Edward Fitzgerald

COUNT GA Y O O F H O A H Y I U O Cuyahoga County Executive

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Y Edward FitzGerald

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Cuyahoga County Fiscal Officer Wade Steen, CPA

Cuyahoga County Executive Fiscal Office Office of Budget & Management Budget Transmittal Letter

Cuyahoga County continues to live within its means and invest in what matters to satisfy the needs of our community while contending with challenges including: uncertain economic conditions, substantial reductions in State assistance and increased demand for vital County services. The goal of the 2012 – 2013 operating budget plan is to maintain a solid financial foundation that is essential to all services and functions that the County provides, especially since- rev enues available for services will remain flat in 2012. The Budget Plan for the next biennium is balanced in its programmatic and financial components.

The next budget biennium will challenge us to explore new ways to maintain critical County services while implementing a more strategic approach to service delivery. The primary challenge facing Cuyahoga County, as well as the region remains enhancing and creating economic development opportunities that create jobs. Cuyahoga County will continue to re-evaluate its core mission and define its guiding principles and departmental boundaries by collectively evaluating and measuring program performance and outcomes.

The values that guided the development of the 2012-2013 budget are:

¾¾ Improve operational efficiency, remove redundant activities and reduce costs ¾¾ Encourage opportunity and strengthen our economy ¾¾ Be excellent stewards of county assets ¾¾ Improve coordination and promote innovation ¾¾ Citizens, especially seniors, unable to help themselves will receive help ¾¾ Citizens will have access to resources needed to be skilled and productive ¾¾ Our citizens will be healthy ¾¾ Our children will be well cared for and safe ¾¾ Our County will be a safe place to live and raise a family ¾¾ We will sustain our natural resources ¾¾ Enforcement of laws will be fair and timely

There were many changes to this budget development process including new requirements within the County Charter and the adoption of the County’s first biennial budget by County Council. This new era for the County has created opportunities to change the way budgets have been developed in the past. The Budget adopted by Council is a two year operating plan that will identify different and better ways of using our resources to maintain the mission and values of Cuyahoga County. Developing an operating plan that is fiscally sustainable over the long term is our top priority.

The objectives of the 2012-2013 operating budget plan include:

¾¾ Balancing estimated resources with programmatic expenditures ¾¾ Addressing structural imbalances in both the General Fund and HHS Levy Fund ¾¾ Contending with lower levels of state and federal revenue for the foreseeable future ¾¾ Incorporating impacts of organizational changes recommended by the Executive ¾¾ Allocating resources to fund priorities and strategic initiatives ¾¾ Creating a formal biennial budget development process for 2012 - 2013 ¾¾ Submission of a five year capital improvement plan that identifies priority investments

The County’s 2012-2013 General Fund budget is $701.5 million for the next biennium and includes the impact of reductions in expenditures and staffing levels that were implemented in 2011. When comparing this Budget to previous Budgets we compare our plan for 2012-2013 with the operating budget for 2010, the last year under the former Commissioner form of governance. The changes implemented in 2011 and the

1 Budget Transmittal Letter associated savings have been carried through into the 2012-2013 proposed biennial budget. The General Fund operating budget of $353.4 million for 2012 represents a 3.1% reduction in comparable ongoing operations since 2010. The operating budget for 2013 of $348.1 million continues to decrease ongoing operating expenditures of 0.5% from 2012.

The Health & Human Services Levy Fund budget of $440.5 million includes stable levels of support for the County’s critical Health and Human Service programs. The $225.7 million in local funding of human services in 2012 includes continues funding for public assistance programs and health & safety programs. The 2013 level of funding of $214.8 million maintains consistency in support despite the loss of State revenue to the Levy Fund. The decrease in expended Levy dollars is the result of using additional reserve in the public assistance funds to offset the required subsidy used to fund human service budgets.

County resources have been reduced over the past several years but the demand for core services has not.

Like other local governments Cuyahoga County’s revenue streams are sensitive to economic conditions. Dur- ing the most recent recessionary period the County’s General Fund revenue base decreased by over $46 million or 12.6% compared to the pre-recessionary level. Over the past year some revenue sources such as sales tax have grown modestly in comparison to the prior year levels. Even with this growth collections from sales tax have not recovered to the peak level in 2008 when inflation is taken into account. The depth of the economic down turn required the State of Ohio to reduce its support to local governments, including Cuyahoga County, to balance its budget. The revenue estimates used to prepare the County’s budget for 2012-2013 include the impacts of State revenue cuts that reduce prior levels of support to the General Fund and other county funds by over $71 million throughout the 2012-2013 budget period. The majority of the loss is focused in the General Fund ($33.5 million) and the Health & Human Services Levy Fund ($38.4 million) over the next two years and is assumed to remain in place as permanently lower levels of funding. As a result of the declining revenue trends and cuts in State assistance the County has become more reliant on a few major sources including sales tax and property tax. In 2008 sales tax and property tax collections accounted for about 54% of general fund revenue and by 2011 these two sources account for 60% of operating revenue. This decrease in revenue diversification can pose a weakness for long-term growth if the other sources do not increase in the future and round out the available revenue for funding operations.

The savings realized during 2011 as a result of reorganization, right-sizing, and operational changes have been carried into the 2012-2013 proposed operating budget.

A comparison can be made by assuming the 2010 actual level of General Fund expenditures (less one-time expenses) is used as a baseline for the previous structure of government. In 2010 ongoing General Fund expenditures were $296.7 million and now stand at $285.9 million in the 2012 budget. For agency budgets that are now under the direction of the County Executive the levels of ongoing operating expenditures have decreased by $8.2 million or 5.8% in 2012 as compared to that operational group in 2010. These savings are net of one-time expenditures and transfers to other funds and projects (Medical Mart). On an All Funds basis the decrease in ongoing operating expenses is 4.0 % or $50.7 million in 2012.

2 Budget Transmittal Letter

Staffing levels declined on a County-wide basis.

Staffing levels in agencies that are under the County Executive had declined 7.6% by the end of 2011. This reduction in staff results in net annual budgetary savings of approximately $22.4 million related to approximately 385 staffing cuts that have been achieved through layoffs, terminations, retirements and resignations. Most of the positions eliminated will not be filled and the savings attributable to these staffing reductions are carried through the 2012 and 2013 budgets. The proposed 2012 budget further reduces County Executive agency staffing levels by another 48 positions. The budgeted staffing level is maintained at this lower level in 2013. On a county-wide basis levels of staffing under the new form of government is approximately 3% lower than the base level in 2010. The operational review of the staffing levels included in agency budgets is ongoing and additional changes will be implemented in addition to the reductions already achieved based on this review process.

Use of other efficiencies to maintain balance include organizational restructuring and streamlining operations.

The change in governance structure approved by the voters of Cuyahoga County in 2009 and manifested with the election of the County’s first Executive in 2010 has provided the opportunity to make wide reaching changes to the way resources are allocated across County programs, offices and departments. The portion of the County budget and staff under direction of the County Executive is now over 60%. This realignment has enabled restructuring of major functions of the County that resulted in substantial savings and reduces staffing levels. Budgetary savings from organizational consolidations in fiscal management and public works that were initiated in 2011 are carried into the next biennium. The alignment of the County’s fiscal operation into a unified management structure alone will result in savings of approximately $5.5 million. Other reorganizations in Justice Services, Public Works and Human Resources will not only reduce costs but will increase productivity and improve the management of these functions of county government. The proposed spending plan also incorporates the cost savings related to supporting operations. The restructuring of employee health care plans will allow the County to provide sustainable health care to employees and reduce the County’s spending on health care in the next biennium by almost $5 million a year which will help offset the inflationary impacts related to this expense.

The County’s Budget plan will leverage the existing level of resource to make strategic investments in the community.

The Budget maintains allocations for new initiatives that were made in 2011 as part of the strategic investments implemented by the County Executive. The operating budget includes over $4.5 million in funding for new programs including the community policing initiative, Early Childhood programs, Regional Crime Lab and Emergency Management. These allocations are being provided with existing sources of funding in the proposed spending plan. Resources will be devoted to increasing the County’s investment in local economic development and job creation. An economic development fund will be established within the operating budget and will leverage General Fund dollars and County bonding capacity to establish a fund to support $100 million of economic development projects. Additional investments will be made to create productivity gains within County operations specifically in the areas of technology and equipment. There is available reserve within the General fund to make investments unifying communications and data management throughout the County.

3 Budget Transmittal Letter

Biennial Budget Process

The budget development process was modified to comply with the new biennial budget ordinance. The County has been developing multiyear operating budgets for some time, but the shift to a formal biennial budget adoption required some technical changes and reporting redesign work to accomplish the objectives set forth in the new policy.

Fund Cash Reserves

The General Fund 2012 available ending cash fund balance is estimated at $127.5 million, which is 36.1% of the estimated expenditure level is still above the stated budgetary policy of maintaining 25% cash balance of the anticipated annual expenditures. This policy is intended to ensure fiscal viability in the future while assuring essential services are sustained.

The Human Service Levy Fund ending cash balance is estimated at $38.7 million in 2012 which is 17.1% of the excepted expenditure level. Levy Fund revenue is expected to decrease starting in 2013 when both voted HHS levies will presumably be collecting on lower property values.

