2023 Cleveland Mayor Justin Bibb Estimated Budget

City of Cleveland
Mission Statement
We are committed to improving the quality of life in the City of

Cleveland by strengthening our neighborhoods, delivering superior
services, embracing the diversity of our citizens, and making Cleveland
a desirable, safe city in which to live, work, raise a family, shop, study,
play, and grow old.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Cleveland
Ohio
For the Fiscal Year Beginning
January 01, 2022
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented the
Distinguished Budget to the City of Cleveland for its annual budget for the Fiscal Year beginning
January 1, 2022. In order to receive this award, a governmental entity must publish a budget document
that meets program criteria as a Policy Document, as an Operations Guide, as a Financial Plan and as a
Communications Device. The award is valid for a one year period only. The City of Cleveland has
satisfied the necessary criteria to receive the award in the following years: 2005 to 2008, 2012 through
2022. Prior to the year 2000, the City also received 15 other awards, for a total of 30 years. We believe
our document continues to conform to program requirements. As we continue to strive for continuous
improvement, we will submit once more to GFOA to determine the eligibility for another award.
Table of Contents
Document Organization Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

Mayor's Letter of Transmittal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Cleveland at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Fiscal Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Budgetary Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Citywide Initiatives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Organizational Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Factors Affecting the Financial Condition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Long-Term Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Capital Improvement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Fund Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Projected Fund Balance at Year End . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Consolidated Financial Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Official Certificate Of Estimated Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
General Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
Expense Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Staffing Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Revenue Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
General Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Office of Capital Projects. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Urban Analytics & Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Landmarks Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Board of Building Standards and Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Civil Service Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Community Relations Board. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Boxing and Wrestling Commission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Office of Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Office of Equal Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Prevention, Intervention and Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Cleveland Municipal Court - Judicial Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Cleveland Municipal Court - Clerk's Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Cleveland Municipal Court - Housing Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Office of Professional Standards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Police Review Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Community Police Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155
Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Department of Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
Division of Assessments and Licenses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184
Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189
February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Table of Contents
Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .192

Division of Financial Reporting and Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .195
Information Systems Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .200
Division of Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .206
General Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .209
Office of Budget and Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .209
Department of Public Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .213
Division of Public Health Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .213
Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .218
Division of Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .225
Division of Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .231
Health Equity and Social Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .236
Department of Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .241
Public Safety Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .241
Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .247
Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .256
Division of Emergency Medical Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .264
Division of Animal Care and Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .271
Division of Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .276
Police Inspector General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .279
Department of Justice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .282
Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .288
Division of Public Works Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .288
Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .293
Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .299
Division of Property Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .302
Division of Park Maintenance & Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .308
Division of Waste Collection and Disposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .314
Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .320
Department of Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .325
Community Development Director's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .325
Department of Building and Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .329
Building and Housing Director's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .329
Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .334
Division of Construction Permitting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .339
Department of Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .342
Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .346
County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .346
Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .347
Other Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .348
Special Revenue Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 350
Special Revenue Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .351
General Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .353
Restricted Income Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .353
Street Construction, Maintenance & Repair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .354
Non-Departmental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .361
Schools Recreation & Cultural . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .361
Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .362
Major Enterprise Funds. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 363
Major Enterprise Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .364
Department of Public Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .366
Utilities General Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .366
City of Cleveland 2023 Mayor’s Estimate February 1, 2023

Table of Contents
Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372

Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378
Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389
Cleveland Public Power. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396
Department of Port Control. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404
Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404
Small Enterprise Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .414
Small Enterprise Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 415
Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
Golf Course. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 420
Parking Lots General Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421
Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 425
Westside Market General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 430
Debt Service Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .433
Debt Service Fund Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 434
Sinking Fund Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435
Revenue Bond Debt Service. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437
Debt Service Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 439
Debt Service Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 440
Unvoted Tax Supported Obligations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 442
Internal Service Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .443
Internal Service Funds Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444
Internal Service Fund Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 446
Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448
Telephone Exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 452
Department of Public Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455
Office of Radio Communications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455
Department of Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 460
Motor Vehicle Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 460
Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467
Storeroom & Warehouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471
Department of Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
Health Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
Prescription Self Insurance Fund. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474
Agency Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .475
Agency Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 476
CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477
Appropriation Ordinance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .483
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .494
Alphabetic Listing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .500
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .501

Document Organization Summary
1
This document is designedDocument

to assist Organization
the reader in Summary
understanding the City’s budgetary
processes and resultant budgets. It is organized as follows:
Mayor Transmittal Letter: It is submitted by The Mayor to the City Council to

summarize the budget recommendations, compiled from detailed information obtained
from the various departments and prepared by the Director of Finance, for conducting
the affairs of the City for the following year.
The Introductory Section: A summary of the overall document structure, contents

and purpose, the City’s profile, background and demographics, and City Government
structure.
Budget Policies: A summary of the provisions regulating the City’s budget, tax levies,
budget preparation processes, and appropriations as set forth in the Ohio Revised Code
and the City Charter.
City Fund Structure: The City’s budget is organized by fund. Each fund consists of
major categories. The major funds are: The General Fund, Special Revenue Funds,
Enterprise Funds, and the Agency Fund. Funds from Federal and State grants are not
included in the City’s Budget as they have their own funds and operate on a fiscal year
determined by the grantor rather than the City’s fiscal year. This section also contains
historical summaries of all City annually appropriated revenue sources, historical
expenditures by Department, and historical summaries and projected balances for all
City funds.
Department Detail: Narratives defining each Department/Division within the City.

Also included for each Department / Division are detailed, 3 year historical budgetary
line item expenses and revenues, as well as detailed staffing levels.
Glossary: Included in the document is a Glossary provided to aid with terminology that
may be unique to the City.

Mayor's Letter of Transmittal
2
To Cleveland City Council and residents of Cleveland:
Over the last year, we have made significant progress and investments in our
residents, technology and infrastructure. In 2022, we built a foundation together
that will support big things to come in 2023 and beyond.
We have made fundamental, structural changes through policy and legislative

reform, including revising our tax abatement policy; fighting for a fresh start for
those with low-level marijuana convictions; and delivering on our commitment
to re-imagine policing through a new labor contract and increased pay, an
expanded co-responder model of policing in all five districts, and a new policy
allowing officers more flexibility on things such as dress code, facial hair and
tattoos. We are also making strides on our commitment to police reform,
standing up the new 13-member Community Police Commission (CPC) called for
by Issue 24, and filling critical vacancies on the Civilian Police Review Board
(CPRB) with qualified candidates that represent the diversity of the city that
they serve.
Every day, we work for a safer city, and we are making progress. Last year we
cracked down on illegal ATV and dirt bike riding in Cleveland and installed 14
speed tables in 10 locations as part of a pilot program to slow down speeding in
our neighborhoods. We have also conducted targeted warrant sweeps that
resulted in more than 100 arrests of violent offenders, confiscated more than 600
illegal guns, and advocated for resources to support a citywide violence
prevention strategy that is currently under development. The goal here is to get
resources into our neighborhoods and to stop violence before it starts and to
understand the root causes of the incidents that we see taking place far too
often.
In 2022, we brought back the midnight basketball program, now called Hoops
After Dark, presented in partnership with Cleveland's Neighborhood Resource
and Recreation Centers (NRRC) and the Cleveland Cavaliers. We've also added
additional youth and out-of-school-time programming in our NRRCs across the
city and we are growing our team in the Mayor's Office of Prevention,
Intervention, and Opportunity to drive this work.
In October, we launched a door-to-door property survey, which will provide an

assessment of all parcels in the city for the first time since 2015. The information

3
gathered will assess property condition, vacancies, and create a lead risk score for
each property. Surveyors are also rating infrastructure adjacent to each parcel,
including sidewalk and street condition. We expect to complete the survey this
spring.
We continue progress on our commitment to modernize City Hall and its operations
for the benefit of residents, and we have championed and passed significant
legislation-including Complete and Green Streets and Pay to Stay-that strengthen
our communities, make our streets safer for families, improve our urban
environment, and protect renters' rights. And we brought recycling back to
Cleveland, with nearly 60,000 households enrolled in the program and a
contamination rate of just 15 percent (as opposed to 60 percent when the program
was shuttered in 2020).
For the first time in 12 years-and despite much fiscal uncertainty coming out of the
COVID-19 pandemic-Moody's upgraded the City's issuer rating from A1 to Aa3. We
also created and funded a new fund for compensated absences in the amount of $90
million and grew our Rainy Day Reserve fund by $20 million. There is no better
illustration of my administration's commitment to fiscal prudence than this year's
Mayor's Estimate, which, despite a $62 million structural deficit in the adopted
2022 general fund operating budget, is structurally balanced for the first time since
2020. With these actions, the City is better positioned to withstand future economic
headwinds and invest in the future.
Just last month, we proposed approximately $41 million in proposed American

Rescue Plan Act (ARPA) investments focused on education, jobs, democracy
building, and the modernization of city services. We have also made significant
ARPA investments in housing, early childhood education, City Hall improvements,
public safety, and inclusive economic recovery. Later this year, we will announce a
third set of proposals recommended for approximately $160 million in remaining
ARPA dollars.
As we look ahead, we are focused on several critical initiatives, including violence

prevention and public safety, east side neighborhood development, transforming
our beautiful lakefront, and the search for the next CEO of the Cleveland
Metropolitan School District. We will continue improving our processes and
delivering on high-quality city services while implementing bold policies and
programs that improve our city and-most importantly-the lived experiences of our
residents.
As required by provisions of Section 38 of the Charter of the City of Cleveland, I
hereby transmit the estimate of receipts and expenditures for all departments and
divisions of the City for the year 2023, representing General Fund operating budget
of $710,751,206 and a total citywide budget of $1,948,839,873.
Respectfully,
Mayor Justin M. Bibb

Introduction
4
The City of Cleveland’s budget is Introduction

one of the most important documents that the City
prepares as it identifies the services to be provided and how they will be financed. The
City’s Budget document, therefore, is intended to serve as the following:
The Budget as a Policy Guide

The Mission of the City of Cleveland is: “We are committed to improving the quality of
life in the City of Cleveland by strengthening our neighborhoods, delivering superior
services, embracing the diversity of our citizens, and making Cleveland a desirable,
safe city in which to live, work, raise a family, shop, study, play and grow old.” As a
policy guide, the Budget serves to inform the citizens of Cleveland on policies, goals,
and objectives in place during the coming year to serve its mission.
Prudent fiscal management requires the use of budgets to efficiently allocate resources
and manage ongoing operations. The written budget document itself outlines the
financial needs of the City and itemizes the amount of money to be used by the various
divisions in order to make better choices and decisions concerning policies and
activities that can or can not be implemented. This also helps to establish
accountability for the effective operation of programs and activities to be delivered.
The Budget as a Financial Plan

The City’s financial forecasts use internal historical data, National and State economic
indicators, and expense and revenue projections to estimate the future financial state
of the City, including decisions for controlling expenses and increasing revenue.
The following data sources are used by the Office of Budget and Management for the
generation of the monthly Financial Outlook Reports in support of required internal
decision making processes:
•Workforce Trends – Includes comparisons of National, State, and local

unemployment rates and trends.
•WARN Notifications - Required layoff announcements for the Cleveland area
resulting from the Worker Adjustment & Retraining Notification Act (WARN)
which is a federal law that requires employers with 100 or more full-time workers
to provide advanced notification to workers when faced with a plant closing or mass
layoff.
•Housing Data – Provides average listing price for homes for sale in Cleveland,
foreclosure filings, and the status of building permits in the area.
•CPI – 12 month Consumer Price Index trends for the area.
Fiscal Policies for the City of Cleveland, dictated by state law, City ordinances, and
administrative policies, provide guidelines for planning and directing the City’s day-to-
day financial affairs. A summary of the specific policies upon which the budget was
developed are as follows:
•Balanced Budgets as required by law.

•Modified Accrual Accounting Methodology which records revenues when
available and expenditures when services are received and treats encumbrances as
expenditures at the time the funds are encumbered.

Introduction
5
•Internal Accounting Controls which assure the safeguarding of assets against loss
from unauthorized use.
•Yearly Audits of all financial records and actions of the City, its officials, and employees
in compliance with local, State, and Federal law.
•Aggressive Cash Management and Investment policies and programs to help
achieve the maximum financial return of invested funds.
The Budget as an Operations Guide

As an operations guide, the Budget indicates how departments and funds are organized
and informs the reader of all the activities, services and functions carried out by each
department. Each division summary section lists its mission statement, a brief division
description along with objectives and performance measures.
The Budget as a Communication Device

As a communication device, the yearly budget provides summary information to aid
constituents in interpreting the document. The Mayor’s Estimate and final budget book
focuses only on the annual operating budget for each division. Our goal is to make it an
effective communication tool that clearly explains significant budgetary issues, priorities,
goals and objectives, and financial strategies of the City. The yearly budget plan allows the
Mayor and his leadership team to establish a baseline of accountability.
To satisfy our goal, this budget document includes a Mayor’s Transmittal Letter which
summarizes all of the fiscal plans of the City for the upcoming fiscal year. Updated Charts and
graphs have been added to help consolidate, summarize, and better explain the information as
much as possible. There is also a detailed table of contents and a glossary of common terms to
make it easy to locate and understand its contents.
In this year’s process we have included, for the first time, output measures for the divisions
(where appropriate). This information facilitates an understanding of the work done during
prior years by City staff.

Introduction
6
The City of Cleveland has annual operating budgets and multi-year budgets. The annual
operating budget covers the calendar year and primarily relates to the normal daily operations
of the City. This budget outlines specific expenditures (salaries, supplies, etc.) and
programmatic totals. Under Ohio law, cities are required to maintain their accounts on a cash
basis. Therefore, expenditure amounts presented in this document include not only actual
expenditures, but also encumbrances and pre-encumbrances. Budgets that fall under this
annually appropriated category are:
 Airports  Public Auditorium
 Cemeteries  Restricted Income Tax
 Central Collection Agency  Sinking Fund
 General Fund  Stadium Fund
 Golf Course  Storeroom
 Motor Vehicle Maintenance  Street Construction &
Maintenance
 Printing & Reproduction
 Telephone Exchange
 West Side Market
 Utilities
The multi-year budgets that span several years primarily consists of capital expenditures
or grants. These budgets cover programs or projects which either require more than one year
to complete or which bridge two calendar years.
Examples are:
•Capital Projects
•Categorical Grants
•Community Development Block Grant (CDBG)
•Workforce Investment Act (WIA)

Cleveland at a Glance
7
HISTORY
In 1796, US General Moses Cleaveland led a survey of a 3.3-million-acre piece of land on the
shores of Lake Erie, what the Connecticut Land Company would call, “The Western
Reserve.” Named after Moses Cleaveland, the City of Cleveland was incorporated as a city in
1836. Aided by its proximity to rail and water routes and natural resources like iron and oil,
the City of Cleveland served as a central hub for industrial growth, commerce, and trade
through the 19th century. The City of Cleveland grew and benefited from this strong
economy throughout the early 20th century, becoming the sixth largest city in the United
States. Population in Cleveland peaked in the 1950s at nearly one million people but like
many other Rust Belt cities, Cleveland’s urban population declined in the wake of suburban
sprawl and development. However, the resiliency of a legacy city remained and reinvestment
across Cleveland at the turn of the century uniquely positioned the city to thrive in the era of
the Mid-Size City.
STRATEGIC LOCATION AND ASSETS

Cleveland’s geography combined with its historical infrastructure are some of the most
leverageable city assets in the United States. Cleveland benefits from 14 miles of coastline
along Lake Erie, one of the five Great Lakes that comprise the largest source of fresh water
in the world. Lake Erie also flows into the Cuyahoga River, where the two waterfronts
constitute both a thriving shipping port and fun places to enjoy the City’s most abundant
natural resource and newly created parks. In addition to water access, Cleveland owns two
major airports within city limits and hosts light, passenger, and freight railroads. These
transportation networks, along with interstate highway access, put nearly half of all US
households, businesses, and manufacturing plants within an eight-hour drive from
Cleveland. These assets make Cleveland a desirable place to live, work, and recreate.
Cleveland also is home to the county seat, Cuyahoga County. Cuyahoga County is the second
largest county in Ohio.
DIVERSITY
Cleveland’s communities are steeped in a rich tradition of cultural and ethnic identity. Jobs
and opportunity drew European immigrants from Europe to Cleveland in the early 1900s
and African Americans during the Great Migration after World War I. In 1967, Cleveland
elected Carl B. Stokes to Mayor, making Cleveland the first major US city to elect an African
American mayor.
More than 100 different ethnic groups speaking more than 60 languages call Cleveland
home. The City of Cleveland maintains several Sister City partnerships designed to enhance
cultural exchanges and coordinates with various community groups to improve and expand
access to city services with cultural competency. Cleveland was also recently ranked one of
the fastest places for immigrants to become US Citizens.
EDUCATION
The Cleveland Metropolitan School District (CMSD) is the third largest public school system
in Ohio and serves more than 36,000 students. CMSD is committed to preparing students for
success after high school, whether that be career or college. The Planning and Career
Exploration (PACE) Program coordinates with the community and employers to get students
ready for a career. The Say Yes Program provides scholarships and support services to
reduce barriers to attending college.
Cleveland is also home to two major universities and a large community college. Cleveland
State University is a public 4-year institution located downtown and is nationally recognized
for its work in supporting economically disadvantaged students. Case Western Reserve

8
University a private 4-year institution and is the largest research university in Ohio and
14th largest in the US. Cuyahoga Community College (Tri-C) was Ohio’s first community
college and serves more than 55,000 students in workforce preparation training and four-
year university transfers.
SPORTS
Cleveland is proudly represented by Major League and Minor League professional sports
teams. The Cleveland Browns football team joined the National Football League in 1950,left
the city in 1995, and in 1999 returned to the city. The Cleveland Cavaliers basketball team
joined the National Basketball Association in 1970 and brought a championship home in
2016. The Cleveland Guardians baseball team joined Major League Baseball in 1901 and
have won two World Series titles and numerous Division titles. The Cleveland Crunch indoor
soccer team joined as a member of the Major League Indoor Soccer in 1989. After a hiatus
from 2005 to 2020, the Crunch joined the Major Arena Soccer League 2 in 2021, appearing in
two championship games and winning one championship title. The Cleveland Monsters
hockey team joined the American Hockey League in 2007 and have won one Calder Cup
championship.
In 2022, Major League Soccer announced its intention to open an MLS Next franchise in
Cleveland. The team is expected to debut in 2025.
TOURISM
In addition to sports franchises, Cleveland boasts a variety of international, national, and
regional tourist attractions that are enjoyed by travelers and locals alike. Museums abound
in Cleveland, including the world-renowned Cleveland Museum of Art and Rock and Roll
Hall of Fame. The Museum of Natural History, Cleveland Museum of Contemporary Art, The
Great Lakes Science Center, and Aquarium also offer entertainment for those of all ages.
Theatre and arts enthusiasts will be impressed with Cleveland’s cultural offerings.
Cleveland’s theatre district, Playhouse Square, is the second largest theatre district outside
of New York City and hosts the largest outdoor chandelier in North America. The critically
acclaimed Cleveland Orchestra, appropriately considered one of the best orchestras in the
world, performs in beautiful Severance Hall.
Cleveland is also quickly growing a reputation for its food and beverage scene, becoming a
destination for those who indulge in craft beer.
ECONOMY
Manufacturing and industry still dominate much of Cleveland’s workforce and commerce,
however it looks differently than it did a century ago. Steel and metal manufacturing
remains a national contributor to production output, but chemical coatings have also
emerged as a core component of manufacturing. The largest flat-rolled steel producer in
North America, Cleveland-Cliffs, and one of the largest producers of paints and coatings in
the US, Fortune 500 company Sherwin Williams, both chose the heart of downtown
Cleveland as their headquarters. Combined, these industries create a robust supply of
resources for the region and the country.
Healthcare, life science, and research have further diversified the city’s economy. Cleveland
is home to four world-class healthcare institutions, including the Cleveland Clinic, one of the
nation’s top hospitals. Case Western Reserve University School of Medicine is a leading
research and teaching medical school, providing a foundation of expert health care
professionals. Additionally, medical innovation and biomedical healthcare continues to grow
along a burgeoning Health-Tech Corridor.

9
EMPLOYMENT AND UNEMPLOYMENT

Cleveland has long been famous as a durable goods manufacturing hub. Following the
national trend, however, Cleveland has shifted to a more services-based economy.
Cleveland's major industries include health care, bio-science, and technology. The average
household income is $33,678. The overall median age of a Cleveland resident is 36.3 years.
Median age for men is 35.1 and for women is 37.5. The mean travel time to work is 23.5
minutes. The rate of home ownership is 41.2% and current median house value is $74,700.
Employed Cleveland Residents

Annual Average
180000
Employed Cleveland Residents
Annual Average
160000
140000
180000
120000 160000
100000 140000
80000 120000
60000 100000
80000
40000
60000
20000
40000
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Nov
20000
(2022)
Unemployment Rate
City of Cleveland
Annual Average
Unemployment Rate
City of Cleveland
10.0%
Annual Average
8.0%
12.0%
6.0%
10.0%
4.0% 8.0%
2.0% 6.0%
4.0%
0.0%
2.0%
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Nov
0.0%
(2022)

10
MAJOR EMPLOYERS
Company Number of Employees
Cleveland Clinic Foundation 50,846
University Hospitals 24,462
U.S. Office of Personnel Management 16,110
Cuyahoga County 7,201
MetroHealth System 6,979
City of Cleveland 6,935
Cleveland Metropolitan School District 5,784
KeyCorp 5,729
Sherwin-Williams Company 4,582
Case Western Reserve 3,868
SOURCE: Crain’s 2023 Book of Lists

11
Roster of Elected Officials
CITY COUNCIL WARD TELEPHONE E-MAIL

Justin M. Bibb Mayor 664-3990 mayorbibb@clevelandohio.gov
Joseph T. Jones 1 664-4944 jjones@clevelandcitycouncil.org
Kevin L. Bishop 2 664-4945 kbishop@clevelandcitycouncil.org
Kerry McCormack 3 664-2691 kmccormack@clevelandcitycouncil.org
Deborah A. Gray 4 664-4941 dgray@clevelandcitycouncil.org
Richard A. Starr 5 664-2309 rstarr@clevelandcitycouncil.org
Blaine A. Griffin 6 664-4234 bgriffin@clevelandcitycouncil.org
Stephanie D. Howse 7 664-2908 showse@clevelandcitycouncil.org
Michael D. Polensek 8 664-4236 mpolensek@clevelandcitycouncil.org
Kevin Conwell 9 664-4252 kconwell@clevelandcitycouncil.org
Anthony T. Hairston 10 664-4743 ahairston@clevelandcitycouncil.org
Danny Kelly 11 664-3708 dkelly@clevelandcitycouncil.org
Rebecca Maurer 12 664-4233 rmaurer@clevelandcitycouncil.org
Kris Harsh 13 664-2943 kharsh@clevelandcitycouncil.org
Jasmin Santana 14 664-4238 jsantana@clevelandcitycouncil.org
Jenny Spencer 15 664-4235 jspencer@clevelandcitycouncil.org
Brian Kazy 16 664-2942 bkazy@clevelandcitycouncil.org
Charles Slife 17 664-4239 cslife@clevelandcitycouncil.org
WARDS OF THE CITY
Josheph T. Jones Kevin L. Bishop Kerry McCormack Deborah A. Gray Richard A. Starr Blaine A. Griffin Stephanie D. Howse Michael D. Polensek
Ward 1 Ward 2 Ward 3 Ward 4 Ward 5 Ward 6 Ward 7 Ward 8
Kevin Conwell Anthony Hairston Danny Kelly Rebecca Maurer Kris Harsh Jasmin Santana
Ward 9 Ward 10 Ward 11 Ward 12 Ward 13 Ward 14
Jenny Spencer Brian Kazy Charles Slife

Ward 15 Ward 16 Ward 17

Calendar
12
SEPTEMBER Calendar
 Office of Budget & Management (OBM) distributes budget factors and conducts budget
training sessions with each department.
 Departments submit preliminary revenue and expense budget request estimates to OBM.
OCTOBER
 Office of Budget & Management (OBM) reviews budget submissions.
 Budget submissions are reviewed by the Director of Finance and the Mayor.
NOVEMBER
 Current Budget Year Transfer and Supplemental Appropriation Ordinances are prepared.
 Temporary Appropriation Ordinance is prepared for the upcoming budget year.
DECEMBER
 The City presents the Transfer Ordinance, Supplemental Appropriation Ordinance, and the
Temporary Appropriation Ordinance to City Council and files the approved ordinances with
the Cuyahoga County Budget Commission.
FEBRUARY
 The Mayor's Estimate, including preliminary expenses and revenues for the upcoming year is
prepared, and submitted per the Charter of the City of Cleveland, to City Council no later
than Feb. 1.
 City Council conducts budget hearings on the budget recommended in the submitted Mayor's
Estimate.
MARCH
 The 2nd reading by Council of the amended, reconciled appropriation ordinance generated
from the Mayor's Estimate, which can not occur per Ordinance until after the Budget
Hearings are completed.
 The 3rd reading and passage by Council of the amended, reconciled appropriation ordinance
generated from the Mayor's Estimate can not occur before 7 days after the 2nd reading.
APRIL
 Cleveland City Council approves a balanced appropriated budget by April 1st for the calendar
year.
 Final Budget Book is printed and posted online after Council approval.
 The Draft Capital Improvement Plan is generated.
MAY
 The City's 5 year Financial Plan is prepared as a planning tool to project future funding
requirements.
JUNE
 The City's Tax Budget is prepared and submitted to the County to assure that the appropriate
property tax levy is established and that the apportionment of local government funds is
distributed.
 The Final Budget Book submitted to GFOA for the Distinguished Budget Book Award.
THROUGH THE YEAR AS REQUIRED

CERTIFICATE / AMENDED CERTIFICATE OF RESOURCES
 The Certificate of Estimated Resources is revised as additional revenue sources are
realized throughout the year and submitted to the County which issues a new certificate
permitting the City to increase appropriations to the level of the additional revenue.

Fiscal Policies
13
Fiscal Policies for the City of Cleveland

F Fiscalare
Policies
dictated by state law, City ordinances, and
administrative policies. They provide administrative guidelines for planning and directing
the City's daily financial affairs. The City's Fiscal Policies assure that the City's finances are
managed in an acceptable manner that provides for the delivery of quality services within its
budgetary restrictions. Below are existing fiscal processes and guidelines for optimizing
resources and accomplishing citywide goals and objectives.
Budgetary Control
By law, the City is required to adopt a balanced budget in which expenditures do not exceed
estimated resources, as certified by the Cuyahoga County Budget Office. Once adopted,
modifications to the original budget must be approved by City Council. The City maintains
budgetary control by not permitting expenditures to exceed appropriations for personnel
costs and other costs, within a division of the City, without the approval of City Council.
Adjustments to the budget can only be made within a division and then within each category.
Further legislation is required to move budget amounts from "personnel" to "other" or vice
versa, or between divisions. It is the Mayor's policy to enact whatever measures are required
to maintain a balanced budget at existing levels of service to the residents.
Capital and Debt

The total amount allocated for ongoing General Fund supported capital and debt is
appropriated by Ordinance in the Restricted Income Tax (RIT) Fund. The amount
appropriated for the RIT Fund is 1/9th of the total Income Tax. A multi-year Capital
Improvement Plan is updated annually and includes other anticipated funding sources. The
City limits long-term debt to only those capital improvements that cannot be financed from
RIT appropriations. The City collaborates with its municipal advisors to structure debt in a
way that debt load is explicitly related to the operating budget and ensuring the debt load
will not impair operating needs. The total General Obligation debt load is limited to an
unvoted 10 mil limit to ensure no undue burden on the taxpayers. Debt schedules are
included in the annual budget.
Capital Assets
Capital assets include property, plant, equipment, and infrastructure assets. The City
defines capital assets as assets with an estimated useful life in excess of one year and an
individual cost of more than $5,000 for land, furniture, fixtures, equipment and vehicles and
$10,000 for all other assets or projects. Purchased assets are recorded at historical cost or
estimated historical cost. Contributed assets are recorded at their acquisition value on the
date contributed. The City depreciates capital assets on a straight-line basis based on
estimated useful life.
Cash Management & Investments

The City of Cleveland's Investment Policy conforms to Chapter 178 of the Codified
Ordinances of the City of Cleveland. It is designed to ensure the availability of operating and
capital funds as needed while achieving an investment return competitive with comparable
funds and financial market indices. The policy applies to the investment of all monies under
the custody and control of the Division of Treasury. Maintenance of adequate liquidity is
essential. Selection of investment maturities is consistent with cash requirements. Assets are
invested in permitted securities with a stated maturity of no more than five years, unless the
security is matched to a specific obligation or debt. The City's investments are segregated
into distinct portfolios, including the General Fund, Division of Water, Airport, Utilities,
Cemeteries, Safety, and Railroads. All portfolios are managed to accomplish targeted
objectives concerning the preservation of principal, liquidity requirements, and maximization
of investment returns.

