Message from Commissioners

To all Citizens of Cuyahoga County: The 2007 budget sustains, and in some cases, expands ini- tiatives that support the priorities of County government. The We are pleased to present the balanced 2007 budget of budget emphasizes three main themes: $1.48 billion. This budget offers a fiscally responsible plan that balances the needs of the citizens of Cuyahoga County Fiscal integrity; with the level of available resources while maintaining a The health and safety of residents; and strong fiscal position to meet future demands. Economic vitality and self-sufficiency.

We were confronted with a variety of challenges and difficult The County’s maintenance of its AAA, Aa1 and AA+ bond decisions during the budget process. General Fund reve- ratings respectively, by Fitch Ratings, Moody’s and Standard nues have been declining since 2001 and we have taken & Poor’s, respectively, clearly evidences the effective stew- positive steps by “doing more with less” through automation ardship of the public’s funds. Only one of ’s 88 counties and the implementation of operational efficiencies throughout has a superior bond rating. The 2007 budget continues to the County. The size of County government has been re- support programs that respond to the County’s legal and duced by almost 1,100 full-time equivalent positions since moral responsibilities to assist the truly needy and to help 2001, via attrition and an aggressive employee retirement provide a safe place in which our citizens can reside and incentive program. Unfortunately, the declining revenue raise their families. The most immediate challenge confront- trend continues into 2007 and beyond as program costs and ing the County, however, is the revitalization of our regional demand for services increase. economic base.

In addition to declining revenues, the County will continue to Economic Vitality face chronic financial pressures posed by escalating health- care costs, volatile energy prices, unfunded state and federal Following are some of the key job creation/attraction/ mandates, justice and homeland security obligations, in- retention initiatives which the 2007 budget will fund: creases in mandatory retirement contributions and the fact that our local economy trails the nation’s economic perform- CuyahogaNext Advisors’ forums that allows the region ance. to align and coordinate economic activities which will aid in leveraging resources; Despite these fiscal challenges, we have accomplished many North Coast Opportunities that will enable the County to goals, received national acclaim and awards for our innova- co-invest with other private sector entities in emerging tive efforts and were still able to provide additional dollars to: technology-based opportunities; support the operating expenses of arts or cultural organi- Cuyahoga Innovation Zones that will stimulate and lev- zations located in Cuyahoga County to promote economic erage the economic development capacity of the re- benefits. gion’s institutional and industrial strengths; continue our efforts to create and retain good jobs and An economic development strategy comprised of vari- attract public and private investment to our community; ous low interest loan, brownfield redevelopment, and ensure the health and safety of our children, frail elderly the manufacturing initiatives, including the New Product and those citizens needing temporary assistance; Development and Entrepreneur Fund; provide access to healthcare coverage, mental health The Destination Program, which attracts services and drug and alcohol treatment; special economic impact events to our community; address the ever increasing number of home foreclosures The Arts and Culture Fund, which through grant mak- in our county and to implement several prevention initia- ing, utilizes arts and culture to attract visitors to the re- tives; and gion; and centralize administrative and youth service oriented op- Efforts that promote Cuyahoga County to the film indus- erations by planning and beginning construction on two try and increase the number of films and commercials (2) new best practice and highly efficient facilities. that are produced in the area.

1 Conclusion Fortunately, we have a corporate sector that is actively in- volved with community issues, a generous philanthropic sec- Developing a budget is always challenging and demanding. tor which includes the second largest community foundation in The $154 million of additional funding requests received far the country, a well-developed nonprofit sector to assist us in exceeded our financial capacity. The relationship we enjoy service delivery, educational institutions that help us improve with our various community partners is critical to the continued our workforce and dedicated Cuyahoga County officials and effective provision of critical County services. Cuyahoga employees. We sincerely thank our partners for their commit- County will continue its efforts to improve the efficiency of ment to provide excellent service to our community. Our service delivery along with continual updating and improve- pledge is to continue our efforts to deliver county services in ment of internal functions. The County is at a critical cross- as cost-effective a manner as possible. road: traditional methodologies for financing our operations will not, with our major sources of revenue flat or declining, be We think you will agree that the advances Cuyahoga County adequate for the future. The past six years have proven this has made in partnership with our community are evident revenue trend is not temporary. Through creativity, efficiency throughout this budget document. As you review the 2007 and visionary service delivery methods, we will do everything budget, we hope you will also agree that our ongoing commit- possible to bolster the local economic environment. ment to improve the quality of services we provide has trans- lated into a better quality of life for all Cuyahoga County citi- zens.

Respectfully submitted,

Timothy F. Hagan President

Peter Lawson Jones Jimmy Dimora Vice President Commissioner

2 Cuyahoga County Profile

Location Located on the shores of , Cuyahoga County is the most heavily populated county in Ohio, is 458.3 square miles and the 20th largest county in the U.S. On January 16, 1810, the State of Ohio established the county and its resi- dents took the county’s name for the Indian word “Cuyahoga “ or “crooked river”. It was originally part of the Connecti- cut Western Reservation and Moses Cleveland brought the first 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.

Government The county seat is located in the City of Cleveland and is a commission form of government headed by a three person board of commissioners. The County consists of: • 38 cities • 19 villages • 2 townships • 36 school districts • 9 library systems • 1 port authority • 1 park district

3 Cuyahoga County Profile

Population The County’s population has been steadily declining since its peak in 1970. Like other industrial regions, Cleveland- Cuyahoga County’s population has declined due to urban sprawl to other counties in the region and the loss of manu- facturing jobs. The 2006 population estimate derived by the Ohio Department of Development is 1,335,317.

Cuyahoga County Population

2006 1,335,317

2000 1,393,978

1990 1,412,140

1980 1,498,400

1970 1,721,300

1960 1,647,895

1950 1,389,532

1940 1,217,250 * Ohio Department of Development, Office of Strategic Research

Economy Households The area is the largest economic There are a total of 617,664 dwellings in Cuyahoga area in Ohio and home to six Fortune 500 corpora- County of which 61% or 341,513 are owner occupied. tions which include Progressive Insurance Corpora- In 2005, there were 557,799 households and provided is tion, National City Corporation, Eaton Corporation, the 2005 household income distribution: Parker Hannifin Corporation, Sherwin-Williams Com- pany and KeyCorp. The top ten employers (public <$10,000...... 61,084 11.0% and private) include: $10,000 -$20,000...... 68,824 12.3% $20,000-$30,000...... 67,281 12.1% • Health Systems $30,000-$40,000...... 64,576 11.6% • University Hospital Health Systems $40,000-$50,000...... 57,251 10.3% • U.S. Office of Personnel Management $50,000-$60,000...... 45,605 8.2% • Cuyahoga County $60,000-$75,000...... 54,898 9.8% • Progressive Insurance Corporation $75,000-$100,000...... 60,624 10.9% • City of Cleveland >$100,000...... 77,656 13.9% • Cleveland Municipal Schools • National City Corporation • Key Corp • Case Western Reserve University 4 Cuyahoga County Profile

Cuyahoga County Unemployment Rate

6.7% 6.8% 7.0% 6.2% 6.2% 6.1% Unemployment Rate 5.8% Due to the regions sluggish economy 6.0% 5.2% 4.8% 4.6% 4.5% 4.5% and slow economic recovery, the 5.0% 4.4% County’s unemployment rate is higher 4.0% than the State of Ohio’s rate of 5.6% 3.0% (12/2006) and the national average of 2.0% 4.5%. (12/2006) 1.0% 0.0% 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Arts & Entertainment Center is the largest performing arts center in the country outside of New York City. Its five mag- nificently restored theaters include the State, Palace, Allen, Ohio and Hanna Theaters. These theaters are home to the Cleveland Opera, the Festival and many Broadway performances.

