 22,466 1,223 11,260 2,520 150
$ $
1,124,023 199,346 31 38,910 12,399 1,654 149,299 13,428 21,675 970 9,926 1,990 150
$ $
1,373,444 262,211 48,380 16,418 2,108 190,647 17,696 11,689 1,210 2,040 80 150
$ $ $ $
485,555 322 55 377 13,337 20,132 179,272 52,905 1,632
$ $ $ $
449,779 30 300 330 18,130 20,497 170,568 53,034 939
$ $ $ $
552,629 500 500 18,038 23,690 165,000 50,000
$ $
267,277 602,759 4,123 22,746 368
$ $
263,168 329,966 177 4,639 549
$ $
256,728 323,100 4,000 11,815 500
February 1, 2014

2011 Actual Parking In City Facilities Property Rental Equipment Rental Other Contractual Indigent Relief $ Materials & Supplies Office Supplies Postage Computer Hardware Computer Software Chemical Medical Supplies Laboratory Supplies Other Supplies Pharmaceutical Supplies Greenhouse Maintenance Suppl Just In Time Office Supplies $ Maintenance Maintenance Contracts Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Waste Collection Charges From Parks Maintenance $ $ $ $ $ $ $ 1,795 204,007 32,356 55,445 348,967 5,682 697 6,473 10,694 23,769 792 48,107 53 53 300 300 148,313 41,005 7,584 23,166 7,130 227,197 2,602,421 $ $ $ $ $ $ $ $ $ $ 2012 Actual 1,503 204,007 31,382 65,604 932,493 15,869 41 2,007 2,376 4,723 3,787 6,010 7,027 41,840 300 300 121,315 45,546 7,537 28,281 7,314 209,992 3,172,588 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 1,505 215,588 55 35,458 79,001 666,938 18,800 1,749 853 6,020 9,319 4,225 7,946 1,450 4,330 54,691 1,500 1,500 117,639 154 50,583 6,830 17,489 6,233 3,235 202,163 2,762,592 $ $ $ $ $ $ $ $ $ $
323
2014 Budget 1,350 215,588 77,559 90,000 723,912 500 200 18,000 14,400 2,000 12,000 5,000 52,100 1,500 1,500 129,337 57,357 7,208 24,571 218,473 3,179,286
February 1, 2014
324

2011 Actual 2012 Actual $ $ 1,365,625 92,252 1,457,878 $ $ 2013 Unaudited 1,380,274 136,000 1,516,274 $ $ 2014 Budget 1,421,752 95,000 1,516,752
Revenues
$ $
1,389,307 139,494 1,528,801
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 0 0 0 0 1 1 ADMINSTRATIVE SUPPORT 5 2 1 3 11 5 2 1 3 11 5 2 1 3 11 PARA-PROFESSIONALS 1 1 1 1 1 1 PROFESSIONALS 1 1 1 1 1 1 2 4 1 1 14 1 1 1 1 1 1 2 4 0 1 13 1 1 1 1 1 1 2 4 1 1 14 SERVICE & MAINTENANCE 1 1 1 1 1 1 Mechanical Handyman 16.62 Assistant Administrator Chief of Laboratories Computer Operator Director Of Public Hlth Nursg Grant Aministrator Health Center Director Project Coordinator Public Health Nurse III Senior Budget & Management Analyst Supervisor Of Vital Statistics 20,800.00 23,647.11 10.00 26,273.96 22,333.40 22,333.40 27,325.56 39,098.75 26,273.96 20,800.00 Community Health Aide 10.00 Junior Clerk Principal Clerk Private Secretary Senior Clerk 11.97 14.88 10.00 12.47 Commissioner of Health 45,021.46 Minimum
325
Maximum
146,558.11
14.14 20.10 21.21 16.58
16.37
56,847.22 80,353.75 23.32 82,493.55 75,175.89 75,175.89 90,294.89 53,512.74 78,265.22 55,788.47
18.62
February 1, 2014
326

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIANS 2 2 29 29 2 2 28 28 2 2 30 30 TOTAL FULL TIME TOTAL DIVISION Clinical Laboratory Technician II 16.86 23.74 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Public Health DIVISION OF ENVIRONMENT

Chantez Williams, Interim Commissioner
Division of Environment
327
Mission Statement To promote and protect the health of all persons who reside in or visit the City of Cleveland. The Division of Environmental Health includes two(2) Bureaus, which administer some 17 environmental program activities, most of which are mandated by City codes or State of Ohio statutes. The Bureau of Environmental Health Services objective is to provide programmatic activities (inspections, surveillance and investigations) at a sufficient level to protect the health of the public as it relates to the programs charged to the Bureau through existing codes. Duties of the Bureau consist of food safety inspections and training, nuisance complaint investigations, rodent and vector control activities, school environment inspections, solid and infectious waste inspections and the approval of various license applications as imposed by City and State codes, and allied duties which may be imposed by ordinance or statute. The Bureau of Lead Safe Living-Healthy Homes objective is to reduce the incidence of lead poisoning in children and early identification and action to reduce blood lead levels in children diagnosed with lead poisoning. The Bureaus activities include screening children ages 1-5 for blood lead levels through direct outreach and cooperation with health care providers; operating a laboratory to analyze blood lead samples; providing medical monitoring and follow-up of lead poisoned children; inspecting residences of lead poisoned children. PROGRAM NAME: OBJECTIVES: ENVIRONMENT ADMINISTRATION To provide administrative and operational support in the planning, directing, and evaluation of all Division of Environment components to ensure that all resources are utilized to the benefit of City of Cleveland residents. Management of General Fund and Grant Budgets. Facilitate daily field activity of all staff. Collect applicable performance data. Management of operations and maintenance of City Personnel Policies and Procedures. Participation in citizen events relating to environmental health issues. ENVIRONMENTAL HEALTH SERVICES To ensure sanitary conditions in all neighborhoods and to reduce the potential of vectorborne, rodent-borne and food-borne illness. The following are the many activities that are undertaken by our dedicated staff to ensure environmentally healthy neighborhoods:

ACTIVITIES:
Conduct food service operation and food establishment inspections. Inspect premises for rodent infestation and provide necessary treatment. Approve and issue licenses as mandated by law. Inspect schools, jails, hotels/motels, public laundries, swimming pools, marinas, manufactured home parks and barbershops. Conduct inspections of solid and infectious waste facilities. Larvicide catch basins and standing water to control vector borne diseases. Investigate environmental health nuisances reported by the public. Follow up on code violations to ensure they are corrected. Prosecute health code cases. Enforce the Ohio Environmental Protection Agency regulations pertaining to solid waste and infectious management.

February 1, 2014
328

LEAD SAFE LIVING-HEALTHY HOMES To reduce the incidence of lead poisoning in children and to identify early, and reduce the blood levels in, children diagnosed with lead poisoning. Analyze blood samples in clinical laboratory medical services. Provide and monitor medical follow-up to lead poisoned children. Inspect residences of lead-poisoned children to identify and reduce lead hazards. Provide preventive education and information. Abate lead hazards in homes of low-income families.
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Security Services Freight Expense Participation Fee Parking In City Facilities Property Rental Other Contractual $ Materials & Supplies Office Supplies Purchase Of Tests Chemical Just In Time Office Supplies $ Maintenance Maintenance Office Equipment $ $ $ $ $ 2011 Actual $ 536,505 5,725 1,113 830 544,173 106,114 13,564 6,890 946 76,312 6,247 21,838 555 3,096 235,561 95 35 130 39 28,469 75 8,870 67,210 104,663 72 72 $ $ $ $ $ $ $ $ $ $ $ 2012 Actual 511,316 6,050 4,994 522,360 92,661 60 13,576 6,483 841 73,137 5,045 13,966 481 24,429 230,678 810 810 46 30,495 25 3,106 66,247 140 100,059 2,641 5,792 8,433 $ $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 538,636 6,050 544,686 97,603 100 13,982 6,615 848 73,695 5,274 8,829 463 8,773 216,181 637 150 787 345 696 19,996 5,634 129,062 155,733 6,247 6,247 713 $ $ $ $ $ $ $ $ $ $ $
329
2014 Budget 543,641 3,600 547,241 114,461 16,622 7,463 907 76,107 5,672 10,663 487 232,382 405 405 810 1,215 32,000 1,980 129,062 164,257 6,500 1,500 8,000
February 1, 2014
330

2011 Actual 1,170 156 $ 1,326 7,472 6,696 7,520 11,670 $ $ 33,357 919,282 $ $ $ $ 2012 Actual 1,575 1,575 7,348 4,972 9,743 13,994 36,057 899,973 $ $ $ $ 2013 Unaudited 713 7,330 3,535 7,228 14,373 32,466 956,812 $ $ $ $ 2014 Budget 1,375 200 1,575 8,059 4,009 7,628 14,271 33,967 988,232
Computer Software Maintenance Car Washes Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M.
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous $ $ 500 12,700 976 14,176 $ $ 2012 Actual 15,560 3,024 18,584 $ $ 2013 Unaudited 10,570 7,006 17,576 $ $ 2014 Budget 16,220 16,220
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 ADMINISTRATIVE SUPPORT 0 1 1 2 1 0 1 2 1 0 1 2 PROFESSIONALS 1 1 0 0 1 1 TECHNICIAN 2 4 1 1 8 12 12 5 1 1 1 8 11 11 5 1 1 1 8 12 12 TOTAL FULL TIME TOTAL DIVISION Public Health Sanitarian I Public Health Sanitarian II Public Health Sanitarian III Public Health Sanitarian IV 15.48 17.38 15.49 18.77 Dist Supv Environmental Hlth 20,092.80 Assistant Administrator Office Manager Private Secretary 20,800.00 20,800.00 10.00 Commissioner of Environment 42,758.15 Minimum
331
Maximum
137,860.74
56,847.22 49,669.98 21.21
60,707.77
21.89 23.60 24.77 30.44
February 1, 2014
332
Department of Public Health DIVISION OF AIR QUALITY

George Baker, Commissioner
Division of Air Quality
Mission Statement To ensure that emissions of regulated air pollutants from industrial sources in Cleveland and Cuyahoga County are in compliance with Federal, State, and Local regulations and to monitor ambient air quality within the Greater Cleveland area to meet Federal Clean Air standards each day of the year. The Cleveland Division of Air Quality (CDAQ) serves as the Ohio EPA delegated agent for administration of the air pollution control program for Cleveland and all of Cuyahoga County. Through inspections and complaint investigations, CDAQ ensures that regulated industrial and commercial sources are in compliance with federal, state, and local air quality regulations. CDAQ installs, operates and maintains monitoring equipment and reports resultant data for ambient levels of criteria air pollutants throughout Cleveland and Cuyahoga County as a component of the statewide monitoring and reporting network.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Contractual Services Freight Expense Advertising And Public Notice Local Match-Grant Programs $ Materials & Supplies Just In Time Office Supplies $ $ $ $ $ $ 2012 Actual 2013 Unaudited
333
2014 Budget
70,769 300 71,069 6,687 1,843 570 44 9,519 1,016 453 34 20,164 1,196 1,196 695 276,100 276,795 369,224
$ $ $
81,661 475 82,136 9,216 2,576 770 59 11,486 1,173 1,089 45
$ $ $
85,569 475 86,044 9,863 2,636 782 59 11,602 1,229 1,364 42
$ $ $
82,400 475 82,875 10,540 2,636 789 59 11,536 1,202 1,099 41
$ $
26,414 1,094
$ $
27,578 150
$ $
27,902 1,800 2,700
$ $
1,094 695 275,405
$ $
150 (78) 195 275,905
$ $
4,500 276,100
$ $ $ $
276,100 385,744
$ $ $ $
276,022 389,794
$ $ $ $
276,100 500 500 391,877
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 168,151 1,050 169,201 $ $ 2012 Actual 166,853 (1,050) 165,803 $ $ 2013 Unaudited 161,601 991 162,592 $ $ 2014 Budget 155,000 155,000
February 1, 2014
334
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 1 1 1 Commissioner of Air Quality TOTAL FULL TIME TOTAL DIVISION 42,758.15 Minimum
335
Maximum
137,860.74
February 1, 2014
336
Department of Public Safety PUBLIC SAFETY ADMINISTRATION

Martin Flask, Director
Public Department Safetyof Administration Public Safety
Mission Statement To provide executive oversight of all activities of the Department of Public Safety including the development of policy, coordination of resources, organizing, budgeting, and the development and implementation of staffing plans for the Divisions of the Department; act as a liaison between the divisions and Cleveland City Council; and, ensure fiscal responsibility for the Department. In addition to the Divisions of Police, Fire, Emergency Medical Service, Animal Control Services and Corrections, Public Safety Administration oversees the activities of the following Sections: General Administration, Medical Unit, Office of Information Technology, Office of Emergency Management, Office of Professional Standards and the Police Review Board. General Administration is responsible for the management of each Division within the Department of Public Safety and for each Section within Public Safety Administration. Among its responsibilities are policy and system development, planning, personnel administration, collection and analysis of data for all Safety divisions, responding to various requests for public records, and maintaining fiscal control. This office also acts as a liaison between the various divisions within the Department of Public Safety and City Council. The Medical Unit is responsible for monitoring and facilitating work related medical needs forPublic Safety employees. The Office of Information Technology provides support for all Public Safety technology projects, and manages the Department's IT network and telecommunications system. The Office of Emergency Management oversees efforts to prevent, plan for, protect against, respond to and recover from major events such as natural disasters or terrorist attacks. The Office of Professional Standards is responsible for investigating complaints made against members of the Department of Public Safety by citizens and recommends disposition. The Police Review Board is responsible for reviewing the completed investigations of each citizen complaint alleging police misconduct, incidents involving the use of deadly force and situations involving in-custody injury or death. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: GENERAL ADMINISTRATION To develop and implement policy necessary to sustain Department operations. Provide direction and oversight of the operating divisions within the department; research and develop policy issues; maintain fiscal control; and, coordinate personnel administration. MEDICAL UNIT Provide direction and oversight of work related medical needs of the department. Maintain physician monitoring of illness and injuries through a coordinated medical review office. OFFICE OF INFORMATION TECHNOLOGY To maintain and provide technical support for all Public Safety IT needs and projects such as the 9-1-1 Computer Aided Dispatch System (CAD), the Police Records Management System (RMS), all radio telecommunications, and all mobile and security-related infrastructure and equipment. Maintaining and providing technical and logistical support for all technology needs of the Department of Public Safety; serving as Project Sponsor and Project Manager for new technology projects such as the wireless video surveillance camera system, Automated License Plate Reader System (ALPR), and record management systems.
ACTIVITIES:
February 1, 2014

337
OFFICE OF EMERGENCY MANAGEMENT To assist first responders, City employees and the general public in preventing, planning for, protecting against, responding to and recovering from disasters and major events, natural or otherwise. Maintaining and staffing the City's Emergency Operations Center, developing the City's disaster response plans and annexes, coordinating Incident Management training programs for employees and others, and coordinating and training various Community Emergency Response Teams (CERT). OFFICE OF PROFESSIONAL STANDARDS To investigate citizen complaints against Cleveland Division of Police personnel in a complete, fair, and impartial manner. Present the completed investigations to the Civilian Police Review Board (CPRB) for hearing and disposition. POLICE REVIEW BOARD To review the completed investigations of each citizen complaint alleging police misconduct, use of deadly force incidents and situations involving in-custody injury or death. To conduct hearings concerning various incidents. To recommend disciplinary dispositions for the Chief of Police and Director of Public Safety. Determine if the incidents have been properly investigated. Recommend discipline for rule violations when appropriate.
ACTIVITIES:
ACTIVITIES:
February 1, 2014
338

Expenditures
Salaries and Wages Full Time Permanent Board Members Longevity Separation Payments Overtime
1,475,441 43,861 13,975 100,146 19,688
1,593,240 48,394 13,050 68,012 24,638
1,887,734 48,394 10,150 33,522 45,054
2,465,322 50,975 12,900 75,000 25,000
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Clothing Allowance $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Steam Contractual Services Professional Services Mileage (Private Auto) Medical Services Parking In City Facilities Property Rental Equipment Rental Other Contractual $ Materials & Supplies Office Supplies Postage $ $ $ $ $ $
1,653,110 167,878 41,341 13,854 1,611 218,284 16,473 42,284 1,155 1,060 503,939 178 295 176 649 1,677 12,065 21,248 34,989 1,063 201
$ $
1,747,334 184,316 120 47,380 15,255 1,528 233,609 20,764 26,468 1,165 1,060
$ $
2,024,854 216,613 219 53,425 16,757 1,560 264,758 25,454 24,619 1,209 530
$ $
2,629,197 377,236 88,524 28,686 2,556 352,272 33,646 39,532 1,675 530
$ $
531,665 50
$ $
605,143 750 240 158
$ $
924,657 800 600
$ $ $ $
50 998 832 2,816 175,000 21,943
$ $ $ $
1,148 29,718 29,718 4,872 4,917 13,055 175,000 1,064
$ $ $ $
1,400 40,000 40,000 2,000 100 8,000 195,000 5,000
$ $
201,588 407
$ $
198,908 339
$ $
210,100 700 350
February 1, 2014

2011 Actual Computer Supplies Computer Hardware Computer Software Small Equipment Medical Supplies Other Supplies Safety Equipment Just In Time Office Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts Computer Hardware Maintenance Computer Software Maintenance Repair Parts Maintenance Building $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ Expenditure Recovery Expenditure Recovery $ $ $ $ $ 337 308 5,769 136 453 8,268 95 865,944 5,000 871,039 110,680 1,828 23,886 4,982 141,377 3,213,371 $ $ $ $ $ $ $ $ 2012 Actual 138 150 338 35,988 2,868 39,890 228 717,187 101,682 38,062 23,259 880,418 94,923 2,979 31,257 2,184 131,343 21,613 21,613 3,553,902 $ $ $ $ $ $ $ $ 2013 Unaudited 519 18,944 5,548 86 978 3,493 29,908 420,786 413,444 43,000 2,679 13,500 893,409 113,448 2,504 26,701 4,904 20 147,578 3,930,666 $ $ $ $ $ $ $ $
339
2014 Budget 400 6,000 5,500 12,950 909,915 10,652 920,567 124,729 30,277 5,176 160,182 4,899,053
Revenues
2011 Actual Charges For Services Fines, Forfeitures & Settlements Grant Revenue Licenses & Permits Miscellaneous $ $ 17,340 1,100 100 133,897 152,437 $ $ 2012 Actual 11,730 1,700 51,957 65,387 $ $ 2013 Unaudited 9,190 1,900 4,101 53,986 69,177 $ $ 2014 Budget 13,185 5,000 18,185
February 1, 2014
340
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 4 1 1 1 1 4 1 2 1 1 5 ADMINISTRATIVE SUPPORT 1 1 1 3 1 1 1 3 6 1 1 8 PROFESSIONALS 1 2 0 2 2 1 1 1 0 2 2 1 0 2 2 2 1 1 23 1 2 0 2 1 1 1 1 0 4 4 1 1 2 1 2 0 1 25 1 2 1 1 1 1 1 1 1 4 4 1 1 2 1 2 1 1 27 Accountant III Administrative Manager Administrative Officer Assistant Administrator Budget Analyst Executive Commission Public Safety Project - Grants Executive Commissioner of Public Safety - Operations Fiscal Manager Grant Administrator Network Analyst II Office of Professional Standards Investigator Personnel Adminstrator Police Stress Consultant Project Coordinator Project Director Public Health Nurse III Senior Personnel Assistant Surgeon of Police 15.48 27,193.55 20,800.00 20,800.00 20,800.00 36,590.39 36,590.39 23,647.11 22,333.40 30,214.00 20,092.80 26,273.96 75,000.00 27,325.56 22,333.40 39,098.75 20,800.00 43,107.75 Principal Clerk Private Secretary Senior Clerk 14.88 10.00 12.47 Director of Public Safety Office of Professional Standards Administrator Secretary to the Director Supervisor Of Computer Operations 50,795.81 26,273.96 36,590.39 30,214.95 Minimum
341
Maximum
176,729.77 70,807.15 142,340.94 89,155.89
20.10 21.21 16.58
24.58 101,816.22 52,979.99 56,847.22 53,011.19 142,340.94 142,340.94 84,588.76 75,175.89 90,259.22 55,191.48 82,493.55 125,000.00 90,294.89 80,282.43 53,512.74 50,162.59 82,687.47
February 1, 2014
342

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position TECHNICIAN 3 1 1 5 35 2 1 0 3 35 2 1 1 4 44 TOTAL FULL TIME BOARD MEMBERS 1 6 7 42 1 6 7 42 1 6 7 51 Police Review Board Chair Police Review Board Member TOTAL BOARD MEMBERS TOTAL DIVISION 7,300.00 6,800.00 7,300.00 6,800.00 Computer Operator PC Technician Senior Programmer Analyst 10.00 25,000.00 23,647.11 23.32 49,669.98 69,365.01 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014
Department of Public Safety DIVISION OF POLICE

Michael Mcgrath, Chief
Division of Police
343
Mission Statement To protect the lives and property of all citizens against criminal activity and to create an environment of stability and security within the community. The highest priority of the Division of Police is providing basic police services to the community. The Division is organized into three main functional operations in order to deliver these services in the most efficient and cost effective manner possible. Administrative Operations provide the necessary support services that enable Field Operations and Homeland Special Operations to function as effectively as possible. Administrative Operations provides warrant, subpoena, and property processing; radio and telephone communications; management of information and human resources. Additional functions include the reporting and recording of crimes and incidents and the continued development of the Division through planning and training of all personnel. Field Operations provide response to citizen calls for assistance through uniformed patrol activities in five districts and interacts with the community via various community programs, Community Relations, and Auxiliary Police. The District support section assists uniformed patrol efforts through the investigation of major offenses, concentrated enforcement action on specific complaints and crime patterns analysis. The Bureau of Traffic provides crowd control and traffic control at major events and investigates serious traffic accidents. Quality of life issues are addressed by the Community Services Units. Homeland Special Operations is composed of three main sections which provide a variety of investigative, technical, and preventive services along with establishing security initiatives. Investigations are completed by detective bureaus that specialize in specific crimes such as homicides, sex crimes, and domestic violence crimes. Support units such as SWAT handle volatile situations where specialized training is required. Technical support provides forensic and crime scene analysis as well as photographic and lab services. Homeland prevents, responds, and investigates terror activities in our City and the Greater Cleveland area by securing our airports, analyzing crime data for future preventive crime and terrorist trends. Homeland coordinates and shares law enforcement intelligence with local, state, and federal law enforcement agencies.
ADMINISTRATIVE OPERATIONS Provide all necessary support activities for the Field Operations, Homeland Security, and Special Operations. Establish operating policies and procedures for the Division of Police. Prepare and manage the operating and capital budgets for the Division of Police.Recruit, hire and train both uniform and civilian employees. Record and maintain payroll and personnel records. Collect and record all criminal incident reports. Handle open record requests. Operate and maintain radio and telephone communications. Oversee the storage of recovered, confiscated, and forfeited property and vehicles.
February 1, 2014
344

FIELD OPERATIONS To provide protection against loss of life, bodily injury, and property loss, and to empower the community and Divisional personnel in their combined efforts to reduce crime and the fear of crime with an emphasis on joint planning, evaluation and operations. To reduce traffic accidents in the community and provide safer conditions for motorists, pedestrians, and citizens using public streets within The City of Cleveland. Investigate all major offenses against persons and property. Provide Patrol and Community Based Policing activities. Participate with citizens on Community Relations Committees, the Auxiliary Police Program, crime prevention fairs, Night Out Against Crime, the Task Force on Violent Crime and similar projects in response to community needs. Develop close working relationships with residents by interacting while on patrol and attending community functions. Provide neighborhood patrols to areas that could benefit from close on-going interaction between the Police and the community. Participate in Community Services program which aggressively investigates and focuses on deterring crimes that occur on the streets in highly populated, distressed neighborhoods. Conduct DARE programs, Child Accident Prevention Programs, Crime Watch Training, and other programs in response to the needs of the community. Alleviate traffic congestion, restore normal traffic flow, and provide traffic and crowd control at special events. Respond to scenes of traffic accidents and prepare traffic reports.
ACTIVITIES:
HOMELAND SECURITY To target the perpetrators of criminal activity which include threats and criminal actions against the security of our City. Establish homeland security initiatives within The City of Cleveland and the greater Cleveland area. Prevent, respond, and investigate terrorist activities in our City and the Greater Cleveland area. Provide security and patrols of Cleveland Hopkins Airport, City Hall, and the borders of the City. Analyze and report crime trends in the City and surrounding area. Assist outside agencies with protective details of dignitaries. SPECIAL OPERATIONS To target the perpetrators of specific crimes such as auto thefts, financial crimes, homicides, sexual assaults, and drug trafficking for arrest and prosecution. Aggressively investigate crimes that occur in the City of Cleveland. Conduct enforcement activities against specific crimes within a target neighborhood using decoy, surveillance or search operations based upon crime analysis and trends. Maintain contact with and enlist the assistance of community leaders and residents to identify those responsible for neighborhood criminal activity. Perform crisis intervention; handle hostage negotiations and other highly dangerous and volatile situations where specialized training or equipment is required. Provide support to district operations in improving the quality of life in neighborhoods through the enforcement of drug laws and by suppressing juvenile crime. Detect offenders through crime processing and the use of the Automated Fingerprint Identification System (AFIS) and the use of weapons through the National Integrated Ballistic Imaging Network (NIBIN).
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Military Leave Part-Time Permanent Student Trainees School Guards Uniformed Personnel Uniformed Overtime Longevity Wage Settlements Separation Payments Overtime Deferred Overtime Payments $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Police & Firemens Disab & Pens Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Brokered Gas Supply Water Gas $ $ $ 2012 Actual 2013 Unaudited
345
2014 Budget
8,276,286 35,673 214,833 419,043 1,369,769 85,544,280 9,812,068 917,775 1,323,324 5,419,431 1,083,849 435,372 114,851,702 13,848,838 3,069,580 1,042,514 98,389 1,568,788 18,965,520 1,333,806 4,875,172 77,659 423,885 531,895 1,039,150 46,875,195 156 4,666 4,821 94,389 76,848
8,437,023 131,365 173,213 196,959 1,397,342 85,970,936 10,750,459 910,950 1,294,861 4,793,780 1,401,406 433,601
8,956,005 (52,026) 202,281 438,262 1,482,827 89,447,064 12,034,380 898,475 56,719 3,881,574 1,537,797 436,236
9,126,009 262,806 1,059,240 1,500,000 87,980,347 10,800,000 920,725 4,500,000 1,400,000 435,000
$ $
115,891,893 14,002,080 1,140 3,177,445 1,052,706 98,990 1,606,259 19,404,590 1,393,294 4,117,499 76,674 167,985 471,445 999,550
$ $
119,319,594 14,834,772 1,701 3,257,488 1,061,143 98,700 1,652,420 19,170,634 1,501,514 3,593,847 71,964 47,349 584,497 977,683
$ $
117,984,127 16,168,415 3,336,794 1,115,518 103,689 1,720,434 21,263,387 1,308,661 4,158,208 73,550 35,000 507,817 976,492
$ $
46,569,657 242 5,104
$ $
46,853,712 164 5,752
$ $
50,767,965 6,000 6,000
$ $
5,346 50,948 110 39,436
$ $
5,916 72,522 42,106
$ $
12,000 87,027 50,527
February 1, 2014
346