Looking to the future

Cuyahoga County has not only managed through a stalled economy and faced numerous changes in the past year it has put itself on a course for renewed prosperity. We are optimistic as we look to the future. We enjoy strong relationships with various community partners that are critical to effectively serving our residents, especially those most in need. We have a corporate sector actively engaged in efforts to better our region, grow our local economy and create jobs. We have a generous philanthropic sector, which includes the second largest community foundation in the United States. We have a well developed nonprofit sector that assists in serving those most in need. We have educational institutions that help develop our work force.

We are all working together to make Cuyahoga County a great place to live, work and do business. Our pledge is to continue our efforts to serve you in the most cost-effective and efficient manner possible. The Charter provides us a unique opportunity in Cuyahoga County government to correct the problems of the past and work toward a brighter future for all Cuyahogians. As you review the 2012-2013 Budget I hope you agree that our commitment to improve the quality of services, while ensuring those in need are served, is possible with the Budget adopted by Council on December 13, 2011.

Respectfully,

Wade Steen, CPA Cuyahoga County Fiscal Officer

4 Message from

COUNTY GA O O F H O County Council A H Y I U O

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CUYAHOGA COUNTY COUNCIL CUYAHOGA COUNTY COUNCIL Dear Citizens of Cuyahoga County, COUNCIL MEMBERS COUNCIL MEMBERS Dave Greenspan Dave Greenspan We are happy to present to you the County’s 2012‐2013 biennial budget, District 1 District 1 its first ever two‐year plan and the first budget proposed and passed Dale Miller Dale Miller under our new Charter form of County Government. District 2 District 2 Dan Brady Dan Brady After receiving a recommended budget from the Executive, the Council District 3 District 3 conducted a two month deliberative and purposeful process that CharlesCharles M. GermanaM. Germana included presentations, recommendations, and requests from the District 4 District 4 County’s elected officials, agencies and departments. The process MichaelMichael Gallagher Gallagher included public input at each meeting and specific hearing dates solely District 5 District 5 dedicated to public comment. JackJack H. Schron,H. Schron, Jr. Jr. District 6 District 6 During this process, we struggled with various economic challenges, YvonneYvonne M. ConwellM. Conwell including a decline in our local government revenue from the State of District 7 District 7 $40 million annually over the next two years. In addition, the number of PernelPernel Jones, Jones, Jr. Jr. home foreclosures continues to rise and property values are projected to District 8 District 8 decline by at least 5% on average throughout the County. And we had to C. EllenC. Ellen Connally Connally utilize reserves in the Health and Human Services Levy Fund to cover District 9 District 9 human services operations. JulianJulian Rogers Rogers District 10 District 10 Even with these ongoing and critical fiscal issues, we were able to set a SunnySunny M. SimonM. Simon reserve policy of a 25% annual expenses ratio to the General Fund and a DistrictDistrict 11 11 15% reserve for the Health & Human Services Levy Fund for the two‐year budget. Despite the challenges and our commitment to establishing reserves, we were able to accomplish the following:

 Increase funding for mental health services and early childhood health & education  Allocate funding for additional social workers for the Departments of Children and Family Services and Employment and Family Services  Provide funding for the $100 Million Economic Development Fund  Reduce annual overtime expenses in the Sheriff’s Office by $500,000 per year  Increase efforts to collect up to $57 million in unpaid court costs  Provide funding for a Re‐entry Entrepreneurship Program and a County‐wide Disparity Study  Provide resources for the creation of the Department of Consumer Affairs  Reserve funding for the Charter post‐secondary financial educational assistance program for County residents  Allot money5 to upgrade our Information Technology systems to save on ongoing operating costs

1219 Ontario Street, 4th Floor • Cleveland, Ohio 44113 • (216) 698-2010 • FAX (216) 698-2040 Ohio Relay Service 711 • Council Website: council.cuyahogacounty.us

All of these biennial budget items will help us better serve the citizens of Cuyahoga County, as we prepare for an exciting future in our region. The Medical Mart is well on its way, a new aquarium recently opened, and a casino will open shortly. Other great economic development projects that will benefit Northeast Ohio are also in the works.

In summary, the budget provides $1.25 billion per year for all of the County’s elected officials, agencies and departments. About $350 million is generated from the General Fund, funded mostly by sales and property taxes. The Health and Human Services levies contribute $225 million, while the remainder comes primarily from state and federal programs and user fees. The County's biennial budget continues to help those who are most in need; and it reflects the Executive and Council responsibly working together for all of the county’s citizens. As you review this budget, and consider the overall efforts of this new government, we hope that we met your expectations. Council and the Administration worked closely together to develop a budget that reflected both of our priorities and concerns. We are committed to Cuyahoga County’s success and to providing a better quality of life for all of us.

Sincerely,

C. Ellen Connally Sunny M. Simon Dale Miller President Vice‐President Chair of the Finance District 9 District 11 & Budgeting Committee District 2

Dave Greenspan Dan Brady Charles M. Germana District 1 District 3 District 4

Michael J. Gallagher Jack H. Schron, Jr. Yvonne M. Conwell District 5 District 6 District 7

Pernel Jones, Jr. Julian Rogers District 8 District 10

6 Cuyahoga County Charter

Charter Discussion

The Charter of Cuyahoga County (“Charter”) was overwhelmingly approved by Cuyahoga County voters in 2009. The Charter replaced the three-member Board of County Commissioners, which served both legislative and executive functions, with an Executive and an 11 member legislative Council. The Charter also consolidated several separately elected offices under the direction of the Executive and added functions to improve ethics, equality, and support economic development.

• The Ohio Constitution allows counties to adopt a charter form of government which allows home rule authority. By approving a charter government, Cuyahoga County now has home rule authority which provides broad power to do anything not prohibited by state law.

• The County Charter reflects the common concerns at the time of its adoption by emphasizing ethics, equity, checks and balances, and oversight. The Charter also responds to concerns about the County’s ability to compete economically by emphasizing economic well-being and prosperity through economic development and government streamlining and collaboration.

• The new government structure took effect under the direction of the County Executive and Council on January 1, 2011.

• The Charter replaced several CUYAHOGA COUNTY, OHIO Euclid County Council Districts elected positions with COUNTY COUNCIL DISTRICTS (Effective 2011) appointments including 11 1 Mayfield Bratenahl Richmond 2 Fiscal Officer (oversees duties 10 Hts Highland Hts 3 10 11 formerly performed by elected 8 E. Cleveland S. Gates 4 9 Euclid Mayfield Mills 7 Hts 5 Treasurer, Auditor, Recorder, Lyndhurst 5 Cleveland 7 Hts 6 Univ. and elected Clerk of Courts/ 6 Hts Cleveland 7 5 7 Lakewood 3 Pepper Hunting Bay Village Title Administration), Treasurer 4 Shaker Pike Valley 8 Rocky 15 8 16 Hts River Beachwood 12 14 Woodmere 9 (replaces elected Treasurer), 17 3 Highland Westlake Newburgh Hills 2 Chagrin 10 19 Hts 1 Moreland 10 Linndale 8 9 Orange Falls Twp Medical Examiner (replaces Fairview 2 8 Hills Park 2 13 Cuyyahoga N. Warr. Chagrin 11 Brooklyn 11 Hts Randall Hts Falls Vill 1 18 Coroner), Clerk of Courts 1 Brooklyn Bedford Hts Garfield N. Hts Hts Bentleyville Bedford Olmsted 4 Maple Communities (replaces elected Clerk of Brook 4 Hts Park Bedford Valley Solon Cleveland Wards Court), Director of Public Works Parma Seven 1 Parma View 6 Hts Hills 6 Olmsted (effective 2010) (replaces Engineer), and Sheriff Berea Middleburg Walton Twp Hills Oakwood Olmsted Hts Independence (replaces elected Sheriff). The Falls Glenwillow

Charter of Cuyahoga County: APPENDIX A INITIAL COUNCIL DISTRICTS Prosecuting Attorney and court 5 Broadview District 1: The cities of Bay Village, Fairview Park, North Olmsted, Rocky River, and Westlake, and Olmsted Township, all except Precinct D Hts District 2: The cities of Brook Park, Lakewood, and city of Cleveland Wards 18 and 19 District 3: The city of Cleveland, Wards 13, 14, 15, 16, and 17 District 4: The cities of Brooklyn, Parma, Parma Heights, Seven Hills, and the village of Linndale N. District 5: The cities of Berea, Middleburg Heights, North Royalton, Olmsted Falls, and Strongsville, and Olmsted Township Precinct D judges remain elected offices. Strongsville Royalton District 6: The cities of Brecksville, Broadview Heights, Highland Heights, Independence, Mayfield Heights, Pepper Pike, and Solon, Brecksville and villages of Bentleyville, Brooklyn Heights, Chagrin Falls, Cuyahoga Heights, Gates Mills, Glenwillow, Hunting Valley, Mayfield, Moreland Hills, Newburgh Heights, Oakwood, Valley View, and Walton Hills, and Chagrin Falls Township. District 7: The city of Cleveland Wards 3, 7, 8, 9, and 12. District 8: The city of Cleveland Wards 2, 5, and 6, and the cities of Garfield Heights and Maple Heights District 9: The cities of Bedford, Bedford Heights, Cleveland Wards 1 and 4, Shaker Heights, and Warrensville Heights, and the villages of Highland Hills, North Randall, Orange, and Woodmere • The Charter established several District 10: The cities of Cleveland Wards 10 and 11, East Cleveland and Cleveland Heights, and the village of Bratenahl District 11: The cities of Beachwood, Euclid, Lyndhurst, Richmond Heights, South Euclid, and University Heights All Cleveland wards are as established by Ordinance No. 370-09 and Ordinance No. 417-09 enacted by the Cleveland City Council on Mar 23 & Mar 30, 2009, respectively. new offices including the November 20,2009 Human Resource Commission, Department of Law, and Department of Internal Audit. The Office of Inspector General and Office of Regional Collaboration were established by Executive/Council to increase accountability and regionalization.