The Rock and Roll Hall of Fame and Museum is the world’s only museum dedicated to rock and roll music and fea- tures exhibits honoring music legends and pioneers.

The Great Lakes Science Museum is one of America’s largest interactive science museums with more than 375 hands on exhibits, daily demonstrations and educational programs. The OMNIMAX Theater is located within this museum.

University Circle, the nation’s largest concentration of cultural arts institutions within one square mile is home to many world-class treasures which include: the is considered one of the country’s greatest art mu- seums; the world’s most-revered symphonic ensembles, the whose home is , the Cleveland Children’s Museum, the Western Reserve Historical Society, the Crawford Auto and Aviation Museum, the Cleveland Museum of National History, the Cleveland Botanical Gardens and to name a few.

Sports and Recreation Cleveland has three major league sport franchises which include the NFL , the MLB Cleveland Indi- ans and the NBA .

The , established in 1917 contains the and Rainforest and 14 park reservations spanning more than 20,000 acres and more than 100 miles of parkways. The park system is commonly referred to as the “Emerald Necklace” because 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 horse- back riders are throughout the 14 reservations.

Created in 1974, the Cuyahoga Valley National Park (CVNP), contains more than 33,000 acres of land and a 22 mile Towpath Trail stretching along the historic Ohio & Erie Canal and from Cleveland to Akron. The CVNP offers many recreational activities including organized hiking, canoeing, bicycling, bird watching, picnicking and guided tours.

5 Our Mission

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

STRATEGIES

PRIORITIES

ECONOMIC INDEPENDENCE & SELF-SUFFICIENCY

FISCAL SAFETY INTEGRITY

ECONOMIC INDEPENDENCE SAFETY & SELF SUFFICIENCY • Our citizens will be healthy. • A strong Countywide economy. • Our children will be well cared for and safe. • A broad spectrum of opportunity for all citizens. • Our County will be a safe place to live and raise • Our citizens will have access to the resources children. needed to be skilled & productive. • We will sustain our natural resources. • Our citizens, not fully able to support them- • We will enforce laws in a fair, timely & cost selves, will receive help. effective manner.

FISCAL INTEGRITY • Our government will stay within its means. • County government will promote cost savings & efficiency. • We will be excellent stewards of County funds. • We will maximize revenue streams.

6 County Revenue Sources

Where the Money Comes From

All Funds Revenue County revenues totaling $1.5 billion are obtained from ($ in millions) seven major sources and provide the dollars neces- Investment sary to fund public services. Presented are the dollars Sales & Use Tax Earnings Property Taxes the county expects to collect from each of these Other Tax $166.3 $25.3 $372.1 $43.9 11. 2 % 2% sources in 2007. A significant amount of county reve- 25% 3% nue (37%) comes from federal and state sources. Lesser, but still significant amounts of revenue, are generated by property taxes (25%). Miscellaneous Licenses & Fines $35.0 $10.4 2% 1% What is a Mill? Charges for Intergovernmental Services $546.8 $276.0 37% 19 % • One mill is the equivalent of $1 of tax for each $1,000 of the assessed value of a resident's home. • The assessed value is 35% of the estimated market value of the property. If a property has a market Property Taxes (372.1 M) value of $100,000, the assessed value is $35,000 ($100,000 x 35%). School districts, municipalities, and counties have the ability • One mill generates $35.00 of tax receipts ($35,000 to levy each property owner up to a combined 10 mills of x .001). However, the homeowner only pays 87.5% property tax without the approval of its citizens, commonly or $30.63, and the State pays the remaining $4.37. referred to as unvoted property tax. In 2007, of the total 10 mills levied, the county will receive 1.45 mills of property tax, totaling $46.1 million, to support daily operations and satisfy unvoted debt service requirements. The county is expected Levies to generate a total of $372.1 million in property tax revenue in 2007. A majority of property taxes raised by the county ($308.2 million) has been levied with the approval of county A large portion of voted property taxes ($190.7 mil- voters, and is used for health and human services, mental lion) is derived from the 3.0 and the 4.9 mill Health retardation programs and voted debt service. and Human Service levies. The majority of these funds support protective and placement services to children. The balance supports health and training Property Tax Revenue programs for families and the frail elderly. The 4.9 General ($ in millions) mill levy was approved in 2003 for five years and in Operations 2006 the voters approved the four year 2.9 mill re- $20.4 Property Debt Service placement levy. 5% Assessment $29.0 $14.5 8% 4% The Board of Mental Retardation supports its op- 2.9 HHS Levy erations with a continuous replacement 3.9 mill levy $72.7 that was approved by the voters in 2005. This levy 20% will generate $ 118.0 million in 2007, and will be supplemented by federal and state funding. Funds Mental collected from this levy support early childhood pro- Retardation 4.9 HHS Levy $117.5 grams for infants and preschoolers, 2 schools for $118.0 31% the mentally retarded and disabled, 8 Adult Activity 32% Centers serving over 1,900 adults, and 58 group homes serving 404 residents. In addition, the Board provides community and family support services for approximately 4,500 individuals.

7 County Revenue Sources

Sales Tax ($166.3 M) Sales Tax generates $166.3 million (11.2% of the county's total revenue). Cuyahoga County residents pay a sales tax of 7.5%. Of this, the State of Ohio receives 5.5%, the Regional Transit Authority 1%, and the County 1%. This revenue, which supports the County’s general operations, has been relatively flat over the last six years. Growth was experienced in 2004 due to the State of Ohio’s expansion of sales tax to include telecommunication services and other services previously not taxed. Other Taxes ($43.9 M) Other Taxes Revenue Cigarette Tax The County levies a $15 motor vehicle license tax of which $2.50 is paid directly to ($ millions) $14.4 the municipalities. The state also levies a motor vehicle license tax, and collects gaso- 6.9% line taxes. A portion of these taxes is then paid back to the county. Of the $29.3 million Motor Vehicle anticipated in motor vehicle taxes, the county's vehicle tax will generate $13.1 million, Tax $29.3 and the state's vehicle and gasoline tax $16.2 million. These taxes pay for local street 13.9% and bridge maintenance and repair projects or as matching funds for federally adminis- tered road improvements.