2011 Actual 2012 Actual 855,767 74,548 542,608 $ $ 1,563,418 104,698 10,560 56 9,312 8,886 53 5,166 83,364 863 12,787 117,520 82,130 $ $ 435,394 37 702 1,205 10,482 100 71,552 13,540 395 607 41,128 14,866 9,745 129,770 $ $ $ $ 2013 Unaudited 906,107 57,172 563,466 1,641,373 301,009 42,838 6,625 3,120 20,057 69,994 17,566 92,414 584 554,207 510 3,853 63,758 88,744 96,210 1,769 28,604 5,000 2,195 1,531 121,681 $ $ $ $ 2014 Budget 933,289 58,887 563,466 1,693,196 250,000 25,000 15,000 10,000 7,000 100,000 20,480 80,000 507,480 500 3,000 30,000 80,000 100,000 2,000 1,500 38,000 5,000 10,000 110,000
Electricity - Cpp Electricity - Other Steam $ Contractual Services Professional Services Referee Services Travel- Non-Training Mileage (Private Auto) Medical Services Freight Expense Advertising And Public Notice Parking In City Facilities Insurance And Official Bonds Property Rental Towing Equipment Rental Other Contractual Refunds & Miscellaneous Local Match-Grant Programs $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Hardware Computer Software Clothing Hardware & Small Tools Small Equipment Ammunition Hygiene And Cleaning Supplies Lumber, Glass, And Drywall Laboratory Supplies Photographic Supplies Paper And Other Printing Suppl Printed Materials Other Supplies $ $
981,935 79,538 574,109 1,806,819 89,702 12,105 32,911 5,220 117,220 863 15,245 125 181 45,398 318,968 18,860 1,375 7,491 72,560 28,688 133,247 635 27,835 7,440 5,250 92,230
February 1, 2014

2011 Actual Safety Equipment Batteries Just In Time Office Supplies Misc Maintenance Supplies $ Maintenance Maintenance Office Equipment Maintenance Contracts Maintenance Machinery & Tools Vehicle Maintenance By Contrct Car Washes Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Police Chief Expense Fund $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ Expenditure Recovery Expenditure Recovery $ $ $ $ $ $ 153 3,745 1,590 401,100 85,352 6,000 53,289 10,680 155,321 5,385 250,000 255,385 1,374,731 815,434 3,319 286,767 65,651 3,392,068 5,937,969 (13,154) (13,154) 170,594,125 $ $ $ $ $ $ $ $ $ $ 2012 Actual 345 53,619 6,330 354,421 8,899 130,396 20 3,772 27,997 171,083 6,976 157,000 163,976 1,427,779 1,316,333 769 402,226 56,603 3,547,952 6,751,663 68,428 68,428 171,975,278 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 56,982 470,837 210 64,401 41,683 7,708 26,912 140,914 3,574 224,000 227,574 1,433,585 1,023,957 1,384 436,059 66,646 2,489,029 5,450,659 174,664,787 $ $ $ $ $ $ $ $ $ $
347
2014 Budget 1,500 65,000 3,000 449,500 1,500 243,410 35,000 15,000 28,000 322,910 10,000 250,000 260,000 1,576,139 1,524,490 494,451 70,337 3,360,898 7,026,315 179,023,493
February 1, 2014
348

2011 Actual 2012 Actual $ 683,925 8,985 5,460,617 7,269,762 $ 13,423,289 $ $ 2013 Unaudited 639,270 7,605 2,606,577 9,837,413 13,090,865 $ $ 2014 Budget 526,500 1,800,000 6,925,000 9,251,500
Revenues
Charges For Services Fines, Forfeitures & Settlements Grant Revenue Licenses & Permits Miscellaneous
842,285 20,921 3,934,224 633 6,885,103
11,683,166
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 15 11 1 4 54 199 285 4 6 1 2 3 4 1 2 6 29 1 1 1 1 1 3 2 1 3 1 1 14 1 13 11 1 4 53 193 276 4 6 1 2 3 4 1 2 6 29 1 1 1 1 1 2 2 1 2 1 1 12 1 15 11 1 4 54 199 285 ADMINISTRATIVE SUPPORT 4 6 1 2 3 4 1 2 6 29 PARA-PROFESSIONALS 2 2 PROFESSIONALS 1 1 1 2 2 0 3 1 1 12 Accountant II Accountant III Administrative Manager Administrative Officer Communication Specialist - Bilingual Photographer Project Coordinator Project Director Systems Analyst 14.88 15.48 27,193.55 20,800.00 22,882.82 10.00 27,325.56 22,333.40 20,800.00 Docket Clerk 20,800.00 Chief Clerk Junior Clerk Messenger Principal Clerk Private Secretary Secretary Stock Clerk Telephone Operator Typist 22,050.00 11.97 10.00 14.88 10.00 10.00 13.11 10.00 12.02 Chief of Police Captain Of Police Commander of Police Commissioner of Traffic Control Deputy Chief of Police Lieutenant Of Police Sergeant Of Police 69,682.20 86,191.98 100,062.71 100,062.71 63,966.00 74,234.47 63,926.27 Minimum
349
Maximum
170,753.40 86,691.98 100,562.71 100,562.71 143,856.62 74,734.47 64,426.27
47,550.25 14.14 15.24 20.10 21.21 17.69 18.23 16.97 15.39
36,325.25
22.17 24.58 101,816.22 52,979.99 38,854.66 22.17 90,294.89 80,282.43 61,811.09
February 1, 2014
350

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position PROTECTIVE SERVICES 1,111 41 17 60 4 132 26 1,259 1 1 5 2 1 3 4 0 0 87 3 6 58 169 1,758 1,097 21 61 19 4 47 21 1,223 1 1 5 2 0 3 4 1 1 81 3 6 54 160 1,702 1,097 21 61 48 4 150 26 1,257 SERVICE & MAINTENANCE 1 1 TECHNICIANS 5 2 1 3 4 1 1 87 3 6 58 171 1,757 TOTAL FULL TIME Chief Radio Dispatcher Computer Operator Data Conversion Operator Data Conversion Supervisor Fingerprint Examiner Forensic Video Specialist Photographic Laboratory Tech Police Radio Dispatcher Safety Telephone Operator Scientific Examiner Senior Data Conversion Operator 39,788.00 10.00 12.02 11.92 22,000.00 50,000.00 10.00 22,885.90 21,266.04 25,000.00 13.47 48,846.62 23.32 15.39 20.47 45,338.25 75,000.00 19.29 42,544.60 33,480.03 60,014.43 18.44 Hostler 10.00 15.50 Patrol Officer I Patrol Officer II Patrol Officer III Patrol Officer IV Police Safety Aide Police Trainee* Traffic Controller 53,922.22 48,815.46 47,116.49 45,904.64 20,800.00 10.50 10.00 55,539.89 50,279.92 48,529.98 47,281.78 30,287.99 10.50 15.40 Minimum Maximum
Budget 2013
Budget 2014
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 1 0 355 1 14 371 2,129 No. of Employees December 2013 1 1 337 0 14 353 2,055 Budget 2014 1 1 355 0 14 371 2,128 Salary Schedule PART TIME Hostler Project Coordinator School Crossing Guard Scientific Examiner Traffic Controller TOTAL PART TIME TOTAL DIVISION Position Minimum 10.00 27,325.56 20.50 25,000.00 10.00
351
Maximum 15.50 90,294.89 28.71 60,014.43 15.40
* Denotes amount not included in Total Headcount
February 1, 2014
352
Department of Public Safety DIVISION OF FIRE

Patrick J. Kelly, Chief
Division of Fire
Mission Statement To serve the City of Cleveland with the highest degree of quality and professionalism through a proactive commitment to prevent and mitigate emergency situations where life and property are at risk. The Cleveland Division of Fire is responsible for providing fire suppression, fire code enforcement, fire safety education, technical rescue operations, hazardous material regulation and response, and basic and advanced lifesupport pre-hospital care and transportation in support of the Division of Emergency Medical Service (EMS), for the City of Cleveland through a coordinated system of response assets located strategically throughout the community. The Division supports the response system by conducting administrative operations, communications, and training of its employees to ensure the community receives superior fire, rescue, and emergency medical response. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION To plan, direct, coordinate, control and evaluate all aspects of the Divisional operations to ensure resources are being used effectively and efficiently. Plan and prepare operating and capital budgets. Manage daily operations, maintain discipline, monitor and implement sick leave, light duty and leave of absence procedures. Collect compile and enter data on alarms, employee work hours and other data into data base systems. Participate in planning of rehab and construction of Division facilities. Schedule and coordinate public fire education programs, public relations and news releases in conjunction with the Mayors Office, Public Safety Directors Office and other interested community organizations. Time keeping and payroll activities are maintained through a consolidation of Division of Fire and EMS employees, overseen by a civilian Administrative Manager, who reports to an Assistant Director of the Department of Public Safety. COMMUNICATIONS To provide efficient communication for the Division of Fire in coordination with the Division of EMS to ensure timely and effective deployment to all emergencies. Receive and dispatch all calls for assistance. Determine proper response and dispatch fire fighting and or medical/rescue units. Coordinate and control emergency radio transmission and provide a communications/command vehicle for major incidents. Provide support and maintenance for all communication systems for dispatching and recording of fire alarms, response times, fire loss estimates and other records. OPERATIONS To save lives and property by: extinguishing and preventing the spread of fire, providing immediate medical care and rescue and extrication services, abating hazardous material releases, and investigating the causes and origins of fires. Respond in coordination to over 60,000 emergency alarms annually with necessary personnel, apparatus and equipment to provide the fire suppression, emergency medical care, transport, and other rescue operations necessary to mitigate any emergency that presents itself to the community where life and property are at risk. Conduct daily training according to Training Program directive. Maintain apparatus, equipment and stations. Inspect buildings and fire hydrants and investigate fires and accidents.
ACTIVITIES:
February 1, 2014

PROGRAM NAME: OBJECTIVES: ACTIVITIES: OPERATIONS SUPPORT To provide the required equipment, supplies and support services for Fire Operations.
353
Provide, issue, maintain and repair all rescue equipment, small equipment and supplies to insure other programs maintain operational capacity, including self contained breathing equipment (SCBA), personal protective clothing, hoses, nozzles, small tools and equipment, supplies and all materials needed for continued operations. Provide 24 hour emergency apparatus repair. Provide pre-incident information on streets, buildings, hazardous conditions, hydrant and water mains. PREVENTION AND EDUCATION To ensure life safety and reduce fires and the release of hazardous substances. Perform fire and life safety inspections of all buildings except one and two family dwellings. Review new construction and building renovations plans for compliance with state and local fire safety laws. Test new and existing fire protection systems. Review and issue permits for control of flammable and hazardous substances. Provide hazardous material specialists to ensure hazardous material spills are cleaned up in compliance with local, state and federal laws. TRAINING AND EDUCATION To provide the necessary knowledge, skills and abilities to enable the Division of Fire to operate in a safe and efficient, and cooperative manner to respond to all emergencies. To also coordinate all pre-hospital caretraining with the Division of EMS, ensuring effective, compliant, and professional application of all pre-hospital medical care protocols. Conduct basic training classes for newly appointed firefighter to ensure compliance with federal, state and industry standards. Provide hazardous material training to members of the division to comply with Federal, OSHA, State and National fire Protection standards. Recertify firefighters as Emergency medical technicians and maintain and update the Division Drill manual. Conduct classes on safe driving, pump operations, aerial ladder operation, rescue techniques and other pertinent subjects. Maintain training records, test and evaluate new equipment and operations methods.
ACTIVITIES:
February 1, 2014
354

2011 Actual $ 350,507 22,581 48,379,208 6,270,657 545,575 80,557 2,952,387 28,399 190,981 $ 58,820,851 7,216,043 1,668,694 545,735 46,566 53,825 13,498,536 527,430 2,226,972 36,810 119,994 303,922 418,850 $ 26,663,376 742 1,311 872 1,302 $ 4,227 $ $ $ $ $ $ 2012 Actual 363,760 53,884 46,751,260 5,513,725 510,748 2,489,394 22,514 174,294 55,879,578 6,736,079 2,400 1,647,800 530,912 45,067 51,487 12,887,117 525,557 2,057,209 34,777 49,100 243,841 378,408 25,189,755 487 2,850 2,997 1,747 8,081 $ $ $ $ $ $ 2013 Unaudited 316,367 8,104 261,143 47,838,892 6,345,030 477,875 1,574,025 21,002 174,571 57,017,008 7,207,691 2,596 1,685,408 534,549 44,943 45,937 12,667,316 581,216 1,563,183 32,188 168,865 366,442 24,900,334 544 1,880 7,873 2,318 12,615 $ $ $ $ $ $ 2014 Budget 254,943 477,376 46,544,749 5,800,000 466,950 2,071,045 20,000 175,000 55,810,063 7,500,799 1,660,912 531,873 44,908 36,493 13,732,295 508,328 1,817,808 31,655 236,400 406,660 26,508,131 1,500 3,000 5,500 450 2,500 12,950
Expenditures
Salaries and Wages Full Time Permanent Military Leave Student Trainees Uniformed Personnel Uniformed Overtime Longevity Wage Settlements Separation Payments Overtime Deferred Overtime Payments Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Police & Firemens Disab & Pens Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript
February 1, 2014

Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Steam $ Contractual Services Professional Services Court Reporter Mileage (Private Auto) Medical Services Advertising And Public Notice Parking In City Facilities Property Rental Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies Clothing Hardware & Small Tools Small Equipment Office Furniture & Equipment Electrical Supplies Hygiene And Cleaning Supplies Lumber, Glass, And Drywall Medical Supplies Printed Materials Other Supplies Safety Equipment Batteries Just In Time Office Supplies $ $ $ 2011 Actual $ 128,966 110,490 368,858 43,169 105,132 756,616 10,947 225 10,251 10,135 365 8,384 1,167 33,345 74,818 6,376 92 18,188 322 1,796 4,062 36,255 54,177 34,786 7,000 493 2,752 166,299 $ $ $ $ $ $ 2012 Actual 71,747 72,279 404,985 32,491 66,562 648,065 37,821 405 9,566 39,977 5,174 3,500 16,629 113,071 4,596 128 43,739 5,612 1,285 1,923 39,848 3,000 53,388 31,528 10,258 1,961 12,072 209,336 $ $ $ $ $ $ 2013 Unaudited 103,784 76,963 384,115 26,469 68,576 659,908 7,957 425 9,917 51,609 4,348 3,500 47,851 125,606 4,154 70 1,380 112,012 3,631 8,316 6,477 44,103 1,500 29,220 454 66,502 5,500 645 11,390 295,355 $ $ $ $ $ $
355
2014 Budget 124,541 92,356 395,639 27,263 72,085 711,884 30,000 300 9,000 67,274 6,500 40,000 153,074 5,000 200 2,000 320,270 5,000 7,500 500 4,000 36,000 1,750 40,000 37,284 40,000 8,000 1,500 10,000 519,004
February 1, 2014
356

2011 Actual $ 200 110 380 55,876 78,426 $ 134,991 3,573 3,573 323,748 101,527 8,752 39,893 1,587 1,383,283 $ 1,858,789 (300) (300) 88,483,241 $ $ $ $ $ $ $ $ $ 2012 Actual 84 4,800 1,863 9,152 6,500 40,762 91,531 154,692 2,000 2,000 329,473 173,427 9,626 44,421 873 1,526,569 2,084,388 16 16 84,288,982 $ $ $ $ $ $ $ $ $ 2013 Unaudited 950 6,950 7,000 43,102 7,500 720 39,190 54,265 159,677 3,490 3,490 325,153 126,127 57,114 882 1,679,274 2,188,551 85,362,544 $ $ $ $ $ $ $ $ $ 2014 Budget 500 10,000 3,000 2,000 500 65,000 85,000 166,000 4,000 4,000 357,486 271,641 64,762 931 1,524,028 2,218,848 86,103,954
Maintenance Maintenance Office Equipment Maintenance Contracts Maintenance Electrical Equip Maintenance Machinery & Tools Maintenance Vehicles Repair Parts Car Washes Maintenance Misc. Equipment Repair Of Overhead Doors Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Expenditure Recovery Expenditure Recovery
$ $ $
$ $ $
Revenues
2011 Actual Charges For Services Grant Revenue Licenses & Permits Miscellaneous $ $ 181,739 561,590 40,916 784,245 $ $ 2012 Actual 34,011 572,836 62,482 669,328 $ $ 2013 Unaudited 353,696 63,264 588,181 870,247 1,875,389 $ $ 2014 Budget 177,250 601,500 61,500 840,250
February 1, 2014
357
February 1, 2014
358

Budget 2013
Budget 2014
6 25 56 1 164 252
5 25 56 1 161 248
6 25 56 1 163 251
Assistant Chief Of Fire Battalion Chief Of Fire Captain Of Fire Chief Of Fire Lieutenant Of Fire
56,790.30 84,117.25 72,514.87 64,407.00 62,512.82
124,332.73 86,640.76 74,690.31 170,753.40 63,888.20
ADMINISTRATIVE SUPPORT 4 3 1 8 3 3 1 7 1 3 1 5 PROFESSIONALS 1 1 2 1 1 2 1 1 2 PROTECTIVE SERVICES 13 10 489 36 512 774 774 34 13 478 0 525 782 782 34 19 460 60 513 771 771 TOTAL FULL TIME TOTAL DIVISION Apprentice-Medic II Fire Apprentice-Medic III Fire Firefighter Fire Trainee* 46,904.64 48,404.64 53,890.36 10.50 47,281.78 49,781.78 55,507.07 10.50 Assistant Personnel Administrator Project Director 20,800.00 22,333.40 55,788.47 80,282.43 Principal Clerk Private Secretary Senior Clerk 14.88 10.00 12.47 20.10 21.21 16.58
* Denotes amount not included in Total Headcount
February 1, 2014
Department of Public Safety DIVISION OF EMERGENCY MEDICAL SERVICE

Nicole A. Carlton, Acting Commissioner
Division of Emergency Medical Service
359
Mission Statement To provide advanced out-of-hospital medical care and transportation to victims of illness or injury. We are committed to improving the quality of life in the City of Cleveland by maintaining the highest ethical and professional standards of pre-hospital care, treating our patients with dignity and respect, and caring for each patient as if they were a member of our own family. The Division of Emergency Medical Service (EMS) is responsible for providing advanced life support pre-hospital care and transportation to the appropriate medical facility for the City of Cleveland through a coordinated communications network in cooperation with the Department of Fire. The Division of EMS ensures that patients receive optimal care through an initial cadet training program, Certificate of Approval #1366 for continuing education and paramedic certification accredited by the State of Ohio Department of Public Safety, comprehensive performance improvement program, state of the art technologies, and medical oversight from prominent medical professionals throughout the greater Cleveland area. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ADMINISTRATION To plan, direct, coordinate, control, and evaluate all aspects of the Division of EMS. Prepare, plan, and coordinate the Division's operating and capital budgets. Recruit and hire employees; maintain disciplinary records, record payroll and personnel records. Maintain patient care records; provide copies for legal, medical and billing purposes. Conduct performance improvement activities and ensure quality service to the public. COMMUNICATIONS To effectively respond, control and direct all emergency communications via telephone, radio and data transmissions in a cooperative manner with the Division of Fire. Evaluate 9-1-1 calls for assistance through call prioritizing system designed to determine the call type, priority level and subsequent type of response for the Divisions of EMS and Fire. Provide pre-arrival patient care instructions to callers and coordinate appropriate third party resources to assist in the treatment and transportation of patients. Assist other City of Cleveland agencies in checking on the welfare of community members. EMPLOYEE TRAINING AND EDUCATION To plan, direct, coordinate, and assist in all educational activities in a consolidated and cooperative manner with the Division of Fire for all pre-hospital medical care, through State of Ohio Certificate of Approval #1366, for the Department of Public Safety, including state certification at all levels; including recertification, cadet training, continuing education, as well as, quality assurance/performance improvement. Provide initial cadet training for all divisional employees. Conduct State of Ohio recertification and continuing education programs and classes for all levels of pre-hospital providers. Conduct professional development activities for administrative, supervisory, field, and communications center employees. Provide professional recognized enhancement programs for all employees. Provide clinical experience for pre-hospital care providers through the Field Training Officer Program. Perform pre-hospital paramedic and EMT functioning testing as directed by the Department of Public Safety Medical Director. Implement and maintain divisional performance standards to patient care protocols, operating procedures, policies and procedures. Set performance benchmarks and monitor compliance to benchmarks. Conduct education and remediation for employee performance that is substandard to performance benchmarks.
ACTIVITIES:
February 1, 2014
360

OPERATIONS To respond to emergency scenes, in cooperation with the Division of Fire, to provide basic and advanced life support, transport patients to appropriate medical facilities, ensure preparedness and response for domestic terrorism. To respond to emergency scenes in a safe and expeditious manner. Provide basic and advanced pre-hospital medical interventions in accordance with State of Ohio Department of Public Safety guidelines. Transport patients to appropriate medical facilities. Document medical patient care and billing information to be used for performance review and service billing. Provide medical supply purchasing and distribution for the Divsions of EMS and Fire, and oversee logistical and technological support for all pre-hospital care functions. Provide supervisory oversight for all pre-hospital medical care and transportation. PUBLIC EDUCATION To plan, direct, and coordinate all awareness and educational activities for the general public in first aid, CPR, AED, 9-1-1 education, and general health screenings. Provide certification and training in first aid, CPR, and AED in accordance with established American Heart Association standards. Provide training and certification in babysitting in accordance with established RED Cross standards. Provide training in Safe Sitter courses. Function as community training center for the American Heart Association. Provide general health screenings for the general population through a series of coordinated neighborhood locations throughout the City of Cleveland. Promote general health and wellness education through cooperative efforts with other leading health agencies. Install and maintain all City of Cleveland AED's.
ACTIVITIES:
February 1, 2014

Expenditures
Salaries and Wages Full Time Permanent Military Leave Injury Pay Student Trainees Longevity Wage Settlements Separation Payments Overtime Deferred Overtime Payments $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies $ Utilities Brokered Gas Supply Data Communication (Telephone) Gas Electricity - Cpp Electricity - Other Security & Monitoring System $ Contractual Services Professional Services $ $ $ $ 2011 Actual $ 9,452,665 44,614 407,484 84,575 211,987 2,484,632 86,923 12,772,880 1,771,853 367,514 119,047 11,850 1,749,523 166,662 918,980 9,686 33,521 70,550 39,400 5,258,584 1,970 1,171 14,069 17,211 6,311 3,781 1 1,688 521 12,302 20,933 $ $ $ $ $ $ $ $ $ 2012 Actual 9,728,039 8,017 273,296 84,050 233,268 215,099 2,593,770 107,075 13,242,614 1,534,845 900 364,074 116,941 11,782 1,793,902 179,399 707,483 9,188 14,008 71,500 39,800 4,843,822 1,948 1,965 13,386 17,299 2,315 50 1,339 4 1,430 420 5,557 19,497 $ $ $ $ $ $ $ $ $ 2013 Unaudited 10,898,184 11,713 233 354,086 78,325 161,432 2,509,359 101,765 14,115,097 1,764,051 717 411,112 127,086 13,200 1,865,859 197,783 660,480 9,617 3,304 78,650 45,000 5,176,859 2,657 645 14,747 18,049 4,246 1,692 3 1,609 525 8,074 18,234 $ $ $ $ $ $ $ $ $
361
2014 Budget 11,954,115 275,000 78,650 200,000 2,000,000 102,500 14,610,265 2,150,343 481,906 148,429 14,500 2,017,437 215,043 611,769 10,580 20,000 94,100 52,400 5,816,507 4,000 750 15,000 19,750 5,095 2,030 3 1,656 500 9,284 19,000
February 1, 2014
362

2011 Actual 2012 Actual 3,304 6,436 4,512 2,288 $ $ 36,037 2,525 1,531 23,556 105 16,763 427,701 90,136 19,681 186,064 107,008 2,994 $ $ 878,064 114,493 34,359 1,307 $ $ $ $ 150,159 250 250 66,631 79,510 33,080 2,514 1,314,861 $ 1,496,595 $ $ $ $ $ $ $ $ $ 2013 Unaudited 4,750 4,105 1,009 28,098 484 11,852 765 18,528 318,282 75,429 24,765 367 50,885 76,616 714 1,099 579,786 128,626 28,812 2,353 159,791 500 500 60,251 66,097 47,717 1,178 1,573,233 1,748,477 $ $ $ $ $ $ $ $ $ 2014 Budget 7,500 5,000 2,500 34,000 1,000 2,500 20,000 300 1,500 20,000 380,000 100,000 30,000 500 85,000 125,000 40,000 3,500 809,300 140,000 30,000 2,000 172,000 1,800 1,800 66,243 69,814 54,107 1,244 1,378,997 1,570,405
Referee Services Janitorial Services Medical Services Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Postage Clothing Hardware & Small Tools Electrical Supplies Hygiene And Cleaning Supplies Medical Supplies Medical Equipment Printed Materials Other Supplies Safety Equipment Pharmaceutical Supplies Batteries Just In Time Office Supplies $ Maintenance Maintenance Contracts Maintenance Misc. Equipment Repair Of Overhead Doors $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $ 7,200 916 3,004 1,258 33,310 584 1,078 14,764 200 17,696 308,266 90,469 29,430 41,598 85,874 1,995 2,732 594,688 99,423 26,594 2,012 128,029 64,856 59,821 28,037 2,025 1,261,993 1,416,732
February 1, 2014

2011 Actual Expenditure Recovery Expenditure Recovery 2012 Actual 2013 Unaudited
363
2014 Budget
$ $ $
(1,459) (1,459) 20,232,276
$ $ $
20,670,398
$ $ $
21,834,731
$ $ $
23,043,311
Revenues
2011 Actual Charges For Services Grant Revenue Miscellaneous $ $ 11,581,602 31,448 11,613,051 $ $ 2012 Actual 12,098,575 59,110 12,157,686 $ $ 2013 Unaudited 11,630,122 5,873 181,776 11,817,771 $ $ 2014 Budget 11,535,300 5,200 11,540,500
February 1, 2014
364

Budget 2013
Budget 2014
1 0 1
1 1 2
1 1 2
Commissioner of Emergency Medical Service Office of Professional Standards Administrator
42,758.15 26,273.96
137,860.74 70,807.15
PROFESSIONALS 1 1 2 4 1 1 1 3 1 0 0 1 TECHNICIANS 30 8 213 0 17 268 273 273 22 1 189 21 14 247 252 252 30 0 211 0 17 258 261 261 TOTAL FULL TIME TOTAL DIVISION Emergency Medical Dispatcher Emergency Medical Dispatcher Trainee Emergency Medical Technician Emergency Medical Technician Trainee Emergency Medical Technician Supervisor 24,765.24 10.50 26,336.35 10.50 20,092.80 42,553.33 10.50 46,419.68 10.50 61,147.43 Administrative Manager Administrative Officer Principal Clerk 27,193.55 20,800.00 14.88 101,816.22 52,979.99 20.10
February 1, 2014
Department of Public Safety DIVISION OF ANIMAL CONTROL SERVICES