• Under charter government, the Council has legislative and taxing authority, the County Executive has administrative authority, and the two represent separate co-equal branches of county government.

7 Cuyahoga County Profile

Location Located on the shores of Lake Erie, Cuyahoga County is the most heavily populated county in Ohio, is 458.3 square miles and the 23rd largest county in the U.S. On February 8, 1808, the State of Ohio established the county and the first meeting of the Cuyahoga County Commissioners was held in June of 1810. Its residents took the county’s name for the Indian word “Cuyahoga “ or “crooked river”. It was originally part of the Connecticut 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 headed by a County Executive. The County consists of: • 38 cities • 19 villages • 2 townships • 36 school districts • 9 library systems Euclid • 1 port authority • 1 park district • 1 regional sewer district Bratenahl Richmond Highland Hts Hts Mayfield E. S. Cleveland Euclid Gates Mayfield Mills Lyndhurst Hts Cleveland Hts Univ. Hts Pepper Bay Village Lakewood Hunting Rocky Cleveland Shaker Pike Valley River Hts Beachwood Woodmere Westlake Newburgh Chagrin Hts Highland Falls Twp Fairview Linndale Hills Orange Moreland Park N. Hils Chagrin Brooklyn Cuyahoga Warrensville Hts Garfield Randall Hts Falls Brooklyn N. Olmsted Hts Maple Bedford Hts Bentleyville Brook Park Hts Hts Bedford Parma Seven Hts Parma Valley Solon Olmsted Hills Berea Middleburg View Twp Olmsted Hts Independence Walton Oakwood Falls Hills Glenwillow

Broadview North Hts Strongsville Royalton Brecksville

8 Cuyahoga County Profile

Cuyahoga County Population Population 2010 1,280,122 The County’s population has been steadily 2006 1,335,317 declining since its peak in 1979. Like other 2000 1,393,978 industrial regions, Cleveland-Cuyahoga Coun- 1990 1,412,140 ty’s population has declined due to urban 1980 1,498,400 sprawl to other counties in the region and

1970 1,721,300 the loss of manufacturing jobs. The 2010

1960 1,647,895 population derived from the U.S. Census is 1,280,122. 1950 1,389,532

1940 1,217,250

* Ohio Department of Development, Office of Strategic Research Cuyahoga County Population by Race

70.0% 63.6% 65.0% Personal Income 60.0% 55.0% According to Census reports, the 2010 median 50.0% income for Cuyahoga County families is $43,145 45.0% 40.0% 29.7% compared to State and national medians of 35.0% 30.0% $45,395 and $52,221 respectively. 25.0% 20.0% 15.0% 4.8% 2.6% 10.0% 2.1% 0.2% 5.0% 0.0% C A H A N auc fric ispa sian 2 or ativ asia an A nic (a) mor e A n (a) mer or L e Ra mer ican atino ces ican (a) (b) / Ala ska N ativ e (a) (a) Includes persons reporting only one race. (b) Hispanics may be of any race, so are also included in applicable race categories. 2007 ‐ 2011 Unemployment Rate (Not seasonally adjusted) 11.0 10.6 10.5 9.9 9.4 10.0 9.5 9.2 Unemployment Rate 9.0 8.5 9.0 8.1 8.6 As of December 2011, the County’s 8.5 7.9 unemployment rate of 8.6% is slightly 8.0 7.5 7.1 lower when compared to the State of 7.4 7.0 Ohio’s rate of 9.5% and the national 6.3 6.5 7.3 average of 9.1%. 6.0 5.7 5.5 5.0 5.0 4.5 Dec. 2007 Dec. 2008 Dec. 2009 Dec. 2010 Dec. 2011 Cuyahoga County Ohio National

9 Cuyahoga County Profile

Economy No. of Firm / Organization Industry / Sector The Greater Cleveland area is the largest Employees economic area in Ohio and home to fourteen Cleveland Clinic 34,000 Health care provider U.S. Office of Personnel Management 15,095 Federal government Fortune 1000 corporations which include University Hospitals/Cleveland 13,726 Health care provider Progressive Insurance Corporation, Eaton Giant Eagle, Inc. 10,311 Grocery store chain Corporation, Parker Hannifin Corporation, Progressive Corp 8,612 Insurance and Financial Company Sherwin-Williams Company, KeyCorp, Aleris City of Cleveland 8,232 Municipal government Summa Health System 8,000 Health care provider International and Travel Centers of America. Cuyahoga County 7,859 County government The top ten employers (public and private) State of Ohio 7,792 State government include: United States Postal Service 7,362 U.S. Postal Service Arts & Entertainment Playhouse Square Center is the largest performing arts center in the country outside of New York City. Its five magnifi- cently restored theaters include the State, Palace, Allen, Ohio and Hanna Theaters. These theaters are home to the Cleveland Opera, the Great Lakes Theater Festival and many Broadway performances.

The Rock and Roll Hall of Fame and Museum is the world’s largest of only two museums dedicated to rock and roll music and features 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 Cleveland Museum of Art is considered one of the country’s greatest art museums; the world’s most-revered symphonic ensembles, the Cleveland Orchestra whose home is Severance Hall, the Cleveland Children’s Museum, the Western Reserve Historical Society, the Crawford Auto and Aviation Museum, the Cleveland Museum of Natural History, the Cleveland Botanical Gardens and Cleveland Play House to name a few.

Sports and Recreation Cleveland has three major league sport franchises which include the NFL Cleveland Browns, the MLB Cleveland Indians and the NBA Cleveland Cavaliers.

The Cleveland Metroparks, established in 1917 contains the Cleveland Metroparks Zoo 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 all purpose trails for walking, running, biking and in-line skating are provided and 80 miles of bridal trails for horseback riders are throughout the 14 reservations.

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

10 County Organization

The ultimate power of County Government lies with the voters of Cuyahoga County. It is the voters who elect the County Executive, Council, Prosecutor, and the vast array of Judges for the different divisions of the County Court System. The County Executive is entrusted by the voters to appoint officials who oversee the operations of the various agencies that comprise your County Government. The County Executive and Council 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.

Citizens of Cuyahoga County

County Council Court of Appeals County Executive Common Pleas Court County Prosecutor

Executive Office Staff

Independent Internal Audit Chief of Staff Inspector General

Justice Economic Development Health & Human Services Operations

Deputy Chief Deputy Chief Deputy Chief Deputy Chief

Regional Collaboration Director of Human Chief Information Director of Law Director Services Officer Development Director Sheriff Public Works Director

Boards & Commission Medical Examiner ADAMHS Board County Solid Waste Planning Human Resources Board of Control Human Resources Commission Director Board of Elections Internal Audit Committee Board of Revision MetroHealth System Bd. of Trustees Community Based Correctional Facilities Bd. NE OH Regional Sewer District Bd. Clerk of Courts County Budget Commission Public Defender's Commission Fiscal Officer County Board of Developmental Disabilities Soldiers' & Sailors' Monument County Planning Commission Veterans Service Commission County Records Commission Workforce Investment Board

11 Our Mission

Cuyahoga County government improves public health and safety, advances our economic and environmental vitality and promotes self-sufficiency through the productive investment of public resources. Goals of the 2012-2013 Budget

The following strategic goals guided the funding priorities and decisions presented in this operating budget:

Strengthen our economy by encouraging opportunity and investing in economic development • Sustain or improve the economic vitality of the County. • Commit to implementing the countywide economic development plan. • Promote commercial revitalization through economic development loan activity. • Create and retain jobs in the community by leveraging development opportunities. • Provide open, diverse affordable housing opportunities. • Encourage opportunity for Small Business Enterprises. • Preserve our infrastructure to support commerce and protect our environment.

Citizens unable to help themselves will receive help • Support moderate and low income working families in moving toward self-sufficiency. • Coordinate a continuum of services for the homeless. • Provide temporary rental assistance to low income families. • Provide individuals with developmental disabilities with the opportunity to live full productive lives. • Enable persons with severe and persistent mental disorders to maintain community residence. • Improve access to substance abuse assessment and treatment. • Provide emergency and temporary financial assistance to qualified military service veterans.

Citizens will have access to resources needed to be skilled & productive • Promote workforce development and coordinate with economic development. • Create new job opportunities for County residents and veterans. • Invest in youth development and scholarship programs for County youth. • Provide homeownership support and devote resources to preventing home foreclosures.

We will sustain our natural resources • Protect natural resources while assisting in economic growth and development. • Achieve landfill diversion goals of residential and commercial waste. • Increase recycling awareness and recycling participation in the community.

Our citizens will be healthy • Provide outstanding, accessible and cost-effective health services to the under-served population in the community. • Preserve and enhance the value of existing clinical facilities. • Develop, maintain, and advance a coordinated network of comprehensive substance abuse services focusing on wellness, prevention and recovery. • Provide comprehensive mental health services to children and adults through service coordination. • Protect the health and safety of the frail elderly and vulnerable populations.

