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Law 117 Mayor Frank G 2012 Mayor’s Annual Report CITY OF CLEVELAND Mayor Frank G. Jackson www.cleveland-oh.gov 2012 Mayor’s Annual Report Contents User’s Guide iv Mayor’s Letter v Introduction vii Development Cluster 1 Building and Housing 3 City Planning 6 Community Development 10 Economic Development 15 Port Control 18 Operations Cluster 25 Offi ce of Capital Projects 27 Public Utilities 32 Public Works 37 Public Aff airs Cluster 43 Aging 45 Civil Service 50 Community Relations Board 52 Human Resources 57 Offi ce of Equal Opportunity 61 Public Health 64 Workforce Investment Board 68 Public Safety Cluster 71 Administration 73 Animal Control Services 76 Correction 79 Emergency Medical Service 82 Fire 85 Police 88 Sustainability 93 Finance 101 Education 107 CITY OF CLEVELAND Law 117 Mayor Frank G. Jackson Citizen’s Guide 123 Contact Information 125 USER GUIDE and KEY ❶ Easily Recognized Icon – appears on every page of the department section for fast reference ❷ Key Public Service Areas – the department’s long-term goals for delivering service to citizens ❸ Critical Objectives – steps the department will take in pursuit of its Key Public Service Areas ❹ Scope of Department Operations – a quick summary of department activities, facilities and resources ❺ Performance Report – bulleted highlights, statistics and charts that show what measures a department has taken and how it is progressing in achieving its Critical Objectives and Key Public Service goals ❻ Charts – show trends over time, or other comparisons related to services ❼ Performance Statistics – statistical measurements of department inputs, workloads and results ❽ Department Resources – overview of department’s current and historical resources that aff ect performance ❾ New Initiatives 2013– department’s priority initiatives for year 2013 DEPARTMENT Director ❶ ❷ Key Public Service Areas ❸ Crititcal Objectives √ Assist Seniors in accessing services, • Help seniors avoid becoming victims of benefi ts and programs to enhance predatory lenders and scam contractors and their quality of life avoid citations for housing violations Scope of Department Operations • Continue to assist seniors with housing and ❹ social service needs The Department of Aging’s mission is to ensure Cleveland is an elder- friendly community by enhancing the Performance Report quality of life for Cleveland seniors ❺ through advocacy, planning, service √ Assist Seniors in accessing services, benefi ts coordination, and the delivery of and programs to enhance their quality of life needed services. Seniors completed the Benefits Check-up, a computerized screening program which Benefits Checkup ❻ provides an effective confidential method of 2012 1424 determining eligibility for federal, state and 2011 1658 local assistance programs 2010 1905 2009 1707 2008 1371 0 1000 2000 3000 ❼ Performance Statistics 2007 2008 2009 2010 2011 Senior Homeowner Assistance Program (SHAP) 251 330 400 450 425 (# of applications submitted to Community Development) Chore Indoor and Grass Cutting (# of households 888 900 930 935 929 served) Leaf Raking ** (# of yards raked) 1,142 1,500 1,400 1,300 1350 Snow Removal (# of clients assisted) 903*** 600 650 625 620 Department 2007 2008 2009 2010 2011 2012 ❽ Resources Actual Actual Actual Actual Unaudited Budget Expenditures $1,104,000 $1,118,000 $1,316,000 $1,320,000 $1,290,000 $1,300,000 Revenues $4,754 $1,542 $2,000 $2,000 $2,000 $2,000 Personnel (Total FT/PT) 18/8 18/5 20/7 19/6 18/6 18/6 Overtime Paid $0 $0 $0 $0 $0 $0 ❾ New Initiatives 2013 iv MAYOR’S CITY OF CLEVELAND LETTER Mayor Frank G. Jackson November 2013 Dear Citizens: I am pleased to submit the City of Cleveland’s annual report for the 2012 calendar year. Some of the 2012 accomplishments you will read in this report include: Development Cluster. Building and Housing issued permits supporting $1.03 billion of construction and, in its Emergency Vacant Property Inspection Initiative, inspected 7,829 vacant structures. Community Development successfully restructured and closed out the Lead Hazard Demonstration Grant by completing the final 87 of the program’s 130 units. Economic Development funded the Midtown Technology Center’s acquisition of an adjacent building to create a third building in its campus. For the fourth year in a row, the Department of Port Control improved its passenger satisfaction rating as measured by the Airport Council International Airport Service Quality survey. Operations Cluster. Collaborated department plans continue for a Cleveland Recycling and Energy Generation Center to reduce the City’s carbon footprint, The Division of Waste Collection expanded the Automated Waste Collection and Curbside Recycling Program to 30,000 more households, which increased the availability of recycling service to 