Sales & Use Tax In 2006, the voters approved a ten year 15 mills per cigarette tax (thirty cents per $166.3 Other 79.1% $0.2 pack) which will generate approximately $14.4 million in 2007 and $21.4 million annu- 0.1% ally. Revenues generated by this tax will support the arts and culture organizations located in Cuyahoga County. This is in addition to the 4.5 cents cigarette tax used to satisfy debt for the Gateway Arena and now the Cleveland Brown’s Stadium. The revenue from the 4.5 cents does not flow through the County and is not reflected in these numbers. Intergovernmental ($546.8 M)

The largest source of funding to the county comes in the form of intergovern- mental transfers from the state and federal government. The amount the Charges for Services ($276.0 M) county receives each year is governed by state and federal budgets over County agencies collect fees for some of the services they which the county has minimal influence. provide (e.g. the County Auditor's property transfer fee, the County Recorder's photostat and title registration fees). The State and federal government funds come in many forms: categorical grants, Clerk of Courts and Juvenile Court collect a filing fee to finance block grants, allocations and reimbursements. With the exception of the the County court’s automation systems. dollars the county receives from the state's Local Government Fund, the Homestead Exemption and 10% Rollback programs, these funds can only The County also charges its departments for in-house services be spent on specific programs or projects. it provides, such as data processing and building security. To recover the operating cost’s of county-owned facilities, assess- Local Government Funds are state income, sales, corporate franchise and ments and user fees are collected by the Airport, Sanitary En- intangible taxes that the state sets aside and returns to local governments gineer, Huntington Park Garage, Cuyahoga Regional Informa- and is used to fund county operations. tion System and the Information Services Center. The reve- nues charged to agencies to fund the Hospitalization Self In- surance program is also recorded here.

Intergovernmental Revenues ($ in millions) Other Revenue Services ($73.0 M) Public Assistance M ent al Ret ard at ion $61.6 $285.1 Licenses and Permits: e.g. cigarette, marriage, dog, and General Fund $47.0 vendor licenses. Children Services Fund $37.1 Child Support Enforcement $26.7 Fines and Forfeitures: e.g. fees collected by the Juvenile HHS Levies $35.9 Court, Common Pleas Court, Clerk of Courts, municipal Ot her $18.3 courts, and the Gas and License Fund. Communit y Development Grant s $17.7 $10.7 Ho meless Gr ant s Investment Earnings: from County investments. Wo rkf o rce Develop ment $6.7

$0 $50 $100 $150 $200 $250 $300 Miscellaneous revenue: e.g. rent from county-owned build- ings, proceeds from property sales, unclaimed monies, aged warrants, and other sources.

8 Where the Money Goes….(General Fund)

JUDICIAL ...... $273,369,307 (48.2%)

SOCIAL SERVICES ...... $134,593,972 (23.7%)

HEALTH & SAFETY...... ……………………………………..$82,084,025 (14.5%)

GENERAL GOVERNMENT ...... …………………………...$50,765,280 (9.0%)

DEVELOPMENT...... …………………………………………..$14,321,703 (2.5%)

DEBT SERVICE...... $6,540,000 (1.2%)

MISCELLANEOUS ...... $3,565,043 (0.6%)

PUBLIC WORKS ...... $1,719,359 (0.3%)

Total ...... ……………………………………………$566,958,689 (100%)

9 Agency Summary...(General Fund)

06-07 2006 Actual 2007 Budget % Change

COMMISSIONER AGENCIES Brd of County Commissioners $2,174,921 $1,650,664 -24.1% BOCC Administrative Divisions $10,889,958 $9,123,474 -16.2% Statutory Expenditures $82,767 $95,286 15.1% Capital Improv.G/F Subsidy $1,447,000 $1,364,750 -5.7% Central Services $4,083,728 $4,339,613 6.3% Development $4,934,857 $4,650,238 -5.8% Justice Systems Management $4,326,288 $4,709,155 8.8% Justice Affairs $0 $277,739 Miscellaneous Obligations $811,417 $913,410 12.6% General Fund/Self Insurance Fund $335,615 $832,462 148.0% Total Commissioners Agencies $29,086,551 $27,956,791 -3.9%

ELECTED OFFICIALS County Auditor $9,864,493 $8,979,321 -9.0% Court of Appeals $2,067,559 $2,065,044 -0.1% Clerk of Courts $11,677,891 $12,271,649 5.1% Court of Common Pleas $43,324,843 $45,397,281 4.8% County Coroner $7,621,602 $8,382,267 10.0% Domestic Relations Court $7,653,630 $7,941,249 3.8% Juvenile Court $45,378,259 $44,738,950 -1.4% Municipal Judicial Costs $3,198,390 $3,781,372 18.2% Probate Court $6,630,747 $6,728,661 1.5% County Prosecutor $22,231,222 $22,567,825 1.5% County Recorder $7,296,421 $7,258,376 -0.5% County Sheriff $77,840,356 $81,003,141 4.1% Board & Care Of Prisoners $7,687,786 $7,533,726 -2.0% County Treasurer $4,760,469 $4,478,001 -5.9% Total Elected Officials $257,233,668 $263,126,863 2.3%

BOARDS & COMMISSIONS Alcohol & Drug Board $10,082,684 $10,384,164 3.0% Board of Elections $18,670,431 $13,333,263 -28.6% Bureau Of Inspection $524,076 $683,240 30.4% Board of Revision $702,442 $899,238 28.0% Data Processing System Develop $0 $230,851 Metrohealth System $45,000,000 $40,000,000 -11.1% Mental Health Board $27,676,825 $28,507,125 3.0% NOACA $161,438 $165,567 2.6% Ombudsman Program $209,026 $211,951 1.4% Ohio State University Extension $309,610 $313,466 1.2% Public Defender $7,522,725 $7,988,836 6.2% Soldiers & Sailors Monument $207,143 $156,574 -24.4% Veterans Service Commission $5,494,595 $7,710,169 40.3% Total Boards & Commissions $116,560,995 $110,584,444 -5.1%

Total Operating Expenditures $402,881,214 $401,668,098 -0.30% Subsidies to Other Funds $144,212,768 $165,290,591 14.62% Total Expenditures $547,093,982 $566,958,689 3.63%

10 Where the Money Goes..…(All Funds)

SOCIAL SERVICES ...... $665,829,898 (45.1%)