12 Our Mission

Our children will be well cared for and safe • Assure the well-being of young children in the community so they achieve their maximum potential. • Assure that children at risk of abuse or neglect are protected and nurtured within a family and receive the support of the community. • Provide opportunities for family stabilization and family reunification. • Provide comprehensive strategies which address the needs of at-risk youth. • Ensure families receive the financial support to which they are entitled through the collection of child support.

Our County will be a safe place to live and raise a family • Laws will be enforced in a fair, timely and cost-effective manner. • Provide community policing and coordinated public safety services. • Assist offenders in becoming productive members of society through effective prevention, residential and treatment services. • Minimize community impact of natural, man-made, and technological emergencies by improving and expanding emergency preparedness.

Improve operational efficiency of County government • Encourage regional collaboration and shared government services • Use resources in a manner that produces measurable outcomes • Provide open and transparent government • Recruit and maintain the most qualified and motivated workforce. • Procure quality goods and services competitively, equitably and ethically

We will be excellent stewards of County assets • Manage the work of county government efficiently to ensure quality services. • Protect the fiscal integrity of Cuyahoga County by efficiently using limited financial resources. • Mandate ethical standards and practices among Cuyahoga County employees • Assure fiscal capacity to meet the delivery of services to the community both short-term and long-term.

13 Fund Structure

The program budgets of Cuyahoga County are organized on the basis of funds. Fund accounting segregates revenue according to its intended purpose and is used to demonstrate compliance with legal and policy pro- visions. There are five major fund types that the County uses to budget resources:

• The county General Fund is used to account for all resources except those required to be accounted for in another fund. There is only one General Fund although some budget reports do combine the HHS Levy Fund activity with the General Fund.

• Special revenue funds are restricted for specific purposes. The county has multiple special revenue funds to account for tax levies, grants, and social service programs, among many other restricted functions.

• Debt service funds are used to account for the payment of principal and interest on county bonds and notes issued to undertake capital improvements and finance economic development.

• Enterprise funds track activities for which the county recovers some or all of the costs from parties -out side the government. Enterprise funds include County parking garages, County Airport and the Sanitary Sewer System.

• The County’s Internal Service funds allocate costs to other government funds. Funds are used to track building charges, information technology, vehicle fleet, printing and health care expenses.

Basis of Accounting and Budgeting County accounting is performed on the modified accrual basis for all funds except enterprise and internal service funds. Revenues are recognized in the period when measurable and available to meet obligations. For enterprise funds, actions are recorded on the accrual basis of accounting: revenues are recognized when earned and measurable, and expenses are recognized as incurred. Counties in the state of Ohio are required to prepare budgets on a cash basis: revenues are recognized when received and expenses are recognized when incurred.

A Balanced Budget The state of Ohio requires that all funds be balanced; that is, resources must equal or exceed expenditures. The County places a high priority on a General Fund budget that is structurally balanced; that is, on-going revenues meet or exceed ongoing expenditures.

Biennial Operating Budget All counties in Ohio operate on a calendar year, January 1 to December 31. Cuyahoga County has adopted a biennial (two year) operating budget process (O2011-0036). The current two year plan was approved for the period starting on January 1, 2012 and ending on December 31, 2013. An update of the second year (2013) of the current budget will be undertaken during the second half of 2012. Any changes would go into effect on January 1, 2013.

14 Where Dollars Come From...(All Fund)

Investment Earnings 1.2% Other Taxes Miscellaneous 2.7% 2.6%

Other Property Taxes Intergovernmental 27.1% 25.5%

Local Government Sales & Use Tax Fund 18.2% 1.7% Charges for Services Licenses & Permits 19.6% 0.2%

Fines & Forfeitures 1.2% 2012 2013 PROPERTY TAXES...... $340,327,342 $335,250,816 (27.1%)

SALES & USE TAX...... $223,563,929 $230,291,447 (18.2%)

LICENSES & PERMITS...... $1,902,926 $1,902,926 (0.2%)

FINES & FORFEITURES...... $14,096,087 $14,580,568 (1.2%)

CHARGES FOR SERVICES...... $245,593,496 242,387,820 (19.6%)

LOCAL GOVERNMENT FUND...... $23,484,640 18,717,980 (1.7%)

OTHER INTERGOVERNMENTAL....$323,856,713 312,332,248 (25.5%)

OTHER TAXES...... $34,079,966 34,370,718 (2.7%)

INVESTMENT EARNINGS...... $14,170,714 14,620,714 (1.2%)

MISCELLANEOUS...... $32,056,819 32,445,797 (2.6%)

TOTAL...... $1,253,132,632 $1,236,901,034 (100%)

15 County Revenue Sources

County revenues totaling $1.3 billion are obtained from seven major sources and provide the dollars necessary to fund public services. Presented are the dollars the county expects to collect from each of these sources in 2012. A significant amount of county revenue (27.7%) comes from federal and state sources. Another 27.1 of revenue is generated by property taxes.

Property Taxes What is a Mill?

($340.3 M in 2012 & $335.3 M in 2013) • One mill is the equivalent of $1 of tax for each $1,000 of the assessed value of a resident’s home. School districts, municipalities, and counties have the ability to • The assessed value is 35% of the estimated market levy each property owner up to a combined 10 mills of property value of the property. If a property has a market value of tax without the approval of its citizens, commonly referred to as $100,000, the assessed value is $35,000 ($100,000 x 35%). unvoted property tax. In 2012, of the total 10 mills levied, the • One mill generates $35.00 of tax receipts ($35,000 x county will receive 1.45 mills of property tax, totaling $54.4 mil- .001). However, the homeowner only pays 87.5% or lion, to support daily operations and satisfy unvoted debt ser- $30.63, and the State pays the remaining $4.37. vice requirements. The county is expected to generate a total • Homeowners who are either; at least 65 years of age, of $340.3 million in property tax revenue in 2012. A majority of permanently and totally disabled, or at least 59 years of property taxes raised by the County ($291.7 million) has been age and a surviving spouse of a deceased taxpayer who levied with the approval of county voters, and is used for health previously received the exemption, qualify for 25% credit and human services, mental retardation programs, and voted on the value of their homestead exemption up to $25,000 debt service. in true value. In other words, an eligible homestead worth $100,000 will essentially be taxed as if it is worth $75,000. The State reimburses local governments the Property Tax Revenue taxes associated with the reduction factor. ($ 340.3M) General Operations Debt Service Property $15.5 $27.7 Assessment 4.6% 8.1% $13.9 4.1%

Mental Retardation 4.8 HHS Levy $94.1 $119.5 27.7% 35.1%

2.9 HHS Levy $69.6 20.5%

Voted Levies A large portion of voted property taxes ($221.5 million in 2012) is derived from the 2.9 and the 4.8 mill Health and Human Service levies. The majority of these funds support protective and placement services to children, workforce development and self-sufficiency programming for individuals, and the health care, including behavioral health services. The balance supports health and training programs for families and the elderly. The 2.9 mill levy was last approved in 2010. In March 2012, voters approved a 4.8 mill four year replacement of the 4.8 mill levy.

The Board of Developmental Disabilities supports its operations with a continuous 3.9 mill levy that was approved by the voters in 2005. This levy will generate $94.1 million in 2012, and will be supplemented by Federal and State funding. Funds collected from this levy support early childhood programs for infants and preschoolers, two schools for the developmentally and physically disabled, eight adult activity 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.

16 County Revenue Sources

Sales Tax ($223.6 M in 2012 and $230.3 M in 2013) Sales tax generates $223.6 million (18.2% of the county’s total revenue). Cuyahoga County residents pay a sales tax of 7.75%. Of this, the State of Ohio receives 5.5%, the Regional Transit Authority 1%, and the county 1.25%. In 2007, the Board of County Commissioners approved a 20 year 0.25% increase in sales tax that will be used to support a new exhibition hall to be built in con- junction with a Medical Mart. This additional tax will generate an additional $44.7 million in 2012 and $46.1 million in 2013. The remainder supports the County’s general operations. Other Taxes Sales & Other Taxes Revenue ($ 257.6M) Sales & Use ($34.1 M in 2012 & $34.4 M in 2013) Tax $223.6 Motor Vehicle 86.8% Tax The county levies a $15 motor vehicle license tax of which $2.50 $27.1 10.5% is paid directly to the municipalities. The State also levies a motor vehicle license tax, and collects gasoline taxes. A portion of these taxes is then paid back to the county. Of the $27.1 million anticipated in motor vehicle taxes, the county’s vehicle tax will Other $6.9 generate $13.4 million, and the State’s vehicle and gasoline tax 6.9% $14.9 million. These taxes pay for local street and bridge maintenance and repair projects or are used as matching funds for Federally administered road improvements. Intergovernmental Charges for Services ($347.3 M in 2012 & $331.2 M in 2013) ($245.6 M in 2012 & $242.4 M in 2013) The largest source of funding to the county comes in the form of intergovernmental transfers from the state and Federal govern- County agencies collect fees for some of the services they pro- ment. The amount the county receives each year is governed by vide, (e.g. the Fiscal Officer’s property transfer and title registra- state and Federal budgets over which the county has minimal tion fees Child Support Enforcement fees and parking garage influence. fees).