Fiscal Policies
14
Fees and Charges

The Office of Budget & Management reviews cost recovery and cost of service policies on an
ongoing basis for all fees billed and collected by the City. A comprehensive user fee and rate
schedule model is used to calculate the full cost of providing City services and to recommend
updates to existing fee structures. Most fee changes require City Council approval. Some can
be changed through action by the Board of Control or at the discretion of a division director.
Economic Analysis
On a monthly basis, the Office of Budget & Management analyzes the regional economy and
issues that impact it, including unemployment, inflation, economic activity and growth. This
information is disseminated to the Administration to provide context and aid in deciding the
allocation and use of limited resources.
Indirect Costs
The City of Cleveland utilizes a cost allocation methodology that ensures Enterprise Funds,
Federal or State Awards, and other grants contribute their fair share of central service costs.
Indirect costs charged to Federal programs comply to 2 C.F.R. part 225. They are based on
actual allowable salaries of personnel assigned to the program.
Operational
The City conducts its fiscal and budgetary deliberations in City Hall Council committee
room. All proceedings are broadcast by the City's TV20 television station.
Revenues and Reserves

Current revenues are balanced against current expenses, in all funds, on an annual basis.
For Enterprise Funds, the annual budget recognizes debt service payments as expenses and
bond and grant proceeds are recognized as revenues. It is the City's goal to accumulate up to
5% of the preceding year’s general fund revenues for budget stabilization and for self-
insurance claim liabilities respectively. Approved salary increases, over the amount budgeted
for salaries, are financed from vacancy savings in the department. All positions are governed
by pay bands approved by City Ordinance. Union compensation, step increases, and benefits
are subject to negotiated labor agreements.
Unencumbered Funds
The City of Cleveland certifies to the County Auditor the total amount, from all sources,
available for expenditures from each fund. The amount includes any unencumbered balances
that existed at the end of the preceding year. The total appropriations from each fund cannot
exceed the total estimated revenue available for expenditure. General Fund department
budgets that are not expensed or encumbered at the end of the year are used to offset
expenses in other departments through a Transfer Ordinance or revert back to the General
Fund unencumbered beginning balance to help finance the new fiscal year.
Vacancy Replacements
Budget payroll projections prepared by the Office of Budget & Management are based on the
estimate of budgeted positions for the year. Dollars saved by unfilled vacancies are quantified
and reported throughout the year. Unfunded positions can be hired if swapped with budgeted
vacancies. Administrative decisions are made annually concerning the ability to roll vacant
positions into the new budget year based on priorities, the economy, and other budget factors.

Budgetary Process
15
County Tax Budget Budgetary Process

In June, preliminary financial analyses are performed in preparation for the next year's
budget. Inflation factors are established and projections are developed to generate the City's
Tax Budget, an estimate of revenues and expenditures for the next calendar year. Ohio State
Law requires this document be approved by City Council and submitted to the County
Budget Commission by July 20 of each year. The County then establishes tax levy amounts
for the coming year.
Transfer of Appropriations
The annual appropriation ordinance establishes the legal spending limits of each division in
two categories - "personnel expenses" and "other expenses". Adjustments to the budget can
only be made within a division and then within each category. Further legislation is required,
in the form of a Transfer Ordinance, to move budget authority between divisions or between
"personnel" and "other " expenses.
Toward the end of each budget year, a Transfer Ordinance is prepared by the Finance
Department and recommended by the Mayor to Council. The Ordinance specifies the transfer
of unencumbered balances of an appropriation made for the use of a department, division, or
purpose to any other department, division, or purpose.
Mayor's Estimate
The fiscal year of the City shall begin on the first day of January. On or before the fifteenth
day of November in each year the Mayor shall prepare an estimate of the expense of
conducting the affairs of the City for the following year and shall submit the estimate to
Council no later than February 1 of the following year. This estimate shall be compiled from
detailed information obtained from the various departments on uniform blanks prepared by
the Director of Finance, and shall set forth:
 An itemized estimate of the expense of conducting each department.

 Comparisons of the estimates with the corresponding items of expenditure for the
last two complete fiscal years and with the expenditures of the current fiscal year
plus an estimate of expenditures necessary to complete the current fiscal year.
 Reasons for proposed increases or decreases in the items of expenditure compared
with the current fiscal year.
 A separate schedule for each department showing the things necessary for the
department to do during the year and which of any desirable things it ought to do
if possible.
 Items of payroll increases as either additional pay to present employees, or pay for
more employees.
 A statement from the Director of Finance of the total probable income of the City
from taxes for the period covered by the Mayor's estimate.
 An itemization of all anticipated revenue from sources other than the tax levy.
 The amounts required for interest on the City's debt, for sinking funds and for
maturing serial bonds.
 The total amount of outstanding City debt with a schedule of maturities of bond
issues.
 Any other information that may be required by the Council.

Budgetary Process
16
The Mayor shall submit the estimate prepared as set forth in this section to the Council and
shall make it available electronically on a City website and electronically or in print to
citizens who may call for it. Copies of the estimate shall also be made available in print or
electronically to the newspapers of the City, and to the public library and each of its
branches.
Basis of Budgeting
The City maintains budgetary control on a modified cash basis. Revenues are recorded as
they become available. Expenses are recognized when paid or encumbered by ordinance,
contractual obligation, or purchase order. Estimated expenses are pre-encumbered and
subsequently encumbered prior to release of purchase orders or delivery orders to vendors.
On a monthly basis, the Office of Budget and Management prepares and reviews with
managers expenditure and revenue annual projections. Variances to budget are continuously
analyzed. A pre-encumbrance or encumbrance that exceeds appropriations is not approved
until Council authorizes additional appropriations or transfer of funds. Unencumbered
appropriations lapse at year-end. The City Charter requires all contracts in excess of $50,000
must be authorized by ordinance.
Detail provisions regulating the City's budget, tax levies, and appropriations are set forth in
the Ohio Revised Code and the City Charter.

Citywide Initiatives
17
Revitalizing Cleveland’s East Side Initiatives

Citywide
Cleveland's East side has endured decades of continuous disinvestment, exacerbating
generational poverty and the litany of negative outcomes that accompany it: blight, safety
concerns, poor educational outcomes, inadequate housing, shorter life expectancy, and
absence of jobs. The COVID-19 pandemic only exacerbated these conditions. Coming out of
the height of the pandemic, Mayor Bibb's top priority is catalyzing the reversal of this cycle of
disinvestment. Through a variety of targeted strategic interventions, the Administration is
committed to investing in the City's East Side to not only reverse the effects of the decades of
disinvestment, but also build a community that is more vibrant and resilient community
than ever before, a place where the American Dream is a reality for all.
The City's efforts will include but not be limited to interventions such as the following:
Executing the Putting Assets to Work initiative to identify and quickly reposition

and market city owned parcels for development
 Unlocking the full potential of Cleveland's commercial corridors, particularly
Opportunity Corridor
 Reforming our nuisance abatement process through a taskforce to deliver swift
responses to improve neighborhood quality of life
 Streamlining our lead hazard abatement process, coupled with proactive outreach
to owners and tenants to bring properties into a lead-safe condition
 Allocating Home Repair and Gap Financing through American Rescue Plan Act
(ARPA) funds
 Investing $10M in ARPA funds to grow the number of local workers in
infrastructure, construction, lead abatement, brownfield remediation, broadband
deployment, and clean energy projects
The City's work will be fluid and ever-evolving, and will continue to include new policies as
the East Side begins to grow and recover.
Police Reform and Violence Prevention

Everyone deserves to feel safe in Cleveland: at home, at school, at work, at the grocery store,
and in our neighborhoods. The City is committed to taking a comprehensive approach to
public safety by focusing on strategies that address root causes of violence and crime,
investing in education and youth-workforce initiatives to keep children and young adults
engaged, and developing a comprehensive response to individuals in mental health crisis.
The City is also committed to keeping violent crime offenders off the streets, cracking down
on illegal guns, and deploying more police officers to walk the streets and solve crimes.
In 2022, the Bibb Administration doubled down on police reform and violence prevention.
The Bibb Administration continues to work zealously to achieve compliance with the Consent
Decree, as evidenced by the establishment of a Police Accountability Team designed to move
the City's commitment to change forward. The work of this team will be part of a concerted
effort to make this city safer. The City installed a new Community Police Commission, which
dissolved the previous commission established by the Consent Decree in 2015. The new
Commission represents and addresses a direct community demand passed by voters last
November through Issue 24. The implementation of Issue 24 also brought significant
changes to strengthen the Civilian Police Review Board and the City's Office of Professional
Standards, which will now independently investigate complaints of misconduct. Together,
Cleveland will chart the path for delivering the strongest citizen oversight model in the
United States.

Citywide Initiatives
18
In 2022, the City allocated over $15 million in ARPA funds to violence prevention efforts in
the City of Cleveland, which include technology upgrades and expansions to improve Police's
response to crime and funding for expanding Cleveland's co-responder model to improve
engagement with those experiencing mental or behavioral health crises, as well as funds to
hire a strategist to focus on a comprehensive approach to public health, mental health, and
public safety in the City.
The City's approach for 2023 maintains the proven philosophy that violence prevention work
must focus on intervention, communication and community engagement, and social justice.
To ensure that these values are embedded into the City of Cleveland's core approach to police
reform and violence prevention, the Administration is using a Department of Justice grant
and has proposed ARPA funds to create and implement a ten-year Violence Prevention
Strategic Plan. This Strategic Plan will inform future City investments in violence
prevention.
Lakefront Development
The lakefront is one of Cleveland's most valuable assets, and all Clevelanders should have
easy access to our community's greatest natural resource. Community-focused, investment-
driven, and sustainable redevelopment of Cleveland's lakefront is of paramount importance
to the City. Our vision for Cleveland's lakefront includes equitable access to Lake Erie across
the City, recreational and economic development opportunities that create jobs and drive
growth, and the protection of our fresh water for the next generation. Achieving this vision is
a multi-generational, multi-faceted effort, which requires collaboration across many sectors.
Through the first year in office, the Bibb Administration took swift action to kick-start
lakefront redevelopment, accelerating the North Coast Connector study of a land bridge to
connect downtown the Lake, initiating a master plan for the downtown lakefront, investing
in the next phase of the CHEERS plan adjacent to Gordon Park, and evaluating the potential
economic impact of closing Burke Lakefront Airport for the enjoyment of all who work, visit,
and play in Cleveland. We will continue to seek feedback from residents of the City of
Cleveland with extensive community outreach and engagement in 2023. Additionally, using
results from the North Coast Lakefront Master Plan and the Burke Lakefront Airport
Economic Development Analysis, the City will continue to take data-driven and community-
informed steps toward developing a world-class lakefront on Cleveland's North Coast.

February 1, 2023
RESIDENTS OF THE
19
CITY OF
CLEVELAND
Organizational Summary
MAYOR
Office of Urban AI
Deputy Chief of
Chief of
Staff & Chief Gov. Urban AI
Staff
Affairs Officer
Legislative
Chief of Chief Chief of Chief Human
Chief Chief Chief Chief Chief Community
Youth & Chief Innovation & Integrated Public
Public Safety Education Finance Operating Resources Coms. Relations Sustainability
Family Legal Officer Technology Development Health
Officer Officer Officer Officer Officer Officer Board
Success Officer
Organizational Summary
City Information
ormation
Workforce Capital Building
uilding & Publicc Media
Police Aging Prosecutor’s Technology
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Development Management Housing
ousing Utilitiess Relations
Office Services
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Law Internal Community
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Fire PIO Department
Departm Civill Service
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Office of
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Con
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Development
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Opportunity
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Corrections Purchasing & City Planning MOCAP TV20
Supplies
Office of Financial
Emergency Reporting &
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Animal Care
Accounts
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Office of &RPPXQLW\
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City of Cleveland 2023 Mayor’s Estimate

Public Assessments Standards &RPPLVVLRQ
Safety IT & Licenses
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Factors Affecting the Financial Condition
20
Recent Fiscal History

Factors Affecting the Financial Condition
Since 2001, the City's fiscal condition fluctuated. Periods of relative fiscal health have
generally been punctuated by rapid and severe declines. For example, from 2004 to 2008 the
City's revenues increased annually by an average of 4%, but then declined by 6% in 2009.
Similarly, the City's revenues increased nearly 6% annually from 2015 to 2019, only to
decline 12% in 2020. These revenue swings are generally driven by the performance of
broader regional and national economies and felt more quickly and acutely due to the City's
reliance on income tax for over 66% of its General Fund revenues (using 2023 budgeted
figures). History demonstrates that taxes such as those derived from wages are among the
first to respond (positively or negatively) to economic conditions. Since 2001, the City has
become more reliant on income taxes as other sources of revenue have declined or been
eliminated. Nevertheless, the City's strong financial management practices have ensured its
ability to fulfill its obligations to operate within a balanced budget and continue to provide
essential services to its residents.
Current financial environment
The City received an upgrade from Moody's Investors Service on the series 2022 General
Obligation Bonds from A1 to Aa3; it has been more than 12 years since the City last received
a bond rating upgrade. The City was also able to transfer dollars to the Rainy Day Fund in
the amount of $20M and establish and fund the Payroll Reserve Fund by $90M, these
transfers were able to be made due to America Rescue Plan Act (ARPA) dollars received in
2021 and 2022. The establishment of the Payroll Reserve Fund will help the City fund
payroll related obligations in future years, notably a 27th pay period in 2024. The City has
exceeded pre-pandemic levels of income tax collection as compared to 2019; during 2022 the
City collected $463M, as compared to $441M in 2019. The City is slightly below 2019
collections for Admissions, Parking and Hotel Tax; during 2019 the City received $41.2M
while 2022 collections were $37.5M
For fiscal year 2023, the City has conservatively developed a General Fund budget, which
reflects revenue estimates of $710,976,488 and anticipated expenditures of $710,751,206,
resulting in a structurally balanced budget by $225,282.

Long-Term Financial Plan
21
EXECUTIVE SUMMARY Long-Term Financial Plan

The City of Cleveland revises its Long Term Financial Plan (LTFP) on a yearly basis as part
of its ongoing strategic planning efforts. The current summary presented here is limited to
the General Fund as it accounts for a high proportion of discretionary expenditures and
revenue.
The City's overall LTFP goal is to provide high quality service to every resident, business and
visitor by creating structural balance in the City's budget resulting in a sustainable economic
future for the City.
The major intent, therefore, of this initial plan is to:
•Help identify and prepare a thorough analysis of, and insights into, issues that
impact the City's financial condition over the next five years.
•Investigate and propose cash flow strategies required to manage future adverse
business climate changes.
•Support the preparation of the City's yearly Tax Budgets due to the Cuyahoga
County Budget Commission.
The City's current and projected financial condition is stable due actions underway in the
City to achieve a Structurally Balanced Budget. However, one of the major issues affecting
the City of Cleveland is that revenue has not kept pace with the increase in expenses,
especially in the area of wages, benefits, health care, fuel and utilities.
In Ohio, leading economic indicators continue a modest growth. The parameters below
provide a summary of the City of Cleveland's overall financial status over the last few years
from internal documents as well as the Bureau of Labor Statistics. These and other financial
and Consumer Price Index (CPI) factors are monitored by the City of Cleveland on a monthly
basis in tracking, reporting, planning, and directing the City's day-to-day financial affairs. It
is expected that successfully controlling costs in the coming years will preserve our current
work force and the continued, efficient delivery of services.
THE PLAN
The City's LTFP will ensure that the City's finances are managed in an acceptable manner
that provides for the delivery of quality services while living within its means. The financial
plan encompasses, and is built around, a number of financial projections and outlooks of the
present and future. Expenses and revenues are examined to project how they may fluctuate
due to outside forces and rise or fall due to internal decisions. The scope of this plan,
therefore is to:
• Provide a transparent account of City's financial position to the community.

• Identify the financial opportunities and challenges confronting the City.
• Provide a basis for sound and strategic decision making.
• Achieve financial health for the City.

22
Identified Long Term Financial Plan components of the Cleveland Plan are as follows:
• Structurally Balanced Budgets (SBB)

• Debt / Investment Plan
• Ongoing 5 Year Forecasts
Structurally Balanced Budget (SBB)
The City of Cleveland began to develop and adopt a Structurally Balanced Budget (SBB)
policy, per GFOA, to ensure that its recurring revenues are equal to its recurring
expenditures in the adopted budget.
The "outline" below identifies and defines basic SBB guiding principles and key elements
adopted by the City in considering the development of its formal SBB policy.
Definitions:
• Structurally Balanced Budget (SBB): A balanced budget where recurring

revenues are equal to recurring expenditures in the adopted budget.
• Recurring Revenues: That portion of government revenues expected to continue,
with some degree of predictability year over year.
• Recurring Expenses: Ongoing expense items that appear in the budget each year.
The City will integrate SBB into current strategic cascading processes, from the Mayor's
goals down to specific OBM Objectives as follows:
M a y o r ’s G o a ls :
o Q u a lit y S e r v ic e
o C u s t o m e r S e r v ic e
o E f f ic ie n c y t h r o u g h te c h n o lo g y
F in a n c e G o a l:
 T o p r o v id e p r o f e s s io n a l f in a n c ia l m a n a g e m e n t s e r v ic e s
a n d p r o t e c t t h e f i s c a l in t e g r i t y o f t h e C i t y b y m a x i m i z i n g
t h e c o lle c tio n o f r e v e n u e , m o n it o r in g t h e e f f ic ie n t
a l l o c a t i o n a n d e x p e n d in g o f f u n d s n e c e s s a r y t o s u p p o r t
m u n ic ip a l o p e r a t io n s a n d ju d ic io u s ly in v e s t in g p u b lic
fu n d s .
O B M F in a n c ia l M a n a g e m e n t G o a l:
- T o h a v e f u lly d e v e lo p e d , f o r m a n a g e m e n t r e v ie w ,
a fo rm a l 3 Y e a r “L o n g T e r m F i n a n c i a l P la n ” t h a t
i s u s e d t o i d e n t if y o p p o r t u n i t i e s f o r a c h i e v i n g
f in a n c ia l s u s ta in a b ilit y .
- O B M S tr u c tu r a lly B a la n c e d B u d g e t O b je c t iv e
 T o h a v e d e v e lo p e d a n d im p le m e n t e d a
S t r u c t u r a lly B a la n c e d B u d g e t P o lic y fo r th e
C it y o f C le v e la n d e lim in a t in g Y O Y d e f ic it s .
Below are draft SBB guiding principles to be considered for the LTFP:
• The resultant SBB plan and processes will be based on solid financial principles.
• The resultant SBB budget must support future financial sustainability.

23
Challenges to a SSB are many. One of the major issues affecting the City of Cleveland is that
revenue has not kept pace with the increase in expenses, especially in the area of wages,
benefits, health care, fuel and utilities.
Debt/Investment Policy
The City of Cleveland currently has a Debt / Investment Policy, adopted by the Director of
Finance that governs the investment activities of the Treasurer's Office of the City. This
policy is designed to ensure prudent management of public funds, conform to Chapter 178 of
the Codified Ordinances of the City of Cleveland, availability of operating and capital funds
when needed, and an investment return competitive with comparable funds and financial
market indices.
This policy applies to the investment of all monies of the City of Cleveland under the custody
and control of the Division of Treasury. Any practice not clearly authorized under this policy
is prohibited. The guidance set forth herein is to be strictly followed by all those responsible
for any aspect of the management or administration of these funds.
City debt is only to be undertaken when it is verified that project revenues or specific
resources will be available and sufficient to service the debt over its life. Also, City debt is not
issued for periods exceeding the useful life of the project to be financed. This will all help
ensure that the City maintains the highest possible credit ratings without compromising
delivery of basic services.
The Ohio Revised Code also provides that net debt of a municipal corporation shall not
exceed 10.5% of the assessed value of all property in the municipal corporation as listed and
assessed for taxation. As of the beginning of 2015, the City had limited capacity under the
indirect debt limitation to issue additional unvoted debt.
Five Year Forecast

Each year the City of Cleveland updates its five year plan in preparation of its legal
obligation to present a Tax Budget to the County which demonstrates the need to produce
property tax revenues to cover the estimated expenditures for the budget year.
There are a number of assumptions that are used in order to project the long term financial
results of the City, however, the key assumptions are outlined below:
• Existing service levels are maintained throughout the plan.

• The Consumer Price Index (CPI) is estimated to increase by 2% and, in general,
future expenses and revenues have been calculated to reflect this increase.
• Salary and wage increases are estimated to remain flat.

24
Expense Forecast
2023 2024 2025 2026 2027 2028
BUDGET ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE
SALARIES 367,272,787 380,272,787 367,272,787 367,272,787 367,272,787 367,272,787
EMPLOYEE BENEFITS 149,132,597 163,508,016 168,378,652 173,395,145 178,561,862 183,883,306
TOTAL PERSONNEL & RELATED EXPENSES 516,405,384 543,780,803 535,651,439 540,667,932 545,834,649 551,156,093
OTHER TRAINING & PROFESSIONAL DUES 2,599,024 2,651,004 2,704,025 2,758,105 2,813,267 2,869,533
UTILITIES 24,948,822 25,697,287 26,468,205 27,262,251 28,080,119 28,922,523
CONTRACTUAL SERVICES 64,426,277 65,714,803 67,029,099 68,369,681 69,737,074 71,131,816
MATERIALS & SUPPLIES 7,622,094 7,774,536 7,930,027 8,088,627 8,250,400 8,415,408
MAINTENANCE 13,841,132 14,117,955 14,400,314 14,688,320 14,982,086 15,281,728
CLAIMS, REFUNDS, MAINTENANCE 5,803,800 5,919,876 6,038,274 6,159,039 6,282,220 6,407,864
INTERDEPARTMENTAL SERVICE CHARGES 29,644,711 30,237,605 30,842,357 31,459,204 32,088,389 32,730,156
INTERFUND SUBSIDIES 45,246,462 46,603,856 48,001,972 49,442,031 50,925,292 52,453,050
CAPITAL 213,500 - - - - -
TOTAL OTHER 194,345,822 198,716,920 203,414,272 208,227,259 213,158,847 218,212,077
TOTAL GENERAL FUND 710,751,206 742,497,723 739,065,711 748,895,190 758,993,495 769,368,170
Revenue Forecast
2023 2024 2025 2026 2027 2028
BUDGET ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE
CHARGES FOR SERVICES 36,265,992 36,991,312 37,731,138 38,485,761 39,255,476 40,040,586
FINES, FORFEITURES & SETTLEMENTS 6,247,552 6,372,503 6,499,953 6,629,952 6,762,551 6,897,802
GRANT REVENUE 1,916,666 1,954,999 1,994,099 2,033,981 2,074,661 2,116,154
LICENSES & PERMITS 24,019,907 24,500,305 24,990,311 25,490,117 25,999,920 26,519,918
MISCELLANEOUS 28,440,530 29,009,341 29,589,527 30,181,318 30,784,944 31,400,643
OTHER SHARED REVENUE 16,754,500 17,089,590 17,431,382 17,780,009 18,135,610 18,498,322
PROPERTY TAX 41,980,400 42,820,008 43,676,408 44,549,936 45,440,935 46,349,754
SALE OF CITY ASSETS - 0 0 0 0 0
STATE & LOCAL GOVERNMENT FUND 31,759,941 32,712,739 33,694,121 34,704,945 35,746,093 36,818,476
TRANSFERS IN 4,500,000 0 0 0 0 0
OTHER TAXES 40,691,000 41,504,820 42,334,916 43,181,615 44,045,247 44,926,152
INCOME TAX 470,400,000 479,808,000 489,404,160 499,192,243 509,176,088 519,359,610
INTEREST EARNING/INVESTMENT INCOME 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000 8,000,000
TOTAL GENERAL FUND 710,976,488 720,763,617 735,346,016 750,229,879 765,421,526 780,927,417
Monitoring / Evolution of Performance Measures

Performance measurement is the process of collecting, analyzing and reporting information
regarding the performance of a system or component. There are currently a number of
processes used by the City in collecting and reporting on a myriad of measures.
The LTFP focuses on the collection and standardization of pertinent measures for the
assessment and evaluation of the identified processes and strategies of this plan. Currently,
the City uses the following means for the generation of performance parameters:
• Monthly Operational Analysis
• Monthly Financial Economic Analysis
• Urban Analytics and Innovation
• 311 Call Center
Monthly Operational Analysis
On a monthly basis, the Office of Budget and Management develops and standardizes
procedures and methods to improve and continuously monitor the efficiency and effectiveness
of assigned functions. Workload is continuously assessed for improvement opportunities.

25
Funding gaps are identified and status reports prepared and presented to the Administration
for review and decision making. The completed LTFP will be the first step in satisfying
OBM's Financial Goal of developing a comprehensive Fiscal Policy.
Monthly Financial Economic Analysis
The Office of Budget and Management tracks and reports the status of financial and
economic indicators for the City of Cleveland on a monthly basis to help facilitate positive
change. This is accomplished by publishing accurate, reliable, and timely data at the
municipal and regional level. The strength and weaknesses and forecast risks are also
detailed so management can make informed decisions.
311 Call Center
Residents are able to call 311 for non-emergency complaints, and receive immediate
assistance or be assigned a complaint number. 311 is available 24 hours a day, 7 days a week.
The 311 solution creates a customer service oriented government which:
• Provides improved accessibility and service to citizens.
• Provides improved support to city council and administration departments/ divisions
in their efforts to deliver service to citizens.
• Establishes priorities/policies in response to citizen and departmental needs.
• Allows the City to distribute accurate uniform information while maintaining a
permanent record of citizen inquiries.
While there is generally no rule concerning the number of performance measures required in
an organization, it is agreed that good performance measures, based on data, provide
numeric descriptions and that tell a story about whether or not objectives and goals are being
achieved.
The Budget Office is currently beginning a process, as part of the LTFP, requiring
Department requests to be linked to performance measures to better understand what
results or improvements can be expected.
Conclusion
The fundamental objectives of the City of Cleveland's LTFP processes are to understand and
to respond proactively to our internal and external financial environment, and be as
prepared as possible to deal with the unexpected.
The LTFP is an important element in the city's long-term growth and operating blueprint.
We believe that the processes, goals, and strategies introduced here will help reduce the
effects of the normal cyclical fluctuations in city revenues and expenses, thereby ensuring
that we can sustain essential city services and pay for growth-related requirements.
This initial plan is meant to be a realistic communications vehicle for city administrators,
policy makers, and staff for the delivery of future financial strategies on behalf of the
community.
This plan, going forward, will be reviewed and revised on an annual basis and updated
accordingly as a result of direct changes in the financial status, socio economic environment,
or internal factors of the City.

Capital Improvement Plan
26
I. Capital Improvement Questions

Capital
and
Improvement
Answers Plan
What is a Capital Improvement Program?

A capital improvement program forecasts a community's infrastructure, facility and
equipment needs, and creates a strategy for funding and implementing projects designed to
address those needs.
What are Capital Projects?

Capital projects are the "bricks and mortar" portion for the development and revitalization of
Cleveland. Capital projects include public assets ranging from roads and parks to police
squad cars and information technology. Capital projects provide a public benefit and have a
useful life of many years.
The projects implemented by the Capital Improvement Program will shape the physical
landscape of Cleveland for generations, and will play an important role in the City's long-
term ability to deliver the critical services necessary for attracting private investment and
making Cleveland a vital, vibrant and connected city.
Does the City's Capital Improvement Plan impact the Operating Budget?
No. The Capital Budget funds major improvements to City facilities, infrastructure and
equipment and is based on the needs identified by the three year Capital Improvement Plan.
The Capital Budget is funded through debt issuance, Restricted Income Tax funds and
grants. The City's Operating Budget covers day-to-day expenses and expenses related to
delivery of service. Further, because Capital Budgets operate based upon the length of a
project this results in multi-year budgeting, as opposed to the Operating Budget which is
appropriated on an annual basis.
How Does the City Prioritize Capital Projects?

A Capital Planning Committee reviews all potential capital projects, with a particular focus
on projects proposed for the upcoming year. The Capital Planning Committee is led by the
Chief Operating Officer and includes the:
• Chief of Integrated Development;

• City Planning Director;
• Director of Mayor's Office of Capital Projects;
• Finance Director
• Capital Budget Manager;
• Director of Sustainability
The Committee uses financial forecasts provided by the Department of Finance to determine
how much funding is likely to be available in each of the five years included in the Plan.
Capital project requests are evaluated based primarily on their consistency with the
Citywide Plan and their potential for making Cleveland a safer, healthier and more
economically vibrant community. While the City has created comprehensive planning
documents in the past, the Connecting Cleveland 2020 Citywide Plan adopted in 2007 was
the first plan that had a direct and controlling influence on the City's Capital Budget. This
allowed the City to strategically invest its limited capital dollars, rather than making
funding decisions on a year-to-year or even a project-by-project basis.
When completed, the first draft of the Capital Plan is presented for review to the City
Planning Commission, City Council and Cleveland's citizens. Suggestions received from the

27
community are then used to create a final draft that addresses the City's capital needs and
reflects the priorities of Cleveland's citizens and businesses.
If a project is included in the Capital Improvement Plan, is it guaranteed that the

project will be funded in the year that it is listed?
Projects listed in the first year of the Capital Plan are adopted as part of that year's Capital
Budget
The inclusion of a project in later years signifies that there is a need for the project; however,
these later year projects are less certain of receiving funding in their respective scheduled
years. As discussed below in the section "Bond Capacity and the Three Year Capital/
Improvement Program," projects listed in the years 2022-2024 have about a one out of three
chance of receiving funding in the year for which they are listed.
Does the City have to raise taxes in order to implement the Capital Improvement
Plan?
No. The Capital Improvement Program utilizes a combination of existing City resources and
the issuance of general obligation and revenue bonds to fund capital projects. The City's
investment is then used to leverage additional resources from the state and federal
governments, as well as from private sources. The Capital Improvement Program works
closely with the Department of Finance to create a Capital Budget that is conducive to the
City's long-term financial stability.
How does the City ensure that projects will be implemented on time and within
budget?
The Mayor's Office provides city departments and partner agencies with assistance in order
to ensure that capital projects are completed on time, within budget and in compliance with
all applicable laws and regulations. One major goal of the capital improvement program is to
make the City of Cleveland a more responsive partner to contractors, ultimately leading to
lower project bids and saving taxpayer dollars.
II. GIS and the Capital Improvement Program

The Capital Improvement Program is fully integrated with the City's Geographic
Information System, or GIS. GIS is a tool that allows users to view project information on a
map, and to look at a project in relation to additional projects planned for the same area.
Users are able to view the projects that are planned for each of the next three years.
The City's GIS system is accessible online to Cleveland citizens and businesses. In the online
GIS version of the Capital Improvement Program, users are able to "zoom in" to see the
capital projects planned for their neighborhood or even their block. By clicking on a specific
project, users will be able to view a project description, including a breakdown of the project's
funding sources and contact information for the project's manager.
GIS also allows the City to facilitate the coordination of capital projects among divisions and
departments. For example, if the Mayor's Office of Capital Projects is planning on
reconstructing a street in 2020 and the Division of Water is planning a project for the same
street in 2021, the two divisions may be able to do all work at the same time, ensuring that
the street is excavated only once. This will save taxpayer dollars and reduce the disruption of
daily life for nearby residents.
III. General Obligation Bond Capacity

In creating a Capital Improvement Program, the needs of the City must be balanced with
available dollars.