John D. Baird, Chief Animal Control Officer
Division of Animal Control Services
365
Mission Statement The City of Cleveland Division of Animal Control mission is to protect the safety of our residents by impounding stray dogs and nuisance wildlife. Promote responsible pet ownership through enforcement of city animal ordinances, pet identification, and animal adoption programs. Animal Control Services is responsible for responding to all calls for services or complaints concerning all dogs and nuisance wildlife. The Division is committed to the reduction of the Citys nuisance animal population by contracting services to trap and dispose of unwanted skunks, raccoons, opossums, and groundhogs. The Division is also committed to reducing the number of euthanized animals at the kennel by locating owners of lost dogs and promoting animal adoptions, rescues, and transfers to other shelters. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: ANIMAL CONTROL Enforce city ordinances. Respond to complaints regarding stray, vicious, and nuisance dogs. NUISANCE ANIMAL REMOVAL Reduce the number of the unwanted nuisance wildlife population that poses a safety risk to residents and their pets. Contract services to trap, remove, and dispose of nuisance skunks, raccoons, opossums, and groundhogs.
February 1, 2014
366

Expenditures
515,663 49,077 5,600 6,648 31,256
518,581 49,358 5,525 26,394 39,457
550,482 2,588 64,608 4,025 26,243 43,141
567,759 16,706 49,448 4,475 34,000
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Other Security & Monitoring System $ Contractual Services Professional Services Security Services Property Rental $ Materials & Supplies Office Supplies Hardware & Small Tools Small Equipment $ $ $ $ $
608,244 118,590 7,049 6,894 719 83,420 7,175 19,352 581 7,569 2,500 3,675 257,524 156 156 8,317 5,648 8,750 22,714 176,223 465 176,688 1,006 1,201 6,483
$ $
639,315 97,778 10,190 6,547 707 86,432 7,567 27,464 584 1,802 2,500 3,675
$ $
691,087 121,048 16,856 7,915 762 89,280 8,948 9,231 579 667 2,600 3,325
$ $
672,388 134,435 18,112 8,497 731 97,411 9,750 30,921 569 2,500 3,850
$ $ $ $
245,246 176 176 4,414 3,063 9,037 465
$ $ $ $
261,212 131 150 281 7,797 4,296 8,908 476
$ $ $ $
306,776 1,000 150 1,150 9,355 5,155 9,186 500
$ $
16,978 120,290 119
$ $
21,476 210,414 5,664
$ $
24,196 200,000
$ $
120,409 484 7,416
$ $
216,078 874 7,022
$ $
200,000 1,620 9,800
February 1, 2014

2011 Actual Hygiene And Cleaning Supplies Lumber, Glass, And Drywall Medical Supplies Other Supplies Safety Equipment Just In Time Office Supplies $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ 3,921 8 17,896 10,457 3,197 373 44,542 5,672 6,291 5,783 1,676 67,955 87,377 1,197,245 $ $ $ $ $ $ 2012 Actual 3,598 19,105 9,918 5,940 974 47,435 6,614 9,270 7,604 1,342 81,591 106,422 1,175,981 $ $ $ $ $ $ 2013 Unaudited 4,470 22,482 10,308 2,778 1,636 49,571 500 500 8,433 6,775 5,979 1,926 68,428 91,541 1,331,746 $ $ $ $ $ $
367
2014 Budget 7,000 23,000 15,000 3,750 1,800 61,970 9,271 12,059 6,780 2,032 77,695 107,837 1,374,317
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 30,310 780 31,090 $ $ 2012 Actual 26,268 780 27,048 $ $ 2013 Unaudited 40,648 8,601 49,249 $ $ 2014 Budget 45,000 780 45,780
February 1, 2014
368
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 ADMINISTRATION SUPPORT 2 2 2 2 2 2 PROTECTIVE SERVICES 10 10 10 10 10 10 SERVICE & MAINTENANCE 1 1 1 1 1 1 TECHNICIANS 1 1 15 1 1 15 1 1 15 TOTAL FULL TIME PART TIME 2 1 0 3 18 2 0 1 3 18 2 1 1 4 19 Animal Control Officer Registered Animal Health Technician Student Assistant TOTAL PART TIME TOTAL DIVISION 11.04 10.00 10.00 Registered Animal Health Technician 10.00 Custodial Worker 10.00 Animal Control Officer 11.04 Senior Clerk 12.47 Chief Animal Control Officer 20,800.00 Minimum
369
Maximum
82,076.73
16.58
17.47
15.12
16.38
17.47 16.38 11.04
February 1, 2014
370
Department of Public Safety DIVISION OF CORRECTION

David Carroll, Acting Commissioner
Division of Correction
Mission Statement To provide facilities for the incarceration of persons who have been arrested and convicted of crimes and sentenced by the court system. The Division of Correction is charged with the responsibility of booking, processing, security, care, custody and housing of persons arrested and those committed to our custody by the Courts. Limited rehabilitation programs are provided for select residents. Features of these programs include Drug and Alcohol Rehabilitation programs, General Education Development (GED) classes and court-sponsored work release programs. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: ALCOHOLICS ANONYMOUS Facilitate same sex fellowship groups who share their experiences, strengths and hopes in an effort to solve their common problem and help others to recover from alcoholism. Small and large facilitated discussion groups. CUSTODIAL CARE To ensure a sufficient level of security personnel to exercise control over the inmate population while providing adequate, safe, humane housing and board. Provide constant surveillance of all inmates to guarantee control and order. Maintain facilities according to state codes. Provide adequate medical care for all persons committed to the Institution. GENERAL EDUCATION DEVELOPMENT To offer classes to both female and male residents the opportunity to obtain or complete general education and obtain a GED diploma. Small and large facilitated same sex classroom learning environment. SCHOOL RELEASE (COURT SPONSORED) Allow resident to maintain education/training, primarily colleiate level, during their incarceration. Once approved by the Court, Social Worker, and Commissioner the resident may attend a prior approved educational facility for classes and/or training. WORK RELEASE (COURT SPONSORED) Allow resident to maintain employment during their incarceration. Once approved by the Court, Social Worker, and Commissioner a resident will travel by bus or pre-arranged transportation to their job which has been previously verified for approval.
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Part-Time Permanent Injury Pay Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Police & Firemens Disab & Pens Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Other $ Contractual Services Professional Services Mileage (Private Auto) Medical Services Parking In City Facilities Property Rental $ $ $ $ 2012 Actual 2013 Unaudited
371
2014 Budget
5,395,969 135,612 48,900 43,775 1,205,957 6,830,214 1,239,985 197,494 84,728 8,637 968,566 3,305 94,736 705,939 7,099 35,163 47,590 59,150 3,452,393 394 394 36,263 16,623 108,568 161,454 858,790 1,728,390 649 40,800
5,187,168 28,237 83,009 47,925 49,266 1,421,698
4,905,626 328,690 74,233 44,700 85,057 1,494,327
5,718,094 349,016 50,000 97,125 94,790 1,100,000
$ $
6,817,303 1,148,416 203,793 81,856 8,433 948,703 94,814 578,454 6,680 35,675 44,984 55,175
$ $
6,932,633 1,065,085 214 192,502 74,537 7,632 925,116 96,772 591,342 5,953 15,134 40,103 48,750
$ $
7,409,025 1,368,880 255,014 91,720 8,700 1,023,993 106,056 482,639 6,185 22,000 48,010 54,930
$ $
3,206,983 210
$ $
3,063,140 400
$ $
3,468,127 10,000 200 300
$ $
210 17,954 11,930 85,425
$ $
400 26,733 11,994 94,320
$ $
10,500 32,080 14,391 97,150
$ $
115,309 590,123 1,343,695 34,000
$ $
133,048 663,937 2,302,547 850 40,800
$ $
143,621 665,000 200 1,900,000 1,000 45,000
February 1, 2014
372

2011 Actual 2012 Actual 15,000 $ $ 1,982,818 3,004 16,823 2,496 1,118 60,114 608 575,691 2,352 95,347 1,545 3,758 1,000 $ $ 763,855 34,270 1,500 $ $ $ $ 35,770 1,516 1,516 15,614 39,437 999 41,565 271 60,540 $ $ 158,426 13,082,190 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 16,300 221 3,024,655 893 17,526 155 3,480 963 1,055 74,821 308 1,225 416,477 403 3,092 109,301 2,100 500 115 632,412 30,516 2,350 32,866 2,599 2,599 15,970 32,459 778 36,068 358 43,841 129,474 13,951,227 $ $ $ $ $ $ $ $ $ $ 2014 Budget 15,000 200 377 2,626,777 4,000 18,000 500 5,000 1,000 1,000 70,000 900 5,000 600,000 1,000 10,000 100,000 5,000 5,500 1,350 828,250 40,000 7,200 3,000 50,200 3,000 3,000 17,558 31,734 40,898 378 63,091 153,659 14,693,159
Other Contractual Indigent Relief Bank Service Fees $ Materials & Supplies Office Supplies Clothing Hardware & Small Tools Small Equipment Office Furniture & Equipment Electrical Supplies Hygiene And Cleaning Supplies Painting Equipment & Supplies Medical Supplies Food Photographic Supplies Other Supplies Pharmaceutical Supplies Just In Time Office Supplies Building Maintenance Supplies Misc Maintenance Supplies $ Maintenance Maintenance Contracts Maintenance Fire Apparatus Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $ $
77,068 2,705,697 8,558 41,387 1,632 72,009 508,496 18 80,795 344 713,238 20,743 50 20,793 1,414 1,414 16,767 24,703 51,315 320 72,623 165,728 14,051,324
February 1, 2014

Revenues
2011 Actual Charges For Services Miscellaneous $ $ 9,947 196 10,143 $ $ 2012 Actual 17,838 832 18,670 $ $ 2013 Unaudited 8,489 88,538 97,027 $ $
373
2014 Budget
February 1, 2014
374

Budget 2013
Budget 2014
12 12
12 12
12 12
Correctional Supervisor
20,800.00
51,187.90
ADMINISTRATIVE SUPPORT 1 1 1 1 4 1 1 1 1 4 1 1 1 1 4 PROFESSIONALS Accountant III 1 2 2 1 6 1 2 2 1 6 1 2 2 1 6 PROTECTIVE SERVICE 119 119 94 94 119 119 SERVICE & MAINTENANCE 2 8 1 1 1 13 2 6 1 1 1 11 2 8 1 1 1 13 Cook Guard Head Cook Mechanical Handyman Municipal Service Laborer 13.77 10.00 10.00 16.62 15.95 15.94 17.39 17.65 18.62 17.95 Correctional Officer 12.18 18.39 Budget Analyst Caseworker II Project Coordinator Senior Personnel Assistant 15.48 20,800.00 14.03 27,325.56 20,800.00 24.58 53,011.19 20.20 90,294.89 50,162.59 Chief Clerk Private Secretary Senior Clerk Storekeeper 22,050.00 10.00 12.47 16.66 47,550.25 21.21 16.58 20.76
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 TECHNICIANS 1 1 2 156 1 0 1 128 1 1 2 156 TOTAL FULL TIME PART TIME 0 0 156 16 16 144 20 20 176 Correctional Officers TOTAL PART TIME TOTAL DIVISION 12.18 Practical Nurse Recreational Instructor III 17.98 10.00 Salary Schedule Position Minimum
375
Maximum
19.98 19.16
18.39
February 1, 2014
376
Department of Parks, Recreation, and Properties DIVISION OF RESEARCH, PLANNING, AND DEVELOPMENT
Donald Kasych, Acting Commissioner
Division Department of Research, of Parks, Planning, Recreation, and and Development Properties
Mission Statement We enhance the lives of City of Cleveland residents through the planning, design, and development of safe, maintainable, attractive, state of the art parks, playgrounds, landscapes, and recreational facilities in accordance with an established citywide vision for parks and recreation. PROGRAM NAME: OBJECTIVES: ACTIVITIES: SITE DEVELOPMENT Provide landscape architectural/site planning capabilities and plan and develop park and recreational amenities that are of the greatest value to the community. Implement the Citys park and recreation Capital Improvement Program. Develop park and recreation site/planning/landscape architectural project feasibility reports, preliminary plans, cost estimates, recommendations, and implementation strategies. Design and develop detailed site improvement drawings and specifications for the improvement or rehabilitation of all exterior departmental facilities including urban parks, playgrounds, sports facilities, playfields, plazas, parking facilities, cemeteries, etc., along with the construction supervision and contract administration for same. Engage the community on capital projects at appropriate levels. RESEARCH AND PLANNING Develop, plan, coordinate, and support the departmental Capital Improvement Program and related research activities including preparing planning studies. Monitor/manage project budgets for all Departmental capital projects in conjunction with Department of Finance/Capital Manager. Research, prepare, and coordinate various planning, capital, and recommendation reports. Prepare grant applications for Federal, State, local, or other capital improvement programs and administer the grant including consultant management, invoices, reporting, etc. Prepare property adoption agreements, and work with Law Department on legal documents such as leases, grant agreements, etc. related to capital improvement projects implemented by the Division of RP&D.
February 1, 2014
Expenditures
2011 Actual Salaries and Wages Full Time Permanent Injury Pay Longevity $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Professional Dues & Subscript Contractual Services Mileage (Private Auto) Parking In City Facilities Property Rental $ Materials & Supplies Office Supplies Other Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From M.V.M. $ $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
377
2014 Budget
333,783 1,521 2,675 337,979 49,735 12,285 3,572 331 48,121 3,882 7,402 270 125,598 525 525 477 115 2,470 3,062 917 725 1,642 3,724 4,168 4,019 11,910 480,716
$ $
$ $
$ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $ $ $
$ $
$ $
$ $
Revenues
February 1, 2014
378
February 1, 2014
Department of Public Works DIVISION OF PUBLIC WORKS ADMINISTRATION

Michael E. Cox, Director
Division Department of Public Works of Public Administration Works
379
Mission Statement Provide a sustainable, proactive approach to service delivery and recreational activities, which improves the quality of life for our residents and visitors. Provide consistent quality service, clean neighborhoods and safe right of ways for pedestrians, motorists, and visitors that make our city a better place to live, work and play. Operate and maintain clean, accessible, vibrant public spaces for exploration, relaxation, and exercise, while connecting culturally diverse venues of sports, entertainment, and educational experiences. The Department of Public Works is responsible for planning, constructing, operating, and maintaining all city-owned parks, playgrounds, recreation centers, golf courses, cemeteries, Rockefeller Greenhouse, parking facilities, Markets, and the Cleveland Public Auditorium and Stadium; operation of moveable bridges and viaducts; maintenance and repair of all streets and bridges including cleaning, snow removal and ice control, crack sealing and maintenance of all streets and boulevards; maintenance of all traffic control devices, determination and layout of all parking restrictions, design and placement of all traffic markings, traffic signs and traffic control devices; collection and control of all solid waste and recycling; purchase, repair and maintain the City's vehicle fleet. This Department also coordinates the functions of its Divisions with other Departments and offices of the City, and with Federal, State, County, and neighboring municipal agencies. PROGRAM NAME: OBJECTIVES: ADMINISTRATION Control and supervise all activities and personnel of the Office of Administration; shall coordinate departmental support for the various divisions of the Department of Public Works in the areas of personnel, legislation, budgeting, purchasing, information technology and in such additional areas as are determined to be necessary by the Director of Public Works for the efficient operation of the Department; and shall perform such other duties as may from time to time be required by ordinance or by the Director of Public Works. Coordinate and enforce all personnel, budget & purchasing, legislation and information technology policies and procedures. Enforce disciplinary actions, prepare and monitor budget revenue and expenditures. Manage technology projects and department specific software/hardware functions. Prepare and process legislation for the Department. OPERATIONS To provide successful management of all operational activities with the Department of Public works. Coordinate the operations of the divisions of Motor Vehicle, Park Maintenance, Parking Facilities, Property Management, Streets, Traffic Engineering, and Waste Collection. RECREATION AND SPECIAL EVENTS To coordinate and manage events within the City of Cleveland. To improve community awareness of programs and activities provided by the Department of Public Works. To provide recreation and leisure opportunities at the City's recreation facilities for Cleveland area residents of all ages. To provide a venue for meetings, trade shows and theatrical events. Schedule vendor meetings as needed to ensure vendors have the required information to carry out events. Establish event calendars and other promotional literature to market department assets. Provide year round recreation programming and activity. Provide efficient operation of the Public Auditorium and the West Side Market.
ACTIVITIES:
ACTIVITIES:
February 1, 2014
380

Expenditures
425,969 3,175
1,794,901 14,800 47,322 2,295
1,946,646 14,450 1,585 2,830
2,033,292 14,800
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Contractual Services Parking In City Facilities Insurance And Official Bonds Property Rental Other Contractual $ Materials & Supplies Office Supplies Hygiene And Cleaning Supplies Other Supplies Special Events Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System $ $ $ $
429,144 44,930 9,095 3,272 391 59,776 4,132 7,274 311 129,181 5,056 110,466 1,122 116,644 460 139 100 699 15,679 202
$ $
1,859,317 260,000 180 44,706 17,715 1,800 246,228 20,196 6,576 1,495 400 150
$ $
1,965,510 292,028 250 49,495 19,543 1,975 294,788 24,610 27,382 1,424 1,728 400 150
$ $
2,048,092 335,337 55,132 21,537 2,170 286,733 28,155 31,000 1,548 400 150
$ $
599,448 5,081 100 166,347
$ $
713,773 3,128 166,347
$ $
762,162 3,300 250 166,986
$ $
171,528 1,180 2,735
$ $
169,475 74 1,180 3,568
$ $
170,536 200 1,180 3,000
$ $
3,915 16,746 202
$ $
4,822 15,655 1
$ $
4,380 17,212
February 1, 2014

2011 Actual Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ 5,777 1,715 1,080 24,454 700,122 $ $ 2012 Actual 6,149 1,055 56 24,209 2,658,417 $ $ 2013 Unaudited 8,685 213 436 24,990 2,878,570 $ $
381
2014 Budget 9,848 225 561 27,846 3,013,016
Revenues
2011 Actual Charges For Services Miscellaneous Sale Of City Assets $ $ 102,689 5,085 70,000 177,774 $ $ 2012 Actual $ $ 2013 Unaudited 76,973 7,717 84,690 $ $ 2014 Budget 45,000 45,000
February 1, 2014
382

Budget 2013
Budget 2014
1 1 1 1 1 1 1 7
2 1 1 1 1 1 1 8
2 1 1 1 1 1 0 7
Asst. Director of Public Works Deputy Commissioner of Recreation Director of Public Works Manager of Administration Manager of Events Manager of Marketing Secretary to the Director 26,273.96 50,795.81 40,314.82 23,647.11 30,214.95 36,590.39 82,493.55 176,729.77 121,901.44 78,080.22 103,869.21 142,340.94
ADMINISTRATIVE SUPPORT 1 1 2 3 1 8 1 1 2 3 1 8 1 1 2 3 1 8 PROFESSIONALS 1 1 4 1 1 1 3 1 1 2 2 2 2 22 0 1 4 1 1 1 3 1 0 2 2 2 2 20 0 1 4 1 1 1 4 1 1 2 3 2 2 23 Accountant IV Administrative Manager Assistant Administrator Assistant Manager of Audit Cont/Per Assistant Manager of Marketing Assistant Manager of Recreation Budget Analyst Data Base Administrator Deputy Project Director Personnel Administrator Project Coordinator Senior Budget and Management Analyst Senior Personnel Assistant 20,800.00 27,193.55 20,800.00 20,092.80 20,800.00 20,092.80 20,800.00 39,937.34 20,092.80 26,273.96 27,325.56 26,273.96 20,800.00 59,419.42 101,816.22 56,847.22 58,837.68 56,847.22 56,847.22 53,011.19 109,791.53 62,836.42 82,493.55 90,294.89 78,265.22 50,162.59 Chief Clerk Senior Clerk Principal Clerk Junior Personnel Assistant Private Secretary to the Director 22,050.00 12.47 14.88 20,800.00 20,800.00 47,550.25 16.58 20.10 39,367.76 47,550.25
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 TECHNICIANS 1 1 38 38 1 1 37 37 1 1 39 39 TOTAL FULL TIME TOTAL DIVISION Accident & Safety Inspector 20.36 Salary Schedule Position Minimum
383
Maximum
22.36
February 1, 2014
384
Department of Public Works DIVISION OF RECREATION

Samuel Gissentaner, Commissioner
Division of Recreation
Mission Statement To provide recreation opportunities for Cleveland area residents of all age groups. The Division of Recreation operates 18 recreation centers, 1 outpost (Alta House), 1 arts center, 17 indoor pools, 22 outdoor pools, permits 155 ball-fields, (4 ball-field complexes), 1 outdoor ice skating rink, 1 indoor roller skating rink, 1 residential camp, and 2 golf courses. Each facility provides recreational opportunities for all ages and interest groups. The involvement of neighborhood residents will continue to be a priority via advisory councils that assist with program and evaluation. PROGRAM NAME: OBJECTIVES: ACTIVITIES: CAMPING To provide recreational opportunities for youth services involving camping and other outdoor environmental activities. Operate a summer residential camp program for youth between the ages 9 to 13. Conduct a day camp program for seniors in conjunction with various senior centers throughout the City of Cleveland. Conduct a holistic life program for youth in Conjunction with Cleveland Public Schools. CULTURAL ARTS To provide cultural arts to City residents. Organize programs in drama, dance, painting, drawing, cartoon arts, ceramics, and weaving. FOOD SERVICE PROGRAM To supplement the dietary requirements of children. Provide free meals for City of Cleveland youth 18 years of age and under for both after school and Summer meals. ORGANIZED SPORTS To provide ongoing planning, development and coordination of a variety of sports programs, both competitive and non-competitive. Promotes league play in basketball, baseball, softball, football, soccer etc. RECREATION CENTERS To provide year around recreation facilities and programs to City residents. Operate and maintain recreation centers. SUMMER PROGRAMS To provide supplemental recreation activities to City residents during the summer season. Conduct activities in pools, ball-fields, and in recreation centers.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Seasonal Part-Time Permanent Injury Pay Student Trainees School Guards Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Security & Monitoring System Contractual Utilities $ $ $ $ 2012 Actual 2013 Unaudited
385
2014 Budget
4,299,885 816,037 670,409 591 43,675 73,860 91,992 5,996,449 828,679 174,815 61,605 8,820 836,203 74,166 241,597 5,640 114,811 800 1,950 2,349,086 660 660 516,136 355,978 840,863 155,518 11,235 94,933 1,974,663
3,742,486 913,201 943,180 102 3,137 4,370 37,975 50,985 141,866
3,468,248 996,412 1,157,945 1,080 37,925 105,196 83,216
3,856,073 977,221 998,577 40,000 30,000 72,900
$ $
5,837,302 747,710 180 161,800 56,566 7,631 812,845 74,601 199,779 4,824 89,993 400 1,575
$ $
5,850,023 684,284 145,466 48,890 6,566 815,699 77,898 194,751 3,929 41,255 400 1,200
$ $
5,974,771 838,993 173,886 57,782 7,554 829,484 82,313 132,500 4,425 50,000 400 1,650
$ $
2,157,903 300
$ $
2,020,337 559 435
$ $
2,178,987 180 300 360
$ $
300 257,902 236,279 1,066,568 122,186 25,136 37,403
$ $
994 367,805 222,844 985,086 135,402 9,999 42,595
$ $
840 441,366 267,413 1,014,640 139,464 15,000 99,000
1,745,474
1,763,731
1,976,883
February 1, 2014
386

Contractual Services Professional Services Mileage (Private Auto) Parking In City Facilities Other Contractual
23,033 1,164 13,891 1,272,721
27,197 1,076 8,458 1,461,369
20,302 533 11,089 1,284,443
33,780 1,000 7,840 1,281,609
$ Materials & Supplies Office Supplies Computer Hardware Chemical Clothing Hardware & Small Tools Small Equipment Electrical Supplies Hygiene And Cleaning Supplies Aquatics (Pool) Supplies Playground Equipment And Suppl Medical Supplies Food Paper And Other Printing Suppl Other Supplies Arts & Crafts Supplies Sporting Goods Supplies Just In Time Office Supplies Building Maintenance Supplies $ Maintenance Maintenance Contracts Maintenance Machinery & Tools Maintenance Fire Apparatus Car Washes Maintenance Misc. Equipment Maintenance Building $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro $ $ $
1,310,809 2,968 77,350 3,049 1,456 4,756 3,277 26,868 12,689 2,196 30,270 8,729 17,302 19,574 1,042 211,526 3,760 8,000 4,000 449 4,575 20,784 84,852 1,387 23,353
$ $
1,498,100 77,515 8,175 1,000 5,478 28,363 8,204 7,997 29,792 1,373 20,127 17,537 16,634 4,561 2,758
$ $
1,316,367 636 73,578 2,953 3,196 5,975 1,395 29,645 14,890 1,166 31,661 174 709 25,290 34,343 3,130
$ $
1,324,229 102,400 7,835 8,000 2,250 3,600 27,000 15,000 1,350 27,000 1,350 3,800 25,000 30,000 8,300
$ $
229,513 3,996 8,398 2,394 3,775 300
$ $
228,740 3,760 6,870 3,101 569 3,975
$ $
262,885 3,600 8,000 7,000 450 4,000
$ $
18,863 102,945 1,965 2,880 24,130
$ $
18,275 164,712 1,187 1,307 20,004
$ $
23,050 181,090 6,347 22,682
February 1, 2014

2011 Actual Charges From Central Storeroom Charges From M.V.M. Charges From Waste Collection $ $ 1,002 172,440 18,357 301,392 12,165,370 $ $ 2012 Actual 593 202,190 19,204 353,907 11,841,361 $ $ 2013 Unaudited 993 121,896 17,403 327,501 11,525,967 $ $
387
2014 Budget 1,047 176,982 20,000 408,148 12,149,793
Revenues
2011 Actual Charges For Services Grant Revenue Licenses & Permits Miscellaneous $ $ 17,427 9,178 91,903 118,508 $ $ 2012 Actual 94,275 3,092 29,608 126,975 $ $ 2013 Unaudited 7,600 26,287 542 90,388 124,817 $ $ 2014 Budget 15,000 9,000 24,000
February 1, 2014
388

Budget 2013
Budget 2014
1 2 6 9 11 1 2 14 1 5 1 1 23 31 1 0 1 20 1 30 3 54 109 188 216 513
1 1 6 8 9 1 2 12 1 4 1 0 23 29 0 1 1 17 0 31 1 49 99 74 9 182
1 2 6 9
Commissioner of Recreation Deputy Commissioner of Recreation Manager of Recreation ADMINISTRATIVE SUPPORT
42,758.15 26,273.96 40,000.00
147,661.45 82,493.55 78,080.22
11 1 2 14
Junior Clerk Private Secretary Secretary PROFESSIONALS
11.97 10.00 10.00
14.14 21.21 17.69
1 4 1 1 23 30
Administrative Manager Assistant Manager of Recreation Deputy Project Director Project Coordinator Recreation Center Manager SERVICE & MAINTENANCE
27,193.55 20,092.80 20,092.80 27,325.56 32,500.00
101,816.22 56,847.22 62,836.42 90,294.89 71,750.00
0 1 1
Municipal Service Laborer Real Estate Maintenance Man TECHNICIAN
15.95 16.86
17.95 18.86
20 0 34 1 55 109 188 261 558
Physical Director Recreation Instructor I Recreation Instructor II Recreation Instructor III TOTAL FULL TIME TOTAL PART TIME TOTAL SEASONAL* TOTAL DIVISION
10.00 10.00 10.00 10.00
19.93 17.45 18.11 19.16
* Seasonals are reflected during peak periods May - September
February 1, 2014
Department of Public Works DIVISION OF PROPERTY MANAGEMENT