46% of the City’s households by the end of 2012. Public Works completed two of the City’s largest park site improvements in recent memory, Kerruish Park and Zone Recreation Center, and the City’s first design/build park, Perk Park. The Mayor’s Office of Capital Projects designed—and the Department of Public Works constructed—over $4 million of Public Auditorium improvements, including redesigned meeting rooms, new carpeting and fixtures in the Grand Hall reception area, and a new kitchen and warming station. These improvements were made in time to host the Rock and Roll Hall of Fame and Museum’s 2012 Induction Ceremony. The Real Estate Office assisted site control on more than a dozen City projects, including the East Side Maintenance Center, Fire Station No. 36, the new Third District Police Station, and Collinwood Athletic Complex parking. The Division of Water installed 20,000 automated meters as part of the Division’s “Clear Reads” project. Public Affairs Cluster. Community Relations coordinated eight events celebrating Hispanic heritage, eight events celebrating Asian-American heritage, the second annual Reentry Resource Fair in Public Auditorium, five Human Trafficking Forums and 46 youth violence prevention community dialogues. Human Resources increased the number of enrolled student interns by 34% (from 107 to 143) over the previous year. The department also automated benefits administration and centralized administration of the Family Medical Leave Act. The Workforce Investment Board increased job placements by 18% (from 2,687 in 2011 to 3,176 in 2012). The Office of Equal Opportunity implemented, and began a soft launch for, a Business 2 Government Now (“B2Gnow”) contract compliance software system. Public Safety. The Department of Public Safety hired an Emergency Operations Center Manager whose responsibilities include a comprehensive update of the City’s Emergency Operations Plan. The Divisions of Fire and Emergency Medical Service integrated their payrolls under the Department of Public Safety and v implemented a revised centralized process for scheduling, timekeeping and payroll administration Sustainability. The Office of Sustainability continued to administer Sustainable Cleveland 2019, a ten-year economic development initiative to create a vibrant sustainable economy by supporting conditions that grow jobs, improve health, and increase wealth while fostering equity and improving the natural environment. The City used the proceeds from a $4.5 million Energy Efficiency and Conservation Block Grant to implement a dozen initiatives, including a sustainability plan, a utility data management system to track the City’s 800+ energy and utility accounts, and construction of a portion of the Lake to Lakes bike trail. Education. In early 2012, I worked with Governor Kasich, the Ohio General Assembly, the Cleveland Metropolitan School District and local business and labor leaders, to draft and then secure passage of, House Bill 525, a landmark education reform bill. Later in the year I led a successful campaign achieving Cleveland voters’ passage of a significant school levy, the first since 1996. I also continued work on the Higher Education Compact of Greater Cleveland, in partnership with 54 Ohio universities/community colleges/other institutions, to achieve higher college graduation rates amongst Cleveland students entering these educational institutions. You will find these items, and many more, as you read through our 2012 accomplishments and challenges. Sincerely, Frank G. Jackson, Mayor vi INTRODUCTION 2012 Mayor’s Annual Report (MAR) The 2012 Mayor’s Annual Report (MAR) covers the 12-month calendar year period from January through December. The report is designed to make it as useful as possible to the stakeholders. The MAR covers primarily the operations of City departments that report directly to the Mayor. A total of 25 departments and divisions are included. While not all department activities are represented, those that have a direct impact on citizens – including the provision of fundamental support services to other departments involved in serving citizens – are addressed. These activities, and the City’s overall goals in connection with these activities, are identified in the “Key Public Service Areas” listed at the beginning of each department chapter. Within these service areas, “Critical Objectives” identify the steps the agency is taking to pursue its goals and to deliver services as effectively as possible. The Key Public Service Areas and Critical Objectives presented in the report are a direct statement of the policy priorities and operational strategies of the City’s Directors, and were developed through collaboration between the Mayor’s Office and the senior managers of each agency. This report
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