28
Legal Limitations on General Obligation Bond Capacity

State laws restrict municipalities from incurring debt that is not voted on and approved by
the residents of the municipalities. Without voter approval, property owners may not be
taxed more than 10 mills (the "inside millage"). The Ten Mill maximum amount is allocated
to a number of overlapping taxing subdivisions pursuant to a statutory formula. In
summary, the requirements for using this "inside millage" include:
Ad valorem property taxes for the payment of debt service on all unvoted debt of

the combined overlapping subdivisions (city, county, schools, library, RTA) cannot
exceed 10 mills;
 10 mills is the maximum aggregate millage that can be levied without voter
approval on any single piece of property;
 Only the City, County, and the various school Districts (Cleveland, Shaker and
Berea) can levy ad valorem property taxes within the 10 mill limit;
 10 Mill is calculated for the year in which the debt service for all the overlapping
jurisdictions is highest;
 It is calculated by dividing the debt service needed in a year for the jurisdiction
into the assessed valuation of the jurisdiction.
 There are two factors affecting the City's ability to issue general obligation bond
debt: 1) The amount of combined debt which has been issued by the overlapping
jurisdictions, primarily the City; and 2) The assessed valuation of the City.
Bond Capacity and the Three Year Capital Improvements Program
Our Finance Department is conservatively advising that recent events may limit the City's
general obligation bond capacity in the years 2016-2030 to an annual range of $50 million.
However, our multi-year Capital Improvement Program shows the following project needs in
future years of the Plan:
$94 million in year 2024;


 $95 million in year 2025;
 $65 million in year 2026; and
We are showing these higher totals in our plan for several reasons.
State and Federal Stimulus Moneys: We do not think we have seen the last of federal and
state injections of stimulus moneys. Assuming these opportunities arise, we want to be ready
to respond with well-conceived, shovel-ready projects. We will have to take some risks in
paying for designs of projects for which construction funding is not yet assured, but we
believe such risks are appropriate in the impending five-year economy.

29
Proposed Capital Expenditures
2022 2023 2024 2025 4 Year Total

Water System 66,000,000 71,750,000 83,250,000 221,000,000
Cleveland Public Power 6,200,000 8,000,000 6,000,000 20,200,000
Water Pollution Control 3,744,000 6,601,500 9,142,500 19,488,000
Airport Hopkins 13,660,000 44,505,000 55,335,000 113,500,000

Airport Burke 3,985,000 600,000 6,500,000 11,085,000
Public Facilities 14,922,802 23,250,000 46,512,340 48,078,815 132,763,957

Recreation Facilities 17,330,091 11,300,000 16,832,000 17,550,000 63,012,091
Road & Bridge 21,165,424 24,055,754 31,348,465 29,978,885 106,548,528
Vehicles 12,000,000 12,000,000 12,000,000 36,000,000
Total 159,007,317 202,062,254 266,920,305 95,607,700 723,597,576
Proposed Capital Expenditures

300,000,000
250,000,000
200,000,000
150,000,000
100,000,000
50,000,000
-
2022 2023 2024 2025
Water System Cleveland Public Power Water Pollution Control

Airport Hopkins Airport Burke Public Facilities
Recreation Facilities Road & Bridge Vehicles

Fund Structure
30
The City of Cleveland maintains numerous

Fund Structure
funds, each with its own specific purpose and
revenue sources. The purposes are defined by law and all expenditures must be in accordance
with the purpose designated for the specific fund. For operating details see Section II.
FUND PURPOSE REVENUE
Agency Central Collection Agency for collection of User fees charged to city and suburbs for
income taxes. collection of income tax.
Debt Service Sinking Fund pays and records Property tax, Restricted Income Tax and
transactions interest earnings.
involved in debt financing.
Major Enterprise Provide water, sewer, electric services and User fees.
airport facilities.
General Provides for general operating expenses State and local taxes, service charges,
of the city. licenses
and permits, and fines.
Internal Service Telephone Exchange, Motor Vehicle User fees (charged to City Divisions) and
Maintenance, Radio General Fund Operating transfers to
Printing, Storeroom, Sinking Fund, Health Sinking Fund.
Self Insurance, Prescription Self Insurance.
Small Enterprise Public Auditorium & West Side Market, User fees and some General Fund
Cemeteries, Golf, Parking Facilities, operating
East Side Market. transfers.
Special Revenue Restricted Income Capital improvements and debt service One-ninth of city income tax collections.
Tax payments.
Stadium Capital Improvements and debt service Sin tax, service charges, General Fund
payments. operating transfer.
Streets Street maintenance and repair. State gasoline and automobile license tax,
permit fees and operating transfer from
the
General Fund.
Rainy Day Reserve for economic downturns and Excess of revenues over expenditures in
one time obligations. General Fund.

Fund Structure
31
DEPARTMENTAL
FUND DEPARTMENT BUDGET
General Fund General Government pp 50-109, pp 136-143

Municipal Courts pp 110-135
Department of Aging pp 148-154
Department of Human Resources pp 155-160
Department of Law pp 161-166
Department of Finance pp 167-212
Department of Public Health pp 213-240
Department of Public Safety pp 241-287
Department of Public Works pp 288-324
Department of Community Development pp 325-328
Department of Building and Housing pp 329-341
Department of Economic Development pp 342-345
Non-Departmental pp 346-349
Special Revenue Restricted Income Tax pg 353

Division of Street Construction, Maintenance &
pp 354-360
Repair
Schools, Recreation & Cultural pg 361
Cleveland Stadium pg 362
Major Enterprise Funds Department of Public Utilities pp 366-403

Department of Port Control pp 404-413
Small Enterprise Funds Cemeteries pp 417-419

Golf pp 420
Parking Facilities pp 421-424
Public Auditorium pp 425-429
West Side Market pp 430-432
Debt Service Fund Sinking Fund Commission pp 435-442
Internal Service Funds Sinking Fund General Operations pp 448-451

Telephone Exchange pp 452-454
Radio pp 455-459
Motor Vehicle Maintenance pp 460-466
Printing & Reproduction pp 467-470
Storeroom & Warehouse pp 471-472
Health Self Insurance Fund pg 473
Prescription Self Insurance Fund pg 474
Agency CCA Income Tax Administration pp 477-482

Projected Fund Balance at Year End
32
CITY
Projected
OF CLEVELAND
Fund Balance
FUND atSTRUCTURE
Year End
The fund structure makes it difficult to define the City's budget because each fund has its
own budget. Fund Balance is defined as the balance in the fund remaining from all revenues,
expenditures and carryover funds that are subject to future appropriation. The City receives
no direct benefit i.e. sales tax, business tax from the development of restaurants, hotels and
businesses in Greater Cleveland.
EXCESS/
(DEFICIENCY) OF
REVENUE OVER BALANCE
REVENUE EXPENDITURES EXPENDITURES BEGINNING ENDING
GENERAL FUND
General Fund $ 710,976,488 $ 710,751,206 $ 225,282 $ 48,314,991 $ 48,540,273
SPECIAL REVENUE FUNDS

Street Maint & Construction * $ 30,215,005 $ 36,710,322 $ (6,495,317) $ 6,719,439 $ 224,122
Cleveland Stadium* 14,640,000 14,698,532 (58,532) 23,496,623 $ 23,438,091
$ 44,855,005 $ 51,408,854 $ (6,553,849) $ 30,216,063 $ 23,662,214
ENTERPRISES
MAJOR
Water $ 320,305,522 $ 382,188,972 $ (61,883,450) $ 172,392,741 $ 110,509,291
Water Pollution Control 33,106,275 39,897,595 (6,791,320) 24,616,827 $ 17,825,507
Cleveland Public Power 220,594,587 220,594,587 - 20,037,136 $ 20,037,136
Airport-General Operations 173,640,580 173,640,580 - 117,956,187 $ 117,956,187
$ 747,646,964 $ 816,321,734 $ (68,674,770) $ 335,002,891 $ 266,328,121
SMALL
Cemeteries* $ 1,743,454 $ 1,964,819 $ (221,365) $ 221,366 $ 1
Golf* 1,262,526 1,408,984 (146,458) 146,459 $ 1
Parking Facilities* 8,361,242 8,491,717 (130,475) 130,475 $ 0
Public Auditorium* 3,235,322 3,247,728 (12,406) 12,407 $ 1
West Side Market* 1,621,529 2,036,069 (414,540) 414,541 $ 1
$ 16,224,073 $ 17,149,317 $ (925,244) $ 925,247 $ 3
AGENCY FUND
Central Collection Agency $ 13,942,552 $ 14,054,564 $ (112,012) $ 587,038 $ 475,026
Less: Interfund Subsidies $ 23,807,111 $ 23,807,111 $ - $ - $ -

from GF
NET CITY OF CLEVELAND

OPERATING BUDGET FOR 2023 $ 1,509,837,971 $ 1,585,878,564 $ (76,040,593) $ 415,046,230 $ 339,005,637
* Includes General Fund Subsidy

33
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Consolidated Financial Summary
34
Summary of Financial Sources and Uses- All Annually Appropriated Funds
Governmental Funds
General Fund Special Revenue Fund Debt Service Fund
2021 2022 2023 2021 2022 2023 2021 2022 2023
Actual Unaudited Budget Actual Unaudited Budget Actual Unaudited Budget
Financial Sources
Charges for Services $ 37,134,745 $ 33,431,725 $ 36,265,992 $ 263,413 $ 262,889 $ 285,000 $ - $ - $ -
Fines, Forfeitures & Settlements 7,430,426 6,545,033 6,247,552 - - - - -
Grant Revenue 111,272,256 217,935,893 1,916,666 - - - - -
Licenses & Permits 19,815,851 23,316,528 24,019,907 1,096,279 544,756 895,200 - - -
Miscellaneous 46,761,528 28,053,395 28,440,530 755,815 175,289 400 627,411 376,620 376,620
Other Shared Revenue
CAT Tax - - - -
Property Tax- State Subsidy 3,203,060 3,794,359 3,360,000 - - 1,668,650 1,974,231 1,950,000
Cigarette & Liquor Tax 858,117 482,517 870,000 - - - - -
Sin Tax - - - 4,870,011 4,669,484 4,000,000 - - -
Casino 10,468,691 11,240,417 12,490,000 - - - - -
Other 284 58,970 34,500 17,856,629 17,908,353 18,074,405 - - -
$ 14,530,152 $ 15,576,263 $ 16,754,500 $ 22,726,640 $ 22,577,837 $ 22,074,405 1,668,650 $ 1,974,231 $ 1,950,000
Property Tax $ 39,078,991 44,868,430 $ 41,980,400 - - - 20,358,650 $ 23,243,464 $ 23,581,917

Sale of City Assets 76,722 - - - - - -
State and Local Government Fund 29,422,196 31,125,940 31,759,941 - - - - -
Transfers In - 8,542 4,500,000 36,010,803 138,012,612 22,415,000 16,168,857 14,238,955 8,326,050
Income Tax 429,087,088 463,416,303 470,400,000 53,635,886 57,927,038 58,800,000 42,501,652 44,688,360 47,669,401
Investment Income 284,769 8,389,870 8,000,000 70,441 1,678,150 710,000 16,725 693,490 490,000
Other Taxes
Admission Tax 11,562,613 17,290,526 17,800,000 - - - - - -
Motor Vehicle License Tax 1,738,372 2,476,829 2,400,000 - - - - - -
Parking Tax 10,496,987 13,588,985 13,575,000 - - - - - -
Electric Excise Tax - - - - - - -
Hotel Tax 4,906,377 6,663,968 6,900,000 - - - - - -
Other 21,580 15,451 16,000 - - - - - -
$ 28,725,929 $ 40,035,759 $
40,691,000 $ - $ - $ - $ - $ - $ -
Premiumn on Bond - - - - - - -
Proceeds From Sale of Debt - - - - - - -
Total Financial Sources $ 763,620,653 $ 912,703,681 $ 710,976,488 $ 114,559,277 $ 221,178,571 $ 105,180,005 $ 81,341,945 $ 85,215,120 $ 82,393,988
Financial Uses
Salaries and Wages $ 338,814,583 $ 340,425,161 $ 367,272,787 $ 14,879,379 $ 16,457,674 $ 15,585,468 $ - $ - $ -
Benefits 137,101,212 139,642,780 149,132,597 4,691,787 4,694,657 4,906,626 - - -
Other Training and Professional Dues 984,770 1,176,167 2,599,024 - 3,190 - - -
Utilities 21,468,682 22,727,977 24,948,822 294,178 329,693 370,832 - - -
Contractural Services 52,250,835 58,509,309 64,426,277 3,065,738 3,209,217 3,326,186 - - -
Materials & Supplies 6,253,453 5,900,849 7,622,094 4,221,261 3,999,257 4,463,405 - - -
Maintenance 6,700,556 11,380,597 13,841,132 45,835 230,361 63,450 - - -
Claims, Refunds Maintenance 6,086,443 7,713,882 5,803,800 - 1,000 5,000 - - -
Interdepartmental Service Charges 27,755,953 27,441,390 29,644,711 3,523,997 4,136,032 3,958,034 - - -
Transfers Out 67,138,505 376,145,237 45,246,462 45,863,784 48,483,176 51,172,064 222,887 - -
Capital Outlay 16,256,908 7,206,142 213,500 33,514,715 27,081,624 31,620,935 - - -
Debt Service - 2,078,290 2,102,114 936,854 75,341,768 82,058,079 86,919,596
Expenditure Recovery 330 - - - - -
Total Financial Uses $ 680,811,900 $ 998,269,821 $ 710,751,206 $ 112,178,964 $ 110,727,995 $ 116,408,854 $ 75,564,655 $ 82,058,079 $ 86,919,596
Decertifications 5,425,262 2,132,103 98,444 285,197 - - - -

Change in Receivables - - - - - - - - -
Beginning Balance $ 43,515,012 $ 131,749,027 $ 48,314,990 $ 78,069,856 $ 80,593,883 $ 191,329,656 $ 29,088,277 $ 34,865,567 $ 38,022,608
Ending Balance $ 131,749,027 $ 48,314,990 $ 48,540,272 $ 80,593,883 $ 191,329,656 $ 180,100,807 $ 34,865,567 $ 38,022,608 $ 33,497,000
Change in Balance $ 88,234,015 $ (83,434,037) $ 225,282 $ 2,524,027 $ 110,735,773 $ (11,228,849) $ 5,777,290 $ 3,157,041 $ (4,525,608)
% Change 202.8% -63.3% 0.5% 3.2% 137.4% -5.9% 19.9% 9.1% -11.9%

Consolidated Financial Summary
35
Proprietary Funds Fiduciary Fund Total

Enterprise Funds Internal Service Funds Agency Fund All Funds
2021 2022 2023 2021 2022 2023 2021 2022 2023 2021 2022 2023
Actual Unaudited Budget Actual Unaudited Budget Actual Unaudited Budget Actual Unaudited Budget
696,546,431 $ 681,493,240 $ 725,645,688 $ 101,768,536 $ 103,839,509 $ 121,143,700 $ - $ - $ 835,713,125 $ 819,027,363 $ 883,340,380

252,504 13,098 - - - - - 7,682,930 6,558,131 6,247,552
20,306,626 16,919,386 8,545,700 - - - - - 131,578,882 234,855,279 10,462,366
823,788 1,349,409 1,320,000 - - - - - 21,735,918 25,210,693 26,235,107
22,592,437 19,714,974 22,402,252 40,999,704 44,435,517 48,412,602 3,324,661 2,850,291 3,572,864 115,061,556 95,606,086 103,205,268
- - - -
- - - - - - - - - - -
- - - - 2,475 - - - 4,871,710 5,771,065 5,310,000
- - - - - - - - 858,117 482,517 870,000
- - - - - - - - 4,870,011 4,669,484 4,000,000
- - - - - - - - 10,468,691 11,240,417 12,490,000
- - - - - - 17,856,913 17,967,323 18,108,905
$ - $ - $ - $ - $ 2,475 $ - $ - $ - $ - $ 38,925,442 $ 40,130,806 $ 40,778,905
- $ - $ - $ - $ - $ - $ - $ - $ 59,437,641 $ 68,111,894 $ 65,562,317

1,036,565 496,350 490,000 - - - - - 1,113,287 496,350 490,000
- - - - - - - 29,422,196 31,125,940 31,759,941
2,815,000 4,023,129 5,052,536 713,819 616,992 731,308 - - 55,708,479 156,900,230 41,024,894
- - 7,070,000 6,650,000 10,369,688 532,294,626 572,681,701 587,239,089
472,443 10,496,679 12,297,520 10,141 234,904 32,000 7,894 335,831 862,413 21,828,924 21,529,520
- - - - - 11,562,613 17,290,526 17,800,000

- - - - - - - 1,738,372 2,476,829 2,400,000
267,938 429,221 448,800 - - - - - - 10,764,925 14,018,206 14,023,800
5,951,222 5,935,132 6,000,000 - - - - - - 5,951,222 5,935,132 6,000,000
- - - - - - - - - 4,906,377 6,663,968 6,900,000
(5,235,850) (5,231,787) - - - - - - (5,214,270) (5,216,336) 16,000
$ 983,310 $ 1,132,566 $ 6,448,800 $ - $ - $ - $ - $ - $ - $ 29,709,239 $ 41,168,325 $ 47,139,800
- - - - - - - - -
- - - - - - - - -
$ 745,829,104 $ 735,638,831 $ 782,202,496 $ 143,492,200 $ 149,129,397 $ 170,319,610 $ 10,402,555 $ 9,836,122 $ 13,942,552 $ 1,859,245,734 $ 2,113,701,722 $ 1,865,015,139
$ 126,237,571 $ 120,843,927 $ 141,407,391 $ 6,814,355 $ 6,637,362 $ 7,567,648 $ 5,113,330 $ 4,832,677 $ 6,526,865 $ 491,859,218 $ 489,196,801
46,913,842 45,905,428 54,125,173 2,749,246 2,618,765 3,217,976 1,877,767 1,751,309 2,779,150 193,333,854 194,612,939
595,318 871,050 1,418,993 8,054 7,071 37,450 15,741 16,562 38,700 1,603,883 2,074,040
39,824,098 40,552,151 48,187,651 10,542,214 10,993,086 12,626,375 164,371 170,537 206,000 72,293,543 74,773,444
49,175,487 66,754,027 73,916,215 8,999,094 8,674,574 10,107,375 1,242,130 1,434,212 2,300,000 114,733,284 138,581,339
155,515,071 162,336,356 188,055,984 12,753,089 16,721,042 16,242,429 171,025 240,545 431,200 178,913,899 189,198,049
34,042,866 37,532,334 45,255,171 3,778,330 3,148,450 3,679,328 156,252 149,576 369,850 44,723,839 52,441,318
13,660,583 13,214,706 13,656,438 101,513,487 102,957,572 112,618,096 560,176 581,930 565,886 121,820,689 124,469,090
38,281,714 37,694,958 42,746,560 187,400 193,446 236,466 711,046 783,071 826,913 70,460,110 70,248,897
79,157 15,705 - - - 113,304,333 424,644,118
78,244,330 90,338,874 89,920,000 2,857,281 729,394 2,570,000 - - 10,000 130,873,234 125,356,034
146,921,155 143,718,825 153,112,934 - - - - - - 224,341,213 227,879,018 240,969,384
- - - - - - - - 330 -
$ 729,491,192 $ 759,778,341 $ 851,802,510 $ 150,202,550 $ 152,680,762 $ 168,903,143 $ 10,011,838 $ 9,960,419 $ 14,054,564 $ 1,758,261,099 $ 2,113,475,417 $ 1,948,839,873
- - -
649,726 2,613,740 - 11,792 97,634 - 839 5,136 - 6,186,063 5,133,810 -
4,228,920 (1,137,449) - - - - - - - 4,228,920 (1,137,449) -
- - -
$ 338,636,885 $ 359,848,628 $ 337,185,409 $ 33,216,911 $ 26,523,302 $ 23,069,571 $ 314,642 $ 706,198 $ 587,037 $ 522,841,583 $ 634,286,605 $ 638,509,271
$ 359,848,628 $ 337,185,409 $ 267,585,395 $ 26,523,302 $ 23,069,571 $ 24,486,038 $ 706,198 $ 587,037 $ 475,025 $ 625,783,361 $ 638,509,271 $ 554,684,537
$ 21,211,743 $ (22,663,219) $ (69,600,014) $ (6,693,609) $ (3,453,731) $ 1,416,467 $ 391,556 $ (119,161) $ (112,012) $ 111,445,022 $ 4,222,666 $ (83,824,734)
6.3% -6.3% -20.6% -20.2% -13.0% 6.1% 124.4% -16.9% -19.1% 336.4% 46.9% -50.9%

Official Certificate Of Estimated Resources
36
OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES
Form Prescribed by the Bureau of Inspection and Supervision of Public Offices.

County Auditor's Form No. 32A
AMENDED OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES
Based on 91.57% current & delinquent collection of current levy for previous tax year
Fund Unencumbered General Property Local Other Total

Balance, Jan. 1, 2023 Tax Government Sources
General Fund $48,314,990.69 $42,003,516.00 $31,759,940.73 633,961,145.27 $756,039,592.69

Fire Pension - 1,625,943.00 - - 1,625,943.00
Police Pension - 1,625,943.00 - - 1,625,943.00
Total General Fund 48,314,990.69 45,255,402.00 31,759,940.73 $633,961,145.27 759,291,478.69
Restricted Income Tax 5,281,356.12 - - 59,200,000.00 64,481,356.12
Schools Rec & Cult Activities - - - 1,125,000.00 1,125,000.00
Rainy Day Fund 65,832,235.38 - - - 65,832,235.38
Payroll Reserve Fund 90,000,000.00 - - - 90,000,000.00
Street Construction, Mtc & Repair 6,719,439.42 - - 30,215,005.00 36,934,444.42
Cleveland Stadium 23,496,623.25 - - 14,640,000.00 38,136,623.25
Debt Service 38,022,611.70 23,821,540.00 - 58,572,448.00 120,416,599.70
Utilities Administration 1,218,902.52 - - 9,407,428.00 10,626,330.52
Utilities Radio Communications 687,534.59 - - 5,564,702.00 6,252,236.59
Utilities Fiscal Control 38,366.67 - - 8,924,031.00 8,962,397.67
Water 172,392,741.45 - - 320,305,522.00 492,698,263.45
Water Pollution Control 24,616,826.59 - - 33,106,275.00 57,723,101.59
Cleveland Public Power 20,037,135.86 - - 220,594,587.00 240,631,722.86
Airport Operations 117,956,187.03 - - 173,640,580.00 291,596,767.03
Cemetery 221,365.55 - - 1,743,454.00 1,964,819.55
Golf 146,458.94 - - 1,262,526.00 1,408,984.94
Parking Facilities 130,475.39 - - 8,361,242.00 8,491,717.39
Public Auditorium 12,406.99 - - 3,235,322.00 3,247,728.99
West Side Market 414,540.62 - - 1,621,529.00 2,036,069.62
Sinking Fund General Operations 236,292.11 - - 781,308.00 1,017,600.11
Telephone Exchange 754,139.42 - - 15,688,743.00 16,442,882.42
Health Self Insurance Fund 11,841,976.60 - - 99,690,182.00 111,532,158.60
Prescription Self Insurance Fund 2,724,724.18 - - 20,917,518.00 23,642,242.18
Motor Vehicle Maintenance 6,577,313.95 - - 24,271,848.00 30,849,161.95
Printing 247,189.56 - - 2,797,445.00 3,044,634.56
Storeroom 398.94 - - 607,864.00 608,262.94
Central Collection Agency 587,037.77 - - 13,942,552.00 14,529,589.77
Total $ 638,509,271.29 $ 69,076,942.00 $ 31,759,940.73 $ 1,764,178,256.27 $ 2,503,524,410.29
Transfers
General Fund To:
Stadium Fund $ 10,290,000.00
Streets Fund 8,464,575.00
Other Subfunds 6,920,000.00
Debt Service Fund 12,663,043.00
Schools Fund 1,125,000.00
Sinking Fund 731,308.00
Cemetery Fund 268,454.00
Golf Fund 662,526.00
Public Auditorium Fund 2,396,005.00
West Side Market 216,529.00
Parking Facilities 1,509,022.00
$ 45,246,462.00
Official Certificate Of Estimated Resources

General Fund
37
General Fund
The General Fund supports most basic operations including Police and Fire protection,
Emergency Medical Service, Waste Collection, Recreation, Health Centers, Park
Maintenance, Building and Housing regulation and Municipal Courts. It also includes
support services such as Human Resources, Finance and Law. Funding for these activities is
derived from a variety of revenue sources which include taxes, licenses and permits, fines
and user fees. These are described in greater detail in the following section.
The 2023 General Fund budget is comprised of $710.7 million in expenditures. The
2023 proposed revenues are estimated at $710.9 million.
General Fund

General Fund
38
PRELIMINARY 2023 EXPENSES BY DEPARTMENT

The City delivers tax-supported services to its residents in several basic program areas
including Safety, Service, Public Works, Health, and Urban Planning and Development. The
following chart shows that well over half of the General Fund budget (53.7%) is devoted to
Public Safety, with 12.5% of all funds going to Public Works. Only 7% is devoted to support
functions such as financial, legal and Human Resources. Others include Aging, City Council,
Community Relations, Mayor's Office and Municipal Courts.
0.63% 1.20%
0.26%
Cleveland City Council
2.03% 9.62% 6.02% 0.75%
Judicial Branch
4.55% 2.62%
General Government
Aging
4.06%
12.58% 1.98% Human Resources
Law
Finance
Public Health
Public Safety
Public Works
Building and Housing

53.70% Subsidies, Other Administrative
Economic Development and

Community Development
In the following pages, financial data is presented for all divisions for comparison with
previous years. Staffing levels are also included for every division. For 2022, the actual
number of employees on the payroll at year-end and actual expenditures are presented. In
some divisions such as Police, Fire, Streets and Waste Collection where there is substantial
turnover, average staffing levels are used for a more realistic picture. Due to rounding,
numbers in the expenditure detail sections may not add.