Thomas A. Nagel, Commissioner
Division of Property Management
389
Mission Statement Provide the City of Clevelands various general fund and selected enterprise units a facilities maintenance service to propagate clean, safe and energy efficient facilities PROGRAM NAME: OBJECTIVES: BUILDING OPERATIONS & MAINTENANCE To provide equipment operators and repair technicians for building HVAC, emergency systems and equipment, power distribution, lighting, and other functions necessary to operate a public facility. Operate chillers, boilers, and fans. Maintain comfortable building interior temperatures throughout the various seasons. Maintain emergency systems in readiness and keep operational during actual emergencies. Perform the various maintenance and repair functions needed to keep a public facility operational. CAPITAL REPAIRS & IMPROVEMENTS To provide in-house labor for emergency repairs and planned improvements to City buildings infrastructures. Repair, replace and/or add large mechanical, electrical, and plumbing systems and equipment. Perform related duties upon doors, windows, roofs, walls, ceilings, sidewalks, driveways, sewers and landscape irrigation systems. Remodel interior spaces to accommodate changes in use of the facility or changes to existing operations. FACILITIES SECURITY Provide point of entry security at City Hall and Hough Multi Purpose buildings. Assign Guards to these buildings during operating hours for the purpose of public safety while visiting the facility. Maintain electronic surveillance systems, security and burglar monitoring systems. HOUSEKEEPING SERVICES To provide for routine and daily cleaning of selected facilities throughout the city. Assign Custodial personnel at facilities in need of daily cleaning due to heavy use by the general public and/or employees. Provide roving cleaning crews weekly to facilities that do not have a heavy usage pattern. Facilitate the timely removal of trash from buildings and provide preventive pest control.
ACTIVITIES:
February 1, 2014
390

Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Injury Pay Longevity Separation Payments Overtime
3,278,198 34,099 38,350 90,497 231,466
3,286,906 35,000 2,333 30,875 39,629 260,319
3,588,557 36,738 27,400 52,355 230,483
3,721,198 36,500 28,800 184,979
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Tuition & Registration Fees Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Steam Security & Monitoring System $ $ $ $
3,672,610 562,735 110,277 39,751 4,185 502,586 47,154 321,443 3,304 17,816 2,170 1,350 8,025 1,620,796 150 230 380 11,616 38,532 447,059 382,548 925,503 348 1,805,606
$ $
3,655,061 518,850 60 107,743 37,699 4,002 504,649 47,790 155,804 3,158 3,894 2,010 1,050 7,300
$ $
3,935,532 562,943 110,029 38,907 4,125 522,902 52,803 260,210 3,000 2,250 750 7,525
$ $
3,971,477 613,428 114,492 40,992 4,429 556,007 55,781 111,845 3,055 2,780 900 7,550
$ $ $ $
1,394,009 360 360 19,010 14,394 450,287 335,687 926,038 4,400
$ $ $ $
1,565,444 470 470 23,854 11,643 443,381 282,380 899,458
$ $ $ $
1,511,259 650 650 1,300 28,626 13,975 456,685 290,855 920,171
1,749,816
1,660,716
1,710,312
February 1, 2014

2011 Actual Contractual Services Professional Services Security Services Medical Services Parking In City Facilities Other Contractual $ Materials & Supplies Office Supplies Chemical Clothing Hardware & Small Tools Boilers, Heaters & Cool Equip Electrical Supplies Hygiene And Cleaning Supplies Plumbing Supplies And Equip Heating And Air Filters Medical Supplies Other Supplies Safety Equipment Just In Time Office Supplies Building Maintenance Supplies $ Maintenance Maintenance Contracts Maintenance Machinery & Tools Maintenance Fire Apparatus Maintenance Utility Systems Maintenance Building $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Water Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom $ $ $ 2012 Actual 2013 Unaudited
391
2014 Budget
67,059 5,521 38,303 110,882 442 4,544 4 16,850 124,192 62 310 142 2,569 149,115 2,000 43,798 30,000 2,251 78,049 31,949 3,835 461 5,133 51
45,708 4,681 534,800
270,000 65,645 74 4,843 53,755
75,000 3,600 34,800
$ $
585,188 9,651 14,355 98,467 12,000 17,304 1,254 6,768
$ $
394,317 5,200 34,691 154,865 4,547 10,000 1,490 11,558
$ $
113,400 4,500 10,000 1,000 45,000 165,000 5,000 800 2,500 1,750 14,950
$ $
159,798 132,439 70,000 1,000 5,784
$ $
222,351 2,940 117,641 70,000 1,075 32,500
$ $
250,500 5,400 125,000 70,000 1,000 8,100
$ $
209,222 31,269 3,136 922 2,912 67
$ $
224,156 30,937 307 3,094 70
$ $
209,500 34,013 9,520 450 900 3,508 74
February 1, 2014
392

2011 Actual 2012 Actual 140,792 5,118 $ $ 184,217 7,937,672 $ $ 2013 Unaudited 100,254 2,185 136,848 8,139,834 $ $ 2014 Budget 133,978 10,000 192,443 7,960,191
Charges From M.V.M. Charges From Waste Collection Charges From Parks Maintenance $ $
134,832 12,802 116 189,179 7,626,617
Revenues
2011 Actual Charges For Services Grant Revenue Miscellaneous $ $ 469,517 1,383,724 1,853,241 $ $ 2012 Actual 537,939 869,402 1,407,341 $ $ 2013 Unaudited 484,238 5,001 1,112,033 1,601,272 $ $ 2014 Budget 425,000 1,300,000 1,725,000
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 3 1 1 1 3 1 1 1 3 ADMINISTRATIVE SUPPORT 1 1 0 0 1 1 PROFESSIONALS 1 2 1 6 10 1 2 1 5 9 1 2 1 6 10 SERVICE & MAINTENANCE 27 1 1 1 2 1 9 42 26 1 1 0 2 1 9 40 27 2 1 0 2 1 9 42 SKILLED CRAFT 1 2 1 1 4 2 1 1 1 1 1 4 2 1 1 2 1 1 4 2 1 Chief Building Stationary Engineer Carpenter Carpenter Unit Leader Cement Finisher Electrical Worker Painter Painter Foreman 19.80 36.13 37.37 36.67 45.13 31.86 33.11 Custodial Worker Custodial Worker Supervisor Custodian Greenskeeper Guard Mechanical Handyman Municipal Service Laborer 10.00 18.72 26,273.96 20.97 10.00 16.62 15.95 Administrative Manager Assistant Custodian Building Manager Building Stationary Engineer 27,193.55 20,800.00 23,647.11 18.52 Private Secretary 10.00 Commissioner of Property Management Manager of Enterprise Unit Manager of General Maintenance 45,201.46 23,647.11 23,647.11 Minimum
393
Maximum
146,558.11 78,080.22 78,080.22
21.21
101,816.22 48,464.13 78,080.22 19.33
15.12 20.72 70,807.15 22.97 17.39 18.62 17.95
20.64 45.15 46.30 45.84 56.41 39.82 40.82
February 1, 2014
394

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 1 5 1 1 1 20 72 1 73 Salary Schedule Position Plasterer Plumber Plumber Foreman Roofer Sheetmetal Worker TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Minimum 35.46 44.18 45.43 36.72 45.23 Maximum 44.33 55.23 56.73 45.90 56.54
Budget 2013 1 6 0 1 1 21 77 1 78
Budget 2014 1 5 1 1 1 21 77 1 78
February 1, 2014
Department of Public Works DIVISION OF PARK MAINTENANCE AND PROPERTIES

Richard L. Silva, Commissioner
Division of Park Maintenance and Properties
395
Mission Statement To provide the City and its neighborhoods with safe and well-maintained parks,trees, gardens, vacant lots, and cemeteries. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: CEMETERY MAINTENANCE & SERVICES To provide for burials and maintenance to Clevelands Cemetery properties. Maintain grounds. Provide burial services. FIELD MAINTENANCE To maintain athletic fields and other grounds. To drag and line ball diamonds to maintain athletic recreational fields and properties. HORTICULTURE, MALL, AND CULTURAL GARDENS To operate the City Greenhouse. Develop and maintain an awareness and appreciation of natural foliage in formal gardens and park areas. Propagate plant material for seasonal displays. Plant and maintain formal gardens, plazas, malls, and other formal park areas. Provide educational and recreational programs related to horticulture and plant life development. LOT CUTTING AND CLEANING To keep vacant lots within the City aesthetically pleasing and to eliminate health and safety hazards. Cut weeds and remove debris from vacant lots. Investigate Protests related to bills for Vacant Lot cleaning activities. PARKS GROUND MAINTENANCE To provide pleasant and attractive public areas. Cut grass, seed, edge, prune trees and underbrush, mulch, remove debris, etc. SNOW REMOVAL To provide access around City Hall, Public Square and quadrants, Malls A, B and C, and other City facilities as directed Remove snow from around recreation centers, sidewalks, parking lots, walkways, bus stops and fire hydrants on City property. URBAN FORESTRY To provide a safe and hazard-free urban forest while striving to preserve its natural beauty. Remove dead and hazardous trees. Prevent unsafe conditions relating to tree growth. Trim trees for clearance of streetlights, traffic signals and signs, pedestrian and vehicular traffic, as well as building clearance. Remove overgrown tree roots that cause raised sidewalks, and overgrown tree lawns. Provide public information regarding the care of trees to concerned citizens.
PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
February 1, 2014
396

VEHICLE AND EQUIPMENT REPAIR To provide mechanical services to off road equipment and vehicles (first echelon maintenance). Repair mowers, tractors, trimmers, turf vacs, leaf blowers, weed eaters, chain saws, mounted equipment, and assorted hand held equipment. WAREHOUSE / OPERATIONS HEADQUARTERS To provide and accurately define the duties and assignments of personnel in order to provide maximum service levels and to provide adequate storage and maintenance of tools and equipment. Planning research reports and deliveries. Maintain the warehouse and its grounds.
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Seasonal Part-Time Permanent Injury Pay Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Tuition & Registration Fees Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other Steam Security & Monitoring System $ Contractual Services Professional Services Referee Services Waste Disposal $ $ $ $ $ 2012 Actual 2013 Unaudited
397
2014 Budget
4,744,940 427,707 2,127 58,200 74,620 117,904 5,425,497 1,003,391 171,225 69,034 6,446 750,158 64,379 305,810 5,205 153,322 37,601 2,750 14,750 2,584,071 395 395 91,109 73,847 395,724 35,561 15,356 3,300 614,897 3,810 375 3,476
4,287,002 891,068 53,900 107,424 111,327
4,217,286 1,235,822 8,063 540 45,800 37,286 119,225
4,518,015 1,263,771 47,925 123,930
$ $
5,450,720 900,151 120 162,483 63,770 6,001 747,656 67,510 222,627 4,611 84,030 34,450 2,750 14,393
$ $
5,664,021 864,745 48 159,176 58,604 5,606 757,920 77,268 168,489 4,768 29,805 29,932 1,650 12,589
$ $
5,953,641 1,025,282 194,374 66,941 6,293 830,792 84,441 130,635 4,371 50,000 35,600 2,750 15,110
$ $ $ $
2,310,552 325 325 57,034 38,756 394,679 38,494 11,657 3,851
$ $ $ $
2,170,601 303 303 76,627 35,611 394,807 38,246 12,373 200
$ $ $ $
2,446,589 325 325 91,952 42,733 410,513 39,395 14,987 5,439
$ $
544,470 3,281
$ $
557,863 3,000 1,550 1,520
$ $
605,019 1,500 1,663 2,800
February 1, 2014
398

2011 Actual 2012 Actual 1,336 2,265 43,676 2,143,775 $ $ 2,194,333 1,083 7,852 4,348 18,104 1,000 4,645 5,903 14,854 19,599 2,495 5,878 34,912 310 11,890 $ $ 132,874 7,200 298,961 $ $ $ $ 306,161 28,467 28,467 69,595 20,176 16,811 $ $ $ $ $ $ $ $ 2013 Unaudited 1,896 1,681 43,676 2,010,559 7,878 2,071,760 495 4,075 1,345 4,428 5,143 9,800 43,701 1,200 10,975 7,487 6,183 13,566 556 3,983 36,551 205 11,717 161,410 7,200 280,449 287,649 4,608 4,608 52,541 8,191 3,409 $ $ $ $ $ $ $ $ 2014 Budget 1,350 1,320 43,676 2,169,160 2,221,469 900 7,200 1,000 8,100 18,000 19,400 900 4,050 13,520 14,854 13,045 2,500 4,860 39,000 950 11,890 160,169 9,000 315,000 324,000 3,500 3,500 57,766 121,857 5,000
Medical Services Parking In City Facilities Property Rental Other Contractual County Aud & Treas Coll Fee $ Materials & Supplies Computer Software Chemical Salt & De-Icer Clothing Hardware & Small Tools Boilers, Heaters & Cool Equip Seed, Fertilizer & Herbicide Small Equipment Fence, Posts & Bars Hygiene And Cleaning Supplies Clay, Soil & Turf Playground Equipment And Suppl Other Supplies Sporting Goods Supplies Safety Equipment Greenhouse Maintenance Suppl Just In Time Office Supplies Misc Maintenance Supplies $ Maintenance Maintenance Contracts Repair Parts Maintenance Misc. Equipment $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Cuyahoga Cnty Payments/Refunds $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. $ $ $ $
1,756 3,070 43,676 1,890,035 1,946,199 2,950 9,905 847 1,934 11,204 10,946 878 3,392 12,328 5,159 13,609 213 4,568 34,057 193 13,712 125,894 7,200 314,516 12 321,728 6,330 744 7,074 71,523 12,745 1,128
February 1, 2014

2011 Actual Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Waste Collection $ $ 18,151 473 1,170,791 245,763 1,520,574 12,546,329 $ $ 2012 Actual 23,321 768 1,226,434 296,851 1,653,955 12,621,857 $ $ 2013 Unaudited 19,247 2,117 1,360,033 287,089 1,732,628 12,650,844 $ $
399
2014 Budget 21,825 2,235 1,350,908 295,000 1,854,591 13,569,303
Revenues
2011 Actual Charges For Services Fines, Forfeitures & Settlements Licenses & Permits Miscellaneous $ $ 110,155 3,354 101,985 215,494 $ $ 2012 Actual 1,755,421 186 88,218 1,843,824 $ $ 2013 Unaudited 913,609 10 10 429,050 1,342,679 $ $ 2014 Budget 882,184 81,360 963,544
February 1, 2014
400

Budget 2013
Budget 2014
1 3 4
1 3 4
1 3 4
Commissioner of Park Maint. & Properties Manager of Urban Forestry
42,758.15 22,333.40
147,661.45 74,106.01
ADMINISTRATIVE SUPPORT 2 2 1 5 2 1 1 4 3 2 1 6 PROFESSIONALS 3 3 3 3 3 3 SERVICE & MAINTENANCE 3 12 13 2 42 72 3 12 13 2 37 67 3 12 13 2 42 72 SKILLED CRAFT 9 9 1 4 23 107 305 412 8 9 0 4 21 99 20 119 8 9 0 5 22 107 305 412 TOTAL FULL TIME TOTAL SEASONAL TOTAL DIVISION Arborist I Arborist II Automobile Repair Unit Leader Automobile Repair Worker 17.80 20.54 17.78 12.60 19.80 22.54 25.70 21.18 Gardener Ground Maintenance Foreman Ground Maintenance Truck Driver II Horticulturist Maintenance Foreman Real Estate Maintenance Worker 17.80 20.20 12.34 22.63 16.86 19.80 22.20 19.53 24.63 18.86 Administrative Manager 27,193.55 101,816.22 Field Operations Forester Senior Clerk Storekeeper 32,445.00 12.47 16.66 60,549.51 16.58 20.76
February 1, 2014
Department of Public Works DIVISION OF WASTE COLLECTION AND DISPOSAL

Randell Scott, Interim Commissioner
Division of Waste Collection and Disposal
401
Mission Statement To reduce public health hazards resulting from refuse dumping in City of Cleveland neighborhoods by providing collection and appropriate disposal of residential, commercial, recyclable and city owned public area waste for the citizens of the City of Cleveland. The division of Waste Collection is committed to providing an efficient collection and disposal service to approximately 152,000 dwelling units on a weekly basis. The waste collection process includes residential waste, recycling, bulk items, tires, receptacles, and dead animal collection. In addition to the Citys current method of waste collection, an automated Pilot Program begun in 2008 and is being provided to 40,000 Cleveland residents. The new system is significantly more efficient and user- friendly, and should encourage more participation in recycling, since items can be recycled curbside. Through this program, residents receive sturdy garbage carts for trash and recycling which can be wheeled to the curb. The new collection program will eventually be city-wide. The City of Cleveland annually disposes of approximately 230,000 tons of debris. The majority of this debris is processed through the Ridge Road Transfer Station; a city owned operated facility, with a processing capacity of 3,000 tons per day. The remainder of the debris is disposed of via the use of privately owned landfills, Transfer Stations, or Processing Facilities. In addition to the residential collection service, the Division of Waste Collection offers alternative ways of disposal via the Commercial Collection and Residential Dumping program. The Commercial Collection program provides permanent and temporary dumpster rental services to city residents, city facilities, and Cleveland area businesses at a competitive rate. The Residential Dumping program provides Cleveland residents the ability to dispose of regular solid waste and recyclables at the Ridge Road Transfer Station free of charge with proof of residency. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: RESIDENTIAL COLLECTIONS/CURBSIDE RECYCLING To remove commingled recyclable commodities from the Citys waste stream as well as putrescible and other waste from the Citys environment. Provide weekly collection of solid waste and recyclables. Conduct on-site inspections concerning appearance of areas served. Provide weekly collection of bulk items. WASTE DISPOSAL/COMMODITY PROCESSING To remove solid waste and to prepare recyclable commodities for marketing (i.e. soft/bale). Deliver collected waste to landfill sites. Market and sell recyclables. Collect tires for processing. Operate transfer station. ANCILLARY SERVICES To improve the appearance of the City and contribute to the revitalization efforts being made in Downtown Cleveland. Clean up after special events in neighborhoods and downtown. Improve the appearance of the West Side Market area, downtown streets and parks and municipal buildings. Repair, replace and service outdoor waste receptacles. Provide collection of dead animals. Provide waste container rental through commercial waste collection service. Provide administrative paper recycling.
February 1, 2014
402

Expenditures
Salaries and Wages Full Time Permanent Seasonal Part-Time Permanent Injury Pay Longevity Wage Settlements Separation Payments Overtime
8,220,421 372,771 20,319 3,541 82,525 192,664 450,277
7,522,768 326,328 21,848 1,689 69,525 85,112 542,047
7,927,649 422,945 16,469 6,257 66,525 21,321 83,382 574,866
8,254,507 386,776 18,314 73,750 448,437
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Cpp $ Contractual Services Professional Services Referee Services Waste Disposal $ $ $ $
9,342,518 1,814,648 278,429 120,364 11,633 1,284,728 111,457 805,583 9,844 122,941 83,600 28,050 4,671,277 100 181 281 94,649 82,487 181,242 358,378 9,999 6,231,095
$ $
8,569,316 1,535,381 240 249,363 106,801 10,778 1,189,163 110,453 925,510 8,706 83,509 78,300 26,250
$ $
9,119,415 1,586,818 95 249,612 106,458 10,871 1,208,971 121,878 819,434 8,169 54,580 82,200 25,938
$ $
9,181,784 1,729,640 262,346 108,318 11,272 1,285,450 126,342 785,650 8,226 70,579 78,835 26,000
$ $
4,324,453 30
$ $
4,275,023 7 590
$ $
4,492,658 1,800 900 90 270
$ $
30 71,950 43,343 167,485
$ $
597 94,808 48,049 187,897
$ $
3,060 113,770 57,659 193,534
$ $
282,778 79,299 6,134,730
$ $
330,754 66,300 5,980,000
$ $
364,963 10,000 250 5,974,382
February 1, 2014

2011 Actual Security Services Janitorial Services Medical Services Waste Disposal Fee - Ohio EPA Advertising And Public Notice Program Promotion Parking In City Facilities Special Assessment Other Contractual Refunds & Miscellaneous Local Match-Grant Programs Credit Card Processing Fees $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Software Hardware & Small Tools Office Furniture & Equipment Fence, Posts & Bars Hygiene And Cleaning Supplies Other Supplies Safety Equipment Just In Time Office Supplies $ Maintenance Maintenance Misc. Equipment Maintenance Building Repair Of Overhead Doors $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro $ $ $ $ $ 928 2,105 9,442 1,432,524 47,857 5,742 1,585 1,400 57 15,630 16,517 7,774,881 1,617 33,122 802 1,046 991 16,813 6,028 4,419 64,838 22,124 5,278 5,000 32,402 4,414 4,414 24,992 49,289 54,842 $ $ $ $ $ $ $ $ 2012 Actual 2,623 1,985 6,499 1,295,566 32,359 8,672 971 710 25,421 15,518 7,604,352 19 4,440 250 399 2,640 8,461 1,980 2,801 20,991 24,205 13,907 5,000 43,112 7,096 7,096 24,491 98,898 3,920 58,453 $ $ $ $ $ $ $ $ 2013 Unaudited 558 7,732 7,684 1,228,718 30,929 10,509 574 250 170,200 7,871 17,387 7,528,711 5,700 210 420 2,029 17,085 3,146 1,743 30,332 21,200 4,307 5,000 30,507 3,250 3,250 24,266 72,665 1,230 47,772 $ $ $ $ $ $ $ $
403
2014 Budget 800 2,000 8,000 1,354,734 50,000 10,000 1,100 3,150 50,000 16,000 7,480,416 1,500 53,550 800 2,000 1,000 4,500 17,000 7,000 4,500 91,850 25,000 15,000 5,000 45,000 8,000 8,000 26,856 85,681 54,169
February 1, 2014
404

2011 Actual 2012 Actual 985 3,199,332 $ $ $ $ 3,386,079 3,756 3,756 24,241,962 $ $ $ $ 2013 Unaudited 992 2,947,828 3,094,753 24,413,343 $ $ $ $ 2014 Budget 1,072 3,162,519 3,330,297 24,998,028
Charges From Central Storeroom Charges From M.V.M. $ Capital Outlay Computer Hardware $ $ $
4,550 2,984,500 3,118,173 25,367,162
Revenues
2011 Actual Charges For Services Grant Revenue Licenses & Permits Miscellaneous Interest Earnings/Investment Income $ $ 13,629,665 18,355 36 13,648,056 $ $ 2012 Actual 14,321,167 3,500 1,769 2,786 14,329,222 $ $ 2013 Unaudited 14,766,882 63,202 807 122,400 14,953,291 $ $ 2014 Budget 14,113,441 500 14,113,941
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 5 1 1 7 0 1 1 2 2 1 4 2 82 9 4 116 218 1 2 3 231 10 1 242 5 0 1 6 1 1 2 2 2 1 3 2 63 9 4 101 183 0 1 1 194 9 1 204 5 1 1 7 PROFESSIONALS 1 1 2 SKILLED CRAFT 2 2 SERVICE & MAINTENANCE 1 4 2 82 9 4 116 218 TECHNICIANS 0 2 2 231 10 1 242 TOTAL FULL TIME TOTAL SEASONAL (Average) * TOTAL PART TIME TOTAL DIVISION Software Analyst Radio Operator 45,000.00 18.25 Labor Foreman Municipal Service Laborer Transfer Station Attendant Waste Collection Driver Waste Collection Foreman Waste Collection Foreman I Waste Collector 20.19 15.95 21.32 12.33 20.19 22.13 15.95 Construction Equipment Operator Group B 38.80 Project Coordinator Project Director 27,325.56 22,333.40 Asst. Superintendent of Waste Collection Commissioner of Waste Collection & Disposal General Superintendent of Waste Collection 25.54 40,314.82 30,473.96 Minimum
405
Maximum
27.54 132,061.01 63,768.11
90,294.89 80,282.43
48.50
22.19 17.95 23.32 19.51 22.19 24.13 17.95
87,241.22 20.25
* Due to substantial turnover, staffing levels vary throughout the year. Therefore, averages, rather than actual employees are used.
February 1, 2014
406
Department of Public Works DIVISION OF TRAFFIC ENGINEERING

Robert Mavec, Commissioner
Division of Traffic Engineering
Mission Statement Maintain and upgrade all Traffic Control Devices within the City of Cleveland The Division of Traffic Engineering is charged with the planning and geometric design of streets, highways, and abutting lands - particularly as related to safe and efficient traffic operation. The Division is responsible for the erection and maintenance of all traffic control devices; preparation of drawings, standards and specifications; the determination and layout of parking restrictions; and the design and placement of pavement markings, traffic signs and traffic control devices. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: FADED SIGN PROGRAM Replace missing and badly faded signs. Check old records against what is currently installed to verify correctness, also replace any faded or missing signs within the area. LED SIGNAL LAMP PROGRAM Save on energy costs and provide a much more reliable signal lamp. Replace entire intersection s with the 7-year LED signal lamps whereas the current incandescent bulb life ids about 6-months. PAVEMENT MARKINGS Ensure that all pavement markings are clear and visible. The Division paints all pavement markings once a year during the Spring, Summer, and Fall months. The Division is responsible for over 5,000 crosswalks, 5,000 stop bars, 4,300 pavement arrows, and 630 miles of lane lines. TRAFFIC SIGNALIZATION PROGRAM Maintain and upgrade all traffic signals within the City of Cleveland. Upgrade signal corridors throughout the City of Cleveland. Also replace old mechanical signal controllers with new Solid State traffic controllers that are more reliable and have the ability to adjust with changing traffic patterns.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Utilities Brokered Gas Supply Gas Electricity - Cpp Electricity - Other $ Contractual Services Professional Services Parking In City Facilities Other Contractual $ Materials & Supplies Clothing Hardware & Small Tools Electrical Supplies Hygiene And Cleaning Supplies Other Supplies Bridge Maintenance Supplies Just In Time Office Supplies $ $ $ $ $ 2012 Actual 2013 Unaudited
407
2014 Budget
1,907,947 18,275 28,371 104,974 2,059,567 329,460 66,431 23,170 2,523 284,609 18,760 116,223 1,680 6,192 23,220 6,825 879,093 2,025 21,473 216,305 223,508 463,311 4,429 4,040 15,505 23,974 4,516 101,296 135 435 106,382
1,745,927 16,600 39,617 111,266
1,548,939 12,075 78,160 120,793
1,796,587 14,450 93,000
$ $
1,913,409 276,860 58,797 20,128 2,235 263,497 18,835 56,890 1,486 21,510 5,775
$ $
1,759,967 234,947 48,225 16,230 1,861 226,227 18,779 67,116 1,158 15,440 2,625
$ $
1,904,037 302,891 61,544 19,951 2,261 266,565 22,863 51,135 1,388 20,520 5,250
$ $
726,011 9,009 2,849 211,528 183,743
$ $
632,607 11,795 3,158 221,131 201,462
$ $
754,368 14,154 3,790 227,765 207,506
$ $
407,128 503 4,690 27,375
$ $
437,546 863 4,918 30,000
$ $
453,215 5,000 30,000
$ $
32,568 504 92,858 1,081 3,110
$ $
35,781 15,425 675 78,843 556 328
$ $
35,000 1,500 10,000 1,000 500 99,685 1,000
97,552
95,827
113,685
February 1, 2014
408

Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M.
23,559 2,379 2,049 86 168,448
24,923 2,060 846 1,846 90 164,924
26,441 547 538 5,386 68 93,612
29,070 18,405 6,107 72 152,195
$ $
196,521 3,728,848
$ $
194,689 3,371,358
$ $
126,592 3,088,321
$ $
205,849 3,466,154
Revenues
2011 Actual Charges For Services Grant Revenue Licenses & Permits Miscellaneous $ $ 1,064 6,500 41,505 49,069 $ $ 2012 Actual 268 6,000 43,804 50,072 $ $ 2013 Unaudited 4,691 93,359 6,300 52,705 157,055 $ $ 2014 Budget 2,000 6,000 55,800 63,800
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 ADMINISTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 1 1 2 1 1 2 1 1 2 SKILLED CRAFT 6 2 2 10 6 1 1 8 8 0 1 9 SERVICE & MAINTENANCE 2 12 14 2 12 14 3 12 15 TECHNICIANS 1 2 3 6 34 34 1 1 1 3 29 29 1 2 3 6 34 34 TOTAL FULL TIME TOTAL DIVISION Chief of Traffic Signal Unit Traffic Sign Marking Supervisor Traffic Signal Control Technician 18.60 13.28 33.34 Traffic Sign Process Operator Traffic Sign & Marking Technician 13.28 16.57 Low Tension Lineman Low Tension Trouble Lineman Sign Painter Unit Leader 28.15 31.50 24.23 Consulting Engineer Engineer 36,000.00 22.78 Principal Clerk 14.88 Commissioner of Traffic Engineering & Parking 42,758.15 Minimum
409
Maximum
127,255.39
20.10
94,991.29 34.79
28.70 32.04 35.12
25.59 17.69
36.80 25.55 33.89
February 1, 2014
410
Department of Public Works DIVISION OF PARKING FACILITIES

Antionette Thompson, Interim Commissioner
Division of Parking Facilities
Mission Statement To provide adequate Off-Street parking throughout the downtown area and to enforce the OnStreet parking throughout the City of Cleveland. PROGRAM NAME: OBJECTIVES: ACTIVITIES: ON-STREET To provide for the on-street parking needs of the City of Cleveland. Enforce parking regulations. Repair and maintain the current parking meters. Evaluate the parking needs of the City of Cleveland. Compile and maintain accurate records pertaining to parking meter repairs. Propose regulations that will provide rapid curb turnover as well as increase the supply of available on-street parking areas. OFF-STREET To provide off-street parking within the City of Cleveland Continue to improve operations. Manage all Community Development properties not being developed but currently being operated as public parking lots, until such time as development becomes feasible. Oversee and monitor parking at the Gateway Garages.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Injury Pay Longevity Separation Payments Overtime $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From M.V.M. $ $ $ $ 2012 Actual 2013 Unaudited
411
2014 Budget
700,282 7,275 1,256 16,315 725,128 247,650 38,758 14,373 1,315 101,016 8,733 34,175 941 5,880 5,050 2,838 460,730 15,073 500 35,851 51,425 1,237,282
672,624 7,275 9,422 18,940
700,550 123 6,300 4,813 7,365
698,633 6,550 5,000
$ $
708,261 185,110 38,263 13,809 1,251 97,890 8,560 30,123 902 5,130 4,975 2,800
$ $
719,151 179,718 35,790 12,956 1,161 96,852 9,212 28,940 856 4,725 2,683
$ $
710,183 226,433 39,200 15,355 1,283 98,502 9,790 27,000 861 13,026 4,725 2,625
$ $
388,813 5,914 375 72,853
$ $
372,894 14,147 1,060 22,947
$ $
438,800 15,554 21,579 1,202 46,926
$ $
79,142 1,176,216
$ $
38,154 1,130,199
$ $
85,261 1,234,244
Revenues
2011 Actual Charges For Services Miscellaneous $ $ 24,000 23 24,023 $ $ 2012 Actual 8,000 8,000 $ $ 2013 Unaudited 9,372 9,372 $ $ 2014 Budget
February 1, 2014
412
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 PROFESSIONALS 2 2 2 2 2 2 SERVICE & MAINTENANCE 16 16 16 16 16 16 TECHNICIANS 1 1 2 4 22 22 0 1 1 2 20 20 0 1 2 3 21 21 TOTAL FULL TIME TOTAL DIVISION Parking Meter Collector Parking Meter Foreman Parking Meter Serviceman 21.32 24,679.38 16.49 Parking Enforcement Officer 10.00 Supervisor of Parking Enforcement 20,800.00 Salary Schedule Position Minimum
413
Maximum
40,667.24
15.40
23.32 41,231.18 17.19
February 1, 2014
414
Department of Public Works PARKING LOTS GENERAL OPERATIONS - (OFF-STREET)

Parking Lots General Operations - (Off-Street)
Expenditures
2011 Actual Salaries and Wages Full Time Permanent Military Leave Part-Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance $ Other Training & Professional Dues Professional Dues & Subscript Utilities Electricity - Cpp Electricity - Other $ Contractual Services Professional Services Security Services Taxes Parking Tax Property Rental Equipment Rental Other Contractual Bank Service Fees Credit Card Processing Fees $ $ $ $ $ $
2012 Actual
2013 Unaudited
2014 Budget
631,504 401 94,433 7,950 3,259 45,418 782,964 104,695 21,343 7,348 1,048 108,490 9,474 14,903 705 3,550 600 272,155 325 325 187,676 10,656 198,332 1,719,260 185,556 515,912 110,563 12,135 42,071 34,174 2,619,671
637,842 963 100,443 7,975 2,717 60,807
609,520 217 91,442 7,775 29,287 49,630
725,399 133,000 9,050 59,280
$ $
810,747 106,530 24,835 7,929 1,061 112,951 10,307 12,692 695 3,150 450
$ $
787,871 115,688 25,834 7,793 999 102,409 10,749 11,202 656 6,038 3,225 600
$ $
926,729 129,494 26,473 7,849 1,120 129,742 13,013 10,110 697 13,026 3,475 600
$ $ $ $ $ $
280,600 325 325 180,046 9,131 189,177 1,515,890 185,129 386,326 110,563 10,000 42,549 37,957
$ $ $ $ $ $
285,192 2,195 2,195 178,164 10,044 188,208 1,544,573 39,737 221,638 393,332 99,612 22,999 31,900 5,116 39,476
$ $ $ $ $ $
335,599 800 800 190,676 10,345 201,021 1,700,000 20,000 222,000 394,155 100,000 13,000 13,000 78,000 33,000
2,288,415
2,398,383
2,573,155
February 1, 2014

2011 Actual Materials & Supplies Office Supplies Computer Software Clothing Hardware & Small Tools Welding Supplies & Equipment Electrical Supplies Hygiene And Cleaning Supplies Medical Supplies Other Supplies Special Events Supplies Batteries Just In Time Office Supplies $ Maintenance Maintenance Contracts Repair Parts Car Washes Maintenance Misc. Equipment $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From Telephone Exch Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection Charges From Parks Maintenance $ Interfund Subsidies Transfer to Other SubClasses $ $ $ $ $ $ 2012 Actual 2013 Unaudited
415
2014 Budget
737 25 6,300 1,327 34,841 134 1,882 45,246 77,070 299 645 78,014 127,381 127,381 14,587 3,025 4,916 52 5,425 4,527 1,060 72,690 106,283 358,178 358,178
8,000 200 4,895 86,410 1,846
9,999 1,500 200 9,900 406 31,113 8,055 2,879
10,000 2,000 100 15,000 1,350 100 30,000 10,000 3,000
$ $
101,351 104,061 599
$ $
64,052 97,496 6,500 630
$ $
71,550 110,000 25,000 1,000
$ $ $ $
104,660 126,840 126,840 15,529 336 6,572 34 7,761 264 1,040 66,046
$ $ $ $
104,627 131,341 131,341 13,872 154 6,931 73 10,404 2,884 960 72,777
$ $ $ $
136,000 127,635 127,635 15,252 7,859 77 8,048 8,000 1,500 75,000
$ $ $
97,583 596,308 596,308
$ $ $
108,055 823,720 823,720
$ $ $
115,736
February 1, 2014
416

Debt Service Principal Interest
$ $ $
3,005,906 1,424,297 4,430,203 9,018,752
$ $ $
2,432,386 910,598 3,342,984 7,938,990
$ $ $
1,737,947 1,643,725 3,381,672 8,275,314
$ $ $
2,713,000 1,442,690 4,155,690 8,643,915
Revenues
2011 Actual Charges For Services Miscellaneous Other Tax Interest Earnings/Investment Income $ $ 8,426,024 40,596 515,912 500 8,983,033 $ $ 2012 Actual 7,594,939 66,939 386,326 833 8,049,037 $ $ 2013 Unaudited 7,552,048 291,617 393,332 398 8,237,394 $ $ 2014 Budget 7,738,940 54,000 394,155 600 8,187,695
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 2 3 0 2 2 1 2 3 ADMINISTRATIVE SUPPORT 2 2 2 2 2 2 PROFESSIONALS 1 1 2 1 1 2 1 1 2 SERVICE & MAINTENANCE 4 4 8 4 4 8 4 4 8 TECHNICIANS 2 2 17 7 24 3 3 17 6 23 3 3 18 17 35 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Parking Meter Collector 21.32 Parking Coordinator Parking Attendant 10.00 10.00 Accountant IV Auditor 20,800.00 20,092.80 Senior Clerk 12.47 Commissioner of Parking Facilities Manager of Parking 40,314.82 23,647.11 Minimum
417
Maximum
132,061.01 78,080.22
16.58
59,419.42 58,837.68
16.35 16.38
23.32
February 1, 2014
418
Department of Public Works DIVISION OF MOTOR VEHICLE MAINTENANCE

Jeffrey L. Brown, Interim Commissioner
Division of Motor Vehicle Maintenance
Mission Statement To purchase and maintain the City of Clevelands vehicles and specialized equipment to ensure safe and dependable operating conditions. PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVEs: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: AUTO BODY WORK To increase the life and improve the safety of all City owned vehicles using in-house resources and outside contractors. Make minor and major auto body repairs. EMERGENCY REPAIRS AND TOWING To provide efficient, cost effective vehicle repair service for the City owned Fleet. Provide emergency service and towing for all City owned vehicles. Replace batteries, lights and tires. Provide major vehicle repairs. FUELING To provide the Citys fleet with 25 locations for fuel dispensing and delivery of fuel by tanker truck to other City of Cleveland fuel locations (i.e. Parks, Police and Fire Divisions). Purchase fuels and lubricants. Deliver fuel to City owned locations. NEW VEHICLE PREPARATION To assure that all City vehicles are working properly before being released to Departments. Inspect and prepare all new City vehicles for use by Departments. Apply logos and identification numbers to vehicles. Assign fuel cards. PREVENTIVE MAINTENANCE To increase the life and improve the safety of all City owned vehicles. Follow design procedures for maintaining special motorized equipment. Change or check lubricants. Repair/Replace defective parts. Inspect vehicles on a routine basis. ROUTINE MAINTENANCE To provide the Citys Departments with complete maintenance and services. Provide motor repairs and services. Maintain records of average down time and repair costs.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Military Leave Injury Pay Longevity Wage Settlements Separation Payments Bonus Incentive Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Tuition & Registration Fees Professional Dues & Subscript $ Utilities Brokered Gas Supply Gas Electricity - Cpp Security & Monitoring System $ Contractual Services Professional Services Travel- Non-Training Medical Services $ $ $ $ 2012 Actual 2013 Unaudited
419
2014 Budget
3,740,030 1,084 38,850 38,830 81,974 3,900,768 647,547 132,205 46,131 4,466 539,957 41,615 109,091 3,416 12,700 860 32,450 200 1,570,638 15 2,750 2,765 110,255 109,372 31,232 3,239 254,098 800 4 233
3,487,216 4,067 35,750 38,184 1,200 60,960
3,628,314 369 36,050 74,403 1,400 74,943
3,797,873 34,800 74,144
$ $
3,627,377 593,132 120 128,514 45,805 4,204 504,064 40,844 83,730 3,148 3,870 860 29,150 200
$ $
3,815,479 616,054 68 128,672 46,710 4,100 503,836 44,546 100,154 2,898 860 29,700 200
$ $
3,906,817 719,970 145,904 51,932 4,469 542,091 47,877 81,084 3,100 1,560 31,900 560
$ $ $ $
1,437,639 536 3,805 4,341 80,185 28,709 26,905
$ $ $ $
1,477,799 376 3,967 4,343 124,556 44,325 22,467 4,915
$ $ $ $
1,630,447 2,000 4,000 6,000 146,062 53,190 23,141 3,200
$ $
135,798 9,499 212
$ $
196,264 344
$ $
225,593 3,000 1,000
February 1, 2014
4

2011 Actual 2012 Actual 22,861 144,942 34,250 12,489 $ $ 224,253 2,552 7,206,103 721,843 45,000 194,990 1,068,929 1,018,000 114,600 39,300 20,914 149,994 1,500 1,527 5,927 11,440 194 4,247 59,719 254,509 124,995 799,822 1,652 104 $ 11,847,863 $ $ $ 2013 Unaudited 21,384 150,431 30,853 4,976 207,987 708 7,505,513 706,291 15,000 9,800 175,000 1,078,450 1,179,515 174,800 63,000 15,878 174,998 3,086 5,928 5,000 2,601 6,873 168,702 99,850 574,876 2,450 5,829 11,974,147 $ $ $ 2014 Budget 20,000 150,000 42,000 5,000 221,000 5,000 5,000 8,200,000 700,000 12,000 11,000 175,000 1,000,000 1,000,000 150,000 50,000 20,000 140,000 6,000 6,000 15,000 8,000 7,600 30,000 200,000 100,000 650,000 3,600 5,000 12,499,200
Parking In City Facilities Towing Special Assessment Other Contractual $ Materials & Supplies Office Supplies Postage Computer Supplies Computer Software Fuel Fuel Tax Chemical Air Compressor Parts Fire/Ems Apparatus Parts Auto & Light Truck Parts Heavy Truck Parts Construction Equipment Parts Snow Removal Equipment Parts Clothing Sweeper Parts Welding Supplies & Equipment Mower & Tractor Parts Hygiene And Cleaning Supplies Painting Equipment & Supplies Medical Supplies Shop Tools Shop Supplies Other Supplies Anti-Freeze Motor Oil & Lubricants Batteries Tires Just In Time Office Supplies Building Maintenance Supplies $ $
26,037 114,557 32,528 7,413 181,572 1,376 3 528 938 8,341,147 753,646 7,500 19,816 79,749 467,177 1,009,740 168,700 32,800 18,791 45,962 7,494 7,000 9,919 1,000 12 3,251 5,995 15,000 219,223 84,946 834,679 410 6,012 12,142,814
February 1, 2014

2011 Actual Maintenance Maintenance Office Equipment Computer Hardware Maintenance Computer Software Maintenance Maintenance Machinery & Tools Fuel Pump Repair & Maintenance Generator Repair Accident Repair-Other Vehicles Accident Repair-Safety Vehicls Heavy Truck Repair Frame Repair & Alignment Hydraulic Repair Cyl Pmps Mtrs Glass Repair Radiator & Gas Tank Repair Maintenance Building Repair Of Overhead Doors Spring Repair Tire Repair Road Service Transmission Repair Cushman Repair $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From Division Of Maint Charges From Waste Collection $ Expenditure Recovery Expenditure Recovery $ $ $ $ 2012 Actual 2013 Unaudited
421
2014 Budget
3,000 20,360 16,411 48,578 60,000 59,208 84,513 77,955 39,770 14,907 29,036 9,903 39,934 23,000 12,500 197,631 44,932 137,627 919,265 70,573 746 846 5,540 199 27,329 22,223 127,456 (14) (14) 19,099,362
38,503 42,251 119,936 83,465 101,888 117,685 45,350 39,813 9,800 29,894 73,966 9,800 22,500 138,984 60,425 138,768
4,470 17,410 30,885 124,831 16,500 98,806 117,741 59,400 138,145 44,596 20,000 35,000 14,660 10,000 132,989 49,985 157,863
40,000 21,000 35,000 120,000 50,000 100,000 125,000 40,000 50,000 30,000 30,000 50,000 10,000 15,000 150,000 50,000 150,000 25,000
$ $
1,073,029 77,019 650 1,614 5,962 68 5,207 18,054
$ $
1,073,280 79,407 103 2,921 7,569 67 9,410 13,546
$ $
1,091,000 87,303 5,529 1,500 8,582 70 10,000 20,000
$ $ $ $
108,574 18,458,873
$ $ $ $
113,023 18,862,323
$ $ $ $
132,984 19,713,041
February 1, 2014
422

2011 Actual 2012 Actual $ 37,855 19,756,703 7,791 $ 19,802,348 $ $ 2013 Unaudited 113,416 4,088 16,676,587 12,407 16,806,498 $ $ 2014 Budget 121,000 19,516,775 8,000 19,645,775
Revenues
Charges For Services Grant Revenue Miscellaneous Interest Earnings/Investment Income
18,461 19,317,060 3,682
19,339,203
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 1 1 1 2 1 6 1 1 4 6 0 1 3 1 5 21 3 2 25 6 57 No. of Employees December 2013 0 1 0 2 1 4 1 1 4 6 0 0 3 1 4 18 3 2 24 5 52 Budget 2014 1 1 0 2 1 5 ADMINISTRATIVE SUPPORT 1 1 4 6 PROFESSIONALS 1 0 4 1 6 SKILLED CRAFT 21 3 2 26 5 57 SERVICE & MAINTENANCE 1 2 3 77 77 1 2 3 69 69 1 2 3 77 77 TOTAL FULL TIME TOTAL DIVISION Tanker Truck Driver Tire Repair Worker 15.55 14.08 Automobile Repair Worker Automobile Repairman Unit Leader Heavy Duty Auto Body Repair Worker Heavy Duty Mechanic Heavy Duty Unit Leader 12.60 17.78 15.73 15.75 23.85 Administrative Manager Administrative Officer Buyer Fleet Management Data Manager 27,193.55 20,800.00 20,800.00 30,000.00 General Storekeeper Principal Clerk Storekeeper 19.25 14.88 16.66 Salary Schedule Position ADMINISTRATORS & OFFICIALS Assistant Commissioner of Motor Vehicle Maintenance Commissioner of Motor Vehicle Maintenance General Manager of Administrative Services Superintendent of Motorized Equipment Superintendent of Vehicles Administrative Services Minimum 26,273.96 40,314.82 26,273.96 26,273.96 20,092.80
423
Maximum 89,367.64 132,061.01 91,155.72 70,807.15 70,807.15
24.97 20.10 20.76
101,816.22 52,979.99 48,466.35 66,777.20
21.18 25.70 22.42 25.37 31.47
24.60 19.56
February 1, 2014
424
Department of Public Works DIVISION OF STREET CONSTRUCTION, MAINTENANCE & REPAIR

Robert Mavec, Interim Commissioner
Division of Street Construction, Maintenance & Repair
Mission Statement The mission of the Division of Streets is to maintain a safe/clean pavement condition and bridge condition along the major, minor, and residential streets within the City of Cleveland. This includes all aspects of Snow Removal, Pavement Repairs, Resurfacing, Bridge Maintenance, Street Sweeping, and Graffiti Abatement. PROGRAM NAME: OBJECTIVES: ACTIVITIES: BRIDGE MAINTENANCE To ensure that the City of Cleveland bridge network is maintained and in good working condition, including five movable bridges over the Cuyahoga River. The Division reviews bridge inspection reports and makes necessary repairs to the bridge stock based on the inspections. The general maintenance includes drainage systems, expansion joints, and minor surface repairs. The Division is also responsible for staffing the movable bridges during their 24 hour operation. GRAFFITI ABATEMENT To insure the removal of graffiti from all areas in the City of Cleveland. The Division aggressively removes or covers up any graffiti within the City of Cleveland's right of way and parks using the Division's own resources and with the assistance of volunteers. SNOW AND ICE CONTROL To provide snow and ice control services and maintain reasonable and safe traffic flow along the main and residential streets of the City of Cleveland. Provide anti-icing and de-icing to all primary routes during light snow conditions. Conduct tandem plowing of all primary routes during heavy snow. Plow and/or salt residential streets. Respond to requests for snow/ice control service. STREET CLEANING To provide a clean appearance and provide safe road conditions for main streets and residential streets within the City. Clean streets. Remove litter. Reduce the amount of pollutants flowing into our sanitary sewer systems. STREET REPAIR To maintain, repair deficiencies, and remove all hazardous areas within the City of Cleveland's roadway network. The Division systematically repairs pot holes throughout the city year round and most importantly in the spring time when pot holes are most prevalent. The Division also repairs deteriorated roadway base and caps utility cuts. STREET RESURFACING To maintain, repair, and improve the pavement condition within the City of Cleveland. Using allocated capital funding, the Division of Streets removes old deteriorated pavement and replaces it with new asphalt surfaces. The Division of Streets also replaces all ADA ramps on roadways that are completely resurfaced.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Crafts Seasonal Military Leave Injury Pay Longevity Wage Settlements Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Travel Utilities Brokered Gas Supply Water Gas Electricity - Cpp Electricity - Other Security & Monitoring System $ $ $ $ $ 2012 Actual 2013 Unaudited
425
2014 Budget
6,605,238 78,088 1,999,126 9,149 10,057 61,075 149,625 883,255 9,795,613 990,749 161,449 67,354 6,583 1,352,344 126,033 504,424 5,400 523,700 45,901 2,870 15,375 3,802,182 118,679 6,236 81,295 25,557 26,611 258,378
7,229,886 74,493 2,139,848 5,403 60,525 67,603 728,282
7,542,967 77,589 2,762,417 11,345 13,566 59,000 88,616 44,797 847,035
7,623,168 78,291 2,215,940 65,725 1,000,000
$ $
10,306,039 1,044,035 60 181,166 74,419 7,337 1,440,082 137,579 443,966 5,734 315,032 40,497 2,320 15,500
$ $
11,447,331 1,081,909 187,326 74,880 7,242 1,523,842 155,231 492,594 5,291 179,967 41,707 2,630 16,300
$ $
10,983,124 1,246,876 203,506 82,165 7,875 1,537,637 159,255 518,582 5,629 350,000 40,175 3,180 15,575
$ $ $ $
3,707,726 628 628 75,126 3,285 35,105 95,423 23,610 21,451
$ $ $ $
3,768,919 109,772 6,110 51,566 65,447 28,160 1,239
$ $ $ $
4,170,455 132,000 6,500 62,000 68,000 29,000 1,200
254,000
262,294
298,700
February 1, 2014
426

Contractual Services Professional Services Court Reporter Medical Services Parking In City Facilities Property Rental Bank Service Fees
8,155 3,799 9,457 89,500 3,560
5,580 144 4,354 6,869 87,500
5,580 2,882 7,193 87,500
8,000 2,500 6,604 88,000 3,500
$ Materials & Supplies Purchase Of Tests Salt & De-Icer Clothing Hardware & Small Tools Welding Supplies & Equipment Boilers, Heaters & Cool Equip Seed, Fertilizer & Herbicide Small Equipment Office Furniture & Equipment Electrical Supplies Fence, Posts & Bars Hygiene And Cleaning Supplies Painting Equipment & Supplies Lumber, Glass, And Drywall Medical Supplies Paper And Other Printing Suppl Other Supplies Guard Rail Supplies Bridge Maintenance Supplies Safety Equipment Just In Time Office Supplies Building Maintenance Supplies Paving Material Asphalt Cement Sand & Gravel Misc Maintenance Supplies $ $
114,471 3,775,016 2,833 9,601 17,756 107 1,352 5,420 850 11,485 12,541 7,396 90,458 5,948 9,046 150 279,705 405,053 302,465 22,183 4,959,365
$ $
104,447 107 2,694,812 1,766 765 10,089 16,641 3,776 5,228 12,508 10,824 77,218 20,360 30,210 5,443 955 119,500 232,252 413,617 27,514
$ $
103,155 107 2,751,635 1,113 5,279 15,853 9,800 1,518 10,053 2,015 1,880 7,421 13,293 5,678 140,457 7,880 97,098 12,897 290 84,800 460,250 351,177 27,994
$ $
108,604 200 3,500,000 2,000 10,000 10,000 15,000 1,000 8,000 6,000 3,000 10,700 5,000 2,000 500 2,000 129,600 15,000 100,000 6,500 2,600 6,000 200,000 460,000 400,000 50,000
3,683,586
4,008,490
4,945,100
February 1, 2014

2011 Actual Maintenance Maintenance Contracts Maintenance Machinery & Tools Repair Parts Repair Of Overhead Doors $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection $ Capital Outlay Local Resurfacing Street Const/Reconst $ $ $ $ $ $ 2012 Actual 2013 Unaudited
427
2014 Budget
13,150 2,000 18,682 33,832 2,139 2,139 52,450 49,290 4,305 16,068 1,217 2,344,423 60,997 6,240 2,534,990 2,244,164 2,244,164 23,745,134
5,000 13,187 27,496
6,000 75 26,770
10,800 15,000 10,000 15,000
$ $ $ $
45,683 5,404 5,404 52,569 63,995 3,305 13,518 61 2,262,485 33,161 6,776
$ $ $ $
32,844 6,780 6,780 74,648 46,387 8,608 10,891 113 1,642,421 10,210 7,206
$ $ $ $
50,800 2,000 2,000 82,071 121,223 5,000 12,349 120 2,284,220 30,000 5,000
$ $ $ $
2,435,870 2,518,621 900,600 3,419,221 23,962,603
$ $ $ $
1,800,484 4,141,169 4,141,169 25,571,467
$ $ $ $
2,539,983 4,349,126 4,349,126 27,447,892
Revenues
2011 Actual Charges For Services Grant Revenue Licenses & Permits Miscellaneous Other Shared Revenue Transfers In Interest Earnings/Investment Income $ $ 43,319 1,368,429 3,056,669 13,241,829 6,130,586 333 23,841,165 $ $ 2012 Actual 17,401 96,000 1,242,250 3,991,444 13,042,497 5,327,389 556 23,717,538 $ $ 2013 Unaudited 15,382 885,917 5,613,376 12,976,628 5,864,872 2,148 25,358,323 $ $ 2014 Budget 15,000 893,600 5,839,943 12,708,275 7,974,936 250 27,432,004
February 1, 2014
428
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 0 0 1 1 PROFESSIONALS 2 1 3 2 1 3 2 1 3 SKILLED CRAFT 3 21 1 3 6 17 4 2 3 1 1 2 9 3 4 7 10 3 100 3 18 1 3 5 15 4 2 3 1 1 2 9 3 3 7 8 3 91 3 30 1 3 5 17 4 2 3 1 1 2 11 3 4 7 8 3 108 Asphalt Construction Unit Leader Asphalt Tamper Bridge Oiler Construction Equipment Operator Group A Construction Equipment Operator Group B Electric Bridge Operator Electric Bridge Operator Leader Electrical Worker Ironworker Jackhammer Operator Machinist Master Mechanic Paver Paving Unit Leader Street Equipment Maintenance Specialist Street Maintenance District Unit Leader Street Maintenance Foreman Welder/Fabricator 25.09 24.06 10.00 38.92 38.80 10.00 10.00 45.13 41.13 24.06 15.83 39.30 24.40 25.09 15.55 59,446.40 20.19 18.36 Administrative Manager Section Chief of Engineering and Construction 27,193.55 50,000.00 Commissioner of Streets 40,314.82 Minimum
429
Maximum
132,061.01
101,816.22 97,819.83
37.64 36.08 18.56 48.65 48.50 17.89 19.16 56.41 51.41 36.08 23.52 49.12 36.60 37.64 24.60 67,509.31 22.19 25.36
February 1, 2014
430