State and Federal government funds come in many forms: cat- The County also charges its departments for in-house services egorical grants, block grants, allocations and reimbursements. it provides, such as data processing and building security. To With the exception of the dollars the county receives from the recover the operating costs of county-owned facilities, assess- state’s Local Government Fund, the Homestead Exemption, and ments and user fees are collected by the airport, Public Works 10% Rollback programs, these funds can only be spent on spe- Sanitary Engineer, parking services, and the Information Servic- cific programs or projects. es Center. The revenues charged to agencies to fund the health insurance program is also recorded here. Local Government Funds are State General Revenue Fund dollars, generated largely from income and sales taxes and Federal grants and reimbursements, which the State sets aside and re- Other Revenue Sources turns to local governments for their operations. ($62.2 M in 2012 & $63.6 M in 2013) Intergovernmental Revenues ($ 347.3 M) Licenses and Permits: e.g. cigarette, marriage, dog, and vendor Public Assistance $111.1 licenses.

Developmental Disabilites $32.3 Fines and Forfeitures: e.g. fees collected by the Juvenile Court, General Fund $10.0 Common Pleas Court, Clerk of Courts, municipal courts, and Children Services Fund $26.0 the Motor Vehicle Gas and License Fund.

Child Support Enforcement $24.5 Investment Earnings: from County investments. $83.7 HHS Levies $22.8 Other Miscellaneous revenue: e.g. rent from county-owned build-

Workforce Development $36.9 ings, proceeds from property sales, unclaimed monies, aged warrants, and other sources. $0 $20 $40 $60 $80 $100 $120 17 Where the Money Goes...(General Fund)

Miscellaneous Public Works Debt Service 4.2% 0.4% 10.7% Health & Safety General Fund 0.6% 14.8%

Social Services 2.1% Development 1.4%

Justice & Public Safety 65.7% 2012 2013 JUSTICE & PUBLIC SAFETY...... $230,954,287 230,022,964 (65.7%)

SOCIAL SERVICES...... $7,499,224 $7,505,948 (2.1%)

HEALTH & SAFETY...... $2,071,844 $2,030,532 (0.6%)

GENERAL GOVERNMENT...... $54,440,123 $49,539,657 (14.8%)

MISCELLANEOUS...... $14,428,305 $15,153,693 (4.2%)

DEBT SERVICE...... $37,555,019 $37,308,507 (10.7%)

DEVELOPMENT...... $5,070,935 $5,076,951 (1.4%)

PUBLIC WORKS...... $1,421,079 $1,423,876 (0.4%) TOTAL...... $353,440,816 $348,062,128 (100%)

18 Agency Summary (General Fund)

11‐12 12‐13 2011 Actual 2012 Budget 2013 Budget % Change % Change

ELECTED OFFICIALS County Council 1,295,046 1,955,046 51.0% 1,963,917 0.5% County Prosecutor 23,770,039 25,156,117 5.8% 25,473,389 1.3% Court of Common Pleas 39,352,309 41,381,056 5.2% 41,823,488 1.1% Domestic Relations Court 6,636,374 6,751,102 1.7% 6,432,968 ‐4.7% Juvenile Court 30,597,708 33,345,464 9.0% 32,547,315 ‐2.4% Probate Court 5,647,018 5,730,471 1.5% 5,471,022 ‐4.5% 8th District Court of Appeals 1,970,508 2,011,991 2.1% 1,999,223 ‐0.6% Municipal Judicial Costs 3,058,523 2,986,544 ‐2.4% 2,988,201 0.1% Total Elected Officials $112,327,525 $119,317,791 6.2% $118,699,523 ‐0.5%

BOARDS & COMMISSIONS Inspector General 298,698 1,059,924 254.8% 1,009,924 ‐4.7% Department of Internal Audit 3,104 637,332 20432.6% 646,932 1.5% Bureau of Inspection 381,039 ‐ ‐100.0% ‐ 0.0% Human Resources Commission 56,697 462,949 716.5% 465,709 0.6% Board of Elections 13,023,854 22,589,257 73.4% 18,536,319 ‐17.9% Charter Review Commission 50,000 ‐ ‐100.0% ‐ 0.0% Board of Revision (9,861) ‐ ‐100.0% ‐ 0.0% County Law Library Resources Board ‐ ‐ 0.0% ‐ 0.0% NOACA 174,259 174,259 0.0% 174,259 0.0% Public Defender 7,727,273 7,658,068 ‐0.9% 7,589,189 ‐0.9% Soldiers' & Sailors' Monument 218,634 195,977 ‐10.4% 196,365 0.2% Veterans Service Commission 6,262,596 7,499,224 19.7% 7,505,948 0.1% Total Boards & Commissions $28,186,293 $40,276,990 42.9% $36,124,645 ‐10.3% Total Operating Expenditures $301,188,575 $309,421,748 2.73% $304,463,544 ‐1.6% Other Financing Uses 26,196,416 44,019,068 68.03% 43,598,584 ‐1.0% Total Expenditures $327,384,991 $353,440,816 7.96% $348,062,128 ‐1.5%

19 Where the Money Goes...(All Funds)

Debt Service Miscellaneous General 6.3% 8.4% Government 12.1% Public Works 3.8%

Health & Safety Justice & Public 6.4% Safety 23.8%

Development Social Services 0.7% 38.5%

2012 2013 SOCIAL SERVICES...... $492,135,507 $478,854,642 (38.5%)

JUSTICE & PUBLIC SAFETY...... $301,787,068 $299,466,215 (23.8%)

GENERAL GOVERNMENT...... $154,965,647 $149,194,272 (12.1%)

MISCELLANEOUS...... $105,803,385 $106,467,344 (8.4%)

HEALTH & SAFETY...... $83,935,041 $78,117,889 (6.4%)

DEBT SERVICE...... $78,457,700 $80,742,597 (6.3%)

PUBLIC WORKS...... $50,351,140 $44,470,148 (3.8%)

DEVELOPMENT...... $8,746,723 $8,747,305 (0.7%) TOTAL...... $1,276,182,211 $1,246,060,412 (100%)

20 Agency Summary (All Funds)

11‐12 12‐13 2011 Actual 2012 Budget 2013 Budget % Change % Change

County Executive Agencies Office of the County Executive 1,691,374 1,763,327 4.3% 1,768,145 0.3% County Law Department 525,523 1,117,274 112.6% 1,128,166 1.0% Human Resources 3,762,342 4,563,805 21.3% 4,468,552 ‐2.1% County Administrative Divisions 676,693 ‐ ‐100.0% 0 0.0% Development 7,850,765 6,963,176 ‐11.3% 6,977,544 0.2% Regional Collaboration 140,003 229,595 64.0% 230,107 0.2% County Fiscal Office 40,709,031 44,689,810 9.8% 43,808,585 ‐2.0% Information Services Center 13,594,802 15,078,008 10.9% 15,732,546 4.3% Public Works ‐ Central Services 60,445,699 51,410,120 ‐14.9% 49,843,839 ‐3.0% Public Services ‐ Road & Bridge 27,547,984 29,398,162 6.7% 23,863,634 ‐18.8% Public Works ‐ Sanitary Engineer 27,774,969 14,410,308 ‐48.1% 14,383,016 ‐0.2% County Sheriff 89,070,637 92,024,976 3.3% 91,935,814 ‐0.1% Board & Care of Prisoners 470,322 994,920 111.5% 994,920 0.0% Public Safety & Justice Services 11,208,547 16,326,888 45.7% 10,966,087 ‐32.8% Justice Systems Management 188,845 30,000 ‐84.1% 30,000 0.0% Domestic Violence 243,480 244,118 0.3% 244,118 0.0% Clerk of Courts 12,427,841 11,783,134 ‐5.2% 11,927,181 1.2% County Medical Examiner 9,434,583 10,750,653 13.9% 10,329,144 ‐3.9% Office of Health & Human Services 9,756,109 10,426,705 6.9% 10,198,525 ‐2.2% HHS Children & Family Services 144,976,117 147,507,326 1.7% 147,697,939 0.1% HHS Senior & Adult Services 18,985,022 17,668,339 ‐6.9% 17,065,323 ‐3.4% HHS Employment & Family Services 72,186,772 77,587,925 7.5% 76,015,750 ‐2.0% Cuyahoga Support Enforcement Agency 30,527,535 32,438,711 6.3% 31,881,937 ‐1.7% Early Childhood/Invest in Children 15,077,974 16,349,627 8.4% 16,351,028 0.0% Family & Children First Council 3,879,281 4,332,436 11.7% 4,204,882 ‐2.9% Human Seervices Other Programs 1,824,729 ‐ ‐100.0% 0 0.0% Workforce Development 12,536,963 10,963,981 ‐12.5% 10,966,726 0.0% Employee Health & Wellness 94,466,409 83,767,627 ‐11.3% 83,692,048 ‐0.1% Workers' Compensation 9,147,610 9,913,395 8.4% 9,851,966 ‐0.6% Debt Service 66,149,248 78,132,996 18.1% 80,419,547 2.9% Medical Mart Operating Account 27,548,510 12,800,000 ‐53.5% 13,325,000 4.1% Capital Improvement GF Subsidy 613,306 200,000 ‐67.4% 250,000 25.0% General Fund/Self Insurance Fund 64,781 150,000 131.5% 300,000 100.0% Miscellaneous Obligations & Payments 977,348 1,011,256 3.5% 1,011,256 0.0% Statutory Expenditures 66,001 83,836 27.0% 83,836 0.0% Total Commissioners Agencies $816,547,155 $805,112,434 ‐1.4% 791,947,161 ‐1.6%