Expense Summary General Fund
39
Expense Summary
2020 2021 2022 2023 $ %

Actual Actual Unaudited Budget Change Change
LEGISLATIVE BRANCH
COUNCIL $ 6,992,672 $ 7,604,237 $ 7,626,213 $ 8,500,130 $ 873,917 11%
JUDICIAL BRANCH
Municipal Court $ 22,085,368 $ 23,336,905 $ 22,227,967 $ 24,596,776 $ 2,368,809 11%
Clerk of Courts 11,764,875 11,513,874 11,454,879 12,858,573 1,403,694 12%
Housing Court 4,075,542 4,219,372 4,266,005 5,359,759 1,093,754 26%
TOTAL JUDICIAL BRANCH $ 37,925,785 $ 39,070,151 $ 37,948,851 $ 42,815,108 $ 4,866,257 13%
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor $ 2,102,925 $ 1,615,783 $ 2,446,155 $ 3,133,483 $ 687,328 28%
Office of Capital Projects 6,332,161 6,384,451 6,357,100 7,573,810 1,216,710 19%
Urban Analytics and Innovation 1,106,181 1,081,210 999,916 1,741,831 741,915 74%
Landmarks Commission 197,593 209,082 262,609 361,337 98,728 38%
Building Standards and Appeals 126,986 134,455 207,783 281,327 73,544 35%
Zoning Appeals 225,660 233,539 216,174 246,816 30,642 14%
Civil Service Commission 896,934 1,102,269 969,908 1,507,289 537,381 55%
Community Relations Board 1,945,165 1,911,140 1,659,550 2,370,960 711,410 43%
City Planning Commission 1,955,555 2,331,702 2,607,651 2,915,718 308,067 12%
Boxing & Wrestling Commission 17,416 17,417 14,556 31,826 17,270 119%
Office of Sustainability 973,233 1,086,998 895,997 1,364,238 468,241 52%
Office of Equal Opportunity 782,673 752,868 884,380 988,024 103,644 12%
Office of Intervention, Prevention
3,362,400 3,581,941 3,774,474 4,455,815 681,341 18%
and Opportunity
Office of Budget & Management 671,848 698,118 686,387 785,676 99,289 14%
Office of Professional Standards 1,344,714 1,421,396 1,381,604 1,976,605 595,001 43%
Police Review Board 154,768 160,891 130,360 204,308 73,948 57%
Community Police Commission 530,825 528,324 564,437 2,313,759 1,749,322 310%
TOTAL GENERAL GOVERNMENT $ 22,727,037 $ 23,251,584 $ 24,059,041 $ 32,252,822 $ 8,193,781 34%
DEPARTMENT OF AGING $ 1,358,771 $ 1,392,762 $ 1,389,319 $ 1,868,592 $ 479,273 34%
DEPARTMENT OF HUMAN
$ 3,697,390 $ 3,440,254 $ 4,247,951 $ 5,361,521 $ 1,113,570 26%
RESOURCES
DEPARTMENT OF LAW $ 20,875,830 $ 15,857,543 $ 19,644,954 $ 18,623,670 $ (1,021,284) -5%

General Fund Expense Summary
40
2020 2021 2022 2023 $ %

DEPARTMENT OF FINANCE
Director's Office $ 1,412,172 $ 1,429,516 $ 1,501,984 $ 982,367 $ (519,617) -35%
Accounts 1,934,968 2,116,716 2,217,080 2,630,383 413,303 19%
Assessments & Licenses 4,334,416 4,054,366 4,576,077 5,287,764 711,687 16%
Treasury 753,330 798,371 708,016 840,557 132,541 19%
Purchases & Supplies 583,404 525,885 715,054 1,022,722 307,668 43%
Bureau of Internal Audit 823,574 1,004,921 624,455 1,234,425 609,970 98%
Financial Reporting & Control 1,326,522 1,442,836 1,552,358 1,903,409 351,051 23%
Information Technology Services 6,860,003 7,760,123 10,872,539 13,421,723 2,549,184 23%
Risk Management 1,498,664 1,498,664 %
TOTAL FINANCE $ 18,028,389 $ 19,132,734 $ 22,767,563 $ 28,822,014 $ 6,054,451 27%
DEPARTMENT OF PUBLIC HEALTH

Director's Office $ 1,869,628 $ 1,744,565 $ 2,117,618 $ 2,327,410 $ 209,792 10%
Health 4,646,321 4,509,220 5,277,003 6,159,871 882,868 17%
Environment 1,885,108 2,104,117 1,963,602 2,426,614 463,012 24%
Air Quality 876,400 864,789 868,743 1,110,291 241,548 28%
Health Equity & Social Justice — 251,531 233,737 2,075,177 1,841,440 788%
TOTAL PUBLIC HEALTH $ 9,277,457 $ 9,474,222 $ 10,460,703 $ 14,099,363 $ 3,638,660 35%
DEPARTMENT OF PUBLIC SAFETY

Director's Office $ 6,193,106 $ 6,268,811 $ 6,157,591 $ 8,898,391 $ 2,740,800 45%
Police 210,837,155 211,414,002 211,064,286 217,941,309 6,877,023 3%
Fire 96,000,888 101,908,211 103,237,329 108,713,529 5,476,200 5%
Emergency Medical Service 33,202,139 31,902,938 31,643,010 34,013,547 2,370,537 7%
Animal Care and Control 2,557,369 2,859,355 2,798,445 3,688,814 890,369 32%
Correction 2,566,065 4,009,467 4,976,622 3,990,201 (986,421) -20%
Police Inspector General 161,701 24,039 — 236,266 236,266 %
Department of Justice 2,568,736 3,244,283 2,702,958 4,188,024 1,485,066 55%
TOTAL PUBLIC SAFETY $ 354,087,159 $ 361,631,106 $ 362,580,241 $ 381,670,081 $ 19,089,840 5%
DEPARTMENT OF PUBLIC WORKS

Division of Public Works
$ 3,092,113 $ 2,863,603 $ 3,149,495 $ 3,400,473 $ 250,978 8%
Administration
Recreation 12,817,782 14,179,597 14,901,933 15,890,854 988,921 7%
Parking Facilities 963,071 943,416 867,251 989,789 122,538 14%
Property Management 7,893,451 7,994,500 9,080,488 9,096,485 15,997 0%
Parks Maintenance & Properties 16,468,106 17,313,623 17,648,162 19,480,708 1,832,546 10%

Expense Summary General Fund
41
2020 2021 2022 2023 $ %

Division of Waste Disposal 30,272,215 35,922,080 35,530,813 36,523,623 992,810 3%

Division of Traffic Engineering 3,710,891 3,701,371 3,672,497 4,066,336 393,839 11%
TOTAL PUBLIC WORKS $ 75,217,629 $ 82,918,190 $ 84,850,639 $ 89,448,268 $ 4,597,629 5%
COMMUNITY DEVELOPMENT $ 1,871,896 $ 1,819,739 $ 2,356,957 $ 2,561,665 $ 204,708 9%
DEPARTMENT OF BUILDING & HOUSING

Director's Office $ 2,686,543 $ 2,944,000 $ 3,092,284 $ 4,228,354 $ 1,136,070 37%
Code Enforcement 8,379,887 8,407,654 7,776,694 8,533,792 757,098 10%
Construction Permit 1,476,272 1,533,236 1,497,829 1,652,746 154,917 10%
TOTAL BUILDING & HOUSING $ 12,542,702 $ 12,884,890 $ 12,366,807 $ 14,414,892 $ 2,048,085 17%
ECONOMIC DEVELOPMENT $ 1,655,616 $ 1,540,103 $ 1,547,198 $ 1,921,284 $ 374,086 24%
NON-DEPARTMENTAL
County Auditor Deductions $ 1,394,438 $ 1,050,536 $ 2,538,686 $ 1,150,000 $ (1,388,686) -55%
Subsidies to Other Funds 63,887,325 83,114,781 382,445,239 45,246,462 (337,198,777) -88%
Other Administrative 19,712,075 16,629,064 21,439,462 21,995,334 555,872 3%
TOTAL NON-DEPARTMENTAL $ 84,993,838 $ 100,794,381 $ 406,423,387 $ 68,391,796 $(338,031,591) -83%
TOTAL EXECUTIVE BRANCH $ 606,333,714 $ 634,137,508 $ 952,694,760 $ 659,435,968 $(293,258,792) -31%
TOTAL GENERAL FUND $ 651,252,171 $ 680,811,896 $ 998,269,824 $ 710,751,206 $(287,518,618) -29%

General Fund Staffing Summary
42
Staffing Summary
2020 2021 2022 2023 HC %

Actual Actual Actual Budget Change Change
LEGISLATIVE BRANCH
COUNCIL 55 55 59 61 2 3%
JUDICIAL BRANCH
Municipal Court 224 206 196 226 30 15%
Clerk of Courts 143 127 128 139 11 9%
Housing Court 40 41 43 48 5 12%
TOTAL JUDICIAL BRANCH 407 374 367 413 46 13%
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor 19 6 19 22 3 16%
Office of Capital Projects 58 57 59 67 8 14%
Urban Analytics & Innovation 12 10 11 14 3 27%
Landmarks Commission 2 2 2 3 1 50%
Building Standards and Appeals 1 1 2 2 — %
Zoning Appeals 2 2 2 2 — %
Civil Service Commission 6 5 4 8 4 100%
Community Relations Board 21 19 20 22 2 10%
City Planning Commission 20 19 20 23 3 15%
Office of Sustainability 10 8 9 10 1 11%
Office of Equal Opportunity 7 6 7 8 1 14%
Intervention, Prevention & Opportunity 5 13 9 20 11 122%
Office of Budget & Management 7 7 6 8 2 33%
Office of Professional Standards 13 12 8 17 9 113%
Police Review Board 1 1 1 1 — %
Community Police Commission 5 5 4 8 4 100%
TOTAL GENERAL GOVERNMENT 189 173 183 235 52 28%
DEPARTMENT OF AGING 14 10 11 15 4 36%
DEPARTMENT OF HUMAN RESOURCES 17 18 22 28 6 27%
DEPARTMENT OF LAW 72 70 78 85 7 9%

Staffing Summary General Fund
43
2020 2021 2022 2023 HC %

Director's Office 8 6 12 7 (5) -42%
Accounts 16 16 15 20 5 33%
Assessments & Licenses 42 45 32 48 16 50%
Treasury 6 6 5 6 — %
Purchases & Supplies 7 6 7 11 4 57%
Bureau of Internal Audit 4 5 3 6 3 100%
Financial Reporting & Control 16 13 14 15 1 7%
Information Technology Services 29 28 27 37 10 37%
Risk Management 0 0 0 10 10 %
TOTAL FINANCE 128 125 116 160 44 38%

Director's Office 12 8 14 15 1 7%
Health 26 32 29 40 11 38%
Environment 20 22 17 24 7 41%
Air Quality 5 7 6 8 2 33%
Health, Equity and Social Justice — 1 1 11 10 1,000%
TOTAL PUBLIC HEALTH 63 70 67 98 31 46%

Police-Uniform 1,535 1,402 1,292 1,498 206 16%
Civilian 225 211 196 240 44 22%
Fire-Uniform 701 669 738 757 19 3%
Civilian 12 11 8 15 7 88%
Emergency Medical Service 280 260 255 304 49 19%
Animal Care and Control 32 29 28 36 8 29%
Correction 1 2 2 2 — %
Police Inspector General 1 — — 2 2 %
Department of Justice-Uniform 3 3 — 5 5 %
Civilian 5 5 4 8 4 100%
TOTAL PUBLIC SAFETY 2,833 2,628 2,561 2,912 351 14%

General Fund Staffing Summary
44
2020 2021 2022 2023 HC %


Division of Public Works Administration 32 31 29 36 7 24%
Recreation 118 108 99 130 31 31%
Parking Facilities 15 13 13 14 1 8%
Property Management 67 68 69 71 2 3%
Parks Maintenance & Properties 106 104 91 105 14 15%
Division of Waste Disposal 186 189 194 217 23 12%
Division of Traffic Engineering 30 28 28 30 2 7%
TOTAL PUBLIC WORKS 554 541 523 603 80 15%
COMMUNITY DEVELOPMENT
3 3 3 5 2 67%
DIRECTOR'S OFFICE
DEPARTMENT OF BUILDING & HOUSING

Code Enforcement 104 95 86 101 15 17%
Construction Permit 18 17 17 19 2 12%
TOTAL BUILDING & HOUSING 148 138 129 151 22 17%
ECONOMIC DEVELOPMENT 18 14 13 20 6 43%
TOTAL EXECUTIVE BRANCH 4,039 3,790 3,706 4,312 605 16%
TOTAL GENERAL FUND 4,501 4,219 4,132 4,786 653 16%

General Fund
45
PRELIMINARY 2023 SOURCES OF REVENUE

The City's Income Tax is the largest source of revenue for the General Fund. It is generated
by a 2.5% tax on wages and earnings, not only of Cleveland residents but also non residents
working within the City. Of total collections, 88.9% flows to the General Fund while the
remainder is placed in a Restricted Income Tax Fund to be used for debt service payments
and capital expenditures. Because the Income Tax makes up such a large proportion of the
General Fund, the amount of financial resources available to provide City services is directly
related to the health of the local economy. The second largest General Fund revenue source is
generated by Property Tax.
Charges For Services

0.27%
1.13% 0.88%
3.38% Fines, Forfeitures & Settlements
5.10%
Grant Revenue
4.00% 2.36%
Licenses & Permits
5.90% Miscellaneous
0.00%
Other Shared Revenue (Casino, Sin Tax,
4.47% Etc.)
0.63% Property Tax
5.72%
Sale of City Assets
66.16%
Local Government Fund
Transfers In
Other Taxes (Admissions, Parking, Etc.)
Income Tax
Charges for Services: Medical transport billing, waste collection fees, and other recoverable fees.
Fines, Forfeitures & Settlements: Receipt of criminal fines and court costs from convictions of
misdemeanor, felony offenses, parking, and non waiverable traffic violations. Revenues from fines
and forfeitures include collections from parking violations and court levied civil and criminal fines.
This revenue is directly related to the number of parking and moving violations issued by the City
and court fines and costs.
Grant Revenue: Reimbursements from grants that provide funding for program support.
Licenses & Permits: Receipts for City inspections, food handled, business licenses, and zoning
and permit fees. This includes sales and charges for service which are charged to users of City
services. Examples are fees for emergency medical service, medical care at the City's health centers
and copies of birth and death certificates, and various miscellaneous sources, central service costs

General Fund
46
and expenditure recoveries are part of this category. The City has also implemented a Waste
Collection Fee $8.75 per household.
Miscellaneous: Reimbursement from Port Control for Cleveland Police detail at airport. Charge
backs by Parks Maintenance for maintenance services performed at various vacant lots located
throughout the city, i.e. rubbish removal, grass cutting, tree trimming, snow removal, cleaning and
washing equipment, and other services as needed. Refunds, inspection fees, charges for return of
NSF checks. Also included are Expenditure Recoveries, Cost Allocation Plan recovery, and Grant
Indirect Costs.
Other Shared Revenue:
Casino: Ohio Casinos are taxed at a rate of 33 percent on Gross Casino Revenue. The state then
disburses the tax revenue to the following funds: 51% to the Host City Fund, 3% each to the Ohio
State Racing Commission/Ohio Casino Control Commission and 2% each to the Law Enforcement
Training Fund/Problem Gambling and Addictions Fund. The City then distributes 85% to the
General Fund and 15% to a Special Fund for Council.
Cigarette & Liquor Tax:
 The Cigarette tax is a County tax administered by the State, and distributed back to the Counties,
then to the City based on the volume of cigarette licenses sold to dealers and tax stamps purchased
to be affixed to individual packages. The state excise tax on cigarettes is now $1.25 per pack.
 Liquor tax is a County occupational license tax imposed on the privilege of engaging in the alcohol
beverage business in Ohio. Businesses such as convenience stores, taverns, etc must obtain a license
from the state to, dispense alcoholic beverages. A portion of these license fees are then remitted
back to the City from the state.
Commercial Activity Tax (CAT): This is a State assessed tax enacted when Tangible Property Tax
was repealed. Businesses with receipts of $150,000 - $1 million will pay a minimum tax of $150.
Businesses with receipts of less than $150,000 are not subject to the CAT.
Other: Miscellaneous category including Special projects, Economic Development shared
projects, Grant paybacks, other reimbursements for provided services.
Property Tax Subsidy: This is a replacement for the Homestead Rollback, 10% Real Property and
2.5% owner occupied Real Property.
Other Taxes: Includes both locally and state collected sources. Locally, the City receives
Admission Tax for most entertainment events scheduled in the City as well as a tax on the leasing
of motor vehicles. Both of these taxes were previously increased as part of an overall funding plan
for the reconstruction/rebuilding of Cleveland Municipal Stadium. The Motor Vehicle Lessor Tax
was raised from $4 to $6 per transaction as of August 1, 1996. The State distributes a portion of
Estate, Liquor and Cigarette taxes to their municipality of origin. Estate Tax has been eliminated
by the State of Ohio effective 2014.
Admission Tax: Increased from 6% to 8% effective January 1, 1997, receipts are on ticket sales for
entertainment events held within the city.
Electric Excise Tax: Excise Tax is revenue derived from a fee paid to a municipality from a
franchisee for "rental" or "toll" for the use of city streets and rights-of-way. In consideration of the
cost incurred to construct, install, operate, or provide services using facilities in the public rights-
of-way.

General Fund
47
Hotel Tax: An excise tax of three percent (3%) on transactions by which lodging is or is to be
furnished by a hotel to transient guests.
Motor Vehicle Lessor Tax: Tax on Rental Cars
Parking Tax: 8% Commercial parking tax assessment
Property Taxes: Property is taxed at 35% of its appraised value. Receipts are classified into four
categories; General Fund, Bond Retirement, Police Pension and Fire Pension monies. All monies
are deposited into the General Fund except Bond Retirement monies, which belong to Debt
Service. Distribution is as follows:
 Commercial/ Industrial:
Schools: 59.25%
Cleveland: 12.70%
County: 20.67%
Library: 7.38%
 Residential:
Schools: 55.00%
Cleveland: 15.27%
County: 22.17%
Library: 7.56%
Sale of City Assets: All receipts from the sale of City assets which include property and
equipment disposal, (i.e. scrap metal value or auction of vehicles and equipment).
State and Local Government Fund: Local Government fund is a state of Ohio revenue sharing
program established in 1934 in which cities share in the collection of the state income, sales,
public utility excise tax, and corporate franchise taxes. The distribution basis is a function of
population and property tax values. The basis was collectively reduced by 50% by the State of
Ohio. These funds are distributed in two ways nine-tenths (90%) to counties divided among all
towns, villages and municipalities, and one-tenth directly to cities which collect an income tax.
Transfer In: Income from land sales at Chagrin Highlands and Economic Development.
Income Tax: The city income tax rate is 2.5% of all wages and business profits.
Investment Income: Receipts from Interest earned on Investments of comingled funds, including
Treasury Notes, Treasury Bills, certificates of Deposit, and Repurchase Agreements.
Other Revenue Terms:
Certificate of Estimated Resources: An original Certificate of Estimated Resources, received
from the County Auditor, is based on an estimate of the year-end unencumbered balances and the
estimated revenues for the upcoming calendar year as reflected on the tax budget. An amended
certificate of estimated resources is received, by the City, after the tax rate resolution and the
unencumbered balances/revised revenue estimates are certified to the County.

General Fund
48
Mills: Local Property tax rates are always computed in mills. One mill costs the property owner
$1.00 for every $1,000 of assessed valuation each year. In our example, the $100,000 will produce
$35 in tax revenue for each mill.
In Ohio, millage is referred to as "inside" millage and "outside" millage. Inside millage is the millage
provided by the Constitution of the State of Ohio and is levied without the vote of the people as
established very early in the State's history. The inside millage rate is limited to ten mills in each
political subdivision. Public schools, cities, counties and other local governments are allocated a
portion of the ten inside mills.

Revenue Summary General Fund
49
Revenue Summary
2020 2021 2022 2023 $ %

CHARGES FOR SERVICES $ 33,574,659 $ 37,134,745 $ 33,431,725 $ 36,265,992 $ 2,834,267 8%

FINES, FORFEITURES &
$ 6,933,769 $ 7,430,426 $ 6,545,033 $ 6,247,552 $ (297,481) -5%
SETTLEMENTS
GRANT REVENUE $ 61,264,033 $ 111,272,256 $ 217,935,893 $ 1,916,666 $ (216,019,227) -99%
LICENSES & PERMITS $ 15,956,335 $ 19,815,851 $ 23,316,528 $ 24,019,907 $ 703,379 3%
MISCELLANEOUS $ 28,109,173 $ 46,761,528 $ 28,053,395 $ 28,440,530 $ 387,135 1%
OTHER SHARED REVENUE

Property Tax-State Subsidy $ 3,180,776 $ 3,203,060 $ 3,853,329 $ 3,394,500 $ (458,829) -12%
Cigarette & Liquor Tax 21,018 858,117 482,517 870,000 387,483 80%
Estate Tax — 284 2 — (2) %
Casino 7,261,762 10,468,691 11,240,400 12,490,000 1,249,600 11%
Other 225,020 — 17 — (17) -100%
$ 10,688,576 $ 14,530,152 $ 15,576,265 $ 16,754,500 $ 1,178,235 8%
PROPERTY TAX $ 38,373,451 $ 39,078,991 $ 44,868,430 $ 41,980,400 $ (2,888,030) -6%

SALE OF CITY ASSETS $ 9,284 $ 76,722 $ — $ — $ — %
STATE AND LOCAL
$ 25,504,427 $ 29,422,196 $ 31,125,940 $ 31,759,941 $ 634,001 2%
GOVERNMENT FUND
TRANSFERS IN $ — $ — $ 8,541 $ 4,500,000 $ 4,491,459 %
INCOME TAX $ 410,100,017 $ 429,087,088 $ 463,416,303 $ 470,400,000 $ 6,983,697 2%
INVESTMENT INCOME $ 1,715,043 $ 284,769 $ 8,389,870 $ 8,000,000 $ (389,870) -5%
OTHER TAXES
Admission Tax $ 5,732,302 $ 11,562,613 $ 17,290,526 $ 17,800,000 $ 509,474 3%
Motor Vehicle License Tax 1,492,108 1,738,372 1,651,219 1,600,000 (51,219) -3%
Parking Tax 8,163,521 10,496,987 13,588,985 13,575,000 (13,985) 0%
Hotel Tax 2,542,592 4,906,377 6,663,967 6,900,000 236,033 4%
Other 8,169 21,579 841,061 816,000 (25,061) -3%
$ 17,938,692 $ 28,725,928 $ 40,035,758 $ 40,691,000 $ 655,242 2%
TOTAL RECEIPTS $ 650,167,459 $ 763,620,652 $ 912,703,681 $ 710,976,488 $(201,727,193) -22%

General Fund General Government
50
COUNCIL AND CLERK OF COUNCIL
Blaine Griffin, Council President
Council
General
and Government
Clerk of Council
Patricia J. Britt, Clerk Of Council
The legislative powers of the City of Cleveland are vested in Cleveland City Council, except
for those powers reserved for the people by Charter. Council has authority, expressly
conferred by the Charter, to divide the City into wards, determine Council meeting dates,
elect a President and choose a Clerk. The Council, the Mayor and any person or Committee
authorized by the Council or the Mayor, have the power to make inquiry into the conduct of
any department, office, officer or employee of the City, and to investigate City matters of
concern.
The City Council meets at 7:00 p.m. every Monday, except that Council meets once in July
and once in August, on a day and time set by the Council. All Council meetings are held in
the Council Chambers of City Hall. Various Council Committee meetings are held during
the week to discuss in detail, all legislation to be approved, amended or not approved by the
Council. Special Council meetings may be called by the President at any time, with proper
public notice.
The City Clerk, Clerk of Council ("the Clerk") is custodian of all Council records as well as
any other city documents that may be required by ordinance. The Clerk is the editor of the
City Record, a publication containing all transactions and proceedings of the Council, all
legal advertising of the City as well as other information related to City affairs. The Clerk
must keep a proper file of all papers and documents which are part of the transactions of the
Council or of Council Committee meetings and must keep attendance records of all such
Council meetings and Committees. Further, the Clerk must make all public records
available for public inspection. The Clerk is empowered to authenticate records with her/his
official signature and seal.
Members and staff of Council and the Clerk perform several specialized activities
such as:
• Research on a variety of local and global issues impacting the City;

• Policy analysis and development to address the issues of various constituencies
through legislation/legislative process;
• Communications that serve to link the Council with the public;
• Legislative services that oversee the process of writing and passing laws, and
preparation of public resolutions of congratulations, commemoration,
commendation, appreciation and welcome;
• Financial oversight and reporting to keep Council informed of the overall fiscal
condition of the City; and
• Archiving of Council and City documents; collecting and maintaining historical and
current data about the City of Cleveland; responding to local, national and
international information requests.

General Government General Fund
51
Expenditures
2020 2021 2022 2023
Actual Actual Unaudited Budget
Salaries and Wages

Full Time Permanent $ 2,440,504 $ 2,406,989 $ 2,614,674 $ 3,014,173
Seasonal — 12,829 70,009 —
Elected Officials 1,422,877 1,592,198 1,514,151 1,514,058
Part-Time Permanent 129,771 131,327 151,413 305,998
Longevity 15,525 14,575 13,050 16,200
Vacation Conversion — 74,441 — —
Separation Payments 33,751 120,021 167,114 100,000
Bonus Incentive — — 45,000 —
$ 4,042,428 $ 4,352,379 $ 4,575,411 $ 4,950,429
Benefits
Hospitalization $ 644,582 $ 622,198 $ 617,363 $ 648,857
Prescription 135,790 129,183 123,045 133,358
Dental 33,456 31,387 28,091 33,326
Vision Care 5,289 5,470 4,897 6,048
Public Employees Retire System 560,994 594,649 607,864 694,848
Fica-Medicare 55,806 61,030 64,138 69,267
Workers' Compensation 35,583 38,195 50,550 44,342
Life Insurance 2,497 2,435 2,435 3,315
Unemployment Compensation — 1,925 28,727 2,000
$ 1,473,997 $ 1,486,474 $ 1,527,108 $ 1,635,361
Other Training & Professional Dues
Travel $ 14,774 $ 1,919 $ 48,553 $ 50,000
Tuition & Registration Fees 8,659 8,481 34,182 30,000
Professional Dues & Subscript 2,255 1,200 — 9,467
$ 25,688 $ 11,600 $ 82,735 $ 89,467
Utilities
Steam $ 36,481 $ 35,025 $ 37,336 $ 42,160
$ 36,481 $ 35,025 $ 37,336 $ 42,160
Contractual Services
Professional Services $ 906,329 $ 1,039,876 $ 641,304 $ 793,986
Expense Account Reimbursement 89,516 97,912 93,593 244,800
Advertising And Public Notice 53,917 229,438 235,722 262,650
Parking In City Facilities 31,958 32,989 34,120 46,000
Insurance And Official Bonds 250 — 175 100
$ 1,081,969 $ 1,400,215 $ 1,004,913 $ 1,347,536

52
Expenditures (Continued)
2020 2021 2022 2023
Materials & Supplies

Office Supplies $ 13,075 $ 180 $ 14,135 $ 13,400
Postage 200,000 200,240 200,000 200,000
Food 4,875 219 14,337 20,000
Just In Time Office Supplies 1,301 3,245 9,508 7,500
$ 219,251 $ 203,884 $ 237,980 $ 240,900
Maintenance
Maintenance Office Equipment $ — $ — $ — $ 5,000
$ — $ — $ — $ 5,000
Interdepart Service Charges
Charges From Telephone Exch $ 74,560 $ 70,038 $ 91,159 $ 107,240
Charges From Print & Repro 22,378 29,199 47,041 52,310
Charges From Central Storeroom 15,920 15,424 22,530 29,727
$ 112,857 $ 114,661 $ 160,729 $ 189,277
$ 6,992,671 $ 7,604,237 $ 7,626,213 $ 8,500,130
Revenues
2020 2021 2022 2023
Miscellaneous $ 36,040 $ 231,539 $ 117 $ 700

$ 36,040 $ 231,539 $ 117 $ 700

53
COMPARISON OF STAFFING LEVEL
No. of Employees Salary Schedule

Budget December Budget
2022 2022 2023 Position Minimum Maximum
ADMINISTRATORS & OFFICIALS

1 1 1 Clerk of Council 42,865.60 119,751.68
16 16 16 Councilmember 88,473.70 88,473.70
1 1 1 Director of Communication 31,200.00 91,272.01
1 1 1 Director of Policy Research 31,200.00 97,559.04
1 1 1 Council President 93,370.74 98,473.70
20 20 20
NON EEO REPORTING
1 1 1 Executive Assistant-Admin/Council 31,200.00 89,457.46
1 1 1
PROFESSIONALS
1 1 1 Chief City Archivist 31,200.00 89,457.46
1 1 1 Chief Legislative Secretary 31,200.00 89,457.46
1 0 0 Deputy City Archivist 31,200.00 84,815.16
1 1 1 Deputy Clerk (Council) 31,200.00 94,191.99
1 1 1 Executive Assistant-Clerk of Council 31,200.00 89,457.46
1 1 1 Financial Assistant 31,200.00 56,515.10
1 1 1 Financial Officer 31,200.00 88,919.27
1 1 1 Information & Technology Administrator 31,200.00 90,644.85
7 5 5 Legislative Assistant 31,200.00 71,565.98
2 2 2 Legislative Committee Clerk 31,200.00 71,565.98
1 1 1 Personnel/Human Resources 31,200.00 89,457.46
2 3 3 Policy Research Analyst 31,200.00 85,361.69
1 1 1 Public Relations Manager 31,200.00 89,457.46
1 1 1 Special Counsel 31,200.00 119,489.04
22 20 20

54

ADMINISTRATIVE SUPPORT
1 1 1 Council Receptionist 31,200.00 53,674.46
16 16 16 Executive Assistant Council 31,200.00 58,652.55
1 1 1 Executive Assistant Council President 24,975.00 59,999.89
18 18 18
2 VACANT FULL TIME
61 59 61 TOTAL FULL TIME
PART TIME
1 2 2 Legislative Assistant 31,200.00 71,565.98
1 1 1 Special Counsel 31,200.00 119,489.04
8 0 0 Council aides/ Student Aides 11.60 13.00
7 VACANT PART TIME
10 3 10 TOTAL PART TIME
71 62 71 TOTAL DIVISION

55
OFFICE OF THE MAYOR
Justin M. Bibb, Mayor
Office of the Mayor
The Mayor serves as Chief Executive Office and Ex Officio President of the Board of Control
for the City. The Mayor's staff provides supervision and management assistance to the City-
funded neighborhood projects and the City service operations.
Also, the Mayor's staff informs the Mayor on the operational status of various service
programs and provides feedback on inquires of members of Council and other government
agencies, citizens and the business community on programs that directly affect them.
PROGRAM NAME:GOVERNMENT AND INTERNATIONAL AFFAIRS

OBJECTIVES: To promote, develop and maintain working partnerships with all
international, federal, state, county local government and other external
agencies on behalf of the city and oversee interaction and coordinate with
Cleveland City Council.
ACTIVITIES: Establish and maintain relationships with international dignitaries,

delegations or visitors; coordinate activities with international delegation;
serve as liaison to local, state and federal elected officials; monitor
legislative activity and advise on legislative matters; state, county and local
government relations; monitor Bibb Administration's appointments to
internal and external boards and commissions.
PROGRAM NAME:MAYOR’S ACTION CENTER

OBJECTIVES: To handle complaints and inquires received from the public in writing, by
telephone, by e-mail or from walk-in visitors.
ACTIVITIES: Refer complaints to the appropriate Department, respond to the citizen

within ten (10) days and follow-up to ensure prompt corrective action when
necessary.
PROGRAM NAME:OFFICE OF COMMUNICATIONS

OBJECTIVES: To inform the citizens, city employees, the business community, the media
and all constituents of the Mayor's policies, issues confronting the executive
branch of City government, the availability of city services and coordinate
ceremonial functions and special events and to promote the Mayor's
initiatives.
ACTIVITIES: Communicate with local, regional and national media; coordinate mayoral
communications to the general public and employees via electronic
communication; manage the city's cable access television station and
photographic bureau; research issues and create special documents,
publications and speeches as needed; manage event requests for mayoral
scheduling and create mayoral ceremonial and presentation documents as
needed.

