2008 Adopted Budget Plan Cuyahoga County, Ohio

Board of County Commissioners Peter Lawson Jones, President Jimmy Dimora, Vice President Timothy F. Hagan, Commissioner County Administrator Dennis Madden Deputy County Administrators Lee A. Trotter Rick Werner Budget Director Alexandra N. Turk CPA, CGFM The Government Finance Offi cers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Cuyahoga County, Ohio for its annual budget for the fi scal year beginning January 1, 2007.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a fi nancial plan and as a communications device.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

II-3-3 Acknowledgements

This document was prepared by the following members of the Cuyahoga County Commissioners’ Offi ce of Budget & Management:

Alexandra (Sandy) N. Turk, CPA, CGFM ...... Director Tonee Gregg ...... Deputy Director

Matthew Rubino ...... Principal Analyst, Financial Reporting/Systems Maggie Keenan ...... Principal Analyst, Judicial Sybil N. Haney ...... Principal Analyst, General Government W. Christopher Murray II ...... Principal Analyst, Health & Human Services Chuck Cavano ...... Budget Analyst, Judicial Marvin J. Davies III ...... Budget Analyst, Health & Human Services Andrew Revy ...... Budget Analyst, Health & Human Services Bill Sheehan ...... Budget Analyst, General Government Mark A. Parks, Jr., CPA ...... Budget Analyst, General Government Konrad Fuetter ...... Budget Analyst, Judicial Millie Jones ...... Fiscal Offi cer 1

Photographs for the cover were provided by The Cleveland Memory Project.

II-2-2 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page Title Pages Budget Guide Budget Guide

Acknowledgements ...... I-2 Investment Management Policies ...... III-6 The Organizational Budget Entity ...... III-20 GFOA Budget Award ...... I-3 Introduction ...... III-6 Overview of County Functions, Table of Contents ...... I-4 Investment Advisory Committee ...... III-6 Programs, and Departments ...... III-21 Scope of the Investment Policies ...... III-6 General Government ...... III-22 Citizens’ Summary Investment Objectives ...... III-6 Judicial ...... III-22 Delegation of Authority...... III-6 Social Services ...... III-23 Statement on the 2008 Budget ...... II-1 Standard of Prudence ...... III-7 Health & Safety ...... III-23 Profi le of Cuyahoga County ...... II-3 Ethics and Confl ict of Interest ...... III-7 Development ...... III-24 Cuyahoga County’s Mission Statement ...... II-5 Authorized Investments ...... III-7 Public Works ...... III-24 2008 Budget ...... II-7 Portfolio Diversifi cation ...... III-9 Miscellaneous ...... III-25 All Funds and General Fund Revenues ...... II-9 Maximum Maturity ...... III-9 Organizational Comparison Chart ...... III-26 All Funds and General Fund Expenditures ...... II-11 Prohibited Investments & Investment Practices ....III-10 County Fund Structure ...... III-30 Expenditures by Function ...... II-11 Monitoring and Adjusting the Portfolio ...... III-10 Governmental Funds ...... III-30 Expenditures by Object ...... II-17 Internal Controls ...... III-10 Propriety Funds ...... III-30 Expenditures by Organization ...... II-18 Bank Selection and Review ...... III-11 Fiduciary Funds ...... III-30 Schedule I - All Funds Expenditures ...... II-19 Eligible Banks and Broker/Dealers ...... III-11 Budgetary Accounting and Control ...... III-30 Staffi ng Levels ...... II-21 Competitive Selection of Investment Instruments .III-11 Measurement Focus and Basis of Accounting Schedule II - Staffi ng Levels by Organization ...... II-22 Investment of Bond Proceeds ...... III-11 for Reporting Purposes ...... III-31 Capital Projects Budget ...... II-23 Safekeeping and Custody ...... III-12 Interfacing Financial Policies ...... II-24 Performance Standards ...... III-12 Revenue Analysis Performance Management Program ...... II-25 Reporting ...... III-12 Organization of County Government ...... II-26 Debt Management Policies ...... III-13 All Funds Revenue Summary ...... IV-1 County Elected Offi cials ...... II-27 Capital Improvement Financial Policy ...... III-14 Introduction ...... IV-1 County Appointed Offi cials ...... II-28 Budget Management Policies ...... III-15 Major Revenue Sources ...... IV-1 Introduction ...... III-15 Property Taxes ...... IV-3 Budget Guide The Budget Cycle ...... III-15 Introduction ...... IV-3 Budget Monitoring and Control ...... III-16 Millage ...... IV-3 Organization of Budget Plan ...... III-1 Schedule of Budget Events ...... III-17 Types of Levies ...... IV-3 Financial & Budgetary Policies ...... III-2 Amending the Budget ...... III-18 Tax Reduction Factors ...... IV-5 Introduction ...... III-2 Revenues ...... III-18 Other Taxes ...... IV-6 Balancing the Budget ...... III-2 Expenditures ...... III-19 General Overview ...... IV-6 Funding Public Services ...... III-3 Financial Structure & Reporting Relationships ...... III-20 County Engineer’s Fund ...... IV-6 Assurance of Fiscal Capacity ...... III-4 Introduction ...... III-20 Intergovernmental ...... IV-7 Controlling the Costs of Governments ...... III-5 General Fund ...... IV-7

I-4I-4 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page

Revenue Analysis Fund Budgets Departmental Performance

Public Assistance Funds ...... IV-8 Children Services Fund ...... V-13 Early Childhood/Invest in Children ...... VI-22 Children Services Fund ...... IV-10 Workforce Development Fund ...... V-13 Employment and Family Services ...... VI-23 Mental Retardation and Developmental Community Development Block Grants ...... V-14 Engineer ...... VI-24 Disabilities ...... IV-11 Board of Mental Retardation ...... V-14 Executive Offi ce of Health and Human Services ...... VI-25 Child Support Enforcement Agency ...... IV-12 Road & Bridge Funds ...... V-15 Family and Children First Council ...... VI-26 Department of Workforce Development ...... IV-12 Categorical Grants ...... V-16 Offi ce of Homeless Services ...... VI-27 Community Development ...... IV-12 Debt Service Fund ...... V-25 Human Resources ...... VI-28 Charges for Services ...... IV-13 Enterprise Funds ...... V-27 Information Services Center ...... VI-29 Introduction ...... IV-13 Internal Service Funds ...... V-30 Justice Affairs ...... VI-30 General Fund ...... IV-13 Fund Balance ...... V-31 Juvenile Court ...... VI-32 Special Revenue ...... IV-14 Law Library ...... VI-33 Enterprise & Internal Service Funds ...... IV-16 Departmental Performance Mental Health Board ...... VI-34 Other Revenue Sources ...... IV-17 MetroHealth System ...... VI-35 Licenses & Permits ...... IV-17 Introduction ...... VI-1 Offi ce of Budget and Management ...... VI-36 Investment Earnings ...... IV-17 Agricultural Society ...... VI-3 Offi ce of Procurement and Diversity ...... VI-37 Fines & Forfeitures ...... IV-17 Alcohol and Drug Board ...... VI-4 Ohio State University Extension ...... VI-38 Miscellaneous ...... IV-17 Auditor ...... VI-5 Ombudsman ...... VI-39 County Commissioners and Administrator’s Offi ce ..VI-6 Probate Court ...... VI-40 Fund Budgets Board of Elections ...... VI-7 Prosecutor ...... VI-41 Board of Mental Retardation and Developmental Public Defender ...... VI-42 All Funds Types Analysis ...... V-1 Disabilities ...... VI-8 Recorder ...... VI-43 Introduction ...... V-1 Board of Revision ...... VI-9 Sanitary Engineer ...... VI-44 Total All Funds Revenues ...... V-1 Central Services ...... VI-10 Senior and Adult Services ...... VI-45 Total All Funds Expenditures ...... V-2 Children & Family Services ...... VI-11 Sheriff ...... VI-46 Total All Funds Balances ...... V-3 Clerk of Courts ...... VI-12 Soil and Water Conservation District ...... VI-47 General Fund ...... V-5 Clerk of the Board ...... VI-13 Soldiers and Sailors Monument ...... VI-48 General Fund Revenues ...... V-5 Common Pleas Court ...... VI-14 Solid Waste Management District ...... VI-49 General Fund Expenditures ...... V-5 Coroner ...... VI-15 Treasurer ...... VI-50 General Fund Ending Balance ...... V-6 Court of Appeals ...... VI-16 Veterans Service Commission ...... VI-51 Health & Human Services Levies ...... V-7 County Planning Commission ...... VI-17 Workforce Development ...... VI-53 HHS Levy Revenues ...... V-7 Cuyahoga Support Enforcement Agency...... VI-18 Special Revenue Funds ...... V-10 Cuyahoga Tapestry System of Care ...... VI-19 Special Revenue Fund Balance ...... V-10 Development ...... VI-20 Public Assistance Fund ...... V-11 Domestic Relations Court ...... VI-21

II-5-5 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page

Program Budgets - General Government Program Budgets - General Government Program Budgets - Judicial

Introduction ...... VII-1 Board of Elections - General Election ...... VII-30 Judicial ...... VII-59 General Government ...... VII-2 Board of Elections - Special Election ...... VII-31 Adjudication ...... VII-60 Administration ...... VII-3 Bd of Elections - Canditate and Voter Services ..VII-32 Justice Systems Management ...... VII-61 County Commissioners ...... VII-4 Board of Elections - Registration ...... VII-33 Court of Appeals ...... VII-62 County Administrator ...... VII-5 Bd of Elections - Information Systems/Ballot .....VII-34 Court of Appeals - Special Projects ...... VII-63 Human Resources ...... VII-6 Board of Elections - Booth ...... VII-35 Clerk of Courts - Administration ...... VII-64 Human Resources - Employment ...... VII-7 Board of Elections - Polling ...... VII-36 Clerk of Courts - Computers ...... VII-65 Human Resources - Benefi ts ...... VII-8 Board of Elections - Support Division ...... VII-37 Certifi cate of Title - Admin. Fund ...... VII-66 Labor Relations ...... VII-9 Supportive Services ...... VII-38 Common Pleas - Judicial Admin...... VII-67 Clerk of the Board ...... VII-10 Procurement & Diversity ...... VII-39 Magistrates ...... VII-68 Board of Revision ...... VII-11 Central Services - Administration...... VII-40 Court Services ...... VII-69 Fiscal Management ...... VII-12 Justice Center Maintenance ...... VII-41 Domestic Relations ...... VII-70 Offi ce of Budget & Management ...... VII-13 Maintenance Garage ...... VII-42 Juvenile Court - Judicial ...... VII-71 Auditor - General Fund ...... VII-14 Risk & Property Management ...... VII-43 Municipal Judicial Costs ...... VII-72 Auditor - Assessment ...... VII-15 County Storeroom ...... VII-44 Probate Court ...... VII-73 Treasurer - Administration ...... VII-16 Telecommunications Management...... VII-45 Probate - Computerization $10 Fund ...... VII-74 Treasurer - Tax Prepayment Special Interest County Mailroom ...... VII-46 Indigent Guardianship ...... VII-75 Fund ...... VII-17 Fast Copy ...... VII-47 Legal Services ...... VII-76 Treasurer - Personal Property ...... VII-18 Architectural Services ...... VII-48 Witness Victim ...... VII-77 Treasurer - Data Processing ...... VII-19 Custodial Services ...... VII-49 Law Library ...... VII-78 Treasurer - Delinquent Real Estate Tax Security Services ...... VII-50 Common Pleas - Legal Research ...... VII-79 Assessment ...... VII-20 Trades Services ...... VII-51 Common Pleas - Special Project I ...... VII-80 Treasurer - Tax Certifi cate Administration ...... VII-21 Other Services ...... VII-52 Coroner - Operations ...... VII-81 Bureau of Inspection ...... VII-22 Special Trades ...... VII-53 Coroner’s Lab ...... VII-82 Records & Elections ...... VII-23 Building Management ...... VII-54 Prosecutor - General Offi ce ...... VII-83 Registrar - Vital Statistics ...... VII-24 Information Technology ...... VII-55 Prosecutor - Delinquent Real Estate ...... VII-84 County Archives ...... VII-25 Information Services Center - Administration ....VII-56 Prosecutor - Children & Family ...... VII-85 Recorder - Automation ...... VII-26 Information Services Center - User Supplies .....VII-57 Public Defender ...... VII-86 Recorder - General Offi ce ...... VII-27 Information Services Center - Public Defender - Cleveland Municipal ...... VII-87 Board of Elections - Administration ...... VII-28 Telecommunications Mgmnt ...... VII-58 Adult Offender Management ...... VII-88 Board of Elections - Primary Election ...... VII-29 TASC Medicaid Funds ...... VII-89 Criminal Justice Intervention ...... VII-90

II-6-6 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page

Program Budgets - Judicial Program Budgets - Judicial Program Budgets - Social Services

Common Pleas - Probation ...... VII-91 Domestic Relations - Legal Research ...... VII-122 EFS - Quality Assurance...... VII-148 Probation Supervision Fees ...... VII-92 Bureau of Support ...... VII-123 Veterans Service Commission ...... VII-149 Urinalysis Testing Fees ...... VII-93 Juvenile Court - Child Support ...... VII-124 Protective Services ...... VII-150 DNA Collection ...... VII-94 Prosecutor - Child Support ...... VII-125 DCFS - Administrative Services...... VII-151 Sheriff ...... VII-95 Children & Family Services - Training ...... VII-152 Sheriff - Inmate Services ...... VII-96 Program Budgets - Development DCFS - Information Services ...... VII-153 Sheriff - Home Detention Fees ...... VII-97 Children & Family Services - Direct Services ....VII-154 Carrying Concealed Weapons App ...... VII-98 Development ...... VII-126 DCFS - Supportive Services ...... VII-155 Board & Care of Prisoners ...... VII-99 Economic ...... VII-127 DCFS - Caregiver Recruitment ...... VII-156 Juvenile Offender Management ...... VII-100 Economic Development ...... VII-128 Children & Family Services - Visitation Center .VII-157 Justice Affairs - Admin...... VII-101 Development - Revolving Loan Fund ...... VII-129 DCFS - Contracted Placements ...... VII-158 Justice Affairs - Justice Planning ...... VII-102 Blue Ribbon Task Force ...... VII-130 DCFS - Foster Homes/Resource Mgmt...... VII-159 Justice Affairs - Criminal Justice...... VII-103 Offi ce of Homeless Services - Admin...... VII-131 Children & Family Services - Foster Care ...... VII-160 Youth Services - Administration ...... VII-104 Offi ce of Homeless Services Grants ...... VII-132 DCFS - Purchased Congregate & Foster ...... VII-161 Youth Services - Recreation Fund ...... VII-105 Community ...... VII-133 DSAS - Community Resources ...... VII-162 Youth Services - Residential Services ...... VII-106 Geographical Information System - GIS ...... VII-134 Domestic Violence ...... VII-163 Treatment Services - Aftercare ...... VII-107 County Planning Commission ...... VII-135 Support Services ...... VII-164 Treatment Services Medicaid Fund ...... VII-108 Cuyahoga Valley Initiative ...... VII-136 DCFS - Client Supportive Services ...... VII-165 B.I.P. CCB Project Income ...... VII-109 Brownfi eld Revolving Loan Fund ...... VII-137 DCFS - Permanent Custody Adoptions ...... VII-166 Public Safety Grants Admin...... VII-110 CDBG Administration ...... VII-138 DCFS - Adoption Services ...... VII-167 Juvenile Court - Forfeited Property ...... VII-111 NOACA ...... VII-139 Early Childhood - Administrative Services ...... VII-168 Juvenile Court - Legal Research ...... VII-112 Soil & Water Conservation ...... VII-140 Early Childhood - Program Administration ...... VII-169 Juvenile Court - Indigent Drivers Alcohol Early Childhood - Welcome Home ...... VII-170 Treatment ...... VII-113 Program Budgets - Social Services Early Childhood - Early Intervention ...... VII-171 Juvenile Court - Incentives ...... VII-114 Early Childhood - Mental Health ...... VII-172 Juvenile Court - Court Services ...... VII-115 Social Services ...... VII-141 Early Childhood - Early Start ...... VII-173 Juvenile Court - Probation ...... VII-116 Financial Assistance ...... VII-142 Early Childhood - Health & Safety ...... VII-174 Juvenile Court - Title IV-E ...... VII-117 Graves for the Indigent ...... VII-143 Early Childhood - Quality Child Care ...... VII-175 Juvenile Court - Detention Home ...... VII-118 Executive Offi ce of Health & Human Services ..VII-144 Family & Children First Council ...... VII-176 Operation Detention Home - State Subsidy ...... VII-119 Senior & Adult Services - Medicaid Benefi ts .....VII-145 FCFC - Emergency Assistance/Wrap Support ..VII-177 Support Enforcement ...... VII-120 EFS - Information Services ...... VII-146 Cuyahoga Tapestry System of Care ...... VII-178 Child Support Enforcement Agency ...... VII-121 EFS - Children w/Medical Handicaps ...... VII-147 Children Who Witness Violence HHS ...... VII-179 Human Services - Other Contracts ...... VII-180 DSAS - Administrative Services ...... VII-181

II-7-7 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page

Program Budgets - Social Services Program Budgets - Health & Safety Program Budgets - Miscellaneous

DSAS - Management Services ...... VII-182 Health & Safety ...... VII-209 Miscellaneous ...... VII-240 DSAS - Community Social Services Programs .VII-183 Health Maintenance ...... VII-210 Agricultural Society ...... VII-241 DSAS - Grandparent & Other Kinship Care ...... VII-184 MetroHealth Operating System ...... VII-211 Memorial Day Allowance ...... VII-242 Senior & Adult Services - Home Support ...... VII-185 Mental Health ...... VII-212 Capital Improvement GF Subsidy ...... VII-243 DSAS - Adult Protective Services ...... VII-186 Community Mental Health Board ...... VII-213 Cuyahoga County School District ...... VII-244 DSAS - Information & Outreach Unit ...... VII-187 Emergency Assistance ...... VII-214 Miscellaneous ...... VII-245 DSAS - Home Care Skilled Services ...... VII-188 Emergency Management ...... VII-215 General Fund Self Insurance Fund ...... VII-246 DSAS - Passport Provider Services ...... VII-189 Cuyahoga Regional Information System ...... VII-216 Hospitalization Self Insurance ...... VII-247 Senior & Adult Services - Options Program ...... VII-190 CECOMS ...... VII-217 Workers Comp Retroactive ...... VII-248 Board of Mental Retardation & 9-1-1 Wireless ...... VII-218 Data Processing System Development ...... VII-249 Developmental Disabilities ...... VII-191 Alcohol & Drug Abuse...... VII-219 Soldiers & Sailors Monument ...... VII-250 MRDD - Residential/Out Home Services ...... VII-192 Treatment Services HHS ...... VII-220 MRDD - Early Start - Admin ...... VII-193 Alcohol & Drug Board Subsidy ...... VII-221 Capital Plan Ombudsman Program ...... VII-194 Animal Control ...... VII-222 Ohio State University Extension ...... VII-195 Agriculture - Apiary Inspection ...... VII-223 Introduction ...... VIII-1 Employment & Training ...... VII-196 Dog Warden ...... VII-224 Organization of the Capital Improvement Plan ...... VIII-1 Workforce Development - Executive & Capital Improvements Budget Cycle ...... VIII-1 Financial Operations ...... VII-197 Program Budgets - Public Works Capital Improvements Appropriations ...... VIII-2 EFS - Administrative Operations ...... VII-198 Capital Improvements Criteria ...... VIII-2 EFS - Work First Services ...... VII-199 Public Works ...... VII-225 Capital Improvement Financial Policies ...... VIII-4 EFS - Southgate NFSC ...... VII-200 County Parking Garage ...... VII-226 Project Categories ...... VIII-5 EFS - Glenville NFSC ...... VII-201 County Airport District...... VII-227 Program Categories ...... VIII-6 EFS - Ohio City NFSC ...... VII-202 Sanitary Engineer - General Operations ...... VII-228 Funding Sources ...... VIII-7 EFS - Quincy Place ...... VII-203 County Engineer - Administration ...... VII-229 State Issue I Third Frontier ...... VIII-8 EFS - Virgil Brown ...... VII-204 County Engineer - Maintenance ...... VII-230 Capital Improvements Versus Operating Budget .....VIII-9 EFS - Mount Pleasant NFSC ...... VII-205 $5.00 Capital Improvements ...... VII-231 County Engineer ...... VIII-10 EFS - West Shore NFSC ...... VII-206 $7.50 Capital Improvements ...... VII-232 Introduction ...... VIII-10 EFS - Client Support Services ...... VII-207 Solid Waste Management District...... VII-233 Bridges ...... VIII-10 EFS - Child Care Services ...... VII-208 District Boards of Health ...... VII-234 Roads ...... VIII-11 Solid Waste Management - Municipal Grants ....VII-235 2007 Capital Project Highlights ...... VIII-11 Solid Waste - Management Plan ...... VII-236 2008 - 2012 Capital Improvements Plan ...... VIII-11 Solid Waste - Plan Update ...... VII-237 Funding Sources ...... VIII-12 Solid Waste - Convenience Center ...... VII-238 Operating Impact ...... VIII-13 Greater Cleveland Ecology Association ...... VII-239 Summary of Capital Plan ...... VIII-14 II-8-8 2008 Budget Plan

Table of Contents

Section Page Section Page Section Page

Capital Plan Capital Plan Debt Management

County Airport ...... VIII-16 Inventory of County Owned Facilities ...... VIII-28 Debt Limitations ...... IX-4 Introduction ...... VIII-16 2007 Capital Project Highlights ...... VIII-29 Unvoted Debt ...... IX-4 2007 Capital Project Highlights ...... VIII-16 2008 - 2012 Capital Improvement Plan ...... VIII-29 Voted and Unvoted Debt ...... IX-6 2008 - 2012 Capital Improvements Plan ...... VIII-16 Funding Sources ...... VIII-29 Indirect Debt LImitation - Unvoted ...... IX-6 Funding Sources ...... VIII-17 Justice Projects ...... VIII-30 Current Outstanding General Obligations ...... IX-6 Operating Impact ...... VIII-18 Energy Projects ...... VIII-30 Future General Obligation Debt ...... IX-7 Summary of Capital Plan ...... VIII-19 Environmental Projects ...... VIII-31 Credit Ratings ...... IX-8 Sanitary Engineer ...... VIII-20 Administration Building Complex ...... VIII-31 Economic Development Revenue Bonds ...... IX-8 Introduction ...... VIII-20 Operating Impact ...... VIII-32 Exhibit of Outstanding Bonds, Notes and Certifi cates of Preventive Maintenance ...... VIII-20 Summary of Capital Plan ...... VIII-33 Indebtedness ...... IX-10 2007 Capital Project Highlights ...... VIII-22 County Owned Building Inventory ...... VIII-34 2008 - 2012 Capital Improvements Plan ...... VIII-22 Glossary Funding Sources ...... VIII-23 Debt Management Operating Impact ...... VIII-24 Index Summary of Capital Plan ...... VIII-25 Debt Management ...... IX-1 Board of Mental Retardation ...... VIII-26 Debt Policies ...... IX-1 Introduction ...... VIII-26 Debt Indicators ...... IX-2 2006 Capital Project Highlights ...... VIII-26 Size Per Capita ...... IX-2 2007 - 2011 Capital Improvements Plan ...... VIII-27 Burden ...... IX-2 Funding Sources ...... VIII-27 General Obligation Debt ...... IX-3 Central Services ...... VIII-28 Voted General Obligation Bonds ...... IX-3 Introduction ...... VIII-28 Self-Supporting Bonds ...... IX-3 Unvoted Property Tax Millages ...... IX-4

II-9-9 Citizen’s Summary

Table of Contents Section Page Statement on The 2008 Budget ...... II-1 Profi le of Cuyahoga County ...... II-3 Cuyahoga County’s Mission Statement ...... II-5 2008 Budget ...... II-7 All Funds and General Fund Revenues ...... II-9 All Funds and General Fund Expenditures ...... II-11 All Funds and General Funds Expenditures by Function ...... II-11 All Funds and General Fund Expenditures by Object ...... II-17 Expenditures by Organization ...... II-18 Staffi ng Levels...... II-21 Capital Projects ...... II-23 Interfacing Financial Policies...... II-24 Performance Management Program ...... II-25 Organization of County Government ...... II-26 County Elected Offi cials ...... II-27 County Appointed Offi cials ...... II-28 Citizens’ Summary Statement on the 2008 Budget Plan

To the Citizens of Cuyahoga County: The 2008 Cuyahoga County All Funds budget totals $1.46 billion. This budget is structurally balanced were asked for 5% reductions, with no salary increases provided for employees. In addition to the in that revenues exceed appropriations and the overall budget level is only $6.7 million, or 0.4%, majority of its revenue streams declining, the County will continue to face fi nancial pressures posed greater than the 2007 expenditure level. The same is true of the General Fund budget of $566.8 mil- by escalating healthcare costs for employees and for uncompensated care at our public hospital, a lion, only the budget level is $3.2 million less than the 2007 expenditure level. A fi scally responsible shrinking tax base, increases in the cost and delivery of goods due to the increase in energy costs, plan is being offered that balances the needs of the citizens of Cuyahoga County with the level of unfunded state and federal mandates, increases in mandatory retirement contributions and the fact available resources while maintaining a strong fi scal position to meet future demands. that our local economy trails the nation’s economic performance.

Bicentennial Despite trying to control costs, the number of residents who need services and the cost of providing these services has grown considerably due to the lagging economy. Although we are committed to Cuyahoga County was established on February 8, 1808 and this year, celebrates its Bicentennial. challenging agencies to use new tactics and technologies to improve service coordination and effi - The fi rst meeting of the Cuyahoga County Commissioners was held in June of 1810 and one of the ciency to achieve better results in our service delivery provision, we are also asking voters to replace initial orders issued by the Commissioners was the payment of one dollar for wolf scalps for the ensu- the 4.9 mill health and human services levy with a 4.8 mill levy on the March 4th ballot. This levy will ing year. The County’s fi rsts include: County residents built the fi rst offi cial presidential automobile allow the County to continue critical services for those in need and insure that important services for in Cleveland for President Taft; a Cleveland postal worker convinced the postal service to implement families and children are not interrupted. In addition, effective October 1, 2007, the Board of County home delivery; Alexander Winton built the fi rst diesel engine; and Herman Black fi rst manufactured Commissioners increased the sales tax by 0.25%, to 7.75%, to support a new exhibition hall to be built ready-to-wear clothing in standard sizes. Cuyahoga County, Ohio’s largest county, continues to be a in conjunction with a Medical Mart to support initiatives that retain existing jobs and attract new jobs to government of action, opportunity and accountability. This creed continues to guide the daily opera- help stabilize our tax base. This additional tax will generate approximately $40 million annually. tions of all areas of County government and its 9,500 employees. We have accomplished many goals and received national acclaim and awards for our innovative efforts. Therefore, the 2008 budget The 2008 budget also provides funding: focuses on sustaining, and in some cases, expanding initiatives that support the priorities of County • to continue efforts to create and retain good jobs and government. The priorities are promoting: • attract public and private investment to our community through economic development; • to ensure the health and safety of our children, frail elderly and those citizens needing temporary • economic independence and self-suffi ciency; assistance; • the health and safety of residents; and • to provide access to healthcare coverage, mental health services and drug and alcohol • assuring fi scal integrity. treatment; • to address home foreclosures in our county and to implement several preventative initiatives; The priorities are reached through social, health and safety services; the judicial system; economic • to centralize youth service-oriented operations by continuing construction of a best practice and and community development; and general government initiatives. These are the functions of govern- highly effi cient facility and planning the closing of an outdated residential care facility for youth; ment that reach people in their daily lives. and • to redeploy county resources so customers can access information from their homes and neigh- Context for Change borhoods through technology and neighborhood service centers.

We were confronted with a variety of challenges and diffi cult decisions during the budget process. The County’s maintenance of its AAA, Aa1 and AA+ bond ratings by Fitch Ratings, Moody’s and Stan- General Fund revenues have been declining since 2001 and we have taken positive steps by “doing dard and Poor’s, respectively, clearly evidences the effective stewardship of the public’s funds. Only more with less” through automation and the implementation of operational effi ciencies throughout the one of Ohio’s 88 counties has a superior bond rating. The 2008 budget continues to support programs County. The size of County government has been reduced by over 900 full-time equivalent positions that respond to the County’s legal and moral responsibilities to assist the truly needy and to help since 2001, via attrition and an aggressive employee retirement incentive program. Many County provide a safe place in which our citizens can reside and raise their families. The most immediate agencies were asked to reduce their budgets by 3% in 2008 and a few of the Human Service agencies challenge confronting the County, however, is the revitalization of our regional economic base.

III-1I-1 Citizens’ Summary Statement on the 2008 Budget Plan

Economic Vitality Conclusion

Following are some of the key job creation/attraction/retention initiatives which the 2008 budget will Developing a budget is always challenging and demanding. The relationship we enjoy with our var- fund: ious community partners is critical to the continued effective provision of critical County services. • CuyahogaNext Advisors’ forums, or local collaborative business development efforts, for Cuyahoga County will continue its efforts to improve the effi ciency and effectiveness of service de- the region to continue to align and coordinate economic activities which will aid in leveraging livery along with continual updating and improving of internal functions. Through creativity, effi ciency resources; and visionary service delivery methods, we will do everything possible to bolster the local economic • North Coast Opportunities will enable the County to co-invest with other private sector entities in environment. emerging technology-based opportunities; • Cuyahoga Innovation Zones will stimulate and leverage the economic development capacity of Fortunately, we have a corporate sector that is actively involved with community issues, a generous the region’s institutional and industrial strengths; philanthropic sector which includes the second largest community foundation in the country, a well- • New Product Development and Entrepreneur Fund plus other programs for an economic de- developed nonprofi t sector which assists us in service delivery, educational institutions that help us velopment strategy comprised of various low interest loan, brownfi eld redevelopment, and the improve our workforce and dedicated Cuyahoga County offi cials and employees who make Cuyahoga manufacturing initiatives; County a great place to live, work and do business. We sincerely thank our partners for their commit- • The Great Lakes Energy Development Task Force will explore the legal, technical, environmen- ment to provide excellent service to our community. Our pledge is to continue our efforts to deliver tal, economic and fi nancial aspects of developing and implementing advanced energy technolo- county services in as cost-effective a manner as possible. gies; and • The Arts and Culture Fund, which through grant making will utilize arts and culture to attract We think you will agree that the advances Cuyahoga County has made in partnership with our com- visitors to the region. munity are evident throughout this budget document. As you review the 2008 budget, we hope you will also agree that our ongoing commitment to improve the quality of services we provide has translated into a better quality of life for all Cuyahoga County citizens.

Respectfully submitted,

Peter Lawson Jones President

Jimmy Dimora Timothy F. Hagan Vice President Commissioner

III-2I-2 Citizens’ Summary Profi le of Cuyahoga County

Location Population Located on the shores of Lake Erie, Cuyahoga County is the most heavily populated county The County’s population has been steadily declining since its peak in 1979. Like other in Ohio, is 458.3 square miles and the 20th largest county in the U.S. On January 16, 1810, industrial regions, Cleveland-Cuyahoga County’s population has declined due to urban sprawl the State of Ohio established the county and its residents took the county’s name for the to other counties in the region and the loss of manufacturing jobs. The 2006 population Indian word “Cuyahoga “ or “crooked river”. It was originally part of the Connecticut Western estimate derived by the Ohio Department of Development is 1,314,214. Reservation and Moses Cleveland brought the fi rst white settlers to the area in 1796 and established the city of Cleveland that same year. With completion of the Ohio and Erie Canal and its location on Lake Erie, Cleveland prospered as a trade center and the city also became a major industrial site in the late 1800’s. Cuyahoga County Population

Government The county seat is located in the City of Cleveland and is a commission form of government *1,295,958 headed by a three person board of commissioners. The County consists of: 2007 · 38 cities 1,393,978 · 19 villages 2000

· 2 townships 1,412,140 · 36 school districts 1990 · 9 library systems 1,498,400 · 1 port authority 1980 · 1 park district 1,721,300 1970

1960 1,647,895

1950 1,389,532

1940 1,217,250 * U.S. Census Bureau, March 2008

III-3I-3 Citizens’ Summary Profi le of Cuyahoga County

Economy Arts & Entertainment The Greater Cleveland area is the largest economic area in Ohio and home to six Playhouse Square Center is the largest performing arts center in the country outside of New Fortune 500 corporations which include Progressive Insurance Corporation, National York City. Its fi ve magnifi cantly restored theaters include the State, Palace, Allen, Ohio and City Corporation, Eaton Corporation, parker Hannifi n Corporation, Sherwin-Williams Hanna Theaters. These theaters are home to the Cleveland Opera, the Great Lakes Theater Company and KeyCorp. The top ten employers (public and private) include: Festival and many Broadway performances. • Cleveland Clinic Health Systems • University Hospital Health Systems The Rock and Roll Hall of Fame and Museum is the world’s only museum dedicated to rock and • U.S. Offi ce of Personnel Management roll music and features exhibits honoring music legends and pioneers. • Cuyahoga County • Progressive Insurance Corporation The Great Lakes Science Museum is one of America’s largest interactive science museums • City of Cleveland with more than 375 hands on exhibits, daily demonstrations and educational programs. The • Cleveland Municipal Schools OMNIMAX Theater is located within this museum. • National City Corporation • Key Corp University Circle, the nation’s largest concentration of cultural arts institutions within one square • Case Western Reserve University mile is home to many world-class treasures which include: the Cleveland Museum of Art is considered one of the country’s greatest art museums; the world’s most-revered symphonic Unemployment Rate ensembles, the Cleveland Orchestra whose home is Severence Hall, the Cleveland Children’s Due to the regions sluggish economy and slow economic recovery, the County’s unemployment Museum, the Western Reserve Historical Society, the Crawford Auto and Aviation Museum, the rate is higher than the State of Ohio’s rate of 5.6% (12/2007) and the national average of 5.0% Cleveland Museum of Natural History, the Cleveland Botanical Gardens and Cleveland Play (12/2007). House to name a few.

Cuyahoga County Unemployment Rate Sports and Recreation 7.0% 6.7% 6.8% Cleveland has three major league sport franchises which include the NFL Cleveland Browns, the MLB Cleveland Indians and the NBA Cleveland Cavaliers. 6.2% 6.2% 6.1% 6.1% 6.0% 5.8% 5.2% The Cleveland Metroparks, established in 1917 contains the Cleveland Metroparks Zoo and 5.0% 4.6% 4.5% 4.5% Rainforest and 14 park reservations spanning more than 20,000 acres and more than 100 miles 4.4% of parkways. The park system is commonly referred to as the “Emerald Necklace” because 4.0% the reservations encircle the City of Cleveland. More than 60 miles of paved purpose trails for walking, running, biking and in-line skating are provided and 80 miles of bridal trails for 3.0% horseback riders are throughout the 14 reservations.

2.0% Created in 1974, the Cuyahoga Valley National Park (CVNP), contains more than 33,000 acreas of land and a 22 mile Towpath Trail stretching along the historic Ohio 1.0% & Erie Canal and Cuyahoga River from Cleveland to Akron. The CVNP offers many recreational activities including organized hiking, canoeing, bicycling, bird watching, 0.0% picknicking and guided tours. 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

III-4I-4 Citizens’ Summary Cuyahoga County’s Mission Statement

“Cuyahoga County is empowered by its citizens to provide for the public’s well being, economic opportunity, and improved quality of life through courteous, effi cient and effective delivery of County resources with forward-thinking leadership and responsibility for equal opportunity.”

Despite accomplishing many goals and receiving national acclaim and awards for our innovative 9 Redevelop brownfi elds. efforts, Cuyahoga County continues to face many challenges. The pressure to reduce and 9 Create and retain jobs in the community. control expenses has become relentless. Cuyahoga County is not alone in this struggle. School districts, public libraries, municipalities nationwide and other counties throughout Ohio are facing 9 Provide open, diverse affordable housing opportunities. similar circumstances. In addition to the majority of our revenue streams declining, the major 9 Encourage opportunity for Small Business Enterprises. factors contributing to the fi nancial pressures are escalating healthcare costs for employees and for uncompensated care at our public hospital, a shrinking tax base, increases in the cost and 9 Preserve our infrastructure to support commerce and protect our environment. delivery of goods due to the increase in energy costs, unfunded state and federal mandates, 9 Provide land use, zoning, development and other planning services. an increase in mandatory retirement contributions and the fact that our local economy trails the nation’s economic performance. Citizens unable to help themselves will receive help 9 Support moderate and low income working families in moving toward self-suffi ciency. The 2008 budget focuses on ensuring fi scal viability in the future while assuring essential county 9 Coordinate a continuum of services for the homeless. services are sustained and expenditure growth is controlled. We are committed to challenging agencies to use new tactics and technologies to improve service coordination and effi ciency to 9 Provide temporary rental assistance to low income families achieve better results in our service delivery provision. The continued commitment of all parties 9 Provide individuals with mental retardation and development disabilities with the opportu- to take the necessary steps to assure services are delivered effi ciently is expected. Current nity to live full productive lives. private-public partnerships will have to continue and the willingness to explore different modes of operating will have to be embraced internally and by the community. The County needs to 9 Enable persons with severe and persistent mental disorders to maintain community continue bringing about effi ciencies in order to afford to sustain the provision of services at current residence. levels without the future revenue picture changing. 9 Improve access to substance abuse assessment and treatment. Goals of the 2008 Budget 9 Provide emergency and temporary fi nancial assistance to qualifi ed military service veterans. The following strategic goals guided the funding decisions of services presented in this budget: Citizens will have access to resources needed to be skilled & productive 9 Promote workforce development. Economic Independence & Self Suffi ciency Strong Countywide economy 9 Create new job opportunities for Ohio Works First participants. 9 Sustain or improve the economic vitality of the County. 9 Reduce barriers to employment for Ohio Works First participants. 9 Promote commercial revitalization through economic development loan activity. 9 Provide homeownership support. III-5I-5 Citizens’ Summary Cuyahoga County Mission Statement

We will sustain our natural resources 9 Provide comprehensive strategies which address the needs of at-risk youth. 9 Protect natural resources while assisting in economic growth and development 9 Ensure families receive the fi nancial support to which they are entitled through the collec- 9 Achieve landfi ll diversion goals of residential and commercial waste. tion of child support. 9 Increase recycling awareness and recycling participation in the community. Our County will be a safe place to live and raise a family. 9 Laws will be enforced in a fair, timely and cost effective manner. Health & Safety Our citizens will be healthy 9 Assist offenders in becoming productive, law-abiding members of society through effective 9 Provide outstanding, accessible and cost-effective health services to the under-served prevention, residential and treatment services. population in the community. 9 Minimize community impact of natural, man-made, and technological emergencies by im- 9 Preserve and enhance the value of existing clinical facilities. proving and expanding emergency preparedness. 9 Develop, maintain and advance a coordinated network of comprehensive substance abuse services focusing on wellness, prevention and recovery. Fiscal Integrity We will be excellent stewards of County assets. 9 Provide comprehensive mental health services to children and adults through service 9 Manage the work of county government effi ciently to insure quality services. coordination. 9 Protect the fi scal integrity of Cuyahoga County by balancing the budget and controlling the 9 Protect the heath and safety of the frail elderly and vulnerable populations. cost of government. Our Children will be well cared for and safe 9 Assure fi scal capacity to meet the delivery of services in the community both short-term 9 Assure the well being of young children in the community so they achieve their maximum and long-term. potential. 9 Recruit and maintain the most qualifi ed and motivated workforce. 9 Assure that children at risk of abuse or neglect are protected and nurtured within a family and receive the support of the community. 9 Procure quality goods and services at a competitive cost in a timely manner. 9 Provide opportunities for family stabilization and family reunifi cation.

III-6I-6 Citizens’ Summary 2008 Budget

The 2008 All Funds expenditures budget of $1.46 billion is 0.4% or $7.0 million higher than 2007 and the General Fund’s $567 million budget is 0.6% or $3.0 million lower than 2007. The All 2008 Budget Funds budget is the combined governmental activity under the budgetary authority of the Board General Fund and All Funds Summary of County Commissioners. The General Fund is the main operating fund of the County, and includes the resources for all entities budgeted by the Board of County Commissioners, except General All those required to be in a special type of fund. It is the central fund from which most County Fund Funds controlled dollars are expended and where some degree of local discretion about the level of Revenue Estimate $611.4 million $1,514.9 million expenditures can be exercised. Rating agencies often use the General Fund balance as an indicator of fi nancial health. Operating Expenditures $566.9 million $1,464.0 million Operating Surplus/(Deficit) $44.5 million $50.9 million The 2008 General Fund budget is balanced in that on-going operating expenditures are less than the operating revenue estimates. The 2008 total General Fund expenditure budget of Ending Cash Balance $223.1 million $485.7 million $567 million shows an operating surplus of $44.5 million with an available ending cash balance Adjustment to Balance ($82.9) million ($220.6) million of $140.2 million or 24.7% of the 2008 operating expenditures. This surplus exists because effective October 1, 2007, the Board of County Commissioners increased the sales tax by 0.25%, Ending Available Balance $140.2 million $265.1 million to 7.75% with only 1.25% coming directly into the County’s treasury, to support a new exhibition Balance to Expenditure % 24.7% 18.1% hall to be built in conjunction with a Medical Mart to support initiatives that retain existing jobs and/or attract new jobs to help stabilize our tax base. Hence the vast majority of the $44.5 Figure CS-1: General Fund and All Funds Summary million is not available for existing county operations.

The County’s stated budgetary policy is to maintain a minimum of 20% of the anticipated annual expenditures as an available ending cash balance to ensure fi scal viability in the future while assuring essential services are sustained.

The reasons the County is committed to maintaining healthy cash reserves are:

9 Over 55% of General Fund Operating Revenues (sales tax and investment earnings) are tied to resources that are sensitive to economic swings. 9 State and federal budgets, over which the County has minimal infl uence, governs the amount received each year in intergovernmental revenue, which is the County’s largest revenue source at over 36% of revenues. 9 Unexpected catastrophes or situations (lawsuits, fi res, etc.) can occur at any time. 9 Cash fl ow needs since State reimbursements and advances are not received in a timely manner. 9 Achieve the lowest possible interest rates on long-term bond issues to support capital needs of the county.

III-7I-7 Citizens’ Summary 2008 Budget

Growth in 2008 has been possible due to a modest increase anticipated in sales tax revenue beyond the dollars committed to the exhibition hall and fees collected by agencies for services All Funds & General Fund Expenditure Percent Change provided. Most of the growth in the 2008 budget is in the operation of the justice system, All Funds Expenditure % Change maintaining our aging infrastructure and debt service requirements.

20.0% However, the County must remain cautious and limit the rate of expenditure growth since no 14.2% real growth in General Fund operating revenues is anticipated in 2008 or the near future, if the 15.0% increase in the sales tax is excluded since it is dedicated to the exhibition hall project. General 10.0% 3.9% Fund agencies were asked to reduce their budgets by 3% and a few of the Human Service 5.0% 5.7% 1.6% agencies were asked for 5% reductions, with no salary increases provided for employees. Close 0.5% 0.0% monitoring of revenues and expenditures will continue in 2008. If the local economy does not 0.5% improve and operating revenues continue to drop, the County will need to cut spending again in -5.0%

2009. Hence, looking at Figure CS-2: All Funds and General Fund Expenditure Percent Change, -10.0% the limitation of the growth rate and the reduction of the budget in 2008 is a prelude to what is 2003 2004 2005 2006 2007 2008 anticipated in 2009. Over a seven year period, the County experienced expenditure reductions in two separate years and another year of only a very modest increase. Expenditures 2003 2004 2005 2006 2007 2008 (millions) $1,143 $1,208 $1,228 $1,403 $1,457 $1,464 A more detailed discussion of the County’s fund structure, emphasizing the historical, current and prospective status of various fund types is presented in the Fund Budget section of this document. General Fund Expenditure % Change

20.0%

15.0%

10.0% 11.6% 12.5% 4.2% 5.0% -0.6% 0.0% -5.9% -4.4% -5.0%

-10.0% 2003 2004 2005 2006 2007 2008 Expenditures 2003 2004 2005 2006 2007 2008 (millions) $456 $509 $486 $547 $570 $567

Figure CS-2: All Funds and General Fund Expenditure Percent Change

III-8I-8 Citizens’ Summary All Funds and General Fund Revenues

Revenue The funds available to fi nance operations are limited to the revenues the County collects each 2008 Budget All Funds Revenue year. In 2008, All Funds and General Fund revenues are estimated at $1.51 billion and $611.4 million, respectively. All Funds and General Fund revenue is expected to be $3.4 million and $22.6 million higher than 2007, respectively. All of the growth is related to the additional funds generated by the 0.25% sales tax increase approved by the Board of County Commissioners Licenses & Fines & Charges for for the exhibition hall/Medical Mart project with the receipt of the increase starting in January Permits Forfeitures Services 2008. The anticipated increase in Charges for Services revenue of $10.0 million helps offset the 0.1% 1.0% 18.4% anticipated decrease of $35.1 million in Intergovernmental (federal and state) revenue. Property Tax Intergovernmental revenue, the County’s largest revenue source, producing $546.4 million 24.1% is 36.1% of total county resources. Various entitlement and social service programs ranging from fi nancial assistance and child and adult protective services, to childcare and employment services are supported in part by revenues that fl ow to the County from State and Federal Investment sources. Intergovernmental revenues are expected to decrease in 2008 by $35.1 million or by Earnings Intergovernmental 1.9% 6% due to reductions in public assistance funding of $18 million, mental retardation funding of 36.1% $11.8 million, as well as children services funding of $13.7 million. Of these reductions, public assistance decreased due to the fact that 2007 included $14.1 million for reimbursement of 2006 Sales & Use Tax expenditures that will not reoccur in 2008. Miscellaneous 14.3% Other Tax 2.1% 2.0% In 2008, the State continued the freeze on Local Government Funds. This revenue source generates over $38.5 million and is 47% of the $82.0 million the General Fund receives in Revenue Source 2006 2007 2008 2009 2010 Intergovernmental revenue. During the last two State biennial budget deliberations, cuts to (millions) Actual Actual Budget Estimate Estimate or elimination of, the Local Government Fund distribution has been discussed. Due to these Property Tax $337.4 $361.3$365.9 $365.9 $367.6 discussions by the State, the County views this as an unstable revenue source. Licenses & Permits 1.5 1.7 1.9 2.1 2.0 Fines & Forfeitures 11.8 14.3 14.5 14.8 15.0 Revenues generated from property taxes are expected to increase $4.6 million and decrease $9.2 million on an All Funds basis and on a General Fund basis due to the anticipated 2008 Charges for Services 248.4 269.2 279.2 270.4 270.0 debt issuance totaling an estimated $168 million with a required annual debt service payment of Intergovernmental 568.7 581.5 546.4 548.2 549.6 $10.3 million. The 2008 estimate is based on a 97.5% combined collection rate of current and Miscellaneous 45.3 49.6 31.7 38.5 31.1 delinquent taxes. Other Tax 28.8 28.7 29.6 29.5 29.4 Sales & Use Tax 168.7 171.8 216.6 219.8 222.5 The 2007 valuation shows residential property increasing 0.9%, commercial property increasing Investment Earnings 27.7 33.4 29.1 29.1 29.1 1.1%, public utility decreasing 9.3% and tangible personal property decreasing 0.2%. In 2005, Total Revenue $1,438.3 $1,511.5 $1,514.9 $1,518.3 $1,516.3 the State passed major tax reform laws which phases out the tax on tangible personal property over the next four years and corporate franchise tax over the next fi ve years. These taxes are Figure CS-3: All Funds Revenue by Source replaced by a commercial activity tax that levy 0.26% on businesses with gross receipts in excess of one million dollars. Included in the tax reform bill is a provision to reimburse school districts and local governments for lost revenue generated by the tangible personal property tax. The III-9I-9 Citizens’ Summary All Funds and General Fund Revenues

fi rst fi ve years school districts and local governments will be reimbursed fully for lost revenue; 2008 Budget - General Fund Revenues in the following seven years, the reimbursements will be phased out. Since property tax is a major revenue source, the changes included in the 2005 tax reform will have a signifi cant impact on local governments in the near future and lobbying efforts are underway to identify alternative sources of revenue to lessen the impact of the reduction. Sales & Use Tax Investment 35.4% Earnings Sales and Use Tax, the one of largest General Fund revenue source, estimated at $216.6 million 4.3% Property Tax is projected to increase 26% or $44.9 million from 2007 collections. This estimate is based on the 33.8% 0.25% sales tax increase effective October 1, 2007 with receipt beginning in January 2008. 2007 sales tax collections were 1.8% higher at $171.8 million then 2006 collections. Although there are indications that the economy is improving on a national level, the continued sluggish performance Licenses & of sales tax collections is a clear indication that our local economy recovery has been lagging. Other Tax Permits 0.1% 0.1% Investment earnings grew $5.7 million or 20% in 2007 due to increasing interest rates and the Treasurer investing in shorter maturity instruments that allowed the County to take advantage of the rising interest rates. In 2008, investment earnings are estimated conservatively at $29.1 million, or $4.3 million below 2007 levels and are expected to remain at these levels in the future Fines & due to the falling interest rates that occurred and are expected to remain low. Miscellaneous Charges for Forfeitures 1.4% Services 1.9% Charges for Services are anticipated to be $10.0 million or 3.6% higher than 2007. This increase Intergovernmental is related to a change in the accounting method for the county’s health insurance premiums 13.4% 9.6% and an increase in charges for buildings and ground maintenance. General Fund Charges for Services is expected to decrease $6 million due to decrease in revenue generated from real Revenue Source 2006 2007 2008 2009 2010 estate fees and a one-time increase in indirect charge fees realized in 2007. (millions) Actual Actual Budget Estimate Estimate Property Tax $193.4 $216.1$206.9 $202.7 $195.0 Miscellaneous revenue at $31.7 million refl ects an $18 million reduction primarily due to one-time Licenses & Permits $0.1 $0.1 $0.1 $0.1 $0.1 revenue of $11 million from the sale of hospital property that took place in 2007. The remaining $7 million reduction is due to reductions in transfers from other funds. Fines & Forfeitures $9.1 $11.2 $11.7 $11.9 $12.1 Charges for Services $58.0 $64.9 $58.9 $57.0 $55.6 Intergovernmental $70.5 $78.1 $82.0 $81.8 $81.2 Miscellaneous $6.2 $16.2 $8.7 $5.9 $5.9 Other Tax $0.1 $0.1 $0.1 $0.1 $0.1 Sales & Use Tax $168.7 $171.7$216.6 $219.8 $222.5 Investment Earnings $26.0 $30.4 $26.4 $26.4 $26.4 Total Revenue $532.1 $588.8 $611.4 $605.7 $598.9

Figure CS-4: General Fund Revenue By Source

III-10I-10 Citizens’ Summary All Funds and General Fund Expenditures

The ongoing goal of Cuyahoga County is to balance legitimate demands for more services with the need to preserve the County’s fi scal integrity. It is not diffi cult to grasp the accuracy All Funds Expenditures By Function of this description when one considers the numerous services that Cuyahoga County provides. To better understand how County dollars are used, the expenditure portion of the budget is presented for All Funds and the General Fund in several different ways: by Function programmatic area of government; by Object type of expenditure; and by Organization General Government 10.6% governmental authority. Each format shows the expenditures of the $1.46 billion budget, but 22.3% organizes the expenditures by different categories. More detailed information is available in the Judicial 3.0% Program Budget section of this Budget Plan Development 44.0% Social Services Expenditures by Function Health & Safety 6.0% Public Works 3.9% General Government Debt Service 3.1% Miscellaneous 7.2% What we do: Manage the work of county government effi ciently to insure quality services and protect the fi scal integrity of Cuyahoga County. Expenditures 2006 2007 2008 2009 2010 General government captures the general operating cost of county government. Six elected (millions) Actual Actual Budget Estimate Estimate offi cials, three appointed boards and two commissions are responsible for performing a variety of administrative, fi nancial, record keeping and election management duties. General Government expenditures are budgeted at $154 million in 2008. General Government $154.2 $164.8 $154.0 $155.5 $158.3 Judicial $303.5 $319.4 $326.9 $332.0 $337.0 2008 Highlights Development $40.8 $41.5 $44.5 $42.0 $42.2 9 Implement a system to aid the valuation process of new construction and registering of sub Social Services $637.5 $657.2 $643.5 $646.6 $648.5 plots of land from larger plots. Health & Safety $88.7 $86.9 $87.3 $77.1 $63.6 Public Works $55.8 $49.0 $56.9 $54.8 $54.8 9 Complete the successful implementation of a new real property tax system and disburse fi nal tax settlement to municipalities, schools, libraries and other governmental units within Debt Service $37.4 $37.0 $45.3 $47.9 $54.9 60 days of the close of each collection. Miscellaneous $85.1 $101.5 $105.6 $108.0 $100.7 Total Expenditures $1,403.0 $1,457.3 $1,464.0 $1,463.9 $1,460.0 9 Implement technological improvements to improve workfl ow and operations in the Clerk of the Board’s Offi ce and Human Resources. This includes an automated agenda meeting management system and a web-based timesheet system. 9 Complete records retention project to simplify and expedite public records requests. Figure CS-5: All Funds Expenditure by Function 9 Upgrade county mainframe to an enterprise server and implement Blade Server tech- nology which allows for the migration of current and future applications resulting in cost effi ciencies.

III-11I-11 Citizens’ Summary All Funds and General Fund Expenditures

9 Continue to provide accurate and timely processing of accounting transactions with an upgrade to the County’s accounting system. 9 Continue to provide tax discounts through the EasyPay program, which allows monthly General Fund Expenditures By Function property tax prepayments to be automatically withdrawn from taxpayer’s bank account. The interest earned is returned to the taxpayer in the form of a discount on their fi rst half tax bill.

9 Support efforts to transfer paper case fi les to an electronic imaging and fi ling system General Government 10.0% 49.2% throughout various departments, most notably through the County Recorder’s efforts. Judicial 9 Increase public access to services and information via enhancements to the County’s WEB Development 2.3% site, www.cuyahogacounty.us Social Services 22.2% Health & Safety 14.1% 9 Initiate an electronic purchasing card program to allow for more economical purchases 0.3% and encourage opportunities for small and developing business in the county procurement Public Works 1.4% process. Debt Service Miscellaneous 0.4% 9 Implement an optical scan voting system as mandated by the State of Ohio’s Secretary of State for the March 4, 2008 presidential primary.

Expenditures 2006 2007 2008 2009 2010 Legal and Judicial Services (millions) Actual Actual Budget Estimate Estimate

What we do: Administer justice fairly through the County’s Court system General Government $59.1 $59.3 $56.6 $56.7 $58.2 and ensure the safety of citizens through the enforcement of laws and the Judicial 264.4 272.8 278.9 282.4 285.9 maintenance of correctional facilities for both juvenile and adult offenders. Development 15.1 11.7 13.1 11.1 11.5 Social Services 111.1 133.4 126.0 133.4 135.4 A major function of county government is the operation of the legal and judicial systems. These Health & Safety 86.1 81.7 80.0 69.8 57.4 systems include agencies that prosecute offenders, collect evidence, establish and enforce Public Works 2.0 1.7 1.6 1.6 1.6 orders for the collection of child and spousal support, counsel victims of crime, and provide Debt Service 6.5 7.2 8.2 8.2 8.2 legal counsel to indigent defendants. The County also operates an adult correctional facility Miscellaneous 2.8 2.3 2.5 2.5 2.6 and a juvenile detention center, which provide counseling, psychiatric, medical, and substance Total Expenditures $547.1 $570.1 $566.9 $565.7 $560.8 abuse services to offenders.

With a combined budget of approximately $326.9 million in 2008, the legal and judicial function Figure CS-6: General Fund Expenditures by Function represents the largest General Fund expense and is second only to social services in terms of total County dollars allocated. In 2008, 22% of the total County’s budget is allocated to legal and judicial services.

III-12I-12 Citizens’ Summary All Funds and General Fund Expenditures

2008 Highlights 9 The County Prosecutor will continue protecting children through the Internet Crimes Against 9 Develop and implement system-wide improvements in the criminal justice system as out- Children Task Force. This unit serves as the base for all county undercover investigations, lined in the Justice Systems Management Final Report dated December 2005 and as forensic investigations and the local training hub and clearinghouse for the National Center directed by the Criminal Justice Supervisory Committee. for Missing and Exploited Children for Ohio. 9 Continue development of comprehensive strategies for adult and juvenile justice systems, 9 In partnership, the Prosecutor, Cuyahoga Support Enforcement Agency, Probation De- which will result in improvements in communication and coordination of services between partment and Sheriff will apprehend, enforce and collect child support in arrears in cases all levels of law enforcement, the Courts, probation/parole, the Dept. of Rehabilitation and previously deemed unenforceable or uncollectible. Corrections, and the human services systems in Cuyahoga County. 9 The Public Defender will enhance and develop trial advocacy and appellate representation 9 The Court of Common Pleas will continue to implement process improvements to have skills of county public defenders by providing ongoing training to new and existing staff, timely resolution of foreclosure cases, reductions of caseloads in the legal system and a including training in specialized areas such as: Mental Health Court, Drug Court and Death reduction in the number of vacant and abandoned properties in the community. Penalty Defense. 9 Common Pleas Court will continue its efforts to adjudicate criminal cases effi ciently by im- 9 Expand the Witness Victim’s Team Approach to Domestic Violence Program to all six Cleve- proving docket management, coordinating communications between bailiffs and prosecu- land police districts. This program provides proactive outreach and advocacy services to tors and staggering times of criminal procedures. The goal is to reduce the number of days domestic violence victims and victims of stalking related crimes throughout the city. a defendant stays in jail while awaiting trial thus reducing average daily jail population. 9 The Clerk of Courts will fully utilize the Limited Deputy Registrar Program that makes it 9 Continue video conferencing efforts to reduce transportation and jail housing cost for in- possible for individuals to have all auto title transactions and licenses plate activity pre- mates in area prisons that otherwise would have been transferred back to the county jail formed at one stop, thereby reducing the inconvenience of traveling between counties and pending arrangement. government offi ces. 9 Reduce jury cost through the intensive jury management program that releases jurors as 9 Streamline judicial processes by investing in case management computer systems and/ early as possible while still maintaining a suffi cient jury pool available for civil and criminal or enhancements for the Prosecutor, Juvenile Court, Common Pleas Court and Clerk of trials. Courts. 9 Reduce Common Pleas civil docket by increasing the utilization of alternative dispute reso- lution. This will involve determining which resolution method is suitable for a particular Social Services case and training panelist, arbitrators and mediators. 9 Juvenile Court will continue to develop and implement Model Court strategies that focus What we do: Help our citizens become economically self suffi cient, protect the on the need for comprehensive and timely judicial response in child abuse and neglect health and safety of our children, frail elderly and vulnerable populations. cases and encourages courts to understand the child welfare system and what community services are available for at-risk children and their families. At $643.5 million, the social services function is by far the County’s largest and represents 44% of its total operating budget. The County provides a range of services for the young and old 9 Juvenile Court will continue to increase case disposition rates and decrease the percent- alike: age of cases exceeding the Supreme Court guidelines. 9 cash assistance, food stamps, Medicaid and other medical payments, for low income 9 Juvenile Court will continue to provide alternatives to out-of-home placements of delinquent families; and unruly youth and lower the average daily population in private residential facilities. 9 employment and training programs; 9 the protection of adults, children and elderly who are victims of abuse or neglect;

III-13I-13 Citizens’ Summary All Funds and General Fund Expenditures

9 diagnostic and treatment services for children who have a developmental delays or dis- 9 Continue to implement a pilot Universal Pre-Kindergarten Program that is a comprehen- abilities, or a condition, which interferes with normal development. sive, voluntary, high quality early care and education program for 3 and 4 year olds geared at helping them enter school healthy and ready to learn. 9 child care, adoption assistance, refugee assistance, homemaker services, family preser- vation and parenting services, and independent living services. 9 Continue to promote a public awareness/education campaign on the importance of fathers relating to their children. The federal and state governments pay for about 70% of the cost of these social service 9 Enhance the OPTIONS program, which provides home-based services to elderly individu- programs. The County taxpayers contribute 28% and the remaining 2% is from miscellaneous als not sick enough or poor enough to qualify for state or federal programs. revenue sources. 9 Ensure the availability of quality home and community-based services that meet the needs of frail and impaired seniors and disabled adults. 2008 Highlights 9 Support the Integrated System of Care that is designed to provide family centered, neigh- borhood based care to multi-system children and youth with complex mental and behav- Development ioral health needs. 9 Prevent children at-risk from coming into County custody by providing families in crisis What we do: Invest in a strong countywide economy. with front-end services such as; respite care, mental health services, emergency shelter, security deposits, rent, or utility payments. Economic, community and housing development programs enhance our community’s vitality. Development’s budget is set at $44.5 million for 2008. Economic development focuses 9 Continue the Sobriety Treatment and Recovery Teams (START) program that teams social on providing fi nancial and technical assistance to businesses for start-up or expansion. workers with family advocates, many of whom are ex-clients of child welfare and in recov- Community development uses federal block grant funds to promote growth by rehabilitating ery. The program provides intensive case management services to women with babies communities, businesses and residential properties. The Soil and Water Conservation District who test positive for drugs and/or alcohol at birth or prenatally. The teams work closely with advocates restoration of soil and waterways while reducing fl ooding problems and allowing for local substance abuse treatment providers to facilitate recovery efforts. economic growth and development. 9 Continue the Truancy Prevention through Mediation Program that tackles issues of poor school attendance by using a mediator to guide a discussion between the child’s parent or 2008 Highlights guardian and the child’s teacher, identifying barriers to the child coming to school everyday 9 Continue the Vacant Property Redevelopment Strategy which provides assistance in re- ready to learn. The program is coordinated in six school districts within Cuyahoga County turning vacant properties to viable economic assets. including the Cleveland Municipal School District. 9 Issue bonds totaling $13 million to continue the Brownfi eld Redevelopment Loan Program 9 Address Educational Neglect issues involving elementary aged children in Cuyahoga which will be used to assist in the assessment, remediation and acquisition of contami- County by serving as a liaison between Cleveland schools and Neighborhood Collab- nated sites. oratives, forging strong partnerships in a collective effort to empower families in making 9 Issue bonds totaling $13 million to initiate a Commercial Redevelopment Loan Program education a priority. that is specifi cally designed to overcome barriers to the full re-use of abandoned, idled 9 Continue the early childhood initiatives which focus on promoting effective parenting, pro- or underutilized commercial, industrial and institutional properties. The primary focus is viding children access to health care and assuring the availability of quality childcare. directed towards urban and “fi rst ring” suburban communities. Programs include prenatal services, newborn home visits, early childhood mental health, health insurance enrollment, lead poisoning prevention and early literacy.

III-14I-14 Citizens’ Summary All Funds and General Fund Expenditures

9 Continue the Economic Development Loan Fund program to help qualifi ed businesses to abuse, and animal control, the health & safety function makes up approximately 6% of the total expand and create jobs within the County and increase the tax base. The loan programs operating budget. The MetroHealth Hospital System provides quality medical and long-term provide subordinated long-term, fi xed-rate gap fi nancing at below-market rates. These care for all citizens, regardless of their ability to pay. The Alcohol and Drug Addiction Services incentives help leverage additional private investment into the community. Board provides a network of prevention and treatment services to combat alcoholism and drug abuse among youth and adults. The Community Mental Health Board provides a network of 9 The Department of Development in coordination with the Treasurer will continue to fund counseling and mental health services. qualifi ed nonprofi t agencies to carry out a comprehensive foreclosure prevention program. The program will include counseling homeowners referred by lenders, negotiating workout plans, provide legal assistance for those homeowners who may have been victims of 2008 Highlights predatory lending and educate homeowners of the danger of unwise borrowing. 9 Continue support of the County hospital (the MetroHealth System) to aid in carrying out its mission of serving the entire community regardless of their ability to pay. 9 The Great Lakes Energy Development Task Force will explore the legal, technical, en- vironmental, economic and fi nancial aspects of developing and implementing advanced 9 MetroHealth will expand partnerships with talented physicians and other health care pro- energy technologies in Cuyahoga County. A feasibility study is underway to examine the viders who advance patient care through exceptional service, superior programs of medi- feasibility of installing a 20 meg-watt offshore wind turbine demonstration project in Lake cal education, and the development of research programs that potentially will earn national Erie and creating the “Great Lakes Wind Energy Center”. prominence. 9 Design, build and maintain a technologically advanced and cost-effi cient geographic in- 9 MetroHealth will continue the development of a Skilled Nursing Facility and Senior Center formation system. This includes a scheduled aerial photography program, which shall at its South Campus. capture photographs of the entire county every two years. 9 Work with the Cuyahoga County Community Mental Health Board and the Alcohol and 9 Complete and implement components of the Cuyahoga County Greenspace Plan that in- Drug Addiction Services Board of Cuyahoga County to implement the plan to consolidate cludes watershed plans, natural feature inventories, trail planning and construction, and the two boards into a new county behavioral health board. The combined boards will work urban land conservancy. to further develop services to meet the needs of patients with a dual diagnosis. 9 Continue to facilitate the development of the Towpath Trail and Scenic Valley Rail road ex- 9 The combined boards will develop a county-wide standard for mental health intake to in- tensions, green river bulkheads and other transportation enhancements in the Cuyahoga cluded standardize diagnostic assessment which incorporates a comprehensive drug and River Valley. alcohol use assessment and a vocational readiness assessment; and assignment to ser- vices based on a demonstrated level of need. 9 Soil and Water Conservation district will strive to raise awareness of water quality issues and work to prevent pollution that threatens natural resources and community sustain- 9 The combined boards will work in tandem with community leaders and the criminal justice ability by assisting municipalities with the implementation of their mandated storm water system to meet the demands for mental health services to the homeless, and men and management plans. women returning to the community after incarceration. 9 Continue the Prisoner Outreach Project for state prisoners with serious mental illness re- turning to the County to ensure that they are immediately connected to community outpa- Health & Safety tient mental health care, medical care and entitlements in an effort to reduce the likelihood of recidivism and psychiatric hospitalization. What we do: Invest in our high quality public hospital and provide access to health coverage, mental health services, and drug and alcohol treatment. 9 Expand emergency preparedness through public information campaigns, disaster plan- ning, training programs and inter-agency collaboration. The county funds a number of institutions that promote the health and safety of its citizens. Comprised of health maintenance, mental health, emergency assistance, alcohol and drug

III-15I-15 Citizens’ Summary All Funds and General Fund Expenditures

Public Works & Miscellaneous 2008 Budget All Funds Expenditures By Object What we do: Preserve our infrastructure to support commerce and protect our environment. Fringe Benefits Salary 10.9% We play a key role in preserving the infrastructure within our boundaries, including the 27.6% Commodities 1.9% maintenance and reconstruction of 212 bridges and assisting municipalities with the Capital Outlay improvement of 794 miles of county roadway and 22 miles of roadway in the county’s two 2.0% townships. Our Sanitary Engineer oversees the operations of a 500-mile sewer system Contracts that services 29 municipalities. We also operate a general aviation/reliever airport and two 22.7% downtown parking garages. Debt Service Controlled The Public Works function budget of $56.9 million comprises 4% of the county’s overall budget. 2.8% 5.8% These funds are primarily used for the maintenance, improvement, and expansion of the county’s infrastructure. The County Engineer is responsible for maintaining roads and bridges, Other Expenses Client Svcs while the Sanitary Engineer maintains sewer lines, pump stations, and wastewater treatment 7.5% 18.5% plants. The Solid Waste District protects the community’s environment by encouraging recycling and proper waste disposal. Expenditures 2006 2007 2008 2009 2010 (millions) Actual Actual Budget Estimate Estimate Miscellaneous expenditures consist of those mandated by Ohio Revised Code, expenditures Salary $385.5 $405.5 $404.1 $407.6 $407. voluntarily incurred by the county for the betterment of the community, and other obligations. Fringe Benefits $160.8 $154.4 $160.3 $165.5 $169. Also, refl ected are the expenses associated with the employee hospitalization self-insurance Commodities $24.6 $25.0 $27.8 $28.5 $29. program. Budgeted at $105.6 million, miscellaneous makes up 7% of the county’s overall Contracts $308.0 $336.7 $331.9 $326.9 $328. budget. Controlled $74.4 $78.8 $84.4 $85.4 $86. Client Svcs $269.9 $272.9 $271.1 $271.8 $260. 2008 Highlights Other Expenses $111.5 $118.5 $109.3 $100.8 $95. 9 Achieve the State of Ohio’s landfi ll diversion goals of 25% for residential and commercial Debt Service $37.7 $38.2 $45.6 $48.1 $55. waste and 60% of industrial waste. Capital Outlay $30.6 $27.3 $29.5 $29.3 $29. 9 Build a Special Waste Convenience Center that will provide year-round recycling programs Total Expenditures $1,403.0 $1,457.3 $1,464.0 $1,463.9 $1,460. for household hazardous waste, scrap tires, computers and mercury. 9 Prevent the improper disposal of hazardous materials by providing convenient, year-round recycling programs. Figure CS-7: All Funds Expenditures by Object 9 Promote conservation and recycling by providing comprehensive recycling information and assistance to the public, students, schools, institutions and businesses. 9 Perform annual inspections and preventive maintenance on the County’s 220 bridges in order to expand the useful life of the structures and avoid costly repairs in the future.

III-16I-16 Citizens’ Summary All Funds and General Fund Expenditures

9 Continue monitoring traffi c patterns at various locations throughout the County to identify and plan for future traffi c patterns to reduce road congestion. 2008 Budget - General Fund Expenditures By Object 9 Complete a four year Airport Layout and Master Plan and Runway Safety Area study for the County Airport located in Richmond Heights. Salary Fringe Benefits 26.4% 10.3% Expenditures by Object Other Financing Commodities Uses 0.6% Provided are All Funds and General Fund expenditures by expenditure classifi cation. The 2008 28.1% budget is based on 2007’s estimated expenditure projections at second quarter. The 2007 Contracts expenditure estimate used to develop the base budget excludes all one-time expenditures. It includes the annualized impact of decision items approved during the 2007 budget process. 7.1% The 2008 budget was then adjusted to allow for: Debt Service Controlled 0.1% 7.9% Client Svcs • A 5% increase in hospitalization benefi ts. Capital Outlay Other Expenses 7.8% 0.1% 11.6% • A PERS contribution increase to 14.0% from 13.85%. Expenditures 2006 2007 2008 2009 2010 • A 3% infl ation factor to Commodities, Contractual Services and Other Operating (millions) Actual Actual Budget Estimate Estimate expenditures. Salary 144.6 $151.2 $149.7 $149.6 $149.6 Fringe Benefits 56.0 $56.0 $58.3 $59.8 $61.5 An equipment replacement budget set at 0.5% of salaries. • Commodities 3.2 $2.9 $3.1 $3.2 $3.3 Contracts 42.6 $41.1 $40.5 $41.9 $42.9 Agencies supported by the General Fund or Human Service Levies completed budget Controlled 41.8 $39.4 $45.0 $45.5 $46.1 reduction plans which should achieve a 3% reduction either through expenditure reductions Client Svcs 48.1 $43.7 $44.5 $44.5 $32.1 or revenue enhancements. The budget does not provide funds for a cost of living increase or Other Expenses 64.3 $65.9 $65.7 $55.4 $56.7 other salary adjustments for both bargaining and non-bargaining unit employees. Debt Service 0.3 $0.3 $0.3 $0.3 $0.3 Capital Outlay 2.0 $5.4 $0.8 $0.7 $0.7 Personnel costs, including salaries and fringe benefi ts, are clearly the largest costs of Other Financing Uses 144.2 $164.2 $159.0 $164.8 $167.6 County government totaling $564.4 million in 2008, compared to $559.9 million in 2007. This Total Expenditures $547.1 $570.1 $566.9 $565.7 $560.8 constitutes a $4 million or 0.8% increase in the budget. All of this growth results from increases in hospitalization and PERS contributions. Figure CS-8: General Fund Expenditures by Character

Client Services, budgeted at $271.1 million, are payments made directly to or on behalf of clients. Medical payments, child day care services, foster care, substance abuse treatment, subsidized adoptions are examples of these types of expenditures.

III-17I-17 Citizens’ Summary All Funds and General Fund Expenditures Contractual Services $331.9 million budget, which represents expenditures associated with Expenditures by Organization the provision of goods and/or services by contractual agreement with outside vendors, is $4.8 million or 1.4% lower than 2007 actuals. The extent to which the budget includes numerous entities which the Board of County Commissioners has budgetary, but not administrative authority, is refl ected on the charts Commodities represent items such as gas, electricity, water, offi ce supplies and other structured according to “Organizational Grouping”. On those charts, departments operating miscellaneous supplies. Controlled expenses are payments from agencies to reimburse under the jurisdiction of the Board of County Commissioners’ budgets total $798.2 million, Information Services Center for computer operations and to Central Services for space which is a 1.1% decrease from 2007. Elected offi cials, as noted, are responsible for various maintenance activities. Other Expenditures are purchases such as postage, vehicle operations with budgets totals of $343.6 million, a 0.2% increase from 2007. Likewise, the maintenance and copying necessary for the ongoing operations. Capital Outlay refers to the appointed offi cials of various Boards and Commissions administer $322.3 million in total purchase of equipment, furniture or other fi xed assets. expenditures. This category increased $15 million, or 4.9%. In Ohio, the County government structure is bifurcated, with separate budgetary and administrative authority. This makes it Other Financing Uses are subsidies paid from the General Fund to other operating funds. In very complicated to control the County’s fi nancial activity. Maintaining a working partnership 2008, $159.0 million is appropriated in subsidies, of which $69.7 million is for Children and between the County Commissioners and the other elected and appointed offi cials is a continued Family Services Department programs including the board and care of children in protective focus to assure fi scal stability. custody, $17.3 million will be used to pay for the County’s share of entitlement programs, $17.8 million for Senior and Adult Service programs, and $20.8 for Judicial expenditures that provide treatment services for youth such as the county’s Youth Development Center and Juvenile Court’s residential placement and shelter care expenditures. For a detailed subsidy itemization, see the Fund Budget section: General Fund.

III-18I-18 Citizens’ Summary Schedule I - All Funds Expenditures By Organization 2005 2006 2007 2008 % Change % Change Actual Actual Actual Budget 2006-2007 2007-2008 Commissioner Agencies Brd of County Commissioners 1,796,316 2,174,921 1,912,976 1,539,947 -12.0% -19.5% BOCC Administrative Divisions 10,553,981 10,937,207 9,280,601 9,422,132 -15.1% 1.5% Statutory Expenditures 75,939 392,377 73,046 88,744 -81.4% 21.5% Children and Family Services 157,431,469 168,003,340 173,502,327 171,270,620 3.3% -1.3% Capital Improv.G/F Subsidy 940,000 1,022,000 1,135,000 862,500 11.1% -24.0% Central Services 63,087,224 68,245,684 70,932,004 71,799,356 3.9% 1.2% Debt Service 36,763,281 37,080,225 36,700,990 44,965,693 -1.0% 22.5% Development 15,139,832 27,705,810 24,492,379 24,939,157 -11.6% 1.8% Early Childhood 10,410,603 18,441,454 25,018,961 18,875,795 35.7% -24.6% Family & Children First Council 1,268,094 1,015,764 2,573,092 2,349,235 153.3% -8.7% Executive Office of HHS 19,550,423 19,841,050 24,868,363 28,116,037 25.3% 13.1% Justice Affairs 17,460,487 19,567,615 21,590,326 26,608,479 10.3% 23.2% Justice Systems Management 202,253 213,579 - 5.6% Miscellaneous Obligations 1,166,534 811,417 846,203 794,351 4.3% -6.1% Human Services Other Prgms 260,890 1,846,802 4,800,896 408,700 160.0% -91.5% Senior Adult Services 22,171,298 26,009,903 28,278,624 29,153,398 8.7% 3.1% CSEA 27,577,896 27,809,713 31,998,330 33,325,094 15.1% 4.1% General Fund/Self Insurance Fund 793,649 335,615 182,870 374,662 -45.5% 104.9% Sanitary Engineer 17,352,352 11,519,300 12,541,259 11,822,842 8.9% -5.7% Domestic Violence 281,604 282,327 247,186 235,082 -12.4% -4.9% Hospitalization-Self Insurance Fund - 67,170,712 88,517,075 86,253,006 31.8% -2.6% Workers Compensation 7,937,089 15,080,945 10,657,206 16,817,835 -29.3% 57.8% Workforce Development 9,453,578 9,887,656 12,292,631 11,897,414 24.3% -3.2% Employment & Family Services 211,007,859 218,222,569 224,439,366 206,031,572 2.8% -8.2% Total Commissioner Agencies 632,480,398 753,404,406 807,083,964 798,165,230 7.1% -1.1%

Elected Officials County Auditor 23,871,067 26,202,147 25,579,700 23,862,182 -2.4% -6.7% Court of Appeals 1,995,804 2,067,559 1,994,405 2,099,118 -3.5% 5.3% County Engineer 43,582,730 36,126,607 29,616,255 38,603,753 -18.0% 30.3% Clerk of Courts 16,631,699 16,929,507 18,058,235 18,276,316 6.7% 1.2% Court of Common Pleas 39,424,324 44,261,510 46,481,672 47,511,560 5.0% 2.2% County Coroner 7,215,316 7,934,139 9,347,584 10,810,780 17.8% 15.7% Domestic Relations Court 7,034,043 7,656,836 7,787,999 8,201,214 1.7% 5.3% Juvenile Court 45,912,532 52,584,648 55,437,075 53,931,042 5.4% -2.7% III-19I-19 Citizens’ Summary Schedule I - All Funds Expenditures By Organization 2005 2006 2007 2008 % Change % Change Actual Actual Actual Budget 2006-2007 2007-2008 Elected Officials Municipal Judicial Costs 3,185,222 3,198,390 3,286,455 3,771,635 2.8% 14.8% Probate Court 6,142,682 6,142,682 7,129,546 7,323,536 16.1% 2.7% County Prosecutor 22,216,503 24,487,441 26,341,270 26,429,959 7.6% 0.3% County Recorder 6,381,502 7,296,421 7,697,350 7,186,205 5.5% -6.6% County Sheriff 73,762,717 78,152,005 79,313,243 80,110,050 1.5% 1.0% Board & Care Of Prisoners 6,781,881 7,687,786 8,584,918 7,509,938 11.7% -12.5% County Treasurer 7,799,799 7,844,528 16,180,025 7,935,569 106.3% -51.0% Total Elected Officials 311,937,821 328,572,206 342,835,732 343,562,857 4.3% 0.2%

Boards & Commissions Alcohol & Drug Board 9,166,076 10,082,684 10,384,164 10,072,639 3.0% -3.0% Board of Elections 10,986,058 18,670,431 20,131,634 19,442,382 7.8% -3.4% Bureau Of Inspection 618,508 524,076 819,620 688,530 56.4% -16.0% Board of Revision 596,615 702,442 976,270 906,064 39.0% -7.2% County Planning Commission 1,863,325 2,151,563 1,739,355 1,699,869 -19.2% -2.3% Data Processing System Develop - - - 190,775 - - Information Services Center 12,671,332 17,467,932 16,090,928 15,888,122 -7.9% -1.3% MetroHealth System 35,000,000 45,000,000 40,000,000 40,000,000 -11.1% 0.0% Mental Health Board 25,160,751 27,676,825 28,507,125 27,651,911 3.0% -3.0% Cuyahoga County MRDD 170,640,199 180,050,917 170,064,198 184,654,045 -5.5% 8.6% NOACA 157,308 161,438 165,567 174,259 2.6% 5.2% Ombudsman Program 226,814 209,026 211,951 205,592 1.4% -3.0% Ohio State University Extension 232,208 309,610 313,466 304,062 1.2% -3.0% Public Defender 7,803,579 9,012,850 8,876,356 9,361,876 -1.5% 5.5% Solid Waste Management District 2,004,228 1,784,811 2,511,424 2,418,745 40.7% -3.7% Soldiers & Sailors Monument 164,642 207,143 129,681 212,563 -37.4% 63.9% Soil & Water Conservation 382,555 400,826 525,024 599,531 31.0% 14.2% Veterans Service Commission 4,997,036 5,494,595 5,885,522 7,806,442 7.1% 32.6% Total Board & Commissions 282,671,234 319,907,169 307,332,285 322,277,407 -3.9% 4.9%

Total Expenditures 1,227,089,453 1,401,883,781 1,457,251,981 1,464,005,494 3.9% 0.5%

III-20I-20 Citizens’ Summary Budget Highlights Staffi ng Level The 2008 budget provides for 9,452 FTEs that is 70 FTEs lower than 2007 levels, and below It should be noted at the beginning of this section that while the budget is based on the number 2001 levels by 936 or 9% of the workforce. In most cases the vacant positions are in actuality of full-time equivalents or FTEs ( Schedule II). Since some employees are part-time workers, a reinstatement of positions that were eliminated the previous year. Schedule II provides and some full-time positions are vacant for a period of time each year, the actual number of the staffi ng level by organization. To bring caseloads down to manageable levels, the major staff will be somewhat higher than the number of FTEs which is calculated by using actual increase in FTEs is for direct service staff in the Children & Family Services, Cuyahoga Support hours worked. Enforcement Agency, Employment & Family Services, Senior & Adult Services and Mental Retardation and Developmental Disabilities. Over 38.6% ($564.4 million) of the total budget is tied to the cost of personnel. Due to the loss of operating revenues, the County has been forced to reduce its workforce. At the end of 2003, full-time equivalents (FTEs) positions were down to 8,909 or 1,475 less than 2001. This was accomplished primarily through the early retirement program (1,126 FTEs). The early retirement Personnel Cost & Staffing Levels program allowed the County to reduce staff through voluntary retirements.