JUDICIAL...... $316,608,488 (21.4%)

GENERAL GOVERNMENT ...... $145,364,790 (9.9%)

HEALTH & SAFETY ...... $87,329,246 (5.9%)

PUBLIC WORKS...... $59,802,273 (4.1%)

DEBT SERVICE ...... $40,274,153 (2.7%)

DEVELOPMENT ...... $57,789,334 (3.9%)

MISCELLANEOUS...... $103,427,591 (7.0%)

TOTAL ...... $1,476,425,773 (100%)

11 Agency Summary...(All Funds)

06-07 2006 Actual 2007 Budget % Change

COMMISSIONER AGENCIES Brd of County Commissioners $2,174,921 $1,650,664 -24.1% BOCC Administrative Divisions $10,937,207 $9,162,269 -16.2% Statutory Expenditures $82,767 $95,286 15.1% Children and Family Services $168,003,340 $177,533,217 5.7% Capital Improv.G/F Subsidy $1,447,000 $1,364,750 -5.7% Central Services $68,245,684 $71,588,913 4.9% Debt Service $37,080,225 $39,943,428 7.7% Development $27,705,810 $27,269,909 -1.6% Early Childhood $18,441,454 $23,976,462 30.0% Family & Children First Council $1,015,764 $2,280,906 124.6% Executive Office of HHS $19,841,050 $22,391,176 12.9% Justice Affairs $19,567,615 $22,753,055 16.3% Justice Systems Management $0 $277,739 Miscellaneous Obligations $811,417 $913,410 12.6% Human Services Other Prgms $1,846,802 $616,403 -66.6% Senior Adult Services $26,009,903 $28,240,653 8.6% CSEA $27,809,713 $32,686,651 17.5% General Fund/Self Insurance Fund $335,615 $832,462 148.0% Sanitary Engineer $11,519,300 $12,449,769 8.1% Domestic Violence $282,327 $281,877 -0.2% Hospitalization-Self Insurance Fund $67,170,712 $89,908,209 33.9% Workers Compensation $15,080,945 $9,954,339 -34.0% Workforce Development $9,887,656 $11,078,263 12.0% Employment & Family Services $218,222,569 $224,674,817 3.0% Total Commissioners Agencies $753,519,796 $811,924,627 7.8%

ELECTED OFFICIALS County Auditor $26,202,147 $22,319,577 -14.8% Court of Appeals $2,067,559 $2,065,044 -0.1% County Engineer $36,126,607 $39,761,004 10.1% Clerk of Courts $16,929,507 $18,116,724 7.0% Court of Common Pleas $44,261,510 $46,513,435 5.1% County Coroner $7,934,139 $8,779,057 10.6% Domestic Relations Court $7,656,836 $7,950,133 3.8% Juvenile Court $52,584,648 $51,123,726 -2.8% Municipal Judicial Costs $3,198,390 $3,781,372 18.2% Probate Court $7,097,183 $7,216,901 1.7% County Prosecutor $24,487,441 $24,557,162 0.3% County Recorder $7,296,421 $7,258,376 -0.5% County Sheriff $78,152,005 $81,398,796 4.2% Board & Care Of Prisoners $7,687,786 $7,533,726 -2.0% County Treasurer $7,844,528 $8,118,634 3.5% Total Elected Officials $329,526,707 $336,493,667 2.1%

BOARDS & COMMISSIONS Cuyahoga Art and Culture District $0 $14,400,000 Alcohol & Drug Board $10,082,684 $10,384,164 3.0% Board of Elections $18,670,431 $13,333,263 -28.6% Bureau Of Inspection $524,076 $683,240 30.4% Board of Revision $702,442 $899,238 28.0% County Planning Commission $2,151,563 $1,767,160 -17.9% Data Processing System Develop $0 $230,851 Information Services Center $17,467,932 $16,020,946 -8.3% MetroHealth System $45,000,000 $40,000,000 -11.1% Mental Health Board $27,676,825 $28,507,125 3.0% Cuyahoga County MRDD $180,050,917 $181,147,415 0.6% NOACA $161,438 $165,567 2.6% Ombudsman Program $209,026 $211,951 1.4% Ohio State University Extension $309,610 $313,466 1.2% Public Defender $9,012,850 $9,312,120 3.3% Solid Waste Management District $1,784,811 $2,250,033 26.1% Soldiers & Sailors Monument $207,143 $156,574 -24.4% Soil & Water Conservation $400,826 $514,197 28.3% Veterans Service Commission $5,494,595 $7,710,169 40.3% Total Boards & Commissions $319,907,169 $328,007,479 2.5% Total All Funds Operating Expenditures $1,402,953,672 $1,476,425,773 5.2%

12 General Government

What we do: Manage the work of county government efficiently to insure quality services and protect the fiscal integrity of Cuyahoga County.

General Government captures the general operating cost of county government. Six elected officials, three appointed boards and two commissions are responsible for performing a variety of administrative, financial, record keeping and election management duties. General Government expenditures are budgeted at $145.4 million in 2007.

The Agencies General Government ($ in millions) Fiscal Administration M anagement $32.7 • County Commissioners 22.5% • County Administrator Administration $8.8 Records & • Board of Revision 6.1% Elections • Clerk of the Board $21.8 15 . 0 % • Office of Human Resources Fiscal Management • County Auditor Supportive Services • County Treasurer $82.1 • Office of Budget & 56.5% Management Records & Elections • Board of Elections Performance Indicators • County Recorder

2007 2006 Goal

Moody’s bond rating Aa1 Aa1 Standard & Poor’s bond rating AA+ AA+ Fitch Ratings bond rating AAA AAA Investment rate of return on County portfolio 4.12% 4.0% Minimum cash reserve balance vs. anticipated expenditures 29% 23% Collection rate on delinquent real property tax 41.5% 45% Real property tax collection rate 93.48% 94% # of registered voters (Active) 1,154,670 N/A % of electors voting (general election) 44.4% 40.0% % Auditor records available for immediate/instant access 100% 100% # of general public request answered at the Archives 3,899 3,396

13 General Government

2007 Highlights

• Implement a system to aid the valuation process of new construction and registering of sub plots of land from larger plots.

• Complete the successful implementation of a new real property tax system and disburse final tax settle- ment to municipalities, schools, libraries and other governmental units within 60 days of the close of each collection.

• Implement technological improvements to improve workflow and operations in the Clerk of the Board’s Office and Human Resources. This includes an automated agenda meeting management system and a web-based timesheet system.

• Complete records retention project to simplify and expedite public records requests.

• Upgrade county mainframe to an enterprise server and implement Blade Server technology which allows for the migration of current and future applications resulting in cost efficiencies.

• Continue to provide accurate and timely processing of accounting transactions with an upgrade to the County’s accounting system.