ELECTED OFFICIALS County Council 1,295,046 1,955,046 51.0% 1,963,917 0.5% County Prosecutor 27,091,743 28,735,183 6.1% 29,058,789 1.1% Court of Common Pleas 42,775,392 45,077,719 5.4% 45,528,421 1.0% Domestic Relations Court 6,636,374 6,751,202 1.7% 6,433,068 ‐4.7% Juvenile Court 49,708,682 53,783,745 8.2% 52,323,540 ‐2.7% Probate Court 7,094,052 6,375,126 ‐10.1% 6,251,720 ‐1.9% 8th District Court of Appeals 1,973,108 2,011,991 2.0% 1,999,223 ‐0.6% Municipal Judicial Costs 3,058,523 2,986,544 ‐2.4% 2,988,201 0.1% Total Elected Officials $139,632,920 $147,676,556 5.8% 146,546,879 ‐0.8%

BOARDS & COMMISSIONS Inspector General 298,698 1,059,924 254.8% 1,009,924 ‐4.7% Department of Internal Affairs 3,104 637,332 20432.6% 646,932 1.5% Bureau of Inspection 381,039 ‐ ‐100.0% 0 0.0% Human Resources Commission 56,697 462,949 716.5% 465,709 0.6% Alcohol, Drug Addiction, & Mental Health Sr 33,613,656 35,113,657 34,363,657 ‐2.1% MetroHealth System 36,080,000 36,080,000 0.0% 36,080,000 0.0% Board of Elections 13,023,854 22,589,257 73.4% 18,536,319 ‐17.9% Charter Review Commission 50,000 ‐ ‐100.0% 0 0.0% Board of Revision 3,565,579 3,667,972 2.9% 3,676,615 0.2% County Planning Commission 1,478,974 1,572,131 6.3% 1,566,064 ‐0.4% County Bd. Of Developmental Disabilities 195,613,502 200,651,208 2.6% 189,798,415 ‐5.4% County Law Library Resources Board 459,593 484,367 5.4% 485,029 0.1% NOACA 174,259 174,259 0.0% 174,259 0.0% Ohio State University Extension 247,000 247,000 0.0% 247,000 0.0% Public Defender 10,068,910 10,188,972 1.2% 10,092,591 ‐0.9% Soldiers' & Sailors' Monument 218,634 195,977 ‐10.4% 196,365 0.2% Solid Waste Management District 1,782,021 2,153,061 20.8% 2,104,107 ‐2.3% Soil & Water Conservation 622,782 615,931 ‐1.1% 617,438 0.2% Veterans Service Commission 6,262,596 7,499,224 19.7% 7,505,948 0.1% Total Boards & Commissions $304,000,898 $323,393,221 6.4% 307,566,372 ‐4.9% Total Operating Expenditures $1,260,180,973 $1,276,182,211 1.27% 1,246,060,412 ‐2.36%

21 General Government and Operations

What They Do: Manage the work of county government efficiently to ensure quality services and protect the fiscal integrity of Cuyahoga County.

General government captures the general operating cost of county government. An elected Executive, an 11-member Council, three appointed boards, and two commissions are responsible for performing a variety of administrative, financial, record-keeping and election management duties. New to the County in 2011 was the Office of the Inspector General, which investigates allegations of abuse, fraud, corruption, waste, misfeasance, and malfeasance. General Government expenditures are budgeted at $155 million in 2012.

Other operations include programs mandated by Ohio Revised Code, expenditures voluntarily incurred by the County for the betterment of the community, and other obligations. Much of the expense in this area is associated with the employee health insurance and benefits program and the workers’ compensation program. Budgeted at $105.8 million, these miscellaneous operations make up 14% of the County’s overall budget.

80,000 Number of dog license registrations.

1,031 Monthly number of calls to Information Technology (IT) help desk center for employees.

8 Number of core processes involved in the County’s procurement system.

24 Number of sub-processes in this system.

4 Number of mandatory trainings provided by the Department of Human Resources for supervisors each year.

885,563 Number of voters registered as of November 2011.

43% Percentage of registered voters who cast a vote for the November 2011 General Election.

22 General Government and Operations

Facilities Fiscal Elections Info Tech Security Human Resources Bd of Revision Benefits Council Executive Inspector Gen Internal Audit HR Com. Misc. $0 $10 $20 $30 $40 $50 Millions

What They Cost: General government expenses at $155.0 million are 12.1% of all countywide expenses. Almost ½ of the revenue (45%) for this area is generated through charges to user agencies for services such as space maintenance, data processing, and printer services. Thirty-five percent of funding is provided from the General Fund, largely for fiscal services and for conducting elections. The rest of the funding is from fees on property taxes through the Real Estate Assessment Fund and the Delinquent Real Estate Tax Assessment Fund.

Benefits Medical Mart Oper Other 1% and Misc. Workers Comp 12% $105.8 million 9% Self Insurance Capital Health Benefits Statutory 78% Soldier/Sailor

Almost 80% of the miscellaneous operating expenses are for health insurance benefits at $81.5 million. The other significant areas of spending areas are for Medical Mart project operations at $12.8 million and Workers’ Compensation claims and coverage at $9.9 million. Smaller amounts are spent on maintenance of the Soldiers’ and Sailors’ Monument, the County’s Self-Insurance fund, and capital improvement projects.

23 General Government and Operations

Thousands $155,000

$150,000 General Government $145,000 Historical Spending $140,000

$135,000

$130,000 2009 2010 2011 2012 2013 Actual Actual Actual Budget Budget

General government spending has fluctuated somewhat since 2008 because of the impact of the cyclical nature of elections expenses; the 2012 budget shows an increase of $9.5 million for that department. This fluctuation is somewhat balanced by a gradual decrease in facilities management and other countywide internal services. The outlier is a one-time outlay of $10.6 million in 2011 that caused a spike in expenses for that year; this expense was needed to reconcile the space maintenance account.

Thousands $250,000

Benefits and $200,000 Miscellaneous Historical $150,000 Expenses $100,000

$50,000

$0 2009 2010 2011 2012 2013 Budget Budget Budget Budget Budget

Expenses for the miscellaneous expense area spiked in 2010 and 2011, but are estimated to level off by 2013. The amounts were higher in 2010-2011 because those years reflect the one-time transfer of reserve dollars for the acquisition and construction of the medical exhibition hall.

24 Justice & Public Safety

What They Do: Ensure citizen safety through the enforcement of laws and the maintenance of correctional facilities for both adult and juvenile offenders and effectively administer justice through the County and State (Appeals) court systems.

125 The average number of juveniles in the detention center on any given day.

15,280 The number of criminal case dispositions in the Cuyahoga County Court of Common Pleas. This is more than any other court in the State.

24,166 The total number of complaints filed in Cuyahoga County Juvenile Court in 2011. Of those, 32% were delinquency filings, 25% were traffic, 18% were child support, 16% were custody and parent-child relationship (paternity) filings, 7% were related to allegations of child abuse, dependency, and/or neglect, and 2% were unruly cases.

2,094 The number of inmates in Cuyahoga County’s maximum security jail on any given day. In 2011, more than 2.4 million meals were served in the County jail.

4,120 The number of individuals that received advocacy services from the County as they navi- gated the legal systems.

Court of Appeals Municipal Courts Public Defender Law Sheriff Juvenile Court 1% 1% 3% 0% 36% 15% Probate Court 3%

Domestic Relations Court 3%

Public Safety Common Pleas 1% Court Prosecutor Medical Examiner Clerk of Courts 18% 11% 3% 5%

25 Justice & Public Safety

What They Cost: With operating budgets totaling more than $301 million in 2012, the agencies engaged in public safety, law enforcement, and the legal system represent approximately nearly 75% of Cuyahoga Coun- ty’s General Fund budget (excluding the Health and Human Services levies) and 24% of its All Funds budget.

Total All Funds Spending ‐ Justice and Public Safety

$340,000,000

$330,000,000

$320,000,000

$310,000,000

$300,000,000

$290,000,000

$280,000,000

$270,000,000 2006 2007 2008 2009 2010 2011 2012 2013 Actual Actual Actual Actual Actual Actual Budget Budget

Spending over time has decreased as a result of the closing of the Youth Development Center in addition to staffing reductions from the early retirement program. Expenditures increase from 2011 to 2012 by $14.2 million due to a number of factors, including the additional operating costs of the Juvenile Justice Center, the additional costs of the first full year of operation for the Law Department, an increase in personnel costs for Common Pleas and the Prosecutor’s office, and the County’s new Community Policing Initiative.

26 Social Services

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

What They Cost: At $492.1 million, the social services function is by far the County’s largest area, representing 38.6% of the county’s total operating 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, training, and job-referral services; • Prevention and protection of adults, children and elderly at risk of becoming abuse or neglect vic- tims; • Diagnostic and treatment services for children who have developmental delays or disabilities, or a condition, which 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.

2012 Social Services Annual Budget

Other HHS Agencies 10% HHS Children and HHS Senior and Family Services Adult Services 30% 4%

County Board of & HHS Employment Developmental Family Services Disabilities 16% 40%

27 Social Services

187,942 The number of households served by Employment and Family Services division. A total of 11,542 Ohio Works First participants, 18,108 children received daycare vouch- ers; 5,348 PRC issuances totaling $2.2 millions dollars and 272,425 people received Medicaid.