$564.4 $580.0 10,500 $559.9 $546.3 $560.0 200 Change in Staffing 10,100 $540.0 $513.4 100 $507.6 $520.0 9,700 9,452 FTEs 0 $500.0 2001 2002 2003 2004 2005 2006 2007 9,522

Personnel Cost (millions) 9,300 $480.0 $464.1 -100 9,295 $460.0

FTE Chg 9,045 9,025 8,900 -200 $440.0 8,909

Gen Govt $420.0 8,500 -300 Judicial Development Social Svcs Total Personnel Cost FTEs Health & Safety 2003 2004 2005 2006 2007 2008 Public Works -400 Miscellaneous 2003 2004 2005 2006 2007 2008 Actual Actual Actual Actual Actual Budget -500 Salaries$ 331.6$ 364.7$ 365.4$ 385.5$ 405.5$ 404.1 Year Fringe Benefits$ 132.5$ 142.9$ 148.0$ 160.8$ 154.4$ 160.3 Total Personnel Cost$ 464.1$ 507.6$ 513.4$ 546.3$ 559.9$ 564.4 Figure CS-9: Changes in Staffi ng Levels by Function FTEs 8,909 9,025 9,045 9,295 9,522 9,452 Figure CS-10: Personnel Costs and Staffi ng Levels

III-21I-21 Citizens’ Summary Schedule II - Staffing Levels By Organization 2003 2004 2005 2006 2007 2007 2008 2003-2007 2007-2008 Vacant New Actual Actual Actual Actual Budget Actual Budget Change Change Positions Positions Commissioner Agencies Brd of County Commissioners 15 15 16 21 14 19 15 4 (4) (5) 1 BOCC Administrative Divisions 89 90 90 87 93 88 90 (1) 2 5 (3) Children and Family Services 1,008 989 996 1,029 1,038 1,074 1,041 66 (33) (36) 3 Central Services 618 622 625 661 667 687 681 69 (6) (20) 14 Development 45 50 53 50 55 53 54 8 1 2 (1) Early Childhood - - 6 8 9 8 9 8 1 1 - Family & Children First Council 6 6 7 6 7 7 8 1 1 - 1 Executive Office of HHS 31 33 34 41 46 51 47 20 (4) (5) 1 Justice Affairs 158 171 166 175 186 188 199 30 11 (2) 13 Justice Systems Management - - - - 2 - - - - 2 (2) Senior Adult Services 280 296 310 328 335 350 343 70 (7) (15) 8 CSEA 339 354 370 378 438 396 420 57 24 42 (18) Sanitary Engineer 96 99 96 105 108 109 110 13 1 (1) 2 Workers Compensation 2 2 2 2 2 2 2 - - - - Workforce Development 33 33 32 31 34 34 35 1 1 - 1 Employment & Family Services 888 906 916 969 982 984 942 96 (42) (2) (40) Total Commissioner Agencies 3,608 3,666 3,719 3,891 4,016 4,050 3,996 442 (54) (34) (20)

Elected Officials County Auditor 256 262 269 285 272 279 275 23 (4) (7) 3 Court of Appeals 27 28 12 13 13 12 13 (15) 1 1 - County Engineer 206 212 217 210 214 209 207 3 (2) 5 (7) Clerk of Courts 256 251 253 259 265 264 269 8 5 1 4 Court of Common Pleas 445 452 466 472 482 474 475 29 1 8 (7) County Coroner 78 80 80 79 79 87 99 9 12 (8) 20 Domestic Relations Court 91 89 89 89 89 91 87 - (4) (2) (2) Juvenile Court 518 513 511 524 523 543 546 25 3 (20) 23 Probate Court 98 96 98 97 98 95 95 (3) - 3 (3) County Prosecutor 293 305 313 322 320 340 321 47 (19) (20) 1 County Recorder 90 114 110 115 103 108 96 18 (12) (5) (7) County Sheriff 1,074 1,080 1,067 1,076 1,096 1,092 1,096 18 4 4 - County Treasurer 82 84 83 82 84 84 87 2 3 - 3 Total Elected Officials 3,514 3,566 3,568 3,623 3,638 3,678 3,666 164 (12) (40) 28

Boards & Commissions Board of Elections 121 130 122 159 120 169 132 48 (37) (49) 12 Board of Revision 9 9 8 9 12 12 11 3 (1) - (1) County Planning Commission 18 19 20 20 21 19 19 1 - 2 (2) Information Services Center 88 97 102 102 110 110 119 22 9 - 9 Cuyahoga County MRDD 1,429 1,400 1,359 1,336 1,355 1,322 1,347 (107) 25 33 (8) Public Defender 82 98 103 106 110 110 110 28 - - - Solid Waste Management District 6 6 6 6 7 7 8 1 1 - 1 Soldiers & Sailors Monument 2 2 2 2 2 2 3 - 1 - 1 Soil & Water Conservation 4 5 6 6 8 7 9 3 2 1 1 Veterans Service Commission 28 27 30 35 31 36 32 8 (4) (5) 1 Total Brds & Commissions 1,787 1,793 1,758 1,781 1,776 1,794 1,790 7 (4) (18) 14 Total Staffing 8,909 9,025 9,045 9,295 9,430 9,522 9,452 613 (70) (92) 22

III-22I-22 Citizens’ Summary Budget Highlights Capital Projects Budget In 2008, $45.6 million of these projects will be fi nance from intergovernmental revenues and The Capital Improvements Plan represents both the 2008 Capital Budget, as well as the fi ve- $1.4 million will come from the General Fund. General Fund projects are usually small (under year Capital Plan for the County. These projects are supported by various resources, including $300,000) but essential renovation projects for various County departments. the General Fund, Intergovernmental sources (state and federal) and bond sale proceeds. The County will spend an estimated $103.1 million in 2008 capital projects and $404.9 million over The next anticipated Capital Improvement Bond Issue for various purpose capital projects is the next fi ve years. In 2008, the County Engineer will spend $43.8 million for road and bridge expected to be in 2008. The estimated size of this bond issue is close to $168 million. The projects. The most signifi cant of these projects is the Crocker Stearns Extension Project, with total capital projects and required fi nancing needs to be assessed closer to the anticipated an estimated cost of $6.9 million, the replacement of Highland Road Bridge N. 226 over the issue date. The County is expecting to issue sizable debt to fi nance two major projects; a new East Branch of Euclid Creek in Euclid, with an estimated cost of $3.5 million and the Whiskey Juvenile Court Facility and the Youth Intervention Center. The site has been identifi ed and Island Bridge and Culvert Construction for a total of $1.8 million. Improvements at the County construction is under way with completion in 2009. For more detailed explanation on capital Airport are also budgeted at $7.0 million. The Central Services Department is projected to projects and their funding sources, refer to the Capital Plan section. spend $47.6 million for various building improvements, the most signifi cant being the Juvenile Justice Complex at $26.6 million. The Sanitary Engineer will spend $4.7 million for system maintenance and expansion projects.

III-23I-23 Citizens’ Summary Interfacing Financial Policies

The County’s fi nancial condition can be directly attributed to the commitment to establish, • as the County targets the reserve balance, the Board establishing a quantifi able range of implement and maintain conservative fi nancial and budgetary policies. For the listing of these debt levels more stringent than established by the revised code to preserve the County’s specifi c policies see the Budget Guide section. In addition, the Initiatives/Highlights sections strong fi nancial position. To provide for temporary fi nancing of unforeseen emergency for the various County divisions in the Program Budget Section also were derived with these needs, and to permit orderly adjustment to changes resulting from reductions of revenue policies in mind. These policies are the basis by which fi nancial decisions are weighed and sources through actions of other governmental bodies or infl uences, the County’s policy is to determined. The County’s three year forecast and modeling capability is another valuable tool maintain at least 20% of anticipated annual expenditures as a reserve level. in determining the impact of fi nancial decisions in the future years. Through sound fi nancial management, Cuyahoga County has achieved an AAA bond rating The stated policies stress the close relationship between the planning and budgetary process from Fitch Ratings, Aa1 bond rating from Moody’s Investors Service and an AA+ rating from to maximize effi cient use of public dollars. The policies are reviewed annually by the Board of Standard & Poor’s Ratings Services. These strong ratings give Cuyahoga County an unusually County Commissioners at the start of each budget cycle and then mailed out to each entity with high level of marketability and result in the County being able to borrow for needed capital the budget request package. The policy review includes policy statements regarding: improvements at low interest rates, thus realizing savings for the citizens of the County.

• limiting the use of reserves as a stabilization fund and/or for one-time expenditures such as The County’s planning process will continue to synchronize the various County entities’ service pilot projects and equipment upgrades; initiatives with the operating budget and the capital improvement program. The Budget Plan and the quarterly review of the various entities’ status continue to show fi scal restraint by • referring requests for funding of services for which there is an established outside Board, in limiting the growth of new programs and encouraging operating effi ciencies. These measures order to integrate those requests into the planning and funding focus, and facilitate a com- refl ect the County’s commitment to live within its means, both now and in the future. munity-wide coordinated system; and

III-24I-24 Citizens’ Summary Performance Management Program

In the fall of 1996, the Board of County Commissioners authorized through contractual The objective of Performance Management is to: agreement with Cleveland State University’s Levin College of Urban Affairs, a comprehensive training model for the establishment of an ongoing performance measurement program. This 1. Articulate and communicate the mission and priority goals of county government with an concept has been embraced and initiatived by a number of major public and private entities emphasis on expected outcomes/results-oriented performance. across the country to effectively link programs and service outcomes to their budgets. 2. Reinforce citizen’s confi dence in and strengthen accountability of county government by providing a public record of service accomplishments. Since inception of this program, the County Commissioners have commissioned the 3. Create appropriate processes and systems that will allow and encourage the best work of development of the County’s Mission Statement and Creed. These two critical statements county employees. establish the foundation for the County’s overall organizational goals, from which, individual 4. Provide departments with the necessary basic training to develop benchmark/control agencies will formulate and/or revise their strategic goals and objectives. Both statements standards for appropriate monitoring and analysis of their internal operations for also provide the critical pathway to build an effective performance management program in the continuous improvement. County. The statements are as follows: 5. Strengthen linkages between departments’ program budgets and their funding streams and assist with decision-making. Cuyahoga County’s Mission Statement: 6. Compile routinely and present performance outcomes based on measurable goals and objectives that are consistent with the County’s overall mission, to internal customers and “Cuyahoga County is empowered by its citizens to provide for the public’s well- most importantly, to external stakeholders, the citizens of Cuyahoga County. being, economic opportunity, and improved quality of life through courteous, For a detailed depiction of each agency’s goals, objectives, and performance data, please refer effi cient, and effective delivery of County resources with forward-thinking to the Department Performance Section. leadership and responsibility for equal opportunity.”

Cuyahoga County’s Creed:

“Cuyahoga County: A government of action, opportunity, and acountability.”

III-25I-25 Citizens’ Summary

Citizens of Cuyahoga County

Auditor Common Recorder Coroner Engineer Treasurer Pleas Court

Clerk of Prosecutor Board of Court of Sheriff Courts County Appeals Commissioners

County Administration

Budget & Central Clerk of the Cuyahoga Procurement & Workforce Management Services Board Employment & Development Diversity Development Family Services

Human Children & Executive Cuyahoga Support Justice Affairs Senior & Adult Resources Family Office of H&H Enforcement Services Services Services Agency

Boards & Commissions

Alcohol & Drug Addiction Services Board County Budget Commission County Records Commission Public Defenders Commission Board of Elections County Mental Retardation Board County Solid Waste Planning Soldiers & Sailors Monument Board of Revision County Ombudsman’s Offi ce Data Processing Board Veterans Service Commission Community Mental Health Board County Planning Commission MetroHealth System Board of Trustees

III-26I-26 Citizens’ Summary County Elected Officials Board of County Commissioners Jimmy Dimora Timothy F. Hagan Peter Lawson Jones

Frank Russo Auditor Gerald E. Fuerst Clerk of Courts Frank Miller, MD Coroner Robert C. Klaiber, Jr. Engineer William D. Mason Prosecutor Patrick J. O'Malley Recorder Gerald T. McFaul Sheriff James Rokakis Treasurer OHIO COURTS OHIO COURT OF APPEALS, Eighth Appellate District: Cuyahoga County Courthouse (216) 443-6350 James J. Sweeney, Administrative Judge Frank D. Celebrezze, Jr. Mary Eileen Kilbane Patricia A. Blackmon Colleen Conway Cooney Christine T. McMonagle Mary J. Boyle Ann Dyke Kenneth A. Rocco Anthony O. Calabrese Sean C. Gallagher Melody J. Stewart CUYAHOGA COUNTY COMMON PLEAS COURT DOMESTIC RELATIONS DIVISION: Cuyahoga County Courthouse (216) 443-8800 GENERAL DIVISION: Court Tower, 1200 Ontario Street (216)443-8560 Timothy M. Flanagan, Cheryl S. Karner Visiting Judges: Nancy R. McDonnell Dick Ambrose Janet R. Burnside Admin. Judge Kathleen O'Malley Thomas P. Curran Presiding Judge Brian J. Corrigan Peter J. Corrigan James P. Celebrezze Anthony J. Russo June R. Galvin Kenneth R. Callahan Michael P. Donnelly Carolyn B. Friedland Judith A. Nicely Stuart A. Friedland Nancy A. Fuerst Eileen Gallagher Eileen T.Gallagher Hollie L. Gallagher Daniel Gaul PROBATE COURT DIVISION: Cuyahoga County Courthouse (216) 443-8979 Lillian J. Greene Judith Kilbane Koch David T. Matia John J. Donnelly, John E. Corrigan, Bridget M. McCafferty Timothy McCormick Timothy J. McGinty Presiding Judge Associate Judge Richard J. McMonagle Timothy E. McMonagle John P. O'Donnell John J. Russo Joseph D. Russo Michael J. Russo Nancy M. Russo Shirley Strickland Saffold Ronald Suster John D. Sutula Kathleen Ann Sutula Joan Synenberg JUVENILE COURT DIVISION: 2163 East 22nd Street (216) 443-8400 Steven J. Terry Jose A. Villanueva Joseph Russo Visiting Judges Admin. Judge Jerry L. Hayes Visiting Judges Patrick F. Corrigan Donald L. Ramsey Michael Corrigan Thomas P. Curran Thomas P. Curran Alison Nelson Floyd Burt W. Griffin Harry A. Hanna R. Patrick Kelly Thomas F. O'Malley Richard M. Markus Ralph McAllister John R. Milligan Jr. Peter M. Sikora Thomas J. Pokorny James M. Porter Leo M. Spellacy Kristin W. Sweeney Francis E. Sweeney James D. Sweeney

III-27I-27 Citizens’ Summary

County Appointed Officials

Agricultural Society Community Mental Health Board County Planning Commission Henry F. Lukas Jr., President William Denihan, Director Paul A. Alsenas, Director Dave Stephen, Fiscal Contact/(440) 243-0090 Cassandra Richardson, Fiscal Contact/241-3400 Maria Ortiz, Fiscal Contact/443-3718

Alcohol & Drug Addiction Services Board County Coroner County Recorder Russ Kaye, Executive Director Dr. Frank Miller, Coroner/721-5610 Thomas Roche, Chief of Staff Bill Toben, Fiscal Contact/348-4830 Frances McEntee/721-5610 Venessa Davis, Fiscal Contact/443-7305

Board of Elections County Administrator County Records Commission Jane Platten Dennis Madden, Administrator Dr. Judith Cetina, Manager Trevor McAleer, Fiscal Contact/443-6455 Mark Parks, Fiscal Contact/443-8173 Kendra Zusy, Fiscal Contact/348-4060

Board of Revision County Auditor County School District Robert Chambers, Administrator/443-7199 Sam Mohammed, Deputy Auditor Harry Eastridge, Superintendent Steve Letsky, Fiscal Contact/443-7022 Kendra Zusy, Fiscal Contact/348-4060 Central Services Jay Ross, Director County Budget Commission County Treasurer Kendra Zusy, Fiscal Contact/348-4060 Bryan Dunn, Fiscal Contact/443-2134 Robin Thomas, Chief Deputy/443-7407

Clerk of Courts County Engineer Court of Appeals Keith Hurley, Chief Deputy Kevin Payne, Chief of Staff Ute Vilfroy, Court Administrator/443-6396 Michael C. Smotek, Fiscal Contact/443-7978 Michael Chambers, Fiscal Contact/698-6486 Cuyahoga County Board of Mental Retardation Clerk of the Board County Information Services Center Terrance Ryan, CEO Jeanne Schmotzer , Clerk of the Board Daniel Weaver, Director Lee Calani, Fiscal Contact/736-2662 Sharon Georgakopoulos, Fiscal Contact/443-5881 Mary Lou Dowling, Fiscal Contact/443-5478

Common Pleas Court County Ombudsman Thomas J. Pokorny, Court Administrator Charissa Prunty, Executive Officer/696-2710 James Ginley, Fiscal Contact/443-8573

III-28I-28 Citizens’ Summary

County Appointed Officials

Cuyahoga Employment & Family Services Juvenile Court Prosecutor Joseph Gauntner, Director Ken Lusnia, Court Administrator Michael C. O'Malley, First Assistant Walter Parfejewiec, Fiscal Contact/987-6666 Dennis Dinardo, Deputy Court Admin./443-3485 Beverly Dean, Fiscal Contact/443-7862 Jack Krise, Fiscal Contact/443-7814 Cuyahoga Support Enforcement Agency MetroHealth System Joseph Gauntner, Interim Director Nancy Fischer, Fiscal Contact/778-4522 Public Defender Jim Vivianni, Fiscal Contact/515-8333 Robert Tobik, Public Defender Rory Connors, Fiscal Contact/443-3684 Department of Children & Family Services Northeast Ohio Areawide Coordinating Agency James McCafferty, Director Howard Maier, Executive Director Sanitary Engineer Audrey Beasley, Fiscal Contact/432-2675 Cheryl Kurkowski, Fiscal Contact/241-2414 Kevin Payne, Chief of Staff Michael Chambers, Fiscal Contact/698-6486 Department of Development Office of Budget & Management Paul Oyaski, Director Alexandra N. Turk, Director Sheriff Jayanti Bhattacharya, Fiscal Contact/443-2137 Mark Parks, Fiscal Contact/443-8173 Patricia Kresty, Fiscal Contact/443-6260 Karyn Neiman/443-6053 Department of Senior & Adult Services Office of Homeless Services Susan Axlerod, Director Ruth Gillette, Manager Soil & Water Conservation David Dombrowski, Fiscal Contact/420-6761 David Fifelski, Fiscal Contact/420-6828 Janine Rybka, Dist. Admin./524-6580

Domestic Relations Court Office of Human Resources Solid Waste Management District Sharon Streich, Fiscal Contact/443-8820 Joseph Nanni, Director Patrick J. Holland, Director Mark Parks, Fiscal Contact/443-8173 Maria Ortiz, Fiscal Contact/443-3733 Early Childhood/Invest in Children Bob Staib, Coordinator OSU Extension Veterans Service Commission M. Helen McCoy, Fiscal Contact/698-2870 Jack Kerrigan, Chairperson/429-8225 Robert Schloedorn, Executive Director Steve Fernandez, Fiscal Contact/698-2391 Family & Children First Council Probate Court Robin Martin, Coordinator John Polito, Court Administrator Workforce Development Carolyn Wood, Fiscal Contact/443-5097 Ann Vanik, Fiscal Contact/443-8983 Dennis Roberts, Director Frank Brickner, Fiscal Contact/443-2363 Justice Affairs Procurement & Diversity Gary Holland, Director Adrian Maldonado, Director Felicia Harrison, Fiscal Contact/443-5906 Grace Jemiola, Fiscal Contact/443-7048

III-29I-29 Budget Guide

Table of Contents Section Page Section Page Organization of Budget Plan ...... III-1 Capital Improvement Financial Policy ...... III-14 Financial & Budgetary Policies...... III-2 Budget Management Policies ...... III-15 Introduction ...... III-2 Introduction ...... III-15 Balancing the Budget ...... III-2 The Budget Cycle ...... III-15 Funding Public Services ...... III-3 Budget Monitoring and Control...... III-16 Assurance Fiscal Capacity ...... III-4 Schedule of Budget Events ...... III-17 Controlling the Costs of Government...... III-5 Amending the Budget ...... III-18 Investment Management Policies...... III-6 Revenues ...... III-18 Introduction ...... III-6 Expenditures ...... III-19 Investment Advisory Committee ...... III-6 Financial Structure & Reporting Relationships ...... III-20 Scope of the Investment Policies ...... III-6 Introduction ...... III-20 Investment Objectives ...... III-6 The Organizational Budget Entity ...... III-20 Delegation of Authority ...... III-6 Overview of County Functions, Standard of Prudence ...... III-7 Programs, and Departments...... III-21 Ethics and Confl ict of Interest ...... III-7 General Government ...... III-22 Authorized Investments ...... III-7 Judicial ...... III-22 Portfolio Diversifi cation ...... III-9 Social Services ...... III-23 Maximum Maturity ...... III-9 Health & Safety ...... III-23 Prohibited Investments & Investment Practices ...... III-10 Development ...... III-24 Monitoring and Adjusting the Portfolio ...... III-10 Public Works ...... III-24 Internal Controls ...... III-10 Miscellaneous ...... III-25 Bank Selection and Review ...... III-11 Organizational Comparison Chart ...... III-26 Eligible Banks and Broker/Dealers ...... III-11 County Fund Structure...... III-30 Competitive Selection of Investment Instruments ...... III-11 Governmental Funds ...... III-30 Investment of Bond Proceeds ...... III-11 Proprietary Funds ...... III-30 Safekeeping and Custody ...... III-12 Fiduciary Funds ...... III-30 Performance Standards ...... III-12 Budgetary Accounting and Control ...... III-30 Reporting ...... III-12 Measurement Focus and Basis of Accounting Debt Management Policies...... III-13 for Reporting Purposes...... III-31

Budget Guide Organization of the Budget Plan

The budget process consists of activities that encompass the development, implementation, and The Fund Budgets section details the County fund structure emphasizing the historical, current, evaluation of Cuyahoga County’s plan for the provision of services, as well as the acquisition and and prospective status of the various fund types. This presentation does not emphasize County maintenance of capital assets. The mission of the budget process is to help decision makers departments or programs. The importance of fund balances, or reserves, and bond ratings are make informed choices about these services and assets and to promote stakeholder participation discussed. Subsidies to other funds, a major expenditure category in the General Fund, are in the process. presented. Data on categorical grants are presented here. The principal reason for the fund budget format is to examine the basic structure of funds, the interaction of fund types, and the The purpose of this section is to explain the format and content of the 2008 Cuyahoga County trend in unencumbered fund balances over time. The current and future fi nancial viability of the Adopted Budget Plan and to provide guidance to those who wish to analyze the Budget Plan in County as a fi nancial entity is examined in this chapter. greater detail. In a document as large and complex as this, it can be diffi cult for the reader to locate topics of interest, this section seeks to aid in that task. In the Department Performance section each department or agency provides a Mission Statement. Organizations state their primary area(s) of responsibility or services provided, list A great deal of attention has been given to make the 2008 Adopted Budget Plan a user-friendly their Goals and Objectives for the budget year, and present Key Performance Measurements document. A comprehensive Table of Contents is included at the beginning of this volume. Each both historical and projected. This presentation informs the reader of major undertakings planned major chapter starts with a listing of subjects covered in that area. Charts, with accompanying by the entities in broad terms. narratives, are used extensively to better illustrate the data. Throughout the document, analysts have provided comments to direct the reader toward associated topics. The Budget Plan The most detailed information in the 2008 Adopted Budget Plan is contained in the Program concludes with an Index of subjects and agencies. The main sections of the 2008 Budget Plan Budgets section. To aid the reader in locating topics of interest, a Table of Contents has been are the following: included on each Section Tab, and an Index is found at the end of the Plan. Information is presented by function and by organizational unit. Expenditures and service indicators are shown The Citizens Summary is a synopsis of the 2008 Budget Plan for those who desire only an for each program. Because these documents are voluminous, an attempt has been made to overview of County operations, programs and fi nances. It provides the Commissioners’ statement provide a concise format. Those interested in the budgets and programmatic goals and initiatives on the budget, a general profi le of the community, summaries of revenues and expenditures, a of particular agencies will fi nd that information in the Program Budgets section. staffi ng analysis, and other informative material. As the reader progresses through the Adopted Budget Plan, the data highlighted in the Citizens Summary is presented in increasingly detailed The Capital Improvements Plan presents the County’s policies and processes for maintaining formats. and expanding its physical assets. Capital projects approved for 2008 are described and their funding source specifi ed. Future year projects are also presented. The impact on operating The Budget Guide section provides a road map of Cuyahoga County government. It outlines budgets of planned capital projects is discussed. the Adopted Budget Plan and introduces the reader to the County budget process. A chart of the Schedule of Budget Events depicts the process and event timelines. Organizational charts of the The fi nal section, Debt Management, describes the types of debt the County can incur and fi nancial and reporting relationships are presented and described. the limitations on debt level. Procedures, policies and plans for debt retirement are presented, including a debt retirement schedule and a listing by issue of all debt outstanding as of January The Revenue Analysis section details each of the County’s major revenue sources providing 1, 2008. an in-depth look at the process and rationale of projecting revenues. The County’s major discretionary budget fund, the General Fund, is presented separately in the Revenue Analysis An Index and Glossary are located at the end of the document. The Glossary provides readers and in subsequent chapters. The reader should review the Revenue Analysis to learn exactly with a defi nition of key terms used throughout the document. The Index is provided to locate where the County gets the money to support its many services. information by topic.

IIII-1II-1 Budget Guide Financial and Budgetary Policies Introduction added to balances carried forward from prior years. Temporary shortages, or operating defi cits, can and do occur, but they are not tolerated as extended trends. The County cannot develop a The articulation of policies governing the County’s budget process can be a diffi cult task. Some legacy of shortages or of blending one-time resources into ongoing operations and expect the of these tenets can appear to be little more than common sense, on the other hand, they are continued delivery of mandated services. guidelines that determine whether specifi c requests ever reach implementation regardless of their merit. When an agency seeks the fi nancial support of the Commissioners, it is best for all Specifi c Policies concerned that the framework for making decisions be clearly understood. 9 Current appropriations in all funds are limited to the sum of available, unencumbered cash As an unchartered level of government, the County has many funding priorities set by the State balances and revenues estimated to be received in the current budget period. of Ohio, and, through entitlements and categorical grants, as defi ned by the Federal Government. It is generally true that only the initiatives expressly authorized in the Ohio Revised Code can be 9 General Fund expenditures and subsidy appropriations for mandated and priority programs undertaken. The County is directed by a large body of laws, program mandates, rules, strictures, are to be made against current revenue sources and are not dependent upon uncertain and fund matching requirements and is always attentive to limitations on its operations. It is reserves or fl uctuating prior period cash balances. Cuyahoga County’s policy to effectively and effi ciently manage its operations in conformity with legal directives. The Financial, Investment, Debt and Capital Improvement Financial Policies are 9 Special Revenue Funds are supported by special levies and fees, grants or intergovern- an aid in accomplishing this end. mental revenues. Expenditures in these funds are strictly limited to the mandates of the funding source. Special Revenue Funds are not to be used to subsidize other funds, Financial Policies except as required or permitted by program regulations.

The following policies serve as guides in determining budget appropriations. A policy statement 9 Enterprise Funds are expected to derive at least 50% of their revenue from charges and rationale precedes each set of policies. These policies are reviewed at least annually and and user fees. Enterprises should strive to become self-supporting entities through an- updated as needed. The County’s policies function as the basis for more refi ned and detailed nual reviews of fee structures, charges for services, and other operating revenues and future statements on this County’s fi nancial and budgetary imperatives. Cuyahoga County is expenditures. operating within all of these guidelines. 9 Suffi cient charges and rate schedules shall be levied to support operations of the Internal Balancing the Budget Service Funds. No trend of operating defi cits shall be allowed. Services shall be scaled to the level of support available from these chargebacks. The General Fund may subsidize Statement internal services beyond the rate structure only to the extent of supporting facilities that cannot be charged to specifi c program-funded agencies. The County will live within its means. All agencies supported by the resources of this County must 9 Suffi cient user charges and fees shall be pursued and levied to support the full cost (oper- function within the limits of the fi nancial resources identifi ed or available specifi cally to them. ating, direct, indirect and capital) of operations. Market rates and charges levied by other public and private organizations for similar services should be considered when establish- Rationale ing tax rates, fees and charges.

A balance must be struck between revenues and expenditures so that the public can realize the 9 New and expanded unrestricted revenue streams should be fi rst applied to support exist- benefi ts of a strong and stable government. It is important to understand that this policy is applied ing programs prior to funding new or expanded programs. to budget entities over periods of time which extend beyond current appropriations. By law, budgets cannot exceed available resources, defi ned as revenues generated in the current period

IIII-2II-2 Budget Guide Financial and Budgetary Policies

9 Multi-year operating cost projections shall be prepared and updated each year to identify 9 To the extent possible, current revenues will fund current operations. The use of unencum- the impact on resources. bered prior period balances in all funds shall be scrutinized and carefully limited.

9 A fi ve-year Capital Improvements Program shall be prepared and updated each year. The 9 The various sources of revenue shall be monitored to determine that rates are adequate operating impact of each project shall be identifi ed and incorporated into annual operating and each source is maximized. budgets. Capital assets shall be purchased and maintained on a regular schedule. Within legal limits and the constraints of operating budgets, debt shall be issued for the purchase 9 Special Revenue Funds will be subsidized by General Fund revenues only to the extent of capital assets, including major renovations. necessary to draw down these funds, or to support non-mandated services the County elects to provide. Funding Public Services 9 The County will pursue federal, state, and private grants but will strictly limit fi nancial sup- Statement port of these programs to avoid commitments which continue beyond funding availability. 9 It is the policy of the County to charge fees for services where such an approach is permis- Program demands require that an adequate revenue stream be maintained. The County must sible, and where there is a specifi c group of benefi ciaries identifi ed with the ability to pay make the hard decisions required to assure a continuing fl ow of resources. such a charge.

Rationale 9 The County will continuously seek new revenues and pursue diverse support, so as to limit the dependence on one or only a few sources. It is the policy of this government to take whatever steps are necessary to ensure full and continued funding for the services, programs, and facilities which the County is required or elects 9 The County shall pursue a program of indirect cost charges and collect such charges as to provide. The County should actively pursue whatever revenues it can locate to support the permitted by federal and state program allocations and grants. services its electorate demands. 9 The County will not rely on the sale or lease of its property as a material source of funding Specifi c Policies for any of its continuing programs.

9 The County will consider General Fund requests for new or expanded programs during the 9 The County will minimize the issuance of long-term debt. Bond or note proceeds will not course of the regular budget process. Only in extreme circumstances will such requests be used for annual operating costs. be considered during the course of the year. 9 The variability of investment earnings will be considered when budgeting for their usage. 9 Requests for funding of services for which there is an established Board (e.g., Community Mental Health Board, Alcohol and Drug Addiction Services Board) should be referred to 9 The County solicits the input of its citizens in determining its service mix, and is responsive that Board to be integrated into the planning and funding focus to facilitate a community- to that involvement. wide coordinated system. The Commissioners may review programs on an as-needed basis and make provision for necessary services. 9 Funding is to be provided for services ranked according to the criteria in fi gure BG-1 on page III-4.

IIII-3II-3 Budget Guide Financial and Budgetary Policies

High Priority Medium Priority Low Priority

Required by law, administrative regulation, Supports effi cient delivery of essential Supports delivery of nonessential pub- court order or current contractual agree- public services at current or expanded lic services. ment. levels.

Promotes effective management control of Required to preserve a facility or protect a Defers maintenance and operating resources. county asset. costs.

Required to ensure public safety and wel- Enjoys high public support or benefi ts Supports delivery of service for which fare. large population. there is a declining or limited demand.

Reduces cost in same fi scal year. Reduces cost in future years. Generates no cost savings.

Generates nearly all funding by external Generates signifi cant and material fund- Generates minimal funding by external source. ing by external source. source.

Figure BG-1: Funding of services ranking

Assurance of Fiscal Capacity Specifi c Policies Statement 9 The County’s tax base shall be preserved; any effort to selectively narrow or contract that The County maintains the soundness and integrity of its various funds and plans for the delivery base shall be supported only if its purpose conforms to the County’s defi nition of high of services beyond the current budget cycle. priority.

Rationale 9 Cash management will emphasize the minimum collection period for charges, fees, and receivables. Tax or other delinquencies should be vigorously pursued. The demand for services far exceeds the County’s ability to satisfy all requests. It is necessary to take diffi cult positions in regard to some popular issues in order to provide for future programs. 9 The County will strive to maintain the ending cash balance at least 20%-25% of the annual This requires planning beyond the current year to avoid fi nancial diffi culty by anticipating expenditures. This will ensure the continued orderly operation of government and provi- variances in revenues and expenditures and periods of sluggish or negative economic growth. sion of services to residents, and the continued stability of the tax structure. It is important to recognize that emergencies do occur, and that the continuation of vital services requires the anticipation of contingencies. IIII-4II-4 Budget Guide Financial and Budgetary Policies

9 The County will not rely on reserves to fund continuing programs. Reserves should be Controlling the Costs of Government used for one-time expenditures such as pilot projects and equipment upgrades. Financial constraints may dictate the usage of reserves for short periods of time to meet unexpected Statement increases in costs. The County will have an encumbrance reserve(s) to reserve fi nal bal- ances in the amount equal to the County’s unpaid obligations and unfi nished projects at The County effi ciently and economically manages the delivery of services to maximize the value year-end. of funds provided by constituents. Rationale 9 The budget will be developed utilizing long-term strategies, as opposed to short-term tactics. Government is charged with delivering the services supported by the taxpayers. The incentive is to expend funds wisely by maintaining a balance between quality and service capacity, keeping in 9 Investment strategies that minimize risks and maximize returns will be implemented. mind that more can be done only when services are well managed and costs are contained. 9 Capital budgeting will emphasize long-range planning. The effects of planned activities will be integrated into operating budgets. Specifi c Policies

9 No new or expanded programs will be funded unless they generate revenues to be self- 9 All efforts should be made to control personnel costs. A policy of fair compensation for supporting, are legislatively mandated and are funded with dollars from some existing services rendered will be maintained. However, every effort should be made to reduce function which is eliminated, or are deemed necessary to fi ll a void in services. the number of employees, absenteeism and paid overtime while increasing effi ciency and effectiveness. 9 Because of its importance to the County and to all of its member municipalities, the Coun- ty’s AAA (Fitch Ratings), Aa1 (Moody’s) and AA+ (Standard & Poor’s), bond ratings will be 9 Increased computerization and technology shall be pursued as a means of increasing ef- cultivated and, as controlled at the local level, preserved. fi ciency and effectiveness while reducing personnel expenses and other costs.

9 The budget process will continue to identify effi ciencies and reward agency initiatives and creativity.

9 The growth in the cost of services over time must be limited to the growth in related reve- nues. When funding new projects or programs, the County will look fi rst to cutting existing outlays. A major source of support is greater effi ciency, and this should be pursued before fees or tax increases, or other revenue growth.

IIII-5II-5 Budget Guide Investment Management Policies

Introduction Scope of the Investment Policy

The purpose of this policy is to identify the policies that will govern the Cuyahoga County This investment policy governs the overall administration and investment management of investment program. These policies have been adopted by, and can be changed only by, a those funds under the direct authority of the County Treasurer. These funds are described in majority vote of the Investment Advisory Committee. the Comprehensive Annual Financial Report (CAFR) of the County released each June. These policies apply to all investment transactions involving the fi nancial assets in these funds. Any These policies are designed to ensure the prudent management of public funds, the availability of practice not clearly authorized under these policies is prohibited. The guidance set forth herein is operating and capital funds when needed, and an investment return competitive with comparable to be strictly followed by all those responsible for any aspect of the management or administration funds and fi nancial market indices. of these funds.

All participants in the investment process shall act responsibly as custodians of the public A current copy of this policy is on fi le with The Auditor of the State of Ohio. trust. Investment offi cials shall recognize that the investment portfolio is subject to public review and evaluation. The overall program shall be designed and managed with a degree of Investment Objectives professionalism. The County portfolio shall be managed to accomplish the following hierarchy of objectives: Investment Advisory Committee 1. Preservation of Principal - The single most important objective of the County invest- ment program is the preservation of principal of those funds within the portfolio. As stipulated in Ohio Revised Code Section 135.341, The Investment Advisory Committee shall consist of three members: two County Commissioners and the County Treasurer. The Board 2. Maintenance of Liquidity- The portfolio shall be managed in such a manner that as- of County Commissioners may declare that all three County Commissioners shall serve on the sures that funds are available as needed to meet those immediate and/or future op- Investment Advisory Committee. If the Board so declares, the Committee shall consist of fi ve erating requirements of the County. members, the three County Commissioners, the County Treasurer, and the Clerk of the Court of Common Pleas. Cuyahoga County has elected a fi ve member Investment Advisory Committee. 3. Maximize Return - The portfolio shall be managed in such a fashion as to attain a The Committee may retain the services of an investment advisor, registered under the Investment market-average rate of return throughout budgetary and economic cycles, within the Advisers Act of 1940, to assist in performing its duties. The committee has retained an investment context and parameters set forth by objectives 1 and 2 above. advisor. Delegation of Authority The Investment Advisory Committee shall review this policy every three months at regularly scheduled public meetings. The Committee may meet more frequently at the request of any The County Treasurer is responsible for the safe investment and reinvestment of County funds. member and add, delete, or amend investment policies at these public meetings. The Treasurer shall establish written procedures for the operation of the investment program consistent with the investment policy, as well as a system of controls to regulate the activities of subordinate offi cials. The Treasurer assumes responsibility for all transactions. The roles and responsibilities of staff assigned to investment management shall be clearly defi ned through maintenance of formal job descriptions and established chain of command. Employees who directly manage investments will attend a minimum of 12 hours each year of continuing education on public sector investment topics at County costs. Staff shall be bonded in amounts appropriate to levels of responsibility and portfolio characteristics.

IIII-6II-6 Budget Guide Investment Management Policies

Standard of Prudence Authorized Investments

The standard of prudence applied to the investment of the County portfolio shall be the industry Investment instruments authorized for purchase by the County include those described in Ohio standard “Prudent Person Rule”, which states: Revised Code (Sections 135.18, 135.181, 135.35), as summarized and restricted below:

“Investments shall be made with judgment and care, under circumstances then A. U.S. Treasury Obligations. United States Treasury bills, notes, or any other obligation or prevailing which persons of prudence, discretion and intelligence exercise in security issued by the United States Treasury or any other obligation guaranteed as to the management of their own affairs, not for speculation, but for investment, principal and interest by the United States, or any book entry, zero-coupon United States considering the probable safety of their capital as well as the probable income to treasury security that is a direct obligation of the United States. be derived.” B. Federal Agency Obligations. Bonds, notes, debentures, or other obligations or securities Investment staff acting in accordance with this policy or any other written procedures pertaining issued by any federal government agency or instrumentality. All federal agency securities to the administration and management of the County portfolio and who exercise the proper due shall be direct issuances of federal government agencies or instrumentalities. diligence shall be relieved of personal responsibility for an individual security, credit risk or market price changes, provided that these deviations are reported in a timely fashion to the Investment C. Repurchase Agreements. Investments in repurchase agreements if the following condi- Advisory Committee and that appropriate action is taken to control and prevent any further tions are met: adverse developments. 1. The contract is fully secured by deliverable U.S. Treasury and Federal Agency Obli- Ethics and Confl ict of Interest gations as defi ned above, having a market value at all times of at least one hundred two percent (102%) of the amount of the contract; Members of the Investment Advisory Committee and employees involved in the investment 2. A master repurchase agreement or specifi c written, repurchase agreement governs process shall refrain from personal business activity that could confl ict with the proper execution the transaction; and management of the investment program, or that could impair their ability to make impartial decisions. Employees and investment offi cials shall disclose any material interests in fi nancial 3. The repurchase agreement has a term to maturity of no greater than thirty (30) institutions with which they conduct business. They shall further disclose any personal fi nance or days; investment positions that could be related to the performance of the County portfolio. Employees and offi cers shall refrain from undertaking personal investment transactions with the same 4. The repurchase agreement is transacted on a delivery versus payment basis; individual with which business is conducted on behalf of the County. Employees should keep an accurate record of any social interaction with brokers or agents for future review by supervisors 5. The securities are held free and clear of any lien by an independent third party and refrain from securing personal gifts from brokers with which they do County business. custodian acting solely as agent for the County and is:

a. A Federal Reserve Bank, or

b. A bank which is a member of the Federal Deposit Insurance Corporation and which has combined capital, surplus and undivided profi ts of not less than $25 million;

IIII-7II-7 Budget Guide Investment Management Policies 6. A perfected fi rst security interest under the Uniform Commercial Code, or book D. Commercial paper. Unsecured short-term debt of entity defi ned in Division (D) of Section entry procedures prescribed at 31 C.F.R. 306.1 et seq. or 31 C.F.R. 350.0 et seq. in 1705.01 of the Ohio revised Code if the following conditions are met: such securities is created for the benefi t of the County; 1. The maturity is no greater than one hundred eighty days (180) days; 7. For repurchase agreements with terms to maturity of greater than one (1) day, the County will value the collateral securities daily unless market conditions warrant 2. The total holdings of an issuer’s paper does not represent more than two percent more frequent valuation and require that if additional collateral is required then that (2%) of the issuing corporation’s total outstanding commercial paper; collateral must be delivered within one business day (if a collateral defi ciency is not corrected within this time frame, the collateral securities will be liquidated.); 3. Short-term debt rating is at least “A1” or equivalent by all NRSROs that rate the issuer, with no negative credit watch announced by any NRSRO. Under all circum- 8. Substitutions of collateral will be permitted only with advance written approval of an stances, a minimum of two short-term debt ratings must be available; and authorized Treasury employee; 4. The issuing entity has assets exceeding fi ve hundred million dollars. 9. The County will enter into repurchase agreements only with: E. Bankers’ acceptances of any bank insured by the Federal Deposit Insurance Corporation, a. Primary government securities dealers who are members of the National As- whether a domestic bank or a federally chartered domestic branch offi ce of a foreign bank, sociation of Securities Dealers, report daily to the Federal Reserve Bank of if the following requirements are met: New York and have $25 billion in assets and $350 million in capital; 1. The maturity is no greater than one hundred eighty (180) days; b. Bank, savings bank or savings and loan association having $5 billion in as- sets and $500 million in capital and regulated by the Superintendent of Finan- 2. The securities are eligible for purchase by the Federal Reserve System; cial Institutions, or through an institution regulated by the Comptroller of the Currency, Federal Deposit Insurance Corporation, or Board of Governors of 3. The issuer has a minimum “AA” long-term debt rating (“AAA” for foreign banks) by the Federal Reserve System; or a majority of the NRSROs that have rated the issuer, with no negative credit watch announced by any NRSRO. The short-term debt rating must be at least “A1” or c. Diversifi ed securities broker-dealers who are members of the National As- equivalent by all of the NRSROs that rate the issuer (minimum of two ratings must sociation of Securities Dealers having $5 billion in assets and $500 million in be available); and capital and subject to regulation of capital standards by any state or federal regulatory agency. 4. The amount invested in any single issuer will not exceed fi ve percent (5%) of the County’s total average portfolio on the date of acquisition. 10. Repurchase agreement counter parties must meet the following criteria: F. Municipal Obligations. Bonds and other obligations of the State of Ohio or the political sub- a. Have short-term credit rating of at least “A1” or equivalent by all of the na- divisions of the State of Ohio provided that such political subdivisions are located wholly tionally recognized statistical rating organizations (“NRSRO”) that rate the or partly within Cuyahoga County. issuer;

b. Have been in operation for at least 5 years; and

c. Be reputable among market participants.

IIII-8II-8 Budget Guide Investment Management Policies G. Bank Deposits. Time certifi cates of deposit or savings or deposit accounts in an eligible 1. All interest and principal shall be denominated and payable in United States institution defi ned in Section 135.32 of the Ohio Revised Code. Certifi cates of Deposit will funds. have a maturity of no greater than one (1) year. Collateralization is required on all deposits of County funds by Section 135.18 or 135.181 of the Ohio Revised Code.G. The County 2. The debt instrument is backed by the full faith and credit of that foreign nation, there may invest in time certifi cates of deposit at a below-market rate of interest as part of a is no prior history of default, and the debt instrument matures not later than fi ve (I5) linked-deposit program as provided for by Section 135.80 of the Ohio Revised Code. years after purchase.

H. State Pool. State of Ohio Local Agency Investment Pool (STAR Ohio), if the highest let- Portfolio Diversifi cation ter or numerical rating provided by at least one nationally recognized rating service is maintained. The County would not be required to divest funds during the initial 180 days The portfolio shall be structured to diversify investments to reduce the risk of loss resulting following the Treasurer of State’s receipt of notice that the fund is not in compliance with from over-concentration of assets in a specifi c maturity, a specifi c issuer or a specifi c type of the rating requirements. investment.

I. Registered Investment Companies (Mutual Funds). Shares in open-end, no-load money The County’s Portfolio will be further diversifi ed to limit the exposure to any one issuer. The market mutual funds provided such funds are registered under the Federal Investment maximum percentage of the total average portfolio permitted in each eligible security is outlined Company Act of 1940 and invest exclusively in the securities defi ned above as U.S. Trea- in the Investment Policies Manual. sury Obligations and Federal Agency Obligations as required by Section 135.35 of the Ohio Revised Code. The fund must be rated “AAm” or “AAm-G” or better by Standard & For purposes of this Policy, the County’s total average portfolio will be equal to the average Poor’s Corporation, or an equivalent by another NRSRO. The fund must also be properly investment balance for the 12 month period ending one month prior to the current month, registered for sale in the State of Ohio and be purchased through eligible institutions de- except for the following cash equivalent investments, indicated by an * (Overnight Repurchase fi ned in Section 135.32 of the Ohio Revised Code. Such institutions must also be desig- Agreements, Bank Deposits (excluding CDs), STAR Ohio and Money Market Mutual Funds), nated as a depository bank of the County. At no time will the County’s investment in a fund where the total average portfolio will be equal to the prior day’s portfolio market value. represent more than 25% of the total net assets of that fund.

J. Corporate Notes. Notes issued by corporations that are incorporated under the laws of the Maximum Maturity United State and that are operating within the United States, or by depository institutions that are doing business under authority granted by the United States or any state and that Maintenance of adequate liquidity to meet the cash fl ow needs of the County is essential. are operating within the United States, provided both of the following apply: Accordingly, the portfolio will be structured in a manner that ensures suffi cient cash is available to meet anticipated liquidity needs. Selection of investment maturities must be consistent with the 1. The notes are rated in the second highest or higher category by at least two nation- cash requirements of the County in order to avoid the forced sale of securities prior to maturity. ally recognized rating services at the time of purchase. For purposes of this investment policy, assets of the County shall be segregated into two 2. The notes mature not later than two years after purchase. categories based on expected liquidity needs and purposes -- short-term funds and the long- term portfolio. Assets categorized as short-term funds will be invested in permitted investments K. Foreign Notes. Debt instruments rated at the time of purchase in the three highest rating maturing in six (6) months or less. The average weighted maturity of the short-term assets will not categories by two nationally recognized standard rating services and issued by foreign na- exceed 30 days. The long-term portfolio will be invested in permitted investments with a stated tions diplomatically recognized by the United States governments, provided the following maturity of no more than 5 years from the date of purchase unless the security is matched to a apply: specifi c obligation or debt of the County. The purchase of any security with a maturity of greater than fi ve (5) years must be approved in advance by the Investment Advisory Committee. To

IIII-9II-9 Budget Guide Investment Management Policies control the volatility of the long-term portfolio, the County Treasurer will determine a duration Monitoring and Adjusting the Portfolio target for the portfolio, not to exceed three years. Those responsible for the day-to-day management of the County portfolio will routinely monitor Notwithstanding these limitations, in no case will the assets in either category be invested in the contents of the portfolio, as detailed in the Cuyahoga County Treasurer’s Cash Management securities with a term to maturity that exceeds the expected disbursement date of those funds. Procedures Manual, the available markets and the relative values of competing instruments, and will adjust the portfolio as necessary to meet the investment objectives listed above. It is These maturity limits shall not be construed to limit agreements made pursuant to the county’s recognized and understood that this non-speculative active management of portfolio holdings heritage home loan program to renew certifi cates of deposit linked to eligible loans having a may cause a book loss on the sale of an owned investment. It is the policy of the County to maturity of up to ten years. charge any such loss against the interest income account during the month in which the loss was booked. Losses shall be allocated to the various funds based on the proportionate fund Prohibited Investments and Investment Practices equity in the total portfolio based on the average daily balance during the month in which the sale occurred. Losses shall only be posted to those funds that can legally accept them. The County is expressly prohibited from the following investments and investment practices. This is not an exclusive list. Internal Controls

1. Borrowing funds for the sole purpose of reinvesting the proceeds of such The County Treasurer shall establish and be responsible for monitoring a system of internal borrowing; controls governing the administration and management of the County portfolio, and these controls shall be documented in writing. Such controls shall be designed to prevent and control 2. Issuing taxable Tax or Current Revenue Anticipation Notes for the sole purpose of losses of the County funds arising from fraud, employee error, misrepresentation by third parties, investing the proceeds; unanticipated changes in fi nancial markets, or imprudent actions by any personnel. The internal controls will address: control of collusion, separation of duties, separating transaction authority 3. Investment in reverse repurchase agreements; from accounting and record keeping, custodial safekeeping, clear delegation of authority, written confi rmation of telephone transactions, minimizing the number of authorized investment offi cials 4. Short sales (selling a specifi c security before it has been legally purchased); and documentation of investment transactions.

5. Pair-offs (buying a security and selling it before the settlement date); As part of the annual audit of County government, the County Treasurer shall have the investment program reviewed by the Auditor of the State of Ohio or other qualifi ed auditing fi rm. This audit 6. Speculative trading (repetitive buying and selling of the same or similar securities will be designed to establish asset and liability valuations and measure compliance with the for the purpose of capital gains); and County investment policies and procedures. The results of each audit will be disclosed at an open meeting of the Board of County Commissioners. The Board of County Commissioners may 7. Investment in securities commonly known as derivatives, structured notes, or trusts periodically seek additional examinations of the investment program at its discretion. The County collateralized by Treasury obligations. A treasury infl ation protected security shall Treasurer at his or her discretion may contract with an independent fi rm to audit the County not be considered a derivative, provided the security matures not later than fi ve Investment Program. years after purchase.

IIII-10II-10 Budget Guide Investment Management Policies

Bank Selection and Review overall portfolio. When selling a security, the County will select the bid that generates the highest sale price. If there is a tie bid between one or more brokers, the County Treasurer will award the The County shall select a depository bank and a custodial bank after issuing a request for winning bid to the brokers on a rotating basis. proposals and evaluating the ability of proposing banks to provide necessary services, adequacy of capital or net worth of the fi nancial institutions as well as pricing for individual services. The It will be the responsibility of the personnel involved with each purchase/sale to produce and depository shall provide collateral for the County deposits in accordance with requirements for retain written records of each transaction including the name of the fi nancial institutions solicited, public funds deposits in Ohio. The selected depository and custodial banks shall provide updated rate quoted, description of the security, investment selected, and any special considerations that fi nancial information to the County on an as requested basis and, at least, annually. had an impact on the decision. If the lowest priced security (highest yield) was not selected for purchase, an explanation describing the rationale will be included in this record.

Eligible Banks and Broker/Dealers Primary fi xed price Federal Agency offerings may be purchased from the list of qualifi ed broker/dealers without competitive solicitation. However, before purchasing any primary fi xed The Investment Advisory Committee will establish and maintain a list of eligible brokers, dealers, price agency offering, the County Treasurer will evaluate the appropriateness of the offering and banks with which investment transactions can be made. These fi nancial institutions will be as it relates to comparable investments. If it is determined that agency obligations meeting selected by creditworthiness (minimum capital requirement of $10,000,000 and at least fi ve years the County’s requirements are available in the secondary market at a higher yield, then the of operation, or, if the fi rm has its primary place of business in Cuyahoga County, minimum outstanding obligation shall be purchased following competitive bidding procedures. capital as required by Securities and Exchange Commission Rule15C3-1 and at least ten years in operation). Qualifi ed fi rms will be limited to “primary” dealers and other dealers that qualify under In making investment decisions, all other things being equal and subject to compliance with any Securities and Exchange Commission Rule 15C3-1 (uniform net capital rule). Written procedures applicable Internal Revenue Code requirements for bond proceeds, investment in corporations will describe the selection process. and fi nancial institutions doing business in the State of Ohio will be given preference over other investment options. All brokers, dealers and other fi nancial institutions conducting investment business, initiating transactions, or executing transactions initiated by the County, having read this policy shall sign the Investment Policy thereby acknowledging their comprehension and receipt. Current fi nancial Investment of Bond Proceeds statements of eligible banks and broker/dealers shall be kept on fi le at the County. In addition, all fi nancial institutions interested in transacting securities trades with the County are required to The resolutions providing for the payment of presently outstanding debt of the County impose complete a “Broker/Dealer Request for Information” form. certain restrictions on the investment of funds pledged to the payment of principal, interest and other costs associated with the bonds. Those funds established by the provisions of the bond The County Treasurer may enter into a written investment or deposit agreement that includes resolutions will be managed in accordance with the terms and conditions of the bond covenants a provision under which the parties agree to submit to non-binding arbitration to settle any if those requirements are more restrictive than this investment policy. controversy that may arise out of the agreement including the loss of public moneys resulting from investment or deposit. The County intends to comply with all applicable sections of the Internal Revenue Code of 1986, Arbitrage Rebate Regulations and bond covenants with regard to the investment of bond Competitive Selection of Investment Instruments proceeds.

It will be the policy of the County to transact all securities purchase/sales only with approved fi nancial institutions through a formal and competitive process requiring the solicitation and evaluation of at least three bids/offers. The County will accept the offer which (a) has the highest rate of return within the maturity required; and (b) optimizes the investment objective of the IIII-11II-11 Budget Guide Investment Management Policies Safekeeping and Custody Reporting

All investment securities purchased by the County or held as collateral on either deposits or The County Treasurer shall maintain accurate, complete, and timely records of all investment investments shall be held in third-party safekeeping at a fi nancial institution (to be designated activities. Within ten (10) business days of the end of the month, the County Treasurer shall as the “Custodian”) qualifi ed to act in this capacity. All securities held for the County account submit an investment report to the Investment Advisory Committee and the Working Group of the will be held free and clear of any lien and all transactions will be conducted on a delivery-vs.- Investment Advisory Committee each month. This report shall include: (i) a listing of the existing payment basis. All purchases and sales will be transacted on a cash, regular (next day) or “skip- portfolio in terms of investment securities, amortized book value, maturity date, return, market day” settlement basis. The Custodian shall issue a safekeeping receipt to the County listing value and other features deemed relevant and (ii) a listing of all transactions executed during the the specifi c instrument, rate, maturity and other pertinent information. On a monthly basis, the month. The market values presented in these reports will be consistent with accounting guidelines custodian will also provide reports which list all securities held for the County, the book value of in GASB Statement 31 pertaining to the valuation of investments and the treatment of unrealized holdings and the market value as of month-end. gains/losses. The report will also include a statement that the investment of the County portfolio is in compliance with this policy and any applicable bond resolutions. Appropriate County offi cials and representatives of the Custodian responsible for, or in any manner involved with, the safekeeping and custody process of the County shall be bonded to The County Treasurer shall also prepare quarterly and annual reports in suffi cient detail to provide such a degree as to protect the County against losses from malfeasance and misfeasance. full disclosure of all investment activities to the Board of County Commissioners, the Investment Advisory Committee and the general public. Performance Standards Financing long-term capital improvements often requires the issuance of debt. Depending The investment portfolio shall be designed and managed with the objective of obtaining a market on the type of capital improvement, various debt instruments are available to the County. As rate of return throughout budgetary and economic cycles, commensurate with the investment stated previously, the County’s fi nancial policies dictate a balanced approach to fi nancing capital risk constraints and cash fl ow needs of the County. Short-term funds will be compared to the improvements: one that considers capital improvement fi nancing in terms of the County’s capacity return on the three-month U. S. Treasury Bill and an institutional money market mutual fund with to pay for that debt and maintain its long-term fi nancial strength. comparable investment restrictions. The long-term portfolio will be compared to an index of U. S. Treasury securities having a similar duration or other appropriate benchmark.

IIII-12II-12 Budget Guide Debt Management Policies The Debt Management section lists the debt indicators, discusses the types of debt the County 9 Bonds will be rated when sold to secure the most favorable market interest rate. Notes will issues and has outstanding, explains the voted and unvoted debt limitations, and comments on be rated when it is determined to be fi nancially advantageous. the County’s credit rating history. Additionally, the section reiterates the County’s debt policies, which include: 9 The proceeds from the sale of bonds and notes will not be used for operations, other than tax anticipation or current revenue notes that mature during the same year of issue. 9 The County will adhere to the direct and indirect debt limitations of the State of Ohio. 9 Reserves of a minimum of 20% shall be maintained to obtain favorable bond ratings to 9 The County will analyze capital funding alternatives before a decision to sell debt is obtain the lowest interest rates on borrowing. made. 9 The County does not utilize derivative products such as interest rate swaps in conjunction 9 The County will sell notes instead of bonds, only when market conditions dictate or as part with outstanding or newly issued debt. A change in this policy will require the County to of a multi-step construction program. draft a detailed swap policy as well as retain a swap advisor for any such transaction.

9 The County will maintain a segregated Bond Retirement Fund to provide for principal and 9 The County will utilize the Asset Liability Management (ALM) approach to managing risk interest payments. and will include updates on the County debt portfolio and planned issuance activity as part of the quarterly County Investment Advisory Committee meeting. 9 An Annual Informational Statement will be prepared so that current fi nancial, economic, and demographic information will be readily available to the public, investors and rating agencies.

IIII-13II-13 Budget Guide Capital Improvement Financial Policies Improvements to the County’s capital assets, combined with the addition of new assets, require 3. Financing decisions must balance pay as you go fi nancing (current resources) ver- signifi cant resources. These expenditures benefi t the County and its citizens by extending the sus long term fi nancing (debt). The use of current resources to fi nance capital useful life of its assets and providing new assets. Decisions regarding the fi nancing of capital improvements represents restraint in incurring long term obligations. The General improvements impact the availability of resources for both daily operations and future capital Fund annually subsidizes approximately $1.3 million of general capital improve- improvements. Funding decisions must be made in light of short and long term resources ments, usually limited to smaller projects that do not exceed $300,000. At the same and coincide with the life and cost of the assets. The fi nancial policies that guide the capital time, fi nancing decisions should consider the improvement’s useful life and allocate improvement planning process are described below: capital costs over their useful life. This method ensures that funded projects pro- vide the most benefi t. 1. The County Commissioners will balance the need for both maintenance of capital assets and provision of direct services to citizens. The County will maintain capital 4. The County Commissioners promote and encourage the leveraging of resources to funding at existing levels, will avoid deferring maintenance to cut costs, and will not maximize capital improvement efforts. This includes intergovernmental programs, neglect the County’s capital inventory. public/private partnerships, service charges and user fees, and debt issuance.

2. The County will only commit to capital projects within its ability to fi nance improve- 5. Capital improvement decisions must consider the impact on operating and main- ments using short and long term resources. Debt issuance to fi nance capital im- tenance costs to ensure the County’s ability and capacity to maintain the capital provements is based on the County’s debt limitation at the time and the ability asset. To highlight this long term factor, the Capital Improvement Budget will be to pay the debt over the issue’s life without jeopardizing tax dollars for operating considered concurrently with the Operating Budget. requirements.

IIII-14II-14 Budget Guide Budget Management Process Introduction 9 It provides the basis for the County’s offi cial Certifi cate of Estimated Resources. By law the County cannot adopt an appropriations budget which exceeds the Certifi cate. This Like most local jurisdictions, Cuyahoga County continues to see an increase in federal and document establishes the outside limits on spending. state mandates without a corresponding increase in fi nancial support. As a result, it has been necessary for the County to assume greater fi nancial responsibility for traditional services. 9 It establishes the share of the State Local Government Fund received by the County in the This has led to greater scrutiny of the allocation of resources through the budget development budget year. process. The procedures used to set fi nal appropriations have been further refi ned so that the overall process: The passage of the Tax Budget coincides with the annual Midyear Review conducted by the Offi ce of Budget and Management (OBM). The OBM examines spending patterns and calculates 9 Facilitates the formulation of policies by the Board of Commissioners and result in a budget budget variances in the current year operating budget on a monthly and quarterly basis. The plan based on the Commissioners’ articulated public policies. July review is particularly important since recommended changes to the appropriations, together with the resources estimated in the Tax Budget, have a strong infl uence upon the base level 9 Culminates in a formal budget document that is timely, accurate and balanced, and does appropriations for the succeeding budget cycle. not overwhelm elected offi cials and the public with detail. There are two major components of the development of the Operating Budget: Budget Allocations 9 Tracks expenditures against available revenues for the budget period and the foreseeable and the Performance Measurement Plan. A Budget Allocation is the estimate of revenues and future, while promoting the prudent use of public resources and the effective delivery of resources required to sustain the current level of operations for the budget year. The Base public services. Budget Allocation is the current year’s appropriation adjusted for known and agreed upon changes anticipated in the budget year. New or expanded programs and increases in staffi ng 9 Communicates to offi cials and the public the policies of their government and its perfor- levels are submitted separately as Decision Items. Decision Items are evaluated and approved mance against those standards. by the County Administrator and the Board of County Commissioners.

Each agency is required to complete a Performance Measurement Plan on an annual basis as The Budget Cycle part of their budget submission. The Performance Measurement Plan submitted by the agencies consists of the following: In Cuyahoga County, the fi scal and calendar years coincide. Development of operating budgets effective January 1 begins the previous June when the required Tax Budget is prepared. The Tax 9 Goals and objectives for the year Budget must be in the hands of the County Budget Commission by July 20. The Tax Budget has the following signifi cant attributes: 9 Linkage of organizational performance with County priorities

9 It establishes the Real Estate and Tangible Personal Property Tax rates. Over one third of 9 Identifi cation of the outcomes that the agency expects to achieve the General Fund operating revenue comes from property taxes, and the importance of establishing the need for this resource cannot be overstated. 9 Determines how organizations will measure their success in realizing these outcomes

IIII-15II-15 Budget Guide Budget Management Process The agencies have to ensure that their Performance Measurement Plan is in line with the requirement, rationale, and fi nancial impact of each request. During October, revenue projections Countywide priorities of: are fi nalized and a perspective on overall expenditure demands is developed. The results are conveyed to the County Administrator who conducts staff level hearings through October and 9 * Health and Safety of its citizens November. Negotiations on Base Budget Adjustments are generally between the agencies and the OBM. 9 * Fiscal Integrity Public Hearings are held in late November and early December. Department heads, elected 9 * Economic Independence and Self-suffi ciency. offi cials, or the general public publicly present requests and concerns regarding funding. An attempt is made to correlate competing demands with available resources as a consensus In order to develop the base budget allocations, the OBM analyzes current and anticipated develops among Board members. policies and completes a thorough review of the Midyear reports, which includes a comparison of current year appropriations and expenditure levels, as well as a review of revenue, expenditure Final budget deliberations are held with the Board to discuss remaining details and to fi nalize and staffi ng trends. Following this analysis, budget parameters are established that must be appropriations. approved by the County Administrator and the Board of County Commissioners. For 2008, the parameters included a requested 3% reduction on the part of all General Fund agencies and It has been the policy of the Commissioners to adopt the fi nal budget prior to the beginning of the departments and an additional 2% reduction for Commissioner’s health and human service fi scal year, even though Ohio law allows deferral of the annual resolution until April 1. The 2008 agencies. Budget was adopted and appropriation levels established on December 14, 2007. Figure BG-2 on page III-17 shows the yearly Schedule of Budget Events. Budget packets are then distributed to the agencies and departments, which include: Budget Monitoring and Control 9 The base budget allocations detailing the methodology, specifi c computations, and as- sumptions used to arrive at the base budget, Appropriations are legal limits on the spending authority of agencies and departments. Expenditures are controlled by the computerized Financial Account Management Information 9 The procedure for requesting base budget adjustments, and System (FAMIS) which rejects any transaction exceeding appropriation levels. In this accounting system, expenditures are added to encumbrances, and the sum is never permitted to exceed the 9 The procedure to submit up to three decision items for consideration. Given the current appropriation level. fi nancial constraints in the County, coupled with future expense and revenue projections, no Decision Items were approved for 2008. Projections are updated monthly and a review of accounts is completed and prepared on a monthly and quarterly basis by the OBM for the County Administrator and the Commissioners. OBM provides hands-on instruction to those agencies/departments completing their budget The review compares current expenditure levels and revenue performance to appropriation, requests using OBM’s budget and reporting program (BRASS). For those agencies lacking and projects annual activity. The need for appropriation adjustments is assessed and made, as BRASS access, analysts enter the information submitted. needed, to accommodate changing circumstances within resource limits. Generally, agencies and departments are expected to operate within their total appropriations for the year, and Requests are organized into functional groupings and prioritized by the Funding of Services variances must be justifi ed before budget amendments are approved. ranking chart, (page III-4). The OBM researches all requests for base adjustments analyzing the

IIII-16II-16 Budget Guide

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Analyze Prior Year Operation Prepare Annual Budget Document First Quarter Review Financial & Budget Policy Review Tax Budget Preparation Debt/Information Statement Midyear Review Budget Modeling; Set Base Budget Parameters OBM PREPARES BUDGET Indirect Cost Plan OBM Prepares Capital Budget Budget Distributed; Training Provided to Departments Departments Prepare Budget Requests OBM Reviews Budget Request Administrator's Budget Hearings Third Quarter Review Public Hearings on Administrator's Recommended Budget Executive Meetings with BOCC, Administrators and OBM Budget Adoption

Figure BG-2: Annual Appropriation Budget Cycle

IIII-17II-17 Budget Guide Budget Management Process

Amending the Budget Budget Amendment Process Flowchart Changes in Estimated Revenues A budget is a spending plan predicated on estimates and assumptions. From time to time basic assumptions change, for example when a new grant is awarded. The plan, then, must be Additional or new Funding source cuts Or OrEstimates of revenue B revenue source County grant or amended to properly record the new revenue source and its related expenditures. change identified allocation Estimated revenue or expenditure appropriations can be increased, decreased, or transferred from one budget entity to another. A budget entity is usually a division of a department and is Need fully ** designated in the accounting system by an eight-character, alphanumeric code called an index Line Dept. requests General Fund Yes No documented code. Each index code is divided into revenue or expenditure characters, or groupings of similar change in Estimate ? ? fund sources or costs. The three expenditure characters are Personal Services, Other Expenses, and Capital Outlay. It is at this level that formal transfers and adjustments take place and these Yes No transactions require the approval of the Board of Commissioners. Will BOCC End OBM prepares input change General Fund No documents Revenues subsidy

In order to increase estimated revenues, clear evidence of a new or increased revenue source Auditor or the need to revise a projection must exist. This usually consists of an allocation letter or other A agrees with request No End ? written documentation, or a trend analysis that justifi es a change. Requests for increases originate Yes in the OBM for the General Fund and in various agencies or departments for most other funds. Yes The Auditor controls the estimates for property taxes and the State Local Government Fund. The Auditor amends OBM prepares the necessary forms for any changes in the Certifi cate of Resources, the document Certificate of A Resources that establishes appropriation limits, and notifi es the County Auditor of its recommendations. The Auditor issues the amended Certifi cate of Resources and the Commissioners have the authority to make related expenditure appropriations. Auditor posts changes to Estimated Revenues Ledger Estimated revenues are reduced when a funding source notifi es the County of reduced support. The agency or department informs the OBM, which requests that the County Auditor reduce the Certifi cate of Resources. This is a typical occurrence with a grant or Special Revenue fund. End

The Commissioners become involved in cases where the related expenditure appropriations are B From Appropriation Change Flowchart. no longer supported by revenue projections. If the Board elects to subsidize a grant or special ** Occasionally, Estimated Revenues must be revenue fund, it approves a General Fund transfer. If no subsidy increase is made to offset the transferred from one budget entity or subfund to another. This is done usually to correct an error. revenue loss, the appropriations must be reduced by resolution of the Board. A See related Appropriation Change Flowchart.

Figure BG-3: Changes in Estimated Revenues

IIII-18II-18 Budget Guide Budget Management Process

Expenditures Budget Amendment Process Flowchart Appropriation Changes

Expenditure appropriations are increased by resolution of the Board of Commissioners when Appropriation Certificate of Or Or Spending exceeds materially exceeds A spending is expected to exceed approved appropriations. The most common increases are Resources is amended appropriation linked to grant awards and increases in federal and state allocations. Adjustments are also made spending when the original appropriations were based on overly conservative or erroneous assumptions, Can or for reasons beyond the control of the department/offi cials. Line Dept. and/or OBM No be controlled by initiate request for department As explained above, the Commissioners are limited in their ability to appropriate funds by amended appropriation ? the Certifi cate of Resources. Expenditure appropriations are occasionally reduced to refl ect Yes materially lower trends than originally anticipated. This happens when incorrect or excessively OBM prepares BOCC Line Department corrects liberal assumptions were used in setting budgets, when program funding has been cut, or when resolution overspending other circumstances have changed since passage of the budget resolution. All reductions to appropriations are processed through the OBM and the County Auditor and require the approval of the Board of Commissioners. No BOCC End approves resolution ?

Appropriations can be transferred within index codes and expenditure characters by the OBM Yes without a Commissioner resolution. Any transfers across expenditure characters or between OBM forwards index codes must be approved by Commissioner resolution, processed by the OBM, and documents to the implemented by the County Auditor. Auditor

Auditor matches request to Certificate of Resources

Request Yes exceeds Certificate B ?

No

Auditor posts change to accounting system End

A From Estimated Revenues Flowchart. ** Requests for appropriation transfers begin here. Commissioners must approve transfers if they are between budget entities or between "resolution categories," namely, Personnel, Other Expense, or Capital Outlay. B See related Estimated Revenues Flowchart. Figure BG-4: Changes in Expenditure Appropriation

IIII-19II-19 Budget Guide Financial Structure and Reporting Relationships Introduction Although the Commissioners have full authority to appropriate funds for other Elected Offi cials, their approval of specifi c expenditures by these offi cials is not required, except in the cases of The County adopts budgets for a variety of agencies and organizations, functions and programs, contractual agreements and purchases over an amount specifi ed by Ohio law. funds and subfunds, and characters, or revenue and cost summary categories. The reports presented throughout the Adopted Budget Plan sort the data according to the organizations being This document only includes the operating budgets of those agencies for which the County examined, the services being delivered, and/or the accounting entities under scrutiny. Commissioners authorize appropriations. The County’s major budgeted operations include client services (formally called public assistance and social services), certain health care and In proceeding through the Budget Plan, it is important to note that fi nancial information is provided community assistance services, civil and criminal justice systems, road and bridge maintenance, for comparison purposes only. These are not and should not be construed as the fi nancial and general administrative services. The County also operates a sewer system department and statements of the County, which are presented in the Comprehensive Annual Financial Report an airport. (CAFR), which is prepared by the County Auditor. Not only are the budgeting and accounting methods vastly different, but the reporting entities differ as well. The County provides subsidies for a few signifi cant organizations but does not control their budgets. These are included in the CAFR but not in the appropriations measure and, therefore, The major difference between the budget basis and the Generally Accepted Accounting Principals not in this document. These include, but are not limited to: (GAAP) basis method of accounting is that under the budget basis, revenues are recorded when received as opposed to when they become measurable and available. Expenditures are 9 MetroHealth System - the County hospital system recorded when paid, as opposed to when they are incurred. Encumbered amounts are treated as expenditures. 9 Alcohol and Drug Addiction Services Board of Cuyahoga County

The Organizational Budget Entity 9 Cuyahoga County Community Mental Health Board

Cuyahoga County budgets for the Board of County Commissioners and the departments under It should be noted that the Alcohol and Drug Board and the Mental Health Board are their authority (e.g., the Department of Children and Family Services, Justice Affairs, and the working on a plan to consolidate in 2008. Department of Development), other Elected Offi cials (e.g., the County Prosecutor, the County Coroner, and the courts) and independent Boards and Commissions (e.g. the Community Mental The organizations listed below are not included in either the appropriations measure Health Board, the Board of Mental Retardation and Developmental Disabilities, and the Cuyahoga or the CAFR. These entities, except for the General Health District, are classifi ed as Planning Commission). Since Ohio law governing the Commissioners’ authority to appropriate separate corporate and political governmental entities under Ohio law. In each case the funds varies by organization, this three-level grouping has evolved. County does not exercise management or fi nancial oversight responsibility and does not signifi cantly infl uence daily operations, approve budgets, or provide substantial The Commissioners have the full authority to appropriate funds for operations for both their own funding. agencies and other Elected Offi cials. Their powers are limited with regard to the independent Boards and Commissions. For some of these, the Commissioners have full appropriating 9 Cleveland-Cuyahoga County Port Authority - conducts port development and operations. authority (e.g. the Board of Mental Retardation and Developmental Disabilities), whereas for others their ability to control expenditures is confi ned to the provision of operating subsidies 9 Cleveland Metropolitan Park District - maintains and operates a park and land reserve (e.g. the Community Mental Health Board, the Alcohol and Drug Addiction Services Board, and district. MetroHealth Hospital). 9 Cuyahoga Arts and Culture District.

IIII-20II-20 Budget Guide Financial Structure and Reporting Relationships

9 Cuyahoga Community College - provides higher education opportunities. Overview of County Functions, Programs, and Departments

9 Cuyahoga County Public Library District - operates and maintains a public library system. In determining budget allocations for the County as a whole, it has been the practice in recent years to concentrate on the functions and programs of government. It makes sense to emphasize 9 Cuyahoga Metropolitan Housing Authority - provides public housing services. the services provided and set goals in relation to these outputs.

9 Greater Cleveland Regional Transit Authority - operates and maintains a public transporta- These goals, however, can only be achieved through the efforts of personnel working in the tion system. County’s many departments. Since the County budgets by function, it can be diffi cult to trace the activities of an agency that is involved in the delivery of more than one program. Figure BG-12 9 Northeast Ohio Regional Sewer District - operates and maintains a storm and sanitary on pages III-26 to III-29 shows the operational structure (department, division) as it relates to the sewer system. budgetary structure (function, program) of the County. Readers primarily interested in the status of a department can trace those budgets in the Department Index at the end of this volume. 9 County General Health District - provides public health services. In the following paragraphs, each function of County government is briefl y described. A chart accompanies each description and illustrates the programs under each function and the departments operating within each program. More descriptions, goals, objectives, initiatives and budget data are found in the Departmental Performance and Program Budgets section of this document.

IIII-21II-21 Budget Guide Financial Structure and Reporting Relationships General Government Judicial

The central operation of County government is carried out by agencies funded here, including The judicial area of the County’s budget include agencies that provide services that ensure general administration, fi scal management, personnel services, record keeping, elections the safety of citizens through the enforcement of laws and the operations of adult and juvenile operations, property management and support services. See Organizational Chart in Figure correctional and rehabilitation facilities, as well as agencies that administer justice and enforce BG-5. legal mandates via the various courts of law. See Organizational Chart in Figure BG-6.

General Government

Administration Fiscal Management Records & Election Mgmt. Supportive Services Judicial

Commissioners & Staff Commissioners & Staff Board of Elections Commissioners & Staff Board of Revision Legal Services Adjudication Miscellaneous Obligations Auditor Central Services Central Services Common Pleas Prosecutor Appeals Court Domestic Relations

Bureau of Inspection Recorder Information Services

Treasurer Vital Statistics Public Defender Justice Affairs Clerk of Courts Juvenile Court

Justice Systems Mgt. Common Pleas Probate Court

Municipal Court Justice Systems Mgt.

Juvenile Offender Mgmt. Adult Offender Mgmt.

Justice Affairs Juvenile Court Prisoner Board & Care Sheriff

Prosecutor Justice Affairs Figure BG-5: Overview of General Government Function Criminal Justice Intervention Services

Support Enforcement

Child Support Juvenile Court

Prosecutor Domestic Court

Figure BG-6: Overview of Judicial Function

IIII-22II-22 Budget Guide Financial Structure and Reporting Relationships

Social Services Health and Safety

Included here are agencies that fulfi ll the County’s legal or moral responsibility to assist the most The County provides subsidies to various organizations that promote health and safety in the vulnerable members of the community. The services provided include, but are not limited to, community. Services in this area include the management of emergency services, animal direct provision of income, food, and shelter; protection of or referral to services to strengthen the control, treatment for alcohol and substance abuse disorders, treatment and supportive services person’s functioning ability including counseling, training and employment. See Organizational for the mentally ill, and a hospital system, which provides the full range of outpatient and inpatient Chart in Figure BG-7. medical care (e.g. primary, acute, rehabilitative, and long term). See Organizational in Figure BG-8.

Health & Safety

Health Maintenance Mental Health Social Services

County Hospital Mental Health Board Financial Assistance Protective Services Emergency Assistance Alcohol & Drug Abuse

Employment & Family Services Veterans Service Commission Children & Family Services Domestic Violence Senior & Adult Services Justice Affairs Development Justice Affairs Alcohol & Drug Board

Support Services Employment & Training Animal Control Adult Offender Mgmt.

Cooperative Extension Ombudsman Employment & Family Services Workforce Development Central Services Criminal Justice Intervention Svcs.

Employment & Family Services Board of Mental Retardation

Senior & Adult Services Children & Family Services

Miscellaneous Family & Children First

Exec. Off. Health & Human Srvs.

Figure BG-8: Overview of Health & Safety Function

Figure BG-7: Overview of Social Services Function

IIII-23II-23 Budget Guide Financial Structure and Reporting Relationships Development Public Works

Federal and local dollars are used to promote economic and community development in the The County plays a key role in maintaining the infrastructure within its boundaries. It is responsible County. Activities in this area include housing rehabilitation and community development in for the maintenance, repair, and construction of various bridges, roadways, and sewer lines. In suburban communities, encouragement of business development via grants and low-interest addition to four public parking garages in downtown Cleveland and employee-only lots at various loans, and the promotion of job retention and expansion. See Organizational Chart in Figure locations, the County owns and operates an airport. See Organizational Chart in Figure BG-10. BG-9.

Development Public Works Economic Community

Development County Planning Commission County Engineer Arts & Culture District Senior & Adult Services Development Development Soil & Water Central Services NOACA Solid Waste Sanitary Engineer

Figure BG-10: Overview of Public Works Figure BG-9: Overview of Development Function

IIII-24II-24 Budget Guide Financial Structure and Reporting Relationships Miscellaneous

Funding is provided for obligations not included in other function categories, which are either assigned to the County by the Ohio Revised Code or for services that the County has voluntarily undertaken in order to promote the health, safety, and vitality of the Miscellaneous community. See Organizational Chart in Figure BG-11. Agricultural Society Soldiers & Sailors Agriculture Apiary Inspection Miscellaneous County School District Commissioners & Staff Indigent Burial Vital Statistics

Figure BG-11: Overview of Miscellaneous Function

IIII-25II-25 Budget Guide

Department-Function Cross-Reference

Departments General Government Judicial Development Social Services Health & Safety Public Works Misc. Commissioner Agencies Commissioners & Staff County Commissioners Administration County Administrator Administration Human Resources Administration Human Resources-Benefits Administration County Wellness Program Administration Employment Relations Administration Labor Relations Administration Workers' Compensation Miscellaneous Office of Budget and Management Fiscal Management Clerk of the Board Administration Procurement & Diversity Supportive Services Hospitalization Self Insurance Administration Justice Affairs Administration Juvenile Offender Mgt Justice Planning Witness Victim HHS Legal Services Youth Services HHS Juvenile Offender Mgt Treatment Services HHS Alcohol & Drug Abuse Criminal Justice Services Juvenile Offender Mgt Criminal Justice Intervention HHS Adult Offender Mngmt CECOMS Emergency Assistance Public Safety Grants Admin Emergency Assistance CRIS Emergency Assistance Emergency Management Emergency Assistance YDC Aftercare HHS Juvenile Offender Mgt Children Who Witness Violence Supportive Services Development Administration Economic Economic Development Economic Community Development Community County Airport Public Works Blue Ribbon Task Force Economic Sanitary Engineer Public Works Central Services Administration Supportive Services Building Management Supportive Services Justice Center Maintenance Supportive Services Maintenance Garage Supportive Services Risk & Property Management Supportive Services Storeroom Supportive Services Mailroom Supportive Services Fast Copier Supportive Services Archives Records & Elections Dog Warden Animal Control Information Technology Supportive Services Huntington Park Garage Public Works

Figure BG-12: Organization Comparison Chart

IIII-26II-26 Budget Guide

Department-Function Cross-Reference

Departments General Government Judicial Development Social Services Health & Safety Public Works Misc. County Administration Parking Garage Public Works Courthouse Square Parking Lot Public Works Justice Systems Management Adjudication Executive Office of Health & Human Svs. Financial Assistance Prev., Retention, & Contingency Child Support Enforcement Agency Support Enforcement Cuyahoga Employment & Family Services Administrative Operations Employment & Training Broadway-NSC Employment & Training Child Care Services Employment & Training Children With Medical Handicap Financial Assistances Clark/Fulton-NSC Employment & Training Community Resource Adm-Office Employment & Training Early Start Employment & Training East Cleveland-NSC Employment & Training ECI - Child Care Services Support Services Employment & Development Contract Employment & Training Glenville-NFSC Employment & Training Hough/Superior-NSC Employment & Training Information Services Financial Assistances MT Pleasant-NFSC Employment & Training Ohio City-NFSC Employment & Training Participation Services Admin Office Employment & Training Quality Assurance Financial Assistances Quincy Place Employment & Training Southgate-NFSC Employment & Training Virgil Brown Employment & Training Westshore-NFSC Employment & Training Work First Services Employment & Training Workforce Development WIA Executive & Financial Employment & Training WIA Productivity Initiatives Employment & Training WIA Employment & Training Employment & Training Department of Children & Family Svcs Administrative Services-CFS Supportive Services Training Supportive Services Information Services Supportive Services Direct Services Protective Services Supportive Services Protective Services Contracted Placements Protective Services Recruitment Services Supportive Services Metzenbaum Center Protective Services Permanent Custody Adoptions Protective Services CFS Foster Protective Services Foster Care Protective Services Purchased Congregate/Foster Care Protective Services Adoption Services Protective Services Client Supportive Services Protective Services Home Resource Management

IIII-27II-27 Budget Guide

Department-Function Cross-Reference

Departments General Government Judicial Development Social Services Health & Safety Public Works Misc. Department of Senior & Adult Services Administrative Services - SAS Support Services Management Services Support Services Home Care Skilled Services Support Services Community Programs Support Services Home Support Support Services Protective Services Protective Services Behavioral Health Protective Services Office on Aging Support Services Passport Support Services Office of Homeless Services Economic Options Senior Program Supportive Services Miscellaneous Obligations Family & Children First Support Services Human Services-Other Contracts Support Services Miscellaneous Miscellaneous Indigent Burial Support Services Vital Statistics Miscellaneous Agricultural Society Miscellaneous Capital Improvements Capital Outlay Data Processing System Development Capital Outlay Residual Investment Operations Miscellaneous Board & Care of Prisoners Adult Offender Mngmt Domestic Violence Protective Services Agriculture Apiary Inspection Miscellaneous Elected Officials Auditor Auditor - General Fund Fiscal Management Auditor - Assessment Fund Fiscal Management Treasurer Administration Fiscal Management Personal Property Fiscal Management Data Processing Fiscal Management Delinquent Real Estate Tax Fiscal Management Recorder Records & Elections Coroner Legal Services Operating Lab Fund Prosecutor Legal Services Operating Child Support Support Enforcement Children & Family Services Legal Services Delinquent Real Estate Tax Legal Services Clerk of Courts Clerk of Courts - General Fund Adjudication Title Administration Computerization Fund Legal Services Foreclosure Adjudication Sheriff Sheriff - General Fund Adult Offender Mngmt

IIII-28II-28 Budget Guide

Department-Function Cross-Reference

Departments General Government Judicial Development Social Services Health & Safety Public Works Misc. Carrying Concealed Weapons Public Safety Inmate Services Adult Offender Mngmt Foreclosure Adjudication Court of Appeals Adjudication Juvenile Court Administration & Legal Adjudication Probation, Detention, Care & Custody HHS Juvenile Offender Mgt Child Support Support Enforcement Court of Common Pleas Adjudication Law Library Legal Services Judicial Administration Adjudication Magistrates Adjudication Court Services Adjudication Probation/Psychiatric Adult Offender Mngmt Foreclosure Adjudication Domestic Relations Court Domestic Relations Adjudication Child Support Support Enforcement Probate Court Probate Court Adjudication Clerk Computerization Adjudication County Engineer Administration & Road Maintenance Public Works Geographical Information System Proj. Community Board of Revision Administration Bureau of Inspection Fiscal Management Vital Statistics Records & Elections Municipal Justice Adjudication Boards & Commissions Alcohol & Drug Board Alcohol & Drug Abuse Arts & Culture District Economic Board of Elections Records & Elections Board of Mental Retardation Support Services Community Mental Health Mental Health OSU Cooperative Extension Support Services County Hospital System Health Maintenance County Planning Commission Community Solid Waste Management Public Works County School District Miscellaneous Information Services Center Supportive Services Telecommunications Supportive Services NOACA Community Ombudsman Support Services Public Defender Legal Services General Legal Services Municipal Legal Services Soil & Water Conservation Community Soldiers & Sailors Monument Miscellaneous Veterans Service Commission Financial Assistance

IIII-29II-29 Budget Guide Financial Structure and Reporting Relationships

County Fund Structure Proprietary Funds

Cuyahoga County maintains 10 individual governmental funds. Information is presented Enterprise Funds: These funds are used to account for agencies or departments that provide separately in the governmental fund balance sheet and in the governmental fund statement of services (business-type activities) that are fi nanced primarily by user charges. Both operating revenues, expenditures, and changes in fund balances for the major funds. These include: the and capital activity can be included in these funds. general, human services, health and human services levy, County Board of Mental Retardation and health and community services funds. Data from the other fi ve governmental funds are Internal Service Funds: These funds are used to account for the cost of goods or services provided combined into a single, aggregated presentation. by County departments to other County departments and funds on a cost-reimbursement basis. Revenues generally take the form of chargebacks to the fund that received the services. Cuyahoga County adopts an annual appropriated budget for its general fund and the other major funds as well as the Motor Vehicle Tax and Debt Service funds. Fiduciary Funds

Governmental Funds Agency Funds: These funds are used to account for assets held by the County as an agent for other governments, other funds, and individuals. These assets include property and other taxes General Fund: This fund accounts for the general operating revenues and expenditures of the as well as other intergovernmental resources that have been collected and will be distributed to County not recorded elsewhere. The primary revenue sources are sales and use taxes, property other taxing districts in Cuyahoga County. taxes, local government fund receipts, investment earnings, and various service fees.