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 Salary Schedule Position SERVICE & MAINTENANCE 1 2 11 3 2 23 42 1 2 12 3 2 21 41 1 2 2 3 2 24 34 TECHNICIAN 1 4 5 151 126 277 1 3 4 139 128 267 1 4 5 151 127 278 TOTAL FULL TIME TOTAL SEASONAL (PEAK) * TOTAL DIVISION Accident and Safety Inspector Radio Operator 20.36 18.25 22.36 20.25 Concrete Mixer Driver General Shop Unit Leader Municipal Service Laborer Street Carry-all Driver Tanker Truck Driver Truck Driver 14.82 25.56 15.95 15.55 15.55 12.50 23.45 27.56 17.95 24.60 24.60 19.79 Minimum Maximum
Budget 2013
Budget 2014
* Due to the seasonal nature of the division, position titles vary throughout the year. Therefore, averages, rather than actual employees are used.
February 1, 2014
Department of Public Works DIVISION OF CEMETERIES

Expenditures
Division of Cemeteries
431
2011 Actual Salaries and Wages Full Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Professional Dues & Subscript Utilities Brokered Gas Supply Sewer-Other Gas Electricity - Cpp Electricity - Other Security & Monitoring System $ Contractual Services Professional Services Medical Services Other Contractual Bank Service Fees Credit Card Processing Fees $ $ $ $ $ $
2012 Actual
2013 Unaudited
2014 Budget
790,249 8,950 9,672 40,436 849,307 175,211 27,567 11,908 1,114 117,951 10,306 16,007 851 8,127 6,400 550 2,400 378,392 15,557 1,166 12,711 35,552 6,275 130 71,391 500 286 208,568 3,683 9,061 222,098
752,047 8,425 1,939 35,262
706,612 7,375 21,956 29,764
762,965 7,525 48,068
$ $
797,673 165,092 60 27,644 11,329 1,073 111,621 9,762 14,866 793 1,935 5,600 550 2,211
$ $
765,707 159,220 84 25,695 10,597 944 100,783 9,663 11,528 653 4,911 550 1,800
$ $
818,558 184,496 29,798 11,630 1,087 113,547 11,168 33,141 694 5,600 550 2,100
$ $ $ $
352,536 5,478 1,051 6,161 34,788 3,203 2,396
$ $ $ $
326,428 5,433 5,805 35,390 5,527 5,796
$ $ $ $
393,811 50 50 6,520 2,000 6,966 36,451 5,692 3,280
$ $
53,077 500 208,568 1,827 10,592
$ $
57,951 208,568 1,926 11,651
$ $
60,909 500 300 208,568 2,000 12,000
221,488
222,145
223,368
February 1, 2014
432

Materials & Supplies Office Supplies Salt & De-Icer Clothing Hardware & Small Tools Seed, Fertilizer & Herbicide Small Equipment Hygiene And Cleaning Supplies Clay, Soil & Turf Lumber, Glass, And Drywall Other Supplies Safety Equipment Just In Time Office Supplies Cement Sand & Gravel Misc Maintenance Supplies
89 440 460 6,550 2,385 1,542 3,382 4,940 3,798 94 178 406 487
196 874 7,310 619 649 1,700 4,929 7,709 633 586
268 6,476 1,079 2,748 4,961 6,519 135 429
1,000 8,000 3,500 1,325 3,600 8,000 7,000 200 800
$ Maintenance Maintenance Contracts Maintenance Machinery & Tools Maintenance Fire Apparatus Maintenance Building $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Other Refunds & Adjustments $ Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From W.P.C. Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection $ $ $ $ $
24,752 596 3,050 360 4,006 11,812 458 2,440 604 109,474 28,643 9,580 163,011 1,712,958
$ $
25,206 158 439
$ $
22,615 61 504
$ $
33,425 100 3,000 250 250
$ $ $ $
598 400 240 640 12,168 1,294 21,316 2,804 688 93,967 7,739 6,480
$ $ $ $
565 12,645 709 2,481 775 85,801 3,053 3,645
$ $ $ $
3,600 1,700 1,700 13,903 1,253 2,813 818 103,097 13,500 10,300
$ $
146,456 1,597,673
$ $
109,109 1,504,521
$ $
145,684 1,681,105
February 1, 2014

Revenues
2011 Actual Charges For Services Miscellaneous Sale Of City Assets Transfers In Interest Earnings/Investment Income Non Operating Other/Other $ $ 877,936 (308) 500,889 290,352 54,749 200 1,723,819 $ $ 2012 Actual 984,431 (250) 521,007 59,114 38,447 93 1,602,841 $ $ 2013 Unaudited 983,360 20,927 495,684 28,026 1,527,997 $ $
433
2014 Budget 988,150 20,660 500,000 50,134 55,000 1,613,944
February 1, 2014
434

Budget 2013
Budget 2014
1 1
1 1
1 1
Manager of Urban Forestry
22,333.40
74,106.01
ADMINISTRATIVE SUPPORT 1 1 1 1 1 1 PROFESSIONALS 1 1 1 1 1 1 SERVICE & MAINTENANCE 9 2 2 1 14 7 2 2 1 12 9 2 2 1 14 SKILLED CRAFT 1 1 18 20 38 1 1 16 0 16 1 1 18 20 38 TOTAL FULL TIME TOTAL SEASONAL * TOTAL DIVISION Automobile Repair Worker 12.60 21.18 Cemetery Maintenance Worker I Cemetery Maintenance Worker II Cemetery Foreman Cemetery Supervisor 15.95 24.66 20.20 23.14 17.95 26.66 22.20 25.14 Assistant Administrator 20,800.00 56,847.22 Senior Clerk 12.47 16.58
* Seasonals are reflected during peak periods, May - September
February 1, 2014
Department of Public Works GOLF COURSES

Expenditures
Golf Courses
435
2011 Actual Salaries and Wages Full Time Permanent Seasonal Longevity Separation Payments Overtime $ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance $ Utilities Brokered Gas Supply Gas Electricity - Other Security & Monitoring System $ Contractual Services Professional Services Taxes Other Contractual Refunds & Miscellaneous Bank Service Fees Credit Card Processing Fees $ Materials & Supplies Clothing Seed, Fertilizer & Herbicide Office Furniture & Equipment $ $ $ $
2012 Actual
2013 Unaudited
2014 Budget
286,460 99,208 4,375 43,204 11,782 445,029 48,162 7,982 3,196 419 58,174 3,907 12,886 338 34,982 2,109 550 750 173,454 3,651 2,545 17,264 444 23,904 3,328 59 178,851 225 3,002 7,192 192,656 288 22,705 5,916
160,346 97,501 3,075 33,725 7,999
$ $
302,646 30,668 4,876 2,040 257 39,131 3,307 6,997 246 26,798 1,600 600
$ $
124 141 14,135 2 22,865
$ $
20,000 25,000
$ $
116,520 16 318 3,158 444
$ $
37,267 298 1,088
$ $
45,000
$ $
3,936 3,613 161,024 1,213 8,258
$ $
1,386 147
$ $
235,000
$ $
174,108 10,945
$ $
147
$ $
235,000
February 1, 2014
436

2011 Actual 2012 Actual 3,908 875 14,284 26,779 3,813 505 $ $ $ $ $ $ 61,109 18,000 18,000 68,534 68,534 3,192 64,981 12,027 2,285 $ $ 82,486 827,338 $ $ $ $ $ $ $ $ 2013 Unaudited 200 400 600 39,400 $ $ $ $ $ $ $ $ 2014 Budget 18,000 18,000 298,000
Hygiene And Cleaning Supplies Clay, Soil & Turf Plumbing Supplies And Equip Food Other Supplies Sporting Goods Supplies Cement Sand & Gravel $ Maintenance Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection $ $ $ $ $ $
4,535 4,000 29,300 8,096 3,772 8,600 87,212 17,999 17,999 108,838 108,838 5,266 257 41,509 13,259 5,447 65,738 1,114,831
Revenues
2011 Actual Charges For Services Grant Revenue Miscellaneous Transfers In Interest Earnings/Investment Income $ $ 465,417 12,564 89,754 518,651 13 1,086,398 $ $ 2012 Actual 521,196 10,569 70,626 231,969 834,360 $ $ 2013 Unaudited 55,900 55,900 $ $ 2014 Budget 53,152 189,893 243,045
February 1, 2014
437
February 1, 2014
438
Department of Public Works PUBLIC AUDITORIUM

Susie Claytor, Deputy Commissioner
Public Auditorium
Mission Statement To strengthen Clevelands economy by delivering efficient, excellent service through promotion, marketing and management of the Public Auditorium, West Side Market and First Energy Stadium. The Deputy Commissioner of the Public Auditorium has authority over three major service operations: the Public Auditorium and Conference Center, the West Side Market and the First EnergyStadium. The Public Auditorium and Conference Center includes the recent renovations to the lower level meeting room area and upgrades to the main auditorium floor. The new construction features a new spacious pre-function area that can accommodate up to 500 people and will have multi-purpose programming opportunities. The new space includes ten meeting rooms that can be set up to make up to 13 meeting room accommodations. The lower level will offer a walkway to the new Cleveland Convention Center. The historic Public Auditorium seats 10,000 and has over 29,000 square feet of usable exhibition space that can be arranged to accommodate up to 150 exhibits. The performing arts area of the Auditorium includes a 3000 seat Music Hall and 600 seat Little Theater. PROGRAM NAME: OBJECTIVES: ADMINISTRATIVE OFFICE To provide for the efficient operation of the Public Auditorium, Music Hall and the West Side Market. To provide fiscal data and to accurately account for revenues and expenses received from events. Coordinate the daily operations of the facility including event administration, labor management, fiscal operation and overall planning. BUILDING MAINTENANCE To provide clean, attractive facilities as well as proper maintenance of the building and its equipment and services to exhibitors. Maintaining Buildings and equipment and providing electrical, plumbing, and Internet services to promoters. FIRST ENERGY STADIUM Provide a source of public relaxation and entertainment through the ownership and leasing of Cleveland Browns Stadium for the play of professional football games and the presentation of other entertainment and public attractions. Monitor lease agreement compliance. PUBLIC AUDITORIUM AND CONFERENCE CENTER Provide a venue for meetings, trade shows, theatrical events and receptions. Coordinate the daily operations of the facility, including overall planning, labor management, fiscal activities and maintenance. SECURITY FUNCTIONS To provide security for persons using the Public Auditorium and Conference Center and to provide information as requested. Maintaining the building security equipment and providing the needed labor force to ensure the users safety.
ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES:
ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES: PROGRAM NAME: OBJECTIVES: ACTIVITIES:
February 1, 2014

439
THEATRICAL EVENT ADMINISTRATION To provide promoters with assistance in producing profitable and successful theatrical events and meetings. Supplying skilled administration and labor in all areas pertaining to theatrical events and meetings. WEST SIDE MARKET Provide a venue where quality food products can be bought and sold. Supervise Tenant contract compliance, fiscal and maintenance activities, rent structure development and overall planning.
February 1, 2014
440

Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent School Guards Longevity Separation Payments Overtime
450,645 380,251 6,375 32,272 107,734
470,802 361,027 1,611 5,775 6,987 119,463
504,168 379,992 1,859 5,550 88,258
500,759 380,000 6,650 100,000
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Tool Insurance Clothing Maintenance Union Welfare Payment $ Other Training & Professional Dues Professional Dues & Subscript Utilities Brokered Gas Supply Gas Electricity - Cpp Steam $ Contractual Services Professional Services Parking In City Facilities Equipment Rental Other Contractual Bank Service Fees Credit Card Processing Fees $ $ $ $ $
977,276 74,071 14,463 4,863 540 141,130 13,581 23,264 431 58,931 1,480 150 1,625 7,234 341,764 130 130 15,704 12,128 459,384 613,020 1,100,237 1,038 48,997 1,353 2,559
$ $
965,666 72,266 15,173 4,931 556 134,992 13,379 17,329 453 15,867 1,630 150 1,475 13,866
$ $
979,827 72,274 14,784 4,861 519 131,027 13,055 15,026 407 12,263 1,050 1,525 13,992
$ $
987,409 79,636 15,472 5,093 531 150,000 9,286 12,720 410 1,680 150 1,675 16,000
$ $ $ $
292,067 2,554 3,261 352,258 469,705
$ $ $ $
280,785 50 50 3,473 2,985 355,935 496,842
$ $ $ $
292,653 250 250 4,168 3,582 366,613 546,525
$ $
827,777 46 1,966 72,856 1,605
$ $
859,235 28 2,692 51,613 955
$ $
920,888 200 2,000 2,500 71,500 2,250
February 1, 2014

2011 Actual $ Materials & Supplies Office Supplies Electrical Supplies Hygiene And Cleaning Supplies Painting Equipment & Supplies Plumbing Supplies And Equip Motors And Pumps Heating And Air Filters Lumber, Glass, And Drywall Other Supplies Safety Equipment Batteries Just In Time Office Supplies Building Maintenance Supplies $ Maintenance Maintenance Machinery & Tools Maintenance Fire Apparatus Maintenance Vehicles Maintenance Utility Systems Maintenance Misc. Equipment Maintenance Building $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Water Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. Charges From Division Of Maint Charges From Waste Collection Charges From Parks Maintenance $ $ $ $ $ $ $ 53,947 328 4,757 10,312 846 4,204 246 576 21,270 600 600 219,135 219,135 53,503 7,094 1,314 40 17,331 132 11,240 9,340 99,994 2,814,354 $ $ $ $ $ $ $ $ $ $ 2012 Actual 76,472 2,800 5,689 8,483 304 1,908 73 720 5,200 25,176 9,999 4,205 14,204 172,001 172,001 57,650 8,688 1,415 7,886 2,835 11,788 90,263 2,463,625 $ $ $ $ $ $ $ $ $ $ 2013 Unaudited 55,287 11,470 6,906 5,000 6 46 627 1,850 25,905 1,717 20,078 21,795 169,957 169,957 64,377 4,570 2,859 1,788 30 18,754 383 1,431 94,191 2,487,031 $ $ $ $ $ $ $ $ $ $
441
2014 Budget 78,450 7,000 12,000 500 2,000 3,000 1,000 1,000 500 200 1,000 1,000 29,200 1,000 1,000 4,000 6,000 1,000 4,000 17,000 172,450 172,450 70,779 8,075 2,027 32 15,673 500 12,000 10,000 119,086 2,617,386
February 1, 2014
442

2011 Actual 2012 Actual $ 1,027,450 118,412 1,297,038 26 $ 2,442,927 $ $ 2013 Unaudited 916,238 23,609 1,526,993 51 2,466,890 $ $ 2014 Budget 482,000 439,315 1,688,193 2,609,508
Revenues
Charges For Services Grant Revenue Miscellaneous Transfers In Interest Earnings/Investment Income
469,306 500 397,370 1,218,684 123
2,085,983
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 SERVICE & MAINTENANCE 3 2 1 6 3 2 2 7 3 2 1 6 SKILLED CRAFT 1 1 1 3 10 48 58 1 1 1 3 11 28 39 1 1 1 3 10 48 58 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Chief Building Stationary Engineer Electrical Worker Plumber 19.80 45.13 44.18 Custodial Worker Guard Municipal Service Laborer 10.00 10.00 15.95 Deputy Commissioner 26,273.96 Minimum
443
Maximum
82,493.55
15.12 17.39 17.95
20.64 56.41 55.23
February 1, 2014
444
Department of Public Works WESTSIDE MARKET GENERAL OPERATIONS

Westside Market General Operations
Expenditures
2011 Actual Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments Overtime $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Clothing Allowance Tool Insurance Clothing Maintenance $ Other Training & Professional Dues Professional Dues & Subscript Utilities Brokered Gas Supply Gas Electricity - Cpp Security & Monitoring System $ Contractual Services Mileage (Private Auto) Janitorial Services Other Contractual Refunds & Miscellaneous $ Materials & Supplies Office Supplies Computer Software Chemical $ $ $ $ $ $
2012 Actual
2013 Unaudited
2014 Budget
214,886 18,748 775 741 17,876 253,026 44,081 9,142 2,953 300 35,162 3,629 4,410 236 1,230 150 400 101,692 100 100 42,128 21,571 134,231 799 198,729 312 186,400 156,062 16 342,790 92
236,464 19,703 1,525 12,900
235,918 8,164 1,825 9,092
251,266 16,720 2,100 20,000
$ $
270,592 54,681 12,396 3,840 353 37,945 3,853 3,905 270 1,660 300 500
$ $
254,999 49,600 48 11,145 3,387 319 34,057 3,528 3,756 226 1,660 300 500
$ $
290,086 60,897 13,180 4,044 354 40,619 4,247 17,840 246 1,660 300 500
$ $ $ $
119,703 100 100 54,299 35,698 134,069 540
$ $ $ $
108,525 100 100 71,654 28,706 133,087 1,350
$ $ $ $
143,887 1,640 1,640 85,985 34,448 137,080 4,000
$ $
224,606 474 170,500 120,902
$ $
234,797 333 201,500 204,401
$ $
261,513 500 203,940 194,390
$ $
291,876 1,840
$ $
406,234 581
$ $
398,830 20,000 1,530
February 1, 2014

2011 Actual Fire/Ems Apparatus Parts Salt & De-Icer Boilers, Heaters & Cool Equip Small Equipment Electrical Supplies Hygiene And Cleaning Supplies Doors, Shutters And Windows Plumbing Supplies And Equip Motors And Pumps Medical Supplies Other Supplies Just In Time Office Supplies Building Maintenance Supplies $ Maintenance Maintenance Machinery & Tools Maintenance Fire Apparatus Maintenance Building $ Claims, Refunds, Maintenance Indirect Cost Interdepart Service Charges Charges From Telephone Exch Charges From W.P.C. Charges From Print & Repro Charges From Division Of Maint Charges From Waste Collection Charges From Community Develop $ $ $ $ $ $ 650 6,946 384 1,011 1,133 10,216 12,152 700 13,407 26,259 31,404 31,404 3,216 1,376 15,262 48,101 67,954 1,032,171 $ $ $ $ $ $ $ $ 2012 Actual 278 8,662 1,800 3,287 1,703 727 428 840 1,198 20,762 12,395 12,510 24,905 31,181 31,181 3,879 1,115 18,921 36,580 60,496 1,044,221 $ $ $ $ $ $ $ $ 2013 Unaudited 756 2,302 5,133 138 223 680 9,813 2,574 6,906 9,479 33,283 33,283 3,630 1,618 14,045 39,349 58,642 1,115,873 $ $ $ $ $ $ $ $
445
2014 Budget 450 1,000 10,550 2,000 6,000 1,000 4,500 2,700 5,449 450 1,350 1,183 58,162 10,000 900 13,884 24,784 31,365 31,365 3,991 500 1,834 16,000 40,000 2,000 64,325 1,274,592
Revenues
2011 Actual Charges For Services Miscellaneous Interest Earnings/Investment Income $ $ 1,288,387 40 1,358 1,289,785 $ $ 2012 Actual 1,301,692 2,063 1,303,755 $ $ 2013 Unaudited 1,270,840 3,249 4,198 1,278,287 $ $ 2014 Budget 1,268,000 1,268,000
February 1, 2014
446
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 1 1 1 PROFESSIONALS 1 2 3 1 2 3 1 2 3 SERVICE & MAINTENANCE 2 2 6 1 7 2 2 6 1 7 2 2 6 1 7 TOTAL FULL TIME TOTAL PART TIME TOTAL DIVISION Municipal Service Laborer 15.95 Assistant Administrator Building Stationary Engineer 20,800.00 18.52 Manager of Markets 23,647.11 Minimum
447
Maximum
78,080.22
56,847.22 19.33
17.95
February 1, 2014
448
Department of Public Works CLEVELAND STADIUM

Cleveland Stadium
Expenditures
Contractual Services Professional Services Insurance And Official Bonds Property Rental Other Contractual Stadium Property Tax $ Interfund Subsidies Transfer to Other SubClasses Transfer To Debt Service Fund $ $ $
2011 Actual $ 13,100 18,216 84,240 453,423 568,979 13,138,606 13,138,606 13,707,585 $ $ $ $ $
2012 Actual 40,575 84,240 452,380 577,195 5,000,000 3,814,081 8,814,081 9,391,276 $ $ $ $ $
2013 Unaudited 16,225 99,100 18,216 646,923 780,464 500,060 6,155,000 6,655,060 7,435,524 $ $ $ $ $
2014 Budget 50,000 98,515 9,109 647,000 804,624 9,918,625 9,918,625 10,723,249
Revenues
Charges For Services Other Shared Revenue Transfers In Interest Earnings/Investment Income $ $ 2011 Actual 250,000 13,128,471 500,000 10,227 13,888,698 $ $ 2012 Actual 250,000 13,570,128 5,671 13,825,799 $ 2013 Unaudited $ 250,000 13,377,951 7,250,000 9,789 20,887,740 $ $ 2014 Budget 250,000 5,861,273 10,113,125 16,224,398
February 1, 2014
Department of Public Works EASTSIDE MARKET

Expenditures
Eastside Market
449
2011 Actual Contractual Services Security Services
2012 Actual
2013 Unaudited
2014 Budget
$ $ $
39,357 39,357 39,357
$ $ $
39,978 39,978 39,978
$ $ $
40,000 40,000 40,000
$ $ $
40,000 40,000 40,000
Revenues
2011 Actual Transfers In Interest Earnings/Investment Income $ $ 136 136 $ $ 2012 Actual 99 99 $ $ 2013 Unaudited 117 117 $ $ 2014 Budget 11,808 11,808
February 1, 2014
450
Department of Community Development COMMUNITY DEVELOPMENT DIRECTOR'S OFFICE

Daryl Rush, Director
Community Department Development of Community Director's Development Office
Mission Statement To provide supervision, management and control over the three divisions of the Department of Community Development. The Director's Office directs and coordinates the Emergency Shelter Grant, Public Information and Fair Housing & Consumer Affairs activities. PROGRAM NAME: OBJECTIVE: CONSUMER AFFAIRS To provide relief from fraudulent, unfair, deceptive, and unconscionable business practices, by monitoring and enforcing the Cleveland Consumer Protection Code, Fair Housing Codes, and Community Reinvestment Act as well as State and Federal Consumer Protection laws The Office of Fair Housing & Consumer Affairs (FHCA) enforces Cleveland's 1972 Consumer Protection Code, as well as educates the public regarding scams and fraudulent business practices. It works with the media, holds public neighborhood forums, and works cooperatively with private and governmental consumer agencies. It interacts with various levels of government to impact key consumer issues, ranging from Public Utilities Commission of Ohio (PUCO) rate matters to banking practices. This office may subpoena witnesses and hold hearings to determine whether a vendor has engaged in unfair practices with a Cleveland consumer. Along with field work, this may result in prosecution.
ACTIVITIES:
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Board Members Longevity $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Other Training & Professional Dues Travel Tuition & Registration Fees Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Travel- Non-Training Mileage (Private Auto) Advertising And Public Notice Parking In City Facilities Other Contractual $ Materials & Supplies Office Furniture & Equipment Special Events Supplies Just In Time Office Supplies $ Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom $ $ $ $ $ $ $ 2012 Actual 2013 Unaudited
451
2014 Budget
91,823 91,823 6,881 2,135 479 137 11,549 1,188 1,603 90 24,062 55 130 185 46 4,768 23 451 5,288 100 100 3,071 1,116 16 4,203 125,661
87,540 21,152
111,560 17,461 300
178,417 23,076 600
$ $
108,692 7,018 2,240 492 140 13,454 2,890 3,949 90
$ $
129,321 7,529 19 2,292 546 128 17,214 1,839 1,363 84
$ $
202,093 30,060 7,560 2,077 260 33,332 3,446 1,651 166
$ $
30,271 941 30
$ $
31,015 2,124 580 30
$ $
78,552 1,100 200 200
$ $
971 8 72 2,393
$ $
2,734 33 275 3,160 144
$ $
1,500 200 5,229 200 500
$ $
2,473 212 1,523 85
$ $
3,612 3,062 152
$ $
6,129 1,800
$ $
1,820 1,503 1,800
$ $
3,214 924 1,386
$ $
1,800 1,015 1,572
$ $
3,303 147,529
$ $
2,310 172,206
$ $
2,587 292,661
February 1, 2014
452

2011 Actual 2012 Actual $ $ $ (25) 25 $ $ 2013 Unaudited 1,167 1,167 $ $ 2014 Budget
Revenues
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 2 1 3 4 1 1 1 1 2 3 1 1 PROFESSIONALS 1 2 3 4 TOTAL FULL TIME BOARD MEMBERS 1 4 5 9 1 4 5 8 1 4 5 9 Member of Fair Housing Board-Chair Member of Fair Housing Board-Member TOTAL BOARD MEMBERS TOTAL DIVISION 7,775.00 7,200.00 Assistant Administrator Consumer Protection Specialist 20,800.00 10.00 Administrative Manager 27,193.55 Minimum
453
Maximum
101,816.22
56,847.22 18.43
7,775.00 7,200.00
February 1, 2014
454
Department of Building and Housing BUILDING AND HOUSING DIRECTOR'S OFFICE

Edward W. Rybka, Director
Building Department and Housing of Building Director's and Housing Office
Mission Statement The Department of Building and Housing is committed to ensuring that existing and new structures in the City of Cleveland are maintained and constructed in a safe and habitable manner through enforcement of the housing, building, and zoning codes. Pursuant to the timely review of construction project plans, issuance of permits and the inspection of property. The management and staff of the Department of Building and Housing accept accountability for providing quality and predictable service to its customers. Interactions with the various publics are conducted with professionalism and integrity. This Department was established to administer and enforce the provisions of the Cleveland Building, Housing, and Zoning Codes plus the National Electrical Code and the Ohio Building, Mechanical, Plumbing, and Elevator Codes. The Department has two primary functions - Plan Examination and Code Enforcement and is divided into two divisions, Construction Permitting and Code Enforcement, and the Directors Office. The Department registers building contractors, issues permits, inspects all new construction and major rehabilitation, engages in a systematic and complaint driven code enforcement program for existing properties and provides nuisance abatement to unsafe and/ or condemned properties. PROGRAM NAME: OBJECTIVES: ACTIVITIES: DIRECTORS OFFICE To provide supervision and management assistance to the Code Enforcement and Permit Sections. Monitor Department expenditures and revenues and other accounting activities. Maintain records and provide information services. Perform personnel and labor relations functions. Monitor nuisance abatement activities. Oversee and coordinate activities of state-certified staff in both divisions in accordance with State requirements.
February 1, 2014