56
OFFICE OF THE MAYOR
Expenditures
2020 2021 2022 2023
Salaries and Wages
Full Time Permanent $ 1,335,301 $ 919,434 $ 1,453,028 $ 2,029,139
Seasonal — — 4,264 —
Elected Officials 153,953 154,663 156,749 155,552
Longevity 3,975 3,600 1,750 875
Separation Payments — 42,010 154,946 20,000
$ 1,520,538 $ 1,164,979 $ 1,823,118 $ 2,259,648
Benefits
Prescription 43,475 31,174 37,075 50,360
Dental 10,207 6,970 7,061 13,452
Vision Care 1,629 1,246 1,235 2,160
Fica-Medicare 21,460 16,475 25,919 32,466
Life Insurance 815 585 551 1,168
Unemployment Compensation — 747 — 1,300
$ 507,813 $ 382,477 $ 475,215 $ 674,737
Travel $ 950 $ 140 $ 47,433 $ 52,300
Tuition & Registration Fees — — 16,775 2,000
Professional Dues & Subscript 961 3,600 590 5,700
$ 1,911 $ 3,740 $ 64,798 $ 60,000
Professional Services $ 6,851 $ 600 $ 3,188 $ 27,656
Insurance And Official Bonds — — 250 250
Other Contractual — — 75 —
Refunds & Miscellaneous 17 — 215 —
$ 6,869 $ 600 $ 3,728 $ 27,906
Office Supplies $ — $ 499 $ — $ —
Computer Software — — 87 —
Food — 72 507 3,000
Arts & Crafts Supplies 4,505 — — —
Special Events Supplies 3,475 — 7,222 26,750
$ 11,388 $ 3,888 $ 12,299 $ 33,750

57
OFFICE OF THE MAYOR
2020 2021 2022 2023
Charges From M.V.M. — 1,014 — —
$ 54,406 $ 60,099 $ 66,998 $ 77,442
$ 2,102,925 $ 1,615,783 $ 2,446,154 $ 3,133,483
Revenues
2020 2021 2022 2023
Miscellaneous $ 14,377 $ 99,240 $ — $ —

$ 14,377 $ 99,240 $ — $ —


1 1 1 Mayor 50,795.78 155,552.35
5 6 6 Executive Assistant to the Mayor 50,795.81 204,022.08
1 1 1 Secretary to the Mayor 50,795.78 192,654.41
15 11 11 Special Assistant to the Mayor 31,200.00 133,803.08
22 19 19
3 VACANT FULL TIME
PART TIME
4 0 0 Student Aides 11.60 13.00
4 VACANT PART TIME

58
OFFICE OF CAPITAL PROJECTS
James D. DeRosa, Director
Office of Capital Projects
Mission Statement
To provide for the planning, designing, construction, and preservation of the city of Cleveland's
facilities and infrastructure through: collaborative comprehensive planning; leadership in
management; excellence in sustainable design and technical expertise and; quality
construction based on fair administration, integrity and professionalism.
Ordinance No. 1332-10, passed November 22, 2010, established the Office of Capital Projects.
In the Office of Capital Projects there are 4 divisions; the Division of Administration, the
Division of Engineering and Construction, the Division of Architecture and Site Development
and the Division of Real Estate.
The Office of Capital Projects administers the Capital Improvement Program (CIP) for the
city. Activities include evaluating requests to lease, expand, vacate, alter, remodel or
construct city owned space, land, facilities and infrastructure; recommending priorities for
capital projects, based on linkage to citywide plans and condition assessments; providing
direct oversight for major capital projects; developing and implementing standards for
facilities and infrastructure to assure safe, sustainable, efficient design and construction of
the city's assets.
Historic Data
Output Metric
2020 2021 2022
1 Total Bonds sold for Capital Projects ($) $60,701,696 $114,908,377 $45,900,022
2 Total of Capital Projects Expended ($) $64,022,150 $44,509,015 $42,954,010
3 Total of Requirements Contracts $12,503,981 $14,960,756 $10,231,587
Completed ($)

59
Expenditures
2020 2021 2022 2023
Salaries and Wages
Part-Time Permanent 108,351 52,902 — —
Longevity 17,425 19,550 18,750 20,075
Wage Settlements 1 — — —
Overtime 6,364 7,596 7,449 10,000
$ 4,253,396 $ 4,227,644 $ 4,264,532 $ 4,976,991
Benefits
Prescription 147,348 140,646 137,504 164,772
Dental 37,808 34,543 31,805 40,369
Vision Care 5,083 5,140 4,692 6,292
Fica-Medicare 57,991 58,434 59,044 73,437
Life Insurance 2,643 2,553 2,555 3,586
Unemployment Compensation 4,066 — — 5,000
Clothing Allowance 5,970 6,367 5,970 5,970
Clothing Maintenance 2,100 1,950 2,100 2,100
Automoible Maintenance Allow — — 1,023 —
$ 1,609,854 $ 1,605,924 $ 1,596,361 $ 1,866,973
Travel $ 2,073 $ 7,070 $ 7,272 $ 11,500
Training 4,027 4,298 3,272 5,000
Professional Dues & Subscript 12,663 11,571 11,229 17,000
$ 22,448 $ 26,023 $ 24,672 $ 40,500
Professional Services $ 144,387 $ 164,749 $ 154,707 $ 184,950
Mileage (Private Auto) 34,394 35,269 35,103 26,900
Advertising And Public Notice — — 100 1,500
Appraisal Fees 2,900 6,700 2,450 2,900
Taxes 96,441 93,818 66,118 200,000
Equipment Rental — — — 1,000
Other Contractual 167 — — 500
$ 289,299 $ 312,339 $ 271,390 $ 434,500

60
2020 2021 2022 2023
Office Supplies $ — $ — $ 169 $ 2,500
Computer Supplies — 82 — 1,000
Computer Hardware — 9,871 316 1,000
Computer Software — — — 1,000
Small Equipment 1,000 — 5,294 3,000
Paper And Other Printing Suppl — 359 138 —
Other Supplies — — — 500
Bridge Maintenance Supplies — — — 5,000
Safety Equipment 598 1,023 4,741 5,000
$ 7,825 $ 17,459 $ 22,995 $ 30,000
Maintenance
Maintenance Office Equipment $ 140 $ — $ 920 $ 1,000
Maintenance Contracts 15,761 23,552 — 24,000
Computer Hardware Maintenance — — — 13,000
Computer Software Maintenance 41,029 50,268 83,666 72,500
$ 56,930 $ 73,821 $ 84,586 $ 110,500
Charges From Radio Comm System 1,554 3,465 2,268 3,796
Charges From M.V.M. 10,968 10,446 13,625 12,701
$ 85,356 $ 101,135 $ 88,202 $ 100,846
Capital Outlay
Land Expenses $ — $ — $ 228 $ —
Computer Software 747 10,586 4,134 9,500
Furniture — 8,646 — 2,000
Computer Hardware 6,307 873 — 2,000
$ 7,054 $ 20,106 $ 4,362 $ 13,500
$ 6,332,161 $ 6,384,451 $ 6,357,100 $ 7,573,810

61
Revenues
2020 2021 2022 2023
Charges For Services $ 10,510 $ 13,160 $ 15,968 $ —

Licenses & Permits 33,465 65,180 23,050 47,000
Miscellaneous 857,641 1,189,779 965,314 950,000
Sale Of City Assets 9,284 76,722 — —
Transfers In — — 8,541 —
$ 910,900 $ 1,344,841 $ 1,012,873 $ 997,000


1 1 1 Assistant Director 36,590.39 165,322.61
1 1 1 Commissioner of Real Estate 40,314.82 143,541.17
1 1 1 Manager of Parks Rec Research & Pl 31,200.00 96,192.93
1 1 1 Superintendent of Sidewalks 31,200.00 74,899.14
5 6 6
PROFESSIONALS
2 2 2 Administrative Manager 31,200.00 154,629.45
1 0 0 Budget Analyst 31,200.00 69,316.65
3 3 3 Chief Architect 31,200.00 119,875.05
2 2 2 Consulting Engineer 36,000.00 111,853.97
1 1 1 Construction Manager I 50,000.00 106,641.00
1 1 1 Construction Technician 15.00 27.05
1 1 1 Landscape Designer Architecct 16.82 31.18
1 1 1 Prevailing Wage Coordinator 31,200.00 79,287.17
4 2 2 Project Coordinator 31,200.00 99,702.63
2 2 2 Project Director 31,200.00 88,646.98
2 2 2 Section Chief Arch & Site Development 40,000.00 115,184.63
2 2 2 Senior Assistant Designer 15.00 28.54
1 1 1 Senior Budget and Management Analyst 31,200.00 94,001.90
1 1 1 Senior Landscape Architect 15.00 35.46
4 3 3 Section Chief Engineering and Construction 50,000.00 115,184.63
2 2 2 Survey Party Chief 31,200.00 66,324.45

62

1 0 0 Surveyor 19.23 52.04

1 1 1 Surveyor Intern 31,200.00 63,680.88
40 33 33
TECHNICIANS
1 1 1 Chief Engineering and Construction Inspector 29.77 31.77
13 13 13 Engineering & Construction Inspector 22.42 24.42
14 14 14
2 2 2 Administrative Officer 31,200.00 63,579.75
1 1 1 Junior Personnel Assistant 31,200.00 53,320.50
3 3 3 Principal Clerk 17.01 27.55
6 6 6
8 VACANT FULL TIME

63
URBAN ANALYTICS & INNOVATION
Elizabeth A. Crowe, Ph.D., Director
Urban Analytics & Innovation
Mission Statement
To monitor and assess program and service delivery to the citizens of Cleveland by tracking and
improving performance of Departments through the incorporation of efficient, effective, and
equitable analytics, processes, procedures, and policies while ensuring high levels of
accountability, and quality deliverables.
PROGRAM NAME:URBAN DATA LAB / DATA TEAM

OBJECTIVE: To serve as the data center of excellence for the City by enabling improved
decision making through data analytics, increasing transparency through
access to data; and establishing data governance.
ACTIVITY: Develop a lightweight, modern data architecture for analytics including

development of software and identification of data to be collected, stored,
and analyzed; create, validate, and maintain dashboards and reports to
facilitate improved decision making for city leaders; partner with City
departments/divisions to develop and monitor performance indicators;
provide training and education to City leaders to better use data to make
decisions; deploy an open data portal; establish city-wide governance policies
and procedures for data.
PROGRAM NAME:INNOVATION, ASSESSMENT AND EVALUATION

OBJECTIVE: To facilitate innovation and modernization by assessing and evaluating
administrative, operational, and programmatic performance of departments/
divisions.
ACTIVITY: Gain in-depth understanding of processes or programs; identify gaps and

potential risks; recommend strategies to mitigate risks or improve
processes; prepare performance evaluation; incorporate future/current state
analysis; monitor process improvement implementation; and establish a
culture of continuous improvement through training and education.
PROGRAM NAME:QUALITY CONTROL

OBJECTIVE: To inspect service requests received from the public through the 311 Call
Center and city systems.
ACTIVITY: Verify service requests are completed timely, accurately, and within service
level agreements; inspect work for quality; and proactively identify
infrastructure or property repairs that require service or assessment;
recommend areas for modernization and improvement.

64

Historic Data
Output Metric
2020 2021 2022
1
Number of Inspections Completed, N/A 1,074 5,702
Urban AI inspectors
2 Number of Referrals, Urban AI N/A 926 1,382
inspectors
* Note: Figures for 2020 not collected due to COVID


65
Expenditures
2020 2021 2022 2023
Salaries and Wages

Full Time Permanent $ 786,789 $ 783,620 $ 682,721 $ 1,141,924
Part-Time Permanent 22,251 — 9,500 47,998
Longevity 2,100 2,400 3,100 3,000
$ 811,146 $ 799,352 $ 724,226 $ 1,202,922
Benefits
Prescription 21,188 21,060 17,477 37,748
Dental 5,549 5,409 4,209 9,618
Vision Care 745 794 653 1,368
Fica-Medicare 11,416 11,257 10,249 17,450
Life Insurance 494 518 407 759
$ 259,860 $ 263,845 $ 250,577 $ 421,859
Travel $ 11,580 $ — $ — $ 12,000
Tuition & Registration Fees 4,240 223 2,426 10,000
$ 15,820 $ 223 $ 2,426 $ 22,000
Travel- Non-Training $ 178 $ 166 $ 627 $ —
Property Rental — — — 52,482
$ 4,963 $ 5,446 $ 8,134 $ 62,982
Computer Supplies — — 43 2,000
Computer Hardware 415 4,831 — 12,000
Computer Software 1,600 709 768 2,000
Just In Time Office Supplies 1,075 508 1,823 4,000
$ 3,090 $ 6,160 $ 2,634 $ 20,000
Charges From Print & Repro $ 2,721 $ 3,171 $ 5,322 $ 5,918
Charges From M.V.M. 8,581 3,013 6,598 6,150
$ 11,301 $ 6,184 $ 11,919 $ 12,068
$ 1,106,181 $ 1,081,210 $ 999,916 $ 1,741,831

66
Revenues
2020 2021 2022 2023
Miscellaneous $ 5,162 $ 40,784 $ 923 $ —

$ 5,162 $ 40,784 $ 923 $ —


1 1 1 Executive Assistant To The Mayor 50,795.81 204,022.08
1 1 1 Program Manager 31,200.00 97,501.09
4 3 3
PROFESSIONALS
1 1 1 Asst Mgr Of Audit Ctrl/Pers 31,200.00 69,282.44
3 1 1 Business Process Analyst 55,000.00 115,220.16
1 0 0 Business Process Specialist 40,000.00 85,312.80
0 2 2 Data Base Analyst 31,200.00 132,501.95
3 2 2 Performance Assessment Specialist 40,000.00 85,312.80
1 0 0 Systems Analyst 31,200.00 70,429.91
9 6 6
TECHNICIANS
2 2 2 Quality Control Inspector 31,200.00 65,000.00
2 2 2
3 VACANT FULL TIME
PART TIME
2 VACANT PART TIME 31,200.00 90,644.85

67
LANDMARKS COMMISSION
Daniel A. Musson, Secretary
Landmarks Commission
Mission Statement
The Landmarks Commission is charged with the preservation of Cleveland's heritage of historic
buildings, sites, and districts. The Commission identifies architecturally and historically
significant buildings, sites, and districts as local landmarks, and it ensures that appropriate
changes occur to those properties according to the Secretary of the Interior's Standards for
Rehabilitation.
The Landmarks Commission is an eleven-member board with the charge to safeguard the
City's heritage through the preservation of historic buildings and districts. Seven members
are appointed by the Mayor, two by the City Council President, and two serve by virtue of
office. The Commission office is administered by two full time staff members. The
Commission recommends buildings, sites or historic districts that are eligible for local
designation as landmarks. It follows established criteria listed in the Landmarks Ordinance,
Chapter 161 of the Codified Ordinances. Exterior changes to individual Landmarks or
properties within historic districts are reviewed by the Landmarks Commission as part of the
building permit process.
Neighborhood-based design review committees act as advisory committees to the Landmarks

Commission. The Commission staff conducts a continuing historic building and site survey of
Landmark and National Register designation. The Cleveland Landmarks Commission acts
as a Certified Local Government in coordination with the State Historic Preservation Office
and the National Park Service in National Register designation and cases involving Section
106 Environmental Reviews.
PROGRAM NAME:DESIGN REVIEW

OBJECTIVE: When large historic districts are created the Landmarks Commission
creates local design review committees. The Design Review Committee
makes recommendations to the Commission regarding design issues and
architectural appropriateness.
ACTIVITY: The Landmarks Commission staff attends local Design Review Committee
meetings. It prepares staff reviews of designs submitted by applicants to
Design Review Committees. The Commission staff is also involved in the
training and staff support to Design Review Committees.
PROGRAM NAME:PERMITS AND CASES

OBJECTIVE: The Landmarks Commission makes decisions regarding the granting of
Certificates of Appropriateness for the issuance of building permits. The
Landmarks Commission staff provides support to the Landmarks
Commission for changes to historic property.
ACTIVITY: The Landmarks Commission staff prepares agendas, minutes, and evidence
for Commission meetings. The staff meets with applicants about proposed
changes to buildings that have been locally designated. The Landmarks
staff reviews and approves many smaller cases on an administrative basis.
It prepares larger cases for hearing before the Landmarks Commission,
making recommendation on actions that need to be taken. This staff also
maintains records of all decisions made by the Commission as well.

68
PROGRAM NAME:SURVEY
OBJECTIVE: The Landmarks Commission staff identifies buildings, sites, and historic
districts for the purpose of Cleveland Landmark and National Register
designation. Historic designation recognizes the importance of the property
to the City, and may make historic Federal and State tax credits available to
property owners.
ACTIVITY: The Landmarks Commission conducts surveys to assess the significance of

historic buildings, sites, and districts and promote historical significance of
Cleveland neighborhoods, on a continuing basis. Staff takes photographs,
conducts historical and property research, writes architectural descriptions
and statements of significance, and prepares legislation for Landmark
designation.

Historic Data
Output Metric
2020 2021 2022
1 # Applications reviewed by the 68 94 100
Commission
2 # Building permit applications reviewed 464 558 515
by Landmarks staff
3 # Landmarks Nominated by the 3 5 5
Landmarks Commission
4 # Landmarks designated by City Council 4 2 5


69
Expenditures
2020 2021 2022 2023
Salaries and Wages

Full Time Permanent $ 108,722 $ 113,825 $ 107,301 $ 185,138
Board Members 42,275 41,075 50,578 63,316
Longevity 800 800 800 1,100
Separation Payments — — 44,484 —
$ 151,797 $ 160,515 $ 204,163 $ 249,554
Benefits
Prescription 2,638 2,583 2,472 7,924
Dental 600 588 516 1,986
Vision Care 181 180 150 316
Fica-Medicare 2,168 2,294 2,924 4,053
$ 40,573 $ 41,237 $ 52,950 $ 88,989
Travel $ — $ — $ 1,107 $ 2,950
Professional Dues & Subscript — — — 500
$ — $ — $ 1,107 $ 3,450
Advertising And Public Notice — 225 108 500
Parking In City Facilities 257 200 91 1,000
$ 4,147 $ 6,159 $ 2,995 $ 14,200
Just In Time Office Supplies $ 349 $ 379 $ 283 $ 900
$ 349 $ 379 $ 283 $ 900
Charges From Telephone Exch $ 98 $ 56 $ 69 $ 81
Charges From Print & Repro 625 685 1,020 1,134
Charges From Central Storeroom 3 51 22 29
Charges From M.V.M. — — — 3,000
$ 726 $ 792 $ 1,110 $ 4,244
$ 197,593 $ 209,082 $ 262,609 $ 361,337

70
Revenues
2020 2021 2022 2023
Miscellaneous $ 1,549 $ 8,389 $ — $ 2,000

$ 1,549 $ 8,389 $ — $ 2,000

PROFESSIONALS
2 1 1 Sr. Assistant City Planner 15.00 33.48
1 1 1 City Planner 31,200.00 71,484.50
1 VACANT FULL TIME
BOARD MEMBERS
1 1 1 Chairman of Landmarks Commission 9,538.00 9,538.00
6 6 6 Member of Landmarks Commission 8,963.00 8,963.00
7 7 7 TOTAL BOARD MEMBERS

71
BOARD OF BUILDING STANDARDS AND APPEALS
Carmella Davis, Executive Secretary
Board of Building Standards and Appeals
Mission Statement
To maintain and ensure high quality and safe standards in building construction by enforcing
the Ohio Building code, the Cleveland Building Code, and the Cleveland Rehabilitation Code.
PROGRAM NAME:APPEALS REVIEW

OBJECTIVES: To fairly hear and decide cases objectively, involving the Ohio Building
Code.
ACTIVITIES: To conduct bi-weekly inter-department staff related cases, meet with

applicants and affected city officials, and recommend actions to the Board
and adjudicate each case before the Board.
PROGRAM NAME:OHIO BUILDING CODE REVIEW

OBJECTIVES: To hear and decide cases involving the Ohio Building Code fairly and
objectively.
ACTIVITIES: To hear testimony, interpret the OBC, and adjudicate each case before the
Board at its bi-weekly meetings.
PROGRAM NAME:PERMITS AND CASES

OBJECTIVES: To fairly and objectively hear and decide any cases involving the issuance of
violation notices, condemnation orders, adjudication orders, notices of non-
conformance and similar administrative actions issued against City code.
ACTIVITIES: To conduct bi-weekly meetings, hear testimony by applicants, city officials,

and members of the public regarding appeals from administrative action;
and to interpret the relevant codes,
PROGRAM NAME:RECORD MAINTENANCE

OBJECTIVES: To maintain detailed records of proceeds of the Board of Building Standards
and Building Appeals as required by Charter and laws of the State of Ohio.
ACTIVITIES: To maintain minutes, case files, and records for all appeals, and to
commence conversion of records to digital format.
Historic Data
Output Metric
2020 2021 2022
1 Ohio Building Codes (OBC) Appeals 3 7 7
2 Appeal Applications Received 105 157 223

72
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 29,650 31,525 66,710 49,254
Longevity 700 700 700 700
Overtime — 340 — 1,360
$ 89,040 $ 96,909 $ 154,586 $ 174,115
Benefits
Prescription 3,073 3,073 3,599 6,532
Dental 825 804 882 1,683
Vision Care 93 99 128 216
Fica-Medicare 1,241 1,354 2,170 2,516
Workers' Compensation 862 833 1,671 4,570
$ 33,139 $ 33,890 $ 48,410 $ 70,422
Training $ — $ — $ — $ 400
$ — $ — $ — $ 400
Professional Services $ — $ — $ — $ 20,000
Court Reporter 2,520 2,495 2,580 12,000
Parking In City Facilities 150 10 74 800
Wellness Expense Anthem — 139 — —
$ 2,670 $ 2,644 $ 2,654 $ 32,800
Office Supplies $ — $ — $ — $ 1,000
Just In Time Office Supplies 298 170 427 600
$ 298 $ 170 $ 427 $ 1,600
Charges From Telephone Exch $ 347 $ 350 $ 508 $ 597
Charges From Print & Repro 701 415 910 1,012
$ 1,840 $ 841 $ 1,707 $ 1,990
$ 126,986 $ 134,455 $ 207,783 $ 281,327

73
Revenues
2020 2021 2022 2023
Charges For Services $ 4,385 $ 6,450 $ 11,915 $ 10,000

Licenses & Permits — — 130 —
Miscellaneous 862 5,099 — —
$ 5,247 $ 11,549 $ 12,045 $ 10,000

ADMINISTRATORS & OFFICALS

1 1 1 Assistant Administrator 31,200.00 90,644.85
1 1 1 Secretary to Board of Building Standards & Appeals 31,200.00 97,476.23
BOARD MEMBERS
1 0 0 Chairman of Board of Building Standards & Appeals 9,538.00 9,538.00
4 4 4 Builder Member Regular 8,963.00 8,963.00
1 VACANT BOARD MEMBERS

74
BOARD OF ZONING APPEALS
Elizabeth Kukla, Secretary
Board of Zoning Appeals
Mission Statement
To interpret the City’s Zoning Code and hear appeals from administrative actions and orders.
PROGRAM NAME:APPEALS REVIEW AND RECORDS MAINTENANCE

OBJECTIVES: To maintain high standards of Code interpretations and administration of
the City’s Zoning Code and to maintain detailed records of the proceedings of
the Board of Zoning Appeals as required by the City Charter and Laws of the
State of Ohio.
ACTIVITIES: To conduct weekly inter-departmental staff review of all Code related cases,
including, when appropriate, a meeting with applicants and affected City
Officials for an informed recommendation to the Board.
PROGRAM NAME:PERMITS AND ACTIONS

OBJECTIVES: To fairly and objectively hear and decide on actions involving the
interpretation of the City’s Zoning Code and any appeal within the authority
of the Board from an administrative action or order that may be brought
before it.
ACTIVITIES: To schedule public hearings for testimony by applicants, City Officials and
relevant parties to the appeals regarding the Zoning Code interpretation or
any other administrative action and adjudicate each case.
Historic Data
Output Metric
2020 2021 2022
1 # Total Cases Reviewed 206 208 229
2 # Cases Granted 179 188 169
3 # Cases Denied 8 7 8
4 # Cases Dismissed/Withdrawn 19 13 15
5 #Cases Pending 0 0 37

75
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 39,675 37,370 35,846 45,386
Longevity 600 600 300 775
$ 158,911 $ 165,903 $ 145,533 $ 164,818
Benefits
Prescription 4,392 4,392 4,101 4,662
Dental 1,125 1,097 925 1,084
Vision Care 181 180 152 208
Fica-Medicare 2,219 2,331 2,033 2,394
Workers' Compensation — 1,265 2,875 1,414
$ 52,908 $ 55,240 $ 55,543 $ 56,894
Tuition & Registration Fees $ 835 $ — $ 925 $ 900
$ 835 $ — $ 925 $ 900
Court Reporter $ 6,714 $ 5,664 $ 6,235 $ 13,000
Parking In City Facilities 205 3 — 1,400
$ 6,919 $ 5,667 $ 6,235 $ 14,400
Office Supplies $ 179 $ — $ — $ 400
$ 238 $ 244 $ 719 $ 600
Claims, Refunds, Maintenance
Judgments, Damages, & Claims $ — $ — $ — $ 300
$ — $ — $ — $ 300
Charges From Telephone Exch $ 1,009 $ 901 $ 1,141 $ 1,342
$ 5,849 $ 6,484 $ 7,221 $ 8,904
$ 225,660 $ 233,539 $ 216,174 $ 246,816

76
Revenues
2020 2021 2022 2023

Licenses & Permits 425 — — —
Miscellaneous — 9,229 — —
$ 18,725 $ 27,629 $ 17,595 $ 25,000

ADMINSTRATIVE SUPPORT
1 1 1 Secty Board of Zoning Appeals 31,200.00 97,476.23
BOARD MEMBERS
1 1 1 Chairman of Board of Zoning Appeals 9,538.00 9,538.00
4 4 4 Member of Board of Zoning Appeals 8,963.00 8,963.00

77
CIVIL SERVICE COMMISSION
Mary L. Bradley, Executive Director
Civil Service Commission
Mission Statement
To create and implement policies and procedures to attract, hire, and promote qualified
candidates who will best serve the needs of the citizens of the City of Cleveland.
PROGRAM NAME:POLICY-MAKING
OBJECTIVES: To promulgate and maintain Civil Service rules and policies, to conduct
meetings and administrative hearings.
ACTIVITIES: Facilitate regular Civil Service Commission board meetings to discuss and
act upon related issues; hold hearings for disciplinary actions and other
administrative actions.
PROGRAM NAME:RECORD MAINTENANCE

OBJECTIVES: To maintain accurate test records and certain personnel transactions for
employees in the classified service of Civil service and to certify qualified
candidates to appointing authorities for employment with the City of
Cleveland.
ACTIVITIES: Prepare eligible lists from examination results; certify candidates for vacant
positions; maintain seniority records for promotional examinations.
PROGRAM NAME:TESTING
OBJECTIVES: To prepare and administer fair and valid examinations based on job
responsibilities and qualifications and identify qualified individuals for
employment.
ACTIVITIES: Conduct job analysis, job audits and develop and prepare examinations;
prepare and distribute bulletins for test announcements; accept applications
for test filings; review applications, test candidates, score examinations and
notify candidates of results.
Historic Data
Output Metric
2020 2021 2022
1 Number of Job Postings 200 299 546
2 Number of Test Bulletins 73 113 214
3 Number of Applicants 15,597 18,395 23,326

78
Expenditures
2020 2021 2022 2023
Salaries and Wages
Board Members 39,675 39,675 40,269 45,386
Longevity 3,275 3,275 2,900 3,075
Separation Payments — 1,654 44,684 —
Overtime — 3,068 10,542 4,500
$ 444,016 $ 436,437 $ 461,528 $ 654,665
Benefits
Prescription 11,691 10,943 12,156 20,522
Dental 1,793 1,773 1,682 4,525
Vision Care 456 497 419 864
Fica-Medicare 6,252 6,127 6,426 9,378
$ 141,918 $ 137,633 $ 189,087 $ 231,186
Travel $ 439 $ — $ — $ —
Tuition & Registration Fees — — — 1,500
Other Training Supplies — 755 — —
Professional Dues & Subscript — — 300 —
$ 439 $ 755 $ 300 $ 1,500
Court Reporter 2,918 4,741 4,786 16,000
Referee Services — — — 35,000
Medical Services 115,000 225,000 190,000 200,000
Freight Expense — — 75 —
$ 301,827 $ 515,748 $ 307,303 $ 601,750
Computer Software $ 330 $ 246 $ — $ 750
Food — — 89 1,000
Other Supplies — 338 — —
$ 1,468 $ 2,494 $ 1,429 $ 5,750

79
2020 2021 2022 2023
Maintenance
Maintenance Contracts $ 155 $ — $ — $ 700
$ 155 $ — $ — $ 700
$ 7,111 $ 9,203 $ 10,261 $ 11,738
$ 896,934 $ 1,102,269 $ 969,908 $ 1,507,289
Revenues
2020 2021 2022 2023
Miscellaneous $ 3,717 $ 22,942 $ — $ —

$ 3,717 $ 22,942 $ — $ —

80


1 0 0 Secretary of the Civil Service Commission 31,200.00 114,679.12
1 1 1 Assistant Director - General 36,590.39 165,322.61
3 2 2
PROFESSIONALS
1 0 0 Chief Civil Service Examiner 31,200.00 83,376.71
2 0 0 Civil Service Examiner II 31,200.00 72,117.04
1 1 1 Civil Service Examiner III 31,200.00 79,980.75
1 0 0 Personnel Assistant 31,200.00 52,381.41
1 1 1 Supervisor of Civil Service Records 31,200.00 64,468.16
6 2 2
4 VACANT FULL TIME
PART TIME
5 4 4 Board Members