Special Revenue Fund: Special revenue funds are created to account for revenues from specifi c Budgetary Accounting & Control taxes or other revenue sources which, by law, are designated to fi nance particular functions or activities of government, including categorical grants. All governmental and proprietary funds are subject to the budgetary control of the Commissioners. The County is required by state law to adopt annual budgets on a cash basis where revenues Debt Service Fund: The Debt Service fund is used to account for revenues received and used are recorded when received, expenses are recorded when paid, and encumbrances are recorded to pay principal and interest on debt which the County has incurred through the sale of bonds or when a legal obligation occurs. The appropriations established cannot exceed the total estimated notes. Revenues are derived primarily from property taxes. resources for a fund. The total estimated resources are the sum of the unencumbered beginning cash balances plus the anticipated operating revenues for the budget year. The County maintains Capital Project Funds: These funds are used to account for the acquisition, construction, or budgetary control by not permitting expenditures (including encumbrances) for an organizational renovation of capital assets other than those fi nanced by Proprietary funds. Resources are unit to exceed appropriations. Unencumbered and unexpended appropriations lapse at year-end derived from the issuance of debt, receipts from the General and Special Revenue funds, and and are returned to the respective fund’s available balance. Encumbrances are closed, then re- capital grant programs. encumbered and re-appropriated at the start of the following year.

IIII-30II-30 Budget Guide Financial Structure and Reporting Relationships

Measurement Focus and Basis of Accounting for Reporting Property taxes, sales and use taxes, other tax, state local government funds, licenses and Purposes permits and interest associated with the current fi scal period are all considered to be susceptible to accrual and so have been recognized as revenues of the current fi scal period. Only the The government-wide fi nancial statements are reported using the economic resources portion of special assessments receivable due within the current fi scal period is considered to be measurement focus and the accrual basis of accounting, as are the proprietary fund and fi duciary susceptible to accrual as revenue of the current period. All other revenue items are considered fund fi nancial statements. Revenues are recorded when earned and expenses are recorded to be measurable and available only when the government receives cash. when a liability is incurred, regardless of the timing of related cash fl ows. Property taxes are recognized as revenue in the year for which they are levied. State and local government fund The difference between the budget basis of accounting (cash basis) and the GAAP basis of shared revenues are recognized when the provider government recognizes its liability to the accounting (modifi ed accrual basis) is that under the budget basis, revenues are recorded when County. Grants and similar items are recognized as revenue as soon as all eligibility requirements received as opposed to when they become susceptible to accrual. Expenditures are recorded imposed by the provider have been met. when paid in cash as opposed to when they are susceptible to accrual and encumbered amounts are treated as expenditures as opposed to available. Governmental fund fi nancial statements are reported using the current fi nancial resources measurement focus and the modifi ed accrual basis of accounting. Revenues are recognized The County has been awarded the Certifi cate of Achievement for Excellence in Financial as soon as they are both measurable and available. Revenues are considered to be available Reporting by the Government Finance Offi cers Association (GFOA) of the United States and when they are collectible within the current period or soon enough thereafter to pay liabilities Canada for its Comprehensive Annual Financial Report every year since the fi scal year ending of the current period. For this purpose, the government considers revenues to be available if December 31, 1983, except for 1993. The 2007 CAFR is pending award later this year. The they are collected within 60 days of the end of the current fi scal period. Expenditures generally County has also received the Distinguished Budget Presentation Award from the GFOA each are recorded when a liability is incurred, as under accrual accounting. However, debt service year that it has submitted since 1988The County takes great pride in these achievements and expenditures, as well as expenditures related to compensated absences and claims and fully intends to produce the CAFR and Budget Plan in this and succeeding years in conformance judgments, are recorded only when payment is due. with the highest possible standards.

IIII-31II-31 Revenue Analysis

Table of Contents

Section Page Section Page Mental Retardation and Developmental Disabilities ...... IV-11 All Funds Revenue Summary ...... IV-1 Child Support Enforcement Agency ...... IV-12 Introduction ...... IV-1 Department of Workforce Development ...... IV-12 Major Revenue Sources ...... IV-1 Community Development ...... IV-12

Property Taxes ...... IV-3 Charges for Services ...... IV-13 Introduction ...... IV-3 General Fund ...... IV-13 Millage ...... IV-3 Special Revenue ...... IV-14 Types of Levies ...... IV-3 Enterprise & Internal Service Funds ...... IV-16 Tax Reduction Factors ...... IV-5

Other Revenue Sources ...... IV-17 Other Taxes ...... IV-6 Licenses & Permits ...... IV-17 General Overview ...... IV-6 Investment Earnings ...... IV-17 County Engineer’s Fund ...... IV-6 Fines & Forfeitures ...... IV-17 Miscellaneous ...... IV-17 Intergovernmental ...... IV-7 General Fund ...... IV-7 Public Assistance ...... IV-8

Children Services Fund ...... IV-10

Revenue Analysis

The Revenue Analysis section provides an in-depth look at the County’s eight major revenue categories. The Property Taxes category is covered in great detail. If you have ever wondered what a mill is, the ten-mill limitation, legal and effective millage rates, or why the State pays part of your property tax bill, you’ll fi nd the answers here. What is the “use” tax as opposed to the “sales” tax? What is the State form of revenue sharing? Types of Intergovernmental revenue and programs such as public assistance, job training, community devel- opment and aging are described. Charges for Services, Licenses and Permits, Fines and Forfeitures, Investment Earnings and Miscel- laneous revenues are explained, also. Revenue Analysis All Funds Revenue Summary

Introduction All Funds Revenue By Source Figure RA-1 highlights the total revenue budgeted for 2008 at $1.5 billion (including General Fund subsidies). The pie chart illustrates the proportional share of each revenue stream in the 2008 Adopted Budget Plan. The schedule below the graph shows the 2006 through 2010 trend for each Charges for Intergovernmental major revenue source. The All Funds Revenue Summary section provides a general overview Services 36.1% of Figure RA-1, followed by a more detailed discussion of the nine major revenue sources in 18.4% subsequent sections beginning on page IV-3. For informational purposes, the major revenue sources are analyzed according to four factors: fi nancial, economic, political and historical. The Fines & All Funds Revenue Summary contains a revenue analysis by source. Additionally, this section Forfeitures Miscellaneous includes information on the impact of revenues on various budget entities presented in the Fund 1.0% 2.1% Budgets and Program Budgets sections of this budget document. Both Property Taxes and Charges for Services are governed by fi nancial cost considerations that are largely internal to County operations as opposed to being determined by Ohio Revised Code Licenses & regulations. Estimation of Property Taxes depends upon specifi c millage rates being applied to Other Tax Permits 2.0% total assessed valuation. Charges for Services are derived from established rates that recovers 0.1% the cost for services provided between county agencies or to the public. Property Tax Sales & Use Tax 24.2% Investment 11.2% Economic conditions external to the County impact Investment Earnings and Other Taxes, Earnings primarily the Sales and Use tax. The continuing stagnation of the local economy as well as 1.9% infl ationary forces is the major factors affecting these two revenue sources. Intergovernmental revenues that fl ow to the County from Federal and State sources may fl uctuate in response to a changing political climate. Allocation levels, mandates, and spending caps Revenue Source 2006 2007 2008 2009 2010 established outside County control, dictate the amount of Intergovernmental revenue available (millions) Actual Actual Budget Estimate Estimate for many public assistance programs. As an example, State allocation formulas determine the Property Tax $337.4 $361.3 $365.9 $365.9 $367.6 contribution to the County’s General Fund from the State’s Local Government Fund. Licenses & Permits 1.5 1.7 1.9 2.1 2.0 Fines & Forfeitures 11.8 14.3 14.5 14.8 15.0 Finally, Licenses and Permits, Fines and Forfeitures, and other Miscellaneous revenue sources Charges for Services 248.4 269.2 279.1 270.4 270.0 are based on collection trends. Although all nine major revenue sources display trends, these three are more predictable than the other revenue sources. Intergovernmental 568.7 581.5 546.4 548.2 549.6 Miscellaneous 45.3 49.7 31.7 38.5 31.1 Major Revenue Sources Other Tax 28.8 28.7 29.7 29.5 29.4 Sales & Use Tax 168.5 171.8 216.6 219.8 222.5 The Property Taxes revenue for 2008 is $366 million and makes up 24.2% of total County operating Investment Earnings 27.7 33.4 29.1 29.1 29.1 revenues. (See Figure RA-1.) This estimate is $4.6 million or 1.3% higher than the $361.3 million Total Revenue $1,438.1 $1,511.6 $1,514.9 $1,518.3 $1,516.3 collected in 2007. The increase, relatively small compared to the 2006/2007 growth, is attributable to mandated reductions in personal property valuation and lower anticipated collection rates. In Figure RA-1: All Funds Revenue Summary 2007, county voters approved a 2.9 mill health and human services levy, which accounts for the $23.9 million increase from the prior year. In March 2008, county voters approved a 4.8 mill

IIV-1V-1 Revenue Analysis All Funds Revenue Summary health and human services levy, which will generate an additional $18.6 million beginning in funds income maintenance programs, social service programs for children and adults, and job 2009. This increase is not refl ected in the numbers as the voters just approved the increase in preparation programs. The Children Services Fund will draw down $34.1 million that partially early March. Total property taxes fl ow into 5 distinct funds: General Fund operations, Health and funds the board & care of children in the County’s custody. The Board of Mental Retardation Human Services levies, Auditor’s Assessment, Mental Retardation, and Bond Retirement. The will draw down $67.7 million, which includes property tax reimbursements and various Federal General Fund portion is projected to be $18.7 million in 2008 while the two Health and Human and State allocations to assist individuals with mental retardation and developmental disabilities. Service levy funds are expected to be $188.2 million. Bond Retirement, the fi rst obligation for the The Community Development Block Grants, at $16.3 million, provide funds for local government County’s property taxes, is estimated at $26.6 million. The Board of Mental Retardation’s levy capital improvements and rehabilitation loans, and an additional $12.6 million for homeless estimate totals $117.5 million in 2008. Finally, the Real Estate Assessment Fund is $14.9 million funding for supportive housing, leasing and administration. The Cuyahoga Support Enforcement and represents the County Auditor’s share of property taxes distributed to all taxing subdivisions Agency (CSEA), which collects and disburses child support payments and enforces support in Cuyahoga County. These funds support the Auditor’s property assessment functions. orders, is estimated to receive $30.3 million. The Department of Workforce Development will draw $9.7 million to establish education and training systems that prepare youth, dislocated It is noted that property tax revenues for General Fund operations are expected to decline in 2009 workers, and other under-skilled adults for sustainable employment. Miscellaneous programs to $14.5 million and in 2010 to $6.8 million due to the County’s expected issuance of $168 million draw the remaining $21.8 million. in debt to fi nance major capital projects. With the decrease in revenues for ongoing operations, there is a corresponding increase in the debt service revenues to support future debt payments. The Charges for Services revenue category, estimated at $279.1 million for 2008, makes up The County will continue to review the distribution of inside millage (see Property Taxes section) 18.4% of the total projection on an All Funds basis. (See Figure RA-14). Of this total, the largest each year to ensure that operational needs are met while satisfying its legal requirements. revenue source is from Internal Service Fund charges at $173.2 million. These revenues are derived from established rates that recovers the cost of providing services from one county Sales & Use and Other Taxes revenue are estimated to be $216.6 million and $29.7 million agency to another. The total projection for internal service revenue includes the hospitalization respectively, totaling $246.3 million. Based on 2008 All Funds revenue, this amount constitutes self - insurance revenue at $90.3 million, custodial services at $56.3 million, and data processing 13.2% of the total. (See Figure RA-1). The General Fund is anticipated to receive $216.6 million at $15.8 million. The General Fund receives $58.9 million in Charges for Services revenue in the form of the Sales and Use Tax, and in Other Taxes, the County Engineer will receive (see Figure RA-14). The largest source of charges for services in the General Fund is the $29.7 million from the motor vehicle license tax and gasoline tax. In 2007, the Board of County County Auditor’s real property transfer tax and fee estimated to be $18.8 million followed by the Commissioners increased the sales tax by a quarter percent beginning in October of the same indirect cost estimate at $13.3 million. Enterprise Fund revenues, derived similarly to for-profi t year. This increase, however, is earmarked for an exhibition hall/medical mart project for regional businesses, are estimated at $20.5 million. The largest portion is from Sanitary Engineer charges economic development. at $14.1 million. Special Revenue Fund charges for services are projected to be $20.6 million: the major services include assessments on delinquent taxes collected by the County Prosecutor The Licenses and Permits are estimated at $1.9 million for 2008. These revenues include and Treasurer, the collection of auto title fees by the Clerk of the Courts, and the administrative vendor, dog, marriage and cigarette licenses. Minimal, if any, growth is expected from 2008 to fees collected by Cuyahoga Support Enforcement Agency against support payments. 2010. Fines and Forfeitures are estimated at $14.5 million. Various court fi nes and legal fees as well as gas and license fees are recorded in this category. Even combined, these two revenue Lastly, the Investment Earnings revenue is projected at $29.1 million for 2008 and comprises sources constitute only 1.1% of total All Funds revenues. 1.9% of the total All Funds revenue. Once collected, these funds are directly invested by the Treasurer and reviewed by the Investment Advisory Committee. (See Budget Guide, Investment Intergovernmental revenue is estimated at $546.4 million for 2008 and accounts for approximately Management Policies, BG-6). Other County agencies, such as the Clerk of Courts, account 36.1% of total All Funds revenue. (See Figure RA-8). The General Fund receives $48 million, for a small portion of total interest from interest bearing bank accounts that are maintained which is comprised mainly of the Local Government Fund distribution and various property tax separately. reimbursements from the State. In addition, the Health & Human Services Levies generate $34 million in property tax reimbursements from the State. Other areas receiving intergovernmental Miscellaneous revenues are projected at $31.7 million for 2008 and make up about 2.1% of the revenue do so through various Federal and State allocations and/or reimbursements for services total revenue. provided at the local level. The Public Assistance Funds draw down $272 million that partially IIV-2V-2 Revenue Analysis Property Taxes

INTRODUCTION previously approved do not increase when property values increase. This will be explained in the section headed Types of Levies. The municipality receives its share of property taxes also, The Auditor is required to update taxable real property values every three years to refl ect current and may place a levy before the public for its approval. County millage proceeds designated for fair market values. The last such update year was in 2003. A detailed, individual appraisal of County government total 13.4 mills. This fi gure represents 13.1% of the total millage of 102.5 properties i.e. reappraisal is conducted every six years with the latest being completed in 2006. mills that a Cleveland City resident will pay in 2008 as displayed by Figure RA-2. The total assessed valuation for 2008 (based on tax values from 2007) has been set at $31.7 billion and represents a 4.3% decrease from the prior year. The reduction is a result of a major Millage tax reform initiative the State passed phasing out tangible personal property and the corporate franchise tax. One mill is the equivalent of $1 of tax for each $1,000 of assessed value of a resident’s home. Assessed valuation for homeowners is calculated by multiplying 35% times the estimated market While the Property Taxes are the largest source of locally generated revenue, the vast majority value of the property. If a resident has a home with the Auditor’s estimated market value of of taxes paid by homeowners go to the school system of residence. This is due to the schools’ $100,000, the assessed value is $35,000 ($100,000 x .35). Therefore, one mill of new taxation need for additional operating levies, which must be approved periodically by the electorate to will generate $35.00 of tax receipts for the County ($35,000 x .001). meet increasing expenditure requirements. In addition, collections from voted property tax levies As will be explained in the Tax Reduction Factors section, the homeowner with no homestead exemption will pay 87.5% or $30.63, and the State will pay $4.37. (See Figure RA-4). The total 2007 Tax Rates For 2008 Collection assessed value of Cuyahoga County as of January 1, 2005, to be used for the computation of City of Cleveland Residents taxes to be collected in 2008 is approximately $33.1 billion. This assessed value is comprised County of residential and agricultural real estate, commercial, industrial and public utility real estate, 13.42 public utility tangible personal property, and general tangible personal property. Public utility 13.1% tangible personal property is all property owned by a utility which is not real estate. This includes telephone, gas, and electric lines and machinery and equipment used in the production of the services. General tangible personal property is all property owned by a company which is not real Library estate, such as machinery, inventory, and equipment (computers, desks, typewriters). In 2005, 6.80 the State passed major tax reform laws that phases out the tax on tangible personal property over 6.6% the next four years and the corporate franchise tax over the next fi ve years. These taxes were Schools replaced with a commercial activity tax that will levy 0.26% on businesses with gross receipts in 64.80 excess of $1 million. During the fi rst fi ve years, the State will fully reimburse the lost revenues. 63.2% City In the following seven years, the reimbursement is to be phased out. Residential and agricultural 12.70 real estate assessed value makes up 69.2% of total assessed value. (See Figure RA-3). 12.4% Types of Levies Other Intergovernmental The total unvoted property tax that may be levied by a school district, municipality and the 4.80 combined County is allocated by statutory formula and cannot exceed 10 mills. This legal concept 4.7% is referred to as the ten mill limitation. The County’s share of the ten mill limitation is 1.45 mills. These 1.45 mills are referred to as inside millage (inside the ten mill limitation) or unvoted millage. Unvoted millage has no expiration date and generates additional revenue when property values Figure RA-2: 2006 Tax Rates for 2007 Collection

IIV-3V-3 Revenue Analysis Property Taxes increase. The revenue generated from these 1.45 mills must fi rst be used to pay principal and interest expenses (collectively called debt service) on any outstanding unvoted bonds and notes. This debt service expense is paid from the Bond Retirement Fund. The balance of the revenue generated from the 1.45 mills is allocated to the General Fund for daily operating expenses. In 2008, 0.74 mills were levied for the Bond Retirement Fund and 0.71 mills were levied for the General Fund.

The voted levies are comprised of two Health and Human Services levies of 2.9 and 4.9 mills. The 2.9 mill levy was approved for four years in November 2006 and must be voted on by the end of 2010. The 4.9 mill levy was just approved by voters in March 2008 to be replaced with a 4.8 mill levy beginning in 2009 and must be voted upon by 2012. The original Board of Mental Retardation levy required a new vote every fi ve years. In November 2005, however, the voters approved a permanent replacement of 3.9 mill levy for the Board of Mental Retardation. There are also 0.27 mills levied to retire voted debt from the Bond Retirement Fund. The amount of additional tax that homeowners pay in aggregate after the passage of a voted levy does not increase in future years as the value of their homes increase. This is because the legal millage rates listed above is reduced to “effective” rates each year to offset increases in home values. The principal of law involved is that when the taxpayers approve a new voted levy, they agree to pay a fi xed amount of tax in aggregate. As an example of this, the 2.9 mill levy yields an effective

Figure RA-3: Assessed Valuation Categories Figure RA-4: Homeowner Tax Contribution

IIV-4V-4 Revenue Analysis Property Taxes

millage rate today of 2.61 from homeowners. The County’s legal and effective millage rates for Property Taxes By Fund residential and agricultural taxpayers are detailed in Figure RA-6. 2004-2008 (millions) Tax Reduction Factors Three types of adjustments can reduce a homeowner’s tax bill. These are the 10% “rollback”, a 2.5% “credit”, and the “homestead exemption”. (See Figure RA-4) The 10% rollback became Board of Mental effective in the 1973 collection year. It is a 10% reduction applied against tax due on all real estate Retardation subject to property taxation. This reduction became effective when the Ohio voters approved $117.5 General Fund Real Estate 32.1% $18.7 the state income tax. The 2.5% credit became effective in the 1980 collection year. It is a 2.5% Assessment 5.1% reduction applied against tax due on all owner occupied residential and agricultural real estate $14.9 subject to property taxation. The homestead exemption became effective in the 1972 collection 4.1% year. It is a tax reduction available to taxpayers 65 or over, or those taxpayers who are totally and permanently disabled, regardless of income as of 2007. The reduction applies to residential and agricultural real property subject to property taxation. The amount of this exemption is calculated by a formula that includes the assessed value (taxable value) of the home and the taxpayer’s Health & Human Bond Retirement income. The 10% rollback, 2.5% credit, and homestead exemption do not represent a reduction Services Levies $26.6 in revenue to the County. The State reimburses the County for these reductions in each tax $188.2 7.3% 51.4% collection period. The signifi cance of this is that when the voters are asked to consider a new voted levy, they will pay 87.5% or less of the cost of the levy and the State will pay the difference. It can be construed that the portion that the State pays comes from the state income tax because 2004 2005 2006 2007 2008 half of the income tax is to be returned to the county of origin. The State reimbursements are Actual Actual Actual Actual Budget reported in the Intergovernmental revenue category. General Fund$ 21.2 $ 21.8 $ 19.7 $ 20.2 $ 18.7

% Change -6.7% 2.8% -9.6% 2.5% -7.4% 2008 County Tax Levies Bond Retirement$ 23.8 $ 22.9 $ 26.1 28.8$ 26.6 % Change 4.5% -3.8% 14.0% 10.3% -7.6%

Health & Human Services Levies$ 170.9 $ 169.5 $ 173.7 $ 195.9 $ 188.2 Type of Levy Legal Rate Effective Rate % Change -1.1% -0.8% 2.5% 12.8% -3.9% Real Estate Assessment $ 13.5 $ 13.9 $ 14.0 $ 14.5 $ 14.9 Unvoted General Fund 0.71 0.71 % Change 3.1% 3.0% 0.7% 3.6% 2.8% Unvoted Bond Retirement Fund 0.74 0.74

Board of Mental Retardation$ 86.6 $ 85.9 $ 103.9 $ 101.9 $ 117.5 Voted Bond Retirement Fund 0.27 0.27 % Change -0.9% -0.8% 21.0% -1.9% 15.3% Voted Health & Human Services Levy (Exp 2010) 4yr 2.90 2.61 Total $ 316.0 $ 314.0 $ 337.4 361.3$ 365.9 % Change -0.8% -0.6% 7.5% 7.1% 1.3% Voted Health & Human Services Levy (Exp 2008) 5yr 4.90 4.01 Voted Board of Mental Retardation (Permanent) 3.90 3.51

Figure RA-5: Property Taxes by Fund Figure RA-6: 2008 County Tax Levies

IIV-5V-5 Revenue Analysis Other Taxes

General Overview 0.5% was imposed by the Board in July 1987, and became effective October 1, 1987. Collections began in January 1988. The last 0.25% was imposed by the Board of County Commissioners The major source of Other Taxes is the sales and use tax paid into the General Fund. A County in July, 2007, and became effective October 7, 2007. The Board has the authority to adopt a “use” tax is required because the County “sales” tax does not include sales of motor vehicles. resolution increasing the sales tax up to an additional 0.25% making the County total of 1.5%. The County Use tax on motor vehicles is a tax on the storage or use in the County of motor The Sales & Use Tax, one of the largest General Fund revenue sources, is estimated at $216.6 vehicles acquired by a transaction that is subject to the state sales tax. The purpose of the million, compared to 2007 is a projected increase of $44.8 million or 26.1%. (See Figure RA-7) provision is to prevent the avoidance of the tax on the purchase of a motor vehicle. This prevents The 2008 estimate is based on the 2007 last half sales tax collection experience plus the County a resident of a taxing county from going to another county or state in which the sales tax is Commissioners’ increase of a quarter percent for targeted development projects. The 2007 sales not levied or in which it is levied at a lower rate than in the taxing county. Cuyahoga County tax collections, at $171.8 million, were 2.0% higher than 2006 collections. While the economy is residents currently pay Sales and Use tax of 7.75%. The State receives 5.5%, the Regional improving nationally, Cuyahoga County and the State of Ohio continue to yield sluggish sales tax Transit Authority receives 1%, and Cuyahoga County receives the remaining 1.25%. Half of the collections in 2007 and 2008 not including the sales tax expansion for development. The County County’s 1% (0.5%) was imposed by the Board of County Commissioners in 1969. The second will continue to monitor tax receipts and if the trend supports it the 2008 estimate will be adjusted during quarterly reviews.

Sales & Use Tax Trend (millions) County Engineer $216.6 The County Engineer currently has a motor vehicle license tax in effect at $15 per vehicle. $200.0 Of the $15 per vehicle fee, $2.50 is paid directly to municipal corporations in the County and $169.0 $168.6 $165.4 $171.8 therefore is not available for county use.. The proceeds of this tax are to be used for construction, maintenance and repair of streets and highways, including bridges. The County expects $15.7 $160.0 million in Other Intergovernmental revenues in 2007 and expects $15.6 million in 2008, virtually no change. $120.0 In addition to the County’s $15 motor vehicle license tax, the State levies a motor vehicle license $80.0 tax and returns approximately $13.9 million of it per year to the County. Gasoline taxes of about $2 million are also collected by the State and paid to the County each year. It must be noted that gasoline taxes are actually Intergovernmental revenue and not a part of Other Taxes. $40.0

$- 2004 2005 2006 2007 2008

2004 2005 2006 2007 2008 Actual Actual Actual Actual Budget Sales and Use Tax$ 165.4 $ 169.0 $ 168.6 $ 171.8 $ 216.6 % Change 5.3% 2.2% -0.2% 1.9% 26.1%

Figure RA-7: Sales & Use Tax Trend

IIV-6V-6 Revenue Analysis Intergovernmental INTRODUCTION Intergovernmental Revenue by Major Fund 2004-2008 Trend Figure RA-8 highlights the total Intergovernmental revenue by the major funds. The 2008 budget (millions) of $546.4 million represents a decrease of 6% or $35.1 million from the 2007 actual of $581.5 million. The decrease is because actual 2007 revenues include State reimbursement for 2006 $600.0 expenditures not received in the prior year. This reconciliation process is repeated each year $568.7 $581.5 $548.0 $546.4 pursuant to the availability of state “allocations”. This particular component of Intergovernmental $550.0 revenue cannot be estimated year to year. In addition to the reconciliation process, the State $495.8 has reduced the funding level of social service programs necessitating the need for additional $500.0 local resources in 2008. Despite this fact, Intergovernmental revenue has shown steady growth, $450.0 primarily due to the Public Assistance fund, discussed in detail in a later section. $400.0

General Fund $350.0

The Intergovernmental sources of revenue are numerous and varied. A major source of revenue $300.0 2004 2005 2006 2007 2008 to the General Fund within this category is the Local Government Fund (LGF), created in 1934 to assist local governments with general operations. The LGF is comprised of 4.2% of revenues 2004 2005 2006 2007 2008 from the state’s personal income tax, sales and use tax, corporate franchise tax and public utility Actual Actual Actual Actual Budget excise tax. The LGF is distributed to various political sub-divisions based on both population and Public Assistance$ 237.5 $ 283.4 $ 307.3 $ 290.0 $ 271.9 municipal property tax values. It is a form of revenue sharing, which is comprised of designated % Change 7.2% 19.3% 8.4% -5.6% -6.2% Children Services Fund$ 40.2 $ 34.3 $ 34.2 $ 47.8 $ 34.1 state revenues, distributed to each county and then allocated on a formula basis by the county % Change 2.3% -14.7% -0.3% 39.8% -28.7% to the cities, villages, townships and the county itself. Due to pressures faced by the state, Board of Mental Retardation$ 86.2 $ 97.4 $ 85.1 $ 79.5 $ 67.7 the 2002-2003 biennium budget called for the LGF to be frozen at the 2001 level for local % Change 12.0% 13.0% -12.6% -6.6% -14.8% municipalities. Due to sharp declines in state tax receipts, the freeze enabled municipalities to Child Support Enforcement$ 22.2 $ 22.4 $ 24.8 $ 27.2 $ 30.3 capture more revenue that they would have received under the percentage share. As a result, % Change 6.1% 0.9% 10.7% 9.7% 11.4% the Ohio General Assembly passed House Bill 405, which essentially capped the amount of CDBG Block Grant$ 20.1 $ 20.5 $ 19.3 $ 28.7 $ 28.9 state aid distributed to local governments. Pursuant to House Bill 405, distributions from the % Change 1.7% 2.0% -5.9% 48.7% 0.7% Workforce Investment Act$ 7.1 $ 6.4 $ 6.1 11.2$ 9.7 local funds are subject to adjustments (reconciliation mechanism) which ensure that no more % Change -28.3% -9.9% -4.7% 83.6% -13.4% is distributed from the funds during the current freeze on distributions than would have been General Fund$ 47.4 $ 47.8 $ 47.5 48.4$ 48.0 distributed had the permanent law (the “percentage of revenue” method) remained in effect. % Change -3.7% 0.8% -0.6% 1.9% -0.8% Finally, the State of Ohio’s 2004-2005 biennial budget, House Bill 95, called for an extension of Health & Human Services Levies$ 23.5 $ 23.3 $ 23.0 29.7$ 34.0 the “freeze” on LGF distributions. In 2003, the State revised the allocation based on reduced tax % Change 37.9% -0.9% -1.3% 29.1% 14.5% collection and enacted a $30 million cut statewide to address their budgetary problems. During Other$ 11.6 $ 12.5 $ 21.4 $ 19.0 $ 21.8 the last two State biennial budget deliberations, cuts to or elimination of, the Local Government % Change 31.8% 7.8% 71.2% -11.2% 14.7% Total $ 495.8 $ 548.0 $ 568.7 581.5$ 546.4 Fund distribution were discussed the State legislature but no actions taken. In 2008, the State 7.0% 10.5% 3.8% 2.3% -6.0% continued the freeze on Local Government Funds. As in the past, the County will closely monitor the State of Ohio’s handling of this critical revenue source. Figure RA-8: Intergovernmental Revenue by Major Fund Trend

IIV-7V-7 Revenue Analysis Intergovernmental

The impact on the county is visible in the General Fund chart RA-10. Since 2004 the LGF GF Intergovernmental Revenue revenue has remained fl at. The County has received $35 million each year since 2004 and 2004-2008 Trend projects that the 2008 share will be identical. (millions) $600.0 $581.5 Another Intergovernmental revenue source in the General Fund is the Local Government Revenue $568.7 Assistance Fund (LGRAF). This fund, established in 1987 by House Bill 171, became effective in $548.0 $546.4 July 1989. It is identical in every way to the Local Government Fund described above except for $550.0 the 4.2% factor, which establishes the tax pool of funds to be distributed. The factor that the State uses for this fund is 0.6%. LGRAF is also infl uenced by amendments to House Bill 405 and 95. $495.8 The same trend of fl at revenue is present with the LGRAF. Actual receipts to the County for 2007 were approximately $3.5 million and the 2008 estimate remains the same. $500.0 The Public Defender receives State reimbursement for indigent legal defense; 2007 actual receipts were $4.7 million and 2008 receipts are estimated at $4.7 million. Reimbursement from $450.0 the State has fl attened in recent years due to several changes in previous practices. The State reduced their rate of reimbursement for the Public Defender’s administration costs from 33% to 30%. Another component to the reimbursement of costs associated with indigent defense $400.0 is the number cases assigned to private counsel. An assigned counsel is used to represent 2004 2005 2006 2007 2008 individuals that are indigent (cannot afford their own representation) when the number of cases exceed the Public Defender’s resources or if there is a confl ict of interest. The Court of Common 2004 2005 2006 2007 2008 Pleas has the statutory authority to assign cases to private outside counsel. These costs are Actual Actual Actual Actual Budget also reimbursed by the state at a rate of 30%. To reduce the impact of the state’s reduction to Local Govt Fund$ 35.1 $ 35.1 $ 35.2 $ 35.3 $ 35.0 its rate of reimbursement, the County began to reduce the caseload assigned to outside counsel % Change 0.9% 0.0% 0.3% 0.3% -0.8% by assigning more cases to the County’s Public Defender. This action along with an adjustment Local Govt Fund Rev Asst$ 3.5 $ 3.5 $ 3.5 $ 3.5 $ 3.5 to the assignment of the type of cases referred to the Public Defender (i.e. more capital offense % Change 0.0% 0.0% 0.0% 0.0% 0.0% cases), would provide a greater reimbursement from the State. To further reduce the expense Public Defender$ 4.5 $ 4.8 $ 4.5 $ 4.7 $ 4.7 associated with assigned counsel, the Court of Common Pleas reduced the fee structure for % Change -19.6% 6.7% -6.3% 4.4% 0.0% those cases by 10%. Homestead Exemption$ 37.2 $ 37.2 $ 30.4 $ 33.9 $ 33.9 Other Intergovernmental sources are the Homestead Exemption, the 10% rollback, and the 2.5% % Change 21.6% 0.0% -18.3% 11.5% 0.0% credit as discussed under Tax Reduction Factors in the Property Tax revenue category. The 2007 Other$ 415.5 $ 467.4 $ 495.1 $ 504.1 $ 469.3 receipts to the County were $2.8 million and the 2008 estimate remains the same. % Change 6.8% 12.5% 5.9% 1.8% -6.9% Total $ 495.8 $ 548.0 $ 568.7 $ 581.5 $ 546.4 % Change 7.0% 10.5% 3.8% 2.3% -6.0% Public Assistance Funds

Various entitlement and social service programs ranging from food stamp & Medicaid administration, Figure RA-9: General Fund Revenue Trend children and family preservation services, senior citizen services, child-care assistance and job training/retraining services receive funding in part via intergovernmental revenues. (See Figure RA-10) The Ohio Department of Job & Family Services establishes the maximum reimbursement IIV-8V-8 Revenue Analysis Intergovernmental level by State and Federal governments for program and administrative costs on a State Fiscal Year (SFY) beginning July 01, and ending June 30. As required by law, a separate fund called Public Assistance Intergovernmental Revenue the “Public Assistance Fund” tracks the fi nancial activity of most sources of Intergovernmental 2004-2008 Trend revenue for Employment & Family Services. (millions)

$320.0 In 2007, intergovernmental revenue totaled $581.5 million, of which, $290 million or 50% is $307.3 accounted for in the Public Assistance Fund, 13.7% in Mental Retardation, and 5.1% in the $290.1 Health and Human Services levies. In comparison to 2006, revenue for this fund decreased $300.0 $283.4 by 5.6% or $17.3 million in 2007. During 2006, the County was the benefi ciary of one-time $271.9 revenues from the State and is not expected to reoccur in the near future. The absence of excess $280.0 revenues was offset by the amount owed to the County from the prior year for reimbursement of various program expenses that were not received by year-end of 2006. The State allows an $260.0 annual process to reconcile outstanding revenue owed to a county based on its allocation and $237.6 reimbursable expenses. During the year, the County receives monthly advances based on the $240.0 County’s expense forecast submitted to the State. At the end of the State fi scal year, the State reconciles expenses based on programs and their designated revenue to determine whether $220.0 a County is entitled to additional revenue or reconciliation. The state operates on a fi scal year (July to June) while the County operates on a calendar year (January to December). Secondly, $200.0 and most important, is the change in the allocation of Federal and State grant awards mainly 2004 2005 2006 2007 2008 to the TANF allocation. On a nationwide basis the TANF allocation is traditionally underutilized allowing for increases to those counties that are able to increase expenses and draw additional 2004 2005 2006 2007 2008 reimbursement over and above its allocation. Actual Actual Actual Actual Budget Food Stamp$ 6.5 $ 19.5 $ 16.8 $ 12.5 $ 12.6 The 2008 budget for intergovernmental revenue is $546.4 million, of this amount $271.9 million % Change 200.0% -13.8% -25.6% 0.8% in State/Federal funding is designated for various public assistance programs (see Figure RA 8). Title IV-E Training$ 37.0 $ 31.6 $ 31.4 $ 22.1 $ 31.0 The 2008 public assistance intergovernmental revenue is expected to decrease by 6.2% or $18.2 % Change -14.6% -0.6% -29.6% 40.3% million from 2007 actual. Due to budget diffi culties at the State, expenditure reimbursements or TANF/Child Care/Title XX$ 188.0 $ 211.4 $ 245.0 $ 232.0 $ 215.5 allocations to the counties were reduced for 2008 and this trend will be monitored very closely. The budget development for the public assistance funds is based on these allocations and % Change 12.4% 15.9% -5.3% -7.1% reimbursements (set by the State) for expenses that can be verifi ed. As discussed earlier, if FTS Grant Award$ 2.3 $ 3.1 $ 2.0 $ 15.4 $ 2.6 the State has underutilized funds at the end of the fi scal year then the County may receive % Change 34.8% -35.5% 670.0% -83.1% reimbursement for qualifi ed expenditures. This is an annual event and will be the reason for most Medicaid Admin$ 3.1 $ 17.8 $ 12.1 $ 8.1 $ 10.2 changes in revenue trends. % Change 474.2% -32.0% -33.1% 25.9% State Grant Awards$ 0.7 $ - $ - $ - $ - The major revenue by program categories within the Public Assistance Fund are: Temporary % Change -100.0% Assistance to Needy Families (TANF), Title XX Child Care, Income Maintenance, Title IV-E Total $ 237.6 $ 283.4 $ 307.3 $ 290.1 $ 271.9 Administration and Training, Child Care, Food Stamp Administration, Medicaid Administration, and % Change 1.9% 19.3% 8.4% -5.6% -6.3% other various State and Federal Pass-Through grant awards. The TANF allocation reimburses the county for administration and services costs incurred in the operation of the Federal TANF Figure RA-10: Public Assistance Funds Revenue Trend

IIV-9V-9 Revenue Analysis Intergovernmental program totaling $231 million in funding. The Ohio Works First (OWF) main services are in the Prevention, Retention, and Contingency (PRC) program, Administrative reimbursement for Children Services Fund Intergovernmental Revenue Income Maintenance and Federal Social Services, and Employment & Training related services. 2004-2008 Trend Expected reimbursement is $63 million for these employment services. In addition, the Child (millions) Care Development Fund under Title XX supports day care services that are 100% reimbursable and the County expects $122.1 million in qualifi ed expenditures in 2008. $50.0 $47.9

Title IV-E Administration and Training represents about 11.4% of the total public assistance $46.0 intergovernmental revenue. The 2008 estimate of $31 million refl ects a 29.2% increase over 2007 actual. This revenue is established by a reimbursable formula based on the total administrative $40.2 cost for Children & Family services using the percentage of the number of IV-E eligible cases out $42.0 of the total number of cased served annually. $38.0 The remaining categories, Food Stamp & Medicaid Administration, represent for about $22.9 $34.3 $34.1 $34.1 million in allocated revenue to support the local administration of these federally funded programs. $34.0 These revenues are open-ended and reimbursements for expenses are covered 100% up to the Income Maintenance (IM) control allocation. Once the IM allocation is exhausted, 50% of Food Stamp and Medicaid expenses are expected to be covered. Food Stamps and Medicaid are a $30.0 Federal allocation while Income Maintenance is considered a state match. 2004 2005 2006 2007 2008

As seen in chart RA-10, Public Assistance Funds’ Intergovernmental revenue refl ects a 10.2% 2004 2005 2006 2007 2008 overall increase from 2004 to 2008. The transition from 2004 thorough 2006 is marked with Actual Actual Actual Actual Budget a change in practice regarding how expenditures are reimbursed by the State. The State of Fed-Title IV-E Maintenance$ 29.4 $ 22.8 $ 20.1 $ 17.7 $ 19.6 Ohio Department of Jobs and Family Services returned to the method of reimbursement by % Change 3.2% -22.4% -11.8% -11.9% 10.7% allocation from the pre-Welfare to Work era of consolidated partnership agreements. Prior to State Child Protection$ 6.3 $ 8.0 $ 8.4 $ 12.6 $ 9.0 SFY05 expenses had the ability to roll from one allocation up to TANF, however, expenses are % Change 3.3% 27.0% 5.0% 50.0% -28.6% now restricted to a particular allocation for reimbursement. In most cases, once each allocation is Federal Grant Allocation$ 1.7 $ 1.6 $ 4.4 $ 1.7 $ 2.4 exhausted, there may not be other revenue sources to access. Revenue is the true gauge when % Change -32.0% -5.9% 175.0% -61.4% 41.2% determining program expansion or reduction. The current trend has allowed local offi cials to Long Term Adoption/Incentive$ 2.5 $ 1.9 $ 1.2 $ 2.3 $ 1.9 expand various or create new services greatly needed in our community. The demand for public % Change 38.9% -24.0% -36.8% 91.7% -17.4% assistance services continues to grow due to the continued economic stagnation of Cuyahoga State Grant Allocations$ 0.3 $ - $ - $ 13.6 $ 1.2 County as well as its surrounding communities. However, the County must continually monitor % Change -25.0% -100.0% -91.2% the revenues from State and Federal sources needed to meet this demand. Diffi cult choices will Total $ 40.2 $ 34.3 $ 34.1 $ 47.9 $ 34.1 be made in the years ahead if the local economy does not improve substantially. % Change 2.3% -14.7% -0.6% 40.5% -28.8%

Children Services Fund Figure RA-11: Children Services Fund Revenue Trend

The Children Services Fund is an account separate from the public assistance funds, necessary to isolate direct expenses relating to the board & care of children under County custody. Total IIV-10V-10 Revenue Analysis Intergovernmental intergovernmental revenue is budgeted at $34.1 million for 2008, although this represents a mere 6.2% of all intergovernmental revenue. (See Figure RA-11.) This represents 40% of the total Mental Retardation Fund Intergovernmental Revenue revenue to support the projected expenditures of $85.2 million for 2008. Overall, total revenues 2004-2008 Trend (including general fund subsidy) of $79.1 million are projected to be 15.8% lower than 2007 (millions) revenue. This is due to the receipt of reimbursable expenditures from 2006 in calendar year $93.6 2007. Title IV-E Maintenance revenue is the largest source at 53.8%, or $18.9 million of the total. $100.0 Since the $32.5 million high received in 2002, this revenue source has continually declined. IV-E $90.0 $81.6 $82.5 is driven by program eligibility. As a reimbursable revenue source, the rate is determined by the $79.5 State based on the annual reports of IV-E eligible expenses submitted by the network providers. $80.0 The State in turn reimburses the County based on the lower of the actual cost to provide the $67.7 service or the set reimbursable rate. $70.0

The State Child Protection Allocation (SCPA) represents 26.3% of the Children Service Fund’s $60.0 revenue. This allocation has shown consistent growth since 2003. The various federal grant $50.0 allocations have also increased since 2003. There have been fl uctuations over the last few years, however, this revenue source is estimated to decrease 3.5% from 2007 at $12.6 million. $40.0 However, the Long-Term Adoption and Incentive allocations have increased slightly year to year. The 2008 estimate for this source is $2.7 million, an increase of $1.6 million over 2007. $30.0 2004 2005 2006 2007 2008 Mental Retardation and Developmental Disabilities 2004 2005 2006 2007 2008 The County Board of Mental Retardation and Developmental Disabilities’ revenue represents 12.4% Actual Actual Actual Actual Budget of Intergovernmental revenue on an All Funds basis. The 2008 estimate for Intergovernmental is Federal-Title XX$ 1.1 $ 0.8 $ 1.1 $ 1.1 $ 0.9 $67.7 million, which is 14.8% less than 2007 receipts of $79.5 million. This agency receives 97.1% % Change -7.5% -27.3% 37.5% 0.0% -18.2% of this revenue category in either State funding or Federal pass-through, 1.3% in Federal aid, with Federal / State $ 79.2 $ 91.5 $ 80.1 $ 77.2 $ 65.7 the remaining 1.6% from various local reimbursements and other sources. Federal/State grant % Change 114.1% 15.5% -12.5% -3.6% -14.9% awards are expected to decline by 14.9% from $77.2 million to $65.7 million. The majority of this Local Reimbursement$ 1.1 $ 1.2 $ 1.2 $ 1.2 $ 0.9 funding comes from the Ohio Department of MRDD and the Ohio Department of Education for % Change -5.9% 9.1% 0.0% 0.0% -25.0% various children services, community & residential services and transportation services. Direct TFTS-Early Start$ 4.6 $ 3.8 $ - $ - $ - federal funding, mainly Title XX Social Security Block Grant and Title XIX Medicaid, represent % Change 21.1% -17.4% -100.0% only $0.9 million of the 2008 intergovernmental revenue. With the shrinking economy and Other $ 0.2 $ 0.2 $ 0.2 $ 0.2 $ 0.2 economic constraints, human service agencies have been forced to search for alternate revenue % Change 156.4% 0.0% 0.0% 0.0% 0.0% sources. The primary funding sources for adults have been federally administered programs. Total $ 81.6 $ 93.6 $ 82.5 $ 79.5 $ 67.7 The local reimbursements category includes various donations and grants provided locally, as % Change -2.5% 14.7% -11.9% -3.6% -14.8% well as various fees for reimbursements of services. These revenues will remain steady, $1.1 million in 2007 and $1.2 million in 2008. It should be noted that the Early Start grant is no longer Figure RA-12: Mental Retardation Fund Revenue Trend administered by the MRDD Board as of June 2006. This function was transferred to the Offi ce of Early Childhood for 2007 and beyond.

IIV-11V-11 Revenue Analysis Intergovernmental

Child Support Enforcement Agency for 2006 programs expenditures. Funding is provided because of the Workforce Investment Act (WIA) of 1998 and is a part of the Partnership Agreement between Ohio Department of Job and The Cuyahoga Support Enforcement Agency (CSEA) expects to receive $30.3 million in Family Services and Cuyahoga County. Intergovernmental revenue for 2008. The revenue is expected to increase by $3.1 million or 11.4% over the $27.2 million in 2007. The 2008 budget includes the hiring of additional staff Community Development to address production issues within the agency and maximize reimbursable expenses. CSEA receives the majority of their revenue based on a federal reimbursement rate of 66% of eligible The County receives funds from the federal government under the Community Development expenses. The agency submits a quarterly expense forecast to the State then requests a monthly Block Grant (CDBG) Program, Home Partnership, and Emergency Shelter Grant to revitalize drawdown based on the actual expense reported for each month. This process is reconciled at neighborhoods and promote growth. Funds are made available to communities via a competitive the end of each quarter and adjustments are made as necessary at the end of the fi scal year a process, loans are made to rehabilitate single, and multi family residential units, renovate fi nal cash closeout is performed to review if the agency was under or over advanced funding. storefronts, and provide assistance to businesses creating and/or retaining jobs. The County In addition, CSEA receives a state allocation, as well as incentive dollars resulting from meeting has a letter of credit upon which it can draw to provide these services. Adjustments to the federal performance indicators. Over the years, CSEA has been self-suffi cient (i.e. no local County’s letter of credit under the block grant are made annually, based on a calendar year cycle. subsidy required). Revenue is received on a reimbursement basis for actual expenditures, from loan repayments, and program income. The fl uctuation in revenue is based on the expenses incurred during that Department of Workforce Development year and actual receipt of reimbursement. Revenue for calendar year 2008, projected at $16.3 million, is established by the value of the current grant awards. The Department of Workforce Development serves as an economic development catalyst, promoting not only a strong workforce, but also strengthening the community’s ability to meet The County also receives grant funding from the United States Department of Housing and Urban the productivity challenges in the workplace. This department has replaced the Jobs Training Development (HUD). Funds are made available to communities through a competitive process Partnership Act (JTPA) program, to support the private sector through education and training and are used for the expressed purpose of supporting homeless. The program funds projects opportunities of this county’s workforce. The County anticipates $9.7 million in funding to that will fi ll gaps in locally developed systems to assist homeless persons in the move to self- support programs for the purpose of establishing/maintaining education and training systems suffi ciency and permanent housing. The 2008 grant award is budgeted at $12.6 million. that prepare youth, dislocated workers, and under-skilled adults for sustainable employment. This represents an increase of 13% or $1.5 million when compared to 2007 actual. Similar to the public assistance funds, the slight drop was due to the State reimbursing the County in 2007

IIV-12V-12 Revenue Analysis Charges for Services INTRODUCTION Charges for Services by Fund Type Charges for Services funding have grown steadily over the last fi ve years. Charges for services 2004-2008 Trend are expected to be $279.2 million, a $10 million increase over the 2007 actual of $269.2 million. (millions) The majority of the increase is in the Internal Services Funds, specifi cally Centralized Custodial and the Information Services Center. (See Figure RA-14) $300.0 $279.1 $269.2 General Fund $248.4 $260.0 In the General Fund, Charges for Services accounts for $58.9 million of the total $279.1 million estimated for 2008. (See Figure RA-14) The 2008 GF revenue will decrease by $6 million or $220.0 9.2% from $64.9 million in 2007. The decrease is refl ected as follows: Indirect Cost dropped by $169.3 $170.1 99% to $9.8 million; Conveyance Fees dropped 12.1% to $16.5 million; Recorder Fees decreased $180.0 19.2% to $3.4 million. These reductions, however, are offset by growth in Treasurer/Auditor fees by 3.2% and a slight increase in Title IV-D revenues. The Title IV-D reimbursements represent $140.0 contracted services provided to the Cuyahoga Support Enforcement Agency by Juvenile Court, Prosecutor, Domestic Relations, and Treasurer for legal services in support of their child support $100.0 cases. The 2008 estimate for these service departments is expected to be $7.5 million, based on 2004 2005 2006 2007 2008 the projected level of eligible Title IV-D reimbursable expenses. 2004 2005 2006 2007 2008 Various fees collected by elected offi cials, including the Auditor’s real property transfer tax and Actual Actual Actual Actual Budget fee estimated at $16.5 million, are included here. The County currently levies an unvoted 3.0 mill real property transfer tax that was enacted in 1985 pursuant to a Board resolution. This tax General Fund$ 68.2 $ 64.3 $ 58.0 $ 64.9 $ 58.9 is in addition to the 1.0 mill real property transfer fee imposed by the Ohio Revised Code. If real % Change 4.5% -5.7% -9.8% 11.9% -9.2% property were to be sold, for example, for $100,000, the fee paid to the County would be $400 Special Revenue Funds$ 20.6 $ 22.3 $ 26.3 $ 27.4 $ 26.5 ($100,000 x .004). In 2007, $18.8 million was collected in transfer tax and fees. The decrease % Change 12.8% 8.3% 17.9% 4.2% -3.3% from 2005 is representative of the number of homes being sold and purchased in the area, Enterprise Funds$ 14.7 $ 14.9 $ 18.6 $ 19.8 $ 20.5 but more so the number of commercial properties sold. The 2008 estimate is refl ective of the % Change -3.8% 1.4% 24.8% 6.5% 3.5% anticipated reduction in the number of properties being sold due to higher interest rates. Internal Services Funds$ 65.8 $ 68.6 $ 145.5 $ 157.1 $ 173.2 % Change 8.8% 4.3% 112.1% 8.0% 10.2% Various photocopying, certifying, and registration fees of the County Recorder are included under Total $ 169.3 $ 170.1 $ 248.4 $ 269.2 $ 279.1 Charges for Services. The 2008 estimate of $3.4 million is 19.2% lower than the 2007 receipts % Change 6.4% 0.5% 46.0% 8.4% 3.7% of $4.2 million. The estimate for various Recorder fees decreased based on the assumptions made for estimated Conveyance Fee revenue. The level of refi nancing and the sale of real Figure RA-13: Charges for Services to County Funds estate activity drive the revenue collected countywide. The Treasurer and Auditor assess an administrative fee against the value of the taxes collected.

IIV-13V-13 Revenue Analysis Charges for Services Indirect Costs are reimbursements to the General Fund for administrative services provided by General Fund Charges for Services General Fund departments to other county departments. These services total 38 in number 2004-2008 Trend and include such functions as purchasing, personnel management, and fi nancial management (millions) activities. The 2008 estimate of $10 million is 70.1% lower than the 2007 actual of $16.7 million. $68.2 The decrease is due to a one-time adjustment in the recovery of administrative expenditures i.e. $70.0 indirect costs for 2007. $64.3 $64.9 Special Revenue $58.1 $58.9 $60.0 The Special Revenue Funds expect a 0.5% increase to $20.6 million in 2007. The largest revenue source in this category is the Delinquent Real Estate Assessment Collection (DRETAC). (See Figure RA-15) Revenue comes from a fee charged to the municipalities for the administration of the delinquent tax collection. The Prosecutor and the Treasurer share in the use of these funds $50.0 to fi nance the collection of delinquent taxes. The 2008 estimate of $4.9 million, identical to the 2007 collection.

The Clerk of Courts collects $5 of the fee charged for an auto or boat titles. This revenue is used $40.0 to fund the administrative costs for this service. The 2008 estimate is $3.5 million and is slightly 2004 2005 2006 2007 2008 less than the 2007 actual of $3.8 million. The decrease is due to a change in the law that allows a person to buy a title outside of their resident county. (Cross County Titling). 2004 2005 2006 2007 2008 Actual Actual Actual Actual Budget The Cuyahoga Support Enforcement Agency collects a 2% administrative fee against support Treasurer/Auditor Fees$ 9.0 $ 9.2 $ 9.6 $ 9.9 $ 9.9 payments that are collected. The 2008 estimate of $4.2 million assumes a small increase over % Change -2.1% 2.2% 4.3% 3.1% 0.0% the 2007actual of $3.8 million. The agency continues to improve its collection efforts and is Recorder Fees$ 8.2 $ 7.7 $ 6.7 $ 5.4 $ 5.4 extremely successful in increasing paternity and support order establishment. Consequently, % Change -24.3% -6.1% -13.0% -19.4% 0.0% this revenue source should continue to grow in subsequent years. Conveyance$ 21.3 $ 24.1 $ 21.4 $ 18.8 $ 18.8 % Change 11.9% 13.1% -11.2% -12.1% 0.0% IVD Reimbursement$ 5.0 $ 6.0 $ 3.7 $ 7.4 $ 5.7 % Change -35.1% 20.0% -38.3% 100.0% -23.0% Indirect Costs$ 19.1 $ 11.8 $ 9.8 $ 16.7 $ 13.3 % Change 43.3% -38.2% -16.9% 70.4% -20.4% Other Fees$ 5.6 $ 5.5 $ 6.9 $ 6.7 $ 5.8 % Change 7.7% -1.8% 25.5% -2.9% -13.4% Total $ 68.2 $ 64.3 $ 58.1 $ 64.9 $ 58.9 % Change 4.4% -5.7% -9.6% 11.7% -9.2%

Figure RA-14: Charges for Services General Fund Trend

IIV-14V-14 Revenue Analysis Charges for Services

Solid Waste collects a waste generation fee, increased to $1.50 from $1.00 per ton in 2007 which is levied on each ton of solid waste generated in Cuyahoga County and buried in Ohio. This Special Revenue Fund Charges for Services revenue is used to implement the Cuyahoga County Solid Waste Management Plan through 2004-2008 Trend programs and services provided to the community. The revenue estimate for 2008 is anticipated (millions) to increase from $2.5 million in 2007 to $3.2 million in 2008 assuming the average collection $26.3 $27.4 $26.5 rate. $25.0 $22.3 Senior and Adult Services is a recognized home health care provider to area seniors. Clients are $20.6 charged based on a sliding fee scale for various personal care services, homemaker services, $20.0 and respite care rendered by department aides. This funding source has been consistent over the last few years. Prior to 2003, this revenue was captured under Intergovernmental Revenues. The 2008 estimate of $1.7 million is based on 2007 actual receipts. As the agency continues to $15.0 develop itself as a major provider of health-care services to the growing senior population, these fees are expected to increase, however, historical patterns show little or no change as of this time. $10.0

$5.0 2004 2005 2006 2007 2008

2004 2005 2006 2007 2008 Actual Actual Actual Actual Budget Delinquent Real Estate Assess$ 5.4 $ 4.7 $ 4.1 $ 6.2 $ 4.9 % Change 31.1% -13.0% -12.8% 51.2% -21.0% Clerk Auto Title Fees$ 4.3 $ 4.1 $ 3.8 $ 3.8 $ 3.5 % Change 1.4% -4.7% -7.3% 0.0% -7.9% Child Support Assessments$ 3.6 $ 3.7 $ 3.5 $ 3.8 $ 4.2 % Change -0.3% 2.8% -5.4% 8.6% 10.5% Solid Waste Disposal Fees$ 2.0 $ 2.0 $ 1.9 $ 3.8 $ 2.9 % Change -18.0% 0.0% -5.0% 100.0% -23.7% Senior Health Care Fees$ 1.6 $ 1.7 $ 1.6 $ 1.7 $ 1.7 % Change -2.4% 6.3% -5.9% 6.3% 0.0% Other Fees 3.7 $ 3.7 $ 5.4 $ 13.8 $ 3.7 % Change 39.6% 0.0% 45.9% 155.6% -73.2% Total $ 20.6 $ 22.3 $ 26.3 $ 27.4 $ 26.5 % Change 13.0% 8.3% 17.9% 4.2% -3.3%

Figure RA-15: Charges for Services Special Revenue Funds

IIV-15V-15 Revenue Analysis Charges for Services

Enterprise & Internal Service Funds Enterprise & Internal Service Funds Charges for Services Other Charges for Services outside of the General Fund are the fees charged by Enterprise 2004-2008 Trends $193.7 Funds. (See Figure RA-16) The 2008 estimate for revenue includes the following: Huntington $200.0 (millions) Park and Justice Center Garages, $4 million; Airport, $0.9 million; Sanitary Engineer, $14.1 $176.9 $164.1 million; and the Cuyahoga Regional Information System (CRIS), $1.5 million. The 2008 total $175.0 revenue for these areas is $20.5 million, which represents a 3.3% increase over the 2007 actual of $19.8 million. Sanitary Engineer adjustments in fees were responsible for continued growth $150.0 of 5.6% from $14 million in 2007 to $14.1 million in 2008. Sewer maintenance rates increased in 2003 and new properties are added to the assessment base continuously. The CRIS has $125.0 continued to lose users for its services since 2005, thereby reducing the fees collected. In 2008 CRIS is expecting a 7.1% decrease in revenue from 2006 actual of $1.4 million. $100.0 $80.5 $83.5

Internal Service Funds are budgeted at $173.2 million, which is a 16% increase over the 2007 $75.0 actual of $157.1 million. These revenues are from agencies providing data processing, facility maintenance, hospitalization coverage, and other services to other county agencies. Other $50.0 services include the county storeroom, garage, communications and postage, printing and copy 2004 2005 2006 2007 2008 services. The 2008 data processing budget of $15.8 million (not including hardware replacement) 2004 2005 2006 2007 2008 increases by $3.1 million due to the major purchase of an enterprise server in 2006. Facility Actual Actual Actual Actual Budget maintenance fees are expected to increase by 3.7% in 2008 to $56.3 million due to increasing Airport Fees$ 0.9 $ 0.9 $ 0.9 $ 0.8 $ 0.9 costs of property management. County telecommunications revenue is expected to increase % Change 0.0% 0.0% -11.1% 12.5% by $1.7 million to $3.9 million while hospitalization revenue will increase by $9.3 million to $90.3 Parking Garage Fees$ 2.3 $ 2.3 $ 3.7 $ 3.8 $ 4.0 million due to negotiated health care increases. With the exception of hospitalization, these % Change 0.0% 60.9% 2.7% 5.3% increases are a result of normal infl ationary costs associated with delivering telecommunications, CRIS Fees$ 1.2 $ 1.3 $ 1.4 $ 1.2 $ 1.5 mail, and printing services. % Change 8.3% 7.7% -14.3% 25.0% Sanitary Engineer$ 10.3 $ 10.3 $ 12.5 $ 14.0 $ 14.1 % Change 0.0% 21.4% 12.0% 0.7% Data Processing Fees$ 14.3 $ 10.8 $ 15.7 $ 12.7 $ 15.8 % Change -24.5% 45.4% -19.1% 24.4% Facility Maintenance$ 43.7 $ 50.5 $ 50.6 $ 54.3 $ 56.3 % Change 15.6% 0.2% 7.3% 3.7% Hospitalization$ - $ - $ 69.8 $ 81.0 $ 90.3 % Change 0.0% 100.0% 11.5% Other Services $ 7.8 $ 6.8 $ 6.4 $ 7.2 $ 7.6 % Change -12.8% -5.9% 12.5% 5.6% Total $ 80.5 $ 83.5 $ 164.1 $ 176.9 $ 193.7 % Change 3.7% 96.5% 7.8% 9.5%

Figure RA-16: Charges for Services Enterprise & Internal Service Funds

IIV-16V-16 Revenue Analysis Other Revenue Sources

Licenses & Permits a maturity of not greater than 180 days, (f) municipal obligations of the State of Ohio or political subdivisions located wholly or partly within Cuyahoga County, (g) bank deposits consisting of This category includes fees from cigarette, marriage, dog and vendor licenses. A cigarette time certifi cates of deposit or savings or deposit accounts with a maturity of no greater than one dealer’s retail license is $30.00 for the fi rst fi ve instances and $25.00 after the fi rst fi ve are sold. year; the County may invest in time certifi cates of deposit at a below-market rate of interest as In addition, all wholesale cigarette vendors pay a $200.00 fee annually. To obtain a cigarette part of a linked-deposit program, (h) STAR Ohio, (i) shares in open-end, no-load money market dealer’s license you must also have a vendor’s license costing $25.00. Marriage licenses are mutual funds, (j) corporate notes with maturities no greater than two years, and (k) foreign notes $40.00. Dog license fees remain $16.00. Ohio law requires a late fee equal to the cost of the with maturities no greater than fi ve years. The County’s investment policies also provide specifi c license. There is no provision in the law to waive this. Dog license fees can be increased by requirements for the diversifi cation of the investments and a maximum maturity of fi ve years. the Board of County Commissioners only when there are insuffi cient resources in the Dog and Revenue from investment earnings is estimated to be $29.1 million for 2008. Kennel Fund to meet expenses and claims. The Board increased this fee in 2003, the fi rst such increase in 10 years. Vendor license fees are $25.00 for the different types. All licenses and Fines and Forfeitures fees in this category except the dog licenses require state legislative action to be increased. The total estimate for 2008 is $1.9 million, slightly higher than 2007 actual of $1.7 million. Online This category includes fees from Juvenile Court, Common Pleas Court, Clerk of Courts, municipal registration, made available in 2005, provides a convenient option to obtain licenses and pay courts and the County Engineer’s Funds. All fi nes and forfeitures require state legislative action fees. It is expected that the collections will remain constant in subsequent years. in order to be to be increased. The estimated amount for 2008 is expected to increase slightly to $14.5 million, compared to actual receipts of $14.3 million in 2007. Investment Earnings Miscellaneous Investments of County funds are governed by the State’s Uniform Depository Law (Chapter 135 of the Revised Code) applicable to all non charter counties. The Treasurer has direct supervision Miscellaneous revenues include rents, refunds, reimbursements, and proceeds from property over all County investments. The Investment Advisory Committee adopted a revised Statement sales, commissions, overpayments, unclaimed monies, aged warrants, workers compensation of Investment Policy on January 19, 1999, with the current version effective January 19, 2006. reserve and others. Miscellaneous revenues are estimated at $31.7 million for 2008 compared Under the Uniform Depository Act and the County’s revised investment policies, investments to actual receipts of $49.7 million in 2007. The reduction to the 2008 estimate is because it may be made in vehicles: (a) U.S. Treasury obligations, (b) federal agency obligations that are excludes one-time adjustments related to the realignment of prior period revenue, sewer notes direct issuances of any federal government agency or instrumentality, (c) repurchase agreements that were converted to bonds, transfer of revenue from grant funds, and reduction based on transacted on a delivery versus payment basis and a maturity of no greater than 30 days, (d) estimated reimbursement. commercial paper with a maturity of not greater than 180 days, (e) bankers’ acceptances with

IIV-17V-17 Fund Budgets Table of Contents Section Page All Funds Types Analysis ...... V-1 Introduction ...... V-1 Total Revenues ...... V-1 Total Expenditures ...... V-2 Total All Funds Balances ...... V-3 General Fund ...... V-5 Revenue ...... V-5 Expenditures ...... V-5 Ending Balance ...... V-6 Health & Human Service (HHS) Levies ...... V-7 HHS Levy Revenue ...... V-7 Special Revenue ...... V-10 Special Revenue Funds ...... V-10 Special Revenue Fund Balance ...... V-10 Public Assistance Fund ...... V-11 Children Services Fund ...... V-13 Workforce Development Fund ...... V-13 Community Development Block Grants ...... V-14 Board of Mental Retardation ...... V-14 Road & Bridge Funds ...... V-15 Categorical Grants ...... V-16 Debt Service Fund...... V-25 Enterprise Fund...... V-27 Internal Service Funds...... V-30 Fund Balances ...... V-31 Fund Budgets

The County receives revenues for the services it provides from a variety of sources. These revenues are segregated into funds which account for all receipts and expenditures. This section addresses the various funds, trends in revenues, expenditures, and ending balances. Graphs and schedules accompany the narratives to assist the reader in understanding the interplay between the funds. Fund Budgets All Funds Types Analysis

Introduction the next largest at 22.3% or $326.9 million. The third largest operating expenditure is General Government at 10.5% or $154.0 million. Cuyahoga County receives revenues from a variety of sources. These receipts and their related expenditures are recorded in a number of separate funds, each defi ned by either its source The All Funds balance is projected to be $265.0 million at year-end 2008, or 18.1% of appropriations. of funding or conditions that govern its use. The sections that follow will discuss the fi nancial This level is below the desired 20% minimum reserve balance of anticipated expenditures. Due status of the various funds by fund type. Fund types used by the County are in accordance to reductions in State funding and a sluggish regional economy, the County budgeted below with governmental accounting standards. Each fund type is defi ned in the “Financial Structure this minimum level. Although the Available Balance is an indicator of fi nancial health, this All and Reporting Relationships” section of the Budget Guide and a defi nition is repeated at the Funds balance incorporates a number of funds designated for specifi c special purposes including beginning of each area. Major fund types used include the General Fund, Special Revenue, Debt special revenue, internal service, and enterprise funds. Therefore, the total All Funds balance Service, Enterprise and Internal Service Funds. is not available for the general operations of County government (See Figure FB-1). General operations are defi ned as expenditures for the overall administration of government services, Analysis in this section focuses on the fund balances and the impact of budget activity on future e.g. the Auditor’s and Treasurer’s responsibilities. The General Fund ending balance for 2008 is balances. The fund balances are usually viewed as the leading indicator of the fi nancial health estimated at 24.7% of anticipated expenditures. (See Figure FB-1 and FB-3.) and stability of County government. This section includes some reference to revenues and expenditures. Information that is more detailed is included in the Revenue Analysis and Program Total All Funds Revenues Budget sections. The 2008 All Funds revenues of $1.51 billion show a 0.2%, or $3.4 million, decrease from 2007 In referring to the fi nancial schedules presented in this section, it should be understood that the actual revenue. There is a projected decrease in Other Intergovernmental revenues, specifi cally “ending balances” are defi ned as the difference between total resources (including beginning for the Children Services Fund and the Board of Mental Retardation and Developmental balance and operating revenues), and total expenditures. The historical information on the Disabilities. Total revenues in 2009 and 2010 are estimated at $1.50 billion annually. schedules identifi ed as “Actuals” captures actual fi nancial activity during the specifi ed year, and the “Ending Balance” refl ects actual cash balance. The “Adjustments to Balance” refl ects Sales and Use taxes saw an increase of $44.8 million or 26.1% over 2007 revenues. This encumbrances or obligations and reserves that are deducted from the cash balance. Therefore, number includes the 0.25% additional tax increase designated for the Medical Mart exhibition the “Available Balance” is the unencumbered and unreserved balance of a fund. center, estimated to generate $43.0 million in 2008. The other sales taxes at 7.5%, are projected to be fl at in comparison to 2007. Transfers between funds are authorized by the Board of County Commissioners and in most instances are budgeted as appropriated expenses. Examples of common inter-fund transfers are An increase of $10.0 million or 3.4% from 2007 is refl ected in the Charges for Services revenues. subsidy payments and internal service charges. Subsidies generally refl ect transfers of General This increase is shown in the Internal Services funds and in particular in the Hospitalization Fund dollars to support activity in other funds. On the fi nancial schedules, they are shown as Self-Insurance Fund. The Hospitalization fund is expected to generate $9.3 million more in 2008 “Other Financing Uses” in the General Fund expense and “Other Financing Sources” in the fund than in 2007. Another $3.1 million in data processing revenues and $2.0 in space maintenance that receives the subsidy. Internal Service Funds receive cash transfers to reimburse these funds revenues are expected over 2007 levels. for services rendered; the transfers post as operating expenditures and revenues in the affected Property tax revenues have increased each year since 2005, but are expected to plateau beginning sub-funds. in 2008. This revenue for 2008 is $366.0 million or 1.3% higher than the 2007 revenues. This year’s increase is projected in the Mental Retardation Fund. This increase of $15.6 million is The “All Funds Types Analysis” examines the combined activity of all fund types budgeted offset by a decrease of $7.7 million in the Health and Human Services levy fund property taxes. and appropriated by the Board of County Commissioners. The $1.46 billion expenditure level authorized for 2008 captures the broad range of governmental activity under the budgetary Miscellaneous revenues are lower in 2008 than 2007 by $18.0 million. Of this decrease, $10.6 authority of the Commissioners. The provision of Social Services is the primary function of million results from the one-time sale of the Metrohealth property in Richmond Heights in 2007. County government, using 44% of available resources, i.e. $643.5 million. The Judicial area is VV-1-1 Fund Budgets All Funds Types Analysis

2008 Budget - All Funds Trend Analysis Revenues for the Early Childhood fund decrease by $4.4 million. The Prosecutor’s Delinquent (millions) $800.0 Tax Assessment Collection account shows a decrease of $4.6 million, which refl ects the one-time cash transfer from the old Delinquent Tax fund in 2007. These decreases are partially offset by $1,511.6 $1,514.9 $1,518.3 $700.0 $3.0 million of estimated revenue from the anticipated sale of the Youth Development Center in $1,438.2 $1,463.9 $1,457.3 $1,464.0 $1,400.0 $1,403.1 Hudson. $1,306.0 $600.0 $1,227.9 Other Intergovernmental revenues show a decrease of $35.1 million or 8.8% from 2007 levels.

$500.0 The decrease occurs largely in the Public Assistance Fund because of the removal of one-time $1,000.0 moneys ($25.9 million) from the Temporary Assistance to Needy Families (TANF) program.

$400.0 Departments that saw lower revenues in 2008 are Senior and Adult Services ($3.8 million) and

Revenue & Expenditure & Revenue $434.7 Ending Available Balance Ending Available the Executive Offi ce of Health and Human Services ($3.1 million). $380.4 $300.0 $600.0 $345.3 Overall, the All Funds revenues increased $73.4 million from 2006 to 2007 primarily due to $272.4 higher property tax revenues, additional internal services revenues. In 2007, $22.7 million of $265.0 $200.0 2005 2006 2007 2008 2009 the increase resulted from the higher valuation resulting from the six-year reappraisals. Another $11.6 million of this increase is attributed to the change in accounting method for the County’s $200.0 $100.0 hospitalization program to a self-insurance program. A one-time reconciliation of indirect costs is Total Revenue Total Expenditures Available Ending Balance refl ected in the increase ($6.9 million) in 2007 from 2006. For the three year period of 2006-2008 2005 2006 2007 2008 2009 Actual Actual Actual Budget Estimate revenues increased signifi cantly from 2006 to 2008 ($76.8 million). Beginning Balance $267.2 $345.3 $380.4 $434.7 $265.0 Total Operating Revenue $1,306.0 $1,438.2 $1,511.6 $1,514.9 $1,518.3 Total Available Resources $1,573.2 $1,783.5 $1,892.0 $1,949.6 $1,783.3 Total All Funds Expenditures Expenditures Operating Expenditures $1,227.9 $1,403.1 $1,457.3 $1,464.0 $1,463.9 The anticipated All Funds 2008 operating expenditures of $1.464 billion are a 0.5% increase or Total Expenditures $1,227.9 $1,403.1 $1,457.3 $1,464.0 $1,463.9 $6.8 million more than 2007 actual expenses of $1.457 billion. The major components of the 2007 budget increase include a three percent reduction that was applied to the General Fund Ending Cash Balance $345.3 $380.4 $434.7 $485.6 $319.4 agencies. The Health and Human Service levy funded agencies received a $7.0 million, or 2% Less Adjustments to Balance reduction in addition to a three percent cut. Total operating expenditures in 2008 and 2009 are Gateway Bond Guarantee $0.0 $0.0 $0.0 -$3.3 $0.0 estimated to be $1.464 and $1.460 billion, respectively. Shaker SquareBond Guarantee 0.0 0.0 0.0 -0.1 0.0 Myers University Loan Guaranty 0.0 0.0 0.0 -0.5 0.0 Exhibition Center Reserve 0.0 0.0 0.0 -43.0 -43.0 9 The Social Services area at $643.5 million accounts for 44% of total County expenditures, Voted Jail Debt Reserve 0.0 0.0 0.0 -3.2 -1.6 the largest expenditure area. This area shows a decrease of $13.6 million due to the bud- Whiskey Island Purchase Reserve 0.0 0.0 0.0 -2.2 0.0 27th Payroll Reserve 0.0 0.0 0.0 -7.6 -1.9 get reductions. The decrease is partially offset by an increase in the Mental Retardation Automation Reserve 0.0 0.0 0.0 -0.5 -0.5 and Developmental Disabilities Fund. Public Asst. Revenue Adjustments 0.0 0.0 0.0 0.0 0.0 9 In the Judicial area, 2008 expenses ($326.9 million) shows a 2.3% increase over 2007’s Settlement Order Reserve 0.0 0.0 0.0 -4.7 0.0 Carryover Encumbrance 0.0 0.0 0.0 -155.5 0.0 levels ($319.4 million). These numbers are higher due to an expansion of services for the Total Adjustments to Balance $0.0 $0.0 $0.0 -$220.6 -$47.0 County Coroner and lower than anticipated spending for Common Pleas and the Court of Total Available Ending Cash Balance $345.3 $380.4 $434.7 $265.0 $272.4 Appeals at the end of 2007.

Balance to Expenditures % 28.1% 27.1% 29.8% 18.1% 18.6% 9 General Government’s 6.5% decrease from $164.8 million to $154.0 million refl ects the three percent reduction. Figure FB-1: All Funds Trend Analysis

VV-2-2 Fund Budgets All Funds Types Analysis 9 Development shows an increase of $3.0 million or 7.2% from 2007. This increase is real- ized in Homeless Services from higher level of grants from the Community Development Block Grant moneys. All Funds Ending Balances by Fund (millions) 9 The Health and Safety expenditures are projected to be 6.0%, or $500,000, higher than 2007’s level. This increase refl ects a $2.0 million increase for the Wireless 9-1-1 Govern- ment Assistance Program. $200.0 9 Public Works expenses increase by $7.9 million primarily due to the variability of the Coun- $140.20 ty Engineer’s capital project plan. $150.0 9 Debt services show an increase of $8.2 million due to payments related to the issuance of

$168 million in general obligation bonds. $67.20 9 The Miscellaneous spending category shows an increase of $4.1 million refl ecting an in- $100.0 crease in the estimate for Workers’ Compensation. $37.10 $50.0 $17.40 $3.10 Total All Funds Balances $0.0 The Available Ending Balance is calculated as follows: General Special Debt Enterprise Internal Fund Revenue Service Fund Service Total Available Resources - Total Operating Expenditures - Adjustments to Balance = Available Fund Fund Fund Ending Balance. 2005 2006 2007 2008 2009 In 2007, the ending cash balance was $434.7 million and the 2008 ending cash balance is Actual Actual Actual Budget Estimate projected to be $265.0 million. The Available Ending Balance takes into account $220.6 million in General Fund $175.10 $160.00 $178.70 $140.20 $134.70 Adjustments to Balance which include $155.5 million in prior year obligations, $3.9 million in bond Special Revenue Fund $102.10 $142.10 $181.00 $67.20 $75.00 guarantees, $10.6 million for various reserves, and $7.6 million for the 27th payroll obligation. Debt Service Fund $3.30 $4.30 $9.50 $3.10 $0.30 With fl at-budgeted reserves and other outstanding obligations, the fund balance is projected to Enterprise Fund $10.00 $12.30 $14.60 $17.40 $21.50 be 18.1% or slightly less than the targeted 20% balance. The County will need to monitor closely Internal Service Fund $55.00 $61.70 $51.00 $37.10 $41.00 Total $345.50 $380.40 $434.80 $265.00 $272.50 revenue and expenditures to maintain a healthy cash balance. Figure FB-2: All Funds Ending Balances by Fund The All Funds operating revenues exceed operating expenditures by $50.9 million. However, if the estimated $43.0 million of tax revenues set aside for a medical exhibition center is removed, the cash surplus is slight. This slight operating balance will be challenging to maintain in the fund type. For 2008, the General Fund ending balance is $140.2 million compared to the total All future. Any program expansion will need to be funded by non-County sources. The County will Funds balance of $265.0 million. The Special Revenue funds are budgeted with a $182.8 million need to continue showing restraint in its spending due to the fl at revenues that are forecasted. ending surplus. The Special Revenue, Debt Service, Enterprise, and Internal Service Funds by Departments will be tested to fi nd ever more effi cient means of using their moneys. defi nition may be used only for those designated purposes; the General Fund is the only fund that can be used for general government operations. A conservative approach is used to develop future years’ projections. The parameters used allow for a three percent infl ationary growth in certain expenditures including contracts and other operating expenditures. The revenues are generally assumed at the same levels unless there is a known growth or reduction factor. A review of Figure FB-2 identifi es the All Funds balances by

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VV-4-4 Fund Budgets General Fund

General Fund bulk of this increase is expected in Sales Taxes ($44.8 increase) and Other Intergovernmental revenues ($3.9 million). Sales Taxes will be higher by $43.0 million because of the 0.25% tax The General Fund is the primary operating fund of the County. It includes the resources for all increase to fund a medical exhibition center. Another $3.0 million of revenues are expected from entities budgeted by the Board of County Commissioners except those that have a dedicated the sale of the Youth Development Center. Aside from the additional exhibition center-related funding source. Resources of the General Fund cover a wide range of services that county tax revenue, the Sales Tax revenues follow the relatively fl at levels of the past few years. The government is responsible for providing to its citizens. This includes services directly under 2008 estimate for Investment Earnings is $4.0 million lower than 2007 actual revenues. Property the supervision of the Board of Commissioners, as well as those provided under other elected taxes are forecasted to decrease gradually from $20.2 million in 2007 to $14.5 million in 2009. offi cials and some appointed boards and commissions. Miscellaneous revenues are lower than last year by $7.5 million due largely to the removal of one-time revenues from the sale of the MetroHealth property in Richmond Heights. The condition of the General Fund is one of the most signifi cant indicators of the County’s fi nancial health. Many of the County’s fi nancial policies, outlined in the Budget Guide Section of General Fund Expenditures this document, are structured to guide decisions that preserve the healthy status of the General Fund. Key policies direct current year activities be funded with current year revenues and that Activity from 2005 to 2007 an available balance will be maintained in the General Fund at a minimum of 20% of the annual From 2005 to 2007, General Fund expenditures increased $23.6 million or 7.5%. A large spike in appropriation level. This policy regarding reserve funds is important in order to ensure continuity spending occurred in 2006 in the Judicial area because of health insurance costs and controlled of services as well as to protect the County’s credit rating. The 2007 actual available balance of services reconciliation ($14.3 million). Higher contract and other operating costs drive the $146.1 million, or 42.9% of total expenditures, greatly exceeded the 20% minimum goal. The increase in General Government. projected available balance for 2008 is 30.7% of total expenditures and for 2009 is 27.9%. The Other reasons behind this increase include: available balances for future years decrease due to infl ationary living increases with conservative 9 Increases in General Fund support to social services agencies as well as health and safety revenue estimates. Future projections do not take into account the cost of fi nancing new areas. programs or program expansions. As a note, last year this section included activity for the Health 9 Higher debt service payments and related contracts. and Human Services levies; this year the General Fund and levy activity is separated. 9 Creation of economic development programs designed to improve the region’s vitality. 9 Increase in elections-related contracts, postage, and other expenses. General Fund Revenues 9 Hires for expanded programming and salary adjustments. 9 Countywide hardware and software upgrades plus technological consulting. Revenue has increased by $57.5 million or 17.3% from 2005 to the 2008 budget. This growth is 9 Additional building maintenance charges, data processing, and County administrative largely due to increases in Sales Taxes ($47.6 million), Investment Earnings ($9.9 million), and costs. Fines and Forfeitures ($4.1 million). There has been a decrease over the period in Charges for 9 Auditor assessment increases of $2.0 million due to the sexennial residential appraisal. Services, where a $5.4 million decline is anticipated. In addition, the Property Tax revenues show a steady decline from 2005 of $3.1 million. Activity from 2008-2010 For 2008, expenditures for the General Fund are budgeted at $345.9 million. The expenses Activity from 2005 to 2006 are less than one percent higher than 2007 expenditures at $340.3 million. Small increases are Revenues increased $3.7 million in 2006 largely because of a boost in Investment Earnings. projected for controlled services and health insurance for these years. Revenues from Fines and Forfeitures and Miscellaneous revenues also increased in 2006. Charges for Services revenues decreased by $6.3 million in 2006 due to the removal of one-time The General Fund subsidies to other funds include the following: reconciliation for indirect costs in 2005 and a reduction in property conveyance fees. 9 Debt Service accounts - $8.2 million 9 Brownfi elds Revolving Loan Fund - $2.0 million Activity from 2007 to 2008 9 Certifi cate of Title Administration - $1.9 million General Fund revenues are expected to increase by $25.9 million (7.1%) to $389.1 million. The 9 County Planning Commission - $1.5 million

VV-5-5 Fund Budgets General Fund

2008 Budget - General Fund Operating - Trend Analysis The total amount of subsidies to other funds for 2008 is $16.1 million, as shown in Figure FB-3. (millions)$500.0 In 2009, the General Fund expenditures stay relatively fl at, increasing only to $347.4 million, refl ecting anticipated growing health insurance costs and other infl ationary impacts. Specifi cally, $400.0 $389.1 $383.4 $363.2 costs for judicial agencies increase by $3.1 million. The difference between the 2010 expense $347.4 $335.3 $347.9 $345.9 $331.6 $316.7 $340.4 estimate and the 2008 budget is $7.9 million or 2.4% also due to increases in health insurance. $300.0 The 2009 subsidies to the boards will be re-evaluated based on the availability of resources.

$200.0 General Fund Ending Balance Revenue & Expenditure The County’s budgetary policy is to maintain a minimum of 20% of the anticipated annual $146.1 $100.0 $135.9 $123.3 expenditures as an available ending cash balance to ensure fi scal viability in the future while $106.3 $96.9 assuring essential services are maintained. The 2008 budget allows for a 24.7% ending cash $0.0 2005 2006 2007 2008 2009 balance.