Expenditures
2011 Actual Salaries and Wages Full Time Permanent Longevity Separation Payments $ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Court Reporter Travel- Non-Training Mileage (Private Auto) Medical Services Freight Expense Advertising And Public Notice Parking In City Facilities Other Contractual Credit Card Processing Fees $ Materials & Supplies Office Supplies Postage $ $ $ $ 2012 Actual 2013 Unaudited
455
2014 Budget
1,037,654 10,100 16,702 1,064,456 146,302 31,535 10,946 1,443 146,418 10,162 21,765 975 369,545 1,719 100 2,170 3,989 50,000 32 399 384 5,232 6,676 71,205 133,927 1,288 241
1,078,571 10,650 8,586
1,079,388 8,275 9,712
1,223,599 9,750 20,000
$ $
1,097,807 162,254 180 35,860 12,385 1,425 152,165 11,185 17,311 965
$ $
1,097,375 146,370 209 29,167 10,571 1,255 146,290 12,178 14,716 834 4,774
$ $
1,253,349 195,808 38,518 13,149 1,440 171,295 14,740 14,012 928
$ $
393,730 1,936 550 219 4,970
$ $
366,364 6,419 1,664 60 530
$ $
449,890 4,000 2,000 500 110 2,000
$ $
7,675 102,000 46 9 206 13 190 5,272 1,740 74,855
$ $
8,673 534,961 44 212 4,641 7,640 65,291
$ $
8,610 121,000 100 100 405 400 100 4,400 6,500 71,200
$ $
184,331 598 276
$ $
612,789 243 280
$ $
204,205 1,000 500
February 1, 2014
456

2011 Actual 2012 Actual 3,908 663 153 10,621 $ $ 16,219 6,578 $ $ $ $ 6,578 1,000 1,000 51,260 781 70,098 129,889 15,589 $ $ 267,617 1,974,958 $ $ $ $ $ $ $ $ 2013 Unaudited 526 52,000 193 97 9,772 63,112 3,168 192 3,360 1,250 1,250 35,796 61,978 121,694 11,918 231,386 2,384,308 $ $ $ $ $ $ $ $ 2014 Budget 2,500 2,000 400 100 9,500 16,000 6,000 6,800 12,800 14,100 14,100 39,355 70,277 128,435 20,232 258,299 2,217,253
Computer Supplies Computer Software Other Supplies Batteries Just In Time Office Supplies $ Maintenance Maintenance Contracts Computer Software Maintenance Car Washes $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Interdepart Service Charges Charges From Telephone Exch Charges From Radio Comm System Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $
2,334 10 1,431 5,304 6,763 6,763 13,716 13,716 51,398 1,564 57,035 117,065 29,256 256,318 1,854,020
Revenues
2011 Actual Charges For Services Licenses & Permits Miscellaneous Other Shared Revenue $ $ (13,489) 13,058,330 46,857 (78,760) 13,012,938 $ $ 2012 Actual (18,738) 11,232,744 69,096 (53,294) 11,229,809 $ $ 2013 Unaudited (2,333) 12,354,630 54,880 12,407,177 $ $ 2014 Budget 650 13,240,518 258,832 13,500,000
February 1, 2014
457
February 1, 2014
458

Budget 2013
Budget 2014
1 1 1 0 1 4
1 1 1 1 1 5
1 1 1 1 1 5
Assistant Administrator Deputy Director of Building & Housing Director of Building & Housing Legal Secretary Secretary to the Director
20,800.00 36,590.39 50,795.81 20,800.00 36,590.39
56,847.22 137,860.74 176,729.77 45,916.43 142,340.94
ADMINISTRATIVE SUPPORT 1 0 1 2 5 9 1 1 1 2 5 10 0 1 1 2 5 9 PROFESSIONALS 1 4 0 1 1 1 8 1 3 0 1 1 0 6 1 3 1 1 1 0 7 TECHNICIAN 0 1 1 22 22 0 1 1 22 22 1 1 2 23 23 TOTAL FULL TIME TOTAL DIVISION Data Base Administrator Financial Systems Coordinator 39,937.34 23,647.11 109,791.53 67,017.93 Accountant III Administrative Officer Demolition Compliance Officer Project Coordinator Senior Budget & Management Analyst Supervisor Data Processing 15.48 20,800.00 20,800.00 27,325.56 26,273.96 20,800.00 24.58 52,979.99 49,669.98 90,294.89 78,265.22 58,115.49 Customer Service Representative Paralegal Principal Cashier Senior Cashier Senior Clerk 12.15 20,800.00 14.66 12.57 12.47 17.67 43,700.85 23.74 20.20 16.58
February 1, 2014
Department of Building and Housing DIVISION OF CODE ENFORCEMENT

Thomas Vanover, Commissioner
Division of Code Enforcement
459
DIVISION OF CODE ENFORCEMENT To inspect structures for the purpose of enforcing the City of Cleveland Building, Housing, and Zoning Codes and the Ohio Building Code and referenced standards. Maintain uniform standards and requirements, of residential, commercial, and industrial buildings. Cite, condemn, board up and secure, abate, or demolish those structures not in compliance with these Codes, which constitute a nuisance and/or a hazard to the general public. Prosecute code enforcement cases and represent the City in all civil matters.
ACTIVITIES:
February 1, 2014
460

2011 Actual $ 3,248,492 14,621 39,975 93,622 1,800 3,589 $ 3,402,099 606,848 116,053 43,826 6,072 522,097 48,489 107,568 3,698 25,237 7,974 1,350 $ 1,489,212 2,866 980 2,125 998 7,480 $ 14,450 6,750 5,814 119,351 17,325 $ 149,240 $ $ $ $ $ $ $ $ 2012 Actual 3,018,593 33,875 67,376 1,200 1,760 3,122,804 561,512 240 121,351 42,747 5,770 494,774 48,190 126,832 3,407 8,537 2,700 1,416,061 436 8,033 2,537 4,620 15,625 64,225 5,338 126,370 213 11,825 207,971 $ $ $ $ $ $ $ $ 2013 Unaudited 3,748,933 33,650 13,143 900 2,684 3,799,309 584,334 158 128,140 42,578 5,712 509,357 52,533 105,453 3,217 4,397 1,200 1,437,080 3,863 1,779 980 1,889 5,200 13,711 20,099 5,264 137,573 40 15,345 218 178,538 $ $ $ $ $ $ $ $ 2014 Budget 3,893,999 68,557 34,375 40,250 1,800 7,500 4,046,481 711,836 148,452 49,226 6,125 554,771 56,842 133,433 3,358 900 1,560 1,666,503 10,450 2,000 1,300 8,000 21,750 5,000 120,000 300 15,500 140,800
Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments Bonus Incentive Overtime Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation Clothing Allowance Clothing Maintenance Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript Contractual Services Professional Services Travel- Non-Training Mileage (Private Auto) Freight Expense Parking In City Facilities Board Of Tax Appeals
February 1, 2014

2011 Actual Materials & Supplies Office Supplies Computer Supplies Clothing Office Furniture & Equipment Photographic Supplies Other Supplies Safety Equipment Just In Time Office Supplies $ Maintenance Car Washes Capital Outlay Transfer To Capital Project $ $ $ $ $ 2012 Actual 2013 Unaudited
461
2014 Budget
2,064 1,994 1,597 4,942 10,597 5,065,597
906 6,414 3,461 4 8,747
7,478 314 4,299
1,500 2,500 12,000 2,000 1,000 1,500 10,000
$ $ $ $ $ $
19,532 350,000 350,000 5,131,993
$ $ $ $ $ $
12,092 5,440,730
$ $ $ $ $ $
30,500 450 450 5,906,484
Revenues
Licenses & Permits Miscellaneous $ $ 2011 Actual 13,192 225 13,417 $ 2012 Actual $ 910 910 $ $ 2013 Unaudited 468,528 468,528 $ $ 2014 Budget 419,000 419,000
February 1, 2014
462
February 1, 2014

COMPARISON OF STAFFING LEVEL Budget 2013 No. of Employees December 2013 Budget 2014 Salary Schedule Position ADMINISTRATORS & OFFICIALS 1 1 1 3 1 0 1 2 1 1 1 3 ADMINISTRATIVE SUPPORT 1 1 7 9 1 1 7 9 1 1 7 9 PROFESSIONALS 1 5 1 1 8 2 5 1 1 9 2 5 1 1 9 TECHNICIAN 6 4 1 1 1 2 1 2 5 1 0 1 1 0 3 6 1 2 1 1 2 2 0 5 1 0 1 1 0 3 7 1 2 1 1 3 0 2 5 1 1 1 1 1 3 Building Inspector 1 Building Inspector 2 Building Inspector 3 Building Inspector 4 Building Inspector Trainee Electrical Safety Inspector 1 Electrical Safety Inspector 2 Electrical Safety Inspector 3 Elevator Inspector Mechanical Inspector Interim Mechanical Inspector 1 Mechanical Inspector 2 Mechanical Inspector 3 Plumbing Inspector 1 Plumbing Inspector 2 14.08 14.89 15.70 26.35 18.60 14.83 15.66 16.49 14.23 19.00 14.08 14.89 15.70 14.83 15.66 Building Inspector Interim Chief Building Inspector Chief Electrical Inspector Chief Elevator Inspector 19.00 20,800.00 20,800.00 20,800.00 Paralegal Principal Clerk Senior Clerk 20,800.00 14.88 12.47 Bureau Manager - Demolition Bureau Manager - Building Commissioner of Code Enforcement 26,797.11 26,797.11 42,758.15 Minimum
463
Maximum
82,152.52 82,152.52 137,860.74
43,700.85 20.10 16.58
20.36 68,000.00 68,000.00 68,000.00
24.60 25.99 27.39 28.81 20.33 24.60 25.99 27.39 24.60 20.36 24.60 25.99 27.39 24.60 25.99
February 1, 2014
464

COMPARISON OF STAFFING LEVEL No. of Employees December 2013 0 32 58 78 Salary Schedule Position Plumbing Inspector 3 Residential Building Inspector TOTAL FULL TIME PART TIME 1 1 84 1 1 79 1 1 85 Bureau Manager - Demolition TOTAL PART TIME TOTAL DIVISION 26,797.11 82,152.52 Minimum 16.49 17.69 Maximum 27.39 20.33
Budget 2013 1 33 63 83
Budget 2014 0 33 63 84
February 1, 2014
Department of Building and Housing DIVISION OF CONSTRUCTION PERMITTING

Navid Hussain, Commissioner
Division of Construction Permitting
465
DIVISION OF CONSTRUCTION PERMITTING To insure that standards are met that involves the construction, alterations, and repairs of residential, commercial, and industrial buildings. Administer contractors registrations. Update procedures for plan examinations and permit issuances. Review and process permit applications and plan reviews in accordance with City and State standards.
February 1, 2014
466

Expenditures
Salaries and Wages Full Time Permanent Part-Time Permanent Longevity Separation Payments
958,965 9,867 12,275 31,802
810,562 9,150 44,867
824,331 6,925 32,793
1,103,433 6,650 57,000
$ Benefits Hospitalization Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance Unemployment Compensation $ Other Training & Professional Dues Travel Tuition & Registration Fees Other Training Supplies Mileage (Priv Auto) Trng Prps Professional Dues & Subscript $ Contractual Services Professional Services Mileage (Private Auto) Freight Expense Other Contractual $ Materials & Supplies Office Supplies Computer Supplies Just In Time Office Supplies $ $ $ $ $ $
1,012,910 158,311 22,002 10,557 1,273 138,306 9,688 19,275 840 360,253 791 791 7,963 7,963 298 1,009 1,307 1,383,223
$ $
864,579 148,647 21,855 9,382 1,148 115,102 9,188 15,521 699 8,138
$ $
864,048 142,786 22,147 8,299 1,008 112,095 9,768 11,893 622
$ $
1,167,083 202,507 30,062 11,793 1,373 154,487 14,662 11,033 841
$ $
329,680 800
$ $
308,618 290 560 1,153 136 800
$ $
426,758 1,000 1,200 500 1,000
$ $
800 3,725 8,100
$ $
2,939 25,000 617 52 7,190
$ $
3,700 10,000 100 8,100
$ $
11,825 3,045
$ $
32,858 1,411
$ $
18,200 400 300 4,000
$ $
3,045 1,209,928
$ $
1,411 1,209,874
$ $
4,700 1,620,441
February 1, 2014

Revenues
2011 Actual Miscellaneous $ $ $ $ 2012 Actual $ $ 2013 Unaudited 12,874 12,874 $ $
467
2014 Budget
February 1, 2014
468

Budget 2013
Budget 2014
1 1 2 1 0 3 4
1 1 2 0 0 2 2
1 1 2
Assistant Commissioner of Construction Permitting Commissioner of Construction Permitting ADMINISTRATIVE SUPPORT
26,273.96 42,758.15
89,367.64 137,860.74
1 1 2 4
Customer Support Center Manager Customer Support Rep Senior Clerk
65,000.00 12.15 12.47
97,572.42 17.67 16.58
PROFESSIONALS 4 5 0 1 1 2 13 19 19 4 3 0 1 1 2 11 15 15 4 5 1 0 1 2 13 19 19 TOTAL FULL TIME TOTAL DIVISION Assistant Plan Examiner Master Plan Examiner Senior Data Conversion oper Data Base Administrator Engineer Residential Plan Examiner 16.29 23,647.11 12.02 39,937.34 22.78 19.56 23.32 101,803.14 15.39 109,791.53 34.79 26.36
February 1, 2014
Department of Economic Development DEPARTMENT OF ECONOMIC DEVELOPMENT

Tracey A. Nichols, Director
Department of Economic Development
469
Mission Statement To provide governmental leadership that will capitalize on Cleveland's economic strength by the encouragement of economic development, and to provide programs for the city, which will generate additional tax revenue, employment and real property values. Major responsibilities include the following: manage the overall operations of the Department; plan a comprehensive economic development program; operate major commercial/institutional development and redevelopment programs; develop and implement a comprehensive industrial development strategy; operate business investment lending programs; serve as an ombudsman for small businesses within City government; coordinate small business assistance groups; organize local neighborhood based retention and expansion plans; provide business development and marketing resources; and planning and economic policy support. PROGRAM NAME: OBJECTIVES: ADMINISTRATION To provide day-to-day management of staff assignments, program development, legislation affairs, program policy and planning. To provide a development strategy for Cleveland in cooperation with other city departments and provide economic development support to the Mayor, City Council, city departments, and the business community. Also, perform capital and operating budget management, loan portfolio and compliance management, grantor agency financial reporting, and coordinate program audits and management information services. Provide policy for program management and administer loan programs. BUSINESS DEVELOPMENT To assist in the development of real estate opportunities for new businesses as well as assist area businesses with City regulatory, licensing, zoning and building code procedures and clearances. Also, provide assistance in real estate and site location and drafts of expansion plans for area businesses. Develop strategies to promote Cleveland as a good place to live and work. Collect and make available pertinent real estate and city data. Produce site and expansion plans. Implement interdepartmental programs. Implement and administer the Neighborhood Development Investment Fund (NDIF). Produce marketing brochures promoting both Cleveland and Economic Development assistance programs. BUSINESS RETENTION & EXPANSION To provide assistance to commercial, industrial, and residential business or projects using federal, state local and private resources to foster economic development in the City of Cleveland. Market loan programs to the business and the lending community as viable sources of fixed asset financing; package low interest long term loans and tax incentives to businesses; package loans and grants to local development corporations to support for-profit and nonprofit neighborhood development; secure federal funds for commercial lending; utilize the Cleveland Citywide Development Corporation to review proposed development projects. Coordinate small business assistance groups; organize local neighborhood based retention and expansion plans.
ACTIVITIES: PROGRAM NAME: OBJECTIVES:
ACTIVITIES:
ACTIVITIES:
February 1, 2014
470

Expenditures
1,054,137 4,475
1,039,898 4,300 34,841
1,110,213 3,725
1,205,723 3,700 35,094
$ Benefits Hospitalization Flex Save Admin Fees Prescription Dental Vision Care Public Employees Retire System Fica-Medicare Workers' Compensation Life Insurance $ Contractual Services Professional Services Interdepart Service Charges Charges From Telephone Exch Charges From Print & Repro Charges From Central Storeroom Charges From M.V.M. $ $ $ $ $ $
1,058,612 107,824 24,218 7,776 873 150,317 13,772 18,717 731 324,228 3,674 2,128 2,798 1,037 9,637 1,392,477
$ $
1,079,039 105,692 180 23,895 7,561 845 146,949 14,087 17,227 704
$ $
1,113,938 114,356 329 23,885 7,492 840 148,529 15,777 14,843 667
$ $
1,244,517 173,088 34,742 11,025 1,062 169,320 17,483 16,269 779
$ $ $ $
317,141 4,018 8,660 2,757 1,886
$ $ $ $
326,720 3,226 9,050 2,116 808
$ $ $ $
423,768 50,000 50,000 3,547 8,335 2,910 1,330
$ $
17,320 1,413,500
$ $
15,200 1,455,858
$ $
16,122 1,734,407
Revenues
2011 Actual Licenses & Permits Miscellaneous Transfers In $ $ 37,500 11 1,503,898 1,541,409 $ $ 2012 Actual 100,000 5 1,275,431 1,375,436 $ $ 2013 Unaudited 101,700 14,290 1,531,715 1,647,705 $ $ 2014 Budget 1,734,407 1,734,407
February 1, 2014
471
February 1, 2014
472

Budget 2013
Budget 2014
1 1 1 1 4
1 1 1 1 4
1 1 1 1 4
Budget Administrator Director of Economic Development Executive Assistant To The Mayor Secretary to Directors
30,214.95 50,795.81 50,795.81 36,590.39
103,869.21 176,729.77 176,729.77 142,340.94
PARA - PROFESSIONALS 1 1 1 1 1 1 PROFESSIONALS 2 1 1 1 1 7 1 0 14 19 19 2 1 1 1 1 7 1 0 14 19 19 1 1 1 1 1 7 1 1 14 19 19 TOTAL FULL TIME TOTAL DIVISION Administrative Manager Administrative Officer Assistant Administrator Auditor Office Manager Project Coordinator Project Director Development Finance Analyst II 27,193.55 20,800.00 20,800.00 20,092.80 20,800.00 27,325.56 22,333.40 12.63 101,816.22 52,979.99 56,847.22 58,837.68 49,669.98 90,294.89 80,282.43 35.93 Paralegal 20,800.00 43,700.85
February 1, 2014
Non-Departmental COUNTY AUDITOR DEDUCTIONS

Expenditures
County Non-Departmental Auditor Deductions
473
2011 Actual Contractual Services Non Productive Land Sales Board Of Election Expense County Aud & Treas Coll Fee Advertising Del Land Sales Board Of Tax Appeals $ $
2012 Actual
2013 Unaudited
2014 Budget
42,439 8,085 1,564,432 11,270 303 1,626,530 1,626,530
82,792 343,676 1,348,808 10,656 774
35,375 17 1,076,078 10,264 1,909
100,000 1,073,000 1,130,000 10,000 1,000
$ $
1,786,705 1,786,705
$ $
1,123,642 1,123,642
$ $
2,314,000 2,314,000
February 1, 2014
474
Non-Departmental TRANSFERS TO OTHER FUNDS

Transfers to Other Funds
Expenditures
2011 Actual Interfund Subsidies Transfer To Rainy Day Res Fund Transfer To Stadium Fund Subsidy To St Construction Transfer to Other SubClasses Transfer To Debt Service Fund Transfer To Schools Rec Fund Transfer to IX Center Subsidy To Sinking Fund Subsidy To Cemetery Subsidy to Golf Courses Subsidy to Conv Center $
2012 Actual
2013 Unaudited
2014 Budget
500,000 6,130,586 850,000 8,247,759 1,000,000 190,969 839,443 290,352 518,651 1,218,684 19,786,444
5,327,389 1,050,000 8,082,893 1,000,000 167,103 725,917 59,114 231,969 1,297,038
5,000,000 7,250,000 5,864,872 8,304,464 1,175,000 138,230 422,721 1,526,993
10,113,125 7,974,936 2,000,000 8,703,807 1,175,000 200,000 828,132 50,134 189,893 1,688,193
17,941,423
29,682,280
32,923,220
February 1, 2014
Non-Departmental OTHER ADMINISTRATIVE

Expenditures
Other Training & Professional Dues Professional Dues & Subscript Ohio Municipal League NOACA Mayors & Mgrs Assoc. U.S. Conference Of Mayors National League Of Cities Greater Cleveland Partnership $ Utilities Electricity - Cpp Electricity - Other $ Contractual Services Professional Services Court Reporter Advertising And Public Notice Appraisal Fees Insurance And Official Bonds Taxes Other Contractual Justice Center-Tower Maint Bank Service Fees $ Claims, Refunds, Maintenance Judgements, Damages, & Claims Other Refunds & Adjustments $ Interdepart Service Charges Charges From Radio Comm System Capital Outlay Transfer To Capital Project $ $ $ $ $ $ $
Other Administrative
475
2011 Actual $ 2,380 24,125 59,693 15,000 13,765 22,698 40,000 177,661 12,198,308 18,736 12,217,044 153,252 415 15,150 4,925 144,959 60,787 1,700,567 161,964 2,242,020 193,927 193,927 1,393 1,393 $ $ $ $ $ $ $ $ $ $ $ $
2012 Actual 26,190 23,441 59,693 15,000 17,511 18,979 40,000 200,814 12,123,217 16,858 12,140,075 102,250 7,039 3,750 5,964 404,398 1,222,766 100,901 1,847,069 3,942 3,942 $ $ $ $ $ $ $ $ $ $ $ $
2013 Unaudited 3,008 23,441 15,000 17,511 18,979 40,000 117,939 12,355,886 25,128 12,381,014 152,309 17,236 236,276 5,958,650 157,258 6,521,729 (144) (144) 3,361 3,361 3,600,000 3,600,000 $ $ $ $ $ $ $ $ $ $ $ $
2014 Budget 55,000 23,441 119,386 15,000 17,511 18,979 27,500 276,817 12,974,000 26,000 13,000,000 120,000 6,000 450,000 4,117,307 244,000 4,937,307 4,000,000 4,000,000
February 1, 2014
476
Non-Departmental OTHER ADMINISTRATIVE

2011 Actual $ $ 250,000 250,000 15,082,046 $ $ $ $ $ 2012 Actual 250,000 250,000 14,441,900 $ $ $ $ $ 2013 Unaudited 250,000 250,000 (24,982) (24,982) 22,848,917 $ $ $ $ $ 2014 Budget 250,000 250,000 22,464,124
Debt Service Principal Expenditure Recovery Expenditure Recovery
$ $ $
Revenues
Charges For Services Miscellaneous Other Shared Revenue Property Tax Sale Of City Assets State And Local Gov Fund Transfers In Other Tax Income Tax $ $ 2011 Actual 2,011,679 7,363,981 9,027,819 36,152,494 98,701 47,256,961 4,379,143 6,154,617 275,730,606 388,176,000 $ $ 2012 Actual 2,074,050 7,877,229 11,629,318 35,998,903 1,791 34,672,707 15,705,310 6,000,989 290,474,302 404,434,599 $ 2013 Unaudited $ 1,942,562 8,192,229 17,244,378 32,704,946 28,180,328 912,147 6,081,260 300,647,885 395,905,733 $ $ 2014 Budget 1,642,079 7,494,379 13,983,696 33,965,041 27,629,037 1,250,000 3,000,000 296,275,000 385,239,232
February 1, 2014
General Government RESTRICTED INCOME TAX

Expenditures
Restricted General Government Income Tax
477
2011 Actual Interfund Subsidies Transfer to Other SubClasses Capital Outlay Transfer To Capital Project Debt Service Principal Interest $ $
2012 Actual
2013 Unaudited
2014 Budget
$ $ $ $ $
25,555,664 25,555,664 7,635,229 7,635,229 319,663 319,663 33,510,556
$ $ $ $ $ $ $
25,926,340 25,926,340 3,797,282 3,797,282 4,798,692 1,077,104 5,875,796 35,599,418
$ $ $ $ $ $ $
23,862,972 23,862,972 8,939,218 8,939,218 4,931,163 1,020,341 5,951,504 38,753,694
$ $ $ $ $ $ $
27,544,562 27,544,562 4,380,842 4,380,842 5,497,271 1,008,308 6,505,579 38,430,983
Revenues
2011 Actual Income Tax Interest Earnings/Investment Income $ $ 34,392,656 17,299 34,409,955 $ $ 2012 Actual 36,309,288 16,442 36,325,729 $ $ 2013 Unaudited 37,522,528 34,899 37,557,427 $ $ 2014 Budget 37,034,375 40,000 37,074,375
February 1, 2014
478
Appropriation Ordinance
Legislative Branch Judicial Branch Executive Branch General Government Department of Aging Department of Human Resources Department of Law Department of Finance Department of Public Health Department of Public Safety Department of Public Works Department of Community Development Department of Building and Housing Department of Economic Development Nondepartmental Total Executive Branch TOTAL GENERAL FUND Special Revenue Funds Internal Service Funds Enterprise Funds Agency Funds Debt Service Funds
$ $
6,937,206 40,067,439 13,697,250 1,119,361 2,182,400 10,625,473 15,095,079 5,563,719 309,137,283 66,390,729 292,661 9,744,178 1,734,407 57,701,344 493,283,884 540,288,529 77,777,124 85,625,883 685,122,847 10,236,300 70,690,460
TOTAL APPROPRIATIONS FOR 2013
$ 1,469,741,143
GENERAL FUND
LEGISLATIVE BRANCH
Council and Clerk of Council I Personnel and Related Expenses II Other Expenses $ 4,924,401 2,012,805 $ 6,937,206
TOTAL LEGISLATIVE BRANCH
6,937,206
February 1, 2014
479
JUDICIAL BRANCH
Municipal Court - Judicial Division I Personnel and Related Expenses II Other Expenses Municipal Court - Clerk's Division I Personnel and Related Expenses II Other Expenses Municipal Court - Housing Division I Personnel and Related Expenses II Other Expenses $ 3,425,754 156,859 $ 9,402,010 5,009,948 $ 3,582,613 $ 19,404,866 2,668,002 $ 14,411,958 $ 22,072,868
TOTAL JUDICIAL BRANCH
40,067,439
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor I Personnel and Related Expenses II Other Expenses Office of Capital Projects I Personnel and Related Expenses II Other Expenses Landmarks Commission I Personnel and Related Expenses II Other Expenses Board of Building Standards and Appeals I Personnel and Related Expenses II Other Expenses Board of Zoning Appeals I Personnel and Related Expenses II Other Expenses $ 220,089 15,108 $ 124,201 11,584 $ 235,197 $ 236,627 7,168 $ 135,785 $ 4,563,722 552,694 $ 243,795 $ 2,445,626 122,551 $ 5,116,416 $ 2,568,177
February 1, 2014
480
Civil Service Commission I Personnel and Related Expenses II Other Expenses Community Relations Board I Personnel and Related Expenses II Other Expenses City Planning Commission I Personnel and Related Expenses II Other Expenses Boxing and Wrestling Commission I Personnel and Related Expenses Office of Equal Opportunity I Personnel and Related Expenses II Other Expenses Office of Budget & Management-Budget Admin. I Personnel and Related Expenses II Other Expenses $ 762,532 21,206 $ 824,038 23,880 $ 7,697 $ 1,537,955 103,630 $ 1,267,261 46,161 $ 612,365 191,155
803,520
1,313,422
1,641,585
7,697
847,918
783,738
TOTAL GENERAL GOVERNMENT DEPARTMENT OF AGING