$2.2m The cumulative value of 5,348 Prevention, Retention, Contingency payments issued by Employment and Family to eligible clients for emergencies i.e. utilities, rent.

38,038 The number of referrals processed by Children and Family Services 696 – Kids hotline; reporting allegations of abuse and neglect of children.

6,377 The number of calls received by Senior and Adult Services 24 hour adult protective services (APS) hotline. As a result 2,339 clients were served.

1,248 The number of universal pre-kindergarten slots provided to preschool children ages 3 and 4 years old by the Office of Early Childhood.

1,645 The number of newborn home visits provided to children and 5,911 home visits to new mothers.

43,045 The number of people served with preventative and treatment services by the Alcohol, Drug Addiction and Mental Health Board. A total of 16,136 Children and 26,909 Adults received services.

Social Service Agencies 2012 Budget % of total Budget Human Resources $696,041 0.1% Domestic Violence $244,118 0.0% Office of Health and Human Services $8,388,282 1.7% HHS Children and Family Services $147,507,326 30.0% HHS Senior and Adult Services $17,668,339 3.6% HHS Employment & Family Services $77,587,925 15.8% Early Childhood Invest In Children $16,349,627 3.3% Family & Children First Council $4,332,436 0.9% Workforce Development $10,963,981 2.2% County Board of Developmental Disabilities $200,651,208 40.8% Ohio State University Extension $247,000 0.1% Veterans Service Commission $7,499,224 1.5% Total 2012 Social Services Annual Budget 492,135,507 100.0%

28 Social Services

Initiatives

• Identify our most vulnerable residents and define objective funding criteria to aid in the allocation of local, state and federal resources. Through this process, the Office of Health and Human Services and its community partners explore service options for mandated programs as wells as other needs of our citizens, strengthen performance, develop strategic plans for cross system and community providers, and coordinate state and federal advocacy efforts.

• Provide Ohio Works First - intensive case management to individuals hindered from finding employment due to long-term physical or mental disabilities. Case managers assist with referrals to vocational training, physical therapy, mental health and addiction services. The goal is to mitigate these barriers and increase the client’s employability.

• Promote the ongoing development of permanent supportive housing units for long-term homeless persons living in the public shelter system or on the street thereby meeting or exceeding the U.S. Depart- ment of Housing and Urban Development goal of 71.5%.

• Prevent children at-risk from coming into County custody by providing families in crisis with front-end services such as respite care, mental health services, emergency shelter, security deposits, rent, or utility payments.

• Strive to reunify families within 15 months after child is placed in protective custody, and for children, who cannot return to their home, make every effort to have them placed in an adoptive home within 30 months.

• Continue the early childhood initiatives that focus on promoting effective parenting, providing children 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, developmental disability assessment, and lead poisoning prevention.

• Maintain the Universal Pre-Kindergarten Program, 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. Approximately 1,000 children are enrolled.

• Ensure the availability of quality home and community-based services that meet the needs of frail and impaired seniors and disabled adults, 1,057 clients were served in 2011.

29 Development

What They Do: Create and retain jobs by investing in emerging market and other businesses, arming citizens with workforce skills, and providing land use planning and technical services to assist in business attraction and growth. The expense areas for this program include Development, Regional Collaboration, County Plan- ning Commission, Soil and Water Conservation District, Geographic Information System (GIS), and a membership payment to the Northeast Ohio Areawide Coordinating Agency (NOACA) metropolitan planning organization.

$17.5 Millions of dollars invested in economic development projects in 2011.

$20.0 Thousands of dollars per housing unit invested in affordable housing projects.

2,000 Target number of jobs created with the new Economic Development Fund administered by the Department of Development. Through this program $20.0 million will be invested and a total of $100.0 million will be leveraged. The debt-funded Economic Development Fund will pay for projects that provide for commercial property reutilization, workforce development, business growth and attraction, and innovation development.

147 Number of acres of land assessed and remediated under the brownfield redevelopment program.

1,450 Number of construction site comprehensive plan reviews conducted by the Soil and Wa- ter Conservation District. These reviews help to enforce pollution mitigation requirements that were an amendment to the Clean Water Act.

30 Development

Geographic NOACA Information Development Soil and Water membership System Conservation 2% $8.7 million 8% 7%

Planning Commission Development 18% Regional 62% Collaboration 3%

What They Cost: The total operating budget for development is $8.7 million and it makes up 0.7% of countywide operating expenses. This area is largely (77%) supported by the General Fund, yet development funding represents only 2% of all General Fund operating expenses. The figures for development do not include the new Economic Development Fund program, which was not approved until after the passage of the biennial appropriations resolution.

Thousands $25,000 $20,000

$15,000

$10,000 $5,000

$0 2009 2010 2011 2012 2013 Actual Actual Actual Budget Budget

Spending for development has greatly decreased since 2009 with the discontinuation of the Federal stimulus program.

31 Health & Safety

What They Do: Invest in our high quality public hospital and provide access to health coverage, 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 with $75.5 million makes up approximately 6% 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 services to combat alcoholism and drug abuse among youth and adults. The Community Mental Health Board provides a network of counseling and mental health services.

1,300 The number of animals sheltered.

35,727 The number of individuals served by the MetroHealth system

697,435 The number of wireless 911 calls handled by the CECOMS Division of the Dept. of Justice Services and Public Safety.

6,637 The number of individuals receiving substance abuse treatment services from the Alco- hol Drug Addiction and Mental Health Services Board.

37,754 The number of individuals receiving community mental health services from the Alcohol Drug Addiction and Mental Health Services Board.

$120.2M Value of charity care provided annually by the MetroHealth System

32 Health & Safety

All Funds Spending by Agency: Health and Safety

Public safety Emergency Dog Kennel Information Management CRIS 2% Technology 2% 3% CECOMS 1% 6%

Alcohol, Drug Addiction, and MetroHealth Mental Health 44% Services 42%

What They Cost: With operating budgets totaling more than $83.9 million in 2012, the agencies address health maintenance, long-term care health care, mental health treatment, substance abuse treatment and prevention.

Total All Funds Spending: Health and Safety

$95,000,000

$90,000,000

$85,000,000

$80,000,000

$75,000,000

$70,000,000 2006 2007 2008 2009 2010 2011 2012 2013 Actual Actual Actual Actual Actual Actual Budget Budget

33 Public Works

What They Do: Maintain the county’s roadways, sewer lines, various bridges, sanitary sewer lines, a general reliever airport, and four public parking garages and parking lots used by employees.

571 The number of road and bridge structures inspected throughout Cuyahoga County.

43,000 Average number of annual operations at the Cuyahoga County Airport over the past three years. The Airport primarily serves corporate aviation and recreational general aviation activity. There are currently 325 corporate aircraft based at the County Airport.

22 The number of miles of township roadways maintained by Public Works Road & Bridges.

7,000,000 Number of linear feet of sanitary and storm sewers that is maintained by the De- partment of Public Works.

1,340 Tons of solid waste material recycled per the Solid Waste Management District

26.8% Countywide residential recycling rate

34 Public Works

What They Cost: The operat- Parking ing budget for the public works Services Public Works departments totals $50.4 mil- County Airport 6% $50.4 million lion. This amount is 3.9% of all 3% operating expenses countywide. More than half of the public Solid Waste Road and works expenses are related to Mgt Bridge 59% road and bridge maintenance 4% and one-fourth of the total is Sewer Maint spent on sewer maintenance. 28% The airport account receives a subsidy of $730,292 and the

Engineer receives a subsidy of $690,787, but otherwise the funding comes from motor vehicle licenses fees, sewer district fees, parking fees, solid waste generation fees, and airport rental fees.

Thousands $3,000 $2,500 $2,000 $1,500 $1,000 $500 $0 2009 2010 2011 2012 2013 ACTUAL ACTUAL ACTUAL BUDGET BUDGET

Expenditures have fluctuated greatly since 2009 because of the inconsistent nature of the road and sewer maintenance projects. Removing these two programs from the analysis reveals a gradual decrease in airport and parking garage expenditures. Much of the decrease results from staffing efficiencies and savings the County’s early retirement program.

35 Capital Project Summary

The Capital Improvement Plan pulls together the planning for the long term maintenance of capital assets into one unified budget. The County’s major capital assets are expensive, have a significant useful life, and often require more than one year constructing. The County must allocate limited resources among many areas, and it is through this planning effort that all capital assets can be adequately maintained.

The Capital Improvements Plan for 2012-2016 totals $350.7 million over the next five years. As project plans and funding are finalized project work or investments are initiated. Unlike the operating budget the projects in the CIP are requested and budgetary authority is granted on an incremental basis.

2012-2016 Capital Improvement Plan Summary 2012 2013 2014 2015 2016 Total Project Group Estimate Estimate Estimate Estimate Estimate 2012-2016 CIP Building Improvements 2,866,000 5,904,000 8,165,000 8,150,000 275,000 25,360,000 Road and Bridge 77,978,037 38,858,363 58,065,642 44,305,840 26,864,107 246,071,989 Sanitary Engineer 4,812,000 4,243,000 6,415,000 3,860,000 1,330,000 20,660,000 County Airport 1,872,895 1,469,444 1,024,444 17,591,956 3,592,197 25,550,936 Information Technology 2,808,600 12,613,650 10,847,650 3,337,650 3,425,800 33,033,350

Total CIP Expenditures 90,337,532 63,088,457 84,517,736 77,245,446 35,487,104 350,676,275

Road & Bridge Projects: $246.1 million requested for planned investments in transportation infrastructure and construction, maintenance and repair of roads and bridges within the County under the direction of Department of Public Works - Engineer

County Airport: $25.5 million is planned for maintenance and improvements of the buildings, runways and equipment at the County Airport in Richmond Heights. The building projects are managed by the Depart- ment of Public Works – Central Services.