Total Available Resources Total Expenditures Available Ending Balance The 2008 revenue estimate of $389.1 million, added to the projected available beginning cash 2005 2006 2007 2008 2009 balance of $146.0 million, yields total available resources of $535.2 million. Assuming $345.9 Actual Actual Actual Budget Estimate Beginning Balance $121.0 $135.9 $123.3 $146.1 $106.3 million in expenditures and $82.9 million in Adjustments to Balance, the fund projects an Ending Total Operating Revenue $331.6 $335.3 $363.2 $389.1 $383.4 Balance of $106.3 million. The Adjustments to Balance of $83.0 million include $21.2 million in Total Revenue $331.6 $335.3 $363.2 $389.1 $383.4 prior year obligations, $3.3 million in bond guarantees, $10.6 million for various reserves, and Total Available Resources $452.6 $471.2 $486.5 $535.2 $489.7 $7.6 million for the 27th payroll obligation. Expenditures Operating Expenditures $294.7 $329.8 $326.7 $329.8 $333.1 The County seeks to keep expenditures to the budgeted level in order to maintain an acceptable Other Financing Uses $22.0 $18.1 $13.7 $16.1 $14.3 Total Expenditures $316.7 $347.9 $340.4 $345.9 $347.4 fi nancial position. Over $243.0 million or 62.5% of all revenues are affected by local economic fl uctuations (Sales and Use Tax and Investment Earnings). Based on projected revenue and Ending Cash Balance $135.9 $123.3 $146.1 $189.3 $142.3 expenditure patterns, the ending balance percentage will decrease from 30.7% in 2008 to 27.9% Less Adjustments to Balance in 2009 and 21.5% in 2010. This decrease refl ects infl ationary spending with markedly decreasing Gateway Bond Guarantee $0.0 $0.0 $0.0 -$3.3 $0.0 property tax revenues ($11.9 million drop from 2008 to 2010). Shaker SquareBond Guarantee 0.0 0.0 0.0 0.1 0.0 Exhibition Hall Reserve 0.0 0.0 0.0 -43.0 -43.0 Myers University Loan Guaranty 0.0 0.0 0.0 -0.5 0.0 Expenditure levels and revenue patterns are examined on a continuous basis to achieve the Whiskey Island Reserve 0.0 0.0 0.0 -2.2 0.0 budget balances also refl ected in Figure FB-3. The County will continue to monitor sales tax 27th Payroll Reserve 0.0 0.0 0.0 -7.6 -1.9 Automation Reserve 0.0 0.0 0.0 -0.5 -0.5 performance, other revenues affected by the economy, and budget changes at federal and state Settlement Order Reserve 0.0 0.0 0.0 -4.8 0.0 levels. Based on the performance of these revenues, expenditure budgets may be modifi ed later Carryover Encumbrance 0.0 0.0 0.0 -21.2 0.0 in the year. In addition, the fi scal impact of health care and welfare reform on public health, human Total Adjustments to Balance $0.0 $0.0 $0.0 -$83.0 -$45.4 services, mental health, and substance abuse services is constantly changing. Therefore, these Available Ending Balance $135.9 $123.3 $146.1 $106.3 $96.9 factors necessitate a conservative approach in the decisions the County makes on a daily basis.

GF Balance to Expenditures % 42.9% 35.4% 42.9% 30.7% 27.9% The County must continue to examine its operations and critically evaluate the methods used to deliver services to citizens as well as maintain fi nancial strength.

Figure FB-3: General Fund Operating Trend Analysis

VV-6-6 Fund Budgets General Fund Health and Human Service (HHS) Levies

The two Health and Human Services levies support community-based health services, mental 2008 Budget - Human Services Levy Fund - Trend Analysis (millions) health wellness, and substance abuse recovery, and child adoption programs. The larger entities that are funded through the levies are MetroHealth system, the Children Services Fund, Children $300.0 and Family Services, the Mental Health Board, Senior and Adult Services, and Employment and

Family Services. $225.7 $229.8 $222.2$220.9 $222.2 $218.3

$192.8 $196.8 $199.3 HHS Levy Revenues $200.0 $169.5 Revenues from the 4.9 mill levy have remained fl at from 2005 to 2008, whereas the 2.9 levy revenues have increased from $58.5 million to $86.2 or 47%. The increase refl ects the impact of Revenue & Expenditure & Revenue the reappraisals on the property tax revenues. The 2.9 mill replacement levy was approved by the $100.0 voters in the 2006 General Election, allowing for maintenance of these social services.

Beginning in 2006 expenses for several County departments were transferred from the General $37.8 Fund to the HHS levy funds. These changes help take advantage of the public’s support of the $39.2 $36.7 $32.6 $33.9 social services programming as well as help to stem the dwindling of the General Fund cash $0.0 balance. All programs were thoroughly reviewed to determine the appropriateness of changing Total Available2005 Resources 2006Total Expenditures 2007Available 2008 Ending Balance 2009 the funding source to the HHS levies. 2005 2006 2007 2008 2009 HHS Expenditures 2005-2007 Actual Actual Actual Budget Estimate With the transfer of formerly General Fund supported programs in 2006, HHS expenditures grew Beginning Balance $15.9 $39.2 $36.7 $32.6 $33.9 Total Operating Revenue $192.8 $196.8 $225.7 $222.2 $222.2 from $169.5 million in 2005 to $220.9 million or 30.3%. Some of the major new expenses in 2006 Total Revenue $192.8 $196.8 $225.7 $222.2 $222.2 were for Justice Affairs’ Youth and Treatment Services, Juvenile Court-related expenses, and the Total Available Resources $208.7 $236.0 $262.4 $254.8 $256.1 Integrated System of Care program. The subsidies for MetroHealth, Alcohol and Drug Addiction Services, and the Community Mental Health Board increased with the additional levy revenues. Expenditures Operating Expenditures $69.3 $73.1 $79.2 $78.0 $67.8 These increases were offset by a one-time reduction in the Children Services Susbsidy Fund of Other Financing Uses $100.2 $126.2 $150.6 $142.9 $150.5 $27.0 million. Total Expenditures $169.5 $199.3 $229.8 $220.9 $218.3

In 2007, expenses increased by $20.6 million or 9.8%. This increase refl ects $17.0 million to Ending Cash Balance $39.2 $36.7 $32.6 $33.9 $37.8 Children Services-related programming from the levy fund. Increases to Senior and Adult Services Total Adjustments to Balance $0.0 $0.0 $0.0 $0.0 $0.0 for expanded programming that were offset by decreases to MetroHealth and the Integrated Available Ending Balance $39.2 $36.7 $32.6 $33.9 $37.8 System of Care. Activity in 2007 necessitated a $4.1 million draw down of HHS Levy cash reserves. Overall, the levies are projected to end the year with a cash balance of $32.6 million. GF Balance to Expenditures % 23.1% 18.4% 14.2% 15.3% 17.3%

Expenditures decrease by 3.9% in 2008. However, the levy fund is projected to end the year in an operating surplus if expenses remain at the current level. Figure FB-4: Human Services Levy Fund Trend Analysis

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VV-8-8 Fund Budgets

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VV-9-9 Fund Budgets Special Revenue Funds

Special Revenue Funds 2008 Budget - Special Revenue Fund Trend Analysis (millions) Special Revenue Funds are established and maintained to account for resources designated for specifi c purposes. The “Special Revenue Funds” category include grants for a targeted activity, $856.2 state or federal allocations for a particular program, or tax collections supporting a designated $900.0 $181.0 area. County fi nancial policies dictate that expenditures from these funds be limited to the $824.8 $818.6 $190.0 $812.1 mandates or direction of the funding source, and cannot be used to subsidize other funds, except $817.3 $810.3 $810.8 $170.0 as required or permitted by program regulations. Each Special Revenue Fund is designated $142.1 $784.8 $768.9 by a “sub-fund” in the County’s accounting system that carries its own name, number, separate $800.0 $150.0 accounting entries and relevant fi nancial reports. $727.5 $130.0 Revenue & Expenditure & Revenue Ending Available Balance Ending Available The major classifi cations of Special Revenue Funds are included in this section. The 2008 $110.0 Human Service area’s activity, recorded in the Public Assistance Fund, is the largest segment $700.0 $102.1 of Special Revenue Funds (42.9%) with an expenditure budget of $347.9 million. The Board of $90.0

Mental Retardation’s funds comprise the second largest segment with an expenditure level of $75.0 $70.0 $184.7 million (22.8%). The Judicial Services and Development program areas together use $67.2 another $109.9 million or 13.6% of all Special Revenue Fund expenditures. $600.0 $50.0

County fi nancial policy dictates that activity (expenditures) in these funds should be limited to the funding level that the grant or allocation supports. In addition, County dollars are used to 2005 20062005 2007 2006 2007 2008 2008 2009 2009 Actual Actual Actual Budget Estimate supplement the funds when a match is required or when the County specifi cally elects to provide Beginning Balance $60.7 $102.1 $142.1 $181.0 $67.2 a non mandated or enhanced service level. The above referenced policy statement and others Operating Revenue $654.0 $689.7 $701.0 $662.1 $662.9 are incorporated in the “Financial and Budgetary Policies” portion of the Budget Guide. Other Financing Sources $114.9 $135.1 $155.2 $150.0 $155.7 Total Revenue $768.9 $824.8 $856.2 $812.1 $818.6 When County General Fund dollars are added to the resources of a Special Revenue Fund, they Total Available Resources $829.6 $926.9 $998.3 $993.1 $885.8 are transferred out of the General Fund. These transfers occur with County Commissioners’ Expenditures approval, generally through the mechanism of an operating transfer. Transfers, often referred to Operating Expenditures $727.5 $784.8 $817.3 $810.3 $810.8 as “subsidies,” are shown on the General Fund statement as “Other Financing Uses” and on the Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 Special Revenue statement as “Other Financing Sources.” Schedule III includes a listing of the Total Expenditures $727.5 $784.8 $817.3 $810.3 $810.8 General Fund subsidies to various Special Revenue Funds. Ending Cash Balance $102.1 $142.1 $181.0 $182.8 $75.0

Special Revenue Fund Balance Adjustments to Balance 0.0 0.0 0.0 -115.6 0.0 Total Adjustments to Balance $0.0 $0.0 $0.0 -$115.6 $0.0 The 2007 Ending Balance for the Special Revenue Funds was $181.0 million or 22.1% of expenditures for that year. For 2008 operating revenues decrease by $38.9 million or 5.6% from Available Ending Balance $102.1 $142.1 $181.0 $67.2 $75.0

2007. The largest decrease is seen in Other Intergovernmental Revenues. In addition, one time Balance to Expenditures % 14.0% 18.1% 22.1% 8.3% 9.3% revenues from Miscellaneous are removed from the 2008 estimate revenues. The projected revenues for 2009 show fl at activity from 2008’s levels. Figure FB-5: Special Revenue Fund Trend Analysis

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VV-11-11 Fund Budgets Special Revenue Funds

Public Assistance Fund 2008 Budget - Special Revenue Fund Trend Analysis (millions) The Public Assistance Fund is maintained to account for the fi nancial activity of the human services departments. The State establishes the amount of federal and state revenue the  County will receive to help fi nance the human services programs. The State formulas used to $181.0 $900.0 allocate these intergovernmental revenues are based on the County’s population and reported    $190.0 service statistics. A General Fund subsidy is budgeted for a sub-fund when the Board of County   

Commissioners establishes appropriation levels higher than the expected intergovernmental $142.1  $170.0 revenue, or when the federal or state government mandates that the County contribute to the  cost of a program. $800.0 $150.0  $130.0 Revenue & Expenditure & Revenue Theoretically, the Public Assistance sub-funds should have a zero balance at the end of the year, Balance Ending Available $110.0 as expenditures should equal the sum of total revenues and General Fund subsidies. In actuality, $700.0 $102.1 these sub-funds do have both positive and negative ending balances. This is due primarily to the $90.0 funding methodology the State uses to apportion money to the County. Generally, there are two $75.0 $70.0 methods. One type stipulates that the County be reimbursed for expenditures that have already $67.2 occurred; this may result in a negative ending balance due to the delay in receiving state funds. $600.0 $50.0 The other type stipulates that funds be allocated to the County in advance of expenditure outlays; this may result in a positive or negative ending balance until reimbursable program costs are reconciled against their funding sources. Normally, this process is not completed until after the 2005 2006 2007 2008 2009 2005 2006 2007 2008 2009 fi rst quarter of the following year. Actual Actual Actual Budget Estimate Beginning Balance $60.7 $102.1 $142.1 $181.0 $67.2 There are fi ve major program areas highlighted within this group of funds. The Executive Offi ce Operating Revenue $654.0 $689.7 $701.0 $662.1 $662.9 of Health and Human Services provides overall administration for Public Assistance. Invest In Other Financing Sources $114.9 $135.1 $155.2 $150.0 $155.7 Children provides programs designed to enhance early childhood development. The Department Total Revenue $768.9 $824.8 $856.2 $812.1 $818.6 Total Available Resources $829.6 $926.9 $998.3 $993.1 $885.8 of Children and Family Services has the responsibility to provide child and family focused programs to citizens at risk of involvement in the child welfare system. Another area is the Department of Expenditures Senior and Adult Services, which provides protective services, in-home health care, and senior Operating Expenditures $727.5 $784.8 $817.3 $810.3 $810.8 Total Expenditures $727.5 $784.8 $817.3 $810.3 $810.8 citizen advocacy services. Finally, Employment and Family Services offers a variety of supportive services designed to create self-suffi ciency within specifi c citizens. Ending Cash Balance $102.1 $142.1 $181.0 $182.8 $75.0

The major funding sources of these funds are Other Intergovernmental and Other Financing Adjustments to Balance 0.0 0.0 0.0 -115.6 0.0 Sources. The largest intergovernmental revenue source for Public Assistance is the Title IV –E Total Adjustments to Balance $0.0 $0.0 $0.0 -$115.6 $0.0 Training at $48.1 million. The next largest source is the Temporary Assistance for Needy Families (TANF), expected to be $39.6 million in 2008. The 2008 budget expenditures of $348.2 million Available Ending Balance $102.1 $142.1 $181.0 $67.2 $75.0 exceed the operating revenues by $72.3 million, thus necessitating a General Fund subsidy of Balance to Expenditures %      $71.5 million. The Public Assistance Funds is projected to end the year with a $9.1 million cash balance and $50.7 million in outstanding encumbrances. Figure FB-6: Public Assistance Fund Trend Analysis

VV-12-12 Fund Budgets Special Revenue Funds

Children Services Fund 2008 Budget -Children Services Fund Trend Analysis (millions) The fund maintains the revenues and expenditures for the board and care of children in paid placements outside of their homes. The main source of revenue the County receives is Federal Title IV–E dollars for reimbursement of board and care expenditures. This funding stream consists $100.0 $93.9 of $34.1 million in Other Intergovernmental revenue and $0.2 million in Miscellaneous revenues. $91.0 $50.0 $86.0 $85.3 $82.8 $83.7 $81.4 The 2007 Ending Balance was $12.7 million. Based on the estimated 2008 budget of $85.3 $20.4 $80.4 $79.0 million and all available revenues, the fund needs a General Fund subsidy of $49.7 million. $30.0 $62.5 From 2006 to 2007, the expenditure level stayed relatively steady for this fund. Accounting for $12.7 $2.4 infl ationary factors, this steadiness parallels the gradual decline in the number of children in foster $50.0 $6.4 $10.0 Revenue & Expenditure & Revenue care. The average number of children in custody during 2006 was 2,667. The year-end 2007 $1.8 Balance Ending Available average number of children in custody is 2,522, continuing the trend of decreasing numbers. The shift in service delivery to a family-centered and community-based approach allows the agency to -$10.0 serve families in their homes. The need to take children into custody is lessened and successful reunifi cation opportunities increase. The agency thus saves dollars formerly spent on board and $0.0 -$30.0 care. 2005 2006 2007 2008 2009

Total Revenue Total Expenditures Available Ending Balance

Workforce Development Fund 2005 2006 2007 2008 2009 Actual Actual Actual Budget Estimate The original estimated 2008 revenues for Workforce Development programs were $11.9 million. Beginning Balance $12.2 $20.3 $2.5 $12.7 $6.4 These revenues are received primarily from the Ohio Department of Job and Family Services and Operating Revenue $35.4 $34.4 $48.0 $34.2 $34.2 TANF. Other Intergovernmental revenues were higher than in 2007 to support programming for Other Financing Sources $55.6 $28.1 $45.9 $44.8 $47.2 Total Revenue $91.0 $62.5 $93.9 $79.0 $81.4 youths and working poor, but have decreased because of reduced allocations from the federal Total Available Resources $103.2 $82.8 $96.4 $91.7 $87.8 government. When the Adjustments to Balance of $5.8 million are considered, this fund has a projected defi cit balance of $8.2 million. Based on current revenue estimates, the expenditures Expenditures Operating Expenditures $82.8 $80.4 $83.7 $85.3 $86.0 will need to be further decreased in future years in order for this fund to become balanced. Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 Total Expenditures $82.8 $80.4 $83.7 $85.3 $86.0

Ending Cash Balance $20.4 $2.4 $12.7 $6.4 $1.8

Adjustments to Balance 0.0 0.0 0.0 0.0 0.0 Total Adjustments to Balance $0.0 $0.0 $0.0 $0.0 $0.0

Available Ending Balance $20.4 $2.4 $12.7 $6.4 $1.8

Balance to Expenditures % 24.6% 3.0% 15.2% 7.5% 2.1%

Figure FB-7: Children Service Fund Trend Analysis

VV-13-13 Fund Budgets Special Revenue Funds

Community Development Block Grants 2008 Budget - MRDD Fund Trend Analysis (millions) The Community Development Block Grant (CDBG) is funded by large federal allocations given to the County, which has discretionary authority on the distribution of funds to fulfi ll the broad $250.0 objectives of this program. The Commissioners’ policy dictates that the CDBG program will $194.2 $191.4 $120.0 $188.7 $191.4 operate within federal guidelines and available funding. Both the Development and the Offi ce $182.9 $184.7 $184.8 $200.0 $175.8 $90.9 of Homeless Services administer the $28.9 million in Block Grant funding from the U.S. Dept. of $165.6 $84.4 $170.1 $100.0 $84.3 Housing and Urban Development. $65.8 $150.0 $80.0 The Block Grant’s 2008 award of $28.9 million consists of $16.3 million to Development and $47.4 $60.0 $100.0 Revenue & Expenditure & Revenue $12.6 million for the Offi ce of Homeless Services. The major programs funded by CDBG include Balance Ending Available

Fair Housing, Emergency Shelter, Lead Hazard Abatement, Home Weatherization Assistance, $40.0

Transitional Housing and Rental Rehabilitation Loans. $50.0 $20.0 Board of Mental Retardation $0.0 $0.0

Collections of the 3.9 mill property tax levy for the Board of Mental Retardation are projected at Total Revenue Total Expenditures Available Ending Balance 2005 2006 2007 2008 2009 $117.5 million for 2008. Other Intergovernmental revenues of $67.7 million and other various 2005 2006 2007 2008 2009 revenues totaling $6.2 million bring 2008 operating revenues to $191.4 million and total Available Actual Actual Actual Budget Estimate Resources to $275.9 million. The authorized spending level for 2007 is $184.7 million and the Beginning Balance $30.1 $47.4 $65.8 $84.4 $84.3 Total Adjustments to Balance totals $6.8 million, thereby leaving the ending balance of $84.3 Operating Revenue $182.9 $194.2 $188.7 $191.4 $191.4 million available for future use. Other Financing Sources $0.0 $0.0 $0.0 $0.0 $0.0 Total Revenue $182.9 $194.2 $188.7 $191.4 $191.4 Total Available Resources $213.0 $241.6 $254.5 $275.8 $275.7

Expenditures Operating Expenditures $165.6 $175.8 $170.1 $184.7 $184.8 Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 Total Expenditures $165.6 $175.8 $170.1 $184.7 $184.8

Ending Cash Balance $47.4 $65.8 $84.4 $91.1 $90.9

Adjustments to Balance 0.0 0.0 0.0 -6.8 0.0 Total Adjustments to Balance $0.0 $0.0 $0.0 -$6.8 $0.0

Available Ending Balance $47.4 $65.8 $84.4 $84.3 $90.9

Balance to Expenditures % 28.6% 37.4% 49.6% 45.6% 49.2%

Figure FB-8: County MRDD Fund Trend Analysis

VV-14-14 Fund Budgets Special Revenue Funds

2008 Budget -Motor Vehicle Gas Tax Fund Trend Analysis Road and Bridge Fund (millions)

Gasoline and automobile license taxes collected in the Road and Bridge Fund are only available $50.0 $43.6 for maintenance, rehabilitation, and construction of County highways and bridges by the County $75.0 $45.0 $38.1 $36.3 $36.5 $36.3 Engineer. Revenues are generated from automobile registrations, gasoline taxes, interest $35.6 $36.1 $35.6 $35.9 $40.0 earnings, and State and municipal reimbursements for project administration. An annual $60.0 $35.0 subsidy to these funds of $0.7 million represents the General Fund’s mandated contribution to $29.0 the Engineer’s Tax Map department. This subsidy increased by $50,000 in 2007 to allow for $30.0 $45.0 infl ation. The Road and Bridge Fund’s ending balance in 2007 was $26.0 million or 89.7% of $25.0 Revenue & Expenditure & Revenue expenditures. In part, the balance represents commitments to outstanding projects. Operating $20.0 Balance Ending Available $30.0 revenues are budgeted at $35.8 million combined with the beginning balance and other fi nancing $19.2 $26.0 $15.0 $19.4 sources, results in Total Available Resources of $62.5 million. The projected expenditures are $10.0 $18.7 $38.1 million and Adjustments to Balance equal $6.1 million, leaving an ending balance of $18.3 $18.3 $15.0 million for 2008. With the nature of construction schedules, these expenditure estimates can $5.0 change and the Engineer can delay construction schedules in the event that revenues fall short. $0.0 $0.0

Total Revenue Total Expenditures Available Ending Balance 2005 2006 2007 2008 2009 2005 2006 2007 2008 2009 Actual Actual Actual Budget Estimate Beginning Balance $27.2 $19.2 $19.4 $26.0 $18.3 Operating Revenue $35.0 $35.5 $34.9 $35.8 $35.6 Other Financing Sources $0.6 $0.8 $0.7 $0.7 $0.7 Total Revenue $35.6 $36.3 $35.6 $36.5 $36.3 Total Available Resources $62.8 $55.5 $55.0 $62.5 $54.6

Expenditures Operating Expenditures $43.6 $36.1 $29.0 $38.1 $35.9 Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 Total Expenditures $43.6 $36.1 $29.0 $38.1 $35.9

Ending Cash Balance $19.2 $19.4 $26.0 $24.4 $18.7

Adjustments to Balance 0.0 0.0 0.0 -6.1 0.0 Total Adjustments to Balance $0.0 $0.0 $0.0 -$6.1 $0.0

Available Ending Balance $19.2 $19.4 $26.0 $18.3 $18.7

Balance to Expenditures % 44.0% 53.7% 89.7% 48.0% 52.1%

Figure FB-9: Motor Vehicle Gas Tax Trend Analysis

VV-15-15 Fund Budgets Special Revenue Funds Categorical Grants a policy of accepting only those grants that will not require General Fund support beyond the expiration of the grant period. A list of categorical grants received by the County in the past year The County receives grants from the federal government and the State of Ohio, as well as follows. The source of dollars is coded to refl ect: F Federal, S State, T Federal fl ow through from private foundations. These grants, called “categorical grants,” are utilized to fund specifi c State, and O Other. projects. General Fund dollars are also used to provide the “cash match” when required as a condition of receipt of certain grant awards. The Board of County Commissioners maintains

VV-16-16 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

Juvenile Court

Shelter Care S-Ohio Department of Youth $ 1,216,839 This program will ensure that non-adjudicated youth will attend their next court 7/1/07-6/30/08 Services (ODYS) appearance by placing tem in shelter care.

Monitoring/ Surveillance S-ODYS $ 972,226 This program will ensure that non-adjudicated youth released to the communit y will 7/1/07-6/30/08 attend their next court appearance.

Monitoring/ Surveillance S-ODYS Reclaim Ohio $ 263,812 This program will ensure that non-adjudicated youth released to the community will 7/1/07-6/30/08 attend their next court appearance.

Program Administration S-ODYS Reclaim Ohio $ 390,812 Coordinates the many activities necessary to manage the Youth Ser vices and 7/1/07-6/30/08 Reclaim Ohio subsidy.

Probation S-ODYS Reclaim Ohio $ 275,523 School based probation services for participants in the Cleveland Municipal Sc hool 7/1/07-6/30/08 District, at schools with traditionally high levels of youth probationers.

Day Treatment S-ODYS Reclaim Ohio $ 552,642 A day reporting program for at risk youth who have been expelled or suspen ded 7/1/07-6/30/08 from school.

Residential Treatment S-ODYS Reclaim Ohio $ 555,237 The program provides for in-patient substance abuse services for y outh on 7/1/07-6/30/08 probation who may require more intensive treatment. Also provides for residential step down placement for females released from ODYS

Mental Health/ Counseling Services S-ODYS Reclaim Ohio $ 659,220 This program provides mental health services for yout h on probation who may 7/1/07-6/30/08 require such services.

Diversion S-ODYS Reclaim Ohio $ 173,575 This project is intended to divert eligible youth from formal Court action to other 7/1/07-6/30/08 intervention programs.

Youth Intervention Groups S-ODYS Reclaim Ohio $ 67,560 The project is intended to address the special needs of femal es on probation. 7/1/07-6/30/08

Mentors S-ODYS Reclaim Ohio $ 104,400 This project provides mentors for females on probation to guide them to be self- 7/1/07-6/30/08 assured young women through example.

Restitution/ Community Service S-ODYS Reclaim Ohio $ 57,749 This project provides work opportunities for youth in or der for them to fulfill 7/1/07-6/30/08 restitution or community service obligations

Disproportionate Minority Contact S-ODYS Reclaim Ohio $ 50,000 This project is designed to identify the elements le ading to disproportionate 7/1/07-6/30/08 minority contact and devise a plan to address these elements in order to decrease such contact. VV-17-17 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

Operation Night Light T-United States Department of $ 20,008 The goal of this project is to train a team composed of court, other criminal justice 7/1/07-6/30/08 Justice through the Ohio Criminal agencies, and community agencies in order to combat gang activity and make the Justice Services targeted communities safer.

Juvenile Detention Mental Health Services S-ODYS - Juvenile Accountability $ 25,493 To enhance the Mental Services provided to the Detention Center population by 5/1/07-4/30/08 Block Grant increasing the number of hours of service.

Family Drug Treatment Court (Year III) F-Substance Abuse and Mental $ 337,000 The intent of the project is to enhance the Juvenile Court's Family Drug Treatment 9/30/07-9/29/08 Health Services Administration Court by providing treatment and support services to people coming before the (SAMHSA) court that will 1) maintain the family and 2) remove road blocks that prevent the family from

Court Coordination F-United States Department of $ 60,000 The project's goal is to have a multidisciplinary and multi-jurisdictional team work 10/1/07-9/30/08 Labor Development Services with the local Weed and Seed official to improve the efficiency of service delivery, Group increase the speed of successfully closing cases, and reduce recidivism.

Behavioral Health Juvenile Justice O-Cuyahoga Mental Health Board $ 78,462 This project will use dedicated staff sta tioned within the Day Treatment program to 7/1/07-6/30/08 work with youth who have been identified as having mental health issues.

Community Collaboration T-United States Department of $ 29,000 The project's goal is for the court to work directly with Department of Justice Affairs' 7/1/07-6/30/08 Labor through the Cuyahoga career coach staff to help participants develop employability skills and a career Department of Justice Affairs path with the ultimate goal of preventing participants from having further contact with negative influences.

Justice Affairs

Pilot Residential Treatment for Girls S-Ohio Department of Youth $ 325,000 To address mental health and family issues for female adjudicated juvenile 01/01/07 - 12/31/08 Services $100,000; O-Cuyahoga offenders transitioning back to the community. County Juvenile Court $225,000

Pilot Program Evaluation S-Ohio Department of Youth $ 24,208 Administers and evaluates the Pilot Residential treatment for Girls grant. 01/01/07 - 02/29/08 Services

Ohio Second Chance T - Substance Abuse and Mental $ 1,494,387 Provides linkage to substance treatment, educational, vocational and support 5/1/06 -4/30/08 Health Services Administration services. (SAMHSA) through the Ohio Department of Alcohol and Drug Addiction Services (ODADAS)

VV-18-18 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

Juvenile Accountability Block Grant S-ODYS 90%, $208,701; O- $ 231,890 Promotes accountability in the Juvenile Justice System. 01/01/07 - 10/02/08 General Fund 10% $23,189

Justice Assistance Grant F-Office of Justice Programs $ 1,064,596 Provides support for a broad range of activities to prevent and control crime and to 10/01/07 - 09/30/08 Bureau of Justice Assistance improve the criminal justice system. $1,013,944; O-General Fund $60,542

Legal Advocacy for Victims of Domestic T-Office of Justice Programs $ 23,000 To serve as fiscal agent for the Jewish Family Service Association for this grant. 10/01/07 - 09/30/08 Violence Bureau of Justice Assistance through the Ohio Department of Public Safety

Cuyahoga County Title II Block Juvenile T-Office of Juvenile Justice and $ 264,471 Provides programs to prevent juvenile delinquency through intervention/prevention 10-01-07 - 09-30-08 Justice and Delinquency Prevention (JJDP) Delinquency Prevention through services. ODYS

Cuyahoga JJDP Administration T-Ohio Department of Youth $ 40,000 Provides administrative services in accordance with the Juvenile Justice and 01/01/08 - 12/31/08 Services 50%; O-General Fund Delinquency Prevention Block Grant. 50%

Ohio Children's Trust Fund S-Ohio Department of Jobs and $ 438,989 Provides for child abuse/neglect prevention programming in Cuyahoga County 10/01/07 - 09/30/08 Family Services

2008 Youth Enrichment Consortium O-General Fund $75,000; O- $ 95,000 Provides summer programs to at-risk youth as an alternative to self-destructive 10/01/07 - 09/30/08 Cleveland Foundation $20,000 behavior.

Violence Against Women Act (VAWA) Block T-U.S. Department of Justice $ 459,535 Provides program funding to combat violence against women. 07/01/07 - 06/30/08 Grant Office on Violence Against Women through the Office of Criminal Justice Services

VAWA Administrative Grant T-Office of Criminal Justice $ 19,284 Provides funding to supply administrative oversight of program initiatives. 07/01/07 - 06/30/08 Services 75%; O-General Fund 25%

Safe Havens F-Office on Violence Against $ 346,797 Provides an opportunity for communities to support the supervised visitation and 01/01/07 - 10/2/08 Women safe exchange of children in situations involving domestic violence.

VV-19-19 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

Children Who Witness Violence Victims of S-Ohio Attorney General 75%; O- $ 88,704 Provides victim advocate services for children who witness violence. 10/01/07 - 03/31/09 Crime Act General Fund 25%

Juvenile Victim Advocate Program S-Ohio Attorney General State $ 16,700 Provides advocate services for victims of crime referred by Juvenile Court. 07/01/07 - 06/30/08 Victims Assistance Act

Children Who Witness Violence State Victims S-Ohio Attorney General State $ 6,583 Provides victim advocate services for children who witness violence. 07/01/07 - 06/30/08 Asst Act Victims Assistance Act

Team Approach to Violence Against Women L-City of Cleveland $ 208,995 Provides services to domestic violence and stalking victims in the city of 07/01/07 - 06/30/08 (VAWA) Cleveland's police districts.

Felony Coordinator Project S-Ohio Attorney General 75%; O- $ 222,361 Provides comprehensive services for victims of felony crimes. 07/01/07 - 06/30/08 General Fund 25%

Employment for Youth Offenders F-Department of Labor $ 424,000 Provides educational and employment programs targeting youth offenders. 07/10/07 - 06/30/08

Project ReEntry T-Ohio Department of Youth $ 186,551 Provides education and job training services for youth. 07/01/07 - 06/30/08 Services

Substance Abuse Project O-Alcohol and Drug Addiction $ 31,400 Provides treatment services and case management services to adjudicated youth. 01/01/08 - 12/31/08 Services Board of Cuyahoga County

Intensive Aftercare S-Ohio Department of Youth $ 11,000 Provides individual therapy to females ages 12-18 upon release from the Youth 10/01/06 - 06/30/08 Services 90%; O-General Fund Development Center. 10%

Americorps S-Ohio Department of Youth $ 20,800 Provides on the job training for youth participating in the Juvenile Justice Work 12/31/07 - 12/31/08 Services $10,423.70; O-General Connection program. Fund $10,376.60

Aftercare Anger Management O-Cuyahoga County Juvenile $ 18,000 Provides anger management services for post adjudicated youth. 07/01/07 - 06/30/08 Court

Domestic Violence Family Services O-Cuyahoga County Juvenile $ 127,500 Provides assessment, case management, and individual and family counseling to 07/01/07 - 06/30/08 Court court referred pre-adjudicated youth.

Treatment Alternatives to Street Crime S-Ohio Department of Alcohol and $ 704,539 Provides chemical dependency assessment and case management services for 07/01/07 - 06/30/08 (TASC) Drug Addiction Services adult criminal justice offenders. (ODADAS)

VV-20-20 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

TASC Drug Court S-ODADAS $ 300,000 Provides intensive outpatient and inpatient treatment services for adult criminal 07/01/06 - 09/30/08 justice offenders.

Treatment Capacity Expansion Services O-Alcohol and Drug Addiction $ 201,441 Provides staff for treatment programs including group and individual counseling. 07/01/06 - 02/29/08 Services Board of Cuyahoga County

Early Intervention Planning O-Cuyahoga County Corrections $ 39,280 Provides staff for early intervention programs for adult probationers. 10/01/04 - 03/31/08 Planning Board

Adult Treatment Drug Court O-Alcohol and Drug Addiction $ 144,323 Provides assessment, case management and treatment services for drug court 01/01/08 - 12/31/08 Services Board of Cuyahoga participants. County

Emergency Management Performance Grant T-Federal Emergency $ 166,696 Supports Emergency Management planning initiatives for Cuyahoga County. 10/1/06 - 06/30/08 Management Agency (FEMA) through the Ohio Emergency Management Agency (OEMA)

State Homeland Security Regional Grant T-FEMA through OEMA $ 34,495 Provides equipment and administrative funding for the State Homeland Security 07/1/06 - 9/30/08 Grant.

Citizens Corp T-FEMA through OEMA $ 7,000 Provides equipment, training and planning funding for implementation of Citizens 07/1/07 - 3/31/09 Corps teams.

Law Enforcement Terrorism Prevention T-FEMA through OEMA $ 32,000 Provides support for the Ohio Northern Border Initiative in collaboration with 07/1/06 - 9/30/08 Project Homeland Security efforts.

Urban Areas Security Initiative T-FEMA through OEMA $ 4,330,000 Provides equipment, planning, training and staff to prevent and respond to public 10/01/04 - 2/29/08 safety threats.

VV-21-21 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

County Planning Commission

Cuyahoga River Environmental Restoration F-United States Army Corps of $ 195,000 Supports the design phase of the Cuyahoga River Environmental Restoration 4/1/07 - 3/31/08 Engineers (75%); O-Planning Project (estimated) Commission (25%)

Department of Development

Mortgage Foreclosure Prevention Program O-Cuyahoga Delinquent Real $ 1,500,000 To provide local communities moneys for foreclosure prevention counseling 7/1/07 - 6/30/08 Estate Tax Assessment Collection services.

Municipal Nuisance Abatement Program O-Cuyahoga Delinquent Real $ 1,500,000 Grants dollars to municipalities for demolition and other nuisance abatement of 7/1/07 - 6/30/08 Estate Tax Assessment Collection foreclosed property.

Executive Offices of Health and Human Services

St. Luke's Foundation Health Access Initiative O-St. Luke's Foundation $ 150,000 The Health Access Initiative is a public policy initiative designed to increase access 6/1/07-5/31/08 to appropriate health care services for Cuyahoga County residents with chronic disease. The goal is to redirect uninsured and Medicaid insured patients from needless high cost emergency room visits to on-going primary medical care facilities that are far less expensive.

Healthy Marriage Demonstration Grant F-U.S. Dept of Health and Human $ 533,730 To assist couples who are in a monogamous relationship gain greater access to 9/30/07-9/29/08 Services, Office of Family Asst. marriage education services enabling them to acquire skills and knowledge necessary to form and sustain healthy relationships.

Children and Family Services

Annie E. Casey Grant O-Annie E. Casey Foundation $ 133,130 To support the partnership between the Department and neighborhood community 1/1/08-12/31/08 organizations in the Family to Family Collaboration

Community Mental Health Board

System of Care for Older Adults F-Substance Abuse and Mental $ 376,536 To meet the mental health service needs of older adults. 9/30/05-9/29/08 Health Services Administration (SAMHSA)

VV-22-22 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

County Prosecutor

Ohio Internet Crimes Against Children (ICAC) $ 600,000 To investigate and prosecute perpetrators of internet crimes against children. 9/1/07 - 1/1/09 F-U.S. Department of Justice, Office of Juvenile Justice and Delinquency Prevention (OJJDP)

READI-4-YOUTH F-U.S. Department of Justice $ 60,168 Educate youth about gangs through schools and public television with the 7/1/07 - 6/30/08 Criminal Justice Services Justice cooperation of law enforcement Assistance Grant (JAG)

Capital Litigation Capital Case Litigation F-U.S. Department of Justice, $ 50,000 Capital Case Legal Training for Prosecutors. 7/1/07 - 12/31/08 Initiative (CCLI) Office of Justice Programs

Child Support Enforcement Cuyahoga County F-Department of Health and $ 100,000 Strengthen the ability of the County's child support programs to collect support for 9/01/07 - 8/31/08 Collection Enforcement Training Council Human Services children and families. (CCCETC)

Witness Protection Grant S-Ohio Attorney General $ 20,000 Provide reimbursement for witness travel costs. 7/1/07 - 6/30/08

Cold Case Grant T-U.S. Department of Justice, $ 130,000 To investigate and prosecute cold case files with DNA evidence. 11/2007 - 4/30/09 Office of Justice Programs, National Institute of Justice through the Ohio Attorney General

County Coroner

Rebalancing Trauma Therapy T-Federal Bureau of Justice $ 13,376 To provide more therapy much earlier in the grief counseling process and add 07/01/07 - 06/30/08 Assistance, Byrne Memorial detailed and specialized trauma services to assist victims through recovery. Justice Assistance Program through the Cuyahoga Department of Justice Affairs

Professional Continuing Eduction II F-U.S. Department of Justice, $ 45,583 To improve the forensic death investigations through the provisions of funds to 10/01/07 - 121/31/08 Office of Justice Programs, support continuing medical education of the Coroner's staff at national professional National Institute of Justice conferences., meetings and training

Forensic DNA Backlog Reduction Program F-U.S. Department of Justice, $ 90,000 To reduce DNA case turnaround time, increase the throughput of DNA 10/1/07 - 09/30/08 Office of Justice programs, laboratories, and reduce DNA forensic casework backlogs National Institute of Justice VV-23-23 Fund Budgets Categorical Grants

Department/Grant Name Funding Source Amount Description/Purpose Grant Period

Streamlining In-House Access F-Paul Coverdell Forensic Science $ 40,000 To reduce turnaround time for case file information to be disseminated to in-house 10/1/07 - 09/30/08 Improvement Grants staff. Additionally, this grant will improve the ability to respond to request from other law enforcement agencies as well as the public, and greatly improve the ability to sift through information and enhance our ability to turnaround cases in a more efficient manner.

Public Defender

Teen Mental Health Support F-Department of Justice Office of $ 14,800 Provides support and education to incarcerated youths on issues affecting 7/1/07 - 6/30/08 Justice Programs Edward Byrne adolescents, such as depression and peer pressure. Memorial Justice Assistance Program

Making A Change Group T-Department of Justice, Office of $ 14,117 Provide a safe setting for adults to discuss relevant issues affecting their lives. 07/01/07 - 06/30/08 Justice Programs, Edward Byrne These adults are involved on some level with the criminal justice system and who Memorial Justice Assistance have been diagnosed as having a mental illness and substance abuse addiction. Program

Rebalancing Trauma Therapy T-Federal Bureau of Justice $ 14,800 Provide teen support groups who work with juveniles incarcerated in the Cuyahoga 07/01/07 - 06/30/08 Assistance, Byrne Memorial County Juvenile Detention center. These groups will provide support and Justice Assistance Program education on issues affecting adolescents, such as depression, per pressure etc. , through the Cuyahoga Department and allow a safe place for juvenile offenders to learn coping skills. of Justice Affairs

Ohio Second Chance Program T-Substance Abuse and Mental $ 50,000 Provides treatment services and expungment of records for eligible first time felony 5/1/07 - 4/30/08 Health Services Administration offenders with a substance abuse problem. In addition, this project seeks to (SAMHSA) through Ohio discover the effects of expungment eligibility as a motivating factor for treatment Department of Alcohol and Drug participation. Addiction Services (ODADAS)

County Engineer Records Management Systems Project T-FEMA, Urban Areas Security $ 1,029,000 Supports the development of geospatial information and technologies as tools for 11/02/06 - 12/31/08 Initiative through OEMA and the emergency management plans and other related applications. Cuyahoga Department of Justice Affairs

VV-24-24 Fund Budgets Debt Service

Debt Service Fund 2008 Budget - Debt Service Fund Trend Analysis (millions) The Debt Service Fund pays the principal and interest on all notes and bonds issued by the County (see Figure FB-13). $10.0 $9.5 $46.3 $47.5 $50.0 $45.0 $41.8 Property Tax revenues for debt service derive from voted and un-voted property taxes. Other $41.9 $8.0 Intergovernmental Revenues refl ect State reimbursements for the 10% property tax credit $38.1 $36.8 $37.1 (rollback), 2.5% credit for owner-occupied dwellings, and homestead and personal property $40.0 $36.7 exemptions. These factors are described in the Revenue Analysis Section under Tax Reduction $33.2 $6.0 Factors, page IV-5. In addition to the reimbursements, intergovernmental revenues include $30.0 Revenue & Expenditure & Revenue special assessments and tax-increment fi nancing revenues. Other Financing Sources for 2008 $4.3 $4.0 Balance Ending Available are refl ected in the General Fund subsidy for payment of Gateway bonds for $5.0 million, for $3.3 $3.1 $20.0 Brownfi eld Redevelopment debt at $1.9 million, for Commercial Redevelopment debt of $1.1 $2.0 million, and for Shaker Square debt of $155,000.

$10.0 $0.0 The property tax revenue allocation to debt service has decreased $2.2 million to $26.6 million $0.3 in 2008. However, debt service requirements have increased from $36.7 million in 2007 to Total2005 Revenue 2006Total Expenditures 2007 2008Available Ending Balance 2009

$45.0 million in 2008 for a variety of building rehabilitation projects and building purchases. 2005 2006 2007 2008 2009 The operating revenues of $26.6 million plus the General Fund subsidy of $8.2 million and Actual Actual Actual Budget Estimate the beginning balance of $9.5 million fully support the anticipated needs in 2008. The County Beginning Balance $6.9 $3.3 $4.3 $9.5 $3.1 refunded Gateway debt and Brownfi eld debt to achieve present value savings from lower interest Operating Revenue $27.4 $31.5 $34.5 $33.4 $37.9 Other Financing Sources $5.8 $6.6 $7.4 $8.4 $8.4 rates. The increased expense in 2009 and 2010 refl ects the anticipated bond sale of $168 million Total Revenue $33.2 $38.1 $41.9 $41.8 $46.3 for major construction projects. Total Available Resources $40.1 $41.4 $46.2 $51.3 $49.4

Expenditures A complete debt retirement schedule is maintained in order to account for current and future debt Operating Expenditures $36.8 $37.1 $36.7 $45.0 $47.5 service requirements. The Commissioners maintain a policy of issuing debt on a controlled and Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 selective basis. Refer to the Debt Management Section for a complete discussion of the County’s Total Expenditures $36.8 $37.1 $36.7 $45.0 $47.5 debt policies, debt indicators, outstanding debt issues, and legal debt limitations. The Capital Ending Cash Balance $3.3 $4.3 $9.5 $6.3 $1.9 Improvements Plan Section details 2008 capital improvements in addition to presenting the long range plan for 2008 to 2012. The impact that capital improvements will have on the operating Adjustments to Balance 0.0 0.0 0.0 -3.2 -1.6 budget is also analyzed in this section. Total Adjustments to Balance $0.0 $0.0 $0.0 -$3.2 -$1.6

Available Ending Balance $3.3 $4.3 $9.5 $3.1 $0.3

Balance to Expenditures % 9.0% 11.6% 25.9% 6.9% 0.6%

Figure FB-10: Debt Service Fund Trend Analysis

VV-25-25 Fund Budgets $QDO\VLVRI'HEW6HUYLFH)XQGV $FWXDO $FWXDO $FWXDO %XG JHW (VWLPDWH (VWLPDWH $YDLODEOH%HJLQQLQJ%DODQFH       2SHUDWLQJ5HYHQXH 3URSHUW\7D[HV      2WKHU,QWHUJRYHUQPHQWDO      0LVFHOODQHRXV      2WKHU7D[      7RWDO2SHUDWLQJ5HYHQXH       2WKHU)LQDQFLQJ6RXUFHV      

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VV-26-26 Fund Budgets Enterprise Funds

2008 Budget - Enterprise Fund Trend Analysis Enterprise Funds (millions) Enterprise Funds are established to fi nance and account for the acquisition, operation, and

$30.0 maintenance of county facilities and services that are entirely or predominantly self supported $24.0 $24.0 by user charges. These funds operate in a manner similar to the private sector in that they $22.6 $23.1 $22.8 $22.7 $22.6 $21.5 $22.0 are fi nanced primarily by charges to consumers, established with the approval of the Board of $24.0 $20.5 $20.4 $20.0 County Commissioners. Their accounting must indicate whether they operate at a profi t or a loss. $18.5 $17.4$18.3 $18.0 Although all County owned enterprises are subject to the laws and regulations like other County $18.0 $16.0 programs, certain types of enterprises are frequently subject to regulations set by agencies at $14.6 $14.0 higher levels of government that affect their basic operations, fi nances and accounting. The $12.3 $12.0

Revenue & Expenditure & Revenue $10.0 County Airport at Robert D. Shea Field, for example, is subject to regulation by the Federal $12.0 Balance Ending Available $10.0 Aviation Administration (FAA) and their operations must comply with FAA regulations. $8.0

$6.0 $6.0 When user charges are not suffi cient to cover operating expenses, the General Fund subsidizes $4.0 the shortfall. However, the Commissioners’ policy is to have enterprises become self supporting $2.0 entities. The General Fund subsidy amount is listed as “Other Financing Sources” in Schedule $0.0 $0.0 VI Analysis of Enterprise Funds and Figure FB-14. There are four Enterprise Funds under Total Revenue Total Expenditures Available Ending Balance 2005 2006 2007 2008 2009 the authority of the Board of County Commissioners. These funds include the County Parking 2005 2006 2007 2008 2009 Garage, the County Airport, the Sanitary Sewer, and the Cuyahoga Regional Information System Actual Actual Actual Budget Estimate Beginning Balance $10.9 $10.0 $12.3 $14.6 $17.4 (CRIS). The estimated operating revenues for these programs are $21.7 million, which is an Operating Revenue $21.5 $20.3 $20.8 $21.7 $21.7 increase of 4.2% from 2007 levels. These funds, along with their major revenue source, appear Other Financing Sources $1.6 $2.5 $1.9 $0.9 $0.9 in Figure FB-12 below. See the Program Budget section for a specifi c description of these Total Revenue $23.1 $22.8 $22.7 $22.6 $22.6 program operations. Total Available Resources $34.0 $32.8 $35.0 $37.2 $40.0

Expenditures Operating Expenditures $24.0 $20.5 $20.2 $18.1 $18.3 Enterprise Sub-funds Other Financing Uses $0.0 $0.0 $0.2 $0.2 $0.2 Total Expenditures $24.0 $20.5 $20.4 $18.3 $18.5 Operations Source of Revenue

Ending Cash Balance $10.0 $12.3 $14.6 $18.9 $21.5 Cuyahoga County Airport Robert D. Shea Field Landing & Rental Adjustments to Balance 0.0 0.0 0.0 -1.5 0.0 Fees Total Adjustments to Balance $0.0 $0.0 $0.0 -$1.5 $0.0 Cuyahoga Regional Information System (CRIS) Membership Fees County Parking Garage Parking Fees Available Ending Balance $10.0 $12.3 $14.6 $17.4 $21.5 Sanitary Engineer User Fees

Balance to Expenditures % 41.7% 60.0% 71.6% 95.1% 116.2% Figure FB-12: Enterprise Sub-Funds

Figure FB-11: Enterprise Fund Trend Analysis

VV-27-27 Fund Budgets Enterprise Funds

Revenue sources in the County Airport Fund do not cover annual operating expenses and from Huntington Park Garage to the Debt Service Fund in order to retire debt that fi nanced the General Fund dollars subsidize these shortfalls. The service charge for these enterprise funds construction and renovation of this facility. should be reviewed on an annual basis to minimize the need for General Fund support. The department is currently assessing its rate structure and is renegotiating leases as appropriate. Expenditures in 2008 for Enterprise Funds are anticipated to drop substantially from 2007 The Cuyahoga County Airport fund is expected to receive a subsidy of $1.0 million or 53.3% of levels. The largest decreases are in CRIS and the Sanitary Engineer’s operations. The Sanitary the total expense. Engineer’s 2007 expenses included an 18-month retroactive union increase that elevated expenditures for 2007. The Sanitary Engineer’s fund suffi ciently supports its operations through In addition to operating the Huntington Park Garage in downtown Cleveland, in 2005 the County sewer district fees. CRIS is currently not projected to need a subsidy. However, data processing began operating the parking garage adjacent to the former Ameritrust complex. The County expenses may be understated in the budget and the account may consequently require a General Parking Garage fund ended 2007 with revenues that were higher than expenditures. The “Other Fund subsidy. Financing Uses” fi gure identifi ed in the Operating Expenditures category represents payments

VV-28-28 Fund Budgets $QDO\VLVRI(QWHUSULVH)XQGV $FWXDO $FWXDO $FWXDO %XG JHW (VWLPDWH (VWLPDWH $YDLODEOH%HJLQQLQJ%DODQFH       2SHUDWLQJ5HYHQXH &KDUJHV)RU6HUYLFHV      2WKHU,QWHUJRYHUQPHQWDO      0LVFHOODQHRXV      2WKHU7D[     ,QYHVWPHQW(DUQLQJV     7RWDO2SHUDWLQJ5HYHQXH       2WKHU)LQDQFLQJ6RXUFHV       7RWDO5HYHQXH       7RWDO$YDLODEOH5HVRXUFHV      

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VV-29-29 Fund Budgets Internal Service Funds

Internal Service Funds 2008 Budget -Internal Service Fund Trend Analysis (millions) Internal Service Funds account for the fi nancing of goods and services provided by one County agency to other County agencies on a cost reimbursement basis. Revenues to cover these goods $186.4 $190.2 $186.3 $182.8 and services are generated through user fees charged to the recipient agency. The County’s $177.2 $210.0 fi nancial policies state that charges and rate schedules shall be suffi cient to cover operations $164.7 $166.5 $100.0 $158.0 of the Internal Service Funds. The policies also allow for General Fund payment of charges that $90.0 $80.0 cannot be directly linked to a specifi c fund. $160.0 $61.7 $70.0 $55.0 $60.0 There are seven Internal Service Funds under the authority of the Board of County Commissioners. $51.0 $110.0 $50.0 Revenue & Expenditure & Revenue The other fund, the County Information Services Center, operates under the authority of the $78.7 $75.6 $41.0 Balance Ending Available Automatic Data Processing Board. These funds along with their major revenue sources are listed $37.1 $40.0 below (see the Program Budget Section for a specifi c description of these funds): $30.0 $60.0 $20.0 9 Centralized Custodial Services: space maintenance charges, including custodial, security, $10.0 trades and architectural staff. $10.0 $0.0 9 Communications: mail delivery and postage costs. 9 Information Services Center: charges are related to program/system development, soft- Total Revenue Total Expenditures Available Ending Balance ware/hardware purchase, and operation of data processing systems and telecommunica- 2005 20062005 2007 2006 2007 2008 2008 2009 2009 tions systems. Actual Actual Actual Budget Estimate Beginning Balance $51.9 $55.0 $61.7 $51.0 $37.1 9 Fast Copier: copier and printing service charges. Operating Revenue $78.7 $164.7 $166.5 $186.4 $190.2 9 County Garage: service charges for the purchase and maintenance of county vehicles. Other Financing Sources $0.0 $0.0 $0.0 $0.0 $0.0 9 Supplies: charges for the purchase of offi ce and computer supplies. Total Revenue $78.7 $164.7 $166.5 $186.4 $190.2 9 Workers’ Compensation Retrospective Program: charges for workers’ compensation Total Available Resources $130.6 $219.7 $228.2 $237.4 $227.3 costs. Expenditures 9 Hospitalization – Self-Funded Insurance Program: service charges for countywide hospi- Operating Expenditures $75.6 $158.0 $177.2 $182.8 $186.3 Other Financing Uses $0.0 $0.0 $0.0 $0.0 $0.0 talization contracts and dental coverage. Total Expenditures $75.6 $158.0 $177.2 $182.8 $186.3

The 2008 adopted budget for the Internal Service funds represents a $5.6 million increase from Ending Cash Balance $55.0 $61.7 $51.0 $54.6 $41.0 the 2007 level of $177.2 million. The increase is due largely to the increased contract needs of the Hospitalization Fund and to a smaller degree to the cost recovery of technological equipment. Adjustments to Balance 0.0 0.0 0.0 -17.5 0.0 Total Adjustments to Balance $0.0 $0.0 $0.0 -$17.5 $0.0 For 2009 the expenses are projected to climb to $186.3 million, refl ecting some cost of living adjustments for contracts and other expenses. Expenses are shown as decreasing in 2010 for Available Ending Balance $55.0 $61.7 $51.0 $37.1 $41.0 Workers Compensation costs, but this decrease may be overstated. Budgeted and estimated revenues adjust accordingly to account for charges to user agencies as well as the effect of prior Balance to Expenditures % 72.8% 39.1% 28.8% 20.3% 22.0% year obligations.

Figure FB-14: Internal Service Fund Trend Analysis

VV-30-30 Fund Budgets Internal Service Funds

Figure FB-12 shows that in 2006, Other Financing Sources included a one-time subsidy from Fund Balance - Internal Service the General Fund to the Supplies Fund to reduce its operating defi cit. Revenue collections in this division have struggled for the last several years. However, in 2006 and 2007 the Division The Internal Service Fund balances show a $43.8 million surplus estimated through 2008 primarily recovered much of the outstanding revenues. due to positive ending cash balances projected in the Worker’s Compensation Retrospective Program Fund. This fund provides the County’s self-insurance for worker’s compensation costs; The County’s Information Services Center has two major impacts on Internal Service Fund the projected surplus for the fund is $52.2 million. The revenues are generated from annual balances. First, a negative ending balance may occur due to depreciation of major equipment charges to the county agencies and expenditures are premiums plus injury claims paid to the purchases over the life of the equipment. Since the equipment expense is paid at the time of State over a 10-year period. Any surplus, realized after the ten-year period, will be used to offset purchase, and revenues collected over the equipment’s useful life, there will always be an future workers’ compensation costs. In 2008 a portion of the surplus will be used to provide seed accounts receivable fi gure not included in the ending balance. At year-end 2007, this equipment money for a reserve in the Hospitalization Self-Insurance Fund. depreciation amount still to be expensed for the Information Services Center was about $1.8 million. The Available Ending Balance of $37.1 million in 2008 is $13.8 million less than the 2007 balance of $51.0 million. The projected balance includes Adjustments to Balance of $17.4 million for Secondly, the Information Services Center compares estimated rates to actual costs for each year. prior year obligations. The fund balances in 2008 and 2009 are relatively stable. The projected This reconciliation allows for appropriately charging user agencies. While a user may be charged operating defi cit in 2010 indicates that Internal Service rates must be closely monitored to insure too much in any given year, this amount will be credited in a future year. Once determined, this that these funds are self-suffi cient. County fi nancial policies dictate that chargeback revenues amount will be refunded or assessed to individual users through the billing process. cover actual expenditures.

VV-31-31 Fund Budgets $QDO\VLVRI,QWHUQDO6HUYLFH)XQGV $FWXDO $FWXDO $FWXDO %XG JHW (VWLPDWH (VWLPDWH $YDLODEOH%HJLQQLQJ%DODQFH       2SHUDWLQJ5HYHQXH &KDUJHV)RU6HUYLFHV      2WKHU,QWHUJRYHUQPHQWDO     0LVFHOODQHRXV      ,QYHVWPHQW(DUQLQJV     7RWDO2SHUDWLQJ5HYHQXH       2WKHU)LQDQFLQJ6RXUFHV       7RWDO5HYHQXH       7RWDO$YDLODEOH5HVRXUFHV      

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VV-32-32 Department Performance

Table of Contents

Section Page Section Page

Introduction ...... VI-1 Offi ce of Homeless Services ...... VI-27 Agricultural Society ...... VI-3 Human Resources ...... VI-28 Alcohol and Drug Board ...... VI-4 Information Services Center ...... VI-29 Auditor ...... VI-5 Justice Affairs ...... VI-30 County Commissioners and Administrator’s Offi ce ...... VI-6 Juvenile Court ...... VI-32 Board of Elections ...... VI-7 Law Library ...... VI-33 Board of Mental Retardation and Developmental Disabilities ...... VI-8 Mental Health Board ...... VI-34 Board of Revision ...... VI-9 MetroHealth System ...... VI-35 Central Services ...... VI-10 Offi ce of Budget and Management ...... VI-36 Children & Family Services ...... VI-11 Offi ce of Procurement and Diversity ...... VI-37 Clerk of Courts ...... VI-12 Ohio State University Extension ...... VI-38 Clerk of the Board ...... VI-13 Ombudsman ...... VI-39 Common Pleas Court ...... VI-14 Probate Court ...... VI-40 Coroner ...... VI-15 Prosecutor ...... VI-41 Court of Appeals ...... VI-16 Public Defender ...... VI-42 County Planning Commission ...... VI-17 Recorder ...... VI-43 Cuyahoga Support Enforcement Agency...... VI-18 Sanitary Engineer ...... VI-44 Cuyahoga Tapestry System of Care ...... VI-19 Senior and Adult Services ...... VI-45 Development ...... VI-20 Sheriff ...... VI-46 Domestic Relations Court ...... VI-21 Soil and Water Conservation District ...... VI-47 Early Childhood/Invest in Children ...... VI-22 Soldiers and Sailors Monument ...... VI-48 Employment and Family Services ...... VI-23 Solid Waste Management District ...... VI-49 Engineer ...... VI-24 Treasurer ...... VI-50 Executive Offi ce of Health and Human Services ...... VI-25 Veterans Service Commission ...... VI-51 Family and Children First Council ...... VI-26 Workforce Development ...... VI-53 Departmental Performance Introduction

Mission Statement

Cuyahoga County is empowered by its citizens to provide for the public’s well being, economic opportunity, and improved quality of life through courteous, effi cient and effective delivery of County resources with forward-thinking leadership and responsibility for equal opportunity.

In 2001, County Offi cials and staff recognized the need for greater fi scal control and rallied Goals of the 2008 Budget to develop and implement a sweeping spending reduction. As of year-end 2003, the County realized a two-year expenditure reduction of approximately $100 million. A major component of The goals of the County and the 2008 budget are as follows: this plan was a 14% decrease in staffi ng levels, due to an aggressive early retirement incentive and normal attrition. This decrease equated to approximately 1,475 positions Countywide. The Economic Vitality and Self Suffi ciency result was a stable fi nancial outlook, while also preserving the quantity and quality of services Strong Countywide economy of provided. As of year-end 2006, the County is still down 1,093 positions from its 2001 levels. 9Sustain or improve the economic vitality of the County In 2007, Cuyahoga County’s ratings of AAA, AA1, and AA+, were affi rmed by Moody’s, S&P, 9Promote commercial revitalization through economic development loan activity and something else, respectively. These ratings are a testament to the leadership of the 9Support the redevelopment of brownfi eld sites Commissioners and the resiliency and determination of the County’s Elected Offi cials, directors, 9Create and retain jobs in the community and managers. Only one of Ohio’s 88 counties has a superior bond rating. 9Provide open, diverse, affordable housing opportunities. 9Encourage opportunities for Small Business Enterprises Cuyahoga County continues to face many challenges due to the recession and a sluggish 9Preserve our infrastructure to support commerce and protect our environment economic recovery. For the last six years, Cuyahoga County has confronted operating defi cits, 9Provide land use, zoning, development, and other planning services but was able to eliminate the defi cits with the exception of 2002 and 2006. The pressure to reduce and control expenses has become relentless and Cuyahoga County is not alone in this Citizens unable to help themselves will receive necessary support struggle. In other counties across the State and nationwide, school districts, public libraries, and 9Support the movement of moderate and low income working families towards municipalities are faced with the similar challenge of accommodating an increased with need for self-suffi ciency services against a declining resources. The major factors contributing to the fi nancial pressures 9Coordinate a continuum of care for homeless services are the escalations in employee healthcare costs, a shrinking tax base, volatile energy costs, 9Provide temporary rental assistance to low income families unfunded State and Federal mandates, including justice and homeland security obligations, 9Provide individuals with mental retardation and development disabilities with the opportunity increases in mandatory retirement contributions, and the fact that ourlocal economy trails the rest to live full and productive lives of the nation in economic performance. 9Enable individuals with severe and persistent mental disorders to maintain community residence The 2008 budget focuses on ensuring future fi scal viability , while ensuring the provision 9Improve access to alcohol and substance abuse prevention and treatment services of essential County services In an effi cient and cost effective manner. The most immediate 9Provide emergency and temporary fi nancial assistance to qualifi ed military service veterans challenge confronting the County is the revitalization the region’s economic base. The 2006 and 2007 budgets maintained service levels by permanently realigning health and social services expenditures, that had previously been supported by the General Revenue Fund, to the Health & Human Services Levy funds.

VVI-1I-1 Departmental Performance Introduction

Citizens will have access to resources needed to be skilled and productive Fiscal Integrity 9Promote workforce development The County will be an excellent steward of community assets 9Create new job opportunities for Ohio Works First participants 9Manage the work of county government effi ciently to ensure quality services 9Reduce barriers to employment for Ohio Works First participants 9Protect the fi scal integrity of Cuyahoga County by balancing the budget and controlling the 9Provide homeownership support cost of government 9Ensure fi scal capacity, both in terms of staffi ng and technology, to effectively support service Natural Resources will be sustained delivery both in the short- and long-term 9Protect natural resources while assisting in economic growth and development 9Recruit and maintain the most qualifi ed and motivated workforce 9Achieve landfi ll diversion goals of residential and commercial waste 9Procure quality goods and services in both a cost effective and timely manner 9Increase recycling awareness and recycling participation in the community

The Health and Safety of Residents Cuyahoga County, including its Elected Offi cials and employees, is not working independently to Citizens will be healthy improve the quality of life for its citizens. In addition to a corporate sector that is actively involved 9Provide outstanding, accessible, and cost-effective health care services to the under-served in community issues, the County is fortunate to be supported by a generous philanthropic sector population in the community. that includes the second largest community foundation in the country. In order to accomplish 9Preserve and enhance the value of existing clinical facilities its mission, the County works collaboratively with a system of nonprofi t agencies that assist 9Maintain and enhance a coordinated network of comprehensive alcohol and substance in service delivery, and educational institutions that enhance the workforce, . The County is abuse services focusing on wellness, prevention, and treatment sincerely grateful to and appreicateive of its partners for their continued commitment to provide 9Provide comprehensive mental health services to children and adults through comprehen- excellent service to the community. The County’s pledge is to continue its efforts to deliver high sive service coordination quality services in as cost-effective a manner as possible. 9Protect the heath and safety of the elderly, frail, and other vulnerable populations The development, passage, and implementation of this annual budget depends on the Children will be cared for and safe commitment of the County’s Elected Offi cials, directors, and staff to work collaboratively towards 9Ensure the well being of young children in the community so they achieve their maximum the joint mission of providing services to the citizens of Cuyahoga County in an effective and potential effi cient manner. The County’s ongoing commitment to quality service delivery is based on the 9Ensure that children at risk of abuse or neglect are protected and nurtured within a family and understanding that success translates into an improvement in the quality of life for all of Cuyahoga receive the support of the community. County’s citizens. 9Provide opportunities for family stabilization and reunifi cation 9Provide comprehensive strategies that address the needs of at-risk youth The following pages detail the performance plans for the various County Elected Offi cials, 9Ensure families receive the fi nancial support to which they are entitled through the effective departments, boards, and commissions. The performance plans include the agency’s mission, and effi cient collection of child support 2008 budget, and 2008 goals and objectives. Additionally, the plans include an update on the agency’s key performance measures. The County will be a safe place to live and raise a family 9Laws will be enforced in a fair, timely, and cost effective manner 9Assist offenders in becoming productive, law-abiding members of society through effective prevention, residential, and treatment services 9 Minimize community impact of natural, man-made, and technological emergencies by im- proving and expanding emergency preparedness, communication, and management

VVI-2I-2 Departmental Performance Agricultural Society Budget $ 3,300

Mission Statement: Objectives: To educate the people of Cuyahoga County as it relates to the fi elds of agriculture and agri- 9 Continue capital improvements project for roof repairs, electrical upgrades, and paving re- buiness. pairs with Central Services and the County Engineer 9 Continuing education of the citizens of Cuyahoga County Goals: 9 Improvements to the fairgrounds to provide a safe and healthy environment 9 Reduce gate prices in order to increase participation 9 Redesign the layout to give the Fair a new look

VVI-3I-3 Departmental Performance Alcohol and Drug Addiction Services Board Budget $10,384,164

Mission Statement: 9 Develop procedures to assist providers in billing 3rd party insurers The Alcohol and Drug Addiction Services (ADAS) Board of Cuyahoga County plans, monitors, 9 Develop treatment and prevention program initiatives as articulated in the Board’s strategic and evaluates alcohol and other drug services that encourage wellness, prevention, and recovery plan. for the residents of Cuyahoga County. Key Measures Goals: 9 To be the recognized leader and center of infl uence regarding alcohol and other drug ser- Measure 2006 2007 2008 vices in Cuyahoga County. 9 To develop and maintain effi cient and responsible fi scal management that is proactive to the Clients enrolled in treatment 9,373 9,833 7,224 issues the system of care encounters. Adults 8,285 8,979 6,823 9 To fully implement the quality improvement philosophy to support the mission, vision, values, and advancement of the alcohol and other drug system. Adolescents 1,088 832 896 9To create a state-of-the-art information system (IS) to further the identifi ed goals of the Percent Successful Board. Completion - Adults 64% 66% 60% 9To promote a fl exible, seamless system of care based on community priorities and evidence- based practices. Percent Successful 9Strengthen the ADAS Board’s advocacy role in the community. Completion - Adolescents 73% 64% 60% No. of CARES Plus (DCFS Customers) Referred Objectives: for Treatment 856 1,249 (FY) 700 9 Participate in strategic, operational, clinical and programmatic consolidations planning activities Adult Court Clients Served - Service federal 159 92 150 9 Conduct self assessment of ADAS Trustee performance project ending (6/30/06) 9 Refi ne provider report card structure and reporting timetables Residential Adolescent Care - Clients federal 154 154 150 9 Work to fi nalize ADAS portion of Disaster Recovery Plan project ending (12/31/05) 9 Finalize peer certifi cation preparation Expand Juvenile Offender Assessment - federal 9 Participate in internal workgroups in the development of electronic waiting list database project ending 3/31/07 60 66 60 9 Be a catalyst for reforming public policy. 9 Increase the use of media to promote recovery and prevention. Women’s Homeless Federal Project 5-year 9 Ensure that the leadership staff demonstrates competency in fi scal management. grant 50 50 50 9 Provide fi scal/budgetary training to provider agencies. Jail Reduction Program 103 85 100 9 Increase consumer feedback into the quality improvement (QI) process. 9 Maximize system-wide resources to achieve QI objectives. Operational Indicators 9 Research and evaluate current technology and future needs and implement recommended Federal Medicaid Revenue $6,413,011 $6,418,300 $6,700,000 technological improvements. 9 Develop software solutions and programming for system and program reporting Federal/Foundation Grants $2,071,947 $987,741 $400,000 9 Develop billing operations manual documenting internal procedures, processes and prac- tices of the MACSIS system 9 Continue coordinating cost reporting LOS and mean reporting, cost per episode of provider and program initiative data VVI-4I-4 Departmental Performance Auditor Budget $ 23,862,182

Mission Statement: Key Performance Measures Maintain the fi scal integrity and accuracy of fi nancial data for use by vendors, employees, citizens and other interested parties. Maintain appraisal/taxation data to ensure fair and accurate records on all county properties so that citizens and businesses are assessed the correct taxes for the Measure 2006 2007 2008 operations of local governments and schools. Provide the highest quality of service by being Dog Licenses Registered via the Internet 10,066 11,200 12,000 courteous to questions and concerns of the citizens of Cuyahoga County while allowing the greatest access to public information. Properties Reappraised 537,291 16,322 18,000 Scales and gas pumps inspected 9,392 9,005 9,400 Services: Warrants/Direct Deposits generated 507,131 502,851 505,000 The County Auditor is responsible for the distribution of real and personal property tax dollars to the County and to various political subdivisions. The Auditor is also responsible for the collection of conveyance and transfer fees, inspection of fuel pumps and scales, issuance of vendor and dog licenses, processing of Homestead applications, processing of estate tax returns, and the payment of all County bills including County payroll checks. The Offi ce provides for the appraisal of all commercial, industrial, and residential real property and the maintenance of the appraisal records. Additionally, the Auditor administers all municipal tax abatement programs and the current agricultural use valuation, forest land and mineral rights programs.

Objectives: 9To implement a computer model to aid in the valuation and registration of new construction. 9To ensure all hotels are in compliance with the County’s bed tax regulations. 9To decrease costs by eliminating postage and handling through internet dog license sales.

VVI-5I-5 Departmental Performance County Commissioners and Administrator’s Offi ce Budget $ 3,032,090

Mission Statement: 9Maintain and protect the public record to insure quality responses. Cuyahoga County is empowered by its citizens to provide for the public’s well-being, economic 9Implement recommendations from Mason-Tillman economic disparity study. opportunity, and improved quality of life through courteous, effi cient and effective delivery of County resources with forward thinking leadership and responsibility for equal opportunity. Key Performance Measures Services: The Board of County Commissioners consists of three elected representatives and is responsible for providing policy direction and guidance for County operations. The Commissioners directly Measure 2006 2007 2008 oversee fi nancial management, personnel administration, human services, community services, Cash reserve balance to annual expenditures economic and community development, justice affairs and countywide supportive services. In as a % 29.2% 31.3% 24.7% addition they evaluate and approve annual operating budgets, approve all contractual obligations and levy taxes to provide suffi cient revenue. The activities are performed while maintaining the Bond Ratings: Moody’s Aa1 Aa1 Aa1 fi scal integrity and long-term viability of the County. Standard & Poor’s AA+ AA+ AA+ Fitch IBCA AAA AAA AAA Goals: 9To work with Administration and County agencies to effectively manage resources and pro- Debt service compared to operating grams for the maximization of services while controlling the cost of government. expenditures 9.2% 10.4% 13.6% 9To assure fi scal capacity to meet the delivery of services in the community in both the short- term and the long-term. 9Conduct wage negotiations that promote internal and external pay equity. 9Continue eligibility audit of County employees for medical benefi ts in 2008. 9Provide easy access to public records and information. 9Encourage opportunities for Small Business Enterprises in County procurement.

Objectives: 9Obtain suffi cient information for effective programmatic and fi nancial reviews. 9Establish and maintain close working relationships and knowledge of agency operations. 9Keep abreast of trends in relevant programs and the ability of agencies to achieve their goals. 9Recommend an annual multi-year balanced operating budget and capital plan prior to the beginning of the fi scal period. 9Maintain on an annual basis a minimum cash reserve balance of 20%-25% of anticipated ex- penditures. If the reserves are used, ensure that the use is for one-time expenditure needs and not for ongoing programmatic needs. 9To fi ne tune the Capital Improvements Preliminary Financing Plan that addresses the major capital projects currently under consideration. 9Develop Wage and Benefi t Database for internal and external salary comparison. 9Replace current wage and benefi t database with updated, user-friendly software program. 9Decrease response time to public records requests. VVI-6I-6 Departmental Performance Board of Elections Budget $ 19,442,382

Mission Statement: Objectives: The Board of Elections exists to serve the citizens of Cuyahoga County by faithfully conducting 9Continue to conduct a review of the organization and implement the new organizational the election process through which they choose their representatives. model. 9Formulate new and consistent budgetary requirements for the new optical scan paper ballot Goals: central count environment. 9Full organizational review of the agency that will maximize staff productivity under the new 9Remove voter records from the registration system that fall under the National Voter Regis- optical scan paper ballot central count system. tration Act (NVRA) and the State Law Automate confi rmation notice process. 9Quality management and maintenance of the Voter Registration System to uphold an up-to- 9Successfully conduct elections utilizing the resources allocated. date registered voter database. 9Charge municipalities for election expenses according to the Ohio Revised Code XXXV. 9Conduct municipal elections with the use of the new optical scan paper ballot central count 9Work in partnership with the new voting system vendor to provide a better and more robust system. system, support level, and educational campaign. 9Administer training to educate poll workers to inform voters of the importance of correctly 9Maintain a level of awareness about the signifi cance of voting and the new optical scan marking their ballots. paper ballot central count system. 9Accomplish a countywide educational campaign to inform voters to check their ballots for 9Provide voting educational brochures to all registered voters via mail and at the polling accuracy. locations.

VVI-7I-7 Departmental Performance Board of Mental Retardation and Developmental Disabilities Budget $184,654,044

Mission Statement: Key Performance Measures As an integral member of the community, our mission is to assist individuals with mental retardation and developmental disabilities in choosing and achieving a life of increasing capabilities such that Measure 2006 2007 2008 they can live, learn, work and play in the community and to assist and support their families in achieving this objective. Maintain fl at program cost per capita $28,856 $22,248 $22,800 Maintain 3% Average Agency Growth Rate 5.7% -3.3% 2.5% Goals: 9Respond to a steady increase of new individuals presenting foe services Increase total individuals served 7,400 7,650 8,000 9Serve over 8,000 individuals and families on an average daily basis and 10,000 individuals Reduce FTEs by 21 1,258 1,263 1,242 annually Expand use of the I/O and Level One Waivers 1,173 1,366 1,869 9Respond to more severely disabled individuals who display major behavioral and physical issues, requiring high levels of physical supports and/or very expensive residential place- ments. Expand capacity to serve additional individuals in day programs, through the maxi- mum facility utilization and provider contracts 9Maximize the use of federal Medicaid waivers to draw down federal match dollars to offset local levy resources 9Expand the use of the principles of self-determination in Individual Plans (IPs) and Individual Education Plans (IEPs) Fiscal: 9Maximize the few forms of new funding including Individual Option (I/O)Waivers, Level One Waivers, Target Case Management (TCM) and Medicaid Administrative Claiming (MAC) programs 9Control the growth to a 2-2.5% pattern and maintain a positive position for the organization through the third year of the new levy cycle 9Provide an ending cash fund balance of $92.6 million for 2009 and beyond 9Shift Adult Array Service billing to the new Day Hab rule

Residential: 9Expand I/O Waiver services by at least 100 individuals 9Expand the use of the Level One Waiver by at least 350 individuals 9Complete implementation of the new Waiver Reimbursement rule

Administration: 9Implement Year Three Initiatives of the new Strategic Plan that will continue to defi ne orga- nizational activities for years 2008-2010 9Manage programs/services through all the federal and state funding changes 9Reduce staffi ng by 21 FTEs

VVI-8I-8 Departmental Performance Board of Revision Budget $906,064

Mission Statement: 9Work with the County Prosecutor and the Auditor’s Appraisal department to provide the Guided by the laws of the State of Ohio and the policies and procedures of the Cuyahoga County present board members with seminars pertaining to current changes within the laws and Elected Offi cials, the Board of Revision researches and exchanges accurate information with appraisal processes. the objective to timely resolve taxpayers’ complaints to property valuation through an impartial tribunal format. The Board continually strives to work together with the citizens of the County, Key Performance Measures Boards of Education and the Auditor’s and Treasurer’s offi ces.

Services: Measure 2006 2007 2008 The Board of Revision is responsible for adjudicating complaints fi led by taxpayers and the Percentage of 2005 tax year complaints resolved 97% 100% N/A Board of Education regarding real estate valuations and to assist citizens in the fi ling of these Percentage of 2006 tax year complaints resolved N/A 43% 98% complaints. Staff notifi es the appropriate parties of the hearings and decisions, journalizes decisions, prepares transcripts for appealed complaints and prepares correction notices to the Percentage of 2007 tax year complaints resolved N/A 3% 56% Auditor when appeal decisions are received. Analysts work with the County Prosecutor’s staff Percentage of 2005 tax year complaints appealed 5% 13% 15% regarding appeals to the Board’s decision. Percentage of 2006 tax year complaints appealed 0% 14% 18% Goals: Percentage of 2007 tax year complaints appealed N/A N/A 17% 9Resolve fi led 2006 and 2007 complaints to valuation in a timely fashion to aid school district revenue forecasting, Treasurer collections, and the Auditor’s adjustment of valuation. 9Electronically streamline the Board of Revision’s processes to increase productivity. 9Continue the development and implementation of a computer system that shares accurate and timely information between the Board of Revision, Auditor’s and Treasurer’s offi ces while providing taxpayers with access to information via the internet. 9Provide the very best representation of County government and services in serving the com- munities and citizens of Cuyahoga County. 9Continue the Community Court Project, which resolves residential taxpayers’ complaints in their respective community courts.

Objectives: 9Update the boardrooms with current equipment and resources in efforts to comply with in- creasing performance demands to research and communicate electronically. 9Produce results that can be accessed by anyone online.

VVI-9I-9 Departmental Performance Central Services Budget $71,987,130

Mission Statement: Key Performance Measures To provide and maintain County facilities and functions to support County agencies, employees and the general public, resulting in consistent, quality, timely service and a desirable workplace through the design, planning, and effi cient management of manpower and technology. Measure 2006 2007 2008 Facilities Management Goals: 9Continue with the development of the Juvenile Justice Center Project at East 93rd and Quin- Complete construction bid package for cy Avenue. the Juvenile Justice Center Project N/A 100% N/A% 9Sell surplus county real estate to maximize revenues and reduce long-term operating costs. Complete analyses and submit 9Review funding options to assure that self-suffi cient operations, such as the County Kennel recommendations regarding appropriate N/A 100% N/A and Parking Garage, do not require General Fund Assistance facilities management staffi ng 9Review facilities staffi ng and technology at County facilities. Dog Warden 9Review options to reduce utility costs in light of rising utility prices. 9Work with the Offi ce of Procurement and Diversity to implement the purchasing card (P- Number of adopted animals 1,562 1,593 1,600 Card) Program. Risk Management

Objectives: Building safety inspections/risk 75 70 70 9Complete construction bid packages for the Juvenile Justice Center Project. assessments completed 9Market and publicly sell County-owned parcels: former MetroHealth Medical Center on East County Garage 79th and Youth Development Center property in Hudson. 9Based on industry standards, determine appropriate custodial staffi ng levels at County Fleet vehicle repair turnaround time (0-24 88% 95% 95% facilities. hours) 9Based on industry standards and facility requirements, determine appropriate trades staffi ng levels at County facilities. 9Implement technological changes through building security reviews, enhancing employee and public safety. 9Develop appropriate building staffi ng levels based on available security offi cers, maintaining security and minimizing overtime. 9Increase the adoption and license fees at the County Kennel to help this operation cover annual operating costs and remain self –supporting on a fi nancial basis. 9Issue request for proposal to provide long-term electrical service at County facilities, assur- ing fi xed and economical electrical rates, as well as guaranteed service. 9Conduct energy audits in County buildings to fi nd simple and effective methods to reduce annual utility costs. 9Implement heating, ventilation, and air conditioning (HVAC) improvements to upgrade aging equipment in County buildings. 9Consider alternative energy options where feasible in County buildings (solar energy, for example).

VVI-10I-10 Departmental Performance Children and Family Services Budget $171,270,620

Mission Statement: Key Performance Measures The purpose of the Cuyahoga County Department of Children and Family Services (DCFS) is to assure that children at risk of abuse or neglect are protected and nurtured within a family and with the support of the community. Measure 2006 2007 2008 Reduce the number of children placed outside Goals: of Cuyahoga County by 5% of prior year total 319 277 280 9Reduce the number of children placed coming into out of home care Improve the agency’s performance: 9Increase the number of siblings placed together by 2% over 2006 achievement of 77% (En- 1) Children adopted within 30 months of 33.1% 29% 32% try cohort siblings - fi rst placement the cohort child experienced placement – Casey Family removal (125/378) (83/285) –Family Outcome Report) (13B - CPOE measure within 24 months - 11/2005 - • Achieved - 89% fi rst half 2007 - 12% increase benchmark 32% or above) 9Improve the agency’s performance on achieving permanency 2) Number of children reunifi ed within 15 • Maintain 85.4% or increase the stability of children to have 2 or fewer Substitute Care months of removal 72.7% 63% 60% Placements. (13A - CPOE measure within 12 months - 11/2005 - (532/732) (478/754) (Based on 6C - CPOE – 1/2007 – benchmark 86.70% or above) benchmark 76.20% or above) • Achieved – 87.6% as of 8/2007 9Children who were abused while in Substitute Care - Incidence of CA/N in Substitute Care Reduce the number of older children in • Maintain .24% or decrease the current percentage of children abused while in substitute permanent custody without a permanent 48.3% 56% 8% care. family by 8%* of 854 (Used 650 over the 3 year (Based on 4C - CPOE measure – 1/2007 – benchmark 0.57% or below) period 2004 - 2007. To average 7% - 8% per • Achieved – 0% as of 8/2007 calendar year (Cuyahoga Kids Initiative) 9Achieve caseload sizes that are in line with nationally recommended standards: Decrease foster care re-entries 6.6% 5.9% 6.0% (7B - CPOE - 11/2005 - benchmark 8.6% or below) National Current Agency Goal Decrease the recurrence of maltreatment 8.6% 8.6% 6.1% Intake 12 11.6 12 (2D - CPOE measure - 1/2007 - benchmark 6.1% or below) Family Services 17 15.1 14 CPOE – Child Protection Oversight and Evaluation - The Ohio Department of Job and Family Services (ODJFS) Foster Care 12-15 18 15 commenced a systematic process for monitoring and oversight of public children services agencies compliance with the Adoption 12-15 12 10 Ohio Revised Code and Ohio Administrative Code rules process, called CPOE occurs at least every 18 months for each agency and are conducted by ODJFS staff. CPOE On-site review activities consists of: Data validation; identifying systemic, policy or practice areas of strength, weakness, and concern for each core indicator along with jointly develop strategies that affect positive improvement of the outcome indicators. A review of case records for rule compliance occurs and quality improvement plans are prepared for areas needing improvement. Benchmarks based on national standards found in the Federal Child and Family Services Review (CFSR), are used to determine compliance. * adoptions – represents % of placements ** reunifi cation includes : Custody to other relative, Guardianship to 3rd party & Reunifi cation

VVI-11I-11 Departmental Performance Clerk of Courts Budget $18,424,958 Mission Statement: Key Performance Measures The Clerk of Courts will perform all statutory duties relative to: the fi ling, preservation, retrieval and public dissemination of applicable court documents and records pertaining to the Common Pleas Courts’ General and Domestic Relations Divisions and the Court of Appeals, Eighth Appel- Measure 2006 2007 2008 late District; collect, hold in trust and disburse monies paid therewith; issue and record motor and marine vehicle titles; in a secure, timely and cost effective manner. Auto tiles issued 478,615 401,452 450,000 Memorandum titles issued 81,880 84,954 88,000 Goals: 9Meet all legislative mandates and Court and agency directives while maintaining current Duplicate titles issued 32,363 32,984 35,000 levels of service for the receipt, preparation, dissemination, and preservation of all Court and Watercraft titles issued 3,663 2,673 2,800 Title records. 9Continue cooperation with Ohio Clerk of Courts Association in attempts for legislative in- Lien Notations 104,760 108,323 110,000 creases to Clerk of Courts’ legal and title fees. Civic and domestic cases fi led 36,000 39,747 40,000 9Continue to maintain and upgrade the quality of storage and retrieval processes of public records in the custody of the Clerk of Courts. Judgment liens fi led 28,000 32,993 35,000 9Continue cooperation with all departments involved in the processing of foreclosure Criminal cases fi led 17,600 17,064 18,000 actions. Appeals fi led 1,700 1,647 1,700 Objectives: 9Continue the implementation of the Civil Imaging System and begin review process for im- plementation of electronic fi ling for Civil Cases in the Clerk of Courts’ Offi ce. 9Review current cost collection processes, fees/deposits, and other possible revenue gener- ating sources. 9Review and update job descriptions and classifi cations – case management system has changed many positions since last review – upgrade salaries.