Department of Aging I Personnel and Related Expenses II Other Expenses $ 841,651 277,710
13,697,250
1,119,361
TOTAL DEPARTMENT OF AGING DEPARTMENT OF HUMAN RESOURCES

Department of Human Resources I Personnel and Related Expenses II Other Expenses $ 1,394,558 787,842
1,119,361
2,182,400
TOTAL DEPARTMENT OF HUMAN RESOURCES
2,182,400
February 1, 2014
481
DEPARTMENT OF LAW
Department of Law I Personnel and Related Expenses II Other Expenses $ 6,519,859 4,105,614 $ 10,625,473 $ 10,625,473
TOTAL DEPARTMENT OF LAW DEPARTMENT OF FINANCE

Finance Administration I Personnel and Related Expenses II Other Expenses Division of Accounts I Personnel and Related Expenses II Other Expenses Division of Assessments and Licenses I Personnel and Related Expenses II Other Expenses Division of Treasury I Personnel and Related Expenses II Other Expenses Division of Purchases and Supplies I Personnel and Related Expenses II Other Expenses Bureau of Internal Audit I Personnel and Related Expenses II Other Expenses Division of Financial Reporting and Control I Personnel and Related Expenses II Other Expenses $ 1,335,505 19,542 $ 590,187 634,154 $ 685,772 35,048 $ 633,407 95,149 $ 2,395,114 1,375,006 $ 1,336,536 682,611 $ 916,726 346,420
1,263,146
2,019,147
3,770,120
728,556
720,820
1,224,341
1,355,047
February 1, 2014
482
Information Systems Services I Personnel and Related Expenses II Other Expenses $ 2,117,180 1,896,722
4,013,902
TOTAL DEPARTMENT OF FINANCE
15,095,079
DEPARTMENT OF PUBLIC HEALTH

Public Health Administration I Personnel and Related Expenses II Other Expenses Division of Health I Personnel and Related Expenses II Other Expenses Division of Environment I Personnel and Related Expenses II Other Expenses Division of Air Quality I Personnel and Related Expenses II Other Expenses $ 110,777 281,100 $ 5,563,719 $ 779,623 208,609 $ 391,877 $ 1,926,073 1,253,213 $ 988,232 $ 670,811 333,513 $ 3,179,286 $ 1,004,324
TOTAL DEPARTMENT OF PUBLIC HEALTH DEPARTMENT OF PUBLIC SAFETY

Public Safety Administration I Personnel and Related Expenses II Other Expenses Division of Police I Personnel and Related Expenses II Other Expenses Division of Fire I Personnel and Related Expenses II Other Expenses $ 82,318,193 3,785,760 $ 168,752,089 10,271,401 $ 3,553,854 1,345,199
4,899,053
179,023,490
86,103,953
February 1, 2014
483
Division of Emergency Medical Services I Personnel and Related Expenses II Other Expenses Division of Animal Control Services I Personnel and Related Expenses II Other Expenses Division of Correction I Personnel and Related Expenses II Other Expenses $ 10,877,152 3,816,007 $ 979,164 395,153 $ 20,426,772 2,616,539
23,043,311
1,374,317
14,693,159
TOTAL DEPARTMENT OF PUBLIC SAFETY DEPARTMENT OF PUBLIC WORKS

Division of Public Works Administration I Personnel and Related Expenses II Other Expenses Division of Recreation I Personnel and Related Expenses II Other Expenses Division of Parking Facilities-On Street I Personnel and Related Expenses II Other Expenses Division of Property Management I Personnel and Related Expenses II Other Expenses Division of Park Maintenance and Properties I Personnel and Related Expenses II Other Expenses Division of Waste I Personnel and Related Expenses II Other Expenses $ 13,674,442 11,323,586 $ 8,400,230 5,169,073 $ 5,482,736 2,477,455 $ 1,148,983 85,261 $ 8,153,758 3,996,035 $ 2,810,254 202,762
309,137,283
3,013,016
12,149,793
1,234,244
7,960,191
13,569,303
24,998,028
February 1, 2014
484
Division of Traffic Engineering I Personnel and Related Expenses II Other Expenses $ 2,658,405 807,749
3,466,154
TOTAL DEPARTMENT OF PUBLIC WORKS DEPARTMENT OF COMMUNITY DEVELOPMENT DIRECTOR'S OFFICE

Department of Community Development Director's Office I Personnel and Related Expenses II Other Expenses $ 280,645 12,016
66,390,729
292,661
TOTAL DEPARTMENT OF COMMUNITY DEVELOPMENT
292,661
DEPARTMENT OF BUILDING AND HOUSING

Building and Housing Dir Office I Personnel and Related Expenses II Other Expenses Division of Code Enforcement I Personnel and Related Expenses II Other Expenses Division of Construction Permit I Personnel and Related Expenses II Other Expenses $ 1,593,841 26,600 $ 9,744,178 $ 5,712,984 193,500 $ 1,620,441 $ 1,703,239 514,014 $ 5,906,484 $ 2,217,253
TOTAL DEPARTMENT OF BUILDING AND HOUSING
DEPARTMENT OF ECONOMIC DEVELOPMENT

Economic Development I Personnel and Related Expenses II Other Expenses $ 1,668,285 66,122 $ 1,734,407 $ 1,734,407
TOTAL DEPARTMENT OF ECONOMIC DEVELOPMENT
February 1, 2014
485
NONDEPARTMENTAL
County Auditor Deductions II Other Expenses Other Administrative II Other Expenses Transfers to Other Funds II Other Expenses TOTAL NONDEPARTMENTAL $ 32,923,220 $ 57,701,344 $ 22,464,124 $ 32,923,220 $ 2,314,000 $ 22,464,124 $ 2,314,000
TOTAL EXECUTIVE BRANCH

TOTAL GENERAL FUND
$
$
493,283,884
540,288,529
SPECIAL REVENUE FUND

Restricted Income Tax Fund I Capital II Debt Service Street Construction, Maintenance & Repair Fund I Personnel and Related Expenses II Other Expenses Schools Recreation & Cultural Activities Fund II Other Expenses Division of Public Auditorium & Stadium-Stadium II Other Expenses TOTAL SPECIAL REVENUE FUNDS $ 10,723,249 $ 77,777,124 $ 1,175,000 $ 10,723,249 $ 15,153,579 12,294,313 $ 1,175,000 $ 27,447,892 $ 38,430,983 $ 38,430,983
February 1, 2014
486
INTERNAL SERVICE FUND

Sinking Fund Commission I Personnel and Related Expenses II Other Expenses Information Systems Services-Telephone Exchange I Personnel and Related Expenses II Other Expenses Division of Motor Vehicle Maintenance I Personnel and Related Expenses II Other Expenses Division of Printing and Reproduction I Personnel and Related Expenses II Other Expenses City Storeroom and Central Warehouse I Personnel and Related Expenses II Other Expenses Health Self Insurance II Other Expenses Prescription Self Insurance II Other Expenses TOTAL INTERNAL SERVICE FUNDS $ 9,897,644 $ 85,625,883 $ 44,896,329 $ 9,897,644 $ 99,045 465,986 $ 44,896,329 $ 840,860 1,917,032 $ 565,031 $ 5,537,264 14,175,777 $ 2,757,892 $ 1,274,040 5,562,266 $ 19,713,041 $ 233,340 726,300 $ 6,836,306 $ 959,640
ENTERPRISE FUNDS DEPARTMENT OF PUBLIC UTILITIES

Utilities Administration I Personnel and Related Expenses II Other Expenses $ 2,386,696 799,662 $ 3,186,358
February 1, 2014
487
Radio I Personnel and Related Expenses II Other Expenses Division of Fiscal Control I Personnel and Related Expenses II Other Expenses Division of Water I Personnel and Related Expenses II Other Expenses Division of Water Pollution Control I Personnel and Related Expenses II Other Expenses Division of Cleveland Public Power I Personnel and Related Expenses II Other Expenses TOTAL DEPARTMENT OF PUBLIC UTILITIES $ 31,418,938 157,433,288 $ 11,105,934 11,579,141 $ 82,880,889 204,372,244 $ 3,230,341 655,941 $ 547,734 2,964,504
3,512,238
3,886,282
287,253,133
22,685,075
188,852,226
509,375,312
DEPARTMENT OF PORT CONTROL

Divisions of Cleveland Hopkins & Burke Lakefront Airports - Operations I Personnel and Related Expenses II Other Expenses $ 32,616,783 128,575,754 $ 161,192,537 $ 161,192,537
TOTAL DEPARTMENT OF PORT CONTROL DEPARTMENT OF PUBLIC WORKS

Division of Cemeteries I Personnel and Related Expenses II Other Expenses Golf Course Fund I Personnel and Related Expenses II Other Expenses $ 45,000 253,000 $ 1,212,369 468,736
1,681,105
298,000
February 1, 2014
488
Division of Parking Facilities-Off Street Parking I Personnel and Related Expenses II Other Expenses Division of Public Auditorium I Personnel and Related Expenses II Other Expenses Division of Public Auditorium& Stadium-West Side Market I Personnel and Related Expenses II Other Expenses Division of Property Management - East Side Market II Other Expenses $ 40,000 $ 433,973 840,619 $ 1,280,062 1,337,324 $ 1,262,328 7,381,587
8,643,915
2,617,386
1,274,592
40,000
TOTAL DEPARTMENT OF PUBLIC WORKS TOTAL ENTERPRISE FUNDS
14,554,998
685,122,847
AGENCY FUND
Central Collection Agency I Personnel and Related Expenses II Other Expenses $ 6,495,959 3,740,341 $ 10,236,300
TOTAL AGENCY FUND
10,236,300
DEBT SERVICE FUND

Sinking Fund Commission III Debt Service $ 70,690,460 $ 70,690,460
TOTAL DEBT SERVICE FUNDS
70,690,460
February 1, 2014
Glossary
Glossary
489
Accrual Accounting - Method of accounting in which liabilities are reported in the year in which they occur regardless of when payment is made and revenue must be reported in the year in which the services are provided. Agency Funds - Are used to account for assets held by the City as an agent for individuals, private organizations and other governments. The Agency Funds are custodial in nature (assets equal liabilities) and do not have a measurement focus. However, the accrual basis of accounting is used to recognize receivables and payables. The City's more significant Agency Funds are used to account for Municipal Court and income tax collections for other municipalities. Appropriation - Money authorized by formal legal action (City Council Ordinance) to be used for a specific purpose. Assessed Value - The dollar value assigned to a property for purposes of measuring applicable taxes. In Cleveland the property tax equates to 35% of the appraised value. Attrition - The loss of personnel in employment through resignation, retirement, etc. Bed Tax - A levy imposed by the City Government on hotel stays within its jurisdiction. Bond - A long-term IOU or promise to pay. It is a promise to repay a specific amount of money (the face amount of the bond) on a particular date (the maturity date). Bond proceeds are primarily used to finance capital projects. Bond Ratings - A grade given to bonds that indicates the bond issuer's financial strength or it's the ability to pay a bond's principal and interest in a timely fashion. City ratings are from Moody's Investors Service, Standard & Poor's, and Fitch. Budget - A plan of financial activity for a specified fiscal year indicating all planned revenues and appropriations for the year. Budget Basis - Method of accounting in which revenues are recorded when received in cash, and expenditures are recorded when paid in cash or encumbered. CCA - Central Collection Agency CMSD - Cleveland Metropolitan School District COC - City of Cleveland CPI - Consumer Price Index CRB - Community Relations Board CSB - Cleveland Small Businesses CWD - Cleveland Water Department Capital Improvement Program (CIP) - The City developed a comprehensive 5 year plan which classifies and prioritizes capital projects by function. See page 24 for details.
February 1, 2014
490
Glossary
Capital Outlay - Expenditures which cost more than $5,000 or have a useful life of at least 5 years. See page 24 for details. Capital Projects - The construction, rehabilitation or acquisition of fixed assets or permanent improvements. Carry-Forward Balance - An amount of cash in excess of all financial obligations at the end of a fiscal year and recognized as such at the beginning of the following year. Cash Basis - Method of accounting in which transactions are recognized only when cash is received or disbursed. Categorical Grant - Funds given through an agency of the Federal or State government with administrative regulation attached and received after an application and contract. This grant type is aimed at accomplishing a special purpose in a content area or to address a specific target group. Certificates of Participation (COPS) - A certificate of participation (which looks very much like a bond) represents an undivided interest in the payments made by a public agency pursuant to a lease financing (or an installment purchase agreement). Community Development Block Grant (CDBG) - United States Department of Housing and Urban Development (HUD) grant that is used to provide decent housing and a suitable living environment, and to expand economic opportunities. This program is targeted principally for persons earning less than the median family income and / or activities that will prevent or eliminate slums and blight. Comprehensive Annual Financial Report (CAFR) - The report is the annual publication of the City's financial condition at conclusion of the fiscal year. The report is prepared to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and presentation of the financial data in conformity with the Adopted Budget. Contractual Services - Services provided under a contract subject to obtaining competitive quotations or bids. DPC - The Department of Port Control Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined payment schedule. Decertification - The withdrawal of financial obligation. Defeasance of Debt - A rendering void; the voiding of a contract. Methods / tools by which an outstanding bond issue can be made void, both legally and financially usually accomplished by a refunding transaction. Department - The highest level of formal organization in the City, headed by a director who has overall responsibility for the performance of a service or work type in all related divisions. Division - The second level of organization within the City; it is part of a Department and headed by a Commissioner, who administers a set of programs to accomplish specific City services. EMS - Emergency Medical Service Economic Indicator - A piece of economic data, usually of macroeconomic scale, that is used by investors to interpret current or future investment possibilities and judge the overall health of an economy. Economic
February 1, 2014
Glossary
491
indicators can potentially be anything the investor chooses, but specific pieces of data released by government and non-profit organizations have become widely followed. Encumbrance - Commitment of funds related to an as yet imperforate contract for goods or services. Enterprise Funds - are used to account for operations that are financed and operated in a manner similar to private business enterprises, where the intent of the governing body is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. Expenditure Recovery - The reimbursement of money from one funding source to another in which the reimbursing entity has an interest in the purchase of the goods or services. Expenditures - Dispensing of available resources for the purpose of accomplishing a specific goal or objective. FBE - Female Business Enterprises Fee - A charge to the party who only benefits directly from the City's service, such as individual building permit fees. Fiscal Year - A twelve month period (January 1 through December 31) at the beginning of which the city implements a new budget based on expected revenues and expenditures, and at the end of which the city determines its financial position and the results of its operations. Fund - An accounting entity with a self-balancing set of accounts designated for a particular purpose. Fund Balance - The balance in a fund remaining from all revenues, expenditures and carryover funds that is subject to future appropriation. GIS - Geographic Information System General Bond Ordinance - A general obligation bond is a common type of municipal bond that is secured by a state or local government's pledge to use legally available resources, including tax revenues, to repay bond holders. The issuance and sale of all bonds or notes of the City is governed by "PART ONE: ADMINISTRATIVE CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 177 - BONDS AND NOTES" of the City Ordinances. General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial resources, except those required to be accounted for in another fund. General Obligation (G.O.) Bond - are backed by the full faith and credit of the City. Such bonds are payable from ad valorem property taxes levied within the limitations provided by law, irrespective of whether such bonds are secured by other receipts of the City in addition to such ad valorem property taxes. Generally Accepted Accounting Principals (GAAP) - A widely accepted set of rules, conventions, standards, and procedures for reporting financial information, as established by the Financial Accounting Standards Board. Government Finance Officers Association (GFOA) - a professional association of approximately 17,500 state, provincial, and local government finance officers in the United States and Canada who's purpose is to enhance and promote the professional management of governments for the public benefit by identifying and developing financial policies and best practices and promoting their use through education, training, facilitation of member networking, and leadership.
February 1, 2014
492
Glossary
Grant - A contribution by a government or other organization to support a particular function. Grant Match - City funds, private funds, or in-kind services required to be contributed or raised by the receiving entity for the purpose of matching funds obtained from Federal and State grant programs. Inter-fund Subsidies - A grant of money from one fund to another to assist in operations which have been deemed advantageous to the public. Internal Service Funds - Are used to account for the financing of goods or services provided by one department or division to other departments or divisions or to other governments on a cost-reimbursement basis. The City's most significant Internal Service Funds are used to account for Motor Vehicle Maintenance, Municipal Income Tax Administration and the Worker's Compensation Reserve. LEED - Leadership in Energy and Environmental Design LPE - Local Producer Enterprises MBE - Minority Business Enterprises Maturity - Refers to the final payment date of a loan or other financial instrument. Modified Accrual Accounting - A basis of Accounting according to which (1) revenues are recognized in the accounting period in which they become available and measurable and (2) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. OBC - Ohio Building Code OBM - Office of Budget & Management ODOT - Ohio Department of Transportation OEO - Office of Equal Opportunity Object Code - Identifies the reason for which the appropriation (money) will be spent, i.e. electricity, asphalt, etc. Operating Budget - Plan of current program expenditures and the proposed means of financing them. Program - Service performed by division representing the purpose of funds spent. Property Tax (Ad Valorem) - Ad Valorem is Latin for "according to value". Municipal property owners have their property assessed on a periodic basis by a public tax assessor and assessed value is then used to compute an annual tax, which is levied on the owner. Proprietary Funds - A set of segregated revenue and expenditure accounts, set up for the purpose of showing net income, financial position, and changes in financial position. Enterprise Fund and the Internal Service Fund are Proprietary Funds. Receipts - Cash recognized upon collection.
February 1, 2014
Glossary
493
Reserve Fund - The City of Cleveland's current policy is to maintain a General Fund operating reserve of 5 percent of the total General Fund Operating budget. Restricted Income Tax Fund (RIT) - Revenue legislation for the support of Debt and ongoing General Fund Capital expenses from allocating 1/9 of the General Fund Income Tax for this purpose. Revenues - Anticipated income. Revenue Bonds - A revenue bond is a special type of municipal bond distinguished by its guarantee of repayment solely from revenues generated rather than from a tax. SC2019 - Sustainable Cleveland 2019 SUBE - Sustainable Urban Business Enterprises Self Generated Revenue - Income generated by means of fees or charges for services rendered by a division. Sinking Fund Ordinance - A fund set up and accumulated by regular deposits for paying off the principal on a debt or for other specified purposes. The City's Sinking Fund Commission was established by "PART ONE: ADMINISTRATIVE CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 179 - SINKING FUND" of the City Ordinances. The Commission, consisting of the Mayor, the Director of Finance, and the President of the Council, was established pursuant to Section 110 of the Charter of the City of Cleveland to manage and control the Sinking Fund in the manner provided by ordinance and by general law to the extent not provided by ordinance. Source - Identifies a broad category of origin of receipts i.e., Local Taxes, Licenses and Permits, Sales and Charges for Service. Special Revenue Funds - are used to account for revenues derived from specific taxes, grants or other restricted revenue sources. The uses and limitations of each Special Revenue Fund is specified by legal, regulatory or administrative provisions. These funds include most major federal and state grants. Subordinate Income Tax (SIT) - Debt instruments which pledge the full faith and credit of the City as the primary source of repayment. They are generally used for capital projects associated with the provision of basic services Taxes - Compulsory charges levied by a government to finance services performed for the common benefit of people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transfers In - Revenue generated and transferred from other sub funds (i.e., land sales, Rainy Day Fund, Economic Development Funds, etc.) Turnover - The loss and gain of personnel in employment. Type - Reflects the detailed source of revenue, i.e., Income Tax, Building Licenses, Permits, Rental of City Property, etc. Unencumbered Balance - An amount of cash free of financial obligation and available for expense. User Fees - Charges for services rendered or for goods provided.
February 1, 2014
494
Glossary
Worker Adjustment & Retraining Notification Act (WARN) - The WARN act provides protection to workers, their families and communities by requiring employers to provide notification 60 calendar days in advance of plant closings and mass layoffs. WARN Notices are provided by employers to the Ohio Department of Job and Family Services, Bureau of WIA, Rapid Response Section. Workforce Investment Act (WIA) - The Workforce Investment Act of 1998 provides a framework to ensure coordination of workforce development activities, under five separate titles: Job Training / Adult Education / Wagner-Peyser / Vocational Rehab / General Provisions. The act also maintains separate funding streams for Adults, Dislocated Workers, and Youths.
February 1, 2014
Alphabetic Listing
Alphabetic Listing
495
189 384 376 424 406 185 401 256
A
Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291
B
Board of Building Standards and Appeals . . . . . . . . . . . . . . . . .98 Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Boxing and Wrestling Commission . . . . . . . . . . . . . . . . . . . . . 121 Building and Housing Director's Office . . . . . . . . . . . . . . . . . 454 Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . . . Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Research, Planning, and Development . . . . . . Division of Street Construction, Maintenance & Repair . . Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . . . Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Waste Collection and Disposal . . . . . . . . . . . . . . Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
E
Eastside Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449
C
CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . . . . 197 City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116 Civil Service Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106 Cleveland Municipal Court - Clerk's Division . . . . . . . . . . . . 137 Cleveland Municipal Court - Housing Division . . . . . . . . . . 143 Cleveland Municipal Court - Judicial Division . . . . . . . . . . . 128 Cleveland Public Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276 Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448 Community Development Director's Office . . . . . . . . . . . . . 450 Community Relations Board . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78 County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
F
Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169
G
Golf Courses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435
H
Health Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
I
Information Systems Services . . . . . . . . . . . . . . . . . . . . . . . . . . 230
D
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Department of Economic Development . . . . . . . . . . . . . . . . Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Animal Control Services . . . . . . . . . . . . . . . . . . . . . Division of Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Assessments and Licenses . . . . . . . . . . . . . . . . . . Division of Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Construction Permitting . . . . . . . . . . . . . . . . . . . . Division of Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Emergency Medical Service . . . . . . . . . . . . . . . . . Division of Engineering and Construction . . . . . . . . . . . . . . Division of Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Financial Reporting and Control . . . . . . . . . . . . Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Harbors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Motor Vehicle Maintenance . . . . . . . . . . . . . . . . . Division of Park Maintenance and Properties . . . . . . . . . . . Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Division of Property Management . . . . . . . . . . . . . . . . . . . . . . Division of Public Health Administration . . . . . . . . . . . . . . . Division of Public Service Administration . . . . . . . . . . . . . . . Division of Public Works Administration . . . . . . . . . . . . . . . . 151 469 158 165 173 332 365 307 177 431 459 465 370 359 310 327 225 352 301 319 418 395 410 343 389 315 304 379
L
Landmarks Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93
O
Office of Budget and Management . . . . . . . . . . . . . . . . . . . . . 241 Office of Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87 Office of Equal Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124 Office of Information Technology Planning . . . . . . . . . . . . . 238 Office of Radio Communications . . . . . . . . . . . . . . . . . . . . . . . 250 Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .83 Other Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 475
P
Parking Lots General Operations - (Off-Street) . . . . . . . . . . Prescription Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Public Safety Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . 414 164 203 438 336
R
Restricted Income Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477
S
Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . . . 211 Storeroom & Warehouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208
T
Telephone Exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235 Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474
February 1, 2014
496 U
Alphabetic Listing
Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 285 Utilities General Administration . . . . . . . . . . . . . . . . . . . . . . . . 245
W
Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267 Westside Market General Operations . . . . . . . . . . . . . . . . . . . 444
April 1, 2013
City of Cleveland 2013 Budget Book
497
Acknowledgements
Acknowledgements
DEPARTMENT OF FINANCE Sharon Dumas OFFICE OF BUDGET AND MANAGEMENT Robert Rice Lee Carpenter Briana Cleveland Shola Ojo Nicole Primmer Regina Greathouse Stanley Kolenda Tina Magistro SUPPORT Annette Williams OFFICES 601 Lakeside Ave., Room 104 Cleveland, Ohio 44114 216-664-2536 Fax: 216-664-2535 REFERENCE DOCUMENTS
Finance Director
Accountant IV Budget Administrator Budget Analyst Budget Analyst Project Coordinator Senior Budget and Management Analyst Senior Budget and Management Analyst Senior Budget and Management Analyst
Desktop Publishing Specialist
* Current statistical community and consumer data was pulled from a number of sources including the following: 2013 Comprehensive Annual Financial Report Bureau of Labor Statistics Department of Commerce Ohio Labor Market Information; Leading Indicators Position Salary Bands taken from updates to Ordinance No. 1590-13, passed November 25, 2013
February 1, 2013
City of Cleveland Mission Statement
We are committed to improving the quality of life in the City of Cleveland by strengthening our neighborhoods, delivering superior services, embracing the diversity of our citizens, and making Cleveland a desirable, safe city in which to live, work, raise a family, shop, study, play, and grow old.

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City of Cleveland Mission Statement

City of Cleveland 2014 Mayors Estimate

Department of Public Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245

City of Cleveland 2014 Mayors Estimate

Department of Port Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291

Department of Public Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .315

Department of Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .336

Department of Parks, Recreation, and Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .376

Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .379

Department of Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .450

Department of Building and Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .454

Department of Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .469

City of Cleveland 2014 Mayors Estimate

Document Organization Summary

City of Cleveland 2014 Mayors Estimate

Mayor's Letter of Transmittal

City of Cleveland 2014 Mayors Estimate

Mayor's Letter of Transmittal

Frank G. Jackson Mayor

City of Cleveland 2014 Mayors Estimate

The Budget as a Policy Guide

The Budget as a Financial Plan

City of Cleveland 2014 Mayors Estimate

The Budget as a Communication Device

City of Cleveland 2014 Mayors Estimate

Public Square 1912

Present Day Skyline

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

Operations Per Year:

Landings per day:

Public Parking Spaces:

City of Cleveland 2014 Mayors Estimate

POLICE QUICK FACTS

FIRE & EMS QUICK FACTS

City of Cleveland 2014 Mayors Estimate

PARKS & RECREATION QUICK FACTS

PARKING QUICK FACTS

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

Proposed Citywide Land Use:2020

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

Did You Know???

Movies Filmed in Cleveland

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

City of Cleveland 2014 Mayors Estimate

The Following Are Notable Sports Figures From Cleveland

The Following Are Other Notable Figures From Cleveland

City of Cleveland 2014 Mayors Estimate

Life Savers Candy was invented in 1912 by Clarance Crane in Cleveland.

Sherwin Williams, which was established in 1866 is headquartered in Cleveland.

City of Cleveland 2014 Mayors Estimate

Preliminary budget review hearings are conducted with each Department.

CITY BUDGET APPROVED

City of Cleveland 2014 Mayors Estimate

THROUGH THE YEAR AS REQUIRED

CERTIFICATE / AMENDED CERTIFICATE OF RESOURCES