Sanitary Sewers: $20.7 million is planned for construction, maintenance and repair and relining of sewers, pump stations and wastewater treatment facilities in the County sewer districts that are operated by the Department of Public Works – Sanitary Engineer.

Building Improvements: $25.4 million is planned for construction, rehabilitation, maintenance and repair of County owned buildings and properties managed the Department of Public Works.

Information Technology: $33.0 million is identified for investments in County-wide data and network infrastructure, telecommunications equipment and information systems and applications.

36 Capital Project Summary

Total Funding Sources for Improvements 2012-2016 (thousands)

State State LTIP Issue I Local / Municipal 0.6% 4.6% 6.4% Debt Issue 12.0% User Fees 4.0% General Fund 1.8% Federal 50.0% Special Revenue 15.7%

Other 4.8%

Funding for the $350.7 million capital improvement program comes from a number of different sources. Local revenues include the General Fund; Special Levy and Special Revenue Funds with earmarked dollars; User Fees for projects benefit the users; local share from municipalities and debt financing that allocates costs over the project’s useful life. The majority of funding in the proposed 2012-2016 Capital Improvements plan is from Federal sources (50.0%) tied to funding for Road and Bridge improvements.

37 Western Reserve Plan

About the Western Reserve Plan

For nearly a century, Cuyahoga County has explored ways to consolidate and improve service delivery among our many different communities. Since 1917, civic reform groups have envisioned a County where consoli- dation could improve services, lower taxes and increase efficiency. Today, tight budgets are an additional incentive for collaboration while maintaining municipal authority and quality service delivery.

The Western Reserve Plan is the first step to make that vision a reality. We would appreciate your support and participation.

Plan Principles

The Western Reserve Plan will focus on these 12 key areas: 1. Implementing a practical strategy for creating a functioning, county-wide metropolitan government. 2. Establishing Greater Cleveland as a center of entrepreneurship and job growth. 3. Designing a place-based development strategy which recognizes the centrality of downtown Cleveland to the region as a whole. 4. Aligning and coordinating both public and private resources around our most pressing human service needs. 5. Identifying education, from early childhood forward, as the central factor in individual and community success. 6. Embracing a health and wellness culture which mirrors the excellence of our major medical institutions. 7. Incorporating economic inclusion as a guiding principle in our economic development strategy. 8. Branding our metropolitan area as an international city which harnesses the energy of our younger gen- erations. 9. Adopting a collaborative approach to the foreclosure crisis- from prevention to restoration. 10. Honoring the service of our veterans by giving them priority in hiring, training and education. 11. .Protecting our county by leading a county-wide public safety initiative. 12. Creating a culture within county government which implements nationally recognized good government practices and innovations.

38 A Directory of County Boards and Officials

Cuyahoga County Executive Chief of Staff Ed FitzGerald Matt Carroll 1219 Ontario Street, 4th Floor 1219 Ontario Street, 4th Floor Cleveland, OH 44113 Cleveland, OH 44113

Economic Development Health & Human Services Nathan Kelly, Deputy Chief of Staff Joseph Gauntner, Deputy Chief of Staff Children & Family Services Early Childhood/Invest in Children Workforce Development Development Patricia Rideout Rebekah Dorman David Reines, Director Larry Benders, Director 3955 Euclid Avenue, 2nd Flr. 310 W. Lakeside Ave., Ste. 565 1275 Ontario Street, 1st Floor 1219 Ontario Street, 4th Floor Cleveland, OH 44115 Cleveland, OH 44113 Cleveland, OH 44113 Cleveland, OH 44113 Cuyahoga Job & Family Services Senior & Adult Services Regional Collaboration Dr. Richard Jones Tracey Mason Edward Jerse, Director 1641 Payne Avenue, 5th Floor 1700 E. 12th Street 1219 Ontario Street, 4th Floor Cleveland, OH 44114 Reserve Square, Lower Level Cleveland, OH 44113 Cleveland, OH 44114

Justice Operations Norberto Colon, Sharon Cole, Deputy Chief of Staff Deputy Chief of Staff Office of Human Resources Fiscal Officer Budget & Management Clerk of Courts Elise Hara, Director Human Wade Steen, CPA Matthew Rubino, Director Gerald E. Fuerst Resources & Employment 1219 Ontario Street, 2nd Floor 1219 Ontario Street, 2nd Floor 1200 Ontario St., 1st Floor Counsel Cleveland, OH 44113 Cleveland, OH 44113 Cleveland, OH 44113-1664 1219 Ontario Street, 2nd Floor Cleveland, OH 44113 Procurement & Diversity Treasurer Justice Services Lenora Lockett, Director Richard Sensenbrenner, CPA 310 W. Lakeside Ave., Ste. 795-A Chief Information Officer 112 Hamilton Avenue, Rm 100 1219 Ontario Street, 1st Floor Cleveland, OH 44113 Jeff Mowry Cleveland, OH 44114 Cleveland, OH 44113 1219 Ontario Street, 4th Floor Law Director Cleveland, OH 44113 Majeed Makhlouf 1219 Ontario Street, 4th Floor Cleveland, OH 44113 Director of Public Works Inspector General Bonnie Teeuwen Nailah Byrd Medical Examiner Dr. Thomas Gilson 1219 Ontario Street, 3rd Floor Road & Bridge/Sanitary Sewer Facilities Management Cleveland, OH 44113 11001 Cedar Avenue 2100 Superior Viaduct 1642 Lakeside Avenue, 2nd Flr. Cleveland, OH 44106 Cleveland, OH 44113 Cleveland, OH 44113

Sheriff Robert Reid Corrections Center Elected Officials - Judicial 1215 W. Third Street, 2nd Flr. Cleveland, OH 44113 Court of Appeals Domestic Relations Court Probate Court The Honorable Mary Eileen Kilbane The Honorable Diane M. Palos The Honorable Anthony J. Russo One Lakeside Ave., 2nd Floor One Lakeside Avenue, 3rd Floor One Lakeside Avenue, 2nd Flr. Cleveland, OH 44113 Cleveland, OH 44113 Cleveland, OH 44113

Court of Common Pleas Juvenile Court County Prosecutor The Honorable Nancy A. Fuerst The Honorable Thomas F. William D. Mason 1200 Ontario Street, 17th Floor O’Malley 1200 Ontario Street, 8th Floor Cleveland, OH 44113 2163 E. 22nd Street, 1st Floor Cleveland, OH 44113 Cleveland, OH 44115

39 A Directory of County Boards and Officials

Cuyahoga County Council Members 1219 Ontario Street, Rm. 424 Cleveland OH 44113 (216) 698-2010 District 1 District 4 District 7 District 10 Dave Greenspan Chuck Germana Yvonne M. Conwell Julian Rogers

District 2 District 5 District 8 District 11 Dale Miller Michael J. Gallagher Pernell Jones, Jr. Sunny M. Simon, Vice-President

District 3 District 6 District 9 Clerk of Council Dan Brady Jack Schron C. Ellen Connally, President Jeanne Schmotzer

Boards & Commissions Alcohol Drug Addiction Mental Health County Budget Commission Public Defender Services Board Cheryl Arslanian, Interim Director Robert L. Tobik William M. Dennihan, Chief Exec. 1219 Ontario Street, 1st Floor 310 W. Lakeside Avenue, Ste. 400 1400 West 25th Street Cleveland, OH 44113 Cleveland, OH 44113 Cleveland, OH 44113 County Planning Commission Soil & Water Conservation District Board of Elections Paul Alsenas, Director Jan Rybka, Director Jane M. Platten, Director 323 Lakeside Ave., West, Ste. 400 6100 West Canal Road 2925 Euclid Avenue Cleveland, OH 44113 Valley View, OH 44125 Cleveland, OH 44115 County Records Commission Soldiers & Sailors Monument Board of Revision Dr. Judith G. Cetina, Ph.D., Manager Bd. of Trustees Martin Murphy, Director 2905 Franklin Blvd. N.W. 3 Public Square 1219 Ontario Street, 2nd Floor Cleveland, OH 44113 Cleveland, OH 44114-2221 Cleveland, OH 44113 Family & Children First Council Solid Waste Management District Board of Developmental Disabilities Robin R. Martin Diane Bickett, Director Terrence M. Ryan, Ph.D., CEO 112 Hamilton Avenue, Ste. 600 323 Lakeside Ave., West., Ste 400 1275 Lakeside Avenue, East Cleveland, OH 44114 Cleveland, OH 44113 Cleveland, OH 44114 MetroHealth System Board Veterans Service Commission Community Based Corrections Facility’s Mark Moran, CEO Robert Schloendorn, Exec. Director Governing Board 2500 MetroHealth Drive 1849 Prospect Ave., Ste. 200 Alfonso Sanchez, Chair Cleveland, OH 44109 Cleveland, OH 44115 310 West Lakeside Avenue Cleveland, OH 44113

Ohio Relay Service 711

Please visit our County web page at http://www.onecuyahoga.com