VVI-12I-12 Departmental Performance Clerk of the Board Budget $532,947

Mission Statement: Objectives: The Offi ce of the Clerk of the Board processes all Requests for Board Action and maintains the 9Reduce staff time required to prepare and edit agenda and all related documents offi cial record of the Board of County Commissioners. It serves the citizens of Cuyahoga County 9Create concise, standard and consistent wording for various Requests for Board Action. and all County agencies by providing easy access to public records and information. 9Improve service delivery to departments. 9Provide current and accurate information to user departments articulating the policies and Services: procedures as adopted by the Board of County Commissioners. The Clerk of the Board maintains all offi cial records of the Board of County Commissioners. 9Ensure the proper completion of Request for Board Action forms and contract documents for The Clerk prepares weekly agendas, prepares and distributes resolutions adopted by the Board the Board’s consideration.. of County Commissioners, and maintains a database of all offi cial actions. The Clerk also 9Continue to provide easy access to public records and information. reviews and processes all contracts, agreements, amendments, and increases/decreases in 9Decrease response time to complete public records requests. encumbrances. The Clerk maintains County fi les, including the County Engineer’s Road fi les, 9Maintain and protect the public record to insure quality responses. annexations, Industrial Development Revenue Bonds, Hospital Revenue Bonds, County Bonds, 9Ensure compliance with public records laws. and leases and deeds to County property. 9Provide ease of information retrieval. 9Provide accurate information to Board to facilitate appointment process. Goals: 9Implement recommendations of consultant’s detailed design for an Automated Agenda Man- Key Performance Measures agement System. 9Provide departmental training and support on Automated Agenda Management System. Measure 2006 2007 2008 9Complete staff training on changes in House Bill 9 public records laws. 9Implement a modifi ed database system to reconcile, update and maintain information re- Resolutions prepared and distributed 3,542 3,468 3,468 ceived for Board appointments. Contracts and amendments processed and 1,681 1,497 1,497 9Revise Contracts Manual. approved 9Provide current and accurate information to user departments articulating the policies and procedures as adopted by the Board of County Commissioners. Public Records requests completed 18 23 29 9Ensure the proper completion of contract documents for the Board’s consideration. Agreements approved 543 466 466 9Reduce staff time required to process departmental requests. Leases and deeds approved 24 69 200

VVI-13I-13 Departmental Performance Common Pleas Court Budget $47,511,560

Mission Statement: Key Performance Measures The Cuyahoga County Common Pleas Court, General Division, provides an impartial forum for the presentation of both civil and criminal matters, specifi cally felonies. Measure 2006 2007 2008 Services: Civil Case Disposition 28,638 39,483 39,500 The Court’s budget includes the following divisions: Administration, Magistrates, Court Services, and Probation/Psychiatric. The Magistrate division consists of activities that pass judgment on Criminal Dispositions 19,672 14,236 14,236 particular cases such as arbitration, business mediation, foreclosure, and mediation. The Court Arraignments 15,856 16,403 16,500 Services division assists the Judges in docket management and basic record-keeping. The Probation/Psychiatric division manages the adult offender population by providing services to Arraignment to Pleas (Avg. Days) 78 78 78 offenders referred by the Court and by completing evaluations of defendants’ mental status. Referrals to Arbitration 1,555 1,486 1,486 The Probation division also operates a urinalysis laboratory, which provides drug screening of all felony offenders supervised by Adult Probation. Drug screening for other criminal justice Arbitration Dispositions 837 672 672 agencies is performed on a fee-for-service basis. Foreclosure Dispositions 16,361 18,041 18,041

Goals: 9Criminal Case Flow Management – to resolve to the effi cient disposal of criminal cases. 9Foreclosure – to continue to eliminate the backlog of foreclosures, while disposing of the on- slaught of cases expected as a result of the national foreclosure crisis in a timely manner. 9Alternate Dispute Resolution (ADR) – to increase the utilization of alternative means of re- solving civil disputes. 9Jail Reduction – to incorporate the Greater Cleveland Drug Court into the Court of Common Pleas to address jail overcrowding and docket management.

Objectives: 9Stagger times of criminal proceedings to alleviate morning pedestrian traffi c congestion. 9Educate and train bailiffs and schedulers concerning docket management. 9Fast-track pending foreclosures involving vacant properties by providing municipalities with a vehicle to identify subject properties. 9To assure that magistrates and staff are in place and properly trained to address the on- slaught of cases expected as the result of the national foreclosure crisis. 9To aid in the implementation of an intra-agency grant funded pilot program that will add video conferencing capabilities to areas in the Justice Center (i.e. select courtrooms and grand jury proceedings). 9Recognize the composition of the arbitration panel members. 9Provide education and training opportunities to panelists, arbitrators, and mediators. 9Elicit the support of the Cleveland Bar Association and the Cuyahoga Bar Association in the assessment of the present ADR department to increase the use of alternative means of resolving civil disputes. VVI-14I-14 Departmental Performance Coroner Budget $10,810,780

Mission Statement: 9Pursue efforts to expand the volume of DNA testing for Parentage and Identifi cation. The The Coroner’s Offi ce plays a major role in providing for the safety and well being of the citizens accreditation from the American Association of Blood Banks earned in 2007 bolsters the of Cuyahoga County. This is accomplished by carrying out the mandated duty of the Coroner, Laboratory’s credentials in this area. which is to investigate sudden deaths, violent deaths or suspicious deaths with competence. 9Expand the utilization of the Laboratory by public agencies currently using out-of-county The Coroner’s Offi ce is involved in the investigation of approximately 5, 300 reported and 3, 600 labs. received deaths per year. The investigations consist of autopsies and toxicology examinations, 9Facilitate more tissue donations resulting in more fee-based use of the LifeBanc Room. trace evidence examinations and microscopic examinations. Photographs and accurate records 9Allocate additional space to LifeBanc, generating additional fees. are also maintained. The results are provided to the law enforcement offi cials, the legal and 9Identify solutions for short-term morgue capacity enhancement. medical community and to the families and the public. Courts of law and other legal, medical and 9Formalize arrangements for assistance from funeral directors, pathologist, and healthcare public agencies use medical and scientifi c information obtained from the investigation of these providers in case of disaster. deaths. 9Make arrangements for fuel and supply delivery during time of crises. 9Increase the use of Emotional Intelligence management techniques. The Coroner’s Offi ce utilizes and makes available the information gathered from these 9Establish accurate specialized job classifi cations and an equitable pay structure following an investigations to those citizens and personnel who have an interest in exploring ways to prevent Archer study initiated in 2007. these types of tragic deaths from happening in the future. Data is also utilized to monitor the 9Develop an employee performance management system. effectiveness of publicly funded projects that are already in place and to identify gaps in the system. Key Performance Measures

Goals: Measure 2006 2007 2008 9To complete fair and impartial death investigations in a timely manner. 9To improve the quality of the Laboratory and add advanced scientifi c techniques to the test- Cases Reported 5,550 5,532 5,500 ing menus Investigations 3,564 3,476 3,600 9Signifi cantly increase the Coroner’s Laboratory fund, reducing the General Fund budget. 9To increase the level of disaster preparedness for the Offi ce. Autopsies - County 1,325 1,320 1,320 9Retain experienced employees in various departments. Autopsies - Outside 231 232 300

Objectives: 9Improve investigation of death in Cuyahoga County by increasing the use of scene investiga- tion in Coroner’s cases. 9Obtain hardware and software to upgrade the computerized records management and labo- ratory information systems. 9Continuously investigate the workfl ow of the Coroner’s Offi ce with special attention to logical testing strategies, accuracy and turn around time. 9Hire and retain qualifi ed Forensic Scientist in the Laboratory. This goal is a great challenge because government salaries are not competitive with private laboratories. Effort will be made to minimize the salary discrepancy and retain qualifi ed, ethical scientists. 9Work toward getting the Coroner’s Offi ce and Laboratory accredited by the National As- sociation of Medical Examiners, The American Board of Forensic Toxicology and as an ISO 17025 facility. VVI-15I-15 Departmental Performance Court of Appeals Budget $ 2,097,533

Mission Statement: Key Performance Measures: The Court of Appeals is empowered to decide cases in a well-reasoned, expeditious and effi cient manner for the people of Cuyahoga County. Measure 2006 2007 2008 Cases Pending Jan 1 1,129 994 1,047 Services: The Ohio Court of Appeals is an intermediate level appellate court whose primary function is New Cases Filed/Transfers and Other 1,676 1,643 N/A to hear appeals from the common pleas, municipal and county courts. Each case is heard and Terminations (Decisions/Opinions/Other) 1,811 1,590 N/A determined by a three-judge panel.

VVI-16I-16 Departmental Performance County Planning Commission Budget $1,767,160

Mission Statement: 9Provide professional services and assistance to Cuyahoga County government, communi- The Cuyahoga County Planning Commission (CPC) is vested with the duty and power, by the ties, residents, businesses, and organizations. laws of the State of Ohio, to study, plan and recommend regional goals and policies for land use, • Support the Cuyahoga Board of County Commissioners and other County agencies and zoning, development and other planning services. The Commission provides planning services departments with a full range of planning, decision-making and technical services. for the county’s cities, villages and townships, the Board of County Commissioners and other • Perform Solid Waste Policy Committee functions as set out in Ohio law. governmental and civic organizations. • Upon request, provide information and analysis to Cuyahoga County communities, busi- nesses, organizations and residents. Goals: 9Revitalize Cuyahoga County through its green space and ecological assets. Cuyahoga Valley Initiative (CVI) • Update Greenspace Plan and implement key elements (e.g., Greenprint). • Continue to promote watershed-based planning and storm water management. Goals and Objectives: • Continue work on improving the County’s natural assets. Examples: Whiskey Island, 9Continue to promote the development and redevelopment of the Cuyahoga Valley in a com- Green Infrastructure Initiative, Green Bulkheads, reclaiming brownfi elds and the Clean prehensive and sustainable manner. Ohio Conservation Program. • Coordinate with representatives of the public and private sectors to adopt and imple- 9Promote high performance multi-modal transportation systems in Cuyahoga County and the ment the recommendations undergoing development in the County Planning Commission Northeast Ohio region. (CPC)’s CVI project. With the necessary functions, governing structure, fi nancing model, • Continue to coordinate the County’s role in regional transportation system planning and and organizational capacity required for a CVI organization defi ned, work with community development by actively participating in NOACA, specifi c transportation studies and partners to launch a new non-profi t organization to work with governments, businesses projects, and other transportation system decision-making activities (e.g., movement of and foundations to promote and implement the goals of the CVI. freight). • Conduct demonstration projects to apply the recommendations set forth in the Cuyahoga • Continue work on the development of regional transportation enhancement activities in- Valley Initiative project, in partnership with organizations in the non-profi t, public and pri- cluding trail planning and construction (e.g., Towpath Trail), bicycle and pedestrian facili- vate sectors. ties, and transportation services for specifi c populations. 9Continue to develop a geographic information system (GIS)-based community information 9Promote regional economic health and development. tool for the CVI communities to utilize in their land-based decision making processes. • Facilitate the implementation of State funding programs: Ohio Public Works Commission (Issue 1) Program, Job Ready Site Program and the Clean Ohio Revitalization Program. Key Performance Measures • Continue to develop a digital infrastructure to assist spatial analysis and project implementation. Measure 2006 2007 2008 • Advance new approaches for community economic prosperity through frameworks such Administer State funding programs (Ohio Public Works as sustainability and competitive strategies. Commission (Issue 1), Job Ready Site, Clean Ohio Conservation 9Support the development, redevelopment and revitalization of communities in Cuyahoga and Revitalization 100% 100% 100% County. Acquire Towpath Trail funding. $7.2M $2.7M $2.7M • Provide professional planning assistance to communities and promote collaborative plan- ning outcomes among communities. Update Greenspace Plan and implement key elements. N/A 10% 50% • Work with existing and new partnerships to create Healthy Community programs and poli- Complete community contract services. 4 3 5 cies that will improve the health of people who live and work in Cuyahoga County. Design and implement the new Cuyahoga Valley Organization 30% 90% 100% • Perform mandatory statutory subdivision platting and rezoning duties in the County’s townships. Conduct demonstration projects for the Cuyahoga Valley Initiative 443 (CVI).

VVI-17I-17 Departmental Performance Cuyahoga Support Enforcement Agency Budget $33,325,094

Mission Statement: 9Continue efforts to streamline and shorten the timeframes for genetic testing with The Cuyahoga Support Enforcement Agency is committed to serving the families in our automation. community by providing quality child support services through establishing parentage, enforcing 9Continue to deliver the agency’s “Welcome to CSEA” packet to all new Clients with child sup- support orders and collecting child support. Our goal is to ensure that families receive the port orders and create the Spanish language version of this packet to comply with Limited fi nancial support to which they are entitled. Child support makes a difference! English Profi ciency requirements. 9Improve the agency’s response time to client requests by implementing a complaint tracking Goals: system within the Client Affairs Offi ce. 9Formalize the Agency-level inception of the new “Medical Support” Federal Performance Incentive category. 9Encourage biological fathers to take an active role in supporting their children. Key Performance Measures 9Reduce the public sector’s cost of fi nancial assistance provided to Ohio Works First (OWF) households by increasing client self-suffi ciency. Measure 2006 2007 2008 9Remain fi nancially self suffi cient as an agency. 9Improve customer service. Support collections $239,244,366 $241,554,881 $243,500,000 Public Assistance collections $9,006,540 $9,038,811 $9,100,000 Objectives: 9Effectively manage additional FTEs to increase collections. Cases with collection on arrears 45,006 46,037 48,000 9Successfully implement all State provisions/policies governing medical support. Paternities established 6,455 6,850 7,000 9Partner with the Cuyahoga County Department of Health and Human Service - Offi ce of Health Policy & Programs in exploring options to obtain health insurance information. Support orders established 9,260 10,050 11,000 9Continue to target underserved father populations through outreach services and programs that encourage fathers to establish paternity and support orders. 9Remain an active partner in the Fatherhood Initiative. 9Collaborate with County agencies and local non-profi ts in seeking grant funds to imple- ment programs that promote family development, parental accountability, and/or fi nancial stability. 9Enhance the use of enforcement tools to increase collections on arrears. 9Enhance tracking of support hearings to identify areas for improvement. 9Continue to utilize Cognos, the client database and reporting system, to target new oppor- tunities to improve performance in all four key performance areas to ensure that the agency earns all possible federal incentive funding. 9Continue to work with County IV-D partners to ensure contract compliance and performance at optimal levels to support achievement of Federal Performance Incentive benchmarks. 9Collaborate with the CSEA Advisory Board and Ohio Child Support Directors’ Association (OCDA) to advocate for restoration of Federal Incentive dollars lost as a result of the Federal Defi cit Reduction Act (DRA) of 2005.

VVI-18I-18 Departmental Performance Cuyahoga Tapestry System of Care Budget $4,620,737

Mission Statement: Objectives: The Cuyahoga Tapestry System of care partnership of public, private and neighborhood agencies The Cuyahoga Tapestry System of Care is data-driven, and has refi ned its defi nition of success provides coordinated care for families with children and/or teens that have complicated emotional with nine specifi c outcome measures: needs. We are focused upon empowering families and helping them sustain their health and 9Children are with their families in the community wellness for their benefi t and the benefi t of our community 9Children have increased rates of attendance at school 9Children have improved performance in school Services: 9Children show improvement in Ohio Scales Scores (or other nationally recognized assess- The Cuyahoga Tapestry System of Care is a partnership of families, neighborhood centers, and ment instruments) public agencies that seeks to: 9Family assessments indicate improved family functioning 9Serve the families of children and adolescents with the most complicated social and emo- 9Reduced length of stay in psychiatric settings tional needs, who are at-risk for or are already involved in multiple child-serving systems, like 9Reduced length of stay in residential settings child welfare, mental health or juvenile justice 9Reduced recidivism in referrals to Juvenile Court 9Provide fl exible, innovative “wraparound” services and supports that keep families safe and 9Reduced recidivism and reduced penetration in Child Welfare at home 9Build the capacity of families and neighborhoods to sustain family wellness The system of care operates according to a specifi c set of values and principles. The system of care is: Goals: 9Family-driven 9Increased capacity of child-serving systems to work with children, youth, and their families, 9Youth-guided maximizing county and state resources 9Community-based 9Increased access to systems to provide effective services for families 9Team-based 9Improved child and family outcomes such as improvements in child wellbeing, stability in 9Strengths-based living arrangements, and increased school attendance 9Focused on empowering families and helping them learn the skills to sustain their health 9Develop a collaborative workforce and improve clinical technology within the neighborhoods and wellness where families live The system of care works with its community-wide partners to connect the best resources of Cuyahoga County to families within our neighborhoods.

VVI-19I-19 Departmental Performance Development Budget $48,827,343

Mission Statement: 9Enhance operating effi ciency and business operations through the completion and The Department of Development strives to undertake and support initiatives that sustain the implementation quality of our communities, provide open and affordable housing choices, expand employment opportunities, and help assure the lasting viability of local businesses. Key Performance Measures

Goals: Measure 2006 2007 2008 9Sustain or improve the economic vitality of Cuyahoga County. Number of existing housing units 773 843 875 9Expand employment opportunities and increase the tax base in the county. improved 9Maintain strong and diverse residential neighborhoods. 9Maintain and enhance Airport operations. Number of affordable housing units 409 831 1,200 added/preserved in 2008 Objectives: Number of residents served with fair 9Address the issues confronting the manufacturing industry regarding access to technology, housing, counseling and Foreclosure 2,905 4,705 3,000 workforce, capital availability and new product development. Prevention services 9Support economic growth by funding market rate and mixed-income housing development, especially in the core city and inner ring suburbs. Grant and loan funding for housing $32,750,000 $81,000,000 $56,000,000 9Provide fi nancial or technical assistance to at least 30 county communities in the areas of Housing fi nance user fees generated $81,000 $110,038 $100,000 housing, brownfi eld redevelopment, business retention, economic development and/or com- munity development. Jobs retained and created through 9Increase sustainability of the region by supporting appropriate demolition or strategic rede- program activities 2,097 4,095 650 velopment of vacant, abandoned properties with existing infrastructure. Number of brownfi eld projects assisted 68 48 66 9Provide economic opportunities to communities with economic disparity by increasing minor- Program dollars committed to business ity participation in county programs. loans and revitalization projects $14,385,817 $19,752,058 $13,000,000 9Provide a minimum of $13 million in business loans and revitalization projects that leverage $80 million of investment. Total dollars leveraged with County $82,987,918 $697,063,664 $80,000,000 9Create new job creation opportunities through tax and fi nancial incentive programs and programs Workforce Cooperation Agreements. New Funding $11,400,000 $13,172,000 $10,000,000 9Develop a Hispanic Business Outreach Strategy to assist the fastest growing segment of the national economy with the creation of jobs. Maximize Federal and State grants for 9Work with development partners to determine targeted efforts for economic development Airport Capital Improvements $507,822 $316,800 $500,000 spending to maximize leverage and return on investment of county funds. 9Maintain neighborhood integrity by preventing home foreclosures and funding homeowners to make essential repairs to their homes without high-cost mortgage refi nancing. 9Maintain housing opportunity for all by supporting fair housing and fi nancial literacy education. 9Support community enforcement of property maintenance codes to prevent blight from va- cant houses and apartments, and to eliminate childhood lead poisoning as a serious public health concern. 9Maximize available federal and state assistance for airport programs and projects VVI-20I-20 Departmental Performance Domestic Relations Court Budget $8,201,214

Mission Statement: Key Performance Measures The mission of the Court remains the timely fulfi llment of the mandates placed upon the Court through Title 31 of the Ohio Revised Code and compliance with the Ohio Supreme Court’s Measure 2006 2007 2008 directions in the Rules of Superintendence for Courts in Ohio, the Ohio Rules of Civil Procedure and the Ohio Rules of Evidence. New Cases Filed 5,639 5,447 5,262 Cases Disposed 6,459 6,109 5,779 The Domestic Relations Court’s Administrative Judge has continued to monitor the Court’s performance and believes that the Court has timely fulfi lled the mandates placed upon the Domestic Violence Actions 354 334 315 Court by the Ohio Constitution, the Ohio Supreme Court and the Ohio Legislature. Court Pro Se Litigation (Domestic Violence) 160 148 137 statistics are fi led with the Ohio Supreme Court on a monthly basis and will be provided upon request. Pro Se Litigation (Divorce and Dissolution) 980 1,022 1,066

Goals & Objectives: 9Continue to increase collection efforts • Collaborate with the Clerk of Courts 9Continue the necessary computerization of the Court • Provide for adequate support and maintenance of Case Management System • Continue to enhance Case Management System • Maintain and enhance website 9Continue to provide mandated services to litigants • Provide real-time court reporting services, as required under the Americans with Disabili- ties Act • Provide interpreting services when needed, pursuant to statute • Provide a safe forum for the public attending hearings in this Court • Provide a safe workplace for employees • Monitor data and implement changes accordingly.

VVI-21I-21 Departmental Performance Offi ce of Early Childhood/Invest in Children Budget $18,875,795

Mission Statement: 9The community will recognize the importance of the early years and be committed to the Invest in Children’s Vision: All children in Cuyahoga County will reach their full potential, nurtured success of every child by families sensitive to their needs and supported by a community committed to their success. • Communications campaign • Community mobilization Services: • Center of Excellence The Offi ce of Early Childhood is responsible for the administration of Invest in Children, a community-wide, public/private partnership that mobilizes resources and energy to: The Offi ce of Early Childhood continues to work with its partners to implement programs and 9Ensure the well-being of children in Cuyahoga County. services identifi ed in the strategic plan. 9Provide supportive services to parents and other persons who care for these children. 9Build awareness, momentum and advocacy in the community around children and family issues. Key Performance Measures

Goals: Measure 2006 2007 2008 9Effective Parents and Families. Prenatal Services 2,924 3,558 3,340 9Safe and Healthy Children. 9Children Prepared for School. Newborn Home Visits 7,317 7,605 8,204 9Community Committed to Young Children. Ongoing Home Visits and Service Coordination (includes children served meeting at Objectives: minimum four risk factors as defi ned by the 9Parents and caregivers have access to information and social support as needed to help Ohio Department of Health and children with their children achieve their full potential through: developmental delays or disabilities 6,624 6,973 6,265 • Home visiting including prenatal, newborn and ongoing for children under 3 • Service coordination and case management Early Childhood Mental Health Services 344 404 428 • Mental health screenings and services Lead Prevention - Homes w/completed lead 9Children are born healthy and have a medical home where they receive quality, consistent hazard reduction repairs 36 65 50 and appropriate health care including developmental screening. Children are cared for in homes that are free from lead and other toxins by offering the following: Family Child Care Homes Accreditation and • Health-insurance enrollment Training 1,540 1,845 1,500 • Medical home services Centers Accreditation and Training 287 312 245 • Lead poisoning awareness and prevention services 9Children will have access to high-quality early care and excellence in early education set- Teach 207 254 229 tings that will prepare them for kindergarten by providing: Special Needs Child Care 1,133 1,208 1,228 • Technical assistance and community-based training to Family Child Care Homes and Centers Universal Pre-Kindergarten programs/children N/A 24/862 24/1,000 • Teacher Education and Compensation Helps (TEACH) – scholarships to early childhood educators to enroll in college course for AA degree • Technical assistance to childcare providers for children with special needs

VVI-22I-22 Departmental Performance Employment and Family Services Budget $206,031,572

Mission Statement: • Work with the State to help identify additional areas of funding and new programs. To improve the economic well-being and quality of life for the people of Cuyahoga County. We • Implement new telephone system and related client service utilities. do this by providing access to jobs, benefi ts and community services. • Assess options for replacement of records imaging system.

Goals: 9Assist low-income families to obtain employment and improve their fi nancial well-being Key Performance Measures • Evaluate and expand our portfolio of contracted and uncompensated community partner- ships to boost client access to employment, housing and other critical county services. Measure 2006 2007 2008 • Continue to partner with the Workforce Development Department to maintain our ser- Work Participation Rate (OWF recipients) 61% 29% 40% vices at each Employment Connection site, located at all Neighborhood Family Service Centers. Children Enrolled in Medicaid 131,461 130,223 131,000 • Identify areas in Cuyahoga County where outreach needs to occur and distribute informa- Food Stamp Error Rate 13% 13.6% 10% tion about EFS programs. • Issue RFP’s and amend contracted services based on client needs and past contract # of Households Served 114,000 116,411 117,000 performance. Recidivism Rate of OWF recipients 26% 27% 27% 9Improve customer service • Expand services at the Jobs, Employment, and Training (JET) Center, for all OWF Customer Service Rating 70% 66% 70% recipients. • Review RFP submission for the new Glenville Neighborhood Family Service Center. • Expand use of our automated check-in procedure to reduce waiting times for appointments. • Continuously evaluate results of customer service surveys to identify areas of improvement. 9Reorganize and restructure Ohio Works First (OWF) caseload to meet new Federal partici- pation requirements, and comply with other State and Federal Requirements • Train staff to ensure that they are knowledgeable about new policy requirements. • Work with contracted providers to improve reporting of client hours, ensuring that all activi- ties are properly recorded. • Identify new contracted service options for our OWF recipients facing time limits. • Re-emphasize and re-train staff on correct application processing; added emphasis on this as it is expected that the State will expand its auditing and monitoring component for OWF, Food Stamps, Child Care, and Medicaid. 9Identify funding to exploit further automation and program opportunities, as well as identify other program funding sources • Improve management of state and federal allocations saving General Fund and HHS dollars.

VVI-23I-23 Departmental Performance Engineer Budget $38,603,753

Mission Statement: Key Performance Measures To design, build, and maintain the fi nest possible roadway system for the citizens of Cuyahoga County. Measure 2006 2007 2008 Goals Federally Funded Road projects (Start) 4 3 5 9Implement the 2008 Capital Projects in a timely and fi scally controlled manner. Federally Funded Bridge projects (Start) 4 1 2 9Ensure the safety and integrity of the bridges maintained by the Cuyahoga County Engineer. Locally Funded Projects - County 9Continue to count various traffi c locations throughout Cuyahoga County to identify future Administered 10 12 5 traffi c patterns of the County. This will enable this offi ce to plan and secure federal funding Locally Funded Projects - Municipally that will be used toward the reduction of road congestion. Funded 10 6 10

Objectives: Traffi c Count Intersections 60 70 70 9Adhere to project time schedules to ensure plan readiness for construction. 9Maintain communication with the municipalities on project status. 9Work with ODOT to ensure timely reimbursement of Federal Funds. 9Continue to perform annual inspections of the County’s 220 bridges, identify those that need repair and begin the process to secure Federal Funds for major repair or replacement. 9Perform annual preventative maintenance procedures on County bridges in order to extend the useful life of the structures and to avoid more costly repairs in the future. 9Utilize new traffi c counters that were purchased over the last three years to provide accurate and reliable data. 9Lead the implementation of a county wide geographical information system.

VVI-24I-24 Departmental Performance Executive Offi ce of Health & Human Services Budget $5,098,641

Mission Statement: 9Promote the coordination of a community effort to provide consumers, community-based The Executive Offi ce of Health & Human Services coordinates the service goals of the human organizations, and the general public with information about the human service programs service systems with the county’s mission to provide for the public’s well being, safety and self- of the County. suffi ciency. The Offi ce oversees budget expansions and contractions for systems to assure mandated services are funded. 9Oversee the administration of the Cuyahoga Tapestry and the Strengthening Our Communi- ties Youth grants within the County systems. Coordinate with FCFC and the boards in ongo- Initiatives/Highlights: ing System of Care design and policy decisions. 9Oversee the development of the Child Well Being plan and work with FCFC to identify best practice models and possible funding streams.

9Work with major advocacy organizations and continue to lobby on federal and state bud- get legislative issues that affect the provision of health and human service programming in Cuyahoga County.

VVI-25I-25 Departmental Performance Family and Children First Council Budget $2,349,235

Mission Statement: Key Performance Measures As the planning entity for Cuyahoga County, the Family and Children First Council promotes a collaborative system of care emphasizing coordination across a continuum of family-centered, Measure 2006 2007 2008 neighborhood based services to ensure the well-being of every child and to preserve and strengthen families in their communities. Families & School Together (FAST) program 87 95 115 Wellness Program 14,219 14,500 15,000 Goals: 9Service Coordination Evaluation Truancy Mediations (moving 100% to DCFS in • Identify how many families use the service coordination mechanism in the family team 2008) 600 700 N/A process FCFC Emergency Assistance 93 385 500 • Measure staff time to implement Service Coordination philosophy 9Child Well-Being – Youth Development Youth Community Public Policy Forum 32 175 250 • Develop RFP and implement contracts for the Youth Resource Centers Parent Education (Resource Fair) 20 155 300 • Work with community partners to plan and acquire funding for “Youth Space “ • Build a Youth Advisory Committee Youth Resource Centers N/A N/A 500 9Child Well-Being – Educational Success Out of School Time Programs N/A N/A 1,000 • Develop more tutoring opportunities for youth Youth Advisory Committee N/A N/A 90 • Expand out-of-school time programming • Develop linkages and provide support to assist areas schools Parent Advisory Committee N/A N/A 60 9Child Well-Being – Effective Parents/Caring Adults • Develop parent support programs • Develop mentoring programs • Support positive parent activities • Build a Parent Advisory Committee 9Child Well-Being – Healthy Youth • Develop medical home messages for youth • Expand Comprehensive Sexual Education programs in the suburban school districts • Expand Get-it website to encompass more than reproductive health. 9

VVI-26I-26 Departmental Performance Offi ce of Homeless Services Budget $5,781,795

Mission Statement: • Identify and implement shelter diversion strategies specifi c to the subpopulations coming In partnership with the community, the Offi ce of Homeless Services coordinates a continuum of into to shelter care of shelter, services, and permanent housing intended to prevent and reduce homelessness. • Improve links between shelters and other residential options in the community This coordination is implemented through planning, facilitating, advocating, and developing 9Increase homeless persons access to mainstream systems and resources resources with community stakeholders including homeless and formerly homeless persons. • Educate shelter staff about mainstream resources • Link mainstream resource staff with shelter staff Goals: • Identify existing links between homeless persons and mainstream systems and reconnect 9Develop a long range plan to reduce homelessness and increase affordable housing clients • Secure community support for the implementation of a long range plan • Assess clients for eligibility and refer as appropriate • Identify key leadership and stakeholders to develop and implement the Plan • Assure that the planning and implementation processes are inclusive of all community Key Performance Measures stakeholders Measure 2006 2007 2008 9Complete the development of the Women’s Shelter Campus (Community Women’s Shelter) Percentage of clients moving from shelter • Establish a time line specifi c to actions and outcomes and transitional housing to permanent 64.6% 68% 70% • Assist in the coordination of planning and resource development with the three non profi t housing. (HUD Standard 61.5%) agencies and two public entities involved in the Campus Project • Support communication, collaboration and coordination between the CWS and the other Percentage of clients who have increased shelter and service providers in the community their income from time of entering program 9Promote community compliance with the congressionally mandated Homeless Client Track- to time of exit. (HUD Standard 18%) 26.6% 30% 35% ing reporting systems Percentage of clients remaining in • Maintain technical upgrades necessary to manage the HMIS permanent housing longer than six months. 88.4% 90% 92% • Develop and provide basic reports to the community and Congress per HUD’s (HUD Standard 71%) regulations • Provide technical assistance and training to all agencies participating in the HMIS Manage the community Continuum of Care 9Promote the development of Permanent Supportive Housing Units as an alternative residen- Homeless Assistance Grant Application tial option for those long term homeless persons currently living on the street or in the public Process: Grant dollars awarded. HUD $21,115,002 $22,117,429 TBD shelter system Continuum of Care Grant Award. • Continue to build understanding and support for both capital and service funding for the Number of Permanent Supportive Housing permanent supportive housing model (PSH) Units in the community • Establish a stakeholders “Funding Collaborative” to identify projects and funding sources • Advocate for federal and state support for operating and support service funding for PSH For chronically homeless 785 917 1,049 projects For homeless persons w/disabilities 1,425 1,575 1,725 9Develop intervention strategies and alternative residential options to prevent individuals and families from entering the shelter system • Support the Cleveland Reentry Strategy – Housing Plan which emphasizes the need for better discharge planning and more resources from the state criminal justice system • Identify and monitor discharge planning policies and practices of the health, justice and child welfare systems VVI-27I-27 Departmental Performance Human Resources Budget $4,297,708

Mission Statement: 9SAP will be used to administer the BOCC employee training initiative listed in Goal #1. To recruit and maintain the most qualifi ed and motivated workforce serving the public in an 9The SAP system will be used to implement best practices realized through the review of the effective manner and to foster a work environment that promotes equal opportunity, dignity and agency. respect and encourages individuals to reach their maximum potential. 9Human Resources will send correspondence regularly to request legal documentation on dependents. Goals: 9Human Resources will analyze and report the number of letters sent out, number of respons- 9The Department of Human Resources will develop and implement training programs for all es and affi davits returned, and number of dependents dropped quarterly due to inadequate BOCC employees. or no response. 9The Department of Human Resources will conduct an effi ciency, effectiveness, and best practices review of all policies and procedures with which our business in conducted. 9The Department of Human Resources will conduct a review of the effi ciency, effectiveness, Key Performance Measures user ability, and cost ramifi cations of the Human Resources Information System, SAP. 9The Department of Human Resources will provide more cost effi ciency and effective utiliza- Measure 2006 2007 2008 tion of county resources by garnering more utilization of the existing SAP system. # of Requests made for documentation of 5,169 414 600 9The Department of Human Resources will monitor ongoing eligibility of dependents. dependents Objectives: # of Dependents dropped as a result 329 159 N/A 9SAP will be used to administer the BOCC employee training initiative. $s saved on undocumented dependents $1,131,964 $349,064 N/A 9Human Resources will update the BOCC Policies and Procedures Manual. 9Human Resources will update the BOCC Supervisory Training. # of employee disipline hearings 125 144 N/A 9Best practices will be reviewed, gathered and implemented for the Agency. # of BOCC Supervisors Attending Supervisory 9Volumetric will be obtained for each type of work product in Human Resources. Training 40 69 80 9The “Future State” of service delivery in HR will be outlined. 9Best practices will be reviewed, gathered and implemented for the SAP system. Bargaining Unit Contracts negotiated to 9The system will be reviewed for dependability, accuracy, and effi ciency of use. conclusion 7 11 11 9Cost-effectiveness will be reviewed as pertains to the HRIS. 9Human Resources will invite and attract other county agencies to adopt and migrate to SAP.

VVI-28I-28 Departmental Performance Information Services Center Budget $15,888,122

Mission Statement: Key Performance Measures To enhance the performance of County agencies by making full use of the power of technology to improve the lives of citizens while saving taxpayer dollars. Measure 2006 2007 2008

Goals: Develop and Implement Disaster Recovery Plan 25% 30% 50% 9Implement Disaster Recovery Plan. Complete Voice Over Internet Protocol (VoIP) 9Complete Voice Over Internet Protocol (VoIP) installation in County Agencies. installation in County agencies 40% 80% 95% 9Install Intrusion Protection System. 9Implement Video Conferencing, County Video and County television station. Install Intrusion Protection 20% 45% 75% 9Develop geographic information system (GIS) system in conjunction with the County’s GIS Implement Video Conferencing Project, County 10% 65% 80% Administrator. Video television station 9Implement Blade Server Technology. Develop countywide geographic information systems (GIS) infrastructure 30% 70% 80% Objectives: 9Implement Gartner recommendations regarding disaster recovery plan. Implement Blade Server Technology 10% 45% 60% 9Secure funding for disaster recovery plan. 9Develop site and complete phases III and IV of the disaster recovery plan. 9Train staff in VoIP applications. 9Test and certify VoIP data cabling at required locations. 9Install voice and video bridge for conferencing. 9VoIP Phase III and IV locations completed by 5/31/08. 9Acquire required hardware and software for the intrusion prevention system. 9Enhance skills of staff for intrusion protection system. 9Implement intrusion detection system across the Wide Area Network (WAN). 9Implement video conferencing for select court rooms, remote jail sites and point to point conferencing. 9Produce Cuyahoga County promotional video. 9Continue adding video to county web sites. 9Defi ne various agencies’ responsibilities in regard to the GIS. 9Obtain participation agreements for the countywide GIS. 9Enhance skills of staff in use of “Dot Net” (. NET) blade server technology. 9Install and develop blade server box and blades. 9Move applications to the new blade server.

VVI-29I-29 Departmental Performance Justice Affairs Budget $26,608,479

Mission Statement: • Increase effi ciency and effectiveness of Children Who Witness Violence Program in order The purpose of the Department of Justice Affairs is to make Cuyahoga County a safe community to prevent or minimize the cognitive, social and emotional impairment of children who wit- by providing leadership and integration of services throughout the criminal/juvenile justice, ness violent situations. delinquency prevention and emergency service systems. • Support the expansion of the City of Cleveland Domestic Violence Project by increasing justice advocacy and other services to victims of crime and family violence participating in Goals: the enhanced program. Study the City of Cleveland project to assist in the implementation 9Assist offenders in becoming law-abiding members of the community through early inter of countywide Family Justice Center project. Assist offenders in becoming law-abiding members of the community through early interven- • Increase referrals for adult and child victims of homicides, sexual assaults, and domestic tion, prevention, substance abuse treatment and counseling. violence and provide earlier interventions for crime victims in conjunction with the Family • Implement screening and assessment using validated instruments (LSI & GAIN) to deter- Justice Center. mine most appropriate and effi cient course of treatment for youth involved criminal justice 9Minimize the impact to the community of natural, man-made, technological and terrorism system. related emergencies by improving and expanding emergency preparedness through a new • Reduce recidivism rates for adjudicated youth by increasing the capacity to provide edu- Emergency Operations Plan, public information campaigns, training and exercise programs cational and vocational training programs to youth-in-residence and after release from and inter-agency collaboration. YDC through the use of prescriptive treatment plans involving community resources and • Update the county wide emergency communications system in conjunction with estab- increased family involvement. lishing a new emergency operations center, to address the increase in call volume and • Improve and expand services provided to at-risk youth and high risk adult offenders by emergency preparedness planning activities. This will facilitate interoperability among increasing case management time, linkages to educational/vocational programs and re- community safety forces and will allow for implementation of a county wide geographic ferrals for ancillary services such as psychological services, job training and substance information system (GIS) and mapping system to assist all public safety answering points abuse treatment services in the County. • Provide effective assessment and case management services to court mandated, sub- • Coordinate with police, fi re, and EMS from local communities to establish training and stance abusing offenders early in the criminal justice continuum in an effort to increase acquire equipment to prepare for and respond to terrorist related incidents in collabora- long-term abstinence and avoid further involvement in the criminal justice system. tion with the Department of Homeland Security and the Ohio Emergency Management • Enhance programming to clients through the implementation of proven Best Practice mod- Agency. Work towards improving interoperability within the county through joint endeavors els such as Strengths Based Case Management, Strategic Family Therapy models and such as computer aided dispatch, records management and the Northeast Ohio Regional Cannabis Youth Treatment Groups. Fusion Center. 9Support crime victims and witnesses by protecting their rights and striving for social 9Coordinate and monitor local Homeland Security programs and funding. Aggressively seek change regarding assistance for victims of violent crime through coordinated community additional homeland security grants and other resources needed to prepare for and respond collaboration. to terrorist related incidents.

VVI-30I-30 Departmental Performance Justice Affairs

9Increase effi ciency of criminal/juvenile justice programs offered throughout the county by Key Performance Measures integrating information and service delivery systems in an effort to determine how well justice operations are meeting public and organizational needs and goals. Measure 2006 2007 2008 • Improve and increase the quality and quantity of information shared by law enforcement Recidivism rate for youth at YDC 13% 9% 9% agencies in the Cuyahoga Regional Information System (CRIS) by continuing the imple- mentation of projects such as the Greater Cleveland Regional Transit Authority video sur- Community residential clients completing treatment N/A N/A 85% veillance project, the Federal Gang Task Force, and the County GIS Project partnership. Completion of juvenile substance abuse treatment • Evaluate and test electronic suspect identifi cation solutions including enhanced fi ngerprint program 20% 22% 50% and facial recognition software systems. Seek grant funding to support the implementa- Successful completion of Aftercare/Anger tion of these systems to signifi cantly improve identifi cation of criminal suspects by police Management program 54% 57% 58% offi cers in the fi eld. # completing Employment for Youth Offenders 84 100 125 • Continue development of comprehensive strategies for adult and juvenile justice systems including re-entry programs, literacy programs, job training and readiness programs, and Custody Mediation cases reaching full restoration 73% 70% 72% prescriptive treatment plans. Increase the number of adult felony referrals 1,500 1,625 2,000 9Develop resources for law enforcement, justice and community service providers to enhance the availability of alternative programming in the community. Increase the number of City of Cleveland VAWA • Strengthen partnerships with state and federal counterparts to develop/identify additional referrals 1,900 2,000 2,600 resources. Completion of adult substance abuse treatment • Aggressively seek grant funds for community services oriented initiatives and law enforce- program 44% 60% 60% ment/public safety initiatives. 9-1-1 calls received by the Cuyahoga Emergency • Enhance collaborations and partnerships with other county agencies, local entities and Communications System 600,000 650,000 700,000 members of the community in an effort to bridge service gaps within the County. Emergency preparedness training courses, exercises and presentation given responders and the community 10,450 10,700 12,850 Increase the number of Community Emergency Response Team members within the County 2,000 2,600 3,500 Amount of local, state and federal public safety grants received and administered for Homeland Security $5,772,802 $5,520,000 $7,000,000 CRIS direct users 39 40 43 Mobile Data Terminal users 18 17 19

VVI-31I-31 Departmental Performance Juvenile Court Budget $ 53,931,042

Mission Statement: 9Draft a proposed case management rule for the jurists and magistrates of the Court regard- To administer justice, rehabilitate juveniles, support and strengthen families, and promote public ing the order of proceedings on abuse, neglect, and dependency cases for approval by the safety. jurists, and implement said rule in 2008. 9Organize committees of appropriate staff to devise protocols and processes for a Mental Services: Health Court docket and a Re-Entry Court docket. Juvenile Court of Cuyahoga County is a separate division of the Court of Common Pleas. The 9Identify jurist and/or hearing offi cers for each specialty docket. purposes of the court are: 9Establish appropriate contacts with treatment providers and other services agency personnel 9To provide for the care, protection, mental, and physical development of children subject to to assist and participate in the two specialty dockets as required. chapter 2151 of the Ohio Revised Code, whenever possible, in a family environment, sepa- rating the child from the child’s parents only when necessary for the child’s welfare or in the Performance Measures: interest of public safety 9On a monthly basis, calculate the percentage of pending cases that exceed the Ohio Su- 9To provide judicial procedures through which Chapters 2151 and 2152 of the Revised Code preme Court Guidelines (reference goal #1). are executed and enforced, and in which the parties are assured of a fair hearing, and their 9On a monthly basis, calculate the percentage of employees needing to be trained and those constitutional and other legal rights are recognized and enforced that have successfully completed training on the new case management system (reference 9To protect the public interest and safety, hold the offender accountable for the offender’s ac- goal #2). tions, restore the victim, and rehabilitate the offender 9Monitor number of specialty dockets implemented (reference goal #4). 9Design, develop & install the Court’s case management information system. Juvenile Court is organized into four departments - Detention Services, Court Services, Probation 9Develop& implement a case management rule for the Court through continued participation Services, and Administration. in the National Council of Juvenile & Family Court Judges Model Courts Program. 9Complete process and/or outcome evaluations for the Court’s Juvenile and Family Drug Goals: Courts and Community Diversion Program. 9Reduce the overall percentage of cases exceeding the Ohio Supreme Court Guidelines to 9Implement gender specifi c training programming for female probationers. less than 10%. 9Complete the installation of the new Juvenile Court Case Management System and the Key Performance Measures training of all staff. 9Reduce instances of delay in the adjudication and disposition of abuse, neglect, and depen- Measure 2006 2007 2008 dency cases by developing and instituting a case management protocol for all jurists and Percentage of pending cases beyond the Ohio hearing offi cers on the abuse, neglect, and dependency dockets. Supreme Court Guidelines 11.6% 12.1% 10.0% 9Develop and implement two additional specialized dockets for a Mental Health Court and a Juvenile Offender Re-Entry Court. These are in addition to the Juvenile Drug Court and Number of employees successfully completing Family Drug Court special dockets. training on the new case management system N/A 40.0% 100.0% Number of special dockets implemented 2 2 4 Objectives: 9Provide jurists and magistrates with monthly individualized docket reports of cases approach- ing or beyond the Ohio Supreme Court Guidelines to allow for easy identifi cation of specifi c cases requiring more immediate attention. 9Develop a group of employees in each department in the court to ensure appropriate training is completed for all staff on the new Case Management System.

VVI-32I-32 Departmental Performance Law Library Budget $183,706

Mission Statement: Key Performance Measures The Law Library is a private not-for-profi t Ohio corporation mandated by statute to serve as the county law library. Its mission is to provide timely, cost effi cient access to legal information Measure 2006 2007 2008 resources, as well as to research services to support the practice of law and administration of justice in Cuyahoga County. The Law Library’s primary constituent groups are county offi cials Membership offi cials 1,126 1,184 1,200 and county agencies, as well as the library’s private membership. Secondary constituent groups Circulation transactions 10,734 9,059 9,100 include other public offi cials, other public agencies and the general public, which is served either Reference transactions 12,955 10,514 10,500 directly by the Library or indirectly through services to agencies and institutions. The usage of Library resources is changing over time, and the Law Library is doing its best to keep up with County Offi cials Visits** 440 479 485 technology and migrate resources to electronic databases where available and appropriate. All questions answered 17,122 14,481 14,500 Remote usage transactions 4,565 4,369 4,400 Goals & Objectives: 9Achieve more equitable funding for Ohio’s County law libraries. Remote usage hours 238 239 250 9Provide County agencies with increased access to the Law Library’s electronic resources and **Started collecting 4/06 become the chief negotiator for all county agency contracts for legal research materials. 9Provide increased staff-assisted research, reference and information delivery services to County agencies, members and the public. 9Ensure an effective environment for the highest and best use of technology in providing legal information. 9Provide Continuing Legal Education (CLE) for members and practitioners in Cuyahoga County.

VVI-33I-33 Departmental Performance Mental Health Board Budget $27,651,911

Mission Statement: • Development of the implementation plan for the consolidation of the Community Mental Health Board and The mission of the Cuyahoga County Community Mental Health Board is to develop a system that enables the Alcohol and Drug Addiction Services Board; persons experiencing mental illness and children with emotional disturbances to access quality services and • Continue collaboration with the local Drug and Alcohol Addiction Services Board to develop programs that address both mental health and substance use treatment needs for children and adults; programs that assist them in a culturally competent manner tailored to each individual to better control their • Continue to secure an adequate funding level from the Board of Cuyahoga County Commissioners to illness, to achieve their personal goals, and to develop skills and supports leading to their living the most support services to consumers with mental illness who do not qualify for Medicaid, as well as community constructive and satisfying lives possible in the least restrictive setting available. support services to those with or without Medicaid that are not eligible Medicaid services; 9 Children and Adolescent Services Goals: • Increase the availability of early childhood mental health services; 9 Increase Residential and Housing Services: • Improve child social and emotional development; • Continue to implement the coordinated residential referral process which creates a single point of entry to • Evaluate the effectiveness of early childhood mental health services and school based mental health residential care facilities matching vacancies with the consumers’ supported housing needs; services; • Continue to work with housing providers both public and private to increase the access and permanent • Improve functioning and decrease symptoms of identifi ed youth at risk of serious emotional disturbance supported housing for persons with criminal records; receiving mental health services through collaborative school-based mental health programs; • To develop a system-wide housing continuum to address the needs of the homeless, consumers rein- 9 Further Develop Evaluation of Services through Increased use of ODMH Consumer Outcomes, Evidenced- tegrating into the community from inpatient settings and specialized housing for persons returning from Based Practices Fidelity Ratings, as well as other performance measures. prisons who are substance abusers; • Continue gathering baseline data regarding level of care necessary for existing consumers receiving men- • Increase the capacity of affordable housing for consumers with mental illness by increasing the number tal health services in the community; of Adult Care Facilities (ACF), Residential Care Facilities (RCF) and Independent Living environments for • Work with Ohio Department of Mental Health Coordinating Centers of Excellence (CCOEs) to expand those leaving the state hospital, returning from prison, homeless, etc. Increase the availability of funds implementation of Integrated Dual Disorder Treatment, and Dartmouth Model-Supported Employment related to wrap around services that allows persons to live in these environments. Without an increase through improved fi delity to the models. in the capacity, the mental health system will continue to experience peaks in the number of persons • Continue to build countywide database of ODMH Consumer Outcomes to a minimum threshold of 80% remaining in the state hospital; compliance for Adult Consumers and 80% for children receiving services. • Expand centralized residential referral process to encompass adult care facilities in addition to residential • Expand use of Outcomes subscales data (Quality of Life, Symptom Distress, Satisfaction, Health) care facilities and permanent supportive housing to work in tandem with the Community Mental Health • Continue to expand the use of program specifi c performance measures for funding decisions Board’s development of a housing continuum to reduce homelessness; 9 Improve Criminal Justice and Community Care: Key Performance Measures • To provide a mechanism to continue outpatient commitment to the CCCMHB following release from the state psychiatric hospital through the provision of intensive Assertive Community Treatment (ACT) ser- vices for the duration of commitment; • To decrease readmission to the state psychiatric hospital by providing intensive outpatient services in the Measure 2006 2007 2008 community; Bed Day Utilzation (Based on SFY) 94 98 98 • To assist consumers in their recovery from the debilitating effects of serious and persistent mental illness. Central Pharmacy Utilization (Based on SFY) Total $1,401,469 $1,612,557 $1,660,995 • Continued refi nement of the Outreach/Re-Entry Program for ex-offenders with serious mental illness re- State $1,048,451 $1,055,924 $1,391,173 turning to Cuyahoga County. The program consists of a mental health liaison position at several major mental health center to serve consumers who have been confi ned to county or city jails to improve conti- Local $353,018 $556,633 $269,822 nuity of care, and reduce bed days and recidivism; • Increase access to mental health services and supports designed to meet the unique needs of youth age ODMH Consumer Outcome Data Targets 16-22 transitioning to adulthood, and decrease barriers during transition to the adult community mental Child Providers: current surveys of those served 78.4% 76.8% 80% health system; 9 Consolidation of the Cuyahoga County Community Mental Health Board and the Alcohol and Drug Addiction Adult Providers: current surveys of those served 51.9% 54% 80% Services Board to the Behavioral Health Board of Cuyahoga County: • To assist consumers in their recovery from the debilitating effects of serious and persistent mental *Note: Above data provided based on the State Fiscal Year, July 1st thru June 30th. illness.

VVI-34I-34 Departmental Performance MetroHealth System Budget $40,000,000

Mission Statement: 9Continue to provide a teaching environment that stimulates medical research and The MetroHealth System commits to leadership in providing outstanding healthcare services which education continually improve the health of the people in our community. We offer an integrated program 9Continue open dialog with the County Commissioners and the Community in order to pro- of services provided through a System which encompasses a partnership between physicians mote an enhanced understanding of MetroHealth’s contribution of the citizens of Cuyahoga and management and refl ects excellence in patient care supported by superior education and County research programs. We are committed to responding to community needs, improving the health 9Promote federal and state policy reform to restore adequate payment for safety net status of our region, and controlling health care cost. We hold as a core value the provision of providers services to any resident of Cuyahoga County regardless of ability to pay. 9Link strategic initiatives to capital investments and fund raising 9Continue the development of the MetroHealth Old Brooklyn Campus - the Senior Health & Goals: Wellness Center and the Skilled Nursing Facility MetroHealth will be a national leader and innovator in public health, offering continuity of patient 9Implementation of the Inpatient Electronic Medical Record care through services and programs that are accessible, cost-effective, and address the full 9Continued implementation of the Performance Management Initiatives range of needs, from critical to rehabilitation to preventive medicine. The System’s full range of services will be available to all people of Cuyahoga County and beyond. MetroHealth will be nationally recognized for high quality healthcare, innovative educational programs and focused Key Performance Measures basic science and clinical research programs. MetroHealth will be a leader in organizing and providing community-focused services that lead to measurable improvements in health status. Measure 2006 2007 2008 MetroHealth will achieve this vision through: Uncompensated Care Provided $192,115,000 $229,631,000 $242,698,000 9Focusing on the needs of our patients as our top priorities 9Maintaining our commitments to quality and excellence Hospital Discharges 29,294 30,075 30,255 9Expanding our partnerships with talented physicians and other health care provides who ad- Outpatient Physician Visits 824,288 858,781 869,082 vance patient care through exceptional service, superior programs of medical education, and Skilled Nursing Patient Days 126,812 113,333 104,953 the development of research programs with substantial potential for national prominence 9Developing a network of locally available professional services integrated with MetroHealth’s Excess Revenues Over Expenses $22,262,000 (A) $0 institutional services through information and other systems ($5,979,000) 9Providing leadership for improving public and community health services in the region *2007 uncompensated care is based on our un-audited Financials 9Assembling the resources, facilities, and operating systems to enable our employees and medical staff to provide exemplary patient care 9Establishing a strong fi nancial base for supporting the unique mission and role of Metro- Health in the 21st century 9Developing values and behavioral anchors around accountability, commitment, creativity, excellence, respect and teamwork which are then used in the performance management process

Objectives: 9Continue to provide historic levels of service to under-served populations in the community 9Increase market share and enhance net revenues in all segments of fee-for-service business 9Preserve and enhance the value of the existing clinical facilities and other assets VVI-35I-35 Departmental Performance Offi ce of Budget and Management Budget $1,533,021

Mission Statement: Key Performance Measures To advise, inform and develop recommendations to County offi cials on fi nancial planning and programmatic issues leading to the effective and effi cient management of available resources. Measure 2006 2007 2008 Cash reserve balance to annual expenditures as Goals: a % 29.2% 31.3% 24.7% 9To provide reliable and timely fi nancial information to internal and external entities. 9To work with Administration and County agencies to effectively manage resources and pro- Accuracy rate of fi nancial forecast at Midyear: grams for the maximization of services while controlling the cost of government. Revenues 3.0% 2.1% 3.0% 9To assure fi scal capacity to meet the delivery of services in the community in both the short- Expenditures 3.0% 2.3% 3.0% term and the long-term. Accuracy rate of fi nancial forecast at 4th quarter: 9To update the fi nancial plan that addresses the needs of the major capital projects currently Revenues 1.1% 0.6% 3.0% under consideration. Expenditures 1.6% 1.0% 3.0%

Objectives: Debt service compared to operating expenditures 9.3% 10.4% 13.6% 9To provide quarterly reviews of budget performance within 31 days following the close of the Bond Ratings: quarter. Moody’s Aa1 Aa1 Aa1 9To respond to inquiries for information within 24 hours with a status report. Standard and Poor’s AA+ AA+ AA+ 9Review and monitor the agencies’ budget reduction plans to determine achievement of 3% Fitch IBCA AAA AAA AAA reduction targets. 9Obtain suffi cient information for effective programmatic and fi nancial reviews. 9Establish and maintain close working relationships and knowledge of agencies’ operations. 9Keep abreast of trends in relevant programs and the agencies’ ability to achieve their pro- grammatic goals. 9Recommend an annual balanced operating budget and capital plan prior to the beginning of the fi scal period. 9Maintain on an annual basis minimum cash reserve balance of 20%-25% of anticipated expenditures. If utilizing the reserve, to ensure that it is used for one-time expenditure needs and not for ongoing programmatic needs. 9To aid a successful campaign to replace the 4.9 mill Health and Human Services levy with a 4.8 mill levy in March 2008 to be able to continue to support the community’s need for the basic safety net of services provided. 9To issue approximately $160 million worth of bonds by the second quarter for capital projects presently underway, over $55 million is reimbursement of advanced funds for the projects.

VVI-36I-36 Departmental Performance Offi ce of Procurement and Diversity Budget $1,566,313

Mission Statement: Key Performance Measures The Offi ce of Procurement & Diversity serves its internal and external clients by providing cost effective and effi cient procurement of goods and services and promoting equal economic op- portunity. Measure 2006 2007 2008 % of Small Business Enterprise (SBE) Goal: Monitoring/Tracking System Completed 10% 50% 100% 9Procure quality goods and services at a competitive cost in a timely manner and encourage opportunities for Small Business Enterprises (SBE) in County Procurement % of Procurement Card (P-Card) Pilot Program Implemented 25% 100% N/A Objectives: % of Reverse Auction Capability Achieved 10% 30% 50% 9Integrate new SBE Monitoring/Tracking System into County procurement process. 9Add Buyspeed Online and reverse auction bidding upgrade to existing procurement % of Achievement in Excellence in Procurement software. Requirements Met 10% 100% N/A 9Successfully complete procurement card (p-card) pilot program in advance of full program implementation. 9Revise County’s formal bid threshold (those requiring the Commissioners’ approval) from $15,000 to $25,000. 9Continue to fi nd opportunities for department customers utilizing GovDeals surplus online bidding. 9Implement improvements to County’s procurement function by adding best practices bench- marks recognized by the National Purchasing Institute’s Achievement of Excellence in Pro- curement Program.

VVI-37I-37 Departmental Performance Ohio State University Extension Budget $304,062

Mission Statement: 9 Engage youth in research-based activities and programs focused primarily on physical and environmental Ohio State University Extension’s mission is engaging people in research-based educational programming and activities that foster positive youth development and build life skills. partnerships to strengthen their lives and communities. 9 Engage youth in governance activities that build leadership and communication skills and promote com- munity service learning. Services: 9 Provide food safety, nutrition and gardening education for youth, families, individuals and childcare OSU Extension in Cuyahoga County provides research-based programs directly and in collaboration with other providers. agencies, businesses and individuals to assist in building sustainable capacity in the areas of: 9 Educate adults working with youth on the theory and practice of positive youth development and in recre- ational use of natural resources. 9 Economic Development- Through retention and expansion of local businesses, business management, en- 9 Educate adults in horticultural topics so they may provide services to youth and adults that enhance the trepreneurial education and professional development for those in the green industry. physical and social environment. 9 Youth Development- Including leadership skill building, youth in governance, career decision-making, fi nan- 9 Provide programming and facilitation support to community organizations that promote collaborative ap- cial literacy and health and nutrition. proaches to addressing community issues. 9 Community Gardening- Helping people grow food to eat, develop skills to live by, and build stronger com- 9 Improve science and math skills in youths through programs related to human nutrition, horticulture and the munities and healthier environments. environment. 9 Nutrition Education- Assisting limited resource audiences in acquiring the knowledge, skills, attitudes, and 9 Improve nutrition of youth so they are physically and mentally able to focus on educational achievement. changed-behavior necessary for nutritionally sound diets, and to contribute to their personal development 9 Provide research-based, experiential learning activities during in-school and out-of-school time for youths in and the improvement of the total family diet and nutritional well-being. the areas of the environment, life skills and leadership skills. 9 Family and Consumer Sciences- Providing educational opportunities in the areas of nutrition, food safety 9 in the areas of the environment, life skills and leadership skills. and preservation, family life and child development, budgeting and other family issues, textiles, clothing, and home management. Key Performance Measures 9 Horticulture- Environmental and economic sustainability through land-use education, community gardening, pesticide applicator training, environmental stewardship and landscape enhancement. 9 Civic Involvement- Multiplying program impacts and expanding outreach through the training of professionals Measure 2006 2007 2008 and volunteers. # of people trained in business, management, community 9 Funding Partnerships- Funding is based on an arrangement between County, State, and Federal development skills, and number of new jobs 121 139 N/A governments. 9 Serving Cuyahoga County- Target populations are all Cuyahoga County residents with some program focus # of youth educated in food safety, nutrition, life skills, career on moderate- and low-income urban residents. selection, leadership, gardening, natural resources, and recreational activities 12,888 12,660 N/A Goals: 9 Economic Independence and Self Suffi ciency for Individuals and Businesses # of volunteers trained in positive youth development, leadership, 9 Positive and Healthy Youth Development and Extension outreach skills. 885 900 N/A 9 Leadership and Civic Involvement through Volunteer and Staff Development 9 Educational Success # of horticulture professionals trained in job skills 715 637 N/A 9 Preservation of Green Space # of fi rst-time parents receiving the “Growing Together” newsletter N/A N/A 7,100 9 Responsive Community Development 9 Lifelong Learning # of low-income senior citizens participating in the Family Nutrition Program N/A N/A 490 Objectives: 9 Educate business owners and managers, development professionals and communities in the areas of com- # of young, school-aged children participating in health and munity development, business retention and attraction and best management practices. wellness activities N/A N/A 4,700 9 Assist low- and moderate-income youth and adults move toward self-suffi ciency with life skills, including # of adult volunteers with the Master Gardener program N/A N/A 175 career selection, fi nancial management skills, parenting skills, entrepreneurial skills and basic work skills. 9 Educate horticultural business owners, employees and entrepreneurs to improve economic growth while # of local businesses reached through business expansion and sustaining environmental quality through appropriate horticultural and pest control practices. retention efforts N/A N/A 55

VVI-38I-38 Departmental Performance Ombudsman Budget $205,592

Mission Statement: Key Performance Measures To offer a free service of impartial redress to help people by working to resolve complaints, answer questions and promote clear communications regarding County government funded services. The Ombudsman seeks to stimulate systemic change and continuous improvement Measure 2006 2007 2008 in County services. Successful Resolution of Citizen Complaints 4,000 4,443 4,000

Goals: Timely Resolution of Cases (in Days) 4.5 4 4 9Provide complaint resolution services to the citizens of Cuyahoga County Community Forums/Events 3 41 25 9Improve service delivery and enhance public awareness of the Offi ce’s services Radio Programs 9 52 52 9Continue to collaborate with County agencies, faith-based organizations, and other commu- nity agencies and citizens to identify and address systemic issues having a negative impact on the citizens of Cuyahoga County 9Respond to citizens requesting assistance concerning predatory lending/foreclosures

Objectives: 9Serve and resolve 4,000 citizens concerns by December 31, 2008 9Resolve cases within four days 9Implementation of third phase of 5-year strategic plan by year end 9Continue to seek, engage, and create opportunities which will increase citizen and commu- nity awareness of the Offi ce of the Ombudsman 9Continue and establish additional permanent outreach partnerships with communities agencies 9Collaborate with key stakeholders to identify and address systemic issues 9Provide monthly on-site information, referral, and complaint resolution services to County citizens at three community agencies 9Attend and participate in twelve community events by December 31, 2008 9Seek funding from the County and other funding streams for continued operation of its week- ly radio program

VVI-39I-39 Departmental Performance Probate Court Budget $7,321,000

Mission Statement: Key Performance Measures Perform duties as required by the U.S. Constitution, Ohio Constitution and laws of the United States and State of Ohio. Measure 2006 2007 2008 Goals & Objectives: New Filings - All Cases 12,866 11,683 11,683 9Perform duties in an effi cient and fi scally responsible manner. 9Obtain and maintain staff to effectively perform duties and serve the public. Terminations - All Cases 11,349 11,346 11,346 9Continue to maintain and upgrade computer operations. Adoptions Filed 479 423 423 Psychiatric Filed 1,070 1,049 1,049 Marriage Licenses Issued 7,635 6,861 6,861 Estate & Trusts Filed 7,569 7,223 7,223 Guardianship Minors 652 638 638 Guardianship Incompetent 1,421 1,256 1,256

VVI-40I-40 Departmental Performance Prosecutor Budget $26,429,959

Mission Statement: • Continue to support the Ohio Internet Crimes Against Children Task Force (ICAC), of which Prosecu- The mission of the Cuyahoga County Prosecuting Attorney is to seek justice for victims of crime, safer streets tor Mason is the Chair. The Task Force was started in early 2000 as a Cuyahoga County based and neighborhoods for all residents of Cuyahoga County, and punishment of those individuals who break partnership of federal and local law enforcement agencies and was expanded statewide in 2003. the law. The Prosecuting Attorney provides legal representation to the county government and the citizens The goal of the Task Force is the apprehension and prosecution of Internet child predators and it represents. The Prosecuting Attorney performs these duties respectful of the solemn responsibilities child pornographers and the education of the community to protect itself from the threat. Financed associated with the power of this Offi ce, and mindful that justice must be aggressively pursued, blindly through a Department of Justice grant, the Ohio ICAC Task Force has grown to become the largest applied, and equal by all measures. The Prosecuting Attorney must also advance the citizens’ understanding and most effective ICAC in the nation. of our justice system, thereby strengthening the rule of law through education. This Offi ce is responsive • Maintain the Task Force’s effectiveness of arresting and prosecuting internet predators. Over the to its citizenry, and the Prosecuting Attorney and all Assistants shall, when permitted by law and ethics, past six years, over 700 arrests have been made and the Cuyahoga County Prosecutor’s Offi ce has communicate openly with the public and its representatives. This mission shall be accomplished by a staff handled over 200 criminal prosecutions with a one hundred percent conviction rate. of dedicated career Assistant Prosecuting Attorneys and staff whose composition refl ects the diversity of 9 Criminal Non-Support the community they serve. • Continue to apply the ORC 2919.21 to these absent parents in order to collect court ordered sup- port, deter future non-compliance and promote justice for these children. Goals & Objectives: • Determine feasibility of adding another prosecuting attorney in the 2008 contract 9 Information Technology • Under the direction of Prosecutor Mason, continue to strive to exceed the previous performance • Continue Prosecutor Mason’s initiatives to promote the use of information technology to support standards. operations, including, but not limited to: paperless electronic case intake from all Cuyahoga County police agencies (the fi rst of its kind in Ohio), the implementation of a County wide Justice video Key Performance Measures conferencing infrastructure, and the active promotion of seamless data exchange between all local, state and federal law enforcement partners. Measure 2006 2007 2008 • Continue the detailed design and implementation phases of the new, state-of-the-art case manage- ment system, utilizing innovative and exciting technologies, with the intent to realize a live operations Criminal Trials 598 750 768 date in the fourth quarter of 2008. Criminal Indictments 16,753 17,350 17,500 9 Economic Crime • Continue to The Economic Crime Unit is charged with the responsibilities of prosecuting non-violent Juvenile Cases 14,680 14,750 15,000 theft cases, public corruption, cases involving complex fact patterns of theft, and fi nally crimes (non- Civil Cases 514 517 520 violent) committed by licensed professionals. The ECU has functioned, until last year with three attorneys and one support staff to handle a case load of approximately 400-450 cases per year. Abuse, Dependency & Neglect Complaints 1,858 1,501 1,460 During 2007 an additional attorney was added specifi cally to handle Predatory Lending cases. In addition to the prosecutor three investigators have been added to assist in the preparation, investi- Criminal Non-Support Indictments 88 125 160 gation and prosecution of Mortgage Fraud/Predatory Lending cases. Child Support Hearings - Juvenile 15,000 18,500 20,000 • Build upon 2006 successes, which included closing over 400 cases, resulting in over $6 million of restitution for the citizens of Cuyahoga County, both of which represented Unit historical highs. Child Support Pleadings - Juvenile 5,000 5,150 5,500 • Promote increased effi ciency, despite high attorney caseloads, by regularly seeking additional help Child Support Hearings - Domestic Relations 3,512 3,542 3,600 from interns, investigators, and assistant prosecutors (second chairs, etc.). • Monitor caseload growth, which has risen approximately 30% each year for the past fi ve years and Child Support Pleadings - Domestic Relations 1,642 3,809 3,900 plan accordingly should caseloads eventually exceed the capabilities of a four-person unit 9 Expand Reform of the Adult Criminal Justice System Foreclosure Cases Filed 1,400 1,600 1,800 • Continue to implement and integrate several of the JMI recommendations into the criminal justice Foreclosure Parcels Offered for Sheriff Sale 227 971 1,200 system with the overriding goal to expedite the processing of felony criminal cases. • Expand the Pilot Project to the jurisdictions throughout Cuyahoga County. 9 Protecting our Community’s Children from Internet Pedophiles

VVI-41I-41 Departmental Performance Public Defender Budget $9,357,542

Mission Statement: Key Performance Measures The Cuyahoga County Public Defender is committed to providing effective assistance of counsel to the indigent citizens of Cuyahoga County. To do this, the Public Defender always strives to maintain a skilled, zealous, dedicated and compassionate staff of attorneys and the Measure 2006 2007 2008 support staff necessary to assist them. The Cuyahoga County Public Defender seeks to insure Intake Felony Cases 6,538 5,788 6,100 that defendants facing criminal prosecution in this county are not denied their constitutional Intake Juvenile Cases 4,481 5,158 5,900 rights, including legal representation, because of their inability to pay. Intake Appellate Cases 126 149 160 Goals: AWA Cases 0 209 550 9 Continue to represent defendants at all levels of change including the death penalty, and to maintain higher percentage of more serious felonies in the mix of cases assigned to the Felony Case Disposal 6,746 6,403 6,500 Public Defender. Juvenile Case Disposal 3,982 4,719 5,100 9 Enhance and develop trial advocacy and appellate representational skills of the staff attor- neys, and to provide ongoing training to new and existing staff, including continued training Appellate Case Disposal 135 100 150 for specialized areas: Mental Health Court, Drug Court and Death Penalty Defense. AWA Case Disposal 0 0 500 9 Develop and expand the department web site as a defense resource for the legal community in conjunction with completion of a computer system upgrade in 2008-09. Municipal Intake 30,900 45,413 45,500 9 Continue to participate in the Justice Reform Initiative, as recommended by the Justice Management Institute (JMI) Study.

VVI-42I-42 Departmental Performance Recorder Budget $7,186,205

Mission Statement: Key Performance Measures The Cuyahoga Recorder’s Offi ce will continue to provide the highest level of services to the clients of this offi ce as we fi le, retrieve and secure documents mandated by the Ohio Revised Code. We will provide quality service to the taxpayers of Cuyahoga County in an effi cient, expeditious and Measure 2006 2007 2008 economically sound manner. Customer Satisfaction Index 95% 95% 95%

Services: Average Customer Waiting 2.5 min. 2.5 min. 2.5 min. The County Recorder is the custodian of public records of Conveyances and Encumbrances of Average Customer Waiting at Peak Demand 8.5 min. 8.5 min. 8.5 min. Real and Chattel property. Through this record system, the Recorder provides a means whereby Average time for fi ling a document 1 min 1 min. 1 min. the parties involved in property transactions are assured their interest are maintained. In addition, the Recorder supplies upon demand a concise, certifi ed copy of any record fi led for permanent Average time to retrieve a document by professional 1 min 1 min. 1 min. retention and third-party notifi cation. Average time retrieve a document by general public 2 min. 2 min. 2.min. Goals: Costs/Revenue Ratio (includes expenses for 9Effectively respond to fi ling and retrieval of archived documents. historical scanning of Cuyahoga County documents) 93.0% 134.41% 110.56% 9Continue with conversion of “hard copy” documents to electronically retrievable format. 9Conduct operations within the parameters of an approved budget.

Objectives: 9Provide personnel, computer hardware and programming that will allow for an effective and timely response to requests for service. 9Provide recorded information to outside groups per Ohio Revised Code requirements. 9Complete in-house indexing and imaging of military discharge documentation (DD214) for any interested county resident. 9Continue historical scanning project for various County agencies, which currently includes the Cuyahoga County Treasurer’s Offi ce, BOCC-Human Resources, Children & Family Ser- vices, Public Defender, County Archives, and Department of Development. 9Continue to meet statutory obligations. 9Confi ne or tailor operations in order to comply with budgetary realities.

Statistics

Measure 2006 2007 2008 Documents Files: Cashiers 258,533 232,964 250,000 Uniform Commercial Code 7,243 6,856 7,000 Copies of Documents 72,305 52,229 55,000

VVI-43I-43 Departmental Performance Sanitary Engineer Budget $11,822,842

Mission Statement: Key Performance Measures Our mission is to protect, preserve and promote the public health and welfare of Cuyahoga County residents by managing, maintaining and operating wastewater facilities and storm water Measure 2006 2007 2008 drainage within a Sewer District. # of sewer line feet televised 644,793 614,730 700,000 Goals: High pressure cleaning of sewers (linear ft.) 1,289,587 1,514,742 1,500,000 9Contribute to environmental quality by complying with all Federal and State mandates within all areas of responsibility. % of tests within the Environmental Protection Agency limits 95% 95% 95% Objectives: 9Maintain a plant effl uent that meets mandates 95% of the time. 9Visually evaluate by closed circuit television 16.7% of all sanitary sewers every year. 9Maintain designed sewer capacity by high pressure cleaning 33.3% of all sanitary sewers every year.

VVI-44I-44 Departmental Performance Senior and Adult Services Budget $ 29,153,398

Mission Statement: Key Performance Measures The mission of the Department of Senior and Adult Services is to provide quality in-home and community services to senior, disabled and vulnerable adults based on individual need. Measure 2006 2007 2008

Goals: Medicaid Benefi ts: 9Ensure that the Department continues to serve seniors, disabled and vulnerable adults with Applications/reapplications for benefi ts high quality service and responsiveness completed within 45 days of submission date 39% 44% 45% 9Be a leader and expert in the fi eld of aging Adult Protective Services: 9Improve intra-agency communications both vertically and horizontally Face-to-face contact made with the “victim” 9Ensure the continued advancement and increased visibility of the Department as an within three business days of receipt of referrel 75% 85.42% 90% organization Adult Protective Services: Objectives: Assessments completed within 30 days of 9Complete the Community Needs Assessment and present fi ndings by January 31, 2008 referrel N/A 82.98% 90% 9Meet community penetration rate for Options, Adult Protective Services and Medicaid Adult Protective Services: Benefi ts Unduplicated Client Count 1,650 3,419 3,800 9Explore new funding sources to allow for the expansion of existing community programs and Adult Protective Services: Hotline Calls 3,147 5,669 6,000 to support the provision of program services with community partners 9Develop and maintain strong collaborative relationships with the community OPTIONS: 9Enhance remote technology access Community penetration rate 83% 85% 86% 9Implement the Client Information Management System (CIMS) OPTIONS: Unduplicated Client Count 1,369 1,635 1,500 9Upgrade and update agency software, technological infrastructure and MIS staff knowledge 9Increase inter-and intra-divisional collaboration OPTIONS: Service Units 151,596 209,623 170,000 9Implement an agency-wide media plan increasing awareness of agency role and programs Grandparent and Other Kinship Care: offered. Community penetration rate 20% 23% 27% 9Review and revise the agency-wide advocacy plan 9Keep DSAS on the County lobbyists’ radar and increase presence with the Commissioners Customer Satisfaction rate with all DSAS and the State programs (customer rating program quality/ services at good or excellent 94% 89% 95%

VVI-45I-45 Departmental Performance Sheriff Budget $81,398,796

Mission Statement: Key Performance Measures As caretaker of the public’s safety we are dedicated to maintaining the respect and trust of the public we serve by resolutely enforcing the law and by committing to the effi cient and effective delivery of safety services. As agents of the community we strive to provide appropriate Measure 2006 2007 2008 custodial care, along with programs that support the physical, spiritual and constitutional needs Daily Inmate Population Count in County Jail 2,052 2,015 1,800 of individuals committed to our custody. Inmate Days for County Jail 748,980 735,519 657,000 Goals & Objectives: Daily Inmate Population in Outside Housing 9To continue to provide assistance to the City of East Cleveland (Annual Average) 341 335 335 9Standardization of forms and documents used by law enforcement divisions 9To operate and manage the Correction Center at or below the capacity limit identifi ed by the Inmate Days for Outside Housing 115,560 122,170 122,170 State of Ohio’s Bureau of Adult Detention of 1, 797 inmates Inmate Pharmaceutical Costs $1,230,055 $1,230,241 $1,000,000 9Upgrade existing computer applications for deeds, cashier, and evictions Home Detention Revenue $98,912 $93,125 $90,000 Successful Home Detentions 205 197 190 Unsuccessful Home Detentions 79 50 40 Fees Collected Carrying Concealed Weapons (CCW) Applications $35,722 $51,291 $53,000 Applicant CCW Appointments 816 986 1000 Regular CCW Licenses Issued 742 912 925 Emergency CCW Licenses Issued 4 2 1

VVI-46I-46 Departmental Performance Soil & Water Conservation District Budget $599,531

Mission Statement: 9Develop collaborative projects to preserve Dike 14 on Cleveland’s lakefront as a nature Promote conservation of land and aquatic resources in a developed environment through preserve for environmental education and eco-tourism. stewardship initiatives, education programs and technical assistance. • Leverage the United States Environmental Protection Agency’s Brownfi eld Assessment dollars for further initiatives on the Dike. Goals: • Continue to actively serve on the educational collaborative for the benefi t of the public in 9Create new tools to help communities meet their Storm Water Management permit require- the immediate vicinity of Dike 14. ments-National Pollutant Discharge Elimination System (NPDES). The NPDES Phase II • Develop semi-annual public environmental education events at Dike 14. permit begins its fi fty year. This program is mandated under the federal 1972 Clean Water Act. Through this program small municipal storm sewer systems are required to address measures aimed at reducing pollution from storm water. The District assists municipalities Performance Measures with compliance of the NPDES. • Produce a storm water management guide to assist communities with Clean Water permit Measure 2006 2007 2008 compliance Storm Water Pollution Prevention Program • Develop training seminars for municipal staff and the development community .0 • Distribute best management practices tool kits to permitted municipalities and provide Plans reviewed 220 250 255 technical assistance for program implementation Site visits and distrubed sites inspected 900 1,170 1,200 9Expand the storm water pollution prevention program to include additional communities in the process Reports provided 900 1,170* 1,200 • Train staff on best management practices and compliance issues. Landowner site visits for erosion, drainage, • Collaborate with local service providers to develop workshops for municipalities regarding ground water 46 50 permit compliance. • Establish a working agreement with the Cuyahoga County Engineers. Public Involvement & Education 9Promote the conservation of natural resources and pollution prevention through public edu- Workshops/training sessions conducted 15 18 15 cation and the coordination of public participation. • Promote and build rain gardens, with community support throughout the county. # of public involvement programs developed 25 37 27 • Provide targeted educational programs for community decision makers. Participation with municipal storm water groups • Assist communities with their public involvement and public education requirements by (#) 7 11 10 teaming up with stakeholders on environmental projects. 9Help improve the water quality of local rivers through watershed initiatives. Community events/education/presentations • Establish credible data programs (stream monitoring) in two watersheds. conducted 30 20 30 • Develop opportunities for public involvement, including scout projects, stream clean ups, # of direct contacts with residents 5,317 8,000 7,000 watershed programs/activities. Community Outreach • Secure grants to fund restoration efforts in the Euclid Creek and Rocky River Watersheds. # of electronic newsletters distributed - Euclid 200 1,800 2,000 • Collaborate with the Green Infrastructure Committee members to help promote the County Creek green print, green building, and storm water initiatives. # of “On the Land” newsletters distributed 22,000 22,500 22,500 • Secure fi nancial commitments to sustain the watershed programs. * Each inspection report is delivered to the site manager, city storm water manager, regulatory agencies, etc..

VVI-47I-47 Departmental Performance Soldiers and Sailors Monument Budget $218,668

Mission Statement: Key Performance Measures To conduct, operate and maintain the Cuyahoga County Soldiers’ and Sailors’ Monument pursuant to Ohio Revised Code Sections 345.13 and 345.14 so as to educate the public as to the nature of war and to honor and perpetuate the memory of those Cuyahoga County men and women, Measure 2006 2007 2008 whose military, political and patriotic service during the Civil War (1861 – 1865) preserved the # of sign-in visitors 7,068 10,565* 2,500** Union and ended slavery. # of special events conducted 4 4 3 Goals: Internal evaluation of interior and exterior 9Maintain, preserve and restore the Monument to attract visitors and aid downtown Cleve- tidiness 4 4 3 land’s economic development. 9Increase public interest and support for the Monument. Sales $3,258 $1,505 $500** 9To maintain some visitation and programming during the renovation year. Private donations and grants $154,130 $185,465 $234,000 9Improve public image and reputation of the Monument. Table shows actual sign-in visitors in register; the estimated visitors on the grounds for 20056 2006 and 2008 are Objectives: 42,220 and 21,000. *RTA construction blocks access to Monument. 9Complete fundraising for, commence and complete the interior and exterior restoration and ** Monument will probably be closed for three months for renovation. renovation project. ***The private donations for the rehabilitation are cumulative for each year. 9Add information to the website, such as those Civil War veterans killed in action and location of burial sites. 9Continue to identify Cuyahoga County residents whose ancestors’ names are on the walls. 9Prepare and hire a full-time curator in 2008 to provide consistency in public relations, fund- raising and educational programming. 9Obtain effective public relations services from either a volunteer or other provider. 9Organize and conduct three events that draw at least 30 per event in the fi rst fi ve months of the year. • Have two summer events with one drawing 25-30 visitors for the Monument’s support group. The second event would draw 200 visitors to bring together all northeastern Ohio Civil War groups. • Hold Descendants’ Day in September 2008 off-site, attracting 200 descendants and visitors. 9Raise money to obtain National Historic Landmark status in 2009 and plan a rededication ceremony for July 2009. 9Secure positive publicity on Monument restoration and prepare and publish video documen- tary of Monument restoration.

VVI-48I-48 Departmental Performance Solid Waste Management District Budget $2,418,745

Mission Statement: Key Performance Measures The mission of the Cuyahoga County Solid Waste District is to implement the Cuyahoga County Solid Waste Management Plan to comply with State of Ohio recycling and waste management mandates and to provide for a cost-effective, environmentally sustainable solid waste management Measure 2006 2007 2008 system for residents and businesses of Cuyahoga County. Tons of materials recycled through District- sponsored “special waste” Round Up events Goals: for, household hazardous waste, scrap tires, 9Compliance with State of Ohio’s Solid Waste Law. computers, mercury and phone books. 1093 1,354 1,400 9Plentiful recycling opportunities for all who live and work in Cuyahoga County. 9Sustainable community through conservation of natural resources and pollution prevention. # of residents, students, institutions, and 9Cost-effective and effi cient solid waste and recycling services. businesses assisted by District hotline, web site, presentations and other outreach services 228,301 216,128 220,000 Objectives: # of brochures distributed. 65,105 49,855 55,000 9Commence implementation of the Ratifi ed 2006 Cuyahoga County Solid Waste Manage- ment Plan Update. # of communities participating in District’s 9Achieve the State of Ohio’s landfi ll diversion goals of 25% for residential and commercial programs and services 59 59 59 waste and 60% of industrial waste. Documented residential recycling rate for 9Assure adequate landfi ll disposal capacity for Cuyahoga County’s waste. Cuyahoga County communities 24.94% 24.94% 25.00% 9Assist communities, businesses and institutions to establish or expand recycling and waste reduction programs. # of solid waste facility inspections by City 755 755 755 9Support local recycling-based businesses to expand recycling opportunities, grow our econ- of Cleveland and Cuyahoga County health omy and create jobs. departments 9Prevent improper disposal of hazardous materials by providing convenient, year-round recy- cling programs for household hazardous waste, scrap tires, computers and mercury. 9Promote conservation and recycling by providing comprehensive recycling information and assistance to the public, students, schools, institutions and businesses. 9Ensure compliance of solid waste facilities with Ohio EPA regulations. 9Assist community leaders in improving effi ciency of solid waste collection, disposal and re- cycling programs. 9Provide cooperative contracting programs to assist local governments with procuring cost- effective solid waste collection, disposal and recycling services.