81
COMMUNITY RELATIONS BOARD
Angela D. Shute-Woodson, Director
Community Relations Board
Mission Statement
To promote amicable relations among the racial and cultural groups within the community.
The Community Relations Board is responsible by City Ordinance for improving cross-
cultural relationships in a city with a population, which reflects a wide diversity of racial,
ethnic and religious heritage. The mission of the Board is to resolve community conflicts and
ameliorate inequities based on racial and social biases, and develop proactive strategies for
affirmative actions and programs that promote multi-cultural harmony. The board's
emphasis is upon the implementation of proactive activities that promotes diversity and
unity. The board responds to resident complaints, investigates sources of community conflict
and provides planning assistance and alternative dispute resolution techniques to residents
and organizations for resolving neighborhood concerns and appreciating the value and
importance of cultural openness and diversity to the well being and future development of
the City of Cleveland.
Program activities focus on the most commonly identified concerns of the community which
include police-community cooperation, youth and young adult intervention, culturally and
socially segregated housing patterns and relationships involving our schools, youth and
neighborhood residents. Primary functions are coordinating police-citizen committees;
mediation, conciliation and alternative dispute resolution services; helping to develop
community and human relations development activities; administering the City's law
enforcement and community assistance protocol for the prevention of ethnic intimidation and
response to victims; promoting multicultural arts and educational events; monitoring police
professional standards and practices policy; planning and facilitating human relations
training for police, city employees and community groups; coordinating multi-cultural
dialogue groups; provide crisis response and violence interruption; referring youth to healthy
alternatives.
PROGRAM NAME:COMMUNITY OUTREACH

OBJECTIVES: To promote cultural harmony and mutual understanding in the City of
Cleveland by helping residents implement proactive strategies for resolving
community concerns and developing mechanisms for people of all religious,
racial or ethnic backgrounds to cooperatively improve the quality of life
citizen to citizen, neighborhood to neighborhood and building sustainable
relationships from Cleveland to the world.
ACTIVITIES: The Community Relations Board (Hereinafter referred to as the "CRB")

provides planning assistance for groups and agencies who seek to promote
positive social and cultural relationships in the community. The CRB
investigates the sources and conditions of problems and complaints that are
disruptive to the quality of life in the city neighborhoods, especially when an
individual or group is violated because of their protected class (race,
ethnicity, religion, sexual orientation, gender identity, familial status, etc.)
The CRB assists in coordinating fair and equitable service delivery to
Cleveland's multicultural and diverse population. The CRB administers the
priority protocol for preventing and responding to racial and ethnic violence
and intimidation in coordination with the police, prosecutor's office, the
municipal and county courts and support service agencies. The CRB
coordinates resident and organizational involvement through diverse and
multi-cultural dialogue groups. The CRB maintains liaisons to individuals

82
and groups interested in addressing the concerns and serving the special
needs of various groups from the City of Cleveland's multicultural and
diverse populations. The CRB establishes support networks and facilitate
relationships to attain sustainable community networks. The CRB
investigates and provides referral services for any complaint of
discrimination based on the City of Cleveland's protected classes. The CRB
provides conciliation services on referral from citizens, community
organizations and institutions, the police and other city agencies.
PROGRAM NAME:COMMUNITY REENTRY

OBJECTIVES: The Community Relations Board identifies resources and provides referrals
and advocacy for formerly incarcerated individuals that return to the City of
Cleveland from correctional facilities.
ACTIVITIES: The Community Relation Board hosts workshops and resource fairs and
refer formerly incarcerated individuals that return to our community to
community and faith-based social services, training and employment
opportunities. The CRB also has special programs to teach entrepreneurship
and other skills to help the formerly incarcerated individuals contribute our
community. The CRB also provides advocacy for this group of individuals to
help them overcome any potential barriers to social and economic inclusion
in our society.
PROGRAM NAME:HUMAN RELATIONS CIVIL RIGHTS TRAINING AND

COMMUNITY EDUCATION
OBJECTIVES: To support and direct members and staff in fulfilling the community
relations goals of the Board and city government. To develop the skills of
city employees and community groups that will increase community
cooperation and minority participation in the productive life of the City. To
increase public awareness of and confidence in the role of the Community
Relations Board and City government for solving problems that strain inter-
group relationships. To reduce racial and cultural stereotypes which create
social inequalities, conflicts and instability.
ACTIVITIES: Perform curricula and program design. Provide human relations in-service
training for police and city employees. Conduct human relations workshops
for community groups and agencies. Provide mediation training for
community and youth serving organizations and schools. Provide research
evaluation, planning and administration. Conduct Community Relations
Board meetings, sub-committees and special hearings. Provide information
to the public. Coordinate community forums, conferences, and cultural
events. Maintain contacts with all groups throughout the community that
want to foster cultural unity and diversity. Review and evaluate existing
community resources for mediations, human relations training and youth
intervention.

83
PROGRAM NAME:POLICE/COMMUNITY COOPERATION AND SPECIAL EVENTS
OBJECTIVES: To create and strengthen mechanisms for cooperation between citizens and
police; Enhance the professional skills of police officers to incorporate the
community as a resource for effective law enforcement. To heighten police
and citizens’ awareness of their roles and responsibilities related to the
perception of public safety.
ACTIVITIES: The CRB administers police district citizen committees and zone meetings;
Monitors the investigative standards and complaint practices of police;
Coordinates Crime Prevention Fairs for the Division of Police; Provides
human relations in-service training for police; Conducts community
workshops, training and conferences on safety and law enforcement;
Coordinates the annual Cleveland Night Out Against Crime and district
police/community awards ceremonies; Coordinates citywide court watch
program to work with citizens to follow high profile case or cases of
particular citizens interests; Develop and establish a Special Events section
as a one-stop promoter's service for municipal service coordination.
PROGRAM NAME:YOUTH COMMUNITY DIVERSION/CRISIS & COMMUNITY

INTERVENTION (OPERATION FOCUS)
OBJECTIVES: This program is a joint effort between the Cleveland Division of Police and
the Cuyahoga County Juvenile Court System. The program's purpose is to
develop and administer accountability-based sanctions for first-time
juvenile offenders of misdemeanor and status offenses. We believe that
early intervention in the lives of first-time offenders will prevent some
juveniles from committing future violations. The CRB has also initiated
"Operation Focus." This intervention strategy is modeled after an evidence-
based strategy utilized in other cities and recognized by the U.S. Dept of
Justice as a best practice.
ACTIVITIES: Caseworkers administer accountability-based sanctions for first-time
juvenile offenders of misdemeanors and status offenses. This program offers
early intervention for youth to prevent future violations. Caseworkers also
assess the needs of each individual child and family. They refer youth and
their families to appropriate community resources and services. They give
families options to deal with the difficulties their children are facing. Street
outreach workers (Peacemaker Alliance) serve as violence interrupters by
responding to hot spot areas to mediate between feuding groups and prevent
youth violence. The Community Relations Board also conducts community
interventions (Call Ins) to send a clear message to Group Member
Individuals. The message is clear: "gun violence and open air drug markets
will stop or there will be group-based accountability and sanctions.”

84

Historic Data
Output Metric
2020 2021 2022
1 # Youth Served 84 40 95
2 # of Notifications and Deployment 159 149* 108*
3 # of Specific Outreach Engagements by
District 1 n/a 250 600
District 3 n/a n/a* 116*
District 5 n/a 5* 460

4 # of Cultural Events and Engagements
Completed

Asian
n/a n/a 240
Hispanic
n/a n/a 800
Faith
n/a n/a 120
*Data impacted by three vacant positions.
Note: n/a indicates data unavailable due to the pandemic.


85
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 82,430 86,975 108,677 108,126
Longevity 6,775 6,875 6,850 7,175
Overtime 480 258 — —
$ 1,198,859 $ 1,195,478 $ 1,152,902 $ 1,285,679
Benefits
Prescription 45,552 45,892 40,604 50,130
Dental 10,957 10,660 8,779 11,643
Vision Care 1,923 1,877 1,599 2,172
Fica-Medicare 15,825 15,686 15,065 17,643
Unemployment Compensation 1,656 — — —
$ 468,588 $ 487,184 $ 467,276 $ 513,381
Travel $ — $ — $ 1,390 $ 5,000
Tuition & Registration Fees — 4,053 1,803 5,000
$ — $ 4,053 $ 3,192 $ 10,000
Professional Services $ 250,000 $ 200,000 $ — $ 450,000
Mileage (Private Auto) 1,463 668 1,660 5,000
$ 253,801 $ 202,200 $ 3,711 $ 516,664
Office Supplies $ 48 $ — $ — $ 3,000
Food 1,049 42 — 1,000
Special Events Supplies — — — 1,000
$ 2,707 $ 2,026 $ 2,499 $ 10,400

86
2020 2021 2022 2023

Charges From M.V.M. 46 46 474 500
$ 21,210 $ 20,200 $ 29,970 $ 34,836
$ 1,945,165 $ 1,911,140 $ 1,659,550 $ 2,370,960
Revenues
2020 2021 2022 2023
Miscellaneous $ 9,245 $ 54,775 $ 7 $ —

$ 9,245 $ 54,775 $ 7 $ —

87


1 1 1 Exec. Director Community Relations Board 50,795.81 204,022.08
2 2 2
PROFESSIONALS
2 2 2 Case Worker II 16.27 23.43
2 2 2 Community Relations Rep. I 15.00 22.38
1 1 1 Community Relations Rep. II 15.00 27.05
1 1 1 Community Relations Rep. III 15.00 33.48
1 0 0 Grant Administrator 31,200.00 88,520.98
21 18 18
2 VACANT FULL TIME
BOARD MEMBERS
1 1 1 Member of Community Relations Board-Chair 9,538.00 9,538.00
11 11 11 Member of Community Relations Board 8,963.00 8,963.00

88
CITY PLANNING COMMISSION
Joyce P. Huang, Director
City Planning Commission
Mission Statement
The Cleveland City Planning Commission advocates for the preservation and establishment of
prosperous communities that are authentic and diverse providing equitable access to the
resources necessary for residents to thrive. We accomplish this by enhancing physical
development, preserving the City's history, and creating places for people that are healthy,
sustainable and vibrant for current and future generations.
The City Planning Commission is composed of seven members, six of whom are mayoral
appointments and the seventh is an appointment of City Council. The Planning Commission
is responsible for adopting and maintaining a General Plan for the City, maintaining the
City's Zoning Map and Code, undertaking capital improvements planning, and conducting
design review in neighborhood and downtown districts. The Commission is responsible for
reviewing and acting upon all legislation regarding planning, zoning, capital improvements,
and physical development.
The City Planning department is staff to the City Planning Commission and provides a
variety of planning services to the Mayor, City Council, City departments, neighborhood
organizations, and the general public.
PROGRAM NAME:ADMINISTRATIVE SERVICES

OBJECTIVES: To provide financial, personnel and logistical support to the operating
sections of City Planning Commission staff.
ACTIVITIES: Preparation and monitoring of departmental budget, grants, contract

administration, personnel management, and clerical services.
PROGRAM NAME:NEIGHBORHOOD AND COMPREHENSIVE PLANNING

OBJECTIVES: To provide ongoing planning services necessary to facilitate appropriate
development and revitalization, and to prepare comprehensive plans for the
city, its neighborhoods, and the region.
ACTIVITIES: Preparation, updating and implementation of a comprehensive Citywide
Plan. Coordination of citywide design review committees and facilitation of
City of Cleveland land bank. Planning for the lakefront, riverfront, Euclid
Corridor, Inner belt and other large-scale planning districts; and analysis
and dissemination of statistical information, including ensuring a complete
count in the decennial U.S. Census.
PROGRAM NAME:PLANNING ADMINISTRATION

OBJECTIVES: To ensure effective and expeditious action on all mandatory legislative
referrals and design reviews within applications subject to City Planning
approval.
ACTIVITIES: Review of all legislation referred to the Planning Commission; review of

project design within the City's design review districts; provision of staff
support to the City Planning Commission and its Design Review Advisory
Committee.

89
PROGRAM NAME:URBAN DESIGN AND INFRASTRUCTURE
OBJECTIVES: To provide design services and to prepare urban design plans necessary to
facilitate appropriate development. Coordination of transportation and
streetscape improvements, and capital improvement planning principally in
neighborhood business districts, the central business district, and along the
lakefront.
ACTIVITIES: Preparation of urban design plans for districts and large-scale projects;
preparation of design guidelines; evaluation of design elements of
development projects; provision of design assistance to City departments,
City Council, neighborhood organizations, developers and citizens.
PROGRAM NAME:ZONING AND TECHNOLOGY

OBJECTIVES: To ensure that the City has an up-to-date Zoning Code and Zoning Map and
to provide professional advice to the City Planning Commission, the Board of
Zoning Appeals, and the City Council regarding matters pertaining to the
Zoning Code and Zoning Map. Provision of mapping service, maintenance of
the city street line and lot line base map series, and preparation of GIS
computerized mapping products.
ACTIVITIES: Preparation of zoning studies and legislation amending the City's Zoning
Code or Zoning Map; review of Zoning Appeals, Zoning Code, and Zoning
Map changes; provision of staff support to the City Planning Commission
and the City Planning Committee of Council; maintenance of the City's
official zoning map series.

Historic Data
Output Metric
2020 2021 2022
1 # of items on ArcGIS Online shared to n/a n/a 15
the public
2 # of map changes passed by City Council n/a n/a 14
3 # of Design Review Cases 236 238 215


90
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 36,945 40,950 37,497 54,354
Part-Time Permanent — — 2,204 —
Longevity 5,250 5,475 4,875 5,475
$ 1,278,538 $ 1,310,022 $ 1,257,577 $ 1,750,434
Benefits
Prescription 41,037 39,808 36,811 58,766
Dental 10,003 9,747 8,604 14,220
Vision Care 1,660 1,716 1,441 2,260
Fica-Medicare 17,394 17,798 16,956 24,732
$ 454,637 $ 455,753 $ 507,137 $ 628,507
Travel $ — $ — $ 3,355 $ 6,000
Tuition & Registration Fees 75 505 2,975 8,000
$ 75 $ 505 $ 6,330 $ 14,000
Advertising And Public Notice — — 1,449 2,500
Program Promotion 37,417 — — —
Participation Fee — — 5,549 6,250
Parking In City Facilities 1,034 1,094 325 1,000
Other Contractual 67,000 45,750 10,460 75,000
Local Match-Grant Programs — — 150,000 150,000
$ 185,651 $ 546,844 $ 167,783 $ 284,750
Office Supplies $ 207 $ 686 $ 1,102 $ 2,000
Computer Hardware 172 — 2,246 5,000
Computer Software 3,987 3,352 293 9,000
$ 6,913 $ 6,773 $ 6,408 $ 21,000

91
2020 2021 2022 2023

Charges From M.V.M. 1,550 626 1,295 1,962
$ 29,741 $ 11,805 $ 14,416 $ 17,027
Capital Outlay
Transfer To Capital Project $ — $ — $ 648,000 $ 200,000
$ — $ — $ 648,000 $ 200,000
$ 1,955,555 $ 2,331,702 $ 2,607,651 $ 2,915,718
Revenues
2020 2021 2022 2023
Miscellaneous $ 9,930 $ 67,018 $ 361 $ —

$ 9,930 $ 67,018 $ 361 $ —

92


1 1 1 Planning Director 50,795.81 191,316.74
1 1 1 Private Secretary to the Director of City Planning 31,200.00 154,629.45
3 3 3
1 1 1 Secretary 15.61 20.52
1 1 1
PROFESSIONALS
1 0 0 Architect 15.00 35.43
4 4 4 Chief City Planner 31,200.00 97,476.23
7 4 4 City Planner 31,200.00 71,484.50
1 1 1 Senior Assistant City Planner 15.00 33.48
20 16 16
3 VACANT FULL TIME
BOARD MEMBERS
6 6 6 Member of City Planning Commission 8,963.00 8,963.00

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BOXING AND WRESTLING COMMISSION
Abdul A. Muhaymin, Chairman
Boxing and Wrestling Commission
The Commission approves and supervises all amateur boxing contests and professional
wrestling exhibitions. Other commission duties include training and furnishing officials for
all bouts, as well as overseeing tickets, receipts and fund disbursements.

94
BOXING AND WRESTLING COMMISSION
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members $ 7,775 $ 7,775 $ 7,775 $ 9,544
$ 14,975 $ 14,975 $ 10,175 $ 27,476
Benefits
Hospitalization $ — $ — $ 2,565 $ —
Fica-Medicare 217 217 148 402
Workers' Compensation 127 128 119 100
$ 2,441 $ 2,442 $ 4,381 $ 4,350
$ 17,416 $ 17,417 $ 14,556 $ 31,826
Revenues
2020 2021 2022 2023
Miscellaneous $ 127 $ 820 $ — $ —

$ 127 $ 820 $ — $ —

BOARD MEMBERS
1 1 1 Chairman Boxing & Wrestling Commission 9,538.00 9,538.00
2 0 0 Commission Member 8,963.00 8,963.00
3 1 1
2 VACANT MEMBERS

95
OFFICE OF SUSTAINABILITY
Sarah E. O'Keeffe , Director
Office of Sustainability
Mission Statement
The Mayor's Office of Sustainability leverages Cleveland's wealth of assets

by collaborating with the community to improve the economic,
environmental and social well-being of citizens, visitors and employees in
the context of a rapidly changing climate. To lead by example, the Office
develops and implements policies and programs with City departments to
embrace a culture of sustainability and to establish an equitable path to
carbon neutrality by 2050
Established in 2005, the Mayor's Office of Sustainability works to lead and empower
Cleveland to be a global leader in urban sustainable living, commerce, operations and
community. Primary goals of our office include:
 Using restorative environmental sustainability as a tool for efficiency and

resiliency in city operations for equitable economic development and job creation
in the community
 Providing tools and resources to make environmental sustainability and climate
change mitigation, adaptation and resilience core values and actionable strategies
for City departments
 Fostering a culture beyond city walls that embraces sustainability action through
education, outreach and community engagement and contribution to a thriving
green city on a blue lake
PROGRAM NAME: CLEVELAND CLIMATE ACTION PLAN

OBJECTIVE: Implement the Cleveland Climate Action Plan (CAP), a community-wide
plan to reduce Cleveland's greenhouse gas (GHG) emissions via a
decarbonization planning pathway that will align with the Paris Accord and
will seek to achieve a net-zero carbon goal by 2050.
Decarbonization (decrease of carbon emissions across all areas)


 Energy Management and Renewable Energy
 Built Environment (transportation, land use)
 Nature-Based Solutions (urban forestry, stormwater management)
 Circular Economy (elimination of waste, establish new feedstocks)
 Cross-cutting Priorities: Climate Justice and Social Determinants of Health -

equitable economic development, social cohesion, education - are woven through
all aspects of this work.
ACTIVITY: Coordinate with community organizations, business leaders, other
governmental entities and authorities to collaboratively advance various
projects and programs to achieve the CAP goals through education, strategic
planning, securing funding, piloting various aspects of programs, and
convening stakeholders in this work

96
PROGRAM NAME: SUSTAINABLE CLEVELAND MUNICIPAL ACTION PLAN (SC-
MAP)
OBJECTIVE: Lead planning and support implementation of SC-MAP actions to enable the
City to lead by example in sustainability and achieving city-based goals for
the climate action plan. Serve as internal "consultant" to various city
departments to update and advance each area of the SC-MAP for
implementation, and tracking progress
ACTIVITY: Update and support implementation of the Sustainable Municipal Building

Policy and Green Building Standards; manage energy consumption
tracking, identify energy efficiency savings and renewable energy source
opportunities; identify opportunities for and support design, planning and
implementation of sustainable built environment infrastructure, nature-
based solutions to mitigate climate change impacts and historical
environmental justice issues, and processes and efforts for waste elimination
and the building of circular economy; engage and educate employees;
identify, obtain and manage various grants. Establish policy that empowers
the city to advance implementation of the SC-MAP, in collaboration with
city council and the community.
PROGRAM NAME: SUSTAINABLE CLEVELAND

OBJECTIVE: Lead Sustainable Cleveland, an ongoing initiative that engages people from
all walks of life, working together to design and develop a thriving and
resilient Cleveland region.
ACTIVITY: Coordinate convening of stakeholders from across the city and region and
collaborate with community organizations to promote equity, climate and
environmental justice and sustainable practices at home, at work and in the
community.

97

Historic Data
Output Metric
2020 2021 2022
1 Number of external stakeholder 32 56 106
engagements
1a Number of participants 778+ 1,142+ 1,253+
2 Number of internal stakeholder Not Not 5
engagements tracked tracked
separately separately
2a Number of internal city participants Not Not 55
tracked tracked
separately separately
3 Number of active solar installations N/A N/A 4
through programs that are directly
influenced by or managed by the City
of Cleveland ‐ RESIDENTIAL
4a Number of EV charging station installs 0 0 1
through programs that are directly
influenced by or managed by the City
of Cleveland – PUBLICLY ACCESSIBLE
4b Total Number of Grants Awarded 0 6 3
5 Total amount of grants accounted for n/a* $205,000 $105,000

and accepted, not expended
*During the pandemic, there were existing grant funds being managed but not accepted. Therefore, 2020 data is
not applicable to this metric.


98
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent — — 58,348 40,000
Longevity 1,850 2,325 1,825 1,350
Separation Payments 8,191 4,391 46,062 —
$ 595,803 $ 616,066 $ 576,306 $ 745,522
Benefits
Prescription 11,224 11,975 8,832 14,894
Dental 2,463 2,516 1,701 3,498
Vision Care 689 770 524 756
Fica-Medicare 8,492 8,786 8,226 10,812
Unemployment Compensation — — 1,150 —
$ 157,640 $ 172,889 $ 174,577 $ 264,449
Travel $ 1,260 $ — $ 8,871 $ 7,750
Training — 369 — 1,000
$ 13,457 $ 9,461 $ 23,330 $ 21,750
Advertising And Public Notice — 1,862 2,700 3,000
Program Promotion — — 952 —
Property Rental — 450 1,800 58,018
$ 151,800 $ 223,117 $ 67,290 $ 241,018
Computer Hardware $ 1,780 $ — $ — $ —
Computer Software — 8,175 3,435 5,000
Small Equipment 25,784 31,009 10,816 32,000
Electrical Supplies 22,218 1,472 — 43,450
Just In Time Office Supplies 765 1,735 1,980 1,500
$ 50,547 $ 42,391 $ 16,232 $ 81,950

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2020 2021 2022 2023

$ 3,986 $ 8,011 $ 8,261 $ 9,549
Capital Outlay
Fixtures $ — $ 15,062 $ — $ —
Transfer To Capital Project — — 30,000 —
$ — $ 15,062 $ 30,000 $ —
$ 973,233 $ 1,086,998 $ 895,997 $ 1,364,238
Revenues
2020 2021 2022 2023
Grant Revenue $ 500 $ 25,000 $ — $ —

Miscellaneous 3,913 25,554 27 —
$ 4,413 $ 50,554 $ 27 $ —

100


1 1 1 Executive Assistant to The Mayor 50,795.81 204,022.08
1 0 0 Special Assistant to The Mayor 31,200.00 133,803.08
3 1 1
PROFESSIONALS
1 0 0 Office Manager 31,200.00 54,845.04
8 8 8
1 VACANT FULL TIME
PART TIME
2 VACANT PART TIME

101
OFFICE OF EQUAL OPPORTUNITY
Tyson T. Mitchell, Director
Office of Equal Opportunity
Mission Statement
To promote equity of economic benefit for Clevelanders by ensuring

compliance with contractor goals and requirements as required by Codified
Ordinances. This is achieved by providing contractor assistance and
support and by being an advocate for enterprise and employment to promote
“Self Help” with a commitment to excellence in public service. OEO also
serves as the advocate for Community Benefit Agreements with our private
sector partners.
OEO achieves our mission by enforcing four City of Cleveland Codified Ordinances:
Codified Ordinance 123 Prevailing Wage

Codified Ordinance 187 Cleveland Area Business Code
Codified Ordinance 188 Cleveland Resident Employment Law
Codified Ordinance 189 Living Wage
Monitoring and enforcement of these ordinances advance our mission by promoting local
spend in both enterprise and workforce, “Self Help”, and further underscores OEO’s role as
an advocate for diversity and inclusion in contract award, sub-contracting, and technical
assistance to Cleveland area businesses.
PROGRAM NAME:CLEVELAND AREA BUSINESS CODE

OBJECTIVES: To maximize target businesses in participation of city contracts.
ACTIVITIES: Certify Cleveland Small Businesses (CSB), Minority Business Enterprises

(MBE), Female Business Enterprises (FBE) Local Producer Enterprises
(LPE), Sustainable Urban Business Enterprises (SUBE), evaluate bids and
monitor their participation on city contracts. Monitor Affirmative Action
Compliance in companies doing business with the city.
PROGRAM NAME:FANNIE M. LEWIS CLEVELAND RESIDENT EMPLOYMENT LAW

OBJECTIVES: Monitor the compliance of the resident employment requirements on public
improvement contracts greater than $100,000.
ACTIVITIES: Monitor and enforce compliance of the Fannie M. Lewis Cleveland Resident
Employee Law (Chapter 188) effective January 1, 2004, that requires 20%
Cleveland resident employment on construction development contracts
valued at $100,000 or more. Provide monthly reports to the administration
and to City Council. Outreach as appropriate.

102
PROGRAM NAME:OUTREACH
OBJECTIVES: To support and provide development opportunities for businesses certified
with the office as well as partner with other business development offices in
our region to provide technical assistance and education.
ACTIVITIES: Use our web-based compliance system (B2GNow); to e-blast information;

coordinate with the Department of Community Development on Section 3;
partner with other municipal entities to provide technical assistance and
support; coordinate with the Division of Purchases and Supplies to provide
workshops such as "How to do Business with the City", promote certification
as a vehicle towards economic benefit; and sponsor the James H. Walker
Construction Management Course.