• Continue to provide tax discounts through the EasyPay program, which allows monthly property tax pre- payments 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 first half tax bill.

• Support efforts to transfer paper case files to an electronic imaging and filing system throughout various departments, most notably through the County Recorder’s efforts.

• Increase public access to services and information via enhancements to the County’s WEB site, www.cuyahogacounty.us

• Initiate an electronic purchasing card pilot program to allow for more economical purchases and encour- age opportunities for small and developing business in the county procurement process.

• Improve voter registration procedures and poll worker recruitment and training programs. Board of Elec- tions will reach out to local colleges and universities to develop an effective poll worker curriculum that will also entail a train the trainers program.

14 Judicial Services

What we do: Administer justice fairly to protect the safety of our families and rehabilitate adult and juvenile offenders.

A major function of county government is the operation of the justice system. These Judicial Services agencies prosecute offenders, collect evi- ($ in millions)

dence, enforce the collection of child and Adult Offender $102.0 spousal support, counsel victims of crime M anagement

and provide legal counsel to the indigent. Adjudication $90.2 The County also operates an adult correc- tional facility, a juvenile detention center and Support Enforcement $43.2 a youth residential facility, that provides counseling, psychiatric, medical and sub- Legal Services $42.1

stance abuse services to offenders. Juvenile Offender $39.1 M anagement Budgeted at $316.6 million in 2007, the judi- $- $25.0 $50.0 $75.0 $100.0 $125.0 cial function is second only to social services with 21.4% in the amount of County dollars allocated. The Agencies Performance Indicators Adjudication 2007 • Court of Appeals • Clerk of Courts 2006 Goal • Common Pleas Court • Domestic Relations Court Process time arraignment to plea – Jail Cases 64 days 64 days • Juvenile Court Process time arraignment to plea – Bond Cases 81 days 81 days • Probate Court Legal Services Process time arrest to arraignment – Jail Cases 67 days 67 days • County Prosecutor Process time arrest to arraignment – Bond Cases 69 days 69 days • County Coroner # of Foreclosure dispositions 16,351 18,000 • Law Library County Jail average daily population 2,067 1,800 • Public Defender • Witness /Victim program Inmates housed in outside facilities 283 200 Adult Offender Mgmt. # of juvenile cases beyond the Supreme Court • Common Pleas Court guidelines 11.6% 10% • County Sheriff • Justice Affairs (Criminal Justice Total Juvenile Court Detention admissions 3,071 3,090 Intervention Services) # of delinquency complaints filed 8,199 8,000 Juvenile Offender Mgmt. Delinquent youth diverted through Diversion • Justice Affairs programs 4,319 4,300 • Juvenile Court Support Enforcement Recidivism rate for youth at the Youth • Cuyahoga Support Development Ctr. 35% 18% Enforcement Agency # of families where children have witnessed • Domestic Relations Court violence and have been • County Prosecutor • Juvenile Court referred for immediate response 2,037 2,135 Paternities established 6,455 7,000 and have been referred for immediate response 1,975 2,000 Child Support Collections $240 M $242M

15 Judicial Services

2007 Highlights

• Develop and implement system-wide improvements in the criminal justice system as outlined in the Justice Systems Management Final Report dated December 2005 and as directed by the Criminal Justice Supervisory Committee. • Continue development of comprehensive strategies for adult and juvenile justice systems, which will result in improve- ments in communication and coordination of services between all levels of law enforcement, the Courts, probation/ parole, the Dept. of Rehabilitation and Corrections, and the human services systems in Cuyahoga County. • The Court of Common Pleas will continue to implement process improvements to have timely resolution of foreclosure cases, reductions of caseloads in the legal system and a reduction in the number of vacant and abandoned properties in the community. • Common Pleas Court will continue its efforts to adjudicate criminal cases efficiently by improving docket management, coordinating communications between bailiffs and prosecutors and staggering times of criminal procedures. The goal is to reduce the number of days a defendant stays in jail while awaiting trial thus reducing average daily jail popula- tion. • Continue video conferencing efforts to reduce transportation and jail housing cost for inmates in area prisons that oth- erwise would have been transferred back to the county jail pending arrangement. • Reduce jury costs through the intensive jury management program that releases jurors as early as possible while still maintaining a sufficient jury pool available for civil and criminal trials. • Reduce Common Pleas civil docket by increasing the utilization of alternative dispute resolution. This will involve de- termining which resolution method is suitable for a particular case and training panelist, arbitrators and mediators. • Juvenile Court will continue to develop and implement Model Court strategies that focus on the need for comprehen- sive and timely judicial response in child abuse and neglect cases and encourages courts to understand the child wel- fare system and what community services are available for at-risk children and their families. • Juvenile Court will continue to increase case disposition rates and decrease the percentage of cases exceeding the Supreme Court guidelines. • Juvenile Court will continue to provide alternatives to out-of-home placements of delinquent and unruly youth and lower the average daily population in private residential facilities. • The County Prosecutor will continue protecting children through the Internet Crimes Against Children Task Force. This unit serves as the base for all county undercover investigations, forensic investigations and the local training hub and clearinghouse for the National Center for Missing and Exploited Children for Ohio. • In partnership, the Prosecutor, Cuyahoga Support Enforcement Agency, Probation Department and Sheriff will appre- hend, enforce and collect child support in arrears in cases previously deemed unenforceable or uncollectible. • The Public Defender will enhance and develop trial advocacy and appellate representation skills of county public de- fenders by providing ongoing training to new and existing staff, including training in specialized areas such as: Mental Health Court, Drug Court and Death Penalty Defense. • Expand the Witness Victim’s Team Approach to Domestic Violence Program to all six Cleveland police districts. This program provides proactive outreach and advocacy services to domestic violence victims and victims of stalking re- lated crimes throughout the city. • The Clerk of Courts will fully utilize the Limited Deputy Registrar Program that makes it possible for individuals to have all auto title transactions and licenses plate activity preformed at one stop, thereby reducing the inconvenience of trav- eling between counties and government offices. • Streamline judicial processes by investing in case management computer systems and/or enhancements for the Prosecutor, Juvenile Court, Common Pleas Court and Clerk of Courts.

16 Social Services

What we do: Help our citizens become economically self sufficient, protect the health and safety of our children, frail elderly and vulnerable populations.

At $665.8 million, the social services function is by far the county's largest and represents 45% of its total op- erating budget. The County provides a range of services for the young and old alike:

• cash assistance, food stamps, Medicaid and other medical payments for low income families; • employment and training programs; • the protection of adults, children and elderly who are victims of abuse or neglect; • diagnostic and treatment services for children who have a developmental delays or disabilities, or a condi- tion that interferes with normal development. • child care, adoption assistance, refugee assistance, homemaker services, family preservation and parenting services, and independent living services.