VVI-49I-49 Departmental Performance Treasurer Budget $8,118,634

Mission Statement: Key Performance Measures The Cuyahoga County Treasurer’s offi ce strives to provide the fi scal resources for local schools, communities and county agencies through the prompt and effi cient collection of taxes and the prudent management of the County’s investments. Measure 2006 2007 2008 Collection of delinquent real property taxes $88.3 $80.8 $86.9 Goals: million million million 9Complete successful implementation of Real Property Tax System. 44.45% 40.47% 34% 9Increase collection rate for delinquent and current taxes. 9Improve customer service in all areas of the Treasurer’s offi ce. Collection of current real property taxes $1.67 $1.8 billion $1.86 9Continue to increase awareness of programs offered by the County Treasurer. billion billion 93% 96% 90.3% Objectives: 9Settle fi rst and second half tax collections within 60 days of close of each collection (March/ Taxpayers making payments by e-check 3,957 7,350 12,091 September 2008). Participants in EasyPay program 10,683 11,686 9,847 9Provide accurate and useful reports to internal and external users of real property tax data. 9Coordinate tax related activities among offi ces and departments to increase effi ciency and Investment earnings $16.5 $23.0 $29.0 provide for timely tax collections. million million million 9Increase collection rate for delinquent personal property taxes. 9Reduce real property delinquency rate through sale of tax liens. 9Expedite foreclosure procedures to double number of tax foreclosures processed per year. 9Provide taxpayers with rapid and reliable phone access to tax information. 9Provide full tax information via the Internet, including the option of on-line payments. 9Ensure that taxpayers visiting the Treasurer’s offi ce receive courteous service with every staff contact. 9Expose public to the EasyPay program to increase participation in the automatic tax debit system that also has the ability to accept electronic payments. 9Provide citizens with complete information concerning Unclaimed Funds held by the Ohio Department of Commerce and provide assistance in claiming those funds. 9Utilize the media to inform the public of deadlines and opportunities relating to the Treasur- er’s offi ce.

VVI-50I-50 Departmental Performance Veterans Service Commission Budget $7,806,442

Mission Statement: • Expand outreach activities to senior centers across the County to inform elderly veterans The Cuyahoga County Veterans Service Commission was established by the Ohio Legislature and their widows of services available to them through the CCVSC. in 1886 for the purpose of assisting honorably discharged veterans and their minor children, • Develop outreach programs to those correctional institutions across Ohio that release the spouses, and widows/widowers, who have met with an unexpected hardship resulting from majority of ex-offender veterans back to Cuyahoga County in order that these veterans will lack of employment, illness, injury or other life crisis. CCVSC services can take the form of be effectively linked to supportive services upon their discharge. temporary/emergency assistance with rent, mortgage, food, utility, personal hygiene, clothing, 9Broaden options for delivery of CCVSC services to Cuyahoga County veterans beyond those medical transportation and other necessary expenditures required to maintain basic quality of provided at the CCVSC main offi ce. life. CCVSC Veteran Service Offi cers assist the veteran and widow in fi ling of disability, pension • Evaluate the effectiveness of services delivered through the CCVSC branch offi ces at and other claims with the Department of Veterans Affairs. The CCVSC also provides assistance Wade Park and Brecksville VA Medical Centers. for dignifi ed funerals and burials of Cuyahoga County veterans. • Collaborate with the Director of the VA Medical Center to incorporate space for a branch CCVSC offi ce in the design of the new VA CBOC in Parma. Goals: 9Comprehensively update CCVSC electronic operations to incorporate state-of-the-art Infor- 9Design and implement programs of medical assistance for County veterans that remedy mation Systems software and hardware for improved customer service. the gaps in veteran care existing in current Department of Veterans Affairs, Medicare, and • Develop process diagrams that depict the fl ow of all CCVSC assistance, claims, and fi - Medicaid programs. nance operations. • Evaluate need and develop policies for CCVSC programs of dental, vision, and hearing • Replace the outdated Paradox case management program with a new application that will aid assistance for qualifi ed, indigent County veterans. streamline the fi nancial assistance application and voucher generation processes. • Explore collaborative agreements with governmental healthcare agencies (i.e. VA Dental • Revise CCVSC Finance Department accounting protocols and develop a manual of these Clinic, MetroHealth Dentistry Clinic, etc.) offering dental, vision, and hearing aid programs procedures. in order that the CCVSC contracts for the most cost effective provision of these services • Implement new CCVSC Finance Department accounting software that will more effi ciently to CCVSC clients while simultaneously ensuring these clients receive the highest quality interface with the Cuyahoga County Auditor’s Offi ce to expedite payment of reimburse- care. ments to the vendors that accept CCVSC fi nancial assistance vouchers. 9Provide for the dignifi ed chronic nursing and residential care needs of elderly, homeless, mentally ill, chemically dependent, ex-offender, and other vulnerable veteran groups residing in Cuyahoga County. • Engage an outside consulting fi rm to conduct a nursing care and residential needs feasi- bility study for the veteran population in Cuyahoga County, Northeast Ohio, and the State at large. • Following publication of the aforementioned study, defi ne options to address the nursing and residential care needs identifi ed in the study and identify those alternatives most feasible for implementation in Cuyahoga County.

VVI-51I-51 Departmental Performance Veterans Service Commission

Performance Measures Measure 2006 2007 2008 Research & ordering of military discharges for funeral Measure 2006 2007 2008 homes and fi ling of veteran memorial affairs benefi ts 3,094 3,799 3,500 Emergency Financial Assistance Applications fi led for VA burial benefi ts 146 176 200 Total Number of Veteran/Widow/Dependent contacts for Blue Star Service Banners issued to area military families 120 35 132 emergency fi nancial assistance 8,093 10,693 12,285 (program initiated in March, 2003) Total Number of emergency fi nancial assistance Memorial Day Affairs Program (County General applications fi led 7,147 7,743 8,258 Fund account administered by the CCVSC but not a Number of New applications (no prior history of CCVSC componenet of the annual CCVSC budget) Assistance) for emergency fi nancial assistance 635 526 575 Memorial Day fl ags issued for veteran grave marking 100,209 116,674 119,088 Number of reapplications (prior history of CCVSC assistance) for emergency fi nanical assistance 6,473 7,217 7,683 Veteran Service organization reimbursements processed relative to planning/coordination of Memorial Day Total Number of applications approved for emergency ceremonies 57 60 60 fi nanical assistance 4,915 5,700 6,551 Veteran Service Department Veterean Medical Transportation Assistance Total veterans & dependents contacts seeking CCVSC RTA bus tickets issued for veteran transportation to VA Veteran Service Offi ce assistance 29,632 31,140 32,000 medical center appointments, therapies & treatments 22,030 12,898 15,204 Service-Connected Compensation Claims fi led with DVA 1,980 1,720 1,600 Veteran Memorial Affairs Department Non-Service-Connected Pension Claims fi led with DVA 1,031 1,007 1,100 Indigent Veteran Burial plot permits issued 14 18 18 Widow’s Pension Claims fi led 422 605 625 Veteran Spousal burial plot permits issued 39 38 30 Dependency & Indemnity Compensation Claims fi led 164 136 140 Indigent Veterans assisted in funeral expenses 237 201 210 DVA Home Loan certifi cations fi led 111 62 70 Military headstone applications processed 2,955 3,154 2,500 Veteran Power of Attorneys fi led with Veteran Service Headstone placement fees paid 53 53 55 Organizations 1,548 1,363 1,370 VA military headstone inquiries/replacement military Applications for DVA life insurance 30 20 15 headstone orders 1,484 2,121 1,500 Veteran Educational information & referral assistance 85 80 80 Referrals to national military cemeteries 2,633 3,017 3,000 DD214, military and other document research/ Veteran Memorial Certifi cate applications fi led 10,081 12,742 12,000 retrieval 1,569 1,759 1,600 Presidential Memorial Certifi cate applications fi led 4,341 4,626 3,500 Ohio Veterans Home referrals 82 88 85 High School diploma assistance for World War II and Korean War veterans 21 43 35

VVI-52I-52 Departmental Performance Workforce Development Budget $11,897,414

Mission Statement: Key Performance Measures It is the purpose of the Cuyahoga County Department of Workforce Development to establish education and training systems that prepare youth, dislocated workers and other under-skilled adults for worthwhile and sustainable employment recognizing those economically disadvantaged Measure 2006 2007 2008 individuals and others in special need within resource constraints. Employer satisfaction rate 62% 66% 70% Participant satisfaction rate 79% 77% 80% Services: This department intends to serve as a workforce development catalyst, promoting not only a Employment and credential attainment rate strong workforce development effort, but also to support our community’s capacity to meet for economically disadvantaged adults and the challenges of a high productivity workplace by assuring that such education and training dislocated workers 72% 75% 78% opportunities are well-planned and supported by the private sector; are well coordinated; afford Younger Youth (14 - 18) Diploma or GED an ease of access and are of high quality. Attainment 81% 85% 85%

Goals: Job placement rate for economically 9Increase performance and accountability disadvantage adults and dislocated workers • Continue to use skill enhancement funds to direct individuals in need of training towards placed in unsubsidized employment 81% 82% 83% demand occupation programs • Attract additional dollars to provide job readiness initiatives and demand occupational skills training that address the needs of the future workforce. • Create scorecard to accurately and consistently measure activity versus goal 9Meet the Workforce Development needs of our customers: Employers and Job Seekers • Increase the marketable skills of the future workforce by providing additional work experi- ence and occupational skills training customized training activities to meet the special requirements of an employer or group of employers. • Offer demand driven services to meet the needs of the business community. • Increase public/private partnerships to provide additional customized and/or incumbent worker training. 9Enhance services at One-Stop and Access Points • Finalize integration of common services among partners. • Align services at access points with those provided at the One-Stop (i.e. establish com- mon curriculum for core and intensive job search and career planning instruction).

VVI-53I-53 Program Budget Program Budgets What will you fi nd in the Program Budget Section?

If you are looking for detailed information about the budget of a particular offi ce, Function: - Composite information for each of the eight Functions of county govern- agency, or department, the Department/Division pages in this section will supply that ment is presented. There is a narrative Description of each area as well as the Objec- information. The budgets are presented by “Function” and by “Program” area, in tives for that Function. The expenditures are listed by “Program” area. order to group together the related functions of county government. This arrangement generally, but not always, coincides with the department structure. Program: - Summary information for each Program area within the Function is pre- sented, including Description, Objectives, Expenditures, and Staffi ng Levels. Expendi- In the instances where a department or agency has more than one budget entity, you tures are summarized by agency or departments, which have budget entities within this can identify the components in two ways: The Budget Guide section has a matrix, Program area. which lists departments and agencies and then identifi es by Function each budget entity within that department. Department/Division: - Detailed information is presented for each budget division. In many cases this is an agency or department, although some department budgets are Budget information presented in this section includes expenditures for the past four divided into unique fi scal entities which are presented separately and sometimes may years, the current year budget, and estimates for the next two years. Staffi ng levels be in a different Program or Function. The Description entry includes Program Statis- are also identifi ed for those same time periods. Percentage change columns mark tics. The Initiatives/Highlights narrative focuses on Decision Issues that were funded as the change in expenditures between the two past years and between the past year well as other plans for the Division, and includes commentary on major changes in ex- and current budget year. The Budget information is summarized at three levels in this penditure levels. Performance Measure information corresponding with each individual section: program budget is also included with the description and initiatives.

VII-1VII-1 General Government

Table of Contents Section Page Section Page

General Government ...... VII-2 Board of Elections - Candidate and Voter Services ...... VII-32 Administration ...... VII-3 Board of Elections - Registration ...... VII-33 County Commissioners ...... VII-4 Board of Elections - Information Systems/Ballot ...... VII-34 County Administrator ...... VII-5 Board of Elections - Booth ...... VII-35 Human Resources ...... VII-6 Board of Elections - Polling ...... VII-36 Human Resources - Employment ...... VII-7 Board of Elections - Elections Support Division ...... VII-37 Human Resources - Benefi ts ...... VII-8 Labor Relations ...... VII-9 Supportive Services ...... VII-38 Clerk of the Board ...... VII-10 Procurement & Diversity ...... VII-39 Board of Revision ...... VII-11 Central Services - Administration ...... VII-40 Fiscal Management ...... VII-12 Justice Center Maintenance ...... VII-41 Offi ce of Budget & Management ...... VII-13 Maintenance Garage ...... VII-42 Auditor General Fund ...... VII-14 Risk & Property Management ...... VII-43 Auditor Assessment ...... VII-15 County Storeroom ...... VII-44 Treasurer Administration ...... VII-16 Telecommunications Mgmt...... VII-45 Treasurer Tax Prepayment Special Interest Fund ...... VII-17 County Mailroom ...... VII-46 Treasurer Personal Property ...... VII-18 Fast Copy ...... VII-47 Treasurer Data Processing ...... VII-19 Architectural Services ...... VII-48 Treasurer Delinquent Real Estate Tax Assessment ...... VII-20 Custodial Services ...... VII-49 Treasurer Tax Certifi cate Administration ...... VII-21 Security Services ...... VII-50 Bureau of Inspection ...... VII-22 Trades Services ...... VII-51 Records & Elections ...... VII-23 Other Services ...... VII-52 Registrar - Vital Statistics ...... VII-24 Special Trades ...... VII-53 County Archives ...... VII-25 Building Management ...... VII-54 Recorder - Automation ...... VII-26 Information Technology ...... VII-55 Recorder - General Offi ce ...... VII-27 Information Services Center Administration ...... VII-56 Board of Elections - Administration ...... VII-28 Information Services Center User Supplies ...... VII-57 Board of Elections - Primary Election ...... VII-29 Telecommunication Management ...... VII-58 Board of Elections - General Election ...... VII-30 Board of Elections - Special Election ...... VII-31 Function: General Government

Description Objectives

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VVII-2II-2 Function: General Government Program: Administration

Description Objectives

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VVII-4II-4 Function: General Government Department: BOCC Administrative Divisions Program: Administration Fund Type: General Fund & HHS Levy Funds Division: County Administrator Description Initiatives\Highlights 7KH&RXQW\$GPLQLVWUDWRU V2IILFHRYHUVHHVWKHGDLO\RSHUDWLRQVRIWKHFRXQW\6WDII 7RHQVXUHWKH&RPPLVVLRQHUV LQLWLDWLYHVDUHFDUULHGRXW PHPEHUVDGYLVHWKH%RDUGRI&RXQW\&RPPLVVLRQHUVRQSROLF\PDWWHUVLPSOHPHQW ERDUGSROLFLHVFRQGXFWVWUDWHJLFSODQQLQJUHFRPPHQGDQQXDORSHUDWLQJEXGJHWV 7RPDLQWDLQWKHH[SHQGLWXUHSDUDPHWHUVRIWKH$GRSWHG%XGJHW VXSHUYLVH&RPPLVVLRQHUV DJHQFLHVDQGUHVSRQGWRLQTXLULHVIURPRWKHU JRYHUQPHQWVDQGWKHPHGLDUHJDUGLQJFRXQW\RSHUDWLRQV 7RPDLQWDLQRULPSURYHWKHFXUUHQWERQGUDWLQJVRI&X\DKRJD&RXQW\

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VVII-5II-5 Function: General Government Department: BOCC Administrative Divisions Program: Administration Fund Type: General Fund & HHS Levy Funds Division: Human Resources Description Initiatives\Highlights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VVII-6II-6 Function: General Government Department: BOCC Administrative Divisions Program: Administration Fund Type: General Fund Division: Employment Description Initiatives\Highlights 7KH(PSOR\PHQW5HODWLRQV'LYLVLRQDGPLQLVWHUVWKH&RXQW\ VGLVFLSOLQHDQGFRUUHFWLYH 7KH'LYLVLRQVHHNVWRLPSURYHWKHFRUUHFWLYHDFWLRQSURFHVVWRHQFRXUDJHPRUH DFWLRQSURJUDPVRYHUVHHV(TXDO2SSRUWXQLW\DQG$PHULFDQVZLWK'LVDELOLW\$FW SRVLWLYHFRDFKLQJWHFKLQTXHV FRPSOLDQFHFRQGXFWVHPSOR\HHFRPSODLQWLQYHVWLJDWLRQVVWDIIGHYHORSPHQWWUDLQLQJ SURJUDPVDQGWKH&RXQW\ V)LWQHVVIRU'XW\3URJUDP GUXJWHVWLQJ 

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VVII-7II-7 Function: General Government Department:BOCC Administrative Divisions Program: Administration Fund Type: Hospitalization Self Insurance Division: Benefits Description Initiatives\Highlights

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VVII-8II-8 Function: General Government Department: BOCC Administrative Divisions Program: Administration Fund Type: General Fund & HHS Levy Funds Division: Labor Relations Description Initiatives\Highlights 7KH/DERU5HODWLRQVGLYLVLRQRIWKH'HSDUWPHQWRI+XPDQ5HVRXUFHVLVUHVSRQVLEOH 6XFFHVVIXOO\QHJRWLDWHWKUHH  VXFFHVVRUFROOHFWLYHEDUJDLQLQJDJUHHPHQWVVHYHQ IRUODERUFRQWUDFWQHJRWLDWLRQVDQGDUELWUDWLRQDGPLQLVWUDWLRQIRUDOO&RPPLVVLRQHU  ZDJHDQGLQVXUDQFHDJUHHPHQWVRQH  VLGHOHWWHURIDJUHHPHQWDQGWZR   DJHQFLHV7KH'LYLVLRQDOVRVHUYHVDVWKH&RXQW\&RPPLVVLRQHUV OLQNWRWKH&RXQW\ IDFWILQGLQJUHSRUWV 3URVHFXWRU V2IILFH

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VVII-9II-9 Function: General Government Department: BOCC Administrative Divisions Program: Administration Fund Type: General Fund & HHS Levy Funds Division: Clerk of The Board Description Initiatives\Highlights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VVII-10II-10 Function: General Government Department: Board of Revision Program: Administration Fund Type: General Fund & HHS Levy Funds Division: Board Of Revision Description Initiatives\Highlights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VVII-11II-11 Function: General Government Program: Fiscal Management

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VVII-12II-12 Function: General Government Department: BOCC Administrative Divisions Program: Fiscal Management Fund Type: General Fund Division: Office of Budget & Management Description Initiatives\Highlights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VVII-26II-26 Function: General Government Department: County Recorder Program: Records & Elections Fund Type: General Fund Division: Recorder - General Office Description Initiatives\Highlights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VVII-30II-30 Function: General Government Department: Board of Elections Program: Records & Elections Fund Type: General Fund Division: Special Election Description Initiatives\Highlights 7KH%RDUGRI(OHFWLRQVLVUHVSRQVLEOHIRUFRQGXFWLQJDOOVSHFLDOHOHFWLRQVUHTXHVWHGRU SUHVFULEHGE\ODZ6SHFLDOHOHFWLRQVDUHXVXDOO\KHOGRQWKHILUVW7XHVGD\DIWHUWKH ILUVW0RQGD\LQ)HEUXDU\DQG$XJXVW+RZHYHUWKH\DOVRPD\EHKHOGLQFRQMXQFWLRQ ZLWKJHQHUDODQGSULPDU\HOHFWLRQV([SHQVHVIRUVSHFLDOHOHFWLRQVDUHFKDUJHGWRWKH PXQLFLSDOLWLHVDQGRWKHUSROLWLFDOVXEGLYLVLRQVWKDWXVHWKHVHUYLFHVRIWKH%RDUG 7KHVHFKDUJHVDUHGHSRVLWHGLQWRWKH*HQHUDO)XQGWKHIROORZLQJ\HDU

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VVII-58II-58 Judicial

Table of Contents

Section Page Section Page

Judicial ...... VII-59 Urinalysis Testing Fees ...... VII-93 Adjudication ...... VII-60 DNA Collection ...... VII-94 Justice Systems Management ...... VII-61 Sheriff ...... VII-95 Court of Appeals ...... VII-62 Sheriff - Inmate Services ...... VII-96 Court of Appeals - Special Projects ...... VII-63 Sheriff - Home Detention Fees ...... VII-97 Clerk of Courts - Administration ...... VII-64 Carrying Concealed Weapons App ...... VII-98 Clerk of Courts - Computers...... VII-65 Board & Care of Prisoners ...... VII-99 Certifi cate of Title - Admin. Fund ...... VII-66 Juvenile Offender Management ...... VII-100 Common Pleas Judicial Admin...... VII-67 Justice Affairs - Admin...... VII-101 Magistrates ...... VII-68 Justice Affairs - Justice Planning ...... VII-102 Court Services ...... VII-69 Justice Affairs - Criminal Justice ...... VII-103 Domestic Relations ...... VII-70 Youth Services - Administration ...... VII-104 Juvenile Court - Judicial ...... VII-71 Youth Services - Recreation Fund ...... VII-105 Municipal Judicial Court Costs ...... VII-72 Youth Services - Residential Services ...... VII-106 Probate Court ...... VII-73 Treatment Services Aftercare ...... VII-107 Probate Computerization $10 Fund ...... VII-74 Treatment Services Medicaid Fund ...... VII-108 Indigent Guardianship ...... VII-75 B.I.P. CCB Project Income ...... VII-109 Legal Services ...... VII-76 Public Safety Grants Admin...... VII-110 Witness Victim ...... VII-77 Juvenile Court Forfeited Property...... VII-111 Law Library ...... VII-78 Juvenile Court - Legal Research ...... VII-112 Common Pleas - Legal Research ...... VII-79 Juvenile Court - Indigent Drivers Alcohol Treatment ...... VII-113 Common Pleas - Special Projects ...... VII-80 Juvenile Court Incentives ...... VII-114 Coroner - Operations ...... VII-81 Juvenile Court - Court Services ...... VII-115 Coroner’s Lab ...... VII-82 Juvenile Court - Probation ...... VII-116 Prosecutor - General Offi ce ...... VII-83 Title IV-E Juvenile Court...... VII-117 Prosecutor - Delinquent Real Estate...... VII-84 Juvenile Court - Detention Home ...... VII-118 Prosecutor - Children & Family ...... VII-85 Operation Detention Home - State Subsidy ...... VII-119 Public Defender ...... VII-86 Support Enforcement ...... VII-120 Public Defender - Cleveland Municipal...... VII-87 Child Support Enforcement Agency ...... VII-121 Adult Offender Management ...... VII-88 Domestic Relations - Legal Research ...... VII-122 TASC Medicaid Funds ...... VII-89 Bureau of Support ...... VII-123 Crinimal Justice Intervention ...... VII-90 Juvenile Court - Child Support ...... VII-124 Common Pleas Probation ...... VII-91 Prosecutor - Child Support ...... VII-125 Probation Supervision Fees ...... VII-92 Function:Judicial

Description Objectives

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VVII-59II-59 Function: Judicial Program: Adjudication

Description Objectives

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VVII-78II-78 Function: Judicial Department: Court of Common Pleas Program: Legal Services Fund Type: General Fund Division: Common Pleas-Legal Research Description Initiatives\Highlights 3XUVXDQWWR2KLR5HYLVHG&RGHFRPSXWHUL]HGOHJDOUHVHDUFKLVDYDLODEOH 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH&RXUWRI&RPPRQ3OHDV JHQHUDOGLYLVLRQ IRUWKH&RXUWRI&RPPRQ3OHDVIRUXVHE\DXWKRUL]HGFRXUWSHUVRQQHOVXFKDVMXGJHV DQGMXGLFLDOVWDIIDWWRUQH\V7KLVVWDWXWHZDVLQLWLDWHGLQE\&X\DKRJD&RXQW\ &RPPRQ3OHDV&RXUW7KH/HJDO5HVHDUFKGLYLVLRQLVVXSSRUWHGE\WKHJHQHUDOIXQG ZKLFKUHFHLYHVUHYHQXHVIURPFRXUWIHHV5HYHQXHVIURPWKHVHFRXUWIHHVZHUH LQDQGLQ5HYHQXHVDUHSURMHFWHGWREHLQ 

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VVII-79II-79 Function: Judicial Department: Court of Common Pleas Program: Legal Services Fund Type: Special Revenue Funds Division: Common Pleas Special Projects Description Initiatives\Highlights

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VVII-80II-80 Function: Judicial Department: County Coroner Program: Legal Services Fund Type: General Fund Division: Coroner-Operations Description Initiatives\Highlights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VVII-81II-81 Function: Judicial Department: County Coroner Program: Legal Services Fund Type: Special Revenue Funds Division: Coroner's Lab Description Initiatives\Highlights 7KH&RURQHULQYHVWLJDWHVGHDWKVIRUDIHHIRUKRVSLWDOVQHLJKERULQJFRXQWLHVDQG 7RJHQHUDWHUHYHQXHIRUWKH/DE)XQGWKH&RURQHU VRIILFHZLOOHQJDJHLQ SROLFHDQGILUHGHSDUWPHQWVRIYDULRXVPXQLFLSDOLWLHV,Q/DEUHYHQXHV IHHIRUVHUYLFHDFWLYLWLHVLQFOXGLQJ LQFUHDVHGWR $XWRSVLHVIRURWKHUFRXQWLHV

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VVII-83II-83 Function: Judicial Department: County Prosecutor Program: Legal Services Fund Type: Special Revenue Funds Division: Prosecutor DTAC Description Initiatives\Highlights

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VVII-84II-84 Function: Judicial Department: County Prosecutor Program: Legal Services Fund Type: General Fund Division: Prosecutor-Children & Family Description Initiatives\Highlights 7KLVGLYLVLRQVXSSRUWVWKH'HSDUWPHQWRI&KLOGUHQDQG)DPLO\6HUYLFHVLQDOOOHJDO PDWWHUVLQFOXGLQJWKHSUHSDUDWLRQDQGILOLQJRISOHDGLQJVPRWLRQVEULHIVDIILGDYLWV DQGRWKHUGRFXPHQWVZLWK-XYHQLOH&RXUWDQGSURYLGHVUHSUHVHQWDWLRQLQFXVWRG\ FDVHVLQFOXGLQJLQWHUYLHZLQJDQGSUHSDULQJVRFLDOZRUNHUVDQGRWKHUZLWQHVVHVIRU WULDO7KLVGLYLVLRQDOVRUHYLHZVFRQWUDFWVDQGRWKHUOHJDOGRFXPHQWVDQGUHYLHZVDQG DVVLVWVLQWKHGHYHORSPHQWRIGHSDUWPHQWSURWRFROVSROLFLHVDQGSURFHGXUHV

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VVII-85II-85 Function: Judicial Department: Public Defender Program: Legal Services Fund Type: General Fund Division: Public Defender Description Initiatives\Highlights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VVII-87II-87 Function: Judicial Program: Adult Offender Management

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VVII-89II-89 Function: Judicial Department: Justice Affairs Program: Adult Offender Management Fund Type: Special Revenue Funds Division: Criminal Justice Intervention Svc HHS Description Initiatives\Highlights

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VVII-90II-90 Function: Judicial Department: Court of Common Pleas Program: Adult Offender Management Fund Type: General Fund Division: Common Pleas-Probation Description Initiatives\Highlights 7KH3UREDWLRQ'HSDUWPHQWSURYLGHVVHUYLFHVWRPDQDJHWKHDGXOWRIIHQGHUSRSXODWLRQ 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH&RXUWRI&RPPRQ3OHDV JHQHUDOGLYLVLRQ UHIHUUHGE\WKH&RXUWRI&RPPRQ3OHDV

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VVII-91II-91 Function: Judicial Department: Court of Common Pleas Program: Adult Offender Management Fund Type: Special Revenue Funds Division: Probation Supervision Fees Description Initiatives\Highlights $PHQGHG6XEVWLWXWH+RXVH%LOO1RDXWKRUL]HVWKH&RXUWRI&RPPRQ3OHDVWR 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH&RXUWRI&RPPRQ3OHDV JHQHUDOGLYLVLRQ UHTXLUHRIIHQGHUVDVDFRQGLWLRQRISUREDWLRQWRSD\DPRQWKO\SUREDWLRQIHHQRW H[FHHGLQJSHUPRQWK7KHIXQGVFROOHFWHGPD\EHXVHIRUVSHFLDOL]HGVWDII SXUFKDVHVRIHTXLSPHQWSXUFKDVHVRIVHUYLFHVRWKHUWUHDWPHQWSURJUDPVDQGRWKHU VLPLODUSUREDWLRQUHODWHGH[SHQVHV

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VVII-92II-92 Function: Judicial Department: Court of Common Pleas Program: Adult Offender Management Fund Type: Special Revenue Funds Division: Urinalysis Testing Fees Description Initiatives\Highlights 7KH$GXOW3UREDWLRQ'HSDUWPHQWXULQDO\VLVODERUDWRU\LVSDUWLDOO\IXQGHGE\DJUDQW 7RRSHQWKHQHZXULQDO\VLVWHVWLQJODELQWKHVXPPHURI SURYLGHGWRWKH&X\DKRJD&RXQW\&RUUHFWLRQV3ODQQLQJ%RDUGE\WKH2KLR 'HSDUWPHQWRI5HKDELOLWDWLRQDQG&RUUHFWLRQV 2'5& 7KHXULQDO\VLVODERUDWRU\ SURYLGHVGUXJVFUHHQLQJRIDOORIIHQGHUVVXSHUYLVHGE\WKH$GXOW3UREDWLRQ 'HSDUWPHQW,QDGGLWLRQWKH8ULQDO\VLV'HSDUWPHQWSURYLGHVGUXJVFUHHQLQJVIRURWKHU FULPLQDOMXVWLFHDJHQFLHVIRUDSHUWHVWVFUHHQLQJIHH

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VVII-93II-93 Function: Judicial Department: Court of Common Pleas Program: Adult Offender Management Fund Type: Special Revenue Funds Division: DNA Collection Description Initiatives\Highlights (IIHFWLYH0D\2KLR+RXVH%LOO 2KLR5HYLVH&RGH UHTXLUHV 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH&RXUWRI&RPPRQ3OHDV JHQHUDOGLYLVLRQ '1$7HVWLQJRIDOOSHUVRQVFRQYLFWHGRIDIHORQ\DQGVRPHPLVGHPHDQRUV7KHODZ DOVRUHTXLUHVWKH'1$WHVWLQJRIWKRVHRIIHQGHUVZKRDUHXQGHUSUREDWLRQVXSHUYLVLRQ DVRI0D\&ROOHFWLRQRIWKHUHTXLUHG'1$VDPSOHVRQWKRVHRIIHQGHUV SODFHGRQSUREDWLRQDUHSHUIRUPHGDW&RXQW\3UREDWLRQ'HSDUWPHQW2IILFHV'1$ VDPSOHVDUHVHQWWRDQRXWVLGHVWDWHFRQWUDFWHGODERUDWRU\IRUWHVWLQJ)XQGLQJLVIURP WKH6WDWHRI2KLR$WWRUQH\*HQHUDOV2IILFH

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VVII-95II-95 Function: Judicial Department: County Sheriff Program: Adult Offender Management Fund Type: General Fund Division: Inmate Services Description Initiatives\Highlights ,QPDWH6HUYLFHVLVUHVSRQVLEOHIRUSURYLGLQJSULPDU\PHGLFDODQGSV\FKLDWULFFDUHWR /HJLVODWLYHFKDQJHVDIIHFWLQJLQPDWHPHGLFDOELOOV 2KLR5HYLVHG&RGH  LQPDWHVGHWDLQHGDWWKH&RXQW\&RUUHFWLRQV&HQWHUXQGHUWKHFXVWRG\RIWKH&RXQW\ EHFDPHHIIHFWLYH6HSWHPEHUDQGDVDUHVXOWWKH6KHULII V2IILFHKDVVHHQ 6KHULII$GGLWLRQDOVHUYLFHVDUHSURYLGHGLQWKHDUHDVRIPLQLVWHULDOVRFLDOVHUYLFHV DFRQWLQXHGGHFUHDVHLQLQPDWHSUHVFULSWLRQFRVWV DQGVXEVWDQFHDEXVHZLWKWKHDVVLVWDQFHRIRWKHUFRXQW\DJHQFLHVIRUWKH DGPLQLVWUDWLRQRIWKHVHVHUYLFHV

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VVII-96II-96 Function: Judicial Department: County Sheriff Program: Adult Offender Management Fund Type: Special Revenue Funds Division: Sheriff - Home Detention Fees Description Initiatives\Highlights 3XUVXDQWWR6HFWLRQ ( RIWKH2KLR&ULPLQDO/DZ+DQGERRNWKH&RXUWRI 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH6KHULII V'HSDUWPHQWV *HQHUDOGLYLVLRQ &RPPRQ3OHDVLVDOORZHGWRDVVHVVDSHUGD\IHHWRFRYHUWKHFRVWRIWKHHOHFWURQLF PRQLWRULQJSURJUDP7KH6KHULII V'HSDUWPHQWSURYLGHVWKLVPRQLWRULQJVHUYLFHDQG PDQDJHVWKHVHIHHV

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VVII-97II-97 Function: Judicial Department: County Sheriff Program: Adult Offender Management Fund Type: Special Revenue Funds Division: Carrying Concealed Weapons App Description Initiatives\Highlights (IIHFWLYH0D\DQGSHUVXDQWWR2KLR5HYLVHG&RGH6HFWLRQ 3OHDVHVHH,QLWLDWLYHVOLVWHGXQGHUWKH6KHULII V'HSDUWPHQWV *HQHUDOGLYLVLRQ LQGLYLGXDOVPD\DSSO\WKURXJKWKH&X\DKRJD&RXQW\6KHULII V2IILFHIRUDOLFHQVHWR ODZIXOO\FDUU\DFRQFHDOHGZHDSRQ7KH6KHULII V2IILFHSURFHVVHVWKHVHDSSOLFDWLRQV SURYLGHVOLFHQVHVDQGPDQDJHVWKHVHIHHV

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VVII-98II-98 Function: Judicial Department: Board & Care Of Prisoners Program: Adult Offender Management Fund Type: General Fund Division: Board & Care Of Prisoners Description Initiatives\Highlights 7KLVEXGJHWUHSUHVHQWVWKHFRVWRIKRXVLQJPLVGHPHDQRURIIHQGHUVDVZHOODV 'HYHORSVWDQGDUGL]HGSHUGLHPUDWHVDQGHQWHULQWRFRQWUDFWVZLWKQRQ&RXQW\MDLOV LQGLYLGXDOVERXQGRYHUIURPPXQLFLSDOFRXUWVWKDWFDQQRWEHDFFRPRGDWHGLQ&RXQW\ IDFLOLWLHVGXHWRRYHUFURZGLQJ7KH2KLR5HYLVHG&RGHDXWKRUL]HVWKH&RXQW\6KHULII WRXWLOL]HRWKHUIDFLOLWLHVZKHQQHFHVVDU\DQGWKHFRVWLVVXSSRUWHGE\WKH*HQHUDO )XQG

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VVII-99II-99 Function: Judicial Program: Juvenile Offender Management

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VVII-103II-103 Function: Judicial Department: Justice Affairs Program: Juvenile Offender Management Fund Type: Special Revenue Funds Division: Youth Services-Admin Description Initiatives\Highlights 7KH

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VVII-104II-104 Function: Judicial Department: Justice Affairs Program: Juvenile Offender Management Fund Type: Special Revenue Funds Division: Youth Services Recreation Fund Description Initiatives\Highlights 7KH'LYLVLRQRI

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VVII-105II-105 Function: Judicial Department: Justice Affairs Program: Juvenile Offender Management Fund Type: Special Revenue Funds Division: Youth Services-Residential Svs Description Initiatives\Highlights 7KH

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VVII-106II-106 Function: Judicial Department: Justice Affairs Program: Juvenile Offender Management Fund Type: Special Revenue Funds Division: Treatment Services Aftercare Description Initiatives\Highlights 7KH7UHDWPHQW6HUYLFHVGLYLVLRQSURYLGHVFRPSUHKHQVLYHVXSSRUWVHUYLFHVLQFOXGLQJ &RRUGLQDWHVHUYLFHVZLWKWKHFRPPXQLW\EDVHG%R\VDQG*LUOV&OXEIRUD7DUJHW $IWHUFDUHVXSSRUWVHUYLFHVIRU\RXWKUHOHDVHGIURPWKH

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VVII-125II-125 Development

Table of Contents Section Page Development...... VII-126 Economic ...... VII-127 Economic Development ...... VII-128 Development - Revolving Loan Fund ...... VII-129 Blue Ribbon Task Force ...... VII-130 Offi e of Homeless Services ...... VII-131 Offi ce of Homeless Services - Grants ...... VII-132 Community ...... VII-133 Geographical Information System (GIS) ...... VII-134 County Planning Commission ...... VII-135 CPC - Cuyahoga Valley Initiative ...... VII-136 Brownfi eld Revolving Loan Fund ...... VII-137 CDBG - Administration ...... VII-138 NOACA ...... VII-139 Soil & Water Conservation District ...... VII-140

Function: Development

Description Objectives

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VVII-126II-126 Function: Development Program: Economic

Description Objectives

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VVII-128II-128 Function: Development Department: Development Program: Economic Fund Type: Special Revenue Funds Division: Development-Revolving Loan Fund Description Initiatives\Highlights The Revolving Loan Fund assists development projects that address issues vital to To continue the program that fields economic development project requests to the local business growth and enhanced employment opportunities. The department also Board of County Commissioners, limited to a maximum of $800,000 per project; receives federal funds for these types of initiatives, but the use of federal funds is revenue expected from increased income taxes and property taxes. limited by geographic area and income eligibility. Where the project is deemed to be of economic importance to the county but federal funds are prohibited, this fund is used. Repayments are put back into the fund to be used for future projects.

In 2007 the Commercial Redevelopment account was established to track loan payments that are anticipated to be made in connection with a new issue of Commercial redevelopment bonds.

Program Statistics 2006 2007 2008 Prog $ Committed to Bus. Loans $14,385,817 $19,752,058 $13,000,000

Development-Revolving Loan 2004 2005 2006 2007 2008 2009 2010 2006-2007 2007-2008 Fund Actual Actual Actual Actual Budget Estimate Estimate % Change % Change Personal Services 29,791 0 0 00 0 0 0.0% 0.0% Personal Benefits 5,852 0 0 00 0 0 0.0% 0.0% Contracts & Prof. Services 1,014,707 163,356 2,253,144 612,6891,503,500 1,329,500 1,329,500 -72.8% 145.4% Other Operating 0 0 1,000,000 00 0 0 -100.0% 0.0%

Total Expenditures 1,050,350 163,356 3,253,144 612,689 1,503,500 1,329,500 1,329,500 -81.2% 145.4% Staffing Levels 0 0 0 0 0 0 0

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VVII-132II-132 Function: Development Program: Community

Description Objectives

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VVII-139II-139 Function: Development Department: Soil & Water Conservation Program: Community Fund Type: Special Revenue Funds Division: Soil & Water Conservation Description Initiatives\Highlights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VVII-140II-140 Social Services Table of Contents Section Page Section Page

Social Services ...... VII-141 Early Childhood - Quality Child Care ...... VII-175 Financial Assistance ...... VII-142 Family & Children First Council ...... VII-176 Graves for the Indigent ...... VII-143 FCFC - Emergency Assistance/Wrap Support ...... VII-177 Executive Offi ce of H&HS ...... VII-144 Cuyahoga Tapestry System of Care ...... VII-178 Senior & Adults Services - Medicaid Benefi ts ...... VII-145 Justice Affairs - Children Who Witness Violence ...... VII-179 Employment & Family Services - Information Services...... VII-146 Human Services - Other Contracts ...... VII-180 Employment & Family Services - Children w/Medical Handicaps ...... VII-147 Senior & Adult Services - Administrative Services ...... VII-181 Employment & Family Services - Quality Assurance ...... VII-148 Senior & Adult Services - Management Services ...... VII-182 Veterans Service Commission ...... VII-149 DSAS - Community Social Services Programs...... VII-183 Protective Services ...... VII-150 Senior & Adult Services - Grandparent & Other Kinship Care ...... VII-184 Children & Family Services - Administrative Services ...... VII-151 Senior & Adult Services - Home Support ...... VII-185 Children & Family Services - Training ...... VII-152 Senior & Adult Services - Protective Services ...... VII-186 Children & Family Services - Information Services...... VII-153 Senior & Adult Services - Offi ce on Aging ...... VII-187 Children & Family Services - Direct Services ...... VII-154 Senior & Adult Services - Home Care Skilled Services ...... VII-188 Children & Family Services - Supportive Services...... VII-155 Senior & Adult Services - Passport ...... VII-189 Children & Family Services - Caregiver Recruitment...... VII-156 Senior & Adult Services - Options Program ...... VII-190 Children & Family Services - Visitation Center ...... VII-157 Board of Mental Retardation & Developmental Disabilities ...... VII-191 Children & Family Services - Contracted Placements ...... VII-158 MRDD - Residential/Out Home Services...... VII-192 Children & Family Services - Foster Homes/Resource Mgmt...... VII-159 MRDD - Early Start - Admin ...... VII-193 Children & Family Services - Foster Care ...... VII-160 Ombudsman Program ...... VII-194 Children & Family Services - Purchased Congregate & Foster ...... VII-161 Ohio State University Extension ...... VII-195 Senior & Adult Services - Community Resources ...... VII-162 Employment & Training ...... VII-196 Domestic Violence ...... VII-163 Workforce Development - Executive & Financial Operations ...... VII-197 Support Services ...... VII-164 Employment & Family Services - Administrative Operations ...... VII-198 Children & Family Services - Client Supportive Services...... VII-165 Employment & Family Services - Work First Services ...... VII-199 Children & Family Services - Permanent Custody Adoptions...... VII-166 Employment & Family Services - Southgate NFSC ...... VII-200 Children & Family Services - Adoption Services ...... VII-167 Employment & Family Services - Glenville NFSC ...... VII-201 Early Childhood - Administrative Services ...... VII-168 Employment & Family Services - Ohio City NFSC ...... VII-202 Early Childhood - Program Administration ...... VII-169 Employment & Family Services - Quincy Place...... VII-203 Early Childhood - Welcome Home ...... VII-170 Employment & Family Services - Virgil Brown ...... VII-204 Early Childhood - Early Intervention...... VII-171 Employment & Family Services - Mount Pleasant NFSC ...... VII-205 Early Childhood - Early Childhood Mental Health ...... VII-172 Employment & Family Services - West Shore NFSC ...... VII-206 Early Childhood - Early Start ...... VII-173 Employment & Family Services - Client Support Services ...... VII-207 Early Childhood - Health & Safety...... VII-174 Employment & Family Services - Child Care Services ...... VII-208

Function: Social Services

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VVII-141II-141 Function: Social Services Program: Financial Assistance

Description Objectives

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VVII-163II-163 Function: Social Services Program: Support Services

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VVII-164II-164 Function: Social Services Department: Children and Family Services Program: Support Services Fund Type: Special Revenue Funds Division: Client Supportive Services Description Initiatives\Highlights

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VVII-203II-203 Function: Social Services Department: Employment & Family Services Program: Employment & Training Fund Type: Special Revenue Funds Division: Virgil Brown Description Initiatives\Highlights 9LUJLO(%URZQ1HLJKERUKRRG)DPLO\6HUYLFH&HQWHUORFDWHGDW3D\QH$YHQXH 5HVHDUFKDQGGHYHORSWHFKQLTXHVVNLOOVDQGFUHLWHULDIRURQJRLQJWUDLQLQJDQG LVDQHLJKERUKRRGEDVHGLQWHJUDWHGVHUYLFHGHOLYHU\FHQWHUSURYLGLQJDFFHVVWRMREV HYDOXDWLRQRI&RQWLQXRXV4XDOLW\,PSURYHPHQW &4,  EHQHILWVDQGFRPPXQLW\VHUYLFHV7KLVXQLWLQFOXGHVRXU3URIHVVLQDO'HYHORSPHQW XQLWZKLFKLVUHVSRQVLEOHIRUSURYLGLQJWUDLQLQJDQGVWDIIGHYHORSPHQWIRU()6VWDII 6XSSRUWPDQDJHUVDQGVXSHUYLVRUVWRGHYHORSLGHQWLI\LPSOHPHQWDQGWUDFN TXDOLW\LPSURYHPHQWLQGLFDWRUV

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VVII-208II-208 Health & Safety

Table of Contents Section Page Health & Safety ...... VII-209 Health Maintenance ...... VII-210 MetroHealth Operating Subsidy ...... VII-211 Mental Health ...... VII-212 Mental Health Subsidy ...... VII-213 Emergency Assistance ...... VII-214 Emergency Management ...... VII-215 Cuyahoga Regional Information System ...... VII-216 CECOMS ...... VII-217 9-1-1- Wireless ...... VII-218 Alcohol & Drug Abuse ...... VII-219 Justice Affairs - Treatment Services ...... VII-220 Alcohol & Drug Board ...... VII-221 Animal Control ...... VII-222 Agriculture - Apiary Inspection ...... VII-223 Dog Warden ...... VII-224 Function: Health & Safety

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VVII-209II-209 Function: Health & Safety Program: Health Maintenance

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VVII-210II-210 Function: Health & Safety Department: MetroHealth System Program: Health Maintenance Fund Type: General Fund Division: MetroHealth System Description Initiatives\Highlights

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VVII-211II-211 Function: Health & Safety Program: Mental Health

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VVII-212II-212 Function: Health & Safety Department: Mental Health Board Program: Mental Health Fund Type: General Fund Division: Community Mental Health Description Initiatives\Highlights

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VVII-213II-213 Function: Health & Safety Program: Emergency Assistance

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VVII-214II-214 Function: Health & Safety Department: Justice Affairs Program: Emergency Assistance Fund Type: Special Revenue Funds Division: Emergency Management Description Initiatives\Highlights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VVII-215II-215 Function: Health & Safety Department: Justice Affairs Program: Emergency Assistance Fund Type: Enterprise Funds Division: Cuyahoga Regional Information System Description Initiatives\Highlights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VVII-216II-216 Function: Health & Safety Department: Justice Affairs Program: Emergency Assistance Fund Type: General Fund Division: CECOMS Description Initiatives\Highlights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VVII-218II-218 Function: Health & Safety Program: Alcohol & Drug Abuse

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VVII-219II-219 Function: Health & Safety Department: Justice Affairs Program: Alcohol & Drug Abuse Fund Type: General Fund Division: JA-Treatment Service HHS Description Initiatives\Highlights

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VVII-220II-220 Function: Health & Safety Department: Alcohol and Drug Addiction Board Program: Alcohol & Drug Abuse Fund Type: General Fund Division: Alcohol and Drug Addiction Board Description Initiatives\Highlights

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VVII-221II-221 Function: Health & Safety Program: Animal Control

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VVII-224II-224 Public Works

Table of Contents Section Page Public Works ...... VII-225 County Parking Garage ...... VII-226 County Airport District ...... VII-227 Sanitary Engineer - General Operations ...... VII-228 County Engineer - Administration ...... VII-229 County Engineer - Maintenance ...... VII-230 $5.00 Capital Improvements ...... VII-231 $7.50 Capital Improvements ...... VII-232 Solid Waste Management ...... VII-233 District Boards of Health ...... VII-234 Solid Waste Management Municipal Grants ...... VII-235 Solid Waste Management Plan ...... VII-236 Solid Waste Plan Update ...... VII-237 Solid Waste Convenience Center ...... VII-238 Greater Cleveland Ecology Association ...... VII-239

Function: Public Works

Description Objectives

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VVII-225II-225 Function: Public Works Department: Central Services Program: Public Works Fund Type: Enterprise Funds Division: County Parking Garage Description Initiatives\Highlights 6WDIILQWKLVGLYLVLRQPDQDJHDQGRSHUDWHWZRPDMRUSXEOLFSDUNLQJIDFLOLWLHVLQ GRZQWRZQ&OHYHODQGDQGVHYHUDOSXEOLFSDUNLQJORWVDQGHPSOR\HHRQO\ORWVDW YDULRXV&RXQW\ORFDWLRQV7KH+XQWLQJWRQ3DUN*DUDJHLVDIRXUOHYHOVWUXFWXUHZLWK SDUNLQJVSDFHVIRUGDLO\EXVLQHVVDFWLYLW\DQGVSHFLDOHYHQWV)HHVDUHVHWWR UHFRYHUERWKRSHUDWLQJDQGFDSLWDOFRVWVWKDWDOORZWKHIXQGWREHVHOIVXSSRUWLQJ

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VVII-226II-226 Function: Public Works Department: Development Program: Public Works Fund Type: Enterprise Funds Division: County Airport Description Initiatives\Highlights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VVII-227II-227 Function: Public Works Department: Sanitary Engineer Program: Public Works Fund Type: Enterprise Funds Division: Sanitary Engineer Description Initiatives\Highlights

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VVII-229II-229 Function: Public Works Department: County Engineer Program: Public Works Fund Type: Special Revenue Funds Division: Cnty Engineer Maintenance Eng Description Initiatives\Highlights 7KH&RXQW\(QJLQHHU0DLQWHQDQFH'LYLVLRQUHSDLUVDQGPDLQWDLQVEULGJHVDQG 7KH0DLQWHQDQFH'LYLVLRQ VJRDOVDUHDVIROORZV &RXQW\URDGV)LYHPDLQWHQDQFH\DUGVDFURVVWKH&RXQW\DUHXVHGWRFRPSOHWH QHFHVVDU\ZRUN &RQWLQXHWKHPDLQWHQDQFHDQGUHSDLURIFRXQW\EULGJHVDQGWRZQVKLSURDGV

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VVII-230II-230 Function: Public Works Department: County Engineer Program: Public Works Fund Type: Special Revenue Funds Division: $5.00 Fund Road Improvements Description Initiatives\Highlights 7KURXJKWKHVXEIXQGWKH&RXQW\(QJLQHHUIXQGVWKHUHSDLUDQGUHFRQVWUXFWLRQ 5RDG&DSLWDO,PSURYHPHQWV,QLWLDWLYHV RIURDGVDQGEULGJHV7KHVHPRQH\VDUHXVHGIRUWKHSODQQLQJFRQVWUXFWLRQ UHFRQVWUXFWLRQLPSURYHPHQWPDLQWHQDQFHODQGDFTXLVLWLRQDQGUHSDLURIURDGVDQG 7RFRQWLQXHWRIXQGWKHQRQIHGHUDOVKDUHRIURDGDQGEULGJHSURMHFWVLQUHJDUGVWR EULGJHVSHU6HFWLRQRIWKH2KLR5HYLVHG&RGH WKHIHGHUDOSURMHFWV7KHQHZSODQQHGSURMHFWVIRULQFOXGH6QRZ5RDG6QRZ DQG5RFNVLGH5RDGV3KDVH,9%HQQHWW5RDG%ULGJH&DQQRQ5RDG%ULGJH DQG5RFNVLGH5RDG%ULGJH

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VVII-231II-231 Function: Public Works Department: County Engineer Program: Public Works Fund Type: Special Revenue Funds Division: $7.50 Fund Road Improvements Description Initiatives\Highlights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VVII-232II-232 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: Solid Waste Mgnt Distrct Description Initiatives\Highlights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VVII-233II-233 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: District Boards Of Health Description Initiatives\Highlights 7KH6ROLG:DVWH0DQDJHPHQW'LVWULFWHQWHUVLQWRFRQWUDFWVZLWKORFDOGHSDUWPHQWVRI 7KH'LVWULFWVHHNVWRPDLQWDLQWKHQXPEHURIVROLGZDVWHIDFLOLW\LQVSHFWLRQV   KHDOWKWKDWRSHUDWHVROLGZDVWHHQIRUFHPHQWDQGLQVSHFWLRQSURJUDPVWKDWDUH E\&LW\RI&OHYHODQGDQG&X\DKRJD&RXQW\KHDOWKGHSDUWPHQWV DSSURYHGE\WKH2KLR(QYLURQPHQWDO3URWHFWLRQ$JHQF\:LWKLQWKH'LVWULFWWKH &X\DKRJD*HQHUDO+HDOWK'LVWULFWDQGWKH&LW\RI&OHYHODQG'HSDUWPHQWRI3XEOLF +HDOWKRSHUDWHDSSURYHGHQIRUFHPHQWSURJUDPV

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VVII-235II-235 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: Solid Waste Management Plan Description Initiatives\Highlights 7KH'HSDUWPHQWLVUHTXLUHGE\WKH2KLR(QYLURQPHQWDO3URWHFWLRQ$JHQF\WRXSGDWH WKH&RXQW\6ROLG:DVWH0DQDJHPHQW3ODQHYHU\ILYH\HDUV&RVWVUHODWHGWRWKLV XSGDWHDUHUHIOHFWHGLQWKLVDFFRXQW7KHROG6ROLG:DVWH0DQDJHPHQW3ODQDFFRXQW KDVEHHQUHSODFHGE\WKH6ROLG:DVWH3ODQ8SGDWHDFFRXQW

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VVII-236II-236 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: Solid Waste Plan Update 2012 Description Initiatives\Highlights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VVII-237II-237 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: Solid Waste Convenience Center Description Initiatives\Highlights 7RPDNHLWPRUHFRQYHQLHQWIRUFRPPXQLWLHVDQGUHVLGHQWVWRUHF\FOHKD]DUGRXV ,QWKH6ROLG:DVWH'LVWULFWZLOOEHJLQGHYHORSPHQWRIWKHVSHFLDO:DVWH ZDVWHVOLNHSDLQWVVROYHQWVKRXVHKROGFKHPLFDOVDQGSHVWLFLGHVWKH'LVWULFWZLOO &RQYHQLHQFH&HQWHUE\ORFDWLQJDQDSSURSULDWHH[LVWLQJIDFLOLW\RUYDFDQWVLWHIRUWKH HVWDEOLVKD6SHFLDO:DVWH&RQYHQLHQFH&HQWHUWKDWZRXOGEHRSHQ\HDUURXQGIRU &HQWHU FRPPXQLWLHV7KLVFHQWHUZRXOGUHSODFHWKHWZR+RXVHKROG+D]DUGRXV:DVWH 5RXQG8SHYHQWVKHOGHDFK\HDUE\WKH6ROLG:DVWH'LVWULFWDQGZRXOGUHPDLQDIUHH SURJUDP

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VVII-238II-238 Function: Public Works Department: Solid Waste Management District Program: Public Works Fund Type: Special Revenue Funds Division: Greater Cleveland Ecology Association Description Initiatives\Highlights 7KH6ROLG:DVWH0DQDJHPHQW'LVWULFWSURYLGHVILQDQFLDODVVLVWDQFHWRWKH*UHDWHU 7KHRUJDQL]DWLRQLVLQWKHSURFHVVRIFHDVLQJRSHUDWLRQVLQ &OHYHODQG/HDI(FRORJ\$VVRFLDWLRQDQRWIRUSURILWHQWLW\ZKLFKZDVHVWDEOLVKHGE\ 2KLR6WDWH8QLYHUVLW\DQGFRQVLVWVRIDJURXSRIPXQLFLSDOJRYHUQPHQWVZKR FROOHFWLYHO\RSHUDWHDOHDIFRPSRVWLQJIDFLOLW\LQ&OHYHODQG

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VVII-239II-239 Miscellaneous

Table of Contents Section Page Miscellaneous ...... VII-240 Agricultural Society ...... VII-241 Memorial Day Allowance ...... VII-242 Capital Improvement GF Subsidy...... VII-243 Cuyahoga County School District ...... VII-244 Miscellaneous ...... VII-245 Self Insurance Fund ...... VII-246 Hospitalization Self Insurance ...... VII-247 Workers Comp Retroactive ...... VII-248 Data Processing System Development...... VII-249 Soldiers & Sailors Monument ...... VII-250

Function: Miscellaneous

Description Objectives

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VVII-240II-240 Function: Miscellaneous Department: Statutory Expenditures Program: Miscellaneous Fund Type: General Fund Division: Agricultural Society Description Initiatives\Highlights 3XUVXDQWWRWKH2KLR5HYLVHG&RGHWKH*HQHUDO)XQGSURYLGHVDQDQQXDO 0DMRULPSURYHPHQWVWRWKHIDLUJURXQGVDUHLQFOXGHGLQWKH&RXQW\ V&DSLWDO3URMHFW SD\PHQWWRWKH$JULFXOWXUDO6RFLHW\IRUFHUWDLQDFWLYLWLHVUHODWHGWRWKH&RXQW\IDLU 3ODQVWRSURYLGHDVDIHDQGKHDOWK\HQYLURQPHQWWRWKHSXEOLF

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VVII-241II-241 Function: Miscellaneous Department: Statutory Expenditures Program: Miscellaneous Fund Type: General Fund Division: Memorial Day Allowance Description Initiatives\Highlights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VVII-242II-242 Function: Miscellaneous Department: Capital Improv.G/F Subsidy Program: Miscellaneous Fund Type: General Fund Division: Capital Improvement GF Subsidy Description Initiatives\Highlights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VVII-243II-243 Function: Miscellaneous Department: Miscellaneous Obligations Program: Miscellaneous Fund Type: General Fund Division: Cuyahoga County School Districts Description Initiatives\Highlights 3XUVXDQWWR2KLR5HYLVHG&RGH6HFWLRQWKH&RXQW\SURYLGHGRIILFHVSDFHWR WKH(GXFDWLRQDO6HUYLFHV&HQWHU (6& ZKLFKSURYLGHVVWDWXWRU\VHUYLFHVIRUVFKRRO GLVWULFWVZLWKLQ&X\DKRJD&RXQW\7KH&RXQW\ZDVDOVRUHTXLUHGWRFRYHUFRVWVRI HTXLSPHQWKHDWOLJKWZDWHUDQGMDQLWRULDOVHUYLFHV$P6XE+RXVH%LOORIWKH WK*HQHUDO$VVHPEO\UHPRYHGWKHUHTXLUHPHQWIRU&RXQW\VXSSRUWRIWKH(6& DIWHUDILYH\HDUJUDGXDOUHGXFWLRQ6LQFHWKH6WDWHILVFDO\HDUWKH(6&KDV EHHQUHVSRQVLEOHIRUFRYHULQJRILWVVSDFHUHODWHGH[SHQVHV

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VVII-245II-245 Function: Miscellaneous Department: General Fund/Self Insurance Fund Program: Miscellaneous Fund Type: General Fund Division: GF-Self Insurance Fund Description Initiatives\Highlights 7KLVDFFRXQWFRYHUVFODLPH[SHQVHVWKDWDUHQRWDQWLFLSDWHGGXULQJWKHFUHDWLRQRIWKH DQQXDOEXGJHWWKDWDUHQRWVSHFLILFWRDIXQGLQJVRXUFHDQGWKDWIDOOZLWKLQWKH HVWDEOLVKHGJXLGHOLQHVRIWKH)XQG

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VVII-246II-246 Function: Miscellaneous Department: Hospitalization-Self Insurance Fund Program: Miscellaneous Fund Type: Internal Service Funds Division: Hospitalization Self Insurance Description Initiatives\Highlights 7KH+RVSLWDOL]DWLRQ6HOI,QVXUDQFH)XQGLVGHVLJQHGWRFDSWXUHDQGWUDFNWKH UHYHQXHVDQGH[SHQGLWXUHVUHODWHGWRWKHLWVVHOILQVXUDQFHIXQG7KLVIXQGZLOO FRQWDLQHQFXPEUDQFHVIRUDOOIULQJHEHQHILWFRQWUDFWVLQFOXGLQJPHGLFDOGHQWDODQG H\HFDUH5HYHQXHVZLOOFRPHIURPFKDUJHEDFNVWRWKHHPSOR\HHVDQGWKH&RXQW\

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VVII-247II-247 Function: Miscellaneous Department: Workers Compensation Program: Miscellaneous Fund Type: Internal Service Funds Division: Workers Compensation Description Initiatives\Highlights

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VVII-248II-248 Function: Miscellaneous Department: Data Processing System Develop Program: Miscellaneous Fund Type: General Fund Division: Data Processing Systems Development Description Initiatives\Highlights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VVII-249II-249 Function: Miscellaneous Department: Soldiers & Sailors Monument Program: Miscellaneous Fund Type: General Fund Division: Soldiers & Sailors Monument Description Initiatives\Highlights 7KH&RXQW\SURYLGHVWKH6ROGLHUV DQG6DLORUV 0RQXPHQW7UXVWHHVZLWKWKH 7KHLQWHULRURIWKH0RQXPHQWZLOOEHFORVHGIRUHLJKWPRQWKVGXULQJIRU QHFHVVDU\IXQGVDQGVWDIIWRPDLQWDLQWKHPRQXPHQWDQGLWVJURXQGV7KH6ROGLHUV  H[WHQVLYHUHSDLUVDVIROORZV DQG6DLORUV 0RQXPHQWFRPPHPRUDWHV&X\DKRJD&RXQW\UHVLGHQWVZKRVHUYHGWKH 8QLRQGXULQJWKH&LYLO:DU ,QVWDOOQHZOLJKWLQJDQGFUHDWHDFFHVVIRUGLVDEOHGYLVLWRUV  ,QVWDOOQHZGUDLQVIRUHVSODQDGHDQGQHZVHFXULW\FDPHUDV

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VVII-250II-250 Capital Improvements Plan Table of Contents Section Page Section Page

Summary of Capital Plan ...... VIII-19 Introduction ...... VIII-1 Organization of the Capital Improvement Plan ...... VIII-1 Sanitary Engineer ...... VIII-20 Capital Improvements Budget Cycle ...... VIII-1 Introduction ...... VIII-20 Capital Improvements Appropriations ...... VIII-2 Preventive Maintenance ...... VIII-20 Capital Improvements Criteria ...... VIII-2 2007 Capital Project Highlights ...... VIII-22 Capital Improvement Financial Policies ...... VIII-4 2008 - 2012 Capital Improvements Plan ...... VIII-22 Project Categories ...... VIII-5 Funding Sources ...... VIII-23 Program Categories ...... VIII-6 Operating Impact ...... VIII-24 Funding Sources ...... VIII-7 Summary of Capital Plan ...... VIII-25 State Issue I Third Frontier Program ...... VIII-8 Capital Improvements Versus the Operating Budget ...... VIII-9 Board of Mental Retardation ...... VIII-26 Introduction ...... VIII-26 County Engineer ...... VIII-10 2006 Capital Project Highlights ...... VIII-26 Introduction ...... VIII-10 2007 - 2011 Capital Improvements Plan ...... VIII-27 Bridges ...... VIII-10 Funding Sources ...... VIII-27 Roads ...... VIII-11 2007 Capital Project Highlights ...... VIII-11 Central Services ...... VIII-28 2008 - 2012 Capital Improvements Plan ...... VIII-11 Introduction ...... VIII-28 Funding Sources ...... VIII-12 Inventory of County Owned Facilities ...... VIII-28 Operating Impact ...... VIII-13 2007 Capital Project Highlights ...... VIII-29 Summary of Capital Plan ...... VIII-14 2008 - 2012 Capital Improvements Plan ...... VIII-29 Funding Sources ...... VIII-29 County Airport ...... VIII-16 Justice Projects ...... VIII-30 Introduction ...... VIII-16 Energy Projects ...... VIII-30 2007 Capital Project Highlights ...... VIII-16 Environmental Projects ...... VIII-31 2008 - 2012 Capital Improvements Plan ...... VIII-16 Administration Building Complex ...... VIII-31 Funding Sources ...... VIII-17 Operating Impact ...... VIII-32 Operating Impact ...... VIII-18 Summary of Capital Plan ...... VIII-33 County Owned Building Inventory ...... VIII-34 Capital Plan

Introduction The initial step for the Capital Improvements Plan is the planning process itself. An overview of this process, and the budget cycle for capital improvements, is provided in the next section. Up to this point the Budget Plan has focused on County services for the 2008 - 2012 fi scal period. The appropriation requirements for capital improvements also are discussed, since the operating While annual operating costs are apparent, Cuyahoga County spends signifi cant resources on budget and capital plans are appropriated in different manners. The project criteria and fi nancial infrastructure to support these services. The construction, maintenance and repair of roads policies that underlie the capital plan are discussed next. These criteria are used to evaluate and and bridges, wastewater treatment facilities and lines, and public buildings are important for the prioritize requested capital improvements, while the outlined fi nancial policies guide the Board of provision of effective and effi cient services. To assure that this infrastructure is well maintained, County Commissioners in funding the overall capital plan. the County prepares a fi ve year capital plan for each major infrastructure area. The capital improvement budget involves planning for the long term maintenance of capital assets. The The remainder of this chapter discusses the 2008-2012 plan. The fi rst year of the fi ve year County’s major capital assets are expensive, have a signifi cant useful life, and often require more plan identifi es the 2008 Capital Improvements Budget, which is the operating guide for capital than one year to construct. The County must allocate limited resources among many areas, and improvements scheduled in 2008. These projects represent new projects and existing projects it is through this planning effort that all capital assets can be adequately maintained. that are still active. The capital plan is a dynamic process as priorities change and projects shift from year to year, since capital planning is a detailed process, often requiring a long period for The County’s capital plan ties together infrastructure needs with fi nancial resources, allowing projects to move from design to completion. every dollar to be maximized and leveraged. This ensures the maximum useful life for assets, and the appropriate fi nancing method for individual projects. Long term fi nancing makes sense Summary information is presented for capital improvements by project category, program type for projects with long useful lives to allocate costs over the life of the asset. In the case of annual and funding source. A general description of the capital plan’s impact on the operating budget equipment purchases, annual revenues are appropriate. Thus, it is these decisions that fall follows the summary information. Detailed capital improvement listings for each agency follow within the scope of this capital plan. the introductory section. The agency sections include an introduction to program activities, 2007 accomplishments, 2008-2012 planned improvements, fi nancing sources, and the impact on the The outline of the capital improvement plan is presented in the next section. This plan is operating budget. The highlighted agencies in the capital plan are the County Engineer, the presented in the same document with the operating budget plan because decisions regarding County Airport, the Sanitary Engineer, the County Board of Mental Retardation and Developmental capital improvements impact the operating budget. Construction of a new facility or expansion Disabilities, and the Central Services Department. of sewer service into a new district affects staffi ng and operating costs while long-term fi nancing requires principal and interest payments from the operating budget. Capital planning decisions consider the overall impact, whether it is current year revenues for an offi ce renovation or long Capital Improvements Budget Cycle term debt for a new administration building. The County continues its efforts to improve the present capital improvement planning process. Organization of the Capital Improvement Plan This process, which concludes with the preparation of the capital plan for the annual budget document, provides agencies with the opportunity to review their capital facilities and needs. This portion of the 2008 Budget Plan previews 2008 capital improvements, in addition to the These needs are then documented and submitted through the capital budgeting/planning long-range plan for 2008-2012. The fi ve year Capital Improvement Plan stresses long range process, which integrates overall needs and focuses on priority projects. fi nancial and strategic planning to address capital improvement needs. As expected, there is more uncertainty with capital improvements identifi ed in later years. Changes in priorities The Board of County Commissioners (BOCC) and County Administrator set priorities at and resources will alter future capital improvement plans and this should be kept in mind when this higher level with assistance from the Central Services Department (for Central Services reviewing the long range plans. projects), the Department of Development for County Airport projects and the Offi ce of Budget and Management (OBM) and the individual agencies for specifi c projects. Projects under the Board of Mental Retardation (an independent board) and the County Engineer (separate elected

VVIII-1III-1 Capital Plan

offi cial who also handles the administrative aspect of the Sanitary Engineer and its projects) are parties aware of current activity and planning for future needs. Project costs and progress handled separately, and an overview of their planning processes are included in these agency is closely monitored. If a project exceeds or under spends its original estimate, additional capital sections. appropriation can be approved by the Board of Commissioners.

The initial step in the planning process is completion of the First Quarter Capital Project Status Capital Improvement Appropriations Report in April/May. This report monitors the construction and fi nancial status of projects, allowing agencies and staff to see how projects are progressing. The need for additional capital While the operating budget is appropriated annually, capital project appropriations are resources, or the availability of new funds, allows the County to evaluate projects and focus established at project initiation and remain in effect for the duration of each project. Capital dollars on high priority and address emergency needs. project appropriations are approved by the BOCC, which has the sole authority to appropriate funds for County operating and capital expenditures. A Midyear Capital Project Status Report is then completed as part of the midyear review process. This integrates the operating and capital budgets for a combined review and highlights potential Due to legal requirements, the BOCC must annually authorize capital project appropriations. impacts that capital projects may have on the operating budget. Major changes in the capital This “roll over” authorizes capital improvement appropriations for a new fi scal year. Since a plan also are discussed with agencies to determine any long term impact and necessary actions number of projects are multi year, this “roll over” allows appropriation approval at the estimated to resolve pending issues. total dollar amount with expenditures tracked over several years. Thus, a fi nal project report will show project-to-date, rather than any one fi scal year expenditures. As part of the midyear review and in preparation for the annual budget process, OBM reviews the capital improvement fi nancial policies and sets parameters for the upcoming budget cycle. The County maintains separate accounts (subfunds and projects) for all capital projects to record At the same time, agencies with capital plans conduct an annual assessment of their existing project expenditures and revenues on an individual project basis. Projects authorized by the inventory. Although an ongoing process, the annual review during this period incorporates recent BOCC also are categorized separately on the County’s accounting system. For example, general capital activity, identifi es changes to the capital plan and provides information necessary for the capital improvements will be in Fund Number 40, while County Airport and Sanitary Engineer upcoming budget process. capital projects would be in Fund Numbers 52 and 54, respectively.

The Central Services Department also prepares a proposed listing of budget year projects based The one exception to this separation of operating and capital budgets is the County Engineer. on facility needs. The County Administrator’s Offi ce, Central Services and OBM then review the The County Engineer’s operating budget includes both operating and capital accounts, although draft plan. The major criteria in this review were agency needs, facility condition and fi nancial there is a separate division for capital project expenses. These capital projects are tracked on resources. The proposed capital plan is prepared based on this review. In November 2006, the County Engineer’s project management system; due to the number of projects, it would be this plan was incorporated for the fi rst time in the Administrator’s Recommended Budget to The cumbersome to maintain separate accounts on the County’s accounting system. Contracts for Commissioners. these projects are subject to appropriation approved by the Board of Commissioners.

The proposed capital plan is then presented at a public hearing in December. This hearing Capital Improvement Criteria provides the BOCC, agencies and the general public with an opportunity to review the plan and raise any issues regarding their capital needs. A listing of planned capital improvement activity Capital improvement requests exceed available resources. Because of this, priorities must be for the year is distributed to County agencies so that elected offi cials and others are aware established to guide capital planning. Specifi c criteria have been selected by the BOCC for of planned projects. The fi nal capital budget is included as part of the annual budget plan reviewing capital improvement requests, depending upon the type of project. These criteria document. are highlighted below, with references to specifi c applications in the County’s capital planning process: As Central Services projects progress through the year, meetings are held between the Central Services Department, OBM and the affected agency to monitor project status. This keeps all

VVIII-2III-2 Capital Plan

1. The value of the capital asset should represent a material amount, generally greater than 6. Priority will be given for the maintenance or enhancement of existing assets. The present $25,000. Application: if a project request is for a minor amount, the requesting agency infrastructure is the basis for County Government operations and a major strength of the normally has funds in their operating budget. This minimizes the impact on capital funds, Cleveland Metropolitan Area. Application: The proposed 2008-2012 capital plan for main- especially when several agencies have capital requests. Although not a set fi gure, the tenance and rehabilitation represents a commitment to the present infrastructure. These materiality of the project allows capital dollars to fund major improvements that are often expenditures over the next fi ve years will show signifi cant value through increased life for multi agency in scope. existing capital assets. 2. The capital improvement should have a useful life of at least fi ve years for equipment and 7. A cost benefi t analysis will be prepared to document the project’s benefi t to the County. ten years for all other projects. If debt fi nanced, the useful life should at least equal the debt Benefi ts should be measured in specifi c terms, such as population served or ability to gen- issue maturity. Application: useful life must be considered as part of the overall space erate revenues to cover project costs. Application: for Sanitary Engineering projects, us- planning issue. The review and approval of offi ce renovation requests, a major County ers must be able to absorb project costs through usage fees. This should be true whether issue, ensures that renovations do not become outdated as changes occur. This need user fees cover expenses on a one year basis or over a long term period through issuance is apparent as the County maintains approximately fi ve million square feet of owned and of long term debt. leased space. 8. The level of resources plays a critical role in the capital project planning process. More 3. The age and condition of the asset should be considered. While rehabilitation is neces- than just County funding, this represents the ability to leverage outside resources and the sary for older capital assets, newer assets also require improvements due to changing generation of new revenues. Application: The County’s ability to generate non General conditions. Application: There is a pressing need for improvements due to both aging and Fund revenues will play a critical role in funding future capital needs. A major factor in the outdated conditions in County facilities. The capital improvements plan attempts to bal- Juvenile Justice Complex project is the ability to leverage State funds. Once outside com- ance these needs but it is diffi cult with limited fi nancial resources. As an example, Juvenile mitment exists, projects become more likely to receive County funding. The ability of the Court facilities are 77 years old and require major renovations or replacements. This need County Engineer and the Sanitary Engineer to obtain outside Funding from Federal and contrasts with the Justice Center, a 32 year old building which has growing maintenance State sources also gives their projects priority in the fi ve-year plan. and space needs due to growing workloads on the justice system. 9. A value engineering perspective is considered in completing capital projects. A roof repair 4. The cost of the capital improvement must be kept in mind for the overall plan. This is es- should occur before the damaged ceiling is fi xed, and improvements to sewers should be pecially true for major projects that require more planning and impact the ability to fi nance completed prior to road rehabilitation. Application: The fi ve year plan structures projects other capital projects and operating needs. Application: As Central Services Department so that work in one area, as mentioned above, occurs prior to work in the following area. projects increase in dollars and scope; planning, management and fi nancing capacities As an example this will can be seen in the County Courthouse, where roof replacement are strained. The impact of new projects (Juvenile Justice Complex and County Adminis- was completed before work began on the replacement of the buildings HVAC and air tration Building Complex) will limit Central Services’ work capacity through organizational handling equipment. and staffi ng constraints, and future capital plans and operating budgets through increased 10. The project’s ability to handle growth and promote economic development becomes an debt service payments. important factor. Improvements or expansions to the existing system may be required to 5. The project’s importance to the health and safety of the County’s citizens is a high prior- allow new development or to meet increased demands from existing users. Application: to ity. Application: The County Engineer’s fi ve year capital plan considers the safety fac- enhance economic growth, the BOCC would like to promote economic development. The tor in annual bridge inspections. Where bridges are inadequate and even safety risks, physical infrastructure is an integral part of economic development, and system expan- County, State and/or Federal dollars will be earmarked in some cases to ensure project sions help achieve this objective. At the same time the County maintains existing systems completion. (see Criteria No. 5) to assure stability and prevent the loss of residents and/or system users. Two areas frequently discussed in this manner are sewer system expansions and road and bridge development.

VVIII-3III-3 Capital Plan Capital Improvement Financial Policies

Capital Improvement Financial Policies Total Capital Improvements by Project Category Improvements to the County’s capital assets, combined with the addition of new assets, require 2008-2012 signifi cant resources. These expenditures benefi t the County and its citizens by extending the (thousands) useful life of its assets and providing new assets. Decisions regarding capital improvement Rehab./Reconstruction fi nancing impact the availability of resources for both daily operations and future capital 52.1% improvements. Funding decisions must be made in light of short and long term resources Expansion/New and coincide with the life and cost of the assets. The fi nancial policies that guide the capital Construction Maintenance 37.9% improvement planning process are described below: 4.0%

1. The County Commissioners will balance the need for both maintenance of capital assets and provision of direct services to citizens. The County will maintain capital funding at ex- Equipment isting levels, will avoid deferring maintenance to cut costs and will not neglect the County’s Renovation 0.9% Health & Safety 0.6% capital inventory. Improvements 2. The County will only commit to capital projects within its ability to fi nance improvements 4.6% using short and long term resources. Debt issuance to fi nance capital improvements is based on the County’s debt limitation at the time and the ability to pay the debt over the 2008 2009 2010 2011 2012 Total issue’s life without pulling excessive tax dollars away from the operating budget. Project Category 2008-2012 Maintenance $3,882 $6,480 $2,445 $2,000 $1,250 $16,057 3. Financing decisions must balance pay as you go fi nancing (current resources) versus long term fi nancing (debt). The use of current resources to fi nance capital improvements rep- Rehabilitation/Reconstruction $56,743 $35,592 $43,709 $37,453 $37,317 $210,814 resents restraint in incurring long term obligations. The General Fund annually subsidizes Expansion/New Construction $33,659 $81,755 $23,050 $10,850 $4,200 $153,514 approximately $1.0 million of general capital improvements, usually limited to smaller proj- Equipment $905 $1,420 $0 $0 $0 $2,325 ects that do not exceed $300,000. At the same time, fi nancing decisions should consider the improvement’s useful life and allocate capital costs over their useful life. This method Health & Safety Improvements $5,507 $3,000 $3,700 $3,200 $3,200 $18,607 ensures that funded projects provide the most benefi t. Renovation $2,405 $1,225 $0 $0 $0 $3,630 4. The County Commissioners promote and encourage the leveraging of resources to maxi- mize capital improvement efforts. This includes intergovernmental programs, public/pri- Total $103,101 $129,472 $72,904 $53,503 $45,967 $404,947 vate partnerships, service charges and user fees, and debt issuance. 5. Capital improvement decisions must consider the impact on operating and maintenance costs to ensure the County’s ability and capacity to maintain the capital asset. To highlight Figure CIP-1: Capital Improvements by Project Category this long term factor, the Capital Improvement Budget will be considered concurrently with the Operating Budget.

VVIII-4III-4 Capital Plan Project Categories

Project Categories construction. Much of the new expansion in the 2008-2012 plan is the $ 144.0 million new construction of the Juvenile Justice Complex for Juvenile Court. This facility will have a campus The 2008-2012 Capital Improvements Plan totals $404.9 million. These capital improvements layout and include two separate buildings. are categorized into six project types: maintenance, rehabilitation/reconstruction, expansion/new construction, equipment, health and safety and renovation. Equipment

Maintenance The equipment category represents major equipment purchases with a signifi cant dollar value and useful life exceeding fi ve years. This category is limited to vehicles and equipment utilized for This category includes both preventive and major maintenance projects. Preventive maintenance maintenance and repair activities. Passenger vehicles and equipment used in daily operations includes work on buildings, properties and infrastructure to ensure the continuing day to day are not included in this category. It should be kept in mind that while equipment is part of the fi ve operation of the property. Major maintenance is non routine work extending the asset’s useful year capital plan, funding normally occurs through the annual operating budget. life. Equipment purchases in the capital plan account for 0.6% of the total, or $2.3 million. Central As Figure CIP 1 indicates, $16.1million dollars or 4.0% of total dollars are for maintenance Services is adding new furniture and equipment for the Neighborhood Family Service Centers projects. All of the reported projects are Central Service projects. The largest 2008 maintenance (NFSC) moves plans to replace switchgear equipment in various buildings. The County Airport project is the Replacement of the HVAC and other air handling systems at the County Courthouse has included $1.0 million in equipment acquisitions for maintenance vehicles including the with an estimated $1,642,000 in the capital plan. purchase of an Aircraft Rescue and Fire Fighting Truck.

Rehabilitation/Reconstruction All Programs Summary of Improvements & Funding Sources 2008-2012 This category represents projects that restore the asset to its original condition or reconstruct the (thousands) Total asset in a new confi guration. These projects often extend the asset’s useful life, as in the case of 2008 2009 2010 2011 2012 2008-2012 road and bridge improvements. Other projects improve operating environments, such as offi ce PROGRAM CATEGORY Transportation remodeling. Like many governmental units across the country, Cuyahoga County’s infrastructure County Engineer$ $ 43,830 31,609$ 40,709$ 35,153$ 34,587$ 185,888 includes older assets that require rehabilitation and reconstruction over the next fi ve years. County Airport$ $ 6,964 8,035$ 7,445$ 6,200$ 6,630$ 35,274 Total Transportation$ $ 50,795 39,644$ 48,154$ 41,353$ 41,217$ 221,163

Environmental Protection Sanitary Engineer$ $ 4,694 3,898$ 3,800$ 4,500$ 3,750$ 20,642 As noted in Figure CIP 1, $210.8 million or 52.1% of total dollars are allocated for this category. Buildings and Properties Central Services$ $ 47,613 85,930$ 20,950$ 7,650$ 1,000$ 163,143 The largest share is road and bridge projects including the Eastland Road Project going through Total$ 103,101$ 129,472$ 72,904$ 53,503$ 45,967$ 404,947 Berea, Brook Park and Middleburg Heights, estimated at $19.4 million. FUNDING SOURCE General Fund$ $ 1,360 1,000$ 1,000$ 1,000$ 1,000$ 5,360 Expansion/New Construction Special Revenue$ $ 9,035 4,821$ 4,700$ 3,755$ 2,595$ 24,906 Debt Issue$ $ 45,346 84,930$ 19,950$ 6,650$ -$ 156,876 Special Levy$ $ - -$ -$ -$ -$ - User Fees$ $ 1,722 1,323$ 3,350$ 4,500$ 3,750$ 14,645 While the fi rst two categories focused on existing assets, this category covers facility expansion and Federal$ $ 27,935 25,835$ 32,736$ 30,795$ 24,381$ 141,682 new construction. Many projects are based on development and growth; residential development State$ $ 6,721 5,179$ 4,563$ 1,613$ -$ 18,076 requires new sewer lines, and rising caseloads increase offi ce space and jail needs. Although the Other$ $ 10,982 6,384$ 6,605$ 5,190$ 14,241$ 43,402 number of projects is small, dollars are signifi cant and extensive planning is required. Total$ 103,101$ 129,472$ 72,904$ 53,503$ 45,967$ 404,947

During the next fi ve years, $153.5 million or 37.9% of the fi ve-year plan is for expansion/new Figure CIP-2: All Programs Summary of Improvements & Funding Sources

VVIII-5III-5 Capital Plan Program Categories

Health and Safety The largest share of capital dollars is in the Transportation Program area, which is comprised mostly of the road and bridge projects undertaken by the County Engineer as well as Airport projects. This category includes projects that are necessary to maintain a safe working environment and The total dollar value of these projects is $221.2 million. Another $163.1 million is targeted for operating improvements for both County employees and the public. As an example, the 2008 the Building and Properties area which is comprised mostly the Juvenile Justice Complex project. plan includes $420,000 for the Health and Safety Improvements-Fairgrounds project, which will Environmental Protection totals $20.6 million of the fi ve-year plan for rehabilitation of existing replace the dirt and mud fl oors in various barns on the fairgrounds with non-slip concrete to make sewer infrastructure. These program areas represent diverse categories that outline the varying these areas ADA accessible and safer for the public. nature of County government.

Health and Safety projects in the capital plan account for 4.6% of the total, or $18.6 million. Most notable are the Airports Runway Safety Improvement project ($10.1M) and the Justice Center’s Jail I Kitchen Improvement project ($5.0M).

Renovation Total Capital Improvements by Program Category This category represents projects that restores the asset to its original condition. The differentiation 2007-2011 (thousands) from Rehab and Reconstruction projects is the more one-time nature of these projects. An example of a renovation project would be renovations planned for the Board of Elections Building Buildings to accommodate mandated changes in the way electronic voting is tabulated. As noted in Figure 59.9% CIP 1, $3.6 million or 0.9% of total dollars are allocated for this category. Environment Protection 5.1% Program Categories

Capital projects are classifi ed by program categories to highlight functional improvements. There are four program categories for the County’s capital assets:

Transportation: construction, maintenance and repair of roads and bridges, and maintenance and improvements to the County Airport.

Ttti Environmental Protection: construction, maintenance and repair of sewers, pump stations and 2008 2009 2010 2011 2012 Total Project Category 2008-2012 wastewater treatment facilities. Environment Protection $4,694 $3,898 $3,800 $4,500 $3,750 $20,642

Social Services: construction, maintenance and repair of facilities and equipment to support the Buildings $47,613 $85,930 $20,950 $7,650 $1,000 $163,143 education, housing and training of mentally retarded children and adults under the Board of Transportation $50,795 $39,644 $48,153 $41,353 $41,217 $221,162 Mental Retardation. Total $103,102 $129,472 $72,904 $53,503 $45,967 $404,947 Buildings & Properties: construction, maintenance and repair of buildings and properties under the Department of Central Services; while this category represents the general government Figure CIP-3: Total Capital Improvements by Program Category function, buildings and properties are used in all areas of County government.

VVIII-6III-6 Capital Plan Funding Sources

Funding Sources Total Funding Sources for Improvements Funding for the $404.9 million capital improvement program comes from a number of different 2008-2012 State sources. Local revenues include the General Fund, the fund of last resort in most cases; Special (thousands) Levy and Special Revenue Funds with earmarked dollars; User Fees for projects benefi t the 4.5% users; and debt fi nancing that allocates costs over the project’s useful life. Other 10.7% Debt Issue As Figure CIP 4 highlights, the U.S. Government funds 35.0% ($141.7 million) of total capital 38.7% dollars. These dollars fund the County Engineer’s road and bridge projects through programs administered by the Federal Highway Administration and also represent potential FAA funding for planned capital improvements at the County Airport. User Fees General Fund 3.6% 1.3% State funding represents 4.5% or $18.1 million of all capital funding. The largest share of state funding, $10.7 million, is for road and bridge projects through the County Engineer. The State Special Revenue Federal 4.1% money fl ows through the Ohio Department of Transportation (ODOT) and Issue I (formerly Issue 35.0% II).