Historic Data
Output Metric
2020 2021 2022
1 Certified MBE/FBE/CSB Firms 588 607 594
2 Certified MBE/FBE/CSB Prime $67,035,045 $53,009,207 $42,866,534
Contractor Spend

3 Certified MBE/FBE/CSB Subcontractor $22,269,935 $30,008,752 $38,604,655
Spend

4 Penalties Collected 1; $3,673 5; $49,069 4; $47,563


103
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 1,850 1,850 1,825 2,225
Separation Payments — 14,761 — 10,000
Overtime — 326 — —
$ 484,340 $ 460,049 $ 539,659 $ 621,178
Benefits
Prescription 14,493 12,957 13,307 14,900
Dental 3,579 3,158 2,997 3,504
Vision Care 559 546 584 756
Fica-Medicare 6,752 6,424 7,527 8,863
$ 165,699 $ 152,107 $ 183,419 $ 188,210
Professional Dues & Subscript $ — $ — $ — $ 550
$ — $ — $ — $ 550
Parking In City Facilities $ 1,256 $ 694 $ 987 $ 3,000
$ 1,256 $ 694 $ 987 $ 3,000
Computer Hardware — — — 10,000
Just In Time Office Supplies 695 1,740 958 2,000
$ 695 $ 1,740 $ 958 $ 14,600
Maintenance
Computer Software Maintenance $ 120,000 $ 130,250 $ 150,000 $ 150,000
$ 120,000 $ 130,250 $ 150,000 $ 150,000
Charges From M.V.M. 108 316 666 621
$ 10,683 $ 8,029 $ 9,358 $ 10,486
$ 782,673 $ 752,868 $ 884,380 $ 988,024

104
Revenues
2020 2021 2022 2023
Miscellaneous $ 4,083 $ 26,583 $ 27 $ —

$ 4,083 $ 26,583 $ 27 $ —

ADMINSTRATORS & OFFICIALS

1 1 1 Minority Business Development Administrator 31,200.00 85,577.88
3 2 2
PROFESSIONALS
1 1 1 Contract Compliance Officer 31,200.00 83,376.71
6 5 5
1 VACANT FULL TIME


105
PREVENTION, INTERVENTION AND OPPORTUNITY
Sonya Pryor-Jones, Chief
Prevention, Intervention and Opportunity
Mission Statement
The Mayor's Office of Prevention, Intervention, and Opportunity for Youth

and Young Adults (PIOYYA) is committed to instituting a broad-based
effort to address the root causes of youth violence based on a public health
model to improve the overall health, well-being and quality of life outcomes
for youth, their families and their communities.
PIOYYA develops youth-centered programming and works to connect youth and young
adults to resources, support systems, employment, recreational and educational
opportunities in an effort to reduce violence and support City youth and young adults in
developing the knowledge and skills necessary for success in school, the workforce, home and
the community.
PROGRAM NAME:TRAUMA-INFORMED NEIGHBORHOOD RESOURCE AND

RECREATION CENTERS (NRRCS)
OBJECTIVES: Rebrand and refocus the City's 22 recreation centers through a transition
process resulting in trauma-informed care Neighborhood Resource and
Recreation Centers that more holistically serve local families and the
community.
ACTIVITIES: Trauma-Informed Care Training: All Neighborhood Resource &

Recreation Center (NRRC) staff members are participating in on-going
professional development designed to assist them in developing an in-depth
understanding of what toxic stress/trauma is; its impact on a child's overall
development; the signs/symptoms; and strategies to effectively interact with
youth and adults exhibiting these signs or symptoms without re-
traumatizing them.
Social Work Trained Trauma-Informed Care Coaches: Neighborhood

Resource & Recreation Centers are assigned a social work-trained, trauma-
informed care coach who works closely with NRRC staff to identify youth
exhibiting symptoms of trauma or toxic stress and connects those youth and
their families to the appropriate community-based resources and support
services.
Expanded NRRC Programming: New programming beyond traditional

sports and recreational activities are available and aim to provide youth,
young adults and their families access to center-based resources, programs
and activities that address the root causes of violence; promote healing,
wellness, resiliency and self-efficacy; and support our residents in
developing the skills and knowledge required to thrive and live quality lives.
Programming centers around six (6) areas:
1)Youth and Adult Education (Targeted Groups: Youth Grades K-12

and Adults Ages 18 and up): Youth and adults are provided access to
meaningful educational opportunities that promote academic, personal and
professional growth and enables them to develop the knowledge and skills
necessary to compete in a global workforce; K-12 Academic Intervention and

106
Enrichment, Post-Secondary Education Preparation and Adult Education
Programs
2)Job and Career Readiness (Targeted Group: Adults Ages 18 and

up): Job and career readiness training is available for unemployed and
underemployed adults to support them in developing the skills necessary to
secure and retain employment in industries that enable them to earn a
living wage, achieve economic stability and access opportunities for
advancement- thereby creating stronger families and neighborhoods.
3)Health and Wellness (Targeted Groups: Youth Grades K-12 and

Adults Ages 18 and up): New health and wellness programs are available
that offer youth and adults the tools and resources needed to improve their
physical, mental, social/emotional health and overall well-being.
4)Youth Development, Mentorship, Leadership and Community

Service (Targeted Groups: Youth Grades 6-12): These programs
intertwine youth development, mentorship, leadership and community
service. They are designed to support our youth in developing the
confidence, knowledge and skills, self-esteem and awareness necessary to
actively participate in a democratic society and affect positive social change.
These skills are essential in ensuring the cultural, social and economic
progress of our youth and our communities.
5)The Arts - Performing and Visual (Targeted Groups: Youth Grades

K-12): Arts programming is available that supports the social/emotional,
behavioral and cognitive development of our youth. The arts are effective in
reducing adverse physiological and psychological outcomes. Participating in
the arts can assist youth in developing a sense of self-efficacy and improve
self-esteem and awareness.
6)Sports and Recreation (Targeted Groups- Youth Grades K-12):

These programs includes access to non-traditional sports and recreation
activities that promote physical and social emotional wellness; builds
character; teaches discipline and perseverance; and assist them in
developing critical teamwork and leadership skills, all of which are essential
in helping our youth to become well-rounded and successful adults.
PROGRAM NAME:MAYOR'S YOUTH SUMMER JOB AND CAREER READINESS

INITIATIVE
OBJECTIVES: Provide youth meaningful summer employment and internship
opportunities that support improvements in learning outcomes and social/
emotional development and prepares them to compete in a 21st century
global economy.
ACTIVITIES: Youth Summer Employment: City of Cleveland youth are afforded job
and life-skills training and are assigned to an 8-week paid summer
employment opportunity that aligns with their career goals and enables
them to gain skills necessary for success in school and the workforce.
Youth Summer Internships: City of Cleveland youth are assigned to

select City departments to complete a 6-week paid career exploration work
experience that aligns with their career interests and post-secondary
education goals. The program is designed to enhance a youth's academic

107
and social/emotional development by providing opportunities for career
exploration.
PROGRAM NAME:YOUTH REENTRY, DIVERSION AND OUTREACH

OBJECTIVES: Connect high-risk and formerly incarcerated youth with the wrap-around
support services, resources, mentorship, educational support and career
training/placement services required to reduce recidivism and assist these
young people in developing the knowledge and skills needed to thrive and
live quality lives.
ACTIVITIES: Youth Reentry: Assistance is provided in facilitating youth's reintegration

in the community- before and subsequent to release. These youth are
connected to the appropriate mentoring support and resources with a focus
on: family, health, education, housing, legal services, employment and
environment. The ultimate goal is to assist these youth in developing the
skills and behaviors necessary for successful reentry into the community.
Youth Diversion: Youth ages 14-18, who are referred to the City's
Diversion program, are connected to critical wrap-around support services
and are afforded mentoring support; participate in job/career readiness and
life-skills training; and are assigned a 6-8 week paid work experience. These
youth receive support beyond the term of the juvenile court's diversion
completion requirements: until the child demonstrates that intensive
support is no longer required or subsequent to high school graduation.

Historic Data
Output Metric
2020 2021 2022
1 Number of youth participating in 154 168 283
employment opportunities (summer,
year‐round, and community service)
2 Number of expanded programs offered 46 46 36
in NRRCs
3 Number of contacts with NRRC N/A 408 3141
patrons/residents by the S3 Unit
4 Number of professional development 5 15 20
sessions offered to NRRC staff by the
Office of PIOYYA


108
Expenditures
2020 2021 2022 2023
Salaries and Wages

Military Leave — — 4,000 —
Longevity — 300 300 700
$ 246,003 $ 625,289 $ 722,551 $ 1,240,306
Benefits
Prescription 5,473 16,086 20,800 43,004
Dental 661 2,938 4,153 10,092
Vision Care 304 875 1,011 1,932
Fica-Medicare 3,499 8,834 10,146 17,981
Unemployment Compensation — 53 1,163 —
$ 65,210 $ 194,432 $ 298,328 $ 462,257
Travel $ — $ 4,702 $ 4,885 $ 20,000
Tuition & Registration Fees 4,288 — 1,501 —
Training — 12,987 788 7,500
Mileage (Priv Auto) Trng Prps 229 771 — —
Professional Dues & Subscript — — 499 2,000
$ 4,517 $ 18,459 $ 7,673 $ 29,500
Professional Services $ 10,000 $ — $ — $ —
Mileage (Private Auto) — — 2,962 6,000
Parking In City Facilities — — 254 —
Other Contractual 3,030,000 2,725,000 2,715,500 2,700,000
$ 3,040,000 $ 2,725,000 $ 2,718,716 $ 2,706,000
Office Supplies $ — $ 3,908 $ 2,256 $ 7,250
Postage — 85 — —
Clothing — — 1,696 —

109
2020 2021 2022 2023
Other Supplies — — 9,380 —

Special Events Supplies — — 550 —
Just In Time Office Supplies — 1,806 3,880 —
$ — $ 5,799 $ 17,762 $ 7,250
$ 6,670 $ 12,962 $ 9,444 $ 10,502
$ 3,362,400 $ 3,581,941 $ 3,774,474 $ 4,455,815
Revenues
2020 2021 2022 2023
Miscellaneous $ — $ — $ 457 $ —
$ — $ — $ 457 $ —

ADMINSTRATORS & OFFICIALS

2 0 0
PROFESSIONALS
1 1 1 Fiscal Manager 31,200.00 104,654.90
18 9 9
11 VACANT FULL TIME

110
CLEVELAND MUNICIPAL COURT - JUDICIAL
Michelle D. Earley, Administrative And Presiding Judge
Cleveland Municipal Court - Judicial Division
Mission Statement
To ensure the rule of law, administer justice and to improve public safety, by providing a forum
where persons obtain the orderly resolution of disputes and related services; all done in a fair,
impartial, professional, courteous, and timely manner.
The Cleveland Municipal Court is a court of record having jurisdiction in law and equity
pursuant to the Ohio Revised Code. The Court has territorial jurisdiction over the City of
Cleveland and the Village of Bratenahl. The Court may determine misdemeanor violations of
both the City of Cleveland Ordinances and the State of Ohio statutes. The Court conducts
preliminary hearings and sets bonds in felony cases committed in the City of Cleveland. In
civil matters, the Small Claims Division of the Court can determine actions where the
amount in controversy does not exceed $6,000.00. The General Division of the Court can
determine civil cases where the amount in controversy does not exceed $15,000.00. These
civil cases can include, but are not limited to, actions for the recovery of property, injunctions,
contracts, personal injury, collection proceedings, and transferred judgments.
Due to the COVID-19 pandemic and statewide shut down in the spring of 2020, the
Cleveland Municipal Court's operations and various programs were drastically curtailed.
Some cases are still being heard virtually. Jury Trials resumed at the Court in June, 2021.
PRETRIAL SERVICES
The Cleveland Municipal Court, in its endeavor to embrace and guide bail reform, and to
encourage new and creative ideas for helping citizens rise above difficult circumstances,
established the Pretrial Services Department on September 24, 2018. The mission of this
department is to ensure pretrial justice and public safety through rational pretrial decision
making protocols and transition services informed by evidence based practices. Pretrial
services are critical to assisting the Court in making prompt, fair, and effective release or
detention decisions including, where needed, treatment possibilities and the monitoring and
supervision of released defendants.
In the first year of operation, Pretrial Services was able to provide the necessary supervision
and services allowing the release of over 1,000 misdemeanor defendants who otherwise may
have remained incarcerated. Of that amount, 853 defendants were monitored by electronic
devices. Pretrial Services also completed 3,800 Public Safety Assessments on felony
defendants and 2,000 misdemeanants.
The success of Pretrial Services is reflected in the decreased failure to appear (FTA) rates
from 42% before implementation, to 19% in 2019, 6% in 2020 and 25% in 2021. Keep in
mind that the 2020 FTA numbers may be impacted by an Administrative Order effecting
court dates due to COVID-19.
COURT PROGRAMS
ANIMAL RELATED ORDINANCES COURSE (AROC): Almost every offense that comes
through Probation is referred to some type of educational program, so why not provide one
related to animal offenses as well? In response, the Court now provides an educational
opportunity for animal related crimes through a program called the Animal Related
Ordinances Course or AROC. In 2019, Cleveland Animal Control and Probation Officer Jodi
Burmeister created a free, 90 minute class educating participants on how to comply with all

111
CLEVELAND MUNICIPAL COURT - JUDICIAL DIVISION
of the Cleveland related animal ordinances. Topics such as tethering, bites, Level I and Level
II threat requirements, neglect, county licenses and shelter requirements are covered and
anyone with an animal related case is eligible for the class. Judge Nelson has been referring
people to the class held via zoom and the feedback from over 150 participants served has
been very positive.
COMMUNICATION AWARENESS PROJECT (CAP): Many of the people that appear before
The Cleveland Municipal Court are not criminals, however, they have not recognized the
duties and responsibilities that go along with every citizen's unwritten social contract.
Traditional referrals may not be adequate in these cases and we have another tool available
to provide education to those being supervised. The Communication Awareness Project
(CAP) was established in 2012. This program teaches conflict resolution skills, civility and
basic "adulting" to individuals who have experienced a negative interaction with peers,
neighbors, co-workers, employers, teachers, and even strangers. CAP referrals may be
appropriate for individuals who have been charged with offenses such as: obstructing official
business, criminal damaging, menacing, discharging firearms, ethnic intimidation, littering,
petty theft, dog bites, disorderly conduct etc. Cleveland Municipal Court's Treatment
Coordinator Wallace Green created the current curriculum and teaches the 2 hour class
every other month via zoom. Participants interact through poll questions and various
discussions how to recognize and pursue positive goals.
COMMUNITY ORIENTATION PROGRAM (COP): In an effort to improve the relations

between the community and police, the Community Orientation Program (COP) was created.
Individuals who have been convicted of offenses which resulted in negative interaction with
the police are required to attend. COP is an education program which teaches the rights and
responsibilities of citizens when they encounter the police. The goal of the program is to
educate participants on what they should and should not do when they encounter the police.
The two hour class is taught by an attorney and commander of the Cleveland Police. The
class provides information from both legal and police perspectives. This balanced approach
provides an opportunity for instruction and dialogue between an attorney, police officer and
participants. The presence of the police officer allows for a positive exchange with a law
enforcement officer in a neutral, non-confrontational environment. The class is taught at the
Cuyahoga Community College Metro Campus.
DEDICATED DOMESTIC VIOLENCE DOCKET (DDVD): The Dedicated Domestic Violence

Docket/Deferred Judgment Program, under the direction of Judge Michelle D. Earley,
improves court responses to domestic violence, increases offender accountability and
enhances victim safety. This specialized treatment of domestic violence cases has proven to
be effective by the coordinated court response with law enforcement, prosecutors, advocates,
judges and probation officers. This docket currently serves three of the city's five police
districts and will eventually serve the entire city. Compliance hearings are held for all DDVD
cases assigned to probation supervision to ensure that all conditions of probation are being
met.
DEFERRED JUDGEMENT PROGRAM (DJP): The Deferred Judgment Program provides

domestic violence education and a period of community controlled supervision for
recommended offenders for the purpose of assisting them in altering the behavior that
brought them before the court. The court developed this program in response to a need to
assist offenders that have a low risk of additional abusive behavior. The purpose of taking
this approach is to assist the victim, the offender and the public to provide the court a new
tool to safely satisfy the needs of all three more effectively.

112
DOMESTIC INTERVENTION, EDUCATION AND TRAINING PROGRAM (DIET): The
Domestic Intervention, Education and Training Program (DIET) began with funding from
the State of Ohio's Department of Rehabilitation and Correction, Community Corrections
Act. The program was developed and is operated by the Probation Department for offenders
convicted of a crime involving intimate partner violence or a related offense. Every attempt is
made to hold the offender solely accountable for his use of violence through participation in a
cognitive behavioral intervention program as part of a sentence or as a condition of probation
or community control. DIET offenders must attend one, two-hour session per week for eight
to 30 weeks depending on the risk of recidivism. Each session, which averages 20
participants, is led by two qualified staff facilitators who have been trained in cognitive
behavioral therapy techniques. The University of Cincinnati Cognitive Approach to
Interpersonal Violence curriculum consists of seven modules: motivational engagement,
cognitive restructuring, violence awareness, emotion regulation, managing interpersonal
relationships, problem solving, and success planning. The DIET program also serves the
Cuyahoga County Court of Common Pleas and 12 suburban municipal courts.
GREATER CLEVELAND DRUG COURT: In 1998, Cleveland Municipal Court accepted a

federal grant in the amount of $385,000 to establish the Greater Cleveland Drug Court. Drug
Court, currently under the direction of Judge Lauren C. Moore, may be offered to a felony
offender charged with a fourth or fifth degree level possession of a controlled substance, who
has only one non-violent felony conviction and is chemically-dependent. Defendants are
required to enter a plea of guilty to a first degree misdemeanor. The sentence is held in
abeyance pending successful completion of the program. Upon successful completion of Drug
Court and payment of a supervision fee, a participant's guilty plea is vacated, the charge(s)
dismissed and the case sealed or expunged. Drug Court offers substance abuse prevention,
treatment and recovery support assistance provided by contracted providers certified by the
Ohio Department of Alcohol and Drug Addiction Services. Services include outpatient,
intensive outpatient, residential treatment and recovery support. If needed, mental health
treatment services are also available. As a sanction-based program participants are
randomly drug tested at least once per week for a year to ensure abstinence. 1,890 people
have successfully completed the Greater Cleveland Drug Court Program.
HUMAN TRAFFICKING DOCKET: The Human Trafficking Specialized Docket was

established under the direction of Judge Marilyn B. Cassidy to address the needs of adult
victims of human trafficking who are forced, compelled or coerced to engage in criminal
activities that result in their involvement with the Court. Through an integrated approach
among courts, law enforcement and social service agencies, this docket provides the
interventions necessary for trafficking victims to regain control of their lives. To be eligible
for participation in the docket, a defendant must be 18 years or older and charged with
misdemeanor prostitution, soliciting, loitering to solicit, or other offenses where markers of a
trafficked person are present. Possible victims would be screened and provided prompt access
to services which would include substance abuse treatment, trauma counseling, housing,
education and advocacy.
MENTAL HEALTH DOCKET: The Mental Health Docket, now under the direction of Judge
Suzan Sweeney operates in cooperation with area community mental health agencies to
provide intensive supervision to offenders living with the challenges of mental illness. The
Cleveland Municipal Court has recognized the need for behavioral health services, case
management and supervision for clinically diagnosed mentally ill and/or developmentally
disabled offenders to remain in the community and function as healthy, law-abiding citizens
and to reduce the likelihood that they will return to the criminal justice system as offenders.
The judges identify defendants with possible mental health issues, and an assessment of the
defendant is made via an in-depth interview by the Court Psychiatric Unit to determine
whether the defendant is a candidate for the Mental Health Docket.

113
If eligible, after placement into the program the offender may be linked to a variety of
community programs and agencies with the assistance of specially trained probation officers.
Certain offenders may be offered a full range of services provided by agency providers
including forensic psychiatry, medication management, intensive outpatient substance abuse
treatment for dually diagnosed offenders, partial hospitalization services and support
services
MOCK TRIAL: The annual Mock Trial Competition, sponsored by the Cleveland Municipal
Court and the Cleveland Metropolitan Bar Association took place at the bar association in
May following a two year hiatus due to the pandemic. The program, under the direction of
Judge Lauren C. Moore, involves 250-350 Cleveland students and their teachers who end up
spending an entire day presenting both sides of a hypothetical case that is based upon similar
cases before the Court, such as stalking, driving under the influence, and children getting
access to firearms. The ultimate aim of the Mock Trial Competition is to improve student
listening, speaking and reasoning skills.
PETTY THEFT: In an effort to reduce recidivism and understand long term effects of
stealing, Cleveland Municipal Court created an in house Petty Theft class. This free, 90
minute class is held via zoom every other month and taught by Probation Officer Jodi
Burmeister. Topics such as employee theft, how it affects the community and loved ones,
crimes of moral turpitude, the fraud triangle, prevention and mental rehearsing are covered.
Participants interact through poll questions and identify triggers. Referrals from outside
courts are welcome.
REDIRECTING OUR CITY'S KIDS (ROCK): In response to approximately 3,000 day and
night minor curfew citations received each year, the Cleveland Municipal Court created
R.O.C.K., Redirecting Our City's Kids, a diversion program for parents or guardians who are
issued citations for a minor's curfew violation. Participants are given 90 days to fulfill the
requirements, which include one monthly parent meeting, a parent/teacher conference for
the child, and four hours of community service for the child at the Boys and Girls Club or City
Mission. There is a $25 dollar fee for the ROCK Program. Successful participation means
parents are involved in the school, the child is held accountable for his or her actions and the
case will be dismissed.
SELECTIVE INTERVENTION PROGRAM (SIP): The Selective Intervention Program (SIP)

is a diversionary program for criminal defendants with no prior criminal record or pending
criminal cases. It was designed to keep first offenders from being fully immersed into the
criminal justice system.
Following the completion of its investigation, the Probation Department makes a

recommendation to the Court regarding the defendant's participation. An SIP Release/
Contract must be signed by the participant agreeing to cooperate and abide by the conditions
of the program. SIP, administered by the Probation Department, is an opportunity for
successful participants to have their case dismissed by the Court to avoid prosecution.
Participants must pay the $200 SIP fee for participation and for the application to seal their
arrest record at the completion of the program.
SMALL CLAIMS MEDIATION: Mediation is an alternative dispute resolution program

offered by the Cleveland Municipal Court for the parties appearing in small claims court.
These are in cases where $6,000 or less is being sought. Approximately half of all contested
small claims cases go to mediation and the majority of them are resolved. Mediation gives
parties the chance to sit down with a trained mediator to amicably resolve a dispute.
Mediation is voluntary and has many advantages including: resolution of the dispute on the

114
court date; negotiating a payment schedule to avoid collection; a confidential settlement; and
an outcome that is satisfactory to both sides. If mediation does not work to their satisfaction,
the parties still have access to a trial on the same day.
VETERANS TREATMENT DOCKET: The Veterans Treatment Docket, under the direction
of Judge Charles L. Patton Jr., is a specialized docket that works within the framework of the
Cleveland Municipal Court. It is intended to serve court-involved active duty service
members and veterans. Other specialty dockets, operated by the Court, target probationers
with similar behavioral issues and needs such as mental health, alcohol and other drugs,
domestic violence and solicitation. The Veterans Treatment Docket, however, deals with
probationers whose actions may include a range of needs and offenses. What they have in
common is not necessarily their behavior, but their past military service. By providing a
specialized docket, the Court increases the veteran's chance of success. Facilitating access to
various treatment programs and fostering interaction with other veterans helps to ensure
that those who have served receive the services they deserve.
INTERPRETING AND TRANSLATION SERVICES UNIT: In recognition of the increasing

diversity of our citizenry, the Cleveland Municipal Court has moved forward to enhance the
quality of the foreign language and hearing-impaired interpretive services provided to
defendants and other individuals involved in the court system. Court interpreters are
responsible for the accurate interpretation and translation of verbal and written
communication from English to Non-English in matters related to judicial proceedings. Court
interpreter services provide individuals with Limited English Proficiency (LEP) access to
court services and functions by facilitating communication through professionally trained
interpreters as impartial officers of the Court. Court interpreters are not advocates and;
therefore, cannot provide legal assistance or advice. Interpreter services are available in
Spanish, rare languages and American Sign Language.
Interpreter services are for traffic and criminal misdemeanor arraignments, felony
preliminary hearings, driving privilege hearings, small claims court cases, wedding
ceremonies, probation department referrals, psychiatric evaluations, TASC substance abuse
assessments, pretrial, jury trial assignments and jurors summoned by the Cleveland
Municipal Court, and ancillary court services. There is no cost for interpreter services.
CLEVELAND JUSTICE: The Court has enjoyed a very successful partnership with Channel
20 in the production of Cleveland Justice, a half hour program that gives viewers an insight
on what happens in our courtrooms on a daily basis. Unfortunately production was
suspended in March, 2020 due to the pandemic.

115
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal — 7,584 24,302 101,326
Military Leave 1,624 — — —
Longevity 106,050 99,550 90,050 90,575
Wage Settlements 327 1 5,650 —
Overtime 4,025 3,658 2,973 3,090
$ 12,986,435 $ 13,751,744 $ 12,796,858 $ 14,108,452
Benefits
Hospitalization $ 2,361,475 $ 2,216,355 $ 2,163,887 $ 2,447,480
Prescription 505,480 470,231 422,874 512,926
Dental 124,885 114,722 97,667 127,401
Vision Care 20,178 20,530 17,051 22,572
Public Employees Retire System 1,869,125 1,869,131 1,728,062 1,903,887
Fica-Medicare 176,405 187,761 174,966 191,040
Life Insurance 9,906 9,576 8,747 12,158
Unemployment Compensation 8,288 0 29,744 11,076
$ 5,192,682 $ 5,017,329 $ 4,792,902 $ 5,360,382
Travel $ 3,284 $ 5,434 $ 31,378 $ 28,300
Other Training Supplies — 33 — —
$ 26,134 $ 28,280 $ 54,235 $ 59,800
Professional Services $ 3,645,248 $ 4,305,748 $ 4,368,454 $ 4,784,365
Court Reporter 5,859 2,854 1,863 6,283
Jury And Witness Fees 3,066 270 — 10,000
Insurance And Official Bonds — — 3,683 3,700
$ 3,667,718 $ 4,321,389 $ 4,385,980 $ 4,812,348

116
2020 2021 2022 2023

Office Supplies $ 183 $ 5,210 $ 928 $ 10,300
Postage 17 57 150 100
Computer Hardware 25,898 360 — 1,000
Purchase Of Tests — — 5,802 —
Small Equipment 73 — — 200
Office Furniture & Equipment — 366 327 2,000
Hygiene And Cleaning Supplies 2,897 — — —
Medical Supplies — — 170 —
Paper And Other Printing Suppl 105 320 — 480
Other Supplies 5,231 124 379 500
Safety Equipment 169 — — —
$ 63,612 $ 30,297 $ 39,279 $ 45,480
Maintenance
Car Washes $ 224 $ 56 $ — $ —
$ 224 $ 56 $ — $ —
Judgments, Damages, & Claims $ — $ — $ 4,000 $ —
$ — $ — $ 4,000 $ —
Charges From Water 500 480 484 1,804
Charges From M.V.M. — 5,573 — 3,492
$ 148,564 $ 187,810 $ 154,713 $ 210,314
$ 22,085,368 $ 23,336,905 $ 22,227,967 $ 24,596,776
Revenues
2020 2021 2022 2023
Fines, Forfeitures & Settlements $ 3,007,127 $ 3,461,365 $ 2,257,898 $ 2,346,406

Miscellaneous 1,744,862 2,607,165 2,457,833 925,281
$ 4,751,989 $ 6,068,530 $ 4,715,731 $ 3,271,687

117


1 1 1 Administrative & Presiding Judge 37,950.00 37,950.00
11 10 11 Judge 37,050.00 37,050.00
1 1 1 Deputy Bailiff Chief Probation Officer 58,333.00 123,632.78
3 3 3 Deputy Bailiff Administrative Assistant III 48,750.00 93,910.80
1 1 1 Deputy Bailiff Court Administrator 71,667.00 152,533.97
2 2 2 Deputy Bailiff Deputy Court Administrator 71,667.00 138,083.38
1 1 1 Director Pretrial Services 58,333.00 112,393.44
7 6 6 Deputy Bailiff Probation Officer Supervisor 48,750.00 93,928.81
2 2 2 Scheduling Supervisor 40,343.06 85,880.96
1 1 1 Deputy Bailiff Chief Bailiff 42,000.00 123,632.78
30 28 29
PROFESSIONALS
1 1 1 Dep Bail Alcohol & Drug Treatment Case Manager 48,750.00 78,274.01
1 1 1 Deputy Bailiff Chief Magistrate 71,667.00 138,083.38
1 1 1 Deputy Bailiff Pretrial Services Coordinator 34,035.00 80,516.53
1 0 0 Deputy Bailiff Community Court Coordinator 34,035.00 80,516.53
4 4 4 Deputy Bailiff Court Reporter 36,509.00 81,877.62
1 1 1 Deputy Bailiff Data Proc I 31,200.00 52,182.67
1 0 0 Deputy Bailiff Grant Administrator 66,093.04 120,009.60
1 0 0 Deputy Bailiff Help Desk Supervisor 50,212.03 99,630.00
1 1 1 Deputy Bailiff Mediation Coordinator 58,333.00 123,125.74
1 1 1 Deputy Bailiff Senior Magistrate 58,332.98 120,262.80
2 1 1 Deputy Bailiff Deputy Chief Pro Officer 55,000.00 123,386.40
1 0 0 Docket Coordinator 48,750.00 93,928.81
2 2 2 Deputy Bailiff Pretrial Services Intake Officer 31,200.00 75,464.17
1 1 1 Judicial Assistant 35,192.98 63,901.20
35 28 28 Probation Officer General 34,035.00 80,516.63
1 0 0 Deputy Bailiff Psychiatric Social Worker 34,167.00 77,521.18
6 6 6 Deputy Bailiff Pretrial Services Release Officer 34,035.00 80,516.53
8 8 8 Deputy Bailiff Magistrate 58,333.00 123,125.74
1 1 1 Small Claims Magistrate 20,800.00 56,244.49
5 2 2 Deputy Bailiff Pretrial Services Supervising Officer 34,035.00 67,097.11
1 1 1 Deputy Bailiff Chief Social Worker 48,750.00 108,093.60

118

1 0 0 Deputy Bailiff Network Engineer II 44,167.00 93,059.10

1 1 1 Deputy Bailiff Probation Systems Admin/Trainer 48,750.00 93,928.81
1 1 1 Deputy Bailiff Drug Court Coordinator 52,500.00 101,154.12
1 1 1 Deputy Bailiff Finance Director 52,500.00 101,154.12
1 1 1 Deputy Bailiff System Analyst II 52,500.00 101,154.12
4 3 3 Deputy Bailiff Project Manager II 64,167.00 123,632.78
85 67 67
TECHNICIANS
1 1 1 Deputy Bailiff Ch Dep Bailiff 58,333.00 112,393.44
1 1 1 Deputy Bailiff Technical Support Specialist I 31,200.00 59,699.48
2 2 2 Deputy Bailiff Technical Support Specialist II 39,167.00 75,464.17
1 2 2 Deputy Bailiff Technical Support Specialist III 44,167.00 84,295.09
1 1 1 Deputy Bailiff Network Eng III 52,500.00 107,328.00
1 1 1 Deputy Bailiff Deputy Director IT 71,667.00 122,112.65
1 1 1 Deputy Bailiff Director IT 71,667.00 127,064.03
8 9 9
1 1 1 Court Interpreter Coordinator 50,213.00 77,680.62
56 44 44 Deputy Bailiff 31,200.00 75,169.82
3 3 3 Deputy Bailiff Administrative Assistant I 34,167.00 65,830.45
1 1 1 Deputy Bailiff Accounts Coordinator 46,492.00 93,910.80
4 2 2 Deputy Bailiff Clerk Typist 31,200.00 66,078.46
3 0 0 Deputy Bailiff Court Interp II 45,493.00 81,547.31
6 4 4 Deputy Bailiff Office Assistant 31,200.00 75,169.82
1 1 1 Deputy Bailiff Personnel Specialist 50,212.00 103,656.00
1 1 1 Deputy Bailiff Public Information Officer 48,750.00 102,385.76
7 5 5 Deputy Bailiff Scheduler I 31,200.00 58,277.35
5 5 5 Deputy Bailiff Supervisor 44,167.00 84,295.09
12 12 12 Personal Bailiff 63,969.00 94,737.11
4 3 3 Deputy Bailiff Warrant Officer 31,200.00 75,464.17
3 2 2 Deputy Bailiff Administrative Assistant II 39,167.00 87,228.14
2 2 2 Deputy Bailiff Clerk Typist Supervisor 39,167.00 75,464.17
1 1 1 Deputy Bailiff HR / Personnel Director 58,333.00 112,393.44
111 88 88

119

NON EEO REPORTING

1 1 1 Deputy Bailiff Computer Specialists II 42,492.00 93,910.80
2 2 2 T.I.P. Office Assistant 31,500.00 75,169.82
1 1 1 Website Content Specialist 42,492.00 93,910.80
4 4 4
29 VACANT FULL TIME
PART TIME
1 1 1 Deputy Bailiff 31,200.00 75,169.82
1 1 1 Deputy Bailiff Dom Vio Pro Fac 34,035.00 80,516.53
6 4 4 Deputy Bailiff Law Clerk 41,600.00 62,400.00
1 0 0 Deputy Bailiff Pretrial Services Intake Officer 31,200.00 75,464.17
2 1 1 Muni Court Psychologist 66,093.00 132,438.76
4 VACANT PART TIME
SEASONAL
11 0 12 Student Aide (Seasonal) 11.60 13.00
11 0 12 TOTAL SEASONAL
260 203 249 TOTAL JUDICIAL COURT

120
CLEVELAND MUNICIPAL COURT - CLERK'S DIVISION
Earle B. Turner, Clerk Of Municipal Court
Cleveland Municipal Court - Clerk's Division
Mission Statement
To record and process all matters decided in the Cleveland Municipal Court.
The Clerk of Municipal Court has the power to administer oaths, take affidavits, and issue
judgments including those for unpaid costs, process subpoenas, and approve all bonds, etc.
The Clerk is responsible for keeping all journals, records, books, and papers of the Court,
recording its proceedings, and performing all other duties prescribed by Judges of the Court.
He receives and collects all costs, fees, fines, penalties, bail, and other monies payable to the
office or to any office of the Court.
The Clerk was appointed to operate the Parking Violations Bureau (P.V.B.) on June 1, 1985.
The P.V.B. was established in response to state law which allowed municipalities to
decriminalize parking violations, making parking violations a civil offense, collectible by civil
procedure of garnishment. The Clerk’s duties involve the collection of issued parking
violations and photo safety violations, keeping records of each violation, mailing notices, and
collecting past due violations.
Working in conjunction with the Judicial Division, the Police Department, and the
Prosecutor’s Office, a primary objective is to design, develop, and implement an automated
information system to perform more effectively and accurately in both the criminal and civil
divisions. This will provide instant update information for public professionals and others.
PROGRAM NAME:ADMINISTRATION
OBJECTIVES: To oversee the operations of the Civil Division, Criminal Division, Finance,
and Parking Violation Bureau.
ACTIVITIES: All Functions relative to the management and support to the various
divisions of the Clerk of Court’s office. Administration also serves as the
liaison between the Clerk’s office and the other divisions of the Court, the
City of Cleveland, and the Public at large.
PROGRAM NAME:CIVIL
OBJECTIVES: To collect and disburse revenue, keep and maintain all appropriate and
accurate records resulting from Civil Proceedings.
ACTIVITIES: Process filings for Small Claims, Trusteeships, General Division Filings, and
all Housing Court matters. Process and disburse funds as ordered by the
court Garnishments and other types of attachments. Process and disburse
funds as ordered by the Housing Court for Rent Deposit.
PROGRAM NAME:CRIMINAL
OBJECTIVES: To collect and disburse revenue from criminal proceedings.
ACTIVITIES: Process felony, misdemeanor, minor misdemeanor, housing, and traffic

cases. Process and disburse funds as ordered by the Codified Ordinance of
the State of Ohio and the City of Cleveland.

