Mayor's Annual Report
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2014 Mayor’s Annual Report CITY OF CLEVELAND Mayor Frank G. Jackson www.cleveland-oh.gov 2014 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 19 Operations Cluster 25 Offi ce of Capital Projects 27 Public Utilities 33 Public Works 38 Public Aff airs Cluster 45 Aging 47 Civil Service 52 Community Relations Board 54 Human Resources 59 Offi ce of Equal Opportunity 63 Public Health 66 Workforce Investment Board 70 Public Safety Cluster 73 Administration 75 Animal Care and Control 78 Correction 81 Emergency Medical Service 84 Fire 87 Police 91 Sustainability 95 Finance 103 Education 109 CITY OF CLEVELAND Law 119 Mayor Frank G. Jackson Citizen’s Guide 125 Contact Information 127 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, Unduplicated Consumers a computerized screening program which ❻ 5800 provides an effective confidential method of 5600 determining eligibility for federal, state and 5400 5200 local assistance programs 5000 4800 4600 4400 2010 2011 2012 2013 2014 ❼ Performance Statistics 2010 2011 2012 2013 2014 Lawn Cutting Services – # individuals served 702 677 691 668* 620* Leaf Raking Services – # individuals served 863 840 664 663 607 Snow Removal Services – # individuals served 693 874 717 681** 710 Indoor Chores – # individuals served 225 240 200 242 260 Smoke and Carbon Monoxide Detectors Installed 164 161 693 NA*** NA*** – # detectors installed (or batteries changed) 2011 2012 2013 2014 2015 Aging Resources 2010 Actual Actual Actual Actual Unaudited Budget ❽ Expenditures $1,456,756 $1,534,675 $1,536,748 $1,580,302 $1,619,361 $1,748,004 Revenues $1,200 $203 $400 $250 $125 $175 Personnel (Total FT/PT) 21/7 24/8 23/5 22/3 20/7 20/5 Overtime Paid $0 $0 $0 $0 $0 $0 ❾ New Initiatives 2015 iv MAYOR’S CITY OF CLEVELAND LETTER Mayor Frank G. Jackson October 2015 Dear Citizens: I am pleased to submit the City of Cleveland’s annual report for the 2014 calendar year. Some of the 2014 accomplishments you will read in this report include: Development Cluster. The Department of Building & Housing issued 13,961 construction permits valued at nearly $952 million. City Planning worked with the Greater Cleveland Regional Transit Authority (“RTA”), Greyhound, and Amtrak to develop a strategy for a multi- modal transit facility. The department worked with RTA, consultants, and the local community to ensure that the East 34st Street and East 79th Street stations remained open, and prepared a successful application for a $400,000 federal Transportation Investment Generating Economic Recovery (“TIGER”) grant for the East 93rd Street, Woodhill Avenue, and East 105th Street transportation corridor. The Department of Community Development’s collaboration with the Housing First Initiative to combat homelessness yielded over 600 units of permanent supportive housing. The departments’ continued work to expand re-use opportunities for vacant land has made the City a national leader and innovator in urban agriculture. The Department of Economic Development helped launch the City’s most significant lakefront redevelopment project of the last 25 years, and provided loan and grant assistance that will result in the creation of 1,346 new jobs. The Department of Port Control improved passenger satisfaction rating for the fourth consecutive year. The department commenced design on significant projects including a passenger terminal, ticketing lobby, and baggage handling, and completed construction of the new Transient Marina at North Coast Harbor. Operations Cluster. The Department of Public Works expanded the Automated Waste Collection and Curbside Recycling Program to 25,000 more households increasing the availability of recycling service to 120,000 of the City’s households. The Mayor’s Office of Capital Projects designed—and oversaw construction of —the $6.4 million League Park renovation and adjacent Fannie M. Lewis Community Park, improvements at Erie and Monroe Cemeteries, and Loew Park. The office also obtained state and federal funding through the Northeast Ohio Area Coordinating Agency (“NOACA”) to enable resurfacing of nine street mains. The Real Estate Office assisted with site control on numerous City projects including lakefront development, and the Towpath Trail. The Department of Public Utilities, Division of Water, substantially achieved its regional goal of installing 400,000 automated meter readers, and increased cash receipts by $11.7 million above 2013 enabling more extensive infrastructure repair and replacement. Public Affairs Cluster. The Department of Aging increased participants in the Senior Transportation Program from 3,952 in 2013 to 5,175 in 2014. The Civil Service Commission received 6,101 applicants for civil service tests (the highest total in the last five years). The Community Relations Board continued to lead the annual Mayor’s Night Out Against Crime events in multiple venues that attracted 8,000 attendees, and received 256 referrals for the Youth Community Diversion Program of which 201 youths chose to participate. The Department of Human Resources standardized internal and external job announcements allowing City departments to create uniform job announcements, and develop cost containment strategies to ensure effective use of employee healthcare benefits, and promotion of employee wellness. The Department of Public Health continued to combat infant mortality through its MomsFirst program by leveraging additional resources. v The Workforce Investment Board increased job placements for the fourth consecutive year from 4,175 in 2013 to 4,429 in 2014. The Office of Equal Opportunity flagged resident employment on city contracts exceeding $100,000 that dropped below the 20% legal requirement (an average of 18% in 2013). The office responded with an aggressive enforcement program that penalized 21 firms for $102,665 in fines. Public Safety. The Division of Emergency Management Services (“EMS”) continued to manage annual increases in volume of calls, dispatches, and transports. The Division of Fire implemented automated timekeeping processes using the newly acquired TeleStaff software. The department continued to maintain a partnership with The American Red Cross to install smoke alarms. Since 2010, this partnership has reduced the average number of fire related deaths from twenty (20) to eight (8). The Division of Police continued to expand the Violence Gun Reduction and Interdiction Program to combat violent crimes and illegal firearm usage. Sustainability. The Mayor’s 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 office reported a 5% reduction in energy use across all city operations saving approximately $1.4 Million that would have been spent on utilities. The office completed a solar energy site assessment and launched the Solarize Cleveland program. This innovative program will make solar energy more affordable to home owners and small business. In addition to reducing costs, the office procured grants of $500,000 from the Great Lakes Restoration Initiative for “green infrastructure” at the West Side Market Parking Lot and $250,000 from the United States Forest Service for tree planting in key areas of the city. The development of the Bikeway Implementation Plan, which links the creation of bikeway infrastructure to the Capital Improvement process, was announced this year. Law. Law Department attorneys continued to coordinate with Public Safety, Building & Housing, and Public Health to establish the City Environmental Crimes Task Force and the