2008 2009 2010 2011 2012 Total The other sources category includes matching funds from local governments on road and bridge Project Category 2008-2012 projects, and private development projects under the Sanitary Engineer, which account for 10.7% Federal $27,935 $25,835 $32,736 $30,795 $24,381 $141,682 of all capital dollars. In most cases, the other sources funds have been leveraged by county resources, increasing the County’s resource base. User Fees $1,722 $1,323 $3,350 $4,500 $3,750 $14,645 Other $10,982 $6,384 $6,605 $5,190 $14,241 $43,402 The largest source of local revenue is debt issuance. This source will fund $190 million of Central Service projects ($156.9 included in the 2008-2012 plan, and $33.1.0 million in already completed State $6,721 $5,179 $4,563 $1,613 $0 $18,076 projects not included in the 2008 CIP). These projects will be reviewed over time and funding may Debt Issue $45,346 $84,930 $19,950 $6,650 $0 $156,877 be reduced or reallocated, considering the project’s useful life, to minimize the impact on annual operating budgets. A GO debt issuance is planned in mid 2008 that will cover $160 million of the General Fund $1,360 $1,000 $1,000 $1,000 $1,000 $5,360 total estimated debt issuance. Future debt issuance will be determined depending on draw down Special Revenue $9,035 $4,821 $4,700 $3,755 $2,595 $24,906 schedules and available resources. Total $103,101 $129,472 $72,904 $53,503 $45,967 $404,947 The next largest local revenue source is Special Revenue Funds. This $24.9 million amount represents license and gasoline tax collections earmarked for County Engineer road and bridge projects. User fees collected by the Sanitary Engineer account for $14.6 million in projects, or 3.6% of total resources. This money represents charges to fund improvements or expansions to Figure CIP-4: Total Funding Sources for Improvements the sanitary and storm sewer systems. The fi nal local revenue source is the General Fund with $5.4 million or 1.3% of total revenues. General Fund revenue funds smaller Central Services’ projects ranging up to $300,000 a year.

VVIII-7III-7 Capital Plan State Issue I Program

Issue I (Third Frontier ) Program The State requires that the District Committee evaluate projects using ten specifi c criteria including an evaluation of the community’s economic health and ability to fi nance infrastructure In 1987, Ohio voters approved a constitutional amendment authorizing the State to issue $1.2 projects. This is required to ensure that funds are targeted toward communities in need. Up to billion in bonds for local infrastructure improvements for ten years. The Ohio General Assembly 20% of the Issue 2 allocation must be awarded in the form of low interest loans rather than grants. enacted legislation to implement State Issue II in 1988. In November 1995, Ohioans voted to Beginning in 1996 the loan repayments (principal and interest) are redistributed to the districts for renew this program for another ten years. additional capital improvements.

The distribution of Issue II funds occurs on a district-by-district basis. The State is divided into 19 In 2006, State Issue II was replaced with State Issue I, which was part of the Governor’s Third districts with Cuyahoga County designated as District One. Each district then creates a committee Frontier Project. The County Engineer and Sanitary Engineer are eligible for Issue I funding. to oversee the application process. Cuyahoga County’s District Committee consists of seven Five projects under the County Engineer have been approved through the Issue I Program for individuals, with two appointees each from the County, the City of Cleveland, and suburban the 2008-2012 capital plan and one project for The Sanitary Engineer has been approved for communities. The seventh individual is appointed by the previously mentioned members and is this funding in this 5 year plan. The total amount planned for County projects is $10.9 million for a private sector representative. This committee prioritizes and recommends projects for Issue II various Engineer road projects (See CIP-5). funding. These recommendations are submitted to the Ohio Public Works Commission, which approves projects and processes payments from the bond proceeds to the local communities.

In 1988, the Ohio Legislature increased the State gas tax by $0.05 designating $0.01 to the Local Transportation Improvement Program (LTIP). Issue II and LTIP dollars are allocated to districts primarily on a per capita basis. Cuyahoga County (District One) received $26.32 million in 1993, $20.5 million in 1994, $20.3 million in 1995, $21.0 million in 1996, $22.0 million in 1997, $26.5 million in 1998, $25.4 million in 1999, $25.2 million in 2000, $26.1 million in 2001, $24.6 million in 2002 and $23.6 million for 2003. New money fl owing into the program for 2004 was $24.0 million Cuyahoga County State Issue I Projects and $15.4 million for 2005. Formerly Issue II 2008

Eligibility for Issue II funding is limited to specifi c projects. These include roads, bridges, sanitary Local Share Issue 2 Share Award Total and storm sewer collection, water supply and distribution, wastewater treatment facilities and County Engineer Projects solid waste disposal systems. Issue 2 funds rehabilitation projects at up to 90% of the total cost Lewis Road Bridge No. 21$ 431,250 $ 1,293,750 $ 1,725,000 and funds new/expansion projects at 50% of the total cost. LTIP funds are limited for use on Emery Road Bridge No. 230$ 212,500 $ 637,500 $ 850,000 road and bridge projects only and are eligible for 100% funding. Eligible costs for all projects include purchase of property and facilities, planning, construction, reconstruction, improvements Shaker Blvd Bridge No. 165$ 200,000 $ 600,000 $ 800,000 and equipment. Barrett Road$ 275,000 $ 825,000 $ 1,100,000 Sprague Road$ 1,563,750 $ 4,691,250 $ 6,255,000 To be eligible for funding, each community must complete an inventory of existing capital Bradford Pump Station$ 59,438 $ 178,313 $ 237,750 infrastructure, an assessment of the condition of these assets, a fi ve year plan detailing the local Total Transportation$ 2,741,938 $ 8,225,813 $ 10,967,750 government’s capital improvement needs and a two year maintenance of capital effort report. Figure CIP-5: State Issue 2 Projects

VVIII-8III-8 Capital Plan Capital Improvement Versus the Operating Budget

Capital Improvements Versus the Operating Budget In previous years, the Board of Mental Retardation’s capital plan included lease/purchase agreements for new group homes. The addition of group homes had an impact on operating Capital improvement decisions must occur concurrently with the operating budget, since expenses, since each new home increased contractual services to cover staffi ng, equipment and improvements often impact operating costs. The 2008 budget merges these two processes, with operating expenses for residents. These costs are incorporated into the operating budget of the capital improvement requests submitted and reviewed through the annual budget process. Staff Board. Starting in 1996, group homes are now tracked in the Community Residential Services reviewed project requests to determine their impact on 2008 and future operating budgets. The account (see Social Services tab in the Program Budget section). Projects currently on the impact of these capital improvements on operating budgets is highlighted in the detailed capital Board’s fi ve-year capital plan will not signifi cantly impact their operating budget. plans that follow this section. Capital funding levels will not exceed the operating budget for the Sanitary Engineer in 2008. The major focus of the County’s capital plan in regards to the operating budget is physical Depending upon the County’s future expansion decisions, operating budgets could change over infrastructure maintenance. The County Engineer and the Central Services Department are the long run. If the County expands the system and operating budgets continue to increase, user charged with these major activities, and their plans include a number of projects that affect fee increases and new system users would be necessary to maintain new infrastructure and pay operating budgets. The County Engineer’s capital funding levels exceed their operating budgets principal and interest on future debt issues. during the next fi ve years, and this capital activity reduces maintenance needs. As long as capital resources are available, the County Engineer’s efforts have a positive impact on operating Capital funding for the County Airport should have minimal impact on the operating budget. resources since the most critical infrastructure is repaired or replaced. Operating resources are stable for this Enterprise Fund, with capital dollars funding maintenance of the existing Airport infrastructure. The planned expansion of the runways to allow for more The Central Services Department is working on a number of energy projects to upgrade and activity will have an operating impact on the Airport operations. The full amount for this impact replace aging systems, improving energy services and reduce costs. While the Department will be indeterminate until the funding for the proposed improvements is locked down. This expends signifi cant resources for infrastructure maintenance, the major impact for the operating benchmark for proceeding is in turn dependent on the viability of the Airport plan as it relates to budget is new activity. This occurs because most renovations and improvements do not impact the acceptance by surrounding communities for increased air traffi c and related activity. operating needs. For example, roof replacements generally occur after many years and do not change operating costs. Offi ce renovations that provide a more productive employee environment do not impact costs unless staff numbers change.

VVIII-9III-9 Capital Plan County Engineer

Introduction

The County Engineer is responsible for the construction, reconstruction, improvement, County Engineer Maintenance Facilities maintenance and repair of all roads and bridges within the County that fall under the jurisdiction of the Board of County Commissioners. Major maintenance and rehabilitation of these roads and bridges, which comprise the County’s transportation system, are completed through a capital Brookpark Road Yard 4000 Brookpark Road, Parma improvements planning process requiring a high degree of intergovernmental cooperation. Federal and State governments play a major role in maintaining County roads and bridges by Fitch Road Yard 7924 Fitch Road, Olmsted Falls funding 68.9% of the 2008-2012 Capital Improvements Program plan. The remaining projects are funded by the County (13.4%) and municipalities (17.7%). MIles Road Yard 19700 Miles Road, Cleveland The Federal agency involved with road and bridge projects is the Federal Highway Administration, part of the U.S. Department of Transportation. The majority of Federal funds are requested Bridge Garage 2433 W. Superior, Cleveland through the Northeast Ohio Areawide Coordinating Agency (NOACA). NOACA coordinates requests from all jurisdictions in Northeast Ohio (Cuyahoga, Geauga, Lake, Lorain and Medina York Road Yard 14875 York Road, North Royalton Counties), helping local governments prioritize capital needs. In 1997, ODOT turned the administration of the county portion of the Local Bridge Program over to the County Engineer’s Association of Ohio (CEOA). The Transportation Equity Act for the 21st Century (TEA-21) was passed by the U.S. Congress in 1998. Figure CIP-6: County Engineer Maintenance Facilities

The Ohio Department of Transportation (ODOT) is the state agency that participates in the local infrastructure process for roads and bridges. ODOT must approve all federally funded projects, Engineer’s efforts focus on actual maintenance of bridges and roads, and assisting municipalities and the fi nancing process for these projects involves the State as a pass through agency. ODOT with the improvement of over 794 lane miles of County roadway. This increased activity should also provides the local match for federally funded projects on state or interstate routes (see extend these assets’ useful life, and target capital dollars to areas in greatest need. Funding Sources).

The County Engineer works closely with municipalities, assisting with the planning, fi nancing and Bridges construction phase on many projects. These local partnership efforts represent over half of the County Engineer’s projects during the next fi ve years and allow the County to meet local and The County Engineer is responsible for 225 bridges on County roads and State highways in regional infrastructure needs. Cuyahoga County. Bridges are inspected, at least, annually according to criteria established by ODOT. These inspections result in ratings utilized to determine capital improvement priorities. While most construction is done by private contractors, the County Engineer operates fi ve As Figure CIP 7 indicates, the current inventory includes 84 bridges constructed before 1950. maintenance yards across the County (see Figure CIP 6) to support maintenance and repair The average age of bridges under the County’s control is about 49 years. Due to their age, an activities. A staff of 93 performs these activities utilizing necessary equipment and heavy vehicles. intensive maintenance and repair program is required. Rehabilitation is possible to extend the The County Engineer presently provides infrastructure maintenance through road and bridge useful life of the structure but replacement may be necessary to ensure the health and safety of maintenance, and weather related maintenance based on driving conditions (i.e. ice and snow those using the transportation system. In either case, improvements are designed to extend the removal). However, municipalities are performing a larger share of weather related maintenance useful life of a bridge by 20 to 50 years. since these conditions are more localized and better controlled at that level. Thus, the County

VVIII-10III-10 Capital Plan County Engineer

Roads from $34,000 for smaller repair projects to $19.4 million for larger projects like the Eastland Road Replacement and Widening Project in Berea, Book Park and Middleburg Heights. Expansion There are approximately 794 miles of roads in the County Highway System. The County Engineer projects consist of the Crocker Stearns Extension Project, with an estimated cost of $6.9 million. has statutory responsibility for maintaining only 22 miles of this system in unincorporated (township) Most road projects receive 76.5% Federal funding with the remaining 23.5% split between the areas. Capital improvements include federally funded resurfacing/rehabilitation projects; grade, State, County or local sources. drain and pave projects; design and construction of new roads; locally funded reconstruction and resurfacing projects; slide repair; and culvert replacement. The need for these projects is based The County Engineer has approximately $26.5 million targeted for bridge rehabilitation/ on both road condition and the number of cars that use a particular road. Improvements extend replacement type projects. The replacement and rehabilitation of 20 bridges included in the the useful life of the roadway from seven to twenty years. Since these capital improvements plan account for over 14.2% of this category of projects. The most signifi cant project is the often impact more than one municipality, timely completion is dependent upon the cooperation of replacement of Highland Road Bridge N. 226 over the East Branch of Euclid Creek in Euclid, with participants outside the County Engineer’s Offi ce. an estimated cost of $3.5 million. Also included in this plan for 2008 is the Whiskey Island Bridge and Culvert Construction for a total of $1.8 million. The Engineer’s plan includes six culvert 2007 Highlights rehabilitation projects totaling $2.3 million or 1.2% of the current capital plan.

The County Engineer started or completed approximately $47.4 million in major capital improvements during 2007. The focus of the 2007 activity was rehabilitation and reconstruction of the existing transportation system. Highlights of 2007 include the Fulton Road Bridge Replacement Project over Big Creek in Cleveland ($50.0 million), Cedar Road Rehabilitation Project in South Euclid and Cleveland Heights ($8.8 million), Bassett Road/Crocker Roads Replacement Project Pre-1900 3 in Bay Village and West Lake ($6.3 million), Clague Road Project in North Olmsted ($2.3 million) 1900-1909 5 and West 130th Street Resurfacing project in North Royalton and Strongsville ($1.8 million). The remainder of the 2007 projects included road resurfacing, culvert repair, and bridge deck sealing 1910-1919 5 in various Cuyahoga County municipalities. 1920-1929 24 1930-1939 34 2008-2012 Capital Improvements Program 1940-1949 13 1950-1959 30 The County Engineer’s fi ve year Capital Improvements Program is comprised of $185.9 million 1960-1969 31 for improvements to local roads and bridges. As shown in Figure CIP 8, 100% of the 2008-2012 plan are slated as rehabilitation and reconstruction type projects. 1970-1979 21 1980-1989 20 Rehabilitation and reconstruction of the existing transportation system over the next fi ve years Post-1990 39 will focus on three specifi c areas: road grade, drain and pave projects; bridge and culvert rehabilitation/replacement; and road repair/resurfacing. 0 5 10 15 20 25 30 35 40 Total Number of Bridges=225 Approximately $185.9 million or 100.0% of the fi ve-year plan is devoted to road grading, resurfacing and repair work. The County Engineer has scheduled 65 such projects over the next fi ve years. The average cost for these types of projects is $2.9 million but they range in size Figure CIP-7: Number of Bridges Constructed by Period

VVIII-11III-11 Capital Plan County Engineer

The fi nal area in the rehabilitation and reconstruction category is the slide repair projects (projects designed to reinforce roadways prone to erosion). The County Engineer has no slide repair projects included in this plan although they started the $.7 million Mastick Road Project in County Engineer Capital Improvements Fairview Park in 2008. By Project Category and Funding Source 2008-2012 (thousands) Funding Sources

Maintenance of the local transportation system involves Federal, State, County and municipal Rehabilitation funding. Any project in the County Engineer’s fi ve year plan has potential for intergovernmental Reconstruction funding. To the extent possible, County and municipal funds are leveraged against Federal 100.0% and State sources. Federal funding for road and bridge improvements is available through programs administered by the Federal Highway Administration, part of the U.S. Department of Transportation. The passage of The Transportation Equity Act for the 21st Century in 1998 set the guidelines for federal funding on local projects. While actual funding is dependent upon availability of funds and type of project, most federally funded projects are 76.5% federal and 23.5% local.

The County Engineer’s fi ve year plan includes $117.5 million in Federal dollars, representing 2008 2009 2010 2011 2012 Total 63.2% of the total plan. Project Category 2008-2012 Maintenance $0 $0 $0 $0 $0 $0 As with Federal dollars, State matching dollars vary by program. The State will contribute resources ` Rehabilitation/Reconstruction$ 43,831 $31,609 $40,708 $35,153 $34,587 $185,888 for the fi ve-year plan predominately on State route bridge projects at 20% of project costs. An outline of the major Federal and State fi nancing programs for road and bridge rehabilitation is Expansion/New Construction $0 $0 $0 $0 $0 $0 provided below. Equipment $0 $0 $0 $0 $0 $0

Federal Sources Total $43,831 $31,609 $40,708 $35,153 $34,587 $185,888 2008 2009 2010 2011 2012 Total Surface Transportation Program (STP): Funds are available for construction, total reconstruction, Funding Source 2008-2012 and resurfacing of collectors, principal arterials and minor arterials in urban areas with populations Federal $24,492 $20,478 $27,196 $26,030 $19,272 $117,468 over 200,000. These funds, previously known as “M Funds” and now classifi ed as STP (Surface State $2,342 $2,604 $4,113 $1,613 $0 $10,672 Transportation) Funds in the new transportation bill, are passed through the Ohio Department of Transportation. Construction costs are usually matched on an 80 percent federal, 20 percent County (Special Revenue) $9,035 $4,821 $4,700 $3,755 $2,595 $24,906 local basis. The County may provide all or most of the local match on projects, with additional Other (Local Government) $7,962 $3,706 $4,699 $3,755 $12,720 $32,842 local matching funds provided by one or more municipalities. Total $43,831 $31,609 $40,708 $35,153 $34,587 $185,888 Bridge Rehabilitation and Replacement (BR) Funds: Construction costs for these projects are usually matched at a rate of 80 percent federal, 20 percent local. There were no major changes to this program in the 1998 transportation bill. The local match for bridge projects is provided Figure CIP-8: County Engineer Capital Improvements

VVIII-12III-12 Capital Plan County Engineer through the County Engineer’s revenue sources. Funds also are eligible for bridges on local Due to the growing need for improvements in the transportation system, the State of Ohio streets. In recent years federal dollars have funded 100% of bridge projects and varies from enacted legislation in 1987 that allowed counties and municipalities to increase Motor Vehicle year to year. License Fees. In 1987, the Board of County Commissioners authorized a $10.00 increase in Motor Vehicle License Fees. This increase is split between the County and municipalities, with Congestion Mitigation/Air Quality (CM/AQ) Funds: These funds were created through the 1991 $7.50 to the County and $2.50 to municipalities. The County Engineer collected $10.1 million transportation bill. Funding is targeted for projects that mitigate congestion or contribute to through this additional fee in 2007. The State’s legislative action also enabled municipalities air quality and help meet the region’s air quality attainment status. The funding level is 80% to implement a $5.00 increase to generate additional resources for local improvements. These federal/20% local. Many municipalities use these funds for signalization projects, which do not resources have no direct impact on the County, although they may be used as a local share for require County participation and receive 100% federal funding. intergovernmental projects.

State Sources Operating Impact

The Ohio Department of Transportation (ODOT) conducts its own program of road improvements The County Engineer’s operating budget includes funds for design, engineering and planning for State maintained roadways. There is no direct funding from the State to the County for road functions related to the fi ve year capital plan. To meet these needs, staff and equipment are improvements under the jurisdiction of the County Engineer. The State will act as a conduit for necessary and, where appropriate, professional services may be used on a project by project federal funds on many projects, as noted in the Federal Sources Section. basis. With the fi ve year capital plan focusing on rehabilitation and reconstruction projects, there is a direct impact on the operating budget. The fi ve year plan is based on an annual review of road Direct State funding is provided for bridge projects on Federal and State Routes. ODOT funds up and bridge conditions. Roads and bridges in the worst condition, requiring higher maintenance to 100% of project costs. Where projects are federally funded, ODOT may provide 100% of the costs, are repaired fi rst. Thus, maintenance costs should fall as completion of these projects local match or 20% of the project costs. State funding is available through the Issue II (Now Issue minimizes road and bridge maintenance needs. I) Program as previously discussed (See State Issue II Program in the Capital Plan Introduction section). The County Engineer’s Offi ce will continue to review activities over the long term, and further actions may be necessary due to stagnant resources and the continued shift of road maintenance Local Sources activities to the municipal level. Because of this shift, the Engineer will be able to continue to eliminate staff through attrition in future years. The County Engineer has 207 Full Time Equivalents (FTEs), budgeted for 2008. The County Engineer and municipalities provide the local shares necessary to leverage State and Federal dollars. In addition, some projects are funded solely with local dollars.

Resources for the County Engineer’s portion of capital improvements come from two major revenue sources. The fi rst is a $5.00 Motor Vehicle License Fee enacted in 1968. This fee generated $7.5 million in 2007, and historically had been the major source for funding capital improvements. Some design and planning activities are also funded through this source.

VVIII-13III-13 Capital Plan COUNTY ENGINEER PROJECT SUMMARY 2008-2012

2008 2009 2010 2011 2012 Total CIP Project Name/ Description Funding Source Estimate Estimate Estimate Estimate Estimate Estimate Warrensville Center Road Federal/Local 630,000 0 0 0 0 630,000 Eastland Road Federal/Local 6,469,218 6,469,218 6,469,217 0 0 19,407,653 Franklin Street Federal/Local 450,000 0 0 0 0 450,000 Cuyahoga Community College East Campus Road Federal/Local 1,082,827 0 0 0 0 1,082,827 Rockside Road Federal/Local 5,244,508 5,244,508 0 0 0 10,489,016 Eastland Bridge No 27 Federal 544,000 0 0 0 0 544,000 Schaaf Road Federal/State/Local 995,000 0 0 0 0 995,000 Detroit Road bridge 66 Federal/State/Local 199,000 0 0 0 0 199,000 Westlake Road Bridge 204 Federal/State/Local 199,000 0 0 0 0 199,000 Wilson Mills Federal/Local 2,300,000 0 0 0 0 2,300,000 Ridge Road I 480 to Memphis Federal/Local 0 0 0 4,562,500 4,562,500 9,125,000 Crocker Road Federal/Local 1,455,000 0 0 0 0 1,455,000 Bridge Deck program-North Federal 300,000 0 0 0 0 300,000 Bridge Deck Program-South Federal 200,000 0 0 0 0 200,000 Whiskey Island Improvement Federal/Local 900,000 900,000 0 0 0 1,800,000 East 222 Street Federal/State/Local 900,000 900,000 0 0 0 1,800,000 Lewis Road bridge No. 21 Federal/State/Local 862,500 862,500 0 0 0 1,725,000 Snow Road Federal/State/Local 0 1,518,354 1,518,354 0 0 3,036,708 Cook Road/Stearns Road Federal/Local 3,461,000 3,461,000 0 0 0 6,922,000 Ridgebury Road Federal/Local 1,140,000 1,140,000 0 0 0 2,280,000 Bennett Road Bridge No. 50 Federal 1,640,000 0 0 0 0 1,640,000 Rockside Road Bridge No. 218 Federal 1,100,000 1,100,000 0 0 0 2,200,000 Austin power Drive Bridge No. 137 Federal 825,000 0 0 0 0 825,000 Falls Road Culvert No. 4 Federal/Local 0 250,000 0 0 0 250,000 Stearns Road Culvert No. 5 Federal/Local 200,000 0 0 0 0 200,000 Prospect Road Culvert No. 9 Federal/Local 750,000 0 0 0 0 750,000 Eddy Road Federal/Local 1,200,000 0 0 0 0 1,200,000 Belvoir Blvd Culvert No. 1 Federal/Local 0 500,000 0 0 0 500,000 Wilson Mills Road Culvert No. 9 Federal/Local 592,000 0 0 0 0 592,000 Howe/Drake intersection Federal/Local 606,448 0 0 0 0 606,448 Woodworth/Noble Federal/Local 285,000 0 0 0 0 285,000 Bellaire Federal/Local 1,470,000 1,470,000 0 0 0 2,940,000 Emery Road Bridge No. 230 Federal/State/Local 0 850,000 0 0 0 850,000 Shaker Blvd Bridge No. 165 Federal 0 800,000 0 0 0 800,000 Dover Center Road Federal/Local 340,000 0 0 0 0 340,000

VVIII-14III-14 Capital Plan COUNTY ENGINEER PROJECT SUMMARY 2008-2012

2008 2009 2010 2011 2012 Total CIP Project Name/ Description Funding Source Estimate Estimate Estimate Estimate Estimate Estimate

Gates Mills Blvd. Federal/Local 1,050,000 0 0 0 0 1,050,000 Dover Center / Fitch Road Federal/Local 2,600,000 0 0 0 0 2,600,000 Mile Rd Culvert No. 22 Federal/Local 34,000 0 0 0 0 34,000 Clague Rd - Detroit to Center Ridge Federal/Local 3,693,315 0 0 0 0 3,693,315 Westway Dr - Detroit to Wagar Federal/Local 113,225 0 0 0 0 113,225 Rockside Road Broadway to Aurora Federal/Local 0 0 2,600,000 2,600,000 0 5,200,000 St. Clair Avenue Phase I Federal/Local 0 3,950,000 3,950,000 0 0 7,900,000 Cannon Road Bridge No. 140 Federal 0 725,000 0 0 0 725,000 Fitch Road Grade Federal/Local 0 0 3,215,501 3,215,501 0 6,431,002 Main Street Bridge No. 36 Federal 0 768,633 0 0 0 768,633 Barrett Road Federal/State/Local 0 0 2,150,000 2,150,000 0 4,300,000 Pleasant Valley Rd - to Brecksville Federal/Local 0 700,000 0 0 0 700,000 Bagley Road Pearl to Eastland Federal/Local 0 0 2,500,000 2,500,000 0 5,000,000 Bainbridge Road SOM Center to Solon Federal/Local 0 0 4,750,000 4,750,000 0 9,500,000 Snow/Rockside Phase IV Federal/Local 0 0 4,625,000 4,625,000 0 9,250,000 Bellaire Road Bridge No. 24 Federal 0 0 0 2,000,000 0 2,000,000 St. Clair Avenue Bridge No. 90 Federal/Local 0 0 0 2,500,000 0 2,500,000 Tiedeman Road - Brookmark to Memphis Federal/Local 0 0 2,180,000 0 0 2,180,000 Usher Rd. - to Bagley Federal/Local 0 0 1,000,000 0 0 1,000,000 Old Mills Bridge No. 162 Federal 0 0 2,500,000 0 0 2,500,000 Highland Road bridge No 156 Federal 00001,800,0001,800,000 Highland Road bridge No 157 Federal 00002,000,0002,000,000 Highland Road bridge No 158 Federal 00002,700,0002,700,000 Highland Road bridge No 226 Federal 00003,500,0003,500,000 Sprague Road Webster to York Federal/Local 0 0 0 3,000,000 0 3,000,000 Stumph Road Federal/Local 0 0 3,250,000 3,250,000 0 6,500,000 Pleasant Valley/Bagley Road Federal/Local 0 0 0 0 16,200,000 16,200,000 Stearns Road Grad Seperation Federal/Local 0 0 0 0 125,000 125,000 Bagley/Pleasant Valley Br. 2 Federal/Local 0 0 0 0 2,700,000 2,700,000 Brookpark Bridge No. 39 Federal 00001,000,000 1,000,000

Total Capital Plan Expenditures 43,831,041 31,609,213 40,708,072 35,153,001 34,587,500 185,888,827

VVIII-15III-15 Capital Plan County Airport

Introduction Proposed airport improvement projects were based on input from the Cuyahoga County Airport Advisory Committees and comments from local, state and federal representatives. Project costs Cuyahoga County operates, administers and maintains a 660-acre general aviation/reliever were based on unit costs developed by the consultant from experience at other airports of similar airport certifi ed by the Federal Aviation Administration (FAA). The County Airport supports the size. For comparative purposes, the estimated costs of capital improvements are stated in 2008 general air transportation requirements of industrial and commercial businesses, serving both dollars. Therefore, these costs should be considered as foundation planning costs that will likely private and business aircraft. As a “reliever airport,” it supplements the air service of Cleveland have to be adjusted regularly to arrive at actual project costs. In most cases, the actual project Hopkins International Airport and other regional airports. costs and corresponding budgeted amounts will be greater, to account for varying economic conditions. The Capital Improvement Program (CIP) is divided into federal, sponsor, and private To complement air transportation services, the County Airport has overseen the development funding portions. A majority of the airport improvement projects qualify for Federal Aviation of adjacent land. A 100 acre industrial park has been developed to handle commercial and light Administration/Airport Improvement Program (AIP) funding. Based on current legislation, AIP industrial fi rms. Since its inception in 1982, the industrial park has attracted many companies, approved projects are eligible for 95 percent funding. The remaining cost of eligible projects is to creating over 1,200 jobs and generating private investment. be fi nanced by the airport sponsor (Cuyahoga County). The state of Ohio may provide 80 percent funding (maximum state grant of $175,000) for eligible projects, with the sponsor fi nancing the In addition to the public investment, an 18 hole public golf course is adjacent to the County remaining 20 percent. Airport. The privately fi nanced and operated Airport Greens opened in the spring of 1991. The County receives a portion of revenues through a lease with the private developer/operator. Maintenance

2007 Capital Project Highlights The maintenance category represents 13.3% or $4.7 million of the fi ve-year capital plan, which includes runway lighting and electrical upgrades and other repairs to the facilities. An emergency The 2007 CIP project for Rehabilitation of the Taxiway and Apron areas commenced last year power capacity upgrade for airport operations and the air traffi c control tower is part of the capital and is continuing through 2008. The original project estimate was increased to $1.8 million to plan. accommodate funding from a State grant totaling $500,000 Rehabilitation/Reconstruction 2008-2012 Capital Improvements Plan Approximately $15.8 million in rehabilitation/reconstruction improvements are planned, refl ecting Besides future private investment at the County Airport, approximately $35.3 million in capital 44.9% of the fi ve-year capital improvement plan. Some of the rehabilitation projects include runway improvements are planned for the next fi ve years. The guidance for selecting projects inclusion and taxiways design and rehabilitation, runway safety area improvements, the replacement of the in the plan is provided by the Airport Master Plan. The goal of the Airport Master Plan is to provide Area HVAC system, the installation of a fi re alarm system, the installation of a sprinkler system, guidance for future airport development that considers the existing and anticipated aviation and various improvements regarding the Americans with Disabilities Act. demand, is technically sound and fi nancially feasible, and that resolves aviation, environmental and socioeconomic issues existing in the community. Another planning tool is the Runway Safety Expansion/New Construction Area Study being conducted to address the safety and conditions of the runway areas. Based on the study, the Federal Aviation Administration will make a determination regarding needed RSA There will be limited expansion/new construction in the coming years, the fi ve year plan includes improvements which will be eligible for Federal funding. These projects focus on maintaining $2.5 million for expansion. This fi ve year plan is for the Aircraft Run-Up Enclosure ($2.1 million) existing facilities, safety standards, and airfi eld improvements. As shown in Figure CIP 9, these project to purchase and install run up enclosure to reduce aircraft noise exposure. This category capital improvements are categorized into four project types: maintenance, rehabilitation/ makes up 7.1% of the fi ve-year capital improvement plan. reconstruction, expansion/new construction, and equipment.

VVIII-16III-16 Capital Plan County Airport

Equipment County Airport Capital Improvements By Project Category and Funding Source The Airport has budgeted $1.0 million for equipment acquisitions over the fi ve year plan. The 2008-2012 investment in maintenance vehicles refl ects the need to maintain the condition and safety of the (thousands) airport runway. The Airport is planning to acquire four maintenance vehicles used to maintain the runways as well as multi-use vehicles including a Aircraft Rescue and Fire Fighting Truck. Maintenance Rehab/Recon There is also planned investment in security upgrades to various airport buildings. This category 13.3% 44.9% makes up 2.9 % of the fi ve-year capital improvement plan.

Expansion/New Funding Sources Construction 7.1% Health/Safety Most County Airport capital improvements receive funds through Federal and State programs. Improrvements The federally funded Airport Improvement Program (AIP) provides partial funding for Airport 31.8% Equipment capital projects. This funding accounts for approximately 80% of the $30.5 million of total project 2.9% costs. These categories include maintenance, rehabilitation/reconstruction and equipment.

2008 2009 2010 2011 2012 Total Although no state funding has been identifi ed at this time for this fi ve year capital project, some Project Category 2008-2012 projects may be eligible for funding through the Ohio Department of Transportation (ODOT). Maintenance $390 $4,040 $245 $0 $0 $4,675 Small maintenance projects, under the Ohio Airport Resurfacing and Improvement Program, receive partial funding. The funding identifi ed as state funding has decreased since the 2004 Rehab/Recon $5,300 $2,700 $2,800 $2,300 $2,730 $15,830 plan where 20% was identifi ed as potential State Funding. The only source of State funds in the Expansion/New Construction $416 $0 $700 $700 $700 $2,516 2008 CIP the $500,000 from a Department of Development grant earmarked for the Taxiway and Apron areas project. Equipment $238 $795 $0 $0 $0 $1,033

Health/Safety Improrvements $620 $500 $3,700 $3,200 $3,200 $11,220 Two specifi c sources existed for local dollars. First, the FAA reimbursed $850,000 to the County for acquisition of land parcels next to the County Airport during the 1970’s and 1980’s. The Airport Total $6,964 $8,035 $7,445 $6,200 $6,630 $35,274 Land Reimbursement Account provided money for locally funded projects and the local match 2008 2009 2010 2011 2012 Total on Federal/State projects in the past. The County Airport has prioritized the projects in the 2008- Funding Source 2008-2012 2012 based on a balance of need and available local dollars to cover the local portion of any Federal $3,443 $5,356 $5,540 $4,765 $5,109 $24,213 project undertaken. The higher priority projects in this CIP focus on the Taxiway Rehabilitation State $500 $0 $0 $0 $0 $500 and procurement of vital equipment for runway maintenance. Local Government $3,021 $2,679 $1,905 $1,435 $1,521 $10,561 Another local funding source for the Airport, used only when no other dollars are available, is the General Fund. The County Airport already receives an annual subsidy from the General Total $6,964 $8,035 $7,445 $6,200 $6,630 $35,274 Fund estimated to be $882,000 in 2008, and these resources may be reallocated to meet capital needs. The General Fund capital subsidy in 2008 also may be considered. Airport projects Figure CIP-9: County Airport Capital Improvements would then compete with other County projects for funding. The major consideration is that the General Fund is a last resort for funding Airport capital projects since the BOCC policy calls for

VVIII-17III-17 Capital Plan County Airport enterprise funds to be self supporting. Due to current fi scal constraints there are limited General Second, these improvements, while potentially affecting the General Fund through increased Fund Dollars devoted to the capital plan. The capital plan also has limited funding from County capital funding, will not eliminate the existing General Fund subsidy. By fi ne tuning operating Debt issuance for the same reasons mentioned above. The remainder of the $10.6 million dollars effi ciencies at the Airport, staff has been able to decrease the General Fund subsidy. The total in local funding in the 2008-2012 plan has not been specifi cally identifi ed yet. revenue generated in 2007 from landing fees and rental payments totaled $815,298. This revenue source is expected to bring in $905,378 in 2008. However, many of the thirty-year Operating Impact leases of space to private corporations are ending, and new leases will produce increased revenue for Airport operations. The Curtiss Wright Center IV lease adds $25,500 annually and the The County Airport has been successful in leveraging private investment and intergovernmental Eaton lease adds $76-80,000 annually. Expansion at the County Airport to eliminate the subsidy resources to develop its facilities and surrounding area. Capital improvements over the fi ve-year through a major increase in air traffi c and operations is not in the fi ve-year plan. The plan does planning period will maintain and improve the Airport and foster development. The Airport’s consider this needed increase in activity by proposing the major renovation of the runway/taxiway ability to accommodate growth in the industrial park and maintain operations with the proposed starting in 2008 ($13.4 million) and the multiphase installation of the Aircraft Run-Up Enclosure improvements should continue to increase operating revenues and decrease the General Fund proposed in 2008 ($2.1 million). The feasibility of expansion has to be examined by the County subsidy. Development in the adjacent area also has a positive impact on the County’s General in conjunction with surrounding communities as well as the available funding for the larger multi Fund in terms of additional real and personal property tax collections and contributes to the year projects proposed in the 2008-2012 plan. community’s economic health. The airport continues to work toward expanding its customer base and tenants to generate additional revenue.

To highlight the actual operating impact, however, two items must be noted. First, the Airport’s capital improvements have very little impact on the annual operating budget. A small staff of fourteen runs the County Airport and these improvements will not dramatically affect day to day operations.

VVIII-18III-18 Capital Plan

COUNTY AIRPORT PROJECT SUMMARY 2008-2012

2008 2009 2010 2011 2012 Total CIP Project Name/ Description Funding Source Estimate Estimate Estimate Estimate Estimate Estimate

Weather Equipment and Runway Scan System County 160,000 0 0 0 0 160,000 Project Coordination Services County 100,000 100,000 0 0 0 200,000 Design Taxiways Rehabilitation Apron Areas Federal / County 600,000 0000600,000 Taxiways rehabilitation Apron Areas Federal / State/ Cnty 1,800,000 00001,800,000 ADA Improvements - Airport Federal / County 250,000 0 0 0 0 250,000 Fire Alarm & Sprinkler System - Airport County 370,000 0 0 0 0 370,000 Aircraft Run-Up Enclosure Federal / County 0 0 700,000 700,000 700,000 2,100,000 John Deere Tractor - Airport County 45,000 45,000 0 0 0 90,000 Perimeter Fencing - Airport Federal / County 352,000 0 0 0 0 352,000 Airport Office & HVAC System Upgrade County 290,000 0 0 0 0 290,000 Parking Lot Expansion - Airport County 64,000 0 0 0 0 64,000 Security Upgrades - Airport Federal / County 32,500 0 0 0 0 32,500 Large Plow Trucks - Airport Federal / County 0 250,000 0 0 0 250,000 Runway Aprons & Taxiways Design & Rehab Federal / County 2,900,000 2,700,000 2,800,000 2,300,000 2,730,000 13,430,000 Airspace Obstruction Removal - Airport Federal / County 0 3,195,000 0 0 0 3,195,000 Electrical Upgrades - Airport County 0 245,000 245,000 0 0 490,000 Airport Noise Study County 0 500,000 0 0 0 500,000 Environmental Assessment - Airport Federal / County 0 500,000 0 0 0 500,000 Aircraft Rescue & Fire Fighting Truck Federal / County 0 500,000 0 0 0 500,000 Runway Safety Area Improvements Federal / County 0 0 3,700,000 3,200,000 3,200,000 10,100,000

Total Capital Plan Expenditures 6,963,500 8,035,000 7,445,000 6,200,000 6,630,000 35,273,500

VVIII-19III-19 Capital Plan Sanitary Engineer

Introduction Preventative Maintenance

The Cuyahoga County Sanitary Engineering Division (CCSE) was established in 1919 to administer Before reviewing the 2007 capital project highlights and the 2008-2012 Capital Plan, it is important the authority vested in the Board of County Commissioners in matters of wastewater, storm to note that the Sanitary Engineer is involved in an ongoing preventative maintenance program water and water supply management. State law extends to the Board of County Commissioners for the 740 miles of sewer lines in the service areas. This program involving personnel and the authority to create and maintain a Sanitary Engineering Division under the supervision of a equipment is undertaken to ensure the effective utilization of the sewer collection system and to registered professional engineer. In April 2004, the County Commissioners appointed the County extend the system life. The program has fi ve major components: Engineer (Currently Robert C. Klaiber, Jr.), to assume the additional duties of County Sanitary Engineer. Jetting and Cleaning

One of the least visible and most important components of the Capital Plan is the Sanitary The Sanitary Engineer uses specialized vehicles equipped with jets to propel water at high Engineering Infrastructure. Engineer Klaiber directs an operation which encompasses 30 speed through sewer lines to fl ush sediment and debris, to clear blockages and to clean out communities and maintains nearly 740 miles of sanitary sewers, treats approximately 174 grease or other accumulations. Lines are normally cleaned every two years to ensure maximum million gallons of wastewater per year and operates 45 sewage-pumping stations, as well as 3 fl ow capacity. The Sanitary Engineer presently operates six Jet and Jet/Vacuum Units for this wastewater treatment plants throughout Cuyahoga County. The Division also has agreements program. with municipal corporations for the establishment, operation and maintenance of sanitary sewers and facilities. In addition, standards for any system connected to or served by a County owned Televising improvement are established and enforced. Vehicles with television equipment identify broken or collapsed sewer lines for repair and assess A full range of services is offered to each community, although some communities have separate the general condition of the lines. In some cases this is the only means to inspect the lines, which service departments. In this case the County provides services as requested. The services are televised every fi ve years. The Sanitary Engineer has four televising units in operation, with offered by the County Sanitary Engineer for sanitary and storm sewer systems include system a fi fth unit available for backup. maintenance, engineering services, capital planning, construction inspection, issuance of sewer connection permits, and maintenance of engineering and construction records. House Crews Working in cooperation with the Ohio Environmental Protection Agency (Ohio EPA), the Northeast Ohio Regional Sewer District (NEORSD), the City of Cleveland Division of Water and House crews clean and maintain the service sewer lines that run from individual residences and the Cuyahoga County Board of Health, the Division manages a Capital Improvement Program buildings to the main line in the street. These sewers are fl ushed and cleaned to remove sediment (CIP) used for upgrading or replacing the existing infrastructure and for expanding sewers to un- and blockages on an as needed basis. This eliminates a major source of the substances that sewered areas. The CIP includes information about project type, location, funding, preliminary infi ltrate the system and result in major repairs and improvements. The Sanitary Engineer has engineering and fi nal plan development. four cleaning units in operation to perform this work, with a fi fth unit available for emergency/ backup use. The Division cleans approximately 3,914 house connections each year. The funds to support ongoing services are generated through district tap in and user fees, assessments, and charges to private developers. At the same time, these revenue sources are Infl ow/Infi ltration used to fund capital improvements: repair/replacement of broken or damaged lines, pump station maintenance/repairs, wastewater treatment facility renovation/expansion, construction of new The infl ow and infi ltration program identifi es sections of sewer lines that have ground water infrastructure, and equipment purchases. Two additional revenue sources available for capital infi ltrating the system. Infl ow and infi ltration reduces line capacity and may cause major improvements are State Issue 2 Program Funds and debt fi nancing. maintenance and repairs. During heavy rainfalls excessive infl ow and infi ltration can cause

VVIII-20III-20 Capital Plan

Sanitary System

District District District District District 1 2 3 5 8

Middleburg Hts. Brooklyn Hts. Beachwood Bedford Hts. Middelburg Hts. Parma Hts. Seven Hills Gates Mills Highland Hills Brooklyn Highland Hts. North Randall Lyndhusrt Orange Mayfleld Hts. Solon Mayfield Vllg. Warrensville Hts. Pepper Pike Beachwood Richmond Hts. District District South Euclid District District 9 13 14 20

Garfield Hts. Brecksville Olmsted Twp. Bedford Maple Hts. Broadview Hts. Olmsted Falls Walton Hills

District District 21 22

Pepper Pike Newburg Hts. Woodmere

Figure CIP-10: Sanitary Districts by Community

VVIII-21III-21 Capital Plan Sanitary Engineer sewage backups into basements of low-lying residential units. This also adds volume to the system that must be treated at the wastewater treatment plants. Sewer relining or replacement Sanitary Engineer Capital Improvements may be necessary, or engineers may divert the fl ow or seal the catch basins. By Project Category and Funding source 2008-2012 (thousands) Construction

Construction crews repair house laterals from the test tee to the mainline, locate risers for house Rehab/Recon lateral maintenance and make minor concrete repairs. Construction crews also make point 8.7% repairs on mainlines and force mains, and repair and rehabilitate manholes. Expansion/New Construction 75.1% 2007 Capital Project Highlights Maintenance 15.4% During 2007, a total of 1.51 million linear feet of existing sewers received high pressure cleaning. Line sewer feet televised were approximately 614,000. $1.8 million was expended on various sewer and pump station repair/replacement projects throughout the County. Completed as well as active projects include: the Bagley Road Sewer Extension, The Fitch Road Sanitary Sewer Equipment Extension, the Suffolk Estates Pump Station Rehabilitation in Gates Mills, and Relining of sewers 0.8% in various service communities.

2008-2012 Capital Improvement Plan 2008 2009 2010 2011 2012 Total Project Category 2008-2012 The 2008-2012 capital improvement program totals $20.6 million in rehabilitation/reconstruction Maintenance $230 $500 $1,200 $1,000 $250 $3,180 and expansion/new construction. Rehab/Recon $321 $1,283 $200 $0 $0 $1,804

Rehabilitation/Reconstruction Expansion/New Construction $4,143 $1,955 $2,400 $3,500 $3,500 $15,498

Rehabilitation or reconstruction within the districts, at $1.8 million over the fi ve year plan accounts Equipment $0 $160 $0 $0 $0 $160 for 8.7% of the project costs. The abandonment of four pump stations in the City of Brecksville, Pepper Pike, Richmond Heights, and one in Maple Heights will require $1.5 million. There are Total $4,694 $3,898 $3,800 $4,500 $3,750 $20,642 also planned rehabilitation of pump stations in Brecksville, Olmsted Township, Gates Mills and 2008 2009 2010 2011 2012 Total various communities totaling $300,000 Funding Source 2008-2012 User Fees/Assessments $1,315 $1,323 $3,350 $4,500 $3,750 $14,238

Expansion/New Construction State $3,379 $2,575 $450 $0 $0 $6,404

Expansion or new construction within the districts, at $15.5 million over the fi ve year plan accounts Total $4,694 $3,898 $3,800 $4,500 $3,750 $20,642 for 75.1% of the project costs. Extension of the sanitary sewer and waterline in Olmsted Township (Stearns Road/Fitch Road Extension and The Cook, Mackenzie Extension) The Brecksville Oaks Road Storm Sewer Construction and East 38th & 40th Street Sewer Extension account for $3.0 Figure CIP-11: Sanitary Engineer Capital Improvements

VVIII-22III-22 Capital Plan Sanitary Engineer million of new construction. The other major portion of new construction is the planned purchase more recently, and there is no guarantee that projects will be approved in the competitive Issue and elimination of the Woodbran Waste Water Treatment Plant in Pepper Pike that is estimated I process. The Sanitary Engineer has been awarded loans (0% interest payable over 20 years) at $7.0 million in the 2008-2012 CIP. rather than grants, which impact future resource levels. Another factor is that while 90% funding is available for maintenance and rehabilitation projects, new construction projects are only eligible Maintenance and Equipment for funding at the 50% level. In this plan No Issue i projects are planned during this fi ve year capital planning period. The Sanitary Engineer has $3.3 million in the capital plan for maintenance and equipment upgrades. This estimate is 16.2% of the projects expenditures. Almost half of this category is Other State funding sources include loans made from State development entities including The $1.5 million budgeted for upgrades to the sewer system on that serve the University Hospital the Ohio Water Development Authority and the Ohio Public Works Commission. This State Cancer Center in Highland Hills. The only equipment expenditure for the $160,000 purchase of Development Authority provides low interest loans to eligible communities for sewer projects. The an emergency generator at the Bernwood pump station in Beachwood. Sanitary Engineer plan currently estimates approximately $5.7 million coming form State Loans. The Lakeside Village Pump Station Rehabilitation project has proposed funding in the form of a Funding Sources OWDA loan to cover 100% of the $700,000 project cost, and 100% of the $1.4 million cost of the Echo Hills Phase II Pump Station elimination project. The Sanitary Engineer has also utilized no The major source of operating and capital funds for the Sanitary Engineer has been user fees or interest loans made available from the Ohio Public Works Commission. There are currently four special assessments charged to users within the service districts. According to the Ohio Revised such loans outstanding that were made to fi nance various sewer maintenance projects. These Code, these resources must fund activities in the districts that generate the resources. As an loans bear no interest and the last maturity is in 2019. Enterprise Fund, the revenues generated through these annual charges must support both on going operations and capital improvements. The capital fi nancing plan for the Sanitary Engineer will require new funding sources in order to meet anticipated needs. A potential option under review by County staff is long term debt In the past, annual revenues funded a limited number of capital improvements requested by the fi nancing. The Sanitary Engineer cannot fund all projects with current revenues, but could afford Sanitary Engineer. Presently, cash balances exist within various sewer districts that can be used payment over the long term based on actual project benefi ts. Larger multi-year expansion and to fi nance planned capital improvements while annual revenues fund the operating budget, debt new construction projects that have signifi cant costs associated are considered for long term service and emergency capital repairs. debt fi nancing.

The Sanitary Engineer has implemented a new revenue source for projects that expand the user Four debt fi nancing options exist for the County. These include General Obligation (GO) Bonds, base through development. A protection charge was developed for a water main project since (GO) Special Assessment Bonds, GO Self Supporting Bonds, and Revenue Bonds. Both GO the County General Fund was expected to front a portion of the project cost. While users who Self-Supporting Bonds and Revenue Bonds issued for Sanitary Engineering projects would be initially access the new water main will pay a tap in fee, the County is concerned that users who retired with user fees. Revenue Bonds must meet strict debt service coverage requirements wait a number of years to connect will not pay their fair share of project costs. Thus, a protection with annual revenues. While preferable for debt limitation purposes, it would be diffi cult for the charge has been developed to charge future users actual costs plus interest based on their time Sanitary Engineer to meet these requirements. of connection. This will eliminate any basis for waiting to connect, and reimburse the County for fronting these costs. The County currently holds has outstanding Sewer Improvement Bonds totaling $8.2 million for various sewer improvement projects. The County issued $1.04 million in GO Special Assessment The Sanitary Engineer has been able to complete a number of projects since 1989 with State Bonds for Sewer projects in September 2000 for the Chagrin Highlands Sanitary Sewer Project. of Ohio Issue II (Now issue I) Program Funds. This source, often providing 90% funding, has This Project initially was fi nanced with one-year notes that had been rolled over at the end of each enabled the County to meet capital requests in the sewer infrastructure area without immediately term. The current 2000 Series Bond will mature in 2020. The remaining Sewer Improvement depleting local resources. However, a much smaller amount of Issue I funds have been granted Project debt was refi nanced in 2003 and the existing debt issues were replaced with General Obligation Sewer Improvement Refunding Bonds or Capital Improvement Notes. The $2.36

VVIII-23III-23 Capital Plan Sanitary Engineer million Solon / Orange Sewer Project Bond originally issued in 1992 was refunded and replaced not impose an additional burden since costs can be recovered from new users serviced by the with a $1.5 million GO Sewer Improvement Refunding Bond with a 2012 maturity. Sewer improvement. A similar scenario will occur as more wastewater fl ows through the system and projects originally funded by bond anticipation notes for Orange Place Extension $2,440,000, treatment costs increase. Chagrin Falls Township Waterline $222,000, Olmsted Township Waterline $860,000 and Sharp Road $237,000 projects were converted to General Obligation Bonds as part of the 2004 Capital Second, the preventative maintenance program represents short-term costs to achieve long- Improvement. In 2005, a $4.445 million bond was issued in order to convert existing Sewer term savings. While this work will save dollars as sewer lines are inspected and maintained BAN’s to a twenty-year bond. These original notes issued in 2000 were to fund the construction over the long run, staff and equipment are necessary to operate this program. At least 18 heavy of water and sewer lines in Olmsted Township (Schady Road). All of the debt service for these equipment units are involved, with an estimated replacement cost of $2.5 million during the next bonds is paid with special assessments levied on the property owners that utilize the sewer fi ve years. Since two to four staff operates each unit, personnel costs for the approximately 61 improvements. maintenance staff annually exceed $6.7 million. Should the County expand the system through new construction projects, additional costs will be incurred as this program expands to cover new There are currently no plans to issue additional GO Debt to fund sewer projects outlined in the lines. Higher costs may be partially offset by increased productivity with any expansion as well 2008 CIP. as the proposed elimination of wastewater treatment plants and pump stations included in the 2008-2012 Capital Improvement Plan. Operating Impact A fi nal consideration for the operating impact is future debt issuance to fund capital improvements. The Sanitary Engineer’s Capital Improvement Program has an impact on the annual operating This action will require debt service payments through current revenues and future rate increases. budget. There is a positive effect on operating costs when sewer lines and pump stations are In either case the operating budget is affected and the County must be careful to minimize the rehabilitated or replaced. This reduces maintenance costs, as well as the amount of wastewater Sanitary Engineer’s debt burden; if a large percentage of annual revenues are required for debt requiring treatment at wastewater facilities through reduced infl ow/infi ltration to the system. service, there may not be enough funds to meet operating needs. When the County issues debt Maintenance projects, notably the Telemonitoring Project, also reduce costs as pump stations for Sanitary Engineering projects, policy guidelines should be considered so that debt service are monitored off site with minimum staffi ng/overtime. payments do not exceed a specifi c percentage of annual revenues and/or expenditures.

Conversely, operating costs increase through two different activities that the Sanitary Engineer has initiated. First, expansion projects increase operating costs as additional lines and pump stations are added to the system. While operating costs will increase, these new areas may

VVIII-24III-24 Capital Plan SANITARY ENGINEER PROJECT SUMMARY 2008-2012

Funding 2008 2009 2010 2011 2012 Total CIP Project Name/ Description Source Estimate Estimate Estimate Estimate Estimate Estimate

Bagley Road 2 State 1,700,000 0 0 0 0 1,700,000 Bernwood Pump Station User Fees 0 160,000 0 0 0 160,000 Bradford Pump Station State 0 559,600 0 0 0 559,600 Calvin Road Storm Sewer Construction User Fees 0 200,000 0 0 0 200,000 Carriage Hill Pump Station User Fees 0 100,000 0 0 0 100,000 Central Yard User Fees 0 0 0 250,000 250,000 500,000 Colony Road User Fees 764,415 0 0 0 0 764,415 Cook, MacKenzie State 555,000 0 0 0 0 555,000 Creekside Pump Station User Fees 30,000 0 0 0 0 30,000 Creekside Township User Fees 0 0 1,000,000 0 0 1,000,000 Creekside WWTP User Fees 0 33,000 0 0 0 33,000 Creekside WWTP User Fees 30,000 0 0 0 0 30,000 Echo Hills-Phase 1 State 424,000 0 0 0 0 424,000 Echo Hills-Phase 2 State 700,000 700,000 0 0 0 1,400,000 Granite Road Pump Station Elimination State 0 300,000 0 0 0 300,000 Greenbrook Pump Station Rehab. User Fees 0 160,000 0 0 0 160,000 Greenhaven Parkway User Fees 200,000 0 0 0 0 200,000 Hemlock Falls Pump Station Rehab User Fees 0 230,000 0 0 0 230,000 Hemlock Falls Pump Station Storm Outlet User Fees 0 50,000 0 0 0 50,000 Improvement 230 User Fees 0 0 200,000 0 0 200,000 Lakeside Village Pump Station User Fees 0 0 700,000 0 0 700,000 Newburgh Hts Sewer Study User Fees 0 200,000 0 0 0 200,000 Richmond Bluffs Pump Station User Fees 97,000 0 0 0 0 97,000 Ridge Road Improvement 20 User Fees 0 0 700,000 0 0 700,000 Smith Rd / Big Creek User Fees 42,490 0 0 0 0 42,490 Stearns Road Sanitary & Water State 0 755,000 0 0 0 755,000 Thornapple Pump Station State 0 450,000 450,000 0 0 900,000 UH Cancer Hospital User Fees 0 0 750,000 750,000 0 1,500,000 Valley Ranch Pump Station User Fees 151,940 0 0 0 0 151,940 Woodbran WWTP User Fees 0 0 0 3,500,000 3,500,000 7,000,000

Total Capital Plan Expenditures 4,694,845 3,897,600 3,800,000 4,500,000 3,750,000 20,642,445

VVIII-25III-25 Capital Plan County Board of Mental Retardation

Introduction Levy Revenue Versus Total Revenue County Board of Mental Retardation Both the State of Ohio and most counties take an active role in providing for the needs of the 2001-2008 mentally retarded and developmentally disabled through their respective capital improvement (millions) plans. The State maintains the Warrensville Developmental Center in Cuyahoga County for the care of approximately 250 mentally retarded clients. Improvements to this facility are in the State’s $200.0 Capital Budget. The Cuyahoga County Board of Mental Retardation (CCBMR) is responsible for the construction, maintenance and repair of adult training centers (ATC), developmental centers, early childhood centers and residential facilities throughout the County. In addition, the Board $150.0 maintains a fl eet of specially equipped vehicles to transport clients. $100.0 CCBMR performs annual assessments on the condition of existing facilities and the need for additional facilities. The Board then incorporates necessary capital improvements into its annual plan if necessary. The continued emphasis on the deinstitutionalization of citizens with mental $50.0 retardation has driven capital improvement planning at the local level in years past. The focus has been on increasing the number of group homes and renovating ATC’s and developmental $- centers for lower functioning clients. 2000 2001 2002 2003 2004 2005 2006 The group home development program provides a less restrictive living environment. Via 2007 leaseback arrangements, CCBMR has established residential group homes that accommodate fi ve to fi fteen residents at each facility. The Board opened the fi rst group home in 1986 for eight Year Levy Total residents. Since then, services have increased and the number of group homes has risen to a Revenue Revenue total of 58 with more than 400 clients. 2001 Act. $ 63.0 $ 146.9 ATC’s provide vocational programs including sheltered workshops and transitional basic activities 2002 Act. $ 85.8 $ 183.1 for approximately 2,300 clients at eight sites operated by CCBMR (Figure CIP 12). CCBMR is 2003 Act. $ 86.3 $ 181.5 responsible for the construction and maintenance of these facilities. 2004 Act. $ 85.5 $ 165.4 2005 Act. $ 86.6 $ 178.1 The demands on the ATC’s are greater as the Board services more developmentally disabled 2006 Act. $ 85.9 $ 187.1 clients. CCBMR is addressing these demands by fi nding community based employment for the 2007 Act. $ 103.8 $ 197.5 higher functioning clients and entering into contracts for services with other community agencies, 2008 Bud$ 117.5 $ 185.6 while using the ATC’s for the lower functioning clients.

2007 Capital Project Highlights Figure CIP-12: Bd. of Mental Retardation - Levy Revenue vs Total Revenue There were no capital projects completed in 2007. The last capital project completed was the renovation of the Eastside Garage in 2001.

VVIII-26III-26 Capital Plan County Board of Mental Retardation

2008 - 2012 Capital Improvement Plan

County Board of Mental Retardation and There are no projects planned for the near future. The capital fund was closed in November 2003. Any project on the horizon will presumably be small enough in scope to be covered with Developmental Disabilities operating funds.

Adult Training Centers Funding Sources

The two main sources of funds are intergovernmental revenue and property taxes. All funds for Beachwood ATC Beachwood the renovation of the Eastside Garage came from property taxes. Brooklyn ATC Brooklyn A special voted tax levy provides local funding for operations and capital improvements. The East Cleveland ATC East Cleveland electorate passed the current permanent 3.9 mill levy in 2005. The 3.9 mill levy replaced the Euclid ATC Euclid previous, expiring 3.9 mill levy, which was passed in 1995 for the 1996 through 2000 collection Maple Heights ATC Maple Heights years. Levy revenue remained fairly constant prior to the passage of the replacement levy, as Parma ATC Parma illustrated in Figure CIP-12. Southwest ATC Cleveland

Figure CIP-13: CBMR Adult Training Centers

VVIII-27III-27 Capital Plan Central Services

Introduction Central Services Capital Improvements Cuyahoga County provides a variety of mandated functions and programs for its citizens By Project Category and Funding Source concerning human services, judicial services and general government. The County maintains 2008-2012 (thousands) facilities where employees provide services to the public, administer daily functions, and store Rehab/Recon records. 6.8% Expansion/New Construction The responsibility for general facilities maintenance resides with the Central Services Department. 84.8% Maintenance This department provides custodial, security and trades staff for County owned buildings and 2.2% is responsible for capital project planning duties. This department, working with the individual agencies and the Offi ce of Budget and Management (OBM), prepares capital plans, designs Renovation individual projects, and oversees construction. 3.7%

Health/Safety Equipment The project fi nancing function for these projects resides in OBM. To keep up with increasing Improvements 0.1% facility needs, a number of revenue sources have been used. The two major funding sources 2.4% have been the General Fund for projects generally under $300,000 and debt fi nancing for projects 2008 2009 2010 2011 2012 Total that exceed $300,000. Project Category 2008-2012 Maintenance $3,263 $1,940 $1,000 $1,000 $1,000 $8,203 Inventory of County Owned Facilities Rehab/Recon $7,290 $0 $0 $0 $0 $7,290

The Central Services Department, as stated above, is responsible for acquisition, maintenance Expansion/New Construction $29,100 $79,800 $19,950 $6,650 $0 $135,500 and repair of County facilities. Buildings and land are leased (the County maintains 61 leases) Equipment $668 $465 $0 $0 $0 $1,133 or purchased by the Real Estate Division. A staff of 150 custodians and maintenance workers, and 62 located in the Justice Center, and 67 tradesmen, and 53 in the Justice Center, maintain Health/Safety Improvements $4,887 $2,500 $0 $0 $0 $7,387 County facilities. Special project staffi ng which are temporary hires range from 20-25 workers Renovation $2,405 $1,225 $0 $0 $0 $3,630 annually and are dedicated to completing capital projects. Long range planning of acquisitions, maintenance, and repair fl ow through the Department of Central Services, with the assistance of Total $47,613 $85,930 $20,950 $7,650 $1,000 $163,143 OBM and the County Administrator’s offi ce. 2008 2009 2010 2011 2012 Total Funding Source 2008-2012 The Department of Central Services conducts an annual inventory of County facilities and reviews General Fund $1,360 $1,000 $1,000 $1,000 $1,000 $5,360 requests submitted through the budget process to decide future capital improvements. OBM, the Debt Issue $45,347 $84,930 $19,950 $6,650 $0 $156,877 County Administrator’s Offi ce, and the County Commissioners who set priorities and funding levels review this list. User Fees $406 $0 $0 $0 $406

Other (Local Government) $500 $0 $0 $0 $500 The current inventory of Buildings owned by the County Commissioners includes 11 districts with a total of 52 facilities (see Chart: Buildings Owned by the County Commissioners). The total gross Total $47,613 $85,930 $20,950 $7,650 $1,000 $163,143 space is 4.5 million square feet while the total of County leased space is 700,000 square feet. Since the average facility was built in 1946, major improvements both internally and externally Figure CIP-14: Central Services Capital Improvements

VVIII-28III-28 Capital Plan Central Services are necessary. This current inventory includes the 2004 purchases of the Marion Building and profi tability of the south end of the midway, new paving, sewers and water, as well as the addition Courthouse Square, as well as the 2005 purchase of the Ameritrust Tower Building to be used for of a new metal roof for the grandstand. the new Administration Complex and the 2007 purchase of the Oppman Parking Garage located near the Ameritrust site. In 2007, the county began work on its Soldier’s and Sailors Monument, located at Public Square in downtown Cleveland. This restoration is estimated to cost $1.9 million, with $.5 million coming 2007 Capital Project Highlights from a grant the State of Ohio Facilities Commission.

Most of the capital projects presented in the previous two capital plans have been completed or 2008-2012 Capital Improvement Plan are nearing completion. The preponderance of these projects had been funded with proceeds from General Obligation debt that was issued in late 2004. The majority of the 2004 debt funded The fi scal health of the region over the past several years makes the process of completing a projects have been completed with the exception of a few of the larger projects for renovations capital plan diffi cult. Every organization requires a plan to make the most effi cient use of limited to the justice buildings purchased in 2004 and the ongoing elevator modernization program. The resources. Central Services provides OBM with a list of capital projects under consideration. proceeds remaining from the last bond issue total approximately $5.8 million with about $4.0 OBM conforms these project plan estimates into fi ve-year plan model along with identifi ed million being used for the aforementioned active projects. funding sources. The latest capital plan for active and planned projects will require a new debt funding over the period of the fi ve year plan outlined in this section. Capital Projects typically fall into fi ve categories: maintenance, rehabilitation/reconstruction, expansion/new construction, health and safety, and equipment. The projects and their The Central Services capital plan is comprised of three major building projects along with a corresponding category and funding source are detailed in Figure CIP-15. The Capital Projects collection of various improvement and maintenance projects at various County locations. A requested for 2008 include: HVAC Replacement/Air Handling System Replacement, Jail I Kitchen synopsis of these project areas is included below. Replacement, and Health and Safety Repairs to the Huntington Garage. Most of the projects are maintenance to capital assets. Only those projects that are deemed necessary are included in In 2005, the County Commissioners purchased the Ameritrust Building and adjoining parking the capital plan. garage for the future location of new County Administration Complex. This new complex would have allowed for the consolidation of County government services, which will increase effi ciency Central Services has identifi ed a variety of projects that will require funding through future debt and effectiveness. As of 2007, approximately $45 million has been spent or appropriated on issuance. Without funding these projects must be prioritized over the next several years for this project including the purchase of the property and related costs ($25,000,000), Abatement, possible completion. The inclusion of new and larger improvements in the latter half of the plan Demolition and Professional Services and Staffi ng ($20,000,000). The future of the new (years 2009-2012) is tempered by the possibility of the consolidation of operations into a New Administration Complex is dependent on whether the property is sold to a developer. The Administration Complex and the approval to move forward with the Juvenile Court Complex. proposal from the developer is currently being evaluated. These decisions will require signifi cant investment in capital dollars. Currently, these costs are estimated in Figure CIP-15. The new Juvenile Justice Complex for Cuyahoga will be located at East 93rd Street and Quincy and will accommodate 150 youth offenders. The current cost of this project is estimated to be Funding Sources $49.5 million. The corresponding Juvenile Court Complex Project located at the same sight was approved in 2007 and will be included as part of the 2008 debt issuance with a total estimated The County considers several sources to fund capital projects. Most Central Services’ projects cost of $83 million. The total complex is planned to be operational by early 2010. have been funded with either the General Fund Capital Subsidy (approximately $1.2 million annually) or the sale of General Obligation Bonds. Other sources include Federal, State, and Various improvements to County buildings make up the remainder of the Central Services Capital Local dollars, bond interest earnings and, in some cases, non General Fund revenues. General plan. The Cuyahoga County Fairgrounds one hundred year old grandstand will be replaced at the Fund dollars total an estimated $0.7 million in 2008. These include priority projects selected to cost of $1,837,000. This work includes correcting the midway routing to improve the concession receive General Fund dollars. VVIII-29III-29 Capital Plan Central Services

Unvoted debt represents bonds/notes issued at the discretion of the County Commissioners Justice Projects without voter approval. The most recent unvoted General Obligation Bond sale for capital projects occurred in 2004. This $81.64 million bond issue provided $35.7 million for rehabilitation/ The County is involved in a variety of capital projects regarding the Justice System. Most of the renovation projects, $11.4 million for equipment purchases, $9.9 million for maintenance projects, projects involve maintenance of existing infrastructure. and $24.6 million for new construction. In addition to two building purchases the most signifi cant projects funded with this bond issue included Improvements to the County Coroner building ($7.3 Some rehabilitation/safety improvements projects in the Justice System include the complete million) and the site clean up at the new Juvenile Justice Complex ($9.4). The construction costs renovation of the Jail I 5th fl oor Kitchen ($5.0 million), upgrading the fi re alarm system in Jail II of the construction of Youth Intervention Center is included in the 2008 CIP and will be funded ($985,000), and replacing the exterior metal tiles on the justice center ($250,000). with the planned 2008 bond issue. New construction within the Justice System is limited to the current ongoing project of the new Voted debt represents bonds/notes placed on the ballot and approved by the voters. The Jail II Juvenile Justice Complex for Juvenile Court. The 2008-2012 plan includes the remaining cost construction project was funded through proceeds from two voted debt issues. This project was of a new center of $133.0 million net of the $11 million that has already been expended on the completed in 1994 with $1 million in unspent proceeds used to fi nance justice related projects. construction project. Construction of the facility is underway with major work commencing in The two Jail II Series issues and a series 1993 capital debt refunding issue totaled $70.3 million 2008. Currently the Youth Detention building is slated to be completed in 2010 with the Court in voted County Debt with about $8.6 million outstanding at year end 2007. The remaining $2.7 administration building to follow by 2012 if property is not sold. Once a new complex is built, the million in proceeds from the voted issue are being directed into various maintenance projects at County will evaluate whether to divest itself of the current Youth Detention Center and possibly the County Justice Center building and should be spent down by the end of 2008. the Juvenile Court site(s).

State dollars were utilized through the Clean Ohio Fund to prepare the Juvenile Justice Complex Equipment replacement/purchase is always a priority in an organization the size of Cuyahoga site. The state funding of $3 million was applied to the $12 million cost of the cleanup of the County. Some of the equipment replacement projects that are slated for various County buildings site. This phase of the Juvenile Justice Complex is completed. There are no state dollars in the include the Justice Center. These projects are multi-building replacements of electrical switch current plan but the County will continue to search for State funding and apply the funds to capital gear and retrofi tting of lamps. projects where applicable. Energy Projects The Other sources funding category represents various sources such as parking revenues, prior year bond interest earnings and fi nancing of energy related projects using House Bill 300. Budgeted utility costs for 2008 are $10.3 million. Actual 2007 utility costs were $10.0 million. Utility Enterprise fund revenues from Huntington Park Garage will fund renovation projects. Interest costs continue to increase, creating a higher necessity and demand for energy use reduction and earnings from the 2004 bond proceeds were $1.4 million at year end 2007. Only a small portion “greener” sources of energy. Construction of new County buildings such as the Juvenile Justice of the investment earnings had been used at year end 2007. The balance of the interest Complex or renovation of existing space brings with it the opportunity to implement these ideas. earnings from the 2004 proceeds will be transferred to the Debt Service Fund to offset annual The current objective of these projects is to implement environmental friendly renovation or debt payments on the bonds. construction, as well as creating an energy effi cient space. In 1994, the Ohio Legislature approved House Bill 300 for County energy projects. This bill allows In 1996, the County issued a request for proposal to provide electrical service to County buildings. counties to contract with energy vendors to implement energy savings projects. The vendors This process was initiated to take advantage of competitive electrical service and costs from guarantee the energy savings as part of their agreements, and these savings are used to pay off two local utilities. A ten-year agreement was awarded to the lowest bidder in April 1996, with bonds issued to fi nance projects. It is a creative way to fund energy saving projects, and puts an estimated ten-year savings of $14.6 million. All facilities in the City of Cleveland have been the burden on vendors to document and guarantee savings. The last payment on the purchase converted to this utility with savings of at least 30% in all buildings. installment agreement is in 2009.

VVIII-30III-30 Capital Plan Central Services

There are a number of HVAC related projects being undertaken throughout the County. These New Administration Building Complex projects will result in greater effi ciencies and increased cost savings. Some of the projects include the Courthouse Window Renovation, and the HVAC Unit replacements in Admin The County is planning for a consolidation of operations into one location that could accommodate Annex/Courthouse, Board of Elections, County Archives, County Airport, and the Marion and approximately 1,250 employees at one location. The overall concept would allow the County to Metzenbaum buildings. The estimated cost of these projects is over $2.0 million, which will be consolidate operations and reduce operating costs by moving staff from various County owned fi nanced with a combination of debt and General Fund dollars. buildings and leased facilities. The new proposed confi guration of County operations would realize savings from consolidation into a central campus type facility and elimination of multiple Finally, the County has undertaken several energy conservation initiatives to be implemented leased facilities. Further savings would also be gained from the reduction in capital improvements over the next few years. Under House Bill 300, the County will be negotiating contracts with required on the County’s aging portfolio of buildings. A new energy effi cient building would also vendors to study facility energy needs, and identify and quantify energy conservation measures generate savings in the way lower utility costs and related maintenance of HVAC and various to be conducted. Currently, $4.1 million is outstanding for installment purchase agreements for equipment. The County moved forward on this project in 2005 by purchasing ($25.1 million) this purpose. Energy conservation measures may include: insulation of the building structure and the Ameritrust Building Complex on Euclid Ave. and East Ninth. The County formed a project systems within the building, windows and doors, automatic energy control systems, replacement management team to analyze future space confi guration needs of the County and how the site or modifi cations to HVAC systems, caulking and weather-stripping, energy effi cient lighting, and could be utilized to achieve those needs in a new building constructed on the site. In order co-generation systems. As part of the County’s energy conservation program, the County has to proceed with using the site the offi ce tower and connected buildings had to have asbestos joined the EPA Green Lights and Energy Star Buildings programs. County use of energy-effi cient removed. This project estimated to cost $13 million is currently underway and will be competed lighting is proving to be both profi table and environmentally responsible. by 2008.

Environmental Projects At the end of 2007 private developers expressed an interest in the Ameritrust site for private development due to the County’s involvement in cleaning up the site and making it a viable OSHA regulations require that all asbestos-containing materials be identifi ed, assessed, labeled location for commercial use. The Board of Commissioners have solicited bids from local real and maintained. It was determined that asbestos/hazardous materials/air quality, etc. are ongoing estate development community to buy the site. If a sale is approved the County could reimburse building expenses and should be paid from the operating budget. These expenses are mandated itself for most of the funds expended on purchase and related costs of asbestos removal and and there is a program in place and certain reporting requirements are being adhered to which design which currently total $35 million. The 2008-2012 CIP assumes the building will be sold to include design, abatement, and project close out per Federal, State and Local EPA regulations. a developer for private use. Additional outlays of $7.5 million are included in the 2008 budget to The impact to the operating budget is approximately $125,000 per annum. account for costs already incurred for asbestos mitigation and related contractual obligations.

Several projects regarding purchases and new construction have environmental implications for If a sale to a developer does not occur the County will maintain the Ameritrust site to locate an the County. The Marion Building and Courthouse Square purchases have an estimated asbestos administration complex as originally planned. The project will continue with asbestos removal abatement cost of $1.0 million. Another project that will have an environmental impact on the and eventual demolition of the buildings on the site. Once the site is cleared a plan will be County is the purchase of the Ameritrust Building/Administration Complex. The County has formulated on how to best utilize the site for accomplishing the County’s stated objectives of undertaken a project to remove the asbestos from the Ameritrust Tower and adjoining buildings. consolidating operations at one location. The estimated project cost for the asbestos mitigation project is $13.0 million. This project is This will be funded through a future debt issuance and would be added to the planned issuances currently underway and will be completed by the County or a future owner if the property is sold in 2008 and subsequent planning years. See Debt Management Section (VIII). by the County.

VVIII-31III-31 Capital Plan

Operating Impact kind would require further diversion of inside millage or operating dollars from General Fund Budgets to cover debt service. The fi rst issuance is planned for mid-2008 at $168 million. The Although Cuyahoga County’s capital plan is a management tool primarily used to set priorities remaining issuances are planned in the same amounts for 2010 and 2012. and timetables, the impact on the operating budget must be considered during the decision making process. These considerations include funding sources, the impact of new facilities and The voted Jail II debt, with $46.1 million issued in 1991 and $15.9 million issued in 1993, funded project management. justice related capital expenses. These debt issues have no General Fund impact because the debt service will be paid from voted millage. For further information on debt, refer to the Debt To minimize local funding needs, the County has applied for State funding on large dollar projects. Service Fund in the Fund Budgets Section (V) and the Debt Management Section (VIII). Signifi cant funding has been received for a number of projects, including the Clean Ohio Fund grant from the State for the Juvenile Justice Complex site mitigation. These funds allow the Once new construction and real estate purchases have been completed, the County must consider County to complete necessary projects and save local revenues for projects with no outside the operating impact. The Juvenile Justice Complex project received $9.4 million from the 2004 assistance. The County is considering use of fi nancing options other than debt and state money bond issue. The Youth Detention Center building with increased beds, will require additional to fund the new Administration Building plan. Any redevelopment and lease revenues generated staffi ng and operating expenses as well. The 2004 purchases of the Marion and Courthouse from this plan would be used for project costs. The County will continue to seek outside funds in Square building require approximately $1.6 million in operating costs on an annual basis. These the future to leverage additional capital dollars. operating costs include custodial services, security, trades and utilities. Although the purchase of the Ameritrust building could be used to consolidate operations, there will be an operating impact There is a clear General Fund impact through issuance of unvoted debt. A portion of property associated with the move and the subsequent operation of this facility. Savings would be gained taxes, otherwise levied for General Fund operations, must be reserved for principal and interest from the ability to operate this building on a lower cost per square foot basis that the County payments from the Bond Retirement Fund. The $81.6 million Capital Improvement Bond issued currently experiences. There are outstanding questions as to whether the offsets associated with in 2004 is an example of this impact, with $132.2 million in principal and interest paid over 20 the project will equal the additional debt service cost. years from the property taxes redirected from general fund operations. The new Juvenile Justice Complex, and various capital improvements will require approximately $200 million in new funding, Some projects, on the other hand, have a positive impact on the operating budget through cost a large portion of which would have to come from general obligation debt issued by the County. reductions. As previously mentioned, the Elevator Project in various buildings will increase traffi c The amount of debt issuance does not include any future borrowings for the consolidation of handling effi ciency. These projects, as well as, other implemented energy effi ciency projects were County operations into a new location such as the Ameritrust site or an undetermined alternative designed to incur additional energy savings and lessen general fund operating expenditures. For to that location If County employees are consolidated at one complex there will be additional more information on projects providing energy effi ciency, see the Energy Project section of this capital related to that move that will require additional bond fi nancing over the stated $200 million, chapter. primarily to meet information technology needs. Any sizeable issuance of unvoted debt of any

VVIII-32III-32 Capital Plan CENTRAL SERVICES PROJECT SUMMARY 2008-2012

Funding 2008 2009 2010 2011 2012 Total CIP Project Name/ Description Source Estimate Estimate Estimate Estimate Estimate Estimate Replace Natural Gas Generator & Transfer Switch General Fund 55,000 0 0 0 0 55,000 Replace Chilled Water Pumps & Motor - BOE General Fund 120,000 0 0 0 0 120,000 Building Renovations - Brd of Elections General Fund 250,000 0 0 0 0 250,000 Health & Safety Improvements-Fairgrounds General Fund 185,000 0 0 0 0 185,000 Remodeling & Elec. Upgrades-Arts Crafts Bldg General Fund 230,000 0 0 0 0 230,000 Exterior Doors & Frames-Jane Edna Hunter General Fund 105,000 0 0 0 0 105,000 Multi Year Carpet Replacement General Fund 150,000 0 0 0 0 150,000 Replace Staefa Control - County Kennel General Fund 82,500 0 0 0 0 82,500 Replace Security System-Marion Building General Fund 110,000 0 0 0 0 110,000 General Fund Projects - Future Years General Fund 0 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Marina/Park Improvements-Whiskey Island General Fund 72,000 0 0 0 0 72,000 Total General Fund Projects 1,359,500 1,000,000 1,000,000 1,000,000 1,000,000 5,359,500

Professional Staffing Ameritrust Debt Issuance 2,500,000 0 0 0 0 2,500,000 Abatement and Demolition Debt Issuance 5,000,000 0 0 0 0 5,000,000 Airfield Pavement Rehabilitation-Airport Debt Issuance 1,750,000 0 0 0 0 1,750,000 Witness Victim Renovation-Chicago Title Debt Issuance 58,000 0 0 0 0 58,000 Roof Replacement-Courthouse Square Debt Issuance 325,000 0 0 0 0 325,000 HVAC Replacement/Air Handling System Debt Issuance 1,642,000 0 0 0 0 1,642,000 Install ADA Restroom Facilities Gate 5 Debt Issuance 235,000 0 0 0 0 235,000 New Multi-Use Rabbit/Poultry Barn Debt Issuance 540,000 0 0 0 0 540,000 Health & Safety Structural Repairs Debt Issuance 85,000000085,000 "Replace Lighting, Fixtures & Pipes" Debt Issuance 321,000 0 0 0 0 321,000 Replace Exterior Metal Tiles-Justice Center Debt Issuance 250,000 0 0 0 0 250,000 Upgrade Fire Alarm System Jail II Debt Issuance 985,000 0 0 0 0 985,000 Replace Sliding Glass Door/Rolling Door Jail Debt Issuance 56,000000056,000 Jail 1 Kitchen Replacement-Justice Center Debt Issuance 2,500,000 2,500,000 0 0 0 5,000,000 Common Pleas Arraignment Room Renovation Debt Issuance 342,000 0 0 0 0 342,000 Juvenile Justice Complex Debt Issuance 26,600,000 79,800,000 19,950,000 6,650,000 0 133,000,000 Furniture & Equip. - Eastside NSC Debt Issuance 750,000 750,000 0 0 0 1,500,000 VOIP Implementation-various Debt Issuance 1,300,000 1,000,000 0 0 0 2,300,000 New Furniture/Equipment for NFSC moves-various Debt Issuance 225,000 225,000 0 0 0 450,000 Switchgear Repair & Replacement-Various Debt Issuance 215,000 215,000 0 0 0 430,000 Central Storage Facility Halle & Canal Road Debt Issuance 190,000 190,000 0 0 0 380,000 2007 Cabling/Wiring-Various Debt Issuance 133,500 0 0 0 0 133,500 Retrofit Lamps - Various Buildings Debt Issuance 250,000 250,000 0 0 0 500,000 Total Debt Funded Projects 46,252,500 84,930,000 19,950,000 6,650,000 0 157,782,500

Total Capital Plan Expenditures 47,612,000 85,930,000 20,950,000 7,650,000 1,000,000 163,142,000

VVIII-33III-33 Capital Plan

BUILDINGS OWNED BY THE COUNTY COMMISSIONERS

DISTRICT/ FACILITY/ # OF FLOORS LOCATION/USE ACQUIRED CONSTRUCTED SQ. FEET ACREAGE

MALL/ PUBLIC SQUARE DISTRICT GOVERNMENT CENTER ADMINISTRATION BUILDING 1219 Ontario St., Cleveland, Ohio 44113 1949 1955 148,245 1.66 # of floors: 4 and Basement use: Houses the County Auditor , County Commissioners, County Recorder County Treasurer, and Board of Revision.

ADMINISTRATION ANNEX 112 Hamilton Ave., Cleveland, Ohio 44113 1974 1921 28,500 0.11 # of floors: 6 use: Houses the Office of Procurement and Diversity, State Auditor, Development and Benefits AMERITRUST COMPLEX 1010 Euclid Ave., Cleveland, Ohio 44114 2005 1908 1.66 # of floors: use: Future Administration Complex

CHICAGO TITLE 1275 Ontario St., Cleveland, Ohio 44113 1995 1930 39,000 0.66 # of floors: 7 use: Office of Workforce Development

OPPMAN PARKING GARAGE 2007 1972 62,304 0.81 # of floors: use: County parking facliity.

COUNTY COURTHOUSE 1 Lakeside Ave., Cleveland, Ohio 44113 1908 1912 302,865 7.75 # of floors: 4 and Basement use: Houses the Court of Appeals, Court of Common Pleas, Domestic Relations Court Law Library, Clerk of Courts, Prosecutor Child Support Enforcement and Probate Court

COURTHOUSE SQUARE 310 W. Lakeside Ave., Cleveland, Ohio 44113 2003 1918 89,550 0.4 # of floors: 7 use: Houses various justice related programs from Justice Affairs, Common Pleas Court, Probation, Public Defender and the Federal Drug Enforcement Administration

HUNTINGTON PARK GARAGE 1141 W. 3rd St., Cleveland, Ohio 44113 1908 1976 968,000 5.7 # of floors: 1 and 3 subsurface use: Heated Public Parking Garage facility for approximately 1,100 cars.

MARION BUILDING 1269 W. 3rd St., Cleveland, Ohio 44113 2003 1913 85,147 0.44 # of floors: 7 use: Houses various justice related programs from Justice Affairs, Common Pleas Probation, Public Defender and a Urinalysis Lab.

MEN'S HOMELESS SHELTER 2100 Lakeside Ave., Cleveland Ohio 2005 # of floors: 2 use: Space for men's homeless shelter run by City and communitygroups

SOLDIERS AND SAILORS MONUMENT 3 Euclid Ave., Public Square, Cleveland, Ohio 44114 1894 1894 1,840 1.01 # of floors: 1 and Basement use: A Monument listed in the National Register honoring the Soldiers and Sailors who fought in American wars.