121
PROGRAM NAME:FINANCE
OBJECTIVES: To disburse revenue collected by the Civil, Criminal, and Parking Violations
Bureau Divisions and maintain the accounting records.
ACTIVITIES: Review and appraise the soundness, adequacy and application of

accounting, financial, and other operating controls in compliance with the
established policies and procedures. Support Civil, Criminal and Parking
Violations Bureau Division’s accountability, internal controls and adherence
to the ordinances, statues and judge’s orders in all finance-related activities.
PROGRAM NAME:PARKING VIOLATIONS BUREAU & PHOTO SAFETY DIVISION

OBJECTIVES: To collect fines from Parking Violations, Photo Infractions, and Civil Code
Violations issued in the City of Cleveland.
ACTIVITIES: Supply vendor-produced tickets and associated handheld devices, to parking

enforcement agencies and code violation enforcement agencies. Process
payments for Parking, Photo, and Code tickets. Provide hearings, keeping
records of all adjudication processes for parking tickets, photo violation
tickets, and civil code violations.

122
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal — — 29,557 —
Student Trainees — 22,007 — 35,000
Longevity 60,625 60,250 58,600 57,450
Overtime 24,834 30,918 82,699 30,000
$ 6,846,802 $ 6,803,920 $ 6,978,238 $ 7,655,160
Benefits
Prescription 316,105 299,937 279,686 343,774
Dental 79,638 72,967 64,455 81,844
Vision Care 12,445 12,885 11,220 14,472
Public Employees Retire System 989,730 942,864 928,921 1,071,723
Fica-Medicare 91,870 91,632 94,034 110,999
Life Insurance 6,026 5,776 5,502 7,479
Unemployment Compensation 9,371 — 2,781 12,896
$ 3,109,788 $ 2,970,789 $ 2,964,044 $ 3,455,373
Travel $ 6,147 $ 1,279 $ — $ 10,000
$ 12,305 $ 5,527 $ 4,303 $ 20,000
Professional Services $ 1,213,797 $ 1,041,616 $ 736,732 $ 960,000
Insurance And Official Bonds — — 2,297 —
Property Rental — 60,000 58,480 50,000
Equipment Rental — — 500 800
$ 1,336,339 $ 1,193,184 $ 914,596 $ 1,116,800

123
2020 2021 2022 2023

Postage $ 252,349 $ 303,296 $ 301,242 $ 300,000
Computer Supplies 409 — — —
Small Equipment — — 19,517 —
Food 27 — 1,106 1,500
Other Supplies 6,181 25,800 10,068 10,000
$ 290,421 $ 341,482 $ 343,041 $ 326,500
Maintenance
Maintenance Office Equipment $ 16,041 $ 22,756 $ 77,488 $ 78,000
Car Washes 100 — 200 200
$ 16,141 $ 22,756 $ 77,688 $ 78,200
Cash Short & Over $ — $ — $ — $ 1,000
Judgments, Damages, & Claims 1,240 4,760 2,340 10,000
$ 1,240 $ 4,760 $ 2,340 $ 11,000
Charges From M.V.M. 1,400 1,419 3,303 3,079
$ 151,840 $ 171,456 $ 170,629 $ 195,540
$ 11,764,876 $ 11,513,873 $ 11,454,878 $ 12,858,573
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 3,445,130 3,117,870 3,288,385 3,195,279
Grant Revenue — 910 — —
Miscellaneous 60,267 383,449 99,324 655
$ 3,834,655 $ 3,845,806 $ 3,687,295 $ 3,501,368

124


1 1 1 Clerk of Municipal Court 75,875.52 75,875.52
12 11 11 Chief Deputy Clerk - Administration 46,675.00 101,147.39
13 12 12
1 1 1 Chief Deputy Clerk - Training Coordinator 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Purchasing 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Project Coordinator 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Human Resources Assistant 46,675.00 101,147.39
3 2 2 Chief Deputy Clerk - Operations Manager 46,675.00 101,147.39
3 3 3 Chief Deputy Clerk - Supervisor 46,675.00 101,147.39
7 7 7 Chief Deputy Clerk - Senior Clerk 1 46,675.00 101,147.39
2 2 2 Chief Deputy Clerk - Facilitator 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Facilitator / Auditor 46,675.00 101,147.39
20 19 19
PROFESSIONALS
1 1 1 Chief Deputy Clerk - Senior Clerk Fleet Manager 46,675.00 101,147.39
12 12 12 Chief Deputy Clerk - Senior Clerk 46,675.00 101,147.39
3 3 3 Chief Deputy Clerk - Accountant 46,675.00 101,147.39
20 14 14 Chief Deputy Clerk - Journalizer 46,675.00 101,147.39
2 2 2 Chief Deputy Clerk - DCI 46,675.00 101,147.39
38 32 32 Chief Deputy Clerk - Cashiers 46,675.00 101,147.39
3 3 3 Chief Deputy Clerk - Bookkeeping 46,675.00 101,147.39
31 29 29 Chief Deputy Clerk - Support 46,675.00 101,147.39
110 96 96
PROTECTIVE SERVICES
1 1 1 Chief Deputy Clerk - Chief of Security 46,675.00 101,147.39
1 1 1
11 VACANT FULL TIME

125

PART TIME
2 0 0 Chief Deputy Clerk - Bookkeeping 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Staff Attorney 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - Hearing Officer 46,675.00 101,147.39
1 1 1 Chief Deputy Clerk - IT Administrator 46,675.00 101,147.39
1 0 0 Chief Deputy Clerk - Security 46,675.00 101,147.39
4 4 4 Chief Deputy Clerk - Support 46,675.00 101,147.39
10 7 7
4 VACANT PART TIME
SEASONAL
17 0 17 Student Assistant 10.00 11.94
17 VACANT SEASONAL

126
CLEVELAND MUNICIPAL COURT - HOUSING
W. Moná Scott, Judge
Cleveland Municipal Court - Housing Division
Mission Statement
To inform, engage, and empower the citizens living and working in the City
of Cleveland by providing education and resources around housing, Right
to Counsel, and to provide a fair, efficient, innovative and accessible forum
for litigants involved in all housing matter.
Cleveland Housing Court strives to fulfill its objective to make justice accessible to all.
Cleveland Housing Court remains a leading specialized problem-solving court by rethinking
its purpose during a global crises. It will continue to use a technological approach as it
innovatively changes how it interacts with the Cleveland and Bratenahl communities
moving forward.
The following are some of the Housing Court's ongoing and recently enacted innovative
initiatives:
CRIMINAL
VIRTUAL COURT
Cleveland Housing Court with the help of the Ohio Supreme Court will continue to offer
virtual hearings. Over 95% the Court's civil and criminal hearings are held virtually. All of
the Court's criminal pre-trials and community control status hearings are held virtually.
Holding court virtually reduces failure to appear rates, increases compliance, and allows
defendants and tenants to participate without missing work, incurring unnecessary costs or
jeopardizing their health coming into a stressful and unhealthy environment. In addition,
conducting virtual court has provided access to justice to everyone regardless of
circumstances and location.
HOARDING DOCKET
Hoarding is identified as a disorder by both the American Psychological Association and the
American Psychiatric Association. The ongoing pandemic has caused some who has a history
with the Court along with new defendants to be cited with building and health code
violations. The Court is currently working with community partners and leaders to
established wrap around services aimed at preventing recidivism, evictions and possible
demolishing of properties. The goal of the Court is not punitive but restorative justice for the
individual and community overall.
CORPORATION DOCKET
The Court has established a separate docket for cases where a criminal defendant is a
corporation, LLC, or other business entity that fails to appear in Court after having been
properly served. On this special docket, the entity is ordered to appear and service is sent out
again to the entity's address of record, with courtesy copies sent to individuals associated
with the company. Ultimately, the Court may impose upon a noncompliant defendant a daily
sanction until the entity appears and enters a plea, which the Court can then order converted
to civil judgments. This practice has proven successful in encouraging corporate defendants
to appear in Court to face the charges against them.

127
CLEVELAND MUNICIPAL COURT - HOUSING DIVISION
SELECTIVE INTERVENTION PROGRAM (SIP)
Housing Court has established a Selective Intervention Program ("SIP"), to assist eligible
and approved criminal defendants in correcting building and health code violations that are
brought before the Court. Upon referral by the Judge and screening by a housing court
specialist for referral, SIP is a one-time diversion program that allows a defendant to avoid
conviction upon successful completion. If accepted into the program a non-refundable
administrative fee will be assessed. The defendant is than monitored by a housing court
specialist to insure compliance and remediation of the underlying code violations. Upon
successful completion of the SIP program, the Court may grant the City of Cleveland's
motion to nolle and/or dismiss the criminal case.
COMMUNITY CONTROL
Housing Court has implemented active, aggressive supervision of defendants on term of
community control. Community control (previously known as probation) may be imposed on
defendants who have been convicted of violation of the City's codes. Every defendant on
community control is under the supervision of one of the Court's Housing Specialists. The
defendant must bring and keep up to code all of the properties owned by the defendant in the
City of Cleveland-not just the property for which the defendant was originally cited. The
Specialist, as Community Control Officer, meets with the defendant to address the
defendant's progress and compliance. If the defendant fails to make reasonable progress or
otherwise obey the Community Control Officer, the Court may re-summon the defendant and
impose greater sanctions, including additional fines and jail time. When the properties are
up to code, the Specialist's efforts shift to prevention and prohibiting re-offending.
PLACARDS
For residents of Cleveland's neighborhoods, information is power. Where vacant and
abandoned premises are the subject of a pending Housing Court case, the Court may post a
placard indicating that there is no trespassing allowed. The placard also includes contact
information for the owner, bank or lending institution if the property is in foreclosure, and
the Housing Specialist assigned to the case. These placards put neighborhood residents on
notice that the property is the subject of an action in the Housing Court, and give the
residents the ability to contact individuals or entities in control of the property to voice their
concerns.
SEARCH WARRANTS
A search warrant is an order signed by the Judge that authorizes officials from the City of
Cleveland, Departments of Public Health, Building and Housing, Public Safety, Aging and
any other agency from of the City of Cleveland deemed necessary to enter in the daytime into
specifically addressed vacant premises to search and inspect the premises, including exterior
and interior, for violations of the Codified Ordinances of the City of Cleveland, and for
conditions which are, or may become, hazardous to the general public and which may be
violations of Building, Housing, Health, Fire, and Safety Codes of the City of Cleveland. In a
continued effort to properly assess vacant residential and commercial properties, the Court
signed off on hundreds of search warrant requests annually.
EXPUNGEMENT/SEALING OF CRIMINAL RECORDS

A criminal record can make it very difficult to secure employment and housing. In an effort to
provide first-time offenders with an opportunity at a second chance, The Court screens those
previously convicted of criminal offenses in Housing Court to determine eligibility to have
their records sealed. Since, adult convictions in Ohio cannot be erased from the record, a
sealing provides a mechanism that prevents you from having to disclose your conviction,
arrest and charges against you. Sealing a record essentially clears your criminal convictions
and insulates it from public view. Such a sealing may be beneficial when applying for some

128
jobs and housing. Under Ohio law (Ohio Revised Code 2953.31), once the record is sealed, it is
as if the offense never occurred. An application for sealing must be filed with The City of
Cleveland Clerk of Courts and requires the Judges approval for sealing. Sealing of criminal
records in Housing Court for individuals is strongly encourage as housing code violations are
nonviolent offenses.
CIVIL
SEALING OF EVICTION RECORDS

Housing Court Loc.R.6.13 allows individuals with prior evictions to have those evictions
sealed. The Court may order the Clerk to seal an eviction record when the interest of justice
in sealing the record outweigh the interests of the government and the public in maintaining
a public record of the case. This is especially important in the context of eviction, as the prior
record may preclude individuals and ultimately families from the ability to procure housing.
Sealing of eviction records can be negotiated during mediation and is often times included in
agreed judgment entries.
SOCIAL SERVICE REFERRAL PROGRAM

The Court screens tenants in eviction actions to determine who may qualify for assistance
based upon their age, behavioral health issues, or veteran status. The Court refers them to
appropriate resources to assist the tenant in locating and moving to new housing, while also
respecting the landlord's right to recover possession of the premises. The Court also may
refer defendants for assistance in working through the behavioral health issues at work in
many hoarding cases. The Court has made thousands of referrals to a variety of agencies,
including the U.S. Department of Veteran's Affairs, Frontline Services, Cuyahoga County
Adult Protective Services, The Benjamin Rose Institute on Aging, and the City of Cleveland
Department of Aging and Cuyahoga County Division of Senior and Adult Services
(simultaneously). These referrals have greatly reduced the number of physical move outs of
vulnerable tenants. The Court now also sends a Community Resource Fact Sheet with
information about agencies and other valuable resources to tenants with the eviction
summons and complaint.
TEMPORARY RESTRAINING ORDERS

A Temporary Restraining Order is a short term Court order, which is granted without notice
to the opposing party, if it can be shown that the movant will suffer immediate and
irreparable injury, loss or damage. In the Housing Court environment, this is seen in the
instance of self-help eviction actions that manifest in utility cut-offs, lock changes and
removal of personal property. It may also occur when there is simply a failure of the landlord
or tenant to fulfill those obligations required by law which result in immediate harm to the
opposing party. Once granted, the non-moving party will be restraining from preventing
further damage or injury until all parties have an opportunity to appear before the Court and
assert their defense.
BUSINESS ENTITY PROOF OF REGISTRATION/LICENSE

In the course of attempting to serve criminal complaints upon business entity defendants, the
Court became aware that many of the companies filing civil complaints in the Housing Court
were not registered or licensed to do business in the State of Ohio. To avoid complicity in the
actions of these unlicensed and unregistered entities, the Court now requires all business
entities, including corporations, limited liability companies, and fictitious entities (such as
"doing business as" names), to include, at the time of filing, documentary evidence of the
entity's good standing or active registration or licensure with the Ohio Secretary of State.
Entities that fail to include this documentation may face dismissal of the civil complaint by
the Court.

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EVIDENCE OF CURRENT OWNERSHIP
The Supreme Court of Ohio has issued decisions limiting the ability of an individual to
represent the interests of another person in court. Reading those decisions together, the
Court concluded that it must require actions in forcible entry and detainer, when filed by a
non-attorney, to be brought in the name of the property owner; and, when the property owner
is a business entity, the complaint must be filed by an attorney, and they must be
represented by counsel at hearing. To ensure that the proper parties are named in the
forcible entry and detainer (eviction) action, the Court requires each plaintiff filing a forcible
entry and detainer complaint to attach to the complaint proof of current ownership of the
subject premises. Proof of current ownership may include, but is not limited to, a print-out of
the "General Information" tab for the premises from the County Fiscal Officer's website.
PROOF OF RENTAL REGISTRATION

All properties located in the City of Cleveland which are occupied by someone other than the
owner are required to be registered. Cleveland Codified Ordinance 365. Accordingly, to
ensure that landlords are complying with the local ordinance, the Housing Court enacted
Local Rule 3.013, effective July 1, 2017, requiring all landlords to demonstrate through
documentary evidence that they have complied with this law.
PROOF OF LEAD SAFE CERTIFICATION

Newly created Housing Court Local Rule 3.015 requires that eviction complaints must
include at the time of filing, the property's zip code and documentary evidence from the City
of Cleveland Department of Building and Housing verifying the Lead-Safe Certification
status of all residential units built before January 1, 1978, unless otherwise exempt under
Cleveland Codified Ordinance Section 365.04.
ORDERS PROHIBITING RE-RENTAL

Prompted by a Bailiff Communication or information received during an eviction or other
civil hearing, the Court may order inspection of residential rental property which is the
subject of the case. City inspectors provide the Court with a written report outlining the
condition of the property. If serious code violations exist, the Court may issue an order
prohibiting the landlord from re-renting the property until the violations are corrected.
Failure to comply with this order may lead to a finding of contempt. The Court ordered over
150 inspections, and prohibited re-rental on over a third of those cases.
CLEAN HANDS EVICTION DOCKET

Landlords and property owners with outstanding warrants sometimes seek to invoke the
Court's jurisdiction, and have the Court execute on an order in the eviction action, while
failing to acknowledge the same Court's jurisdiction over the landlord or property owner in
pending criminal cases. Court personnel screen eviction actions filed in the Housing Court to
determine whether any plaintiffs have outstanding warrants in Housing Court criminal
cases. The Court's "clean hands" approach to evictions prevents a property owner with an
outstanding warrant in a criminal Housing Court case from invoking the power of the Court
in the eviction action until that owner has addressed those criminal warrant issues.
BAILIFF COMMUNICATION
The Housing Court's bailiffs are the eyes and ears of the Court in the field. When supervising
court-ordered move outs or serving court papers, the bailiffs often observe conditions that
cause concern. The bailiffs may file a communication with the Court regarding the condition
of any property before the Court. That communication is reviewed by the Judge, who may
order inspection of the property by the City and the correction of defective conditions prior to
re-rental

130
OTHER
VIRTUAL PANEL DISCUSSIONS

In an effort to quickly disseminate information regarding Cleveland's Rental Assistance, the
new Right to Counsel Law and eviction moratoriums, Judge Scott has hosted virtual panel
discussions with housing attorneys and community leaders. Virtual panel discussions allows
Cleveland residents to virtually interact with the Court through questions and answers, and
obtain rapidly changing Housing Court policy and procedures from the comfort of their
homes and offices.
MEDIATION VIRTUAL HEARINGS

Due to the COVID-19 Pandemic, increase participation of tenants with Legal Aid's right to
counsel and Cleveland Rental Assistance Initiative, Housing Court continues to strongly
encourage virtual mediation hearings to assist landlords and tenants to try and resolve
problems and work out settlements without a court hearing. Participants agreeing to
mediate their disputes will attend mediation hearings remotely via zoom which allows all
parties to meet from the comfort of their home or office. Staff certified in mediation are
neutral and assist both parties in confidential discussions that cannot be used in court. A
majority of these mediations end in agreed journal entries and eventually voluntary
withdrawal of eviction complaints if all parties follow through.
ZOOM KIOSKS
Combating the digital divide amongst residents, keeping them connected and enabling them
to participate in all areas of their hearings, Housing Court created 3 zoom kiosks. Zoom
kiosks are rooms with computer equipment that is individualized, sanitized and safe.
Participants are assisted by staff with accessing their Zoom hearings and submitting
documents to the Court. Housing Court's Zoom kiosks are the Court's continued innovative
efforts to keep the public virtually connected and safe during a pandemic. Currently the
Court is working with City partners to expand more Zoom kiosks further out into the
Cleveland communities broadening the Court's reach and increasing even more defendant/
tenant participation.
WHAT EVERY LANDLORD SHOULD KNOW/WHAT EVERY TENANT SHOULD

KNOW
The Housing Court offers a three-hour course to landlords, teaching them "what every
landlord should know." The course outlines a landlord's duties under the city ordinances and
state landlord-tenant law. Landlords receive valuable written materials regarding nuisance
behavior, mediation, and tenant screening. In addition, during the course, landlords have
access to Housing Specialists, court employees with expertise in housing-related subjects,
who can offer information about programs and court processes. The Housing Court also offers
a complementary program, What Every Tenant Should Know, designed specifically for
people entering or re-entering the rental market as tenants. Tenants learn about rental
agreements, their rights and responsibilities under the state code and local ordinances, and
remedies available when landlords fail to make repairs. The class has been offered at the City
Mission, shelters, and re-entry programs. The Court offers an additional educational
program with information on recognizing and remediating environmental hazards, including
bed bugs, mold, and more, as well as issues involving fair housing and federal subsidies.
HOUSING RESOURCE CLINICS

Free and open to the public daily from 8:30 a.m. to 3:30 p.m. on the First Floor & Thirteenth
Floor of the Justice Center, the Housing Court hosts a Clinic staffed by Housing Specialists
who offer information to landlords, tenants, and property owners. On average, the Clinic
annually provides information and services to more than 6,500 walk-in, and 18,000 phone-in

131
residents. In response to this demonstrated need for information about landlord, tenant and
property owner rights and responsibilities, the Housing Court established a popular series of
Housing Clinics presented regularly in neighborhoods throughout the City. The Housing
Court Clinic offers a Spanish speaking Court Specialist two (2) days per week to those in
need of such services.
EDUCATIONAL MATERIALS
In addition to the numerous community meetings that the Housing Court hosts or
participates in each year, the Court has created more than fifty fliers, pamphlets, and videos
available to the public, covering topics from hiring a contractor, nuisance abatement, trash
collections, lead abatement, porch repair, and mediation. The Court makes these materials
available at its Housing Clinic, as well as through its website. These materials enable the
Court to expand its educational goal beyond the four walls of the courtroom or meeting place.
NEW WEBSITE DESIGN

The Cleveland Housing Court is thrilled to announce the launch of its new website in
November of 2022. The Housing Court aims to remain innovative by keeping abreast of
current technology trends and meeting the tech demands of the community. The new site will
have a number of new enhancements: The fluid design will make the website more
compatible for mobile devices, which is how many Cleveland residents access the internet.
The content will be optimized to fit whatever screen size you use. A translation function will
allow most of the website to be read in your choice of a dozen different languages. Fillable
forms, e-filing, and easy navigation are additional enhancements to look forward to.
www.clevelandhousingcourt.org

132
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 16,425 12,575 11,775 11,350
Overtime — — 2,258 —
$ 2,835,501 $ 2,958,300 $ 2,934,012 $ 3,606,972
Benefits
Prescription 97,965 97,633 107,470 122,228
Dental 22,664 23,361 22,157 30,832
Vision Care 3,484 3,891 3,356 4,644
Fica-Medicare 39,912 41,564 41,056 47,737
Life Insurance 1,701 1,861 1,743 2,630
Clothing Allowance 8,125 625 4,500 —
$ 1,098,106 $ 1,099,636 $ 1,146,973 $ 1,306,067
Travel $ — $ 253 $ 1,554 $ 5,000
Mileage (Priv Auto) Trng Prps — — 344 —
$ 18,172 $ 28,043 $ 7,651 $ 35,000
Court Reporter — — — 1,500
Mileage (Private Auto) 618 484 1,201 3,000
Jury And Witness Fees — — — 600
Insurance And Official Bonds — — 2,827 1,400
$ 33,032 $ 47,039 $ 97,620 $ 278,000

133
2020 2021 2022 2023

Postage — 245 — 5,000
Clothing 180 443 50 7,200
Office Furniture & Equipment 659 307 10,987 10,000
Other Supplies 15,078 4,135 380 11,220
$ 19,219 $ 8,956 $ 14,122 $ 53,920
Maintenance
Car Washes — 63 35 500
$ — $ 63 $ 35 $ 1,500
Charges From M.V.M. 33,463 29,952 15,044 14,024
$ 71,512 $ 77,336 $ 65,593 $ 78,300
$ 4,075,542 $ 4,219,372 $ 4,266,005 $ 5,359,759
Revenues
2020 2021 2022 2023
Fines, Forfeitures & Settlements $ 466,242 $ 711,884 $ 608,040 $ 697,867

Miscellaneous 28,006 168,511 40 —
$ 494,248 $ 880,395 $ 608,080 $ 697,867

134


1 1 1 Judge 37,050.00 37,050.00
1 1 1 Housing Court Administrator 80,000.00 120,000.00
1 0 0 Director of Communication -HC 60,000.00 90,000.00
1 1 1 Housing Court Deputy Administrator 65,000.00 101,999.95
1 1 1 Personal Bailiff 63,969.00 94,737.11
5 4 4
1 1 1 Housing Court Scheduler 23,063.94 54,755.16
1 1 1 Housing Court Administrative Assistant 23,063.94 58,939.38
1 1 1 Housing Court Secretary 20,815.92 40,891.00
3 3 3
PROFESSIONALS
1 1 1 Chief Housing Court Specialist 52,158.83 92,427.06
1 1 1 Housing Court Chief Bailiff 38,884.00 94,859.92
12 12 12 Housing Court Deputy Bailiff 38,000.00 61,219.39
1 1 1 Housing Court Adr Specialist 42,178.00 90,045.81
1 1 1 Housing Court Compliance Specialist 42,000.00 68,000.00
4 2 2 Housing Court DP Bailiff / Staff Attorney 29,585.00 75,429.03
2 2 2 Housing Court Deputy Chief Specialist 55,000.00 105,000.06
4 4 4 Housing Court Magistrate 42,178.32 98,102.62
1 1 1 Housing Court Chief Magistrate 69,360.00 112,499.92
9 7 7 Housing Court Specialist 34,000.00 73,955.59
1 1 1 Deputy Bailiff Chief Social Worker 48,750.00 108,093.60
0 1 1 Financial Officer 31,200.00 88,919.27
38 34 34
PROTECTIVE SERVICES
2 2 2 Deputy Bailiff Supervisor 44,167.00 84,295.09
2 2 2
5 VACANT FULL TIME

135

PART TIME
1 0 0 Housing Court Deputy Bailiff 38,000.00 61,219.39
2 1 1 Deputy Bailiff Magistrate/ Housing Crt Magistrate 58,333.00 123,125.74
3 1 1
3 VACANT PART TIME

136
OFFICE OF PROFESSIONAL STANDARDS
Jonathan Cudnik, Interim Administrator
Office of Professional Standards
Mission Statement
To cause a full, complete, fair, and impartial investigation to be made of each citizen complaint
filed with the Office of Professional Standards against an officer or employee of the Cleveland
Division of Police; to prepare and submit a completed report of the investigation resulting from
a citizen complaint to the Civilian Police Review Board for its review and disposition.
Citizen complaints may be filed in person at the Office of Professionals Standards (OPS), at
the Cleveland Division of Police (CDP) Headquarters, any of the five CDP District Stations,
the Mayor's Action Center (MAC) or Director of Public Safety's Action Center (DAC), or by
mail or e-mail to OPS. All citizen complaints are assigned a file tracking number and then
assigned to a civilian investigator.
Once a file tracking number is designated and the complaint is assigned to a civilian
investigator, a preliminary investigation is conducted. If during the preliminary
investigation it is determined that potential criminal conduct or activity may have occurred,
then OPS refers the investigation to the Internal Affairs Unit of CDP. If there is no alleged
criminal conduct or activity, then OPS will continue the investigation. During the course of
the investigation, the citizen and any potential witnesses are interviewed, the assignment
and duty reports of the officer(s) involved, as well as all relevant documentation is reviewed,
and the officer(s) responds to the allegations.
At the conclusion of the investigation, it is reviewed and approved by the OPS Administrator,
who then forwards it to the Civilian Police Review Board (CPRB). The CPRB reviews all
completed investigations conducted by OPS, deliberates, and then determines if a civil
violation of policy, training, or rules and regulations occurred. If the CPRB determines that a
violation did occur, then it sustains the complaint and accordingly recommends the
appropriate discipline to either the Chief of Police or the Director of Public Safety.
When the CPRB recommends discipline, a pre-disciplinary hearing is conducted in which

OPS