The federal and state governments pay for about 70% of the cost of these social service programs. The County taxpayers contribute 28% and the remaining 2% is from miscellaneous revenue sources.

Social Services ($ in millions) Protective The Agencies Services $149.4 Financial Assistance Financial 22.4% Assistance • Executive Office HHS $37.1 • Employment & Family 5.6% • Senior & Adult Services • Veterans Service Commis- sion Protective Services • Dept. of Children & Family Employment & Support Services Training Services • Dept. of Senior & Adult $215.8 $263.5 Services 32.4% 39.6% • Domestic Violence Support Services • Board of Mental Performance Indicators Retardation & Developmental Disabilities 2006 2007 Goal • Dept. of Children & Family # children enrolled in Medicaid/Healthy Start program 131,461 131,461 Services • Dept. of Senior & Adult % of OWF clients leaving the rolls due to client success 3.0% 3.0% Services OWF State participation rates (all family) 56.5% 55.0% • Cuyahoga Employment & # of seniors participating in the Options Program 1,056 1,600 Family Services • Family & Children First Coun- Adoption placements 370 400 cil Community employment enrollments through MR/DD 1,330 1,400 • Other Services Community rehabilitation agencies through MR/DD 12 12 • Ohio State University Coop- erative Extension Service # school age children served through MR/DD 238 180 • Ombudsman • Justice Affairs • Dept. of Early Childhood

17 Social Services

2007 Highlights

• Support the Integrated System of Care that is designed to provide family centered, neighborhood based care to multi-system children and youth with complex mental and behavioral health needs. • Prevent children at-risk from coming into County custody by providing families in crisis with front-end ser- vices such as: respite care, mental health services, emergency shelter, security deposits, rent, or utility payments. • Continue the Meds-For-Less initiative that provides an affordable prescription program to any citizen in the County. • Continue the Sobriety Treatment And Recovery Teams (START) program that teams social workers with family advocates, many of whom are ex-clients of child welfare and in recovery. The program provides intensive case management services to women with babies who test positive for drugs and/or alcohol at birth or prenatally. The teams work closely with local substance abuse treatment providers to facilitate recovery efforts. • Continue the Truancy Prevention through Mediation Program that tackles issues of poor school atten- dance by using a mediator to guide a discussion between the child’s parent or guardian and the child’s teacher, identifying barriers to the child coming to school everyday ready to learn. The program is coordi- nated in six school districts within Cuyahoga County including the Cleveland Municipal School District. • Address Educational Neglect issues involving elementary aged children in Cuyahoga County by serving as a liaison between Cleveland schools and Neighborhood Collaboratives, forging strong partnerships in a collective effort to empower families in making education a priority. • Implement Universal Pre-Kindergarten Program that is a comprehensive, 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. • Continue the Invest in Children Initiative which focuses on promoting effective parenting, providing chil- dren access to health care and assuring the availability of quality childcare. Programs include prenatal services, newborn home visits, early childhood mental health, health insurance enrollment, lead poison- ing prevention and early literacy. • Expand Help Me Grow program to 225 additional families who potentially will benefit from home visits and service coordination services for children zero to 3 years who are determined at risk and suspected to have or diagnosed with a developmental delay or disability. • Continue to promote a public awareness/education campaign on the importance of fathers relating to their children. • Expand the OPTIONS program, which is a home care program for the elderly not sick enough or poor enough to qualify for state or federal programs. • Ensure the availability of quality home and community-based services that meet the needs of frail and impaired seniors and disabled adults.

18 Development

What we do: Invest in a strong county wide economy.

Economic, community and housing development programs enhance our community's vitality. Development’s budget is set at $57.8 million for 2007. Economic development focuses on providing financial and technical assistance to businesses for start-up or expansion. Community development uses federal block grant funds to promote growth by rehabilitating communities, businesses and residential properties. The newly formed Arts and Cultural District promotes cultural enrichment and arts related tourism. The Soil and Water Conser- vation District advocates restoration of soil and waterways while reducing flooding problems and allowing for economic growth and development.

Development The Agencies ($ in millions)

Community Development Community • Dept. of Development $21.5 • Office of Homeless 37.2% Services • County Planning Commission • Soil & Water Conservation Economic District $36.3 • Solid Waste Management 62.8% District Economic Development • Dept. of Development • Arts and Cultural District Performance Indicators

2007 2006 Goal

# of new jobs created 2,097 500 $ leveraged through econ. devt. loans & Brownfield redevt. $60.1 M $100 M $ value of loans to businesses & revitalization projects $14.4 M $9.0 M # of brownfield sites assisted 68 65 # of existing housing units improved 773 800 # of affordable housing units added 409 400 $ value of grants & loans for housing projects $32.8 M $43.3 M # of residents served with fair housing, counseling and foreclosure prevention services 2,905 2,500

19 Development

2007 Highlights

• Begin implementation of three strategic initiatives outlined in the Blue Ribbon Economic Development Task Force’s “Transforming Our Regional Economy” report. CuyahogaNext Advisors will provide a forum for the region to align and coordinate economic activities that will aid in leveraging resources. North Coast Opportunities will enable the County to co-invest with other private sector entities in emerging technology- based opportunities. Cuyahoga Innovation Zones are designed to stimulate and leverage the economic development capacity of the region’s institutional and industrial strengths. • The Department of Development in coordination with the Treasurer will continue to fund qualified non- profit 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 predatory lending and educate homeowners of the danger of unwise borrowing. • Encourage small business development by continuing the New Product Development and Entrepreneur- ship Loan Program. • Support efforts that attract visitors to the area through the Destination Cleveland Program. Special events and organizations funded through this program include: the Fourth of July Waterfront Festival, the Burning River Fest and the Annual Grand Prix to name a few. • The Arts and Culture District will promote cultural enrichment and art related tourism through grants to community organizations and institutions. Funding is provided with the new 1.5 cent cigarette tax passed by voters in 2006 that is effective February 1, 2007. • Complete and implement components of the Cuyahoga County Greenspace Plan that includes watershed plans, natural feature inventories, trail planning and construction, and urban land conservancy. • Continue to facilitate the development of the Towpath Trail and Scenic Valley Rail road extensions, green river bulkheads and other transportation enhancements in the Cuyahoga River Valley. • Soil and Water Conservation district will strive to raise awareness of water quality issues and work to pre- vent pollution that threatens natural resources and community sustainability by assisting municipalities with the implementation of their mandated storm water management plans.

20 Health & Safety

What we do: Invest in our high quality public hospital and provide access to health cover- age, mental health services and drug and alcohol treatment.

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 abuse, and animal control, the Health & Safety function ($87.3 million) makes up 5.9% of the total operating budget. The MetroHealth Hospital System provides quality medical and long-term care for all citizens, regardless of their ability to pay. The Alcohol and Drug Addiction Services Board provides a network of prevention and treatment ser- vices to combat alcoholism and drug abuse among youth and adults. The Community Mental Health Board provides a network of counseling and mental health services.

Health & Safety ($ in millions)

Alcohol & Drug Abuse Animal Control $10.8 $1.6 The Agencies Emergency 12.4% 1.8% Assistance $6.4 Health Maintenance 7.3% • MetroHealth System Mental Health Health • Community Mental Health Board Maintenance Mental Health $40.0 Emergency Assistance $28.5 45.8% • Dept. of Justice Affairs 32.7% • Cuyahoga Emergency Communi- cations System Performance Indicators • Cuyahoga Regional Information System (CRIS) Alcohol & Drug Abuse 2007 • Alcohol & Drug Addiction Ser- 2006 Goal vices Board • Dept. of Justice Affairs # of 9-1-1 calls received by CECOMS 600,000 650,000 (Treatment Services) # receiving community mental health Animal Control services 9,373 8,442 • County Kennel # of individuals in substance abuse treatment 8,684 8,270 # of children enrolled in Medicaid 131,461 131,461 # of active recipients of Medicaid 238,778 238,000 Animals sheltered 3,217 3,118 Animals Adopted 1,456 1,640 Animal license registrations Charity Care provided by MetroHealth System $181 M $200 M

21 Health & Safety

2007 Highlights

• Continue support of the County hospital to aid in carrying out its mission of serving the entire community regardless of their ability to pay.

• MetroHealth will expand partnerships with talented physicians and other health care providers who advance patient care through exceptional service, superior programs of medical education, and the development of research programs that poten- tially will earn national prominence.

• MetroHealth will continue the development of a Skilled Nursing Facility and Senior Center at its South Campus.

• Develop a county-wide standard for mental health intake to included standardize diagnostic assessment which incorporates a comprehensive drug and alcohol use assessment and a vocational readiness assessment; and assignment to services based on a demonstrated level of need.

• Community Mental Heath Board and the Alcohol & Drug Addiction Service Board will work to further develop services to meet the needs of patients with a dual diagnosis.

• Community Mental Health Board will work in tandem with community leaders and the criminal justice system to meet the de- mands for mental health services to the homeless, and men and women returning to the community after incarceration.

• Continue the Prisoner Outreach Project for state prisoners with serious mental illnesses returning to the County to ensure that they are immediately connected to community outpatient mental health care, medical care and entitlements in an effort to re- duce the likelihood of recidivism and psychiatric hospitalization.

• Expand emergency preparedness through public information campaigns, disaster planning, training programs and inter- agency collaboration.

22 Public Works & Miscellaneous

What we do: Preserve our infrastructure to support commerce and protect our environ- We play a key role in preserving the infrastructure within our boundaries, including the maintenance and recon- Public Works & M iscellaneous ($ in millions) struction of 220 bridges and assisting municipalities with Public Works the improvement of 794 miles of county roadway and 22 $59.8 miles of roadway in the county's two townships. Our 36.6% Sanitary Engineer oversees the operations of a 500- mile sewer system that services 29 municipalities. We also operate a general aviation/reliever airport and two downtown parking garages. Miscellaneous The Public Works function budget of $59.8 million com- $103.4 prises 4.1% of the county's overall budget. These funds 63.4% are primarily used for the maintenance, improvement and expansion of the county's infrastructure. The County Engineer is responsible for maintaining roads and bridges, while the Sanitary Engineer maintains sewer lines, pump stations, and wastewater treatment plants. The Solid Waste District protects the community’s environment by encouraging recycling and proper waste disposal.

Miscellaneous expenditures consist of those mandated by Ohio Revised Code, expenditures voluntarily in- curred by the county for the betterment of the community, and other obligations. Also, reflected are the ex- penses associated with the employee hospitalization self-insurance program. Budgeted at $103.0 million, miscellaneous makes up 7% of the county’s overall budget.

Performance Indicators The Agencies 2007 2006 Goal • County Engineer

• Sanitary Engineer Traffic Counts at intersections 60 60 • Solid Waste Management Tons of solid waste materials collected 1,300 1,400 District # of individuals and entities assisted by recycling Outreach • County Airport services 63,000 65,000 • Huntington Park Garage # of solid waste facility inspections 755 755 • Soldiers & Sailors # of solid waste requests answered 330,000 350,000 Monument High pressure cleaning of sewers (linear feet) 1,289,587 1,350,000 2007 Highlights

• Build a Special Waste Convenience Center that will provide year-round recycling programs for house- hold hazardous waste, scrap tires, computers and mercury. • Institute a commercial business recycling program to achieve the Ohio Environmental Protection Agency’s goal to reduce commercial waste by 25%. • Perform annual inspections and preventive maintenance on the County’s 220 bridges in order to ex- pand the useful life of the structures and avoid costly repairs in the future. • Repair deteriorated areas on taxiway and aircraft parking ramps and conduct an Airport Noise Compati- bility Study. 23 Organizational Chart

The ultimate power of County Government lies with the voters of Cuyahoga County. It is the voters who elect the Board of County Commissioners, Auditor, Clerk of Courts, Coroner, Engineer, Prosecutor, Recorder, Sheriff, Treasurer, and the vast array of Judges for the different divisions of the County Court System. The three members of the Board of County Commissioners are entrusted by the voters to appoint officials that oversee the operations of the various agencies that comprise your County Government. Members of the Board of County Commissioners also serve on, or appoint members to, the boards of many agencies that do not fall under their direct control. Below is an organizational chart of Cuyahoga County Government.

Boards & Commissions

Alcohol & Drug Addiction Services Bd County Budget Commission County Records Commission MetroHealth System Board of Trustees Board of Elections County Mental Retardation Board County Solid Waste Planning Public Defenders Commission Board of Revision County Ombudsman’s Office Cuyahoga Arts and Culture District Soldiers & Sailors Monument Community Mental Health Board County Planning Commission Data Processing Board Veterans Service Commission

24 A Directory of County Boards and Officials

Board of County Commissioners

Timothy F. Hagan, President Peter Lawson Jones, Vice President Jimmy Dimora, Commissioner 1219 Ontario Street, 4th floor 1219 Ontario Street, 4th floor 1219 Ontario Street, 4th floor Cleveland, Ohio 44113 Cleveland, Ohio 44113 Cleveland, Ohio 44113 (216) 443-7181 (216) 443-7182 (216) 443-7180

Board of County Commissioners Appointed Officials

County Administrator Central Services Cuyahoga Support Enforcement Justice Affairs Dennis Madden Jay Ross, Director Cassondra McArthur, Director Steven Terry, Director 1219 Ontario Street, 4th floor 1642 Lakeside Avenue, 2nd floor 1640 Superior Avenue, 1st floor 310 W. Lakeside Cleveland, Ohio 44113 Cleveland, Ohio 44114 Cleveland, Ohio 44114 Courthouse Square, Ste 100 (216) 443-7215 (216) 443-6992 (216) 443-5217 Cleveland, Ohio 44113

(216) 443-5905 Deputy County Administrator Children & Family Services Development Office of Procurement & (Human Services) James McCafferty, Director Paul Oyaski, Director Diversity Rick Werner 3955 Euclid Avenue, 2nd floor 112 Hamilton Avenue, 4th floor Adrian Maldonado, Director 1219 Ontario Street, 4th floor Cleveland, Ohio 44115 Cleveland, Ohio 44114 112 Hamilton Avenue, Cleveland, Ohio 44113 (216) 432-3390 (216) 443-7535 Room 100 (216) 443-7032 Cleveland, OH 44114 Clerk of the Board Early Childhood/ Deputy County Administrator (216) 443-7487 Jeanne Schmotzer, Director Invest in Children (Infrastructure & Development) 1219 Ontario Street, 4th floor Michelle Katona, Coordinator Senior & Adult Services Lee A. Trotter Cleveland, Ohio 44113 310 Courthouse Square Susan Axlerod, Director 1219 Ontario Street, 4th floor (216) 443-7184 Rm. 565 1700 E. 12th Street Cleveland, Ohio 44113 Cleveland, OH 44113 Reserve Square, Lower Level (216) 443-7003 Cuyahoga Employment & (216) 348-3972 Cleveland, Ohio 44114 Family Services (216) 420-6755 Budget & Management Joseph Gauntner, Director Human Resources Sandy Turk, Director 1641 Payne Avenue, 5th floor Joseph Nanni, Director Workforce Development 1219 Ontario Street, 4th floor Cleveland, Ohio 44114 1219 Ontario Street, 4th floor Dennis Roberts, Director Cleveland, Ohio 44113 (216) 987-6640 Cleveland, Ohio 44113 1275 Ontario Street, 1st floor (216) 443-7247 (216) 698-2520 Cleveland, Ohio 44113 (216) 698-2820

Elected Officials

Auditor Court of Appeals Juvenile Court Recorder Frank Russo The Honorable Frank D. Celebrezze The Honorable Joseph F. Russo Patrick J. O'MaIIey 1219 Ontario Street, 3rd floor One Lakeside Avenue 2163 East 22nd Street, 1st floor 1219 Ontario Sreet, 2nd Floor Cleveland, Ohio 44113 2nd floor Cleveland, Ohio 44115 Cleveland, Ohio 44113 (216) 443-7010 Cleveland, Ohio 44113 (216) 443-8407 (216) 443-7300 (216) 443-6352 Clerk of Courts Probate Court Sheriff Gerald E. Fuerst Domestic Relations Court The Honorable John Donnelly Gerald T. McFaul Justice Center, 1st Floor The Honorable Timothy M. Flanagan One Lakeside Avenue, 2nd floor Corrections Center Cleveland, Ohio 44113 One Lakeside Avenue, 3rd floor Cleveland, Ohio 44113 1215 West Third Street (216) 443-7952 Cleveland, Ohio 44113 (216) 443-8999 2nd floor (216) 443-8812 Cleveland, Ohio 44113 Coroner Prosecutor (216) 443-6000 Dr. Elizabeth Balraj Engineer William D. Mason 11001 Cedar Avenue Robert C. Klaiber Justice Center 8th floor Treasurer Cleveland, Ohio 44106 2100 Superior Viaduct Cleveland, Ohio 44113 James Rokakis (216) 721-5610 Cleveland, Ohio 44113 (216) 443-7747 1219 Ontario Street (216) 348-3805 1st floor Cleveland, Ohio 44113 Court of Common Pleas (216) 443-7400 The Honorable Nancy R. McDonnell 1200 Ontario Street, 17th floor Cleveland, Ohio 44113 (216) 443-8756

25 Boards and Commissions

Alcohol & Drug Addiction Services Bd County Budget Commission Family & Children First Council Soil & Water Conservation Russ Kaye, Executive Director Steve Letsky, Director Rick Werner, Interim Exec Director District 614 Superior Avenue, Ste. 300 1219 Ontario Street, 1st Floor 112 Hamilton Avenue, #600 Jan Rybka, Director Cleveland, Ohio 44113 Cleveland, Ohio 44113 Cleveland, OH 44114 6100 West Canal Road (216) 348-4830 (216) 443-7321 (216) 698-2871 Valley View, OH 44125 (216) 524-6580 Board of Elections County Planning Commission MetroHealth System Board Paul Alsenas, Director John Sideras, President Soldiers & Sailors Monument Jane Platten, Interim Director 323 Lakeside Place #400 2500 MetroHealth Drive Neil Evans, President Bd. of Trus- 2925 Euclid Avenue Cleveland, Ohio 44109 tees Cleveland, Ohio 44115 Cleveland, Ohio 44113 (216) 443-3720 (216) 778-5700 3 Public Square (216) 443-6455 Cleveland, OH 44114-2221

County Records Commission Ombudsman (216) 274-2256 Board of Revision Dr. Judith G. Cetina, Manager Charissa Prunty Robert Chambers, Administrator 2905 Franklin Blvd. N.W. 2800 Euclid Avenue, Suite 615 Solid Waste Management 1219 Ontario Street, 2nd Floor Cleveland, Ohio 44113 Cleveland, OH 44115 District Cleveland, Ohio 44113 (216) 443-7250 (216) 696-2710 Patrick Holland, Director (216) 443-7199 323 Lakeside Place, #400 Cuyahoga Arts & Culture Public Defender Cleveland, OH 44113 Community Board of Mental Health District Robert Tobik, Public Defender (216) 443-3717 William Denihan, Director Cathy Boyle, Acting Exec. Dir. 310 W. Lakeside 1400 West 25th Street 1219 Ontario Street, Rm. 416 Courthouse Square, Ste 400 Veterans Service Commission Cleveland, Ohio 44113 Cleveland, OH 44113 Cleveland, OH 44113 Robert Schloendorn, Executive (216) 241-3400 (216) 698-3234 (216) 443-8388 Director 1849 Prospect Avenue County Board of Mental Retardation Data Processing Board 2nd Floor, #200 Terrance Ryan, CEO Dan Weaver, Director Cleveland, OH 44115 1275 Lakeside Avenue Information Services Center (216) 698-2600 Cleveland, Ohio 44114 1255 Euclid Avenue, 4th Floor (216) 736-2610 Cleveland, Ohio 44115 (216) 443-8011

Ohio Relay Service (TTY) 711

Please visit our County web page at http://www.cuyahogacounty.us

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