JUSTICE CENTER COURTS TOWER 1200 Ontario St., Cleveland, Ohio 44113 1971/ 1972 1976 705,113 4.31 # of floors: 23 use: Houses the County Clerk of Courts, City Clerk of Courts, Probation, Prosecutor Court Reporters, Court Administrators, County Grand Jury Room, and Court Rooms

CORRECTIONS CENTER 1200 Ontario St., Cleveland, Ohio 44113 1971/ 1972 1976 444,000 4.31 # of floors: 10 use: Houses the Inmate cells, Medical and Dental Facilities, Witness/Victim satellite office, Central Booking area, Exercise Areas, Library, Laundry, Kitchen, Administrative Offices and Clerk of Courts Criminal Division.

VVIII-34III-34 Capital Plan

BUILDINGS OWNED BY THE COUNTY COMMISSIONERS

DISTRICT/ FACILITY/ # OF FLOORS LOCATION/USE ACQUIRED CONSTRUCTED SQ. FEET ACREAGE GALLERIA 1200 Ontario St., Cleveland, Ohio 44113 1971/ 1972 1976 156,175 4.31 # of floors: 5 use: Serves as the Entranceway, Security Desk/Information Desk area and houses Municipal Court operations and Court Rooms.

JAIL II CORRECTIONS FACILITY 1200 Ontario St., Cleveland, Ohio 44113 1971/ 1972 1992-94 252,740 0.75 # of floors: 13 use: Houses the inmate cells, Clerk of Courts, and a Kitchen facility.

PARKING GARAGE 1200 Ontario St., Cleveland, Ohio 44113 1971/ 1972 1976 321,292 4.31 # of floors: 2 use: Two story parking facility for County and City Employees.

EAST 9TH /ERIEVIEW DISTRICT AUTO/ TITLE BUILDING 1261 Superior Ave., Cleveland, Ohio 44114 1989 1919 30,000 0.91 # of floors: 1 use: Houses the Clerk of Courts Automobile Title Bureau.

CENTRAL SERVICES BUILDING 1642 Lakeside Ave., Cleveland, Ohio 44114 1969 1902 54,000 0.93 # of floors: 2 use: Houses the Department of Central Services and the County Architect

CLEVELAND STATE UNIVERSITY DISTRICT JUVENILE COURT ACTIVITIES BUILDING 2210 Cedar Ave., Cleveland, Ohio 44115 1931 1931 45,280 2.74 # of floors: 3 and Basement use: Houses the Gymnasium, Detention Center Operations and School area

ANNEX BUILDING 2210 Cedar Ave., Cleveland, Ohio 44115 1931 1931 28,250 2.74 # of floors: 3 and Basement use: Houses Administrative Offices for Courts and Juvenile Court Administrator.

COURTS BUILDING 2210 Cedar Ave., Cleveland, Ohio 44115 1931 1931 39,720 2.74 # of floors: 3 and Basement use: Houses the Juvenile Court of Cuyahoga County and Administrative Offices

RESIDENCE BUILDING 2210 Cedar Ave., Cleveland, Ohio 44115 1964 1964 37,000 2.74 # of floors: 3 and Basement use: Housing for Girls and Boys assigned to the Detention Center facility

SERVICE BUILDING 2210 Cedar Ave., Cleveland, Ohio 44115 1931 1931 16,500 2.74 # of floors: 2 and Basement use: Houses the Cafeteria, Kitchen and Service Areas for the entire complex.

WHITLATCH BUILDING 2191 East 19th St., Cleveland, Ohio 44115 1990 1963 33,404 1.32 # of floors: 3 and Basement use: Houses Child Support, Public Defender Juvenile Division, Victim Aid/Restitution, Low Risk Probation, Traffic Court and the Cashier's Office of Juvenile Court, and the Prosecutor's IV-D Division.

VVIII-35III-35 Capital Plan

BUILDINGS OWNED BY THE COUNTY COMMISSIONERS

DISTRICT/ FACILITY/ # OF FLOORS LOCATION/USE ACQUIRED CONSTRUCTED SQ. FEET ACREAGE LAKESIDE INDUSTRY DISTRICT EAST 18TH STREET BUILDING 1801 St. Clair Ave., Cleveland, Ohio 44115 1978 1956 20,900 6.25 # of floors: 1 use: Houses the County Maintenance Garage, an area for storage and maintenance of County vehicles, and Juvenile Court offices.

WOMEN'S SHELTER 2227 Payne Ave., Cleveland, Ohio 44114 2007

# of floors: 7 and Basement use: Women's Homeless Shelter

VIRGIL E. BROWN BUILDING 1641 Payne Ave., Cleveland, Ohio 44114 (D.H.S.) 1989 1991 300,000 1.2 1640 Superior Ave., Cleveland, Ohio 44114 (C.S.E.A.) # of floors: 7 and Basement use: Houses the Child Support Enforcement Agency, Employment/Entitlement Services

GLENVILLE DISTRICT GLENVILLE INCOME MAINT. CENTER 12212 St. Clair Avenue, Cleveland, Ohio 44108 # of floors: 1 use: Houses Entitlement Services Income Maintenance functions. N/A N/A 20,000 N/A

MID-TOWN CORRIDOR DISTRICT BOARD OF ELECTIONS BUILDING 2925 Euclid Ave., Cleveland, Ohio 44115 1973 1958 65,700 0.72 # of floors: 4 and Basement use: Houses the Cuyahoga County Board of Elections and a regional office of the Secretary of State.

JANE EDNA HUNTER BUILDING 3955 Euclid Ave., Cleveland, Ohio 44115 1983 1955 174,500 2.67 # of floors: 3 use: Houses the Department of Children and Family Services.

UNIVERSITY CIRCLE DISTRICT CORONER BUILDING 11001 Cedar Ave., Cleveland, Ohio 44106 1996 1969 141,359 2.4 # of floors: 6 and Basement use: Currently houses University Hospital. This building will be renovated in 1997 - 1998 to house the Cuyahoga County Morgue and Coroner's Offices

HUDSON DISTRICT YOUTH DEVELOPMENT CENTER WASHINGTON ADMINISTRATION BLDG 996 Hines Hill Rd., Hudson, Ohio 44236 1965 1930 14,865 27.5 # of floors: 2 and Basement use: Houses Administrative Offices.

DICKERSON BUILDING 996 Hines Hill Rd., Hudson, Ohio 44236 1965 1930 10,140 27.5 # of floors: 2 and Basement use: Residence Halls for Boys and Girls.

JACKSON, LINCOLN, ADAMS, 996 Hines Hill Rd., Hudson, Ohio 44236 1965 1955 11,290 ea. 27.5 VAN BUREN COTTAGES # of floors: 1 use: Residence Halls for Boys and Girls, with Adams and Lincoln Cottages for Juvenile Court's boot camp.

KENNEDY, TAFT, TRUMAN COTTAGES 996 Hines Hill Rd., Hudson, Ohio 44236 1965 1970 12,170 ea. 27.5 # of floors: 1 and Basement use: Residence Halls for Boys and Girls.

HARRY L. EASTMAN SCHOOL BUILDING 996 Hines Hill Rd., Hudson, Ohio 44236 1965 1939 33,560 27.5 # of floors: 3 use: Houses the Gymnasium, Classrooms and Auditorium for the juveniles.

VVIII-36III-36 Capital Plan

BUILDINGS OWNED BY THE COUNTY COMMISSIONERS

DISTRICT/ FACILITY/ # OF FLOORS LOCATION/USE ACQUIRED CONSTRUCTED SQ. FEET ACREAGE PLAYHOUSE SQUARE DISTRICT LOEWS BUILDING 1515 Euclid Ave., Cleveland, Ohio 44115 1977 1921 35,600 0.62 # of floors: 4 and Basement use: Houses Playhouse Square Offices.

OHIO THEATRE 1519 Euclid Ave., Cleveland, Ohio 44115 1977 1921 78,650 1.46 # of floors: 3 and Basement use: Intimate theatre productions, principally dramas. Most notable is the Great Lakes Shakespearean Festival.

STATE THEATRE AND STAGEHOUSE 1513 Euclid Ave., Cleveland, Ohio 44115 1977 1921 261,200 1.46 # of floors: 3 and Basement use: Used for popular and classical productions. Most notable is the Cleveland Ballet and Opera.

OHIO CITY DISTRICT ARCHIVES RHODES HOUSE 2905 Franklin Ave., N.W. Cleveland, Ohio 44113 1917 1874 35,425 1.35 # of floors: 2 and Basement use: Houses County Archives and other miscellaneous offices.

SANFORD HOUSE 2905 Franklin Ave., N.W. Cleveland, Ohio 44113 1924 1862 11,185 1.35 # of floors: 2 and Basement use: Storage.

FRANKLIN NURSING HOME 3305 Franklin Ave., Cleveland, Ohio 44113 1953 & 1960 1900 100,537 1.07 # of floors: 4 use: Houses an extended care nursing facility with bed space for 177 patients

COMMUNITY COLLEGE DISTRICT METZENBAUM CHILD CENTER 3343 Community College Ave., Cleveland, Ohio 44115 1964 1966 43,270 5.01 # of floors: 1 and Basement use: Serves as a family unification and visitation center for the Department of Children and Family Services.

RICHMOND HEIGHTS DISTRICT COUNTY AIRPORT SAFETY/ SERVICE BUILDING 355 Richmond Rd., Richmond Hts., Ohio 44143 1949 1975 25,000 625 # of floors: 1 and 5 Story Tower use: Houses Administrative Offices, Fire Fighting and Safety Apparatus, Airport Maintenance and Service Equipment, and a Control Tower

HANGAR BUILDING 355 Richmond Rd., Richmond Hts., Ohio 44143 1949 1928 23,825 625 # of floors: 2 use: Houses an Aircraft Hangar, Garage and restaurant

HANGAR BUILDING 355 Richmond Rd., Richmond Hts., Ohio 44143 1949 1993 26,000 4.5 # of floors: 1 use: Constructed by and leased to MBNA Corporation for aircraft maintenance and storage. There is a 40-year lease for this building

T-HANGARS (2) 355 Richmond Rd., Richmond Hts., Ohio 44143 1949 1964 11,680 625 # of floors: 1 use: Storage for Aircraft. VALLEY VIEW DISTRICT SANITARY ENGINEER 6100 Canal Rd., Valley View, Ohio 44125 1984 1972 31,146 6.03 # of floors: 1 use: Houses the Sanitary Engineer, a portion of the Community Services Administration Division, and an office of the state Soil and Water Conservation District BEREA Cuyahoga County Fairgrounds 164 Eastland Road, Berea, Ohio 44017 50,000 117 # of floors: use: Four Buildings used for the annual county fair and exhibition

VVIII-37III-37 Debt Management

Table of Contents Section Page

Debt Management ...... IX-1 Debt Policies ...... IX-1 Debt Indicators ...... IX-2 Size Per Capita ...... IX-2 Burden ...... IX-2 General Obligation Debt ...... IX-3 Voted General Obligation Bonds ...... IX-3 Self-Supporting Bonds ...... IX-3 Unvoted Property Tax Millages ...... IX-4 Debt Limitations ...... IX-4 Unvoted Debt ...... IX-4 Voted and Unvoted Debt ...... IX-6 Indirect Debt Limitation ...... IX-6 Current Outstanding General Obligations ...... IX-6 Future General Obligation Debt ...... IX-7 Credit Rating ...... IX-8 Economic Development Revenue Bonds ...... IX-8 Exhibit of Outstanding Bonds, Notes and Certifi cates of Indebtedness ...... IX-10 Debt Management

Financing long-term capital improvements often requires the issuance of debt. Depending The Debt Management section lists the County’s debt policies and debt indicators, discusses upon the type of capital improvement, various debt instruments are available to the County. the types of debt the County issues and has outstanding, explains the voted and unvoted debt As stated previously, the County’s fi nancial policies dictate a balanced approach to fi nancing limitations, and comments on the County’s credit rating history. For proposed debt issues of the capital improvements, one that considers capital improvement fi nancing in terms of the County’s County and their impact on operations, refer to the Capital Improvements Plan section. capacity to pay for that debt and maintain its long-term fi nancial strength.

Debt Policies

The County will adhere to the direct and indirect debt limitations of the State of Ohio. Debt will not be sold without integrating the costs of debt service with those of day-to-day operations. The County will analyze capital funding alternatives before a decision to sell debt is made. The County will work to maintain or improve its AAA/Aa1/AA+ bond ratings and MIG-1 and SP- The County will sell notes instead of bonds, only when market conditions dictate or as part of a 1+ note ratings. multi-step construction program. The County will strive to stay within reasonable debt medians for counties with one million The county will maintain a segregated Bond Retirement Fund to provide for principal and population or more. interest payments. The County does not utilize derivative products such as interest rate swaps in conjunction with An Annual Informational Statement will be prepared so that current fi nancial, economic, and outstanding or newly issued debt. A change in this policy will require the County to draft a demographic information will be readily available to the public, investors and rating agencies. detailed swap policy as well as retain a swap advisor for any such transaction.

Bonds will be rated when sold to secure the most favorable market interest rate. Notes will be The County will utilize the Asset Liability Management (ALM) approach to managing risk and rated when it is determined to be fi nancially advantageous. will include updates on the County debt portfolio and planned issuance activity as part of the quarterly County Investment Advisory Committee meetings. The proceeds from the sale of bonds and notes will not be used for operations, other than tax anticipation or current revenue notes which mature during the same year of issue.

IIX-1X-1 Debt Management

Debt Indicators Burden

In addition to Debt Policies, there are certain Debt Indicators that the County uses to compare the The relative burden of debt is computed by dividing either direct net debt or overall net debt by size and burden of our outstanding debt to that of other counties. The Debt Indicators provided in the estimated full value of taxable property to arrive at a ratio of measurement. The estimated full Table DM1 include the planned issuance of $168 million in General Obligation debt in the second value of taxable property (E.F.V.) refers to the “true” or “fair” market value of all taxable property quarter of 2008. within the boundaries of Cuyahoga County. The estimated full value serves as a measure of the County’s wealth and is refl ective of its capacity to service debt. Size Per Capita There are other common measurements that aid in the analysis of outstanding debt. One is The relative size of debt is computed by dividing either direct net debt or overall net debt by the percent of principal that will be retired over the next ten-year period. The accepted norm population to arrive at net debt per capita. Net debt is defi ned as a governmental unit’s gross debt is 50%. A debt program which follows this guideline will create additional borrowing capacity less bonds fully supported from enterprise revenues, and less short-term operating debt. Direct sooner as opposed to delaying or back-end loading the retirement of principal. The County’s 10 net debt refers to the net debt incurred directly by Cuyahoga County. Overall net debt includes the Yr. bonded debt is estimated to be at 51.7% in 2007 which is below the median. The County is net debt of overlapping subdivisions apportioned in accordance with property valuation. above the guideline and will be above the median once the additional $168 million planned debt issuance is outstanding. This indicator is likely to shift upwards in the next four to six years as the County starts issuing signifi cant amounts of General Obligation Debt to meet its anticipated 2008 Debt Indicators capital needs. A debt burden potentially approaching 90% is possible. See the Capital Plan Direct Net Debt 362,593,691 10 Yr Principal Payment * 187,535,266 Section (VIII) for a detailed discussion of the capital project funding requirements. Overall Net Debt 2,442,855,452 Debt Service 41,061,465 Population 1,314,241 Budgeted Expenditures 329,813,970 Another measurement used in credit analysis is annual debt service as a percent of operating Estimated Full Market Value 90,663,610,469 revenue, or expenditures. A low ratio indicates that debt service is placing less of a strain on the County Median Guidleine operating capability of the governmental entity. The County expects to have a debt to expenditure Dir Nt Debt Per Cap 362,593,691.00 $276 $250 na ratio of about 12.4% percent in 2008 which is slightly higher than the actual 9.0% in 2007. This 1,314,241.00 measure was slightly lower than what is expected in 2008. The planned issuance in the second

Overall Nt Debt Per Cap 2,442,855,452 $1,859 $1,516 na half of the year will increase the debt ratio in the coming years. A full year impact of debt service 1,314,241 will be realized in 2009 and beyond.

Direct Nt Debt Burden 362,593,691 0.40% 0.40% na Figure DM-1 illustrates the six Debt Indicators that have been discussed above. The County’s per 90,663,610,469 capita debt burden is in line with comparable counties while the debt capacity ratios are above

Overall Nt Debt Burden 2,442,855,452 2.69% 2.20% na those of comparable counties. 90,663,610,469

Bonded Debt 10 Yr 187,535,266 51.72% 69.0% 50.00% 362,593,691

Debt Service to Oper Budget 41,061,465 12.45% 3.60% 9.50% 329,813,970

,QFOXGHVSODQQHGLVVXDQFHRIWKUHHVHSDUDWHVHULHVRIERQGVEHJLQQLQJLQ Figure DM-1: Debt Indicators

IIX-2X-2 Debt Management

A $12.0 million Rock & Roll Hall of Fame and Museum bond issue was sold on May 1, 1993 with Outstanding General Obligation Debt * a 25-year term and an average coupon rate of 5.512%. The debt service on these bonds will be ( $millions) partially repaid to the County on an ongoing basis from Tower City payments in lieu of taxes (TIF revenues). The balance will come from the existing 1.5% Rock & Roll Hotel/Motel Bed Tax. Voted Debt Self Supporting $8.57 $7.78 2.4% Voted General Obligation Bonds 2.1% Approximately 2.4% of current outstanding debt comes from debt authorized by the citizens of the County through the voting process. The revenue to pay debt service comes from an additional tax levied on property owners, based on the millage approved by the electorate. This debt consists of two bond issues for improvements to County Correctional facilities (Jail I and Jail II). The millage rate was .27 mills in 2007 and will the stay the same for 2008 collections. Tax

Unvoted Debt collections for the County’s General Fund are not affected by this type of debt. The total amount $346.24 outstanding as of January 1, 2008 was $8.6 million. A third voted jail debt issuance issued in 95.5% 1991 was retired at the end of 2006.

* Includes planned issuance of $168mm in GO bonds in 2008 Self-Supporting Bonds

Figure DM-2: Outstanding Obligation Debt This debt is authorized by the County Commissioners without a vote of the citizens and Is generally General Obligation Debt issued to fi nance water/sewer infrastructure projects in surrounding communities. It is supported not by property taxes, but rather, revenue derived from an improvement or its operation from Historically, the County has utilized general obligation debt to fi nance capital improvements. tap-in charges, sewer rates or special assessments levied on property owners benefi ting from The County currently has three categories of general obligation debt against which it pays debt the improvements. At the beginning of 2008, $7.8 million is outstanding in the self-supporting service (principal and interest costs) each year: unvoted general obligation bonds; voted general category, refl ecting 2.1% of total outstanding debt. Sewer Improvement Bonds make up the obligation bonds; and, self-supporting bonds. Figure DM-2 shows the distribution of current total of this category. The total outstanding self supporting debt is comprised of a $1.035 million outstanding debt by these three categories. Series 2003 Improvement Bond for the Solon/ Orange Sewer project. This bond was a refunding issue that matures in 2012. There is $785,000 in outstanding principal for the Chagrin Highlands Approximately 95.5% ($346.2 million) of outstanding debt represented in Figure DM-2 is from Sewer Bond. Three existing sewer project notes were converted to bonds as part of the 2004 the unvoted debt source if the planned 2008 issuance of $168 million is included. This debt is General Obligation Bond Issue. A total of $2.847 million was included in the 2004 Series to authorized by the County Commissioners without a voted authorization. State law establishes convert sewer project Bond Anticipation Notes to 20 year bonds. The sewer portion of that bond limits on the amount of unvoted debt that can be incurred. The revenue to pay this debt comes issue has $2.7 million outstanding and is included in the self supporting category. The debt from general property tax collections that would otherwise go to the County’s General Fund service related to this portion of the bonds is reimbursed to the County from the levying of special for day-to-day operating costs. In total, $186.0 million of this type of debt is outstanding as assessments by other localities. The remaining $4.1 million is comprised of Series 2005 Sewer of January 1, 2008. The last unvoted general obligation bonds, General Obligation Refunding Improvement Bonds issued to convert the existing Sewer BAN’s that were originally issued in Bonds Series 2005, were issued in April 2005 for $73.97 million with a maximum 15 year term 2000 to fund the Schady Road water and sewer projects. Collection of special assessments by and a True Interest Cost of 4.04%. The 2005 issue was an advanced refunding used to retire the County for the project will be used to cover the annual debt service on these bonds. All of the callable portions of the Series 1995 and Series 2000 General Obligation bonds. See Current debt issues mentioned in this paragraph are exempt from the direct debt limitation. There are Outstanding General Obligation Debt for more information on this bond issue. currently no plans to include any County sewer projects in the next debt issue.

IIX-3X-3 Debt Management

Unvoted Property Tax Millages Unvoted Property Tax Milages Levied 1.45 General obligation bonds are backed by the “full faith and credit” of the County. In other words,

1.31 the debt is backed by the County Commissioners’ ability to levy taxes to support the debt. In the case of unvoted debt, the revenue to pay this debt comes from general property tax collections 1.16 which would otherwise go to the County’s General Fund for day-to-day operating costs. General property taxes are an important source of revenue for the General Fund, so an appropriate 1.02 balance between fi nancing debt and current operations is vital.

0.87 The unvoted property tax millage that may be levied by the County may not exceed $1.45 per 0.73 thousand dollars of property valuation, or 1.45 mills. Figure DM-3 shows how the County has balanced the use of the property tax millage for on-going operations versus capital improvements. 0.58 The trend over the past ten years has been an increase of millage directed to pay debt service

0.44 on general obligation bonds. In 2008, unvoted millage equaling .74 mills will be levied to the Bond Retirement Fund to service unvoted debt, leaving .71 mills to be used for General Fund 0.29 Operating Debt Service operations. The millage levied for debt service would have been higher but the planned issuance of GO debt was pushed back into 2008 and will only require a half year of debt service. The 0.15 balance between debt and operating millage has exhibited erosion on the operating side over 0.00 the past eight years. This decline in available operating dollars is correlated to the increase in unvoted debt burden and related debt service. The increase in millage levied for debt service is a 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 19 20 20 20 20 20 20 result of recent fi nancing activity. A GO issue of $84 million in 2004 and the planned issuance of $168 million in 2008 have required more dollars generated from the inside millage to be directed Collection Yr Operating Debt Collection Yr Operating Debt to pay down debt. This is expected to continue in the foreseeable future as the County issues 1982 0.99 0.46 1996 0.85 0.6 more General Obligation debt for capital needs. 1983 1.01 0.44 1997 0.82 0.63 1984 1.09 0.36 1998 1.12 0.33 Debt Limitations 1985 0.89 0.56 1999 1.00 0.45 1986 1.25 0.20 2000 0.87 0.58 The State of Ohio imposes limitations on the types and amounts of debt that can be issued by 1987 1.45 0.00 2001 0.93 0.52 the County. The Ohio Revised Code establishes two types of limitations, direct and indirect debt 1988 0.96 0.49 2002 0.86 0.59 limitations. 1989 1.14 0.31 2003 0.81 0.64 1990 0.92 0.53 2004 0.81 0.64 Unvoted Debt 1991 0.85 0.60 2005 0.84 0.61 1992 0.92 0.53 2006 0.74 0.71 Section 133.07 of the Ohio Revised Code provides that the net general obligation indebtedness 1993 1.01 0.44 2007 0.71 0.74 of the County issued without a vote of the electors shall never exceed one percent of the value 1994 1.04 0.41 2008 0.71 0.74 of all property within the territorial boundaries of the County as listed and assessed for valuation. 1995 0.96 0.49 2009 0.55 0.90 County debt that is exempt from this limitation includes the County’s self-supporting sewer bonds Figure DM-3: Unvoted Property Tax Millages Levied ($8.8 million), Rock & Roll Hall of Fame bonds ($7.2 million), and voted debt of $8.6 million.

IIX-4X-4 Debt Management

Debt Limitations General Obligation Bonds Total Outstanding Debt$ 553,671,691 Outstanding Debt Service * Direct Debt Limitation As of January 1, 2008 Unvoted Debt Limit ($ millions) 1% of Assessed Valuation $ 317,322,637 Less Unvoted Non Exempt Debt Outstanding $ 154,830,000 $45

Debt Leeway within 1% Unvoted Limit * $ 162,492,637 $40 $35 3% of First $100 M $ 3,000,000 Principal $30 1.5% of the Next $200 M $ 3,000,000 2.5% of Assessed Valuation $ 793,306,592 $25

$20 Total Debt Limitation $ 799,306,592 $15 Less Non Exempt Debt Outstanding $ 154,830,000 $10 Interest

Total Debt Leeway Within Debt Limitation $ 644,476,592 $5

$0

Indirect Debt Limitation 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 0 0 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

Unvoted Debt Limitation 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Debt Leeway Within Limitation $ 403,362,823 Principal 17.1 19.6 19.7 18.9 20.2 19.4 19.4 20.3 20.3 21.3 Interest 19.8 25.1 24.2 26.0 25.0 24.0 23.1 22.1 21.1 20.1 * The Direct Debt Leeeway is shown without the impact of the planned Total 36.9 44.7 43.9 44.9 45.3 43.4 42.5 42.5 41.4 41.4 2008 GO issuance. 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Principal 22.4 22.6 23.8 17.0 17.8 17.2 18.0 13.9 14.3 14.3 Figure DM-4: Debt Limitations Interest 19.0 18.0 16.9 15.7 14.9 14.0 13.2 12.3 11.7 11.7

Total 41.4 40.6 40.6 32.6 32.6 31.2 31.2 26.2 25.9 25.9

* Includes Planned Issuance of three separate series of bonds beginning in 2008.

Figure DM-5: Outstanding General Obligation Debt Service

IIX-5X-5 Debt Management

As Figure DM-4 shows, one percent of assessed valuation equates to $317.3 million of unvoted the City of Cleveland places the greatest limitation on the County as an overlapping subdivision. debt that could be outstanding. That limit increased in relationship to County’s property values The capacity of the overlapping millage has contracted a great deal in the past two years. Large as part of the six year reappraisal of all properties in the County. Figure DM-4 refl ects the $154.8 issuances by the City of Cleveland and the Regional Transit Authority have further reduced the million of unvoted non-exempt debt identifi ed as outstanding, allowing a maximum amount of limit to an amount that is below the near term borrowing needs of the County. As of the fi rst quarter $162.5 million in additional unvoted debt to be issued. Possibly all of this capacity would be of 2008 the County has the ability to issue unvoted general obligation debt of approximately $55 taken up by the planned 2008 debt issue. Unvoted GO debt is the most fl exible and secure type million under this limitation (See Figure DM-4). The decrease in the indirect limitation to the of debt funding. As the county proceeds with plans to increase debt issuance in the next several described levels will require the County and other borrowers to utilize alternative methods of GO years it will have to weigh the effects of using up a majority of this funding source against the fi nancing including the use of unvoted Sales Tax Revenue bonds in order to meet planned long increased borrowing costs associated with non-GO funding sources. As the direct debt capacity term fi nancing needs. is used up by debt issuance alternative methods of fi nancing will have to be utilized to fund capital expenditures. Financing methods such as sales tax revenue bonds would provide a source Current Outstanding General Obligation Debt general obligation debt to accomplish this. Alternative fi nancing also comes with higher interest and issuance costs in comparison to traditional general obligation bonds. The direct debt limitation is normally the most restrictive limitation affecting the County’s ability to issue unvoted notes and bonds. This limitation would allow the County to issue an additional Voted and Unvoted Debt $162.5 of unvoted debt at the beginning of 2008. The unvoted direct debt leeway in Figure DM- 4 is shown without the impact of the planned $168 million issuance to illustrate the County is The Ohio Revised Code further provides that the total voted and unvoted debt of the County, running up against the direct limitation. As this boundary is approached the limitation will also be less debt exempt from the limitation, may not exceed the sum of three percent of the fi rst one impacted by the potential decrease in tax valuation that is expected to take place in the next two hundred million dollars of the tax list of the County, plus one and one-half percent of the tax list to three years. The business inventory portion of property tax (Tangible Personal Property Tax) between one hundred and three hundred million dollars, plus two and one-half percent of the tax is being phased out by the State of Ohio. The elimination of this portion of property taxes would list in excess of three hundred million dollars. As of January 1, 2008, this limitation equates to decrease the assessed valuation component of the statutory debt leeway calculation accordingly approximately $644.5 million in debt that can be outstanding. With total non-exempt voted and reducing the county’s limitation for issuing debt. The continual reappraisal of County residential unvoted debt outstanding currently equal to $194.6 million, an additional $449.9 million in voted and commercial property will also affect the amount of direct debt leeway. and unvoted debt could be issued. (See Figure DM-4) The County last issued bonds in 2005. The fi rst was an issuance of $73.97 million Series 2005 Indirect Debt Limitation - Unvoted Refunding Bonds. These limited tax general obligation bonds were issued to take advantage of a favorable interest rate environment by advance refunding the callable portions of the Series 1995 Debt that is exempt from other debt limitation computations is not exempt when considering the and 2000 Capital Improvement General Obligation Bonds. These bond issues were selected indirect limitation on unvoted debt. Unvoted general obligation bonds and notes cannot be issued for advanced refunding based on the level of net savings that could be achieved given current by the County unless the ad valorem property tax that might be required for payment of the debt market conditions and interests rates. The 1995 bonds were retired in December of 2005 and service is ten mills (one percent) or less per $1.00 of assessed valuation of the combination of the 2000 bonds will be retired in 2011. The Series 2005 bonds have a fi nal maturity date of 2020 overlapping taxing subdivisions. and do not extend the term of the refunded bonds.

This ten-mill limitation therefore is dependent upon what occurs in the other overlapping taxing The second bond issue completed in 2005 was the issuance of Series 2005 Sewer Improvement subdivisions. A relatively small issue by another overlapping taxing subdivision with a small Bonds. This $4.445 million bond was issued in order to convert existing Sewer BAN’s to a twenty assessed valuation can encumber a signifi cant amount of millage, thereby dramatically reducing year bond. The original notes had been issued in 2000 to fund the construction of water and the amount of unvoted general obligation debt that could be issued by the County. At this time, sewer lines in Olmsted Township (Schady Road). The BAN’s were “rolled” each year until the project costs were fi nalized and special assessments had been authorized by the County and the

IIX-6X-6 Debt Management

Township. The sale of the bonds was completed using an online competitive bid process. The The County periodically reviews its debt portfolio in conjunction with current market conditions to County was able to save on costs of issuance by using a competitive sale for these bonds. Costs determine if savings can be achieved through refunding of outstanding debt. At the beginning such as underwriting fees and selling concession that are normally associated with a negotiated of 2007 interest rates were still comparatively low. If market conditions remain favorable any sales process were not incurred and thus lowered the costs of issuance and the overall True valid refunding opportunity of existing debt could be competed if the realized savings meet the Interest Cost (TIC) for this sale (4.04%). The collection of special sewer assessments is being County’s threshold. Any bond refunding will be done in conjunction with the planned 2008 general used to cover the annual debt service payments over the life of the bonds. obligation bond issue.

The County does have several large projects planned that will require some form of long-term The County has a total of $194.6 million in outstanding general obligation debt as of January 1, debt fi nancing. The two potential building projects that would require fi nancing are the Juvenile 2008 listed in Schedule I as well as the anticipated $168 million general obligation debt issuance Justice Complex & Youth Intervention Center and the County Administration Building Complex. in mid 2008. Debt service steadily decreases over the years, potentially decreasing the County’s Work has begun on the Juvenile Justice Complex Project and is slated for completion by the end capacity to issue debt for capital improvements. (See Figure DM-5.) The twenty year outlook for of 2009. The County Administration Building is in the fi nal stages of the planning phase. The debt service includes two more issues of at least $100 million each in 2010 and again in 2012 building project may not be completed until 2012. In addition to major new projects there are in order to meet the needed expected capital spending over this time period (See Capital Plan ongoing capital improvement needs to County buildings that could require issuance of bonds. Section VIII.) Using this projected activity results in a maximum debt payment of $45.3 million Projects of this nature are estimated to be approximately $40 million over the next three years. of general fund debt service in 2012. As long-term debt is retired the statutory limitation within The current estimate for these capital needs is approximately $390 million over the next fi ve the one percent limit increases and provides more legal capacity to issue general obligation debt. years which will have a signifi cant impact on the County’s fi nances. The future of the New This limit will also increase or decrease with assessment valuation as discussed in the following Administration Building project will determine the eventual amount of future debt issuance. If the section. property is sold to a developer, the County will not be proceeding with the new complex in the scope that was originally envisioned. A change in the capital improvement plan would decrease Future General Obligation Debt the anticipated $390 million substantially.

The County anticipates issuing general obligation debt every two years for capital improvements The method and structure of fi nancing will have to be determined once the project work is set to buildings and equipment. An ongoing assessment of the improvement needs is conducted by to proceed. The County can utilize its available statutory debt limit to issue general obligations Central Services and OBM as part of the capital planning cycle. Projects are prioritized and cost bonds for a portion of these projects but does not have the necessary capacity within the 1% estimates are arrived at before work begins on a project. Typically priority improvement projects leeway to fund all the estimated capital outlays. Part of the analysis for these projects will include will be started in advance once a funding source is identifi ed. The ongoing projects that are determining feasible fi nancing options that would utilize the statutory debt limit along with other slated to be fi nanced with long-term debt are then reimbursed once new money is received from possible long-term debt options such as sales tax revenue bonds. The fi nancing plan will have the next general obligation bond issue. The county anticipates issuing bonds for these ongoing to balance the components of cost of funds (interest rate), credit risk and affordability associated capital projects or future debt projects in mid 2008. When the new bonds are issued, projects with future debt issuance. The overarching factor for planning the fi nancing of these projects will associated with future year debt fi nancing will be reimbursed with monies raised from the bond be affordability. The dollars diverted from operations to pay for additional debt service will have issue. to be made up either from new revenue sources or operating cost reductions.

Actual debt sales and funded projects will change over time due to shifting priorities and resources. For a more detailed explanation of debt fi nanced projects, refer to the Capital Improvements Plan section.

IIX-7X-7 Debt Management

Credit Rating continued maintenance of high coverage levels by revenues. The County’s long-term debt ratings were affi rmed by all three ratings agencies in conjunction with the issuance of the Series When the County anticipates issuing debt, an assessment is made of the condition of the County 2005 Refunding Bonds issued in April of 2005. by independent credit rating agencies. The credit agencies consider the County’s fi nancial health and debt situation, the economic condition of the area and the County’s management of A review of the County’s bond ratings was requested by Standard and Poor’s and Moody’s in its resources as factors in determining its ratings. These ratings are utilized by potential investors early 2008. After the review was completed both ratings were affi rmed by both rating agencies. to assess their risk in terms of the County’s ability to pay them back when the bonds or notes sold The only change in the County’s ratings was a negative outlook applied to the Aa1 rating assigned become due. The level of risk an investor must assume translates into the interest rate that will by Moody’s. The change in outlook was attributable to unfavorable economic factors that the be charged to the County to borrow money. County has experienced since the 2001 recession.

The County has AAA/Aa1/AA+ ratings from Fitch Ratings, Moody’s Investors Service and The County will have to have its credit evaluated in conjunction with the debt issuance expected Standard & Poor’s on its long-term debt. These ratings result in substantial savings to the County during the second quarter of 2008. The amount of the debt service the County assumes and in terms of lower interest on its debt. The Moody’s rating had been Aa since December, 1953, but the plan for structuring the fi nancing will impact the future outlook the three agencies have on was revised to A1 in January, 1995, due to investment losses of $114 million incurred in the fourth the County’s credit. Close attention will have to be paid to demonstrating the ability to take on quarter of 1994. The Aa bond rating was restored ten months later by Moody’s in November, considerably more debt while maintaining the current bond ratings with all of the credit agencies 1995, when it was shown that cost cutting strategies and higher than anticipated revenues highlighted. had restored the County to full fi nancial health. Standard & Poor’s also recognized the sound fi nancial condition of the County by granting its AA rating in November 1995. This was the fi rst To assist the rating agencies in their analysis and provide full disclosure to potential investors, time the County had sought a general obligation bond rating from Standard & Poor’s other than the County prepares an offi cial statement when debt is issued. This document discloses relevant on an insured basis. In January 1998, the County made rating presentations in New York to both fi nancial, economic and demographic information about the County and Greater Cleveland area. Moody’s and Standard & Poor’s. Moody’s responded with a refi nement to the County’s rating In 1988, the County began publication of an Annual Informational Statement (AIS), similar in from Aa to Aa2 under their new rating system begun in 1997 and Standard & Poor’s upgraded the content and purpose to an offi cial statement, yet able to be used on a stand-alone basis. The AIS County’s rating from AA to AA+. In July 1999, the County made a rating presentation to Moody’s has been published every year since 1988, except 1994. The most recent AIS was completed in in Cleveland that resulted in an upgrade to Aa1 in October 1999. In late spring and early summer the third quarter of 2007 and fi led electronically with all Nationally Registered Municipal Securities of 1999, Fitch evaluated the County’s credit for the fi rst time. They deemed that we were worthy Investment Repositories. of their highest rating, AAA, in August of 1999. Economic Development Revenue Bonds The County has been refi nancing portions of its long-term general obligation debt as well as portions of the debt issued for Gateway and the Brownfi elds Development Fund (refer to the The County is providing Gateway an annually renewable loan guaranty from 1994 through 2014 section on Economic Development Revenue Bonds). The refi nancing activity that transpired for $27.5 million in stadium revenue bonds. The Gateway Economic Development Corporation in the latter half of 2003 and fi rst quarter of 2004 was initiated to capitalize on historically low refi nanced this debt in 2004. The refunding bonds resulted in lowering the principal payments long-term interest rates that have enabled the County to realize substantial savings on its debt and thereby the annual guaranty amount provided by the County. Other than these guaranties, related interest costs. In October of 2003, the credit ratings of the County were reaffi rmed by the County has no legal obligation for the payment of the Gateway bonds and these guaranties the rating agencies in conjunction with this refi nancing activity. Most recently Moody’s Investor do not constitute a general obligation debt of the County. Refunded amount has been reduced. Service upgraded the rating on the County’s non-tax revenue bonds (Gateway and Brownfi elds The County appropriated $3.14 million for the 2007 Gateway guaranty agreement. bonds) to Aa2 from Aa3. These bonds were refi nanced in February of 2004 as part of the County’s move to realize interest savings by refunding existing long-term debt. These bonds In September, 1992, the County sold $75.0 million of Taxable Economic Development Revenue were upgraded because of the favorable legal structure of the pledge as well as the County’s Bonds (Arena Bonds) and loaned the proceeds to Gateway to pay a portion of the costs of the

IIX-8X-8 Debt Management

multi-purpose arena and common area improvements included in the Gateway Project. The bonds. Refunding at the lower rate results in a 30% savings in interest costs related to this issue. issue was comprised of a fi xed rate portion of $35.0 million sold at a rate of 8.625% and a variable In 2007 the County paid $738,705 in debt service for the Brownfi eld Bonds. The County plans to rate portion of $40.0 million with an average December 2003 rate of 1.23%. The Arena Bonds issue an additional $13 million of Brownfi eld Taxable Economic Development Revenue Bonds in are secured by a pledge of the County’s non-tax revenues. Record low interest rates in the debt 2008. In addition to the new Brownfi eld issue the County will also be issuing approximately $13 markets lead to refi nancing some of the Gateway debt in order to realize interest savings. The million in Community Redevelopment Fund Bonds in 2008. outstanding portion of the $40 million variable rate issue was refunded in February of 2004 and replaced with Refunding Bonds. The original issue was split into two series, a $10.75 million In March 1999, the County sold $2.855 million of fi xed-rate Shaker Square Tax-Exempt Economic Series 2004A fi xed rate bond and a $19.2 million Series 2004B variable rate bond. The decision Development Revenue Bonds, Series 2000A. This issue was sold on a subordinated basis to the to fi x only a portion of the refunded issue was made to provide some diversity to the County’s debt Gateway and Brownfi eld issues and is secured by a pledge of the County’s non-tax revenues. In portfolio. Leaving a large portion of the issue with a variable rate enabled the county to potentially addition to this pledge, the project was expected to generate suffi cient tax increment fi nancing realize increased interest savings as long-term rates continue to exhibit historically low trends. (TIF) revenues to make all debt service payments including those payments made prior to the The interest on the Series B bonds is estimated to be around 5.25% in 2007 incurring around improvement being placed on the tax duplicate. The County is responsible to pay any debt $1.01 million in variable interest expense. In February 1994, the County sold an additional $45.0 service resulting in shortfalls of TIF revenues related to the project. In 2001 and 2002 the County million of Arena Bonds, the proceeds of which were advanced to Gateway on a monthly as- paid a total of $276,319 toward debt service that was not covered by excess TIF revenues. The needed basis. The $45.0 million issue was sold on parity with the $75.0 million issue. Gateway Shaker Square property was sold to a new developer in 2004. The ability of the Shaker Square will reimburse the County for debt service payments required on these bonds. These bonds are project to continue to be self supporting depends on the viability of retail at the site and a stable not refundable until 2009 when a $16.2 million portion is callable. In 2006 the county paid $5.7 property valuation. Revenues tied to the property valuation have covered the required debt million for debt service related to the Gateway Bonds. A review of refunding the callable portion service in 2006. The County expects the property valuation for Shaker Square to be decreased of the bonds will be done in conjunction with the 2008 general obligation bond issue. by more than 30% for the 2007 collection. Once this occurs the TIF revenue stream will not be adequate to cover the debt service on the County bonds. The annual guaranty will go into effect In October 1998, the County sold $15.46 million of fi xed-rate Brownfi eld Taxable Economic and County dollars will have to be used to cover a majority of the debt service. In 2007 the County Development Revenue Bonds. This issue was sold on parity with the Gateway Arena Bonds and covered $53,150 of the $199,169 annual debt payment. The County anticipates it will have to is secured by a pledge of the County’s non-tax revenues. The average coupon rate was 6.586%. contribute $150,000 of the $208,325 payment in 2008. The County also issued taxable Series The County has created the Brownfi eld Redevelopment Fund to overcome environmental barriers B bonds in the amount of $1.2 million that were privately placed. These bonds are not secured to using underused and abandoned commercial and industrial properties within the County. The by the County’s non-tax revenues and the County has no fi nancial liability to pay debt service primary focus is on suburbs contiguous to the City of Cleveland. Borrowers will obtain funds for on them. They do share on a pro-rata basis in the TIF revenues. The ability of the planned TIF property appraisals, land acquisition, environmental testing and remediation, site clearance and revenue source to cover the Series B debt service will also not be adequate after the property demolition. Thus far, approximately $1.0 million each has been loaned to the cities of Euclid and valuation is decreased. Fairview Park for Brownfi eld projects. The outstanding portion of the Brownfi eld issue was also considered for refunding as part of the County’s debt refi nancing strategy. The original issue was The Arena Bonds, Brownfi eld Bonds and Shaker Square Bonds have not been included in any of refunded and replaced with a $12.88 million Series 2004C issue. The average weighted rate the preceding schedules because they are revenue bonds. A summary of these issues appears of the new Brownfi elds Refunding issue is expected to be 4.57% over the remaining life of the in Schedule I on page IX-9.

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DEBT2008

IIX-10X-10 Glossary Glossary

Accrual Basis of Accounting – Revenues are recognized when earned and Arbitrage - Investment earnings representing the difference between interest paid expenses when incurred. on the bonds and the interest earned on the investments made utilizing the bond proceeds. Activity - The second smallest unit of budgetary accountability and control, which encompasses specifi c and distinguishable lines of work performed by an organizational Assessed Valuation - The value of property against which an ad valorem tax is levied. unit. Valuations are conducted by the County Auditor and refl ect a percentage of the true, or market value of the property. Ad Valorem Tax - A tax based on the value (or assessed value) of property. Asset Liability Management (ALM) – An approach to managing fi nancial risk in Adjudication Program – Part of the Judicial function. It is the performance of judicial consideration of the relationship between the County’s asset (investment portfolio) and procedures and records management of civil and criminal cases within the courts of liability (long term debt) profi les. Cuyahoga County. Available Resources – The beginning cash balance plus estimated revenues in the Administration Program – Falls under the General Government function. It includes current period. activities necessary for general governmental operations, rather than those related to specifi c services provided by the County. Balanced Budget - Total expenditure allocations do not exceed total available resources Adult Offender Program – Part of the Judicial function. It is accomplished by the detention of prisoners at the County Correction Center. Base Budget - The ongoing expenses for the maintenance of efforts previously authorized by the Commissioners. Base budgets include all mandated and non- Alcohol & Drug Abuse Program – Under the Health and Safety Function. The discretionary activities. They can be reduced during annual deliberations because of County supports expanded treatment, education and prevention services. The Alcohol discontinued services or reductions to the cost of continuing projects or programs. and Drug Abuse Services Board has been designated as the entity to coordinate the planning, funding, and monitoring of these services. Balance (Beginning, Ending) - As used in this document, balances refer to the actual cash in a fund less any encumbrances. The intent is to show free, unrestricted Animal Control Program – Under the Health and Safety Function. Animal Control resources available from period to period. activities are mainly handled by the Dog Warden. Funds are also provided to test cattle for Tuberculosis and inspect beehives to control disease. Basis of Accounting – This refers to the methodology of recognizing revenues, expenses, assets and liabilities to accounts. Cuyahoga County uses the accrual basis Appropriation - An authorization granted by the County Commissioners to make of accounting. expenditures and to incur obligations for purposes specifi ed in the Appropriations Resolution. Basis of Budgeting – Cuyahoga County adopted budgets use the cash basis where revenues are recorded when received, expenses are recorded when paid, and Approved Budget – This is the budget as adopted by the Board of County encumbered funds are treated as expenditures. Commissioners.

XX-1-1 Glossary

Bond - The written evidence of the debt issued by the County. It bears a stated rate of Capital Improvements Plan - A multiyear plan for constructing, acquiring, or interest and maturity date on which a fi xed sum of money plus interest is payable to the maintaining capital assets including roads and bridges, sewers, buildings, and large holder. (See GO Bond, Revenue Bond, and Notes.) equipment.

Bond Anticipation Note (BAN) – Notes issued by the County to obtain temporary Capital Outlay - Expenditure related to the purchase of equipment, furniture or other fi nancing for projects that will eventually be fi nanced with long-term basis (and the Ban fi xed assets in the operating budget; one of the major expense categories in program repaid) with bonds. budgets.

Bond Counsel - A lawyer or law fi rm, which delivers an opinion regarding the legality Cash Basis – Revenues are recognized when received and expenses when paid. of a debt issuance and other matters. Cash Defi cit - This involves a fund carrying a negative (or credit) cash balance, when Budget - A fi nancial plan for a fi scal year that includes anticipated revenues and expenditures have exceeded total resources. It sometimes occurs when expenditures expenditures for a County program or project. are made in anticipation of reimbursement.

Budget Commission - A section of the County Auditor’s Offi ce which receives the Certifi cate of Resources - The County’s basis for its ability to appropriate funds; annual Tax Budget and issues the Certifi cate of Resources based on the revenue and based on beginning cash balances and estimated revenues. spending estimates contained in the Tax Budget; it sets tax rates and distributes the correct amounts or shares to the tax districts. Character - One of three cost categories at which the Board of County Commissioners controls expenditures. These include Personnel, Other expenses and Capital Budget Defi cit - Usually, this is a projection of expenditures exceeding appropriations. Expenditures. It is normally determined as a result of a quarterly review. The budget is controlled so that expenditures plus encumbrances cannot actually exceed appropriations. Chargebacks - Accounting transactions, which recover the expenses of Internal Service funds from the agency that received the service. Budget Year - Twelve (12) month period comprising one budget cycle. Cuyahoga County’s fi scal year runs from January 1st to December 31st, while the State of Ohio’s Client Services (Formally called Public Assistance) - The expenditure object that fi scal year runs from July 1st to June 30th. records payments made directly to, or on behalf of clients. Also, the Special Revenue funds where the accounts for the Department of Human Services are recorded. CAFR - Comprehensive Annual Financial Report, prepared by the County Auditor’s Payments to clients are often called relief or welfare. Offi ce. Community Program – Under the Development function. The county administers Capital Budget - The current year estimated resources and costs of construction federal funds received under the Community Development Block Grant. These projects in the Capital Improvements Plan that involve maintenance, rehabilitation, and funds are utilized to promote growth and rehabilitate communities, businesses, and acquisition of major capital assets. residential properties.

XX-2-2 Glossary

Controlled Expenditures - The expenditure object that records payments to Internal Division - A unit of an organization which reports to a department. Under the FAMIS Service funds for data processing, space maintenance, indirect costs and shared reporting system, the County Commissioners have several divisional units reporting to charges. them, i.e., the Board of County Commissioners (BOCC) Staff, Human Resources, the Offi ce of Budget and Management, Clerk of the Board, Offi ce of Management Services Cost Ceiling - A limit on costs which a program allocation will reimburse. This term is and Procurement and Diversity. used most often in reference to the Income Maintenance program at the Department of Human Services. Economic Program – Under the Development function. These activities focus on providing both fi nancial and technical assistance to commercial, retail, industrial and Department - A major administrative segment of the County exercising management service business for start-up or expansion. responsibility for an operation or group of related operations within a functional area. The County is divided into 48 departmental groups. An example of one is the Board of Effective Millage Rate - The actual tax rate paid, usually on real or personal property. Mental Retardation. It is calculated by dividing the tax bill by the assessed value of the related property. Typically the effective rate is less than the legal millage rate (see Revenue Analysis Debt Limit - A statutory or constitutional limit on the principal amount of debt that an section). issuer may incur or have outstanding at one time. Emergency Assistance Program – Under the Health and Safety Function. The Debt Service - Principal and interest paid by the County on bonds and notes. County acts as the coordinating body for the emergency programs to protect residents’ health and safety: Disaster planning, hazardous waste, emergency medical Debt Service Fund – The Debt Service fund is used to account for revenues received communications and the regional law enforcement system. and used to pay principal and interest on debt which the County has incurred through the sale of bonds or notes. Revenues are derived primarily from property taxes. Employment and Training Program – Within the Social Services Function. The Cuyahoga Work and Training Agency administers programs which provide employment Depreciation - An expense recorded to reduce the value of a long-term tangible asset and training services to eligible Ohio Works First (OWF) participants and facilitate because of age, wear, or market condition. employment linkages between public and private sector employers and eligible job seekers. Development Function– Federal and local dollars are used to promote economic and community development in the County. Activities include housing rehabilitation Encumbrance - A budgetary technique for recording unperformed contracts for and community development in suburban communities, encouragement of business goods or services. Use of encumbrances restricts the balance in each fund so that development, and promotion of job retention and expansion. total commitments (expenditures plus encumbrances) will not exceed appropriations granted by the Commissioners. Diversifi cation – A process of investing assets among a range of security types by sector, maturity, and quality rating. Enterprise Fund – This type of fund operates similarly to a private business operation. It is the intent that the cost of providing services will be fi nanced or recovered through user charges.

XX-3-3 Glossary

Entitlements - The funding and legal authority provided by the federal government for Function - The highest level of budgetary reporting. Related programs are its programs that the County operates. combined into a function. There are 8 function areas: General Government, Judicial, Development, Social Services, Health and Safety, Public Works, Debt Service, EPA - Environmental Protection Agency is a cabinet-level department at both the state Miscellaneous and Capital Outlay. Functions are comprised of multiple programs. and federal levels of government. Fund - A fi scal and accounting entity with a self-balancing set of accounts recording Expenditure - An actual payment of an invoice from the County treasury, which cash and other fi nancial resources, together with all related liabilities and residual reduces an appropriation. equities or balances, and changes therein, which are segregated for the purpose of carrying on specifi c activities or attaining certain objectives in accordance with special Expenditure Categories - A basis for distinguishing types of expenditures within a regulations, restrictions, or limitations. budgeted area. The major expenditure categories used by Cuyahoga County are: salaries, fringe benefi ts, commodities, contracts/services, client services (formally Fund Balance - The net result of the fund’s beginning balance plus current called public assistance), other operating, controlled expenses, and capital outlays. year revenues less current year expenditures, encumbrances and reserves for contingencies. FAMIS (Financial Accounting Management Information System) - The fi nancial accounting software system used to track budget information. Fund Defi cit - An excess of liabilities over assets. This is not an acceptable condition in most funds, and it usually must be addressed by transferring cash to the fund in Fiduciary Fund –These funds are used to account for assets held by the County as an defi cit. agent for other governments, other funds, and individuals. Fund Type - In governmental accounting, all funds are classifi ed into eight generic Financial Assistance Program – Within the Social Services Function. Through fund types: General, Special Revenue, Debt Service, Capital Projects, Special various programs, fi nancial or other material assistance is provided to persons and Assessment, Enterprise, Internal Service, and Trust and Agency. families in need, who meet program specifi c eligibility requirements. GAAP - Generally Accepted Accounting Principles. Fiscal Management Program – Falls under the General Government Function. These activities cover the assessment of fees and taxes and the allocation of General Fund – This fund accounts for the general operating revenues and resources by various county agencies. expenditures of the County not recorded elsewhere. The primary revenue sources are sales and use taxes, property taxes, local government fund receipts, investment Fiscal Year - Twelve (12) month period that comprises one budget cycle. Cuyahoga earnings, and various service fees. County’s fi scal year runs from January 1st to December 31st, while the State of Ohio’s fi scal year runs from July 1st to June 30th. General Government Function- The central operation of County government is carried out by agencies funded here, including general administration, fi scal Full-Time Equivalent (FTE’s) Positions - The total number of hours worked, management, personnel services, record keeping, elections operations, property converted to the equivalent of full-time staff persons working a 40-hour week. For management and support services. The following four programs comprise this function example: 4 persons each working half time, or 20 hours, equals 80 hours or 2 FTE’s. and are described in detail in the General Government section of the Program Budget:

XX-4-4 Glossary

Administration, Fiscal Management, Records and Elections and Supportive Services. Internal Service Funds – A fund used to account for the fi nance of goods and services provided by one governmental agency to other governmental agencies, or General Obligation (GO) Bond - A bond that is secured by the full faith and credit of other government, on a cost reimbursement basis. the County. The County pledges to utilize its taxing power (the ability to levy a tax on property) to pay debt service on the issuance. Initiative - A specifi c goal or objective within an agency or department, to be achieved in a given time frame, usually a period of one year. GFOA - Government Finance Offi cers Association. Judicial Function - The judicial area of the County includes those agencies that Goal - A statement of broad direction, purpose or intent based on the needs of the provide services directly related to administering justice through the County’s court community. A goal is not concerned with a specifi c achievement in a given time period. system, services which insure the safety of citizens through enforcement of the laws and operation of correction facilities, and administrative and/or technical services Governmental Fund – This is broad reference to all funds. Funds are established to which support the community’s justice system. It includes all Courts, the Sheriff, the accumulate revenues and expenses of a specifi c nature. It refers to the general fund, County Coroner, the Public Defender, the County Prosecutor, the Clerk of Courts and special revenue fund, debt service fund, enterprise fund et al. Justice Affairs. The programs comprising the Judicial function are Adjudication, Legal Services, Adult Offender Management, Juvenile Offender Management and Support Grant - Contribution by governmental or other organization to assist the funding of a Enforcement. project or program. Juvenile Offender Management Program – Part of the Judicial function. Residential Health and Safety Function - The County provides subsidies to various organizations, and treatment services for juvenile offenders provided through the Juvenile Court which promote health and safety in the community. The programs included in this Detention Center, Department of Justice Affairs, or the State of Ohio Department of function are Health Maintenance, Mental Health, Emergency Assistance, Alcohol and Youth Services. Drug Abuse and Animal Control. Legal Millage Rate - The stated rate, in mills, for levying real and personal property Health Maintenance Program – Under the Health and Safety Function. This is a taxes. subsidy paid to the MetroHealth System hospital to assure the accessibility to the health care facility by all residents in need of their services. Legal Services Program – Part of the Judicial function. Legal services are provided by the Prosecutor, the Court of Appeals and the Court of Common Pleas, the Public Index Code – An eight character alphanumeric code used in the County accounting Defender, the Coroner and Justice Affairs. and budget systems to identify a specifi c department and division within a fund or subfund. Detailed budget allocations are made at the index code level. Liquidity – An asset that can be converted easily and quickly to cash

Interest - The amount paid for the use of money. Mandate - A required contribution, usually from the General Fund, to support a required level of program expenditure. Internal Controls – An internal control structure designed to ensure that the assets of the entity are protected from loss, theft and misuse.

XX-5-5 Glossary

Market Value - The County Auditor’s estimate of the true or fair value of real or Objective - Desired output-oriented accomplishments, which can be measured and personal property. achieved within a given time frame. Achievement of the objective advances the activity toward a corresponding goal. Mental Health Program – Under the Health and Safety Function. A subsidy provided to the Cuyahoga County Mental Health Board to plan, implement, coordinate and OBM – Offi ce of Budget and Management evaluate mental health services and provide counseling and prevention services to children and adults. Offi cial Statement - A document prepared by the County when issuing debt that gives fi nancial and statistical information about the County to potential investors and related Midyear Review - The analysis of expenditure and revenue trends performed by the agencies. Offi ce of Budget and Management at the middle of the County’s fi scal year resulting in projections of year-end status. Operating Budget - Current year Estimated Revenues and Appropriations that provide for the day-to-day operations of the County. Mill - The equivalent of $1 of tax for each $1,000 of assessed value of real or personal property. Operating Defi cit - An excess of current expenditures over current revenues. A fund can sustain an operating defi cit only if there are suffi cient fund balances from prior Miscellaneous Function- Funding is provided for obligations not included in other years. function categories, which are either assigned to the County by the Ohio Revised Code or which the County has voluntarily undertaken for the betterment of the community. Other Sources and Uses - Resources available to a fund, which are not technically revenues (sources) or expenditures (uses). These categories represent transfers Mission Statement – A brief statement describing an organization’s core purpose. between funds and are commonly used to identify subsidies paid from the General Fund to other funds. Modifi ed Accrual Basis – Revenues are recognized when they become available and measurable. Expenses are recognized when the liability is incurred with the exception Pass-through (Pass-thru) - A situation where the County functions as a channel for of unmatured interest on general long-term debt that is recorded when legally due. the expenditure of funds from another source without authority to decide the use of the funds. Notes - Short-term promises to pay specifi ed amounts of money, secured by specifi c sources of future revenue. Performance Measurement - The process of regular and continuous data collection on important aspects of an organization’s services, programs or processes. Object - Expenditure classifi cations according to the types of items purchased or services obtained; for example, “commodities” which includes materials and Principal - The face amount of a note or bond, which the issuer promises to pay at supplies. The lowest degree of budgetary control is exercised at this level. Revenue maturity. classifi cations are also used, i.e., “general property taxes”, or “licenses & permits”. Program - A group of related activities performed by one or more organizational units for the purpose of accomplishing an objective. This is a secondary level of reporting. Multiple programs will comprise a function.

XX-6-6 Glossary

Project - A unit of work or activity that has a limited time-span and scope of purpose Repurchase Agreement - A money market transaction in which one party sells and is often fi nanced securities to another while agreeing to repurchase those securities at a later date. by special funds, such as with categorical grants. Resolution - A legal and public declaration by the Board of County Commissioners of Protective Services Program – Within the Social Services Function. Various intent, policy, or authorization. A Commissioners’ resolution is the legislation of County programs are funded to fulfi ll the County’s mandated responsibility to provide adults government. and children with protection from the danger of abuse or neglect. Resolution Category - (See also, “Character”) One of three cost categories at which Prudent Person Rule – An investment standard outlining the fi duciary responsibility of the Board of County Commissioners controls expenditures. These include Personal public funds investors relating to investment practices. Services, Other Expenses, and Capital Outlays.

Public Assistance (Effective 2006, known as Client Services) - The expenditure Resources - Total amounts available for appropriation, including estimated revenues, character which records payments made directly to, or on behalf of clients. Also, the fund transfers and beginning fund balances. Special Revenue funds where the accounts for the Department of Human Services are recorded. Payments to clients are often called relief or welfare. Revenue Bond - A bond on which the debt service is payable solely from the revenue generated from the operation of the project being fi nanced. Public Works Function - The County plays a key role in maintaining the infrastructure within its boundaries. It is responsible for the maintenance, repair and construction Safekeeping – Holding of assets (e.g. securities) by a fi nancial institution. of various bridges, roadways and sewer lines. An airport is also operated, along with three public parking garages in downtown Cleveland and employee-only lots at various Section - A unit of organization that reports to a departmental division. An example County locations. of this is Juvenile Court Administration that has 5 sectional areas: Human Resources, Operations, Community Services, Administrative Services and Court Administrator. Quarterly Review - Analysis of revenue and expenditures as compared to budgeted amounts, resulting in projections of year-end status. (See also “Midyear Review”, Service Indicator - An output measure showing a statistical workload change or the which is the major quarterly review conducted during the year.) degree to which program objectives are achieved.

Ratings - Designations used by rating services to indicate the fi nancial health of the Social Services Function - Included here are agencies which fulfi ll the County’s debt issuers. The County enjoys a AAA bond rating from Fitch, IBCA, a Aa1 bond legal or moral responsibility to assist individual persons when the person’s ability to rating from Moody’s Investors Service and a AA+ rating from Standard & Poor’s. The function independently and effectively has been inhibited or interrupted. The services note rating from Moody’s Investor’s Service is listed as MIG-1 and Standard & Poor’s include: direct provision of income, food, and shelter; protection of or referral to note rating is listed as SP-1+. services to strengthen the person’s functioning ability including counseling, training and employment. The programs that comprise this function are: Financial Assistance, Records and Elections Management Program - Falls under the General Protective Services, Support Services and Employment and Training. Government Function. These activities are legally required for the maintenance of public records and the administration of elections.

XX-7-7 Glossary

Special Revenue Fund –Special revenue funds are created to account for revenues Support Services Program – Within the Social Services Function. This program area from specifi c taxes or other revenue sources which, by law, are designated to fi nance includes a number of programs designed to enhance the daily living of adults, families particular functions or activities of government, including categorical grants. or children and prevent disruption of normal functioning.

Sub-activity - The smallest unit of budgetary accountability and control that further Supportive Services Program - Falls under the General Government Function. distinguishes the activity performed by the unit. These activities, with the exception of the Information Services Center, fall under the authority of the County Commissioners. They represent internal activities necessary Sub-object - A commodity-based expenditure classifi cation that describes articles for ongoing operation of the county’s direct service function. purchased or services obtained. It represents the lowest degree of the expenditure summary. (Several objects are contained within each “object”). General Fund budgets Tax Duplicate - (Formally called The Tax List and Duplicate); A listing of the value of all are no longer controlled at this level, but expenditures and encumbrances are captured taxable property and their corresponding taxes prepared and certifi ed by the Auditor’s by sub-object. Offi ce and then sent to the Treasurer’s Offi ce for collection.

Subsidy - Resources provided by one fund or entity to another. The General Fund Tax Levy - The total amount to be raised by general property taxes for purposes makes most subsidies in the budget to other County funds or outside agencies. specifi ed in the Tax Budget.

Support Enforcement Program – Part of the Judicial function. It is the performance Tax Rate - The amount of tax levied for each $100 of assessed valuation. of administrative functions related to child and spousal support: Obligation establishment, enforcement, and modifi cation. User Charges - The payment of a fee for direct receipt of a public service by the party benefi ting from the service.

XX-8-8 Index Index

$5.00 Capital Improvements ...... VII-231 B C $7.50 Capital Improvements ...... VII-232 2008 Budget ...... II-7 Board of Elections - Special Election ...... VII-31 Central Services –Capital Improvements Introduction ...... VIII-28 9-1-1 Wireless ...... VII-218 Board of Elections - Support Division ...... VII-37 Central Services Summary of Capital Plan ...... VIII-33 BD MRDD ...... IV-11; V-14; VI-8; VII-191 Central Services2007 Capital Project Highlights ...... VIII-29 A BD MRDD - Residential/Out Home Services ...... VII-192 Certifi cate of Title - Admin. Fund ...... VII-66 BD MRDD- Early Start - Admin ...... VII-193 Charges for Services ...... IV-13 Acknowledgements ...... I-2 Board of Mental Retardation 2006 Capital Project Highlights ...... VIII-26 Child Support Enforcement Agency ...... IV-12; VII-121 Adjudication ...... VII-60 Bd MRDD 2007 - 2011 Capital Improvements Plan ...... VIII-27 Children Services Fund ...... IV-10; V-13 Administration Building Complex ...... VIII-31 Board of Mental Retardation Capital Funding Sources ...... VIII-27 Children Who Witness Violence HHS ...... VII-179 Administration ...... VII-3 Bd of Mental Retardation Capital Improvements Introduction .... VIII-26 Clerk of Courts - Administration ...... VI-12; VII-64 Adult Offender Management ...... VII-88 Board of Mental Retardation Capital Improvements ...... VIII-26 Clerk of Courts - Computers ...... VII-65 Agricultural Society ...... VI-3; VII-241 Board of Revision ...... VI-9; VII-11 Clerk of the Board ...... VI-13; VII-10 Agriculture - Apiary Inspection ...... VII-223 Bridges ...... VIII-10 Common Pleas - Judicial Admin...... VI-14; VII-67 Alcohol & Drug Abuse...... VII-219 Brownfi eld Revolving Loan Fund ...... VII-137 Common Pleas - Legal Research ...... VII-79 Alcohol & Drug Board Subsidy ...... VII-221 Budget Guide Introduction ...... III-20 Common Pleas - Probation ...... VII-91 Alcohol and Drug Board ...... VI-4 Budget Management Policies ...... III-15 Common Pleas - Special Project I ...... VII-80 All Funds and General Fund Expenditures ...... II-11 Budget Monitoring and Control ...... III-16 Community Development ...... IV-12; VII-133 All Funds and General Fund Revenues ...... II-9 Budgetary Accounting and Control ...... III-30 Community Development Block Grants ...... V-14 All Funds Revenue Summary ...... IV-1 Building Management ...... VII-54 Community Mental Health Board ...... VII-213 All Funds Types Analysis ...... V-1 Burden ...... IX-2 Competitive Selection of Investment Instruments ...... III-11 Amending the Budget ...... III-18 Bureau of Inspection ...... VII-22 Controlling the Costs of Governments ...... III-5 Animal Control ...... VII-222 Bureau of Support ...... VII-123 Coroner - Operations ...... VI-15; VII-81 Architectural Services ...... VII-48 Coroner’s Lab ...... VII-82 Assurance of Fiscal Capacity ...... III-4 C County Administrator ...... VII-5 Auditor - Assessment...... VII-15 County Airport Capital Improvement Introduction ...... VIII-16 Auditor - General Fund ...... VII-14 Capital Improvement Financial Policies ...... III-14; VIII-4 County Airport 2007 Capital Project Highlights ...... VIII-16 Auditor ...... VI-5 Capital Improvement GF Subsidy ...... VII-243 County Airport 2008 - 2012 Capital Improvements Plan ...... VIII-16 Authorized Investments ...... III-7 Capital Improvement Introduction ...... VIII-1 County Airport Capital Improvement Funding Sources ...... VIII-17 Capital Improvements Appropriations ...... VIII-2 County Airport Capital Operating Impact ...... VIII-18 County Airport District ...... VII-227 B Capital Improvements Budget Cycle ...... VIII-1 Capital Improvements Criteria ...... VIII-2 County Airport Summary of Capital Plan ...... VIII-19 Capital Improvements Versus Operating Budget ...... VIII-9 County Airport ...... VIII-16 B.I.P. CCB Project Income ...... VII-109 County Appointed Offi cials ...... II-28 Balancing the Budget ...... III-2 Capital Projects Budget ...... II-23 Carrying Concealed Weapons App ...... VII-98 County Archives ...... VII-25 Bank Selection and Review ...... III-11 County Commissioners and Administrator’s Offi ce ...... VI-6 Blue Ribbon Task Force ...... VII-130 Categorical Grants ...... V-16 CDBG Administration ...... VII-138 County Commissioners ...... VII-4 Board & Care of Prisoners ...... VII-99 County Elected Offi cials ...... II-27 Board of Elections - Administration ...... VI-7; VII-28 CECOMS ...... VII-217 Central Services - Administration ...... VI-10; VII-40; VIII-28 County Engineer - Administration ...... VI-24; VII-229; VIII-10 Board of Elections - Booth ...... VII-35 County Engineer - Maintenance ...... VII-230 Board of Elections - Canditate and Voter Services ...... VII-32 Central Services 2008 - 2012 Capital Improvement Plan ...... VIII-29 Central Services Capital Funding Sources ...... VIII-29 County Engineer 2007 Capital Project Highlights ...... VIII-11 Board of Elections - General Election ...... VII-30 County Engineer 2008 - 2012 Capital Improvements Plan ...... VIII-11 Board of Elections - Information Systems/Ballot ...... VII-34 County Engineer Capital Improvement Funding Sources ...... VIII-12 Board of Elections - Polling ...... VII-36 County Engineer Capital Improvement Introduction ...... VIII-10 Board of Elections - Primary Election ...... VII-29 County Engineer Capital Improvement Operating Impact ...... VIII-13 Board of Elections - Registration ...... VII-33 Index

C D E

County Engineer Summary of Capital Plan ...... VIII-14 Department of Senior & Adult Services - Home Support ...... VII-185 Employment & Family Services - Ohio City NFSC ...... VII-202 County Engineer’s Fund ...... IV-6 Dept of Senior & Adult Services - Administrative Services VI-45; VII-181 Employment & Family Services - Quality Assurance...... VII-148 County Fund Structure ...... III-30 Dept of Senior & Adult Services - Adult Protective Services ...... VII-186 Employment & Family Services - Quincy Place ...... VII-203 County Mailroom ...... VII-46 Dept of Senior & Adult Services - Community Resources ...... VII-162 Employment & Family Services - Southgate NFSC ...... VII-200 County Owned Building Inventory ...... VIII-34 DSAS - Community Social Services Programs ...... VII-183 Employment & Family Services - Virgil Brown ...... VII-204 County Parking Garage ...... VII-226 DSAS - Grandparent & Other Kinship Care ...... VII-184 Employment & Family Services - West Shore NFSC ...... VII-206 County Planning Commission ...... VI-17; VII-135 DSAS - Home Care Skilled Services ...... VII-188 Employment & Family Services - Work First Services ...... VII-199 County Storeroom ...... VII-44 DSAS - Information & Outreach Unit ...... VII-187 Employment & Training ...... VII-196 Court of Appeals - Special Projects ...... VII-63 DSAS - Management Services ...... VII-182 Energy Projects ...... VIII-30 Court of Appeals ...... VI-16; VII-62 DSAS - Medicaid Benefi ts ...... VII-145 Enterprise & Internal Service Funds ...... IV-16 Court Services ...... VII-69 DSAS - Options Program ...... VII-190 Enterprise Funds ...... V-27 Credit Ratings ...... IX-8 DSAS - Passport Provider Services ...... VII-189 Environmental Projects ...... VIII-31 Criminal Justice Intervention ...... VII-90 Departmental Performance Introduction ...... VI-1 Ethics and Confl ict of Interest ...... III-7 Current Outstanding General Obligations ...... IX-6 Development - Revolving Loan Fund ...... VII-129 Executive Offi ce of Health & Human Services ...... VI-25; VII-144 Custodial Services ...... VII-49 Development ...... III-24; VI-20; VII-126 Exhibit of Outstanding Bonds, Notes and ...... Cuyahoga County School District ...... VII-244 District Boards of Health ...... VII-234 Certifi cates of Indebtedness ...... IX-10 Cuyahoga County’s Mission Statement ...... II-5 DNA Collection...... VII-94 Expenditures by Function ...... II-11 Cuyahoga Regional Information System ...... VII-216 Dog Warden...... VII-224 Expenditures by Object ...... II-17 Cuyahoga Support Enforcement Agency...... VI-18 Domestic Relations - Legal Research ...... VII-122 Expenditures by Organization ...... II-18 Cuyahoga Tapestry System of Care ...... VI-19; VII-178 Domestic Relations Court ...... VI-21; VII-70 Expenditures ...... III-19 Cuyahoga Valley Initiative ...... VII-136 Domestic Violence ...... VII-163 F D E FCFC - Emergency Assist/Wrap Support ...... VII-177 Data Processing System Development ...... VII-249 Early Childhood - Administrative Services ...... VII-168 Family & Children First Council ...... VI-26; VII-176 Debt Management ...... IX-1 Early Childhood - Early Intervention ...... VII-171 Fast Copy ...... VII-47 Debt Indicators ...... IX-2 Early Childhood - Early Start ...... VII-173 Fiduciary Funds ...... III-30 Debt Limitations ...... IX-4 Early Childhood - Health & Safety ...... VII-174 Financial & Budgetary Policies ...... III-2 Debt Management Policies ...... III-13 Early Childhood - Mental Health ...... VII-172 Financial Assistance ...... VII-142 Debt Policies ...... IX-1 Early Childhood - Program Administration ...... VII-169 Financial Structure & Reporting Relationships ...... III-20 Debt Service Fund ...... V-25 Early Childhood - Quality Child Care ...... VII-175 Fines & Forfeitures ...... IV-17 Delegation of Authority ...... III-6 Early Childhood - Welcome Home ...... VII-170 Fiscal Management ...... VII-12 Dept of Children & Family Srvs - Admin Services ...... VI-11; VII-151 Early Childhood/Invest in Children ...... VI-22 Fund Balance ...... V-31 Dept of Children & Family Services - Adoption Services ...... VII-167 Economic ...... VII-127 Fund Budgets Introduction ...... V-1 Dept of Children & Family Services - Caregiver Recruitment ..... VII-156 Economic Development Revenue Bonds ...... IX-8 Funding Public Services ...... III-3 DCFS - Client Supportive Services ...... VII-165 Economic Development ...... VII-128 Funding Sources ...... VIII-7 Dept of Children & Family Services - Contracted Placements ....VII-158 Eligible Banks and Broker/Dealers ...... III-11 Future General Obligation Debt ...... IX-7 Dept of Children & Family Services - Direct Services ...... VII-154 Emergency Assistance ...... VII-214 Dept of Children & Family Services - Foster Care ...... VII-160 Emergency Management ...... VII-215 G DCFS - Foster Homes/Resource Mgmt...... VII-159 Employment & Family Services - Admin Operations ...... VI-23; VII-198 Dept of Children & Family Services - Information Services ...... VII-153 Employment & Family Services - Child Care Services ...... VII-208 General Fund Ending Balance ...... V-6 DCFS - Permanent Custody Adoptions ...... VII-166 EFS - Children w/Medical Handicaps ...... VII-147 General Fund Expenditures ...... V-5 DCFS - Purchased Congregate & Foster ...... VII-161 Employment & Family Services - Client Support Services ...... VII-207 General Fund Revenues ...... V-5 Dept of Children & Family Services - Supportive Services ...... VII-155 Employment & Family Services - Glenville NFSC ...... VII-201 General Fund Self Insurance Fund ...... VII-246 Dept of Children & Family Services - Training ...... VII-152 Employment & Family Services - Information Services ...... VII-146 General Fund ...... IV-7; IV-13; V-5 Dept of Children & Family Services - Visitation Center ...... VII-157 Employment & Family Services - Mount Pleasant NFSC ...... VII-205 General Government ...... III-22; IX-2 Index

G J N

General Obligation Debt ...... IX-3 Judicial ...... III-22; VII-59 NOACA...... VII-139 General Overview ...... IV-6 Justice Affairs - Admin...... VI-30; VII-101 Geographical Information System - GIS ...... VII-134 Justice Affairs - Criminal Justice ...... VII-103 O GFOA Budget Award ...... I-3 Justice Affairs - Justice Planning ...... VII-102 Governmental Funds ...... III-30 Justice Center Maintenance ...... VII-41 Offi ce of Budget & Management ...... VI-36; VII-13 Graves for the Indigent ...... VII-143 Justice Projects ...... VIII-30 Offi ce of Homeless Services - Admin...... VI-27; VII-131 Greater Cleveland Ecology Association...... VII-239 Justice Systems Management ...... VII-61 Offi ce of Homeless Services Grants ...... VII-132 Juvenile Court - Child Support ...... VII-124 Offi ce of Procurement and Diversity ...... VI-37 H Juvenile Court - Court Services ...... VII-115 Ohio State University Extension ...... VI-38; VII-195 Juvenile Court - Detention Home ...... VII-118 Ombudsman Program ...... VI-39; VII-194 Health & Human Services Levies ...... V-7 Juvenile Court - Forfeited Property ...... VII-111 Operating Impact ...... VIII-32 Health & Safety ...... III-23; VII-209 Juvenile Court - Incentives ...... VII-114 Operation Detention Home - State Subsidy ...... VII-119 Health Maintenance ...... VII-210 Juvenile Court - Indigent Drivers Alcohol Treatment ...... VII-113 Organization of Budget Plan ...... III-1 HHS Levy Revenues ...... V-7 Juvenile Court - Judicial ...... VI-32; VII-71 Organization of County Government ...... II-26 Hospitalization Self Insurance ...... VII-247 Juvenile Court - Legal Research ...... VII-112 Organization of the Capital Improvement Plan ...... VIII-1 Human Resources - Benefi ts ...... VII-8 Juvenile Court - Probation ...... VII-116 Organizational Comparison Chart ...... III-26 Human Resources - Employment ...... VII-7 Juvenile Court - Title IV-E ...... VII-117 Other Revenue Sources ...... IV-17 Human Resources ...... VI-28; VII-6 Juvenile Offender Management ...... VII-100 Other Services ...... VII-52 Human Services - Other Contracts ...... VII-180 Other Taxes ...... IV-6 L Overview of County Functions, Programs, and Departments ...... III-21 I Labor Relations ...... VII-9 P Indigent Guardianship ...... VII-75 Law Library ...... VI-33; VII-78 Indirect Debt LImitation - Unvoted ...... IX-6 Legal Services ...... VII-76 Performance Management Program ...... II-25 Information Services Center - Administration ...... VI-29; VII-56 Licenses & Permits ...... IV-17 Performance Standards ...... III-12 Information Services Center - User Supplies ...... VII-57 Portfolio Diversifi cation ...... III-9 Information Services Center - Telecommunications Mgmnt ...... VII-58 M Preventive Maintenance ...... VIII-20 Information Technology ...... VII-55 Probate - Computerization $10 Fund ...... VII-74 Interfacing Financial Policies ...... II-24 Magistrates ...... VII-68 Probate Court ...... VI-40; VII-73 Intergovernmental ...... IV-7 Maintenance Garage ...... VII-42 Probation Supervision Fees ...... VII-92 Internal Controls ...... III-10 Major Revenue Sources ...... IV-1 Procurement & Diversity ...... VII-39 Internal Service Funds ...... V-30 Maximum Maturity ...... III-9 Profi le of Cuyahoga County ...... II-3 Inventory of County Owned Facilities ...... VIII-28 Measurement Focus and Basis of Accounting for Program Budgets Introduction ...... VII-1 Investment Advisory Committee ...... III-6 Reporting Purposes ...... III-31 Program Categories ...... VIII-6 Investment Earnings ...... IV-17 Memorial Day Allowance...... VII-242 Prohibited Investments & Investment Practices ...... III-10 Investment Management Policies ...... III-6 Mental Health Board ...... VI-34; VII-212 Project Categories ...... VIII-5 Investment Objectives ...... III-6 MetroHealth Operating System ...... VI-35; VII-211 Property Taxes ...... IV-3 Investment of Bond Proceeds ...... III-11 Millage ...... IV-3 Propriety Funds ...... III-30 Miscellaneous ...... III-25; IV-17; VII-240; VII-245 Prosecutor - Child Support ...... VII-125 Monitoring and Adjusting the Portfolio ...... III-10 Prosecutor - Children & Family ...... VII-85 Municipal Judicial Costs ...... VII-72 Prosecutor - Delinquent Real Estate ...... VII-84 Prosecutor - General Offi ce ...... VI-41; VII-83 Protective Services ...... VII-150 Public Assistance Fund ...... IV-8; V-11 Public Defender - Cleveland Municipal ...... VII-87 Index

P S V

Public Defender ...... VI-42; VII-86 Solid Waste Management District ...... VI-49; VII-233 Veterans Service Commission ...... VI-51; VII-149 Public Safety Grants Admin...... VII-110 Special Revenue Fund Balance ...... V-10 Voted and Unvoted Debt ...... IX-6 Public Works ...... III-24; VII-225 Special Revenue ...... IV-14 Voted General Obligation Bonds ...... IX-3 Special Trades ...... VII-53 R Staffi ng Levels ...... II-21 W Standard of Prudence ...... III-7 Recorder - Automation ...... VII-26 State Issue I Third Frontier ...... VIII-8 Witness Victim ...... VII-77 Recorder - General Offi ce ...... VI-43; VII-27 Statement on the 2008 Budget ...... II-1 Workers Comp Retroactive ...... VII-248 Records & Elections ...... VII-23 Support Enforcement ...... VII-120 Workforce Development - Executive & ...... Financial Operations Registrar - Vital Statistics ...... VII-24 Support Services ...... VII-164 VII-197 Reporting ...... III-12 Supportive Services ...... VII-38 Workforce Development Fund ...... V-13 Revenue Analysis Introduction ...... IV-1 Workforce Development ...... IV-12; VI-53 Revenues ...... III-18 T Risk & Property Management ...... VII-43 Y Road & Bridge Funds ...... V-15 Table of Contents ...... I-4 Roads ...... VIII-11 TASC Medicaid Funds ...... VII-89 Youth Services - Administration ...... VII-104 Tax Reduction Factors ...... IV-5 Youth Services - Recreation Fund ...... VII-105 S Telecommunications Management...... VII-45 Youth Services - Residential Services ...... VII-106 The Budget Cycle ...... III-15 Safekeeping and Custody ...... III-11 The Organizational Budget Entity ...... III-20 Sanitary Engineer - General Operations ...... VII-228 Total All Funds Balances ...... V-3 Sanitary Engineer - Summary of Capital Plan ...... VIII-25 Total All Funds Expenditures ...... V-2 Sanitary Engineer 2007 Capital Project Highlights ...... VIII-22 Total All Funds Revenues ...... V-1 Sanitary Engineer Capital Funding Sources ...... VIII-23 Trades Services ...... VII-51 Sanitary Engineer Capital Improvements Introduction ...... VIII-20 Treasurer - Administration ...... VI-50; VII-16 Sanitary Engineer Capital Operating Impact ...... VIII-24 Treasurer - Tax Prepayment Special Interest Fund ...... VII-17 Sanitary Engineer ...... VI-44; VII-20 Treasurer - Data Processing ...... VII-19 Sanitary Engineer2008 - 2012 Capital Improvements Plan ...... VIII-22 Treasurer - Delinquent Real Estate Tax Assessment ...... VII-20 Schedule I - All Funds Expenditures ...... II-19 Treasurer - Personal Property ...... VII-18 Schedule II - Staffi ng Levels by Organization ...... II-22 Treasurer - Tax Certifi cate Administration ...... VII-21 Schedule of Budget Events ...... III-17 Treatment Services - Aftercare ...... VII-107 Scope of the Investment Policies ...... III-6 Treatment Services HHS ...... VII-220 Security Services ...... VII-50 Treatment Services Medicaid Fund ...... VII-108 Self-Supporting Bonds ...... IX-3 Types of Levies ...... IV-3 Sheriff - Home Detention Fees ...... VII-97 Sheriff - Inmate Services ...... VII-96 Sheriff ...... VI-46; VII-95 U Size Per Capita ...... IX-2 Social Services ...... III-23; VII-141 Unvoted Debt ...... IX-4 Soil & Water Conservation...... VI-47; VII-140 Unvoted Property Tax Millages ...... IX-4 Soldiers & Sailors Monument ...... VI-48; VII-250 Urinalysis Testing Fees ...... VII-93 Solid Waste - Convenience Center ...... VII-238 Solid Waste - Management Plan...... VII-236 Solid Waste - Plan Update ...... VII-237 Solid Waste Management - Municipal Grants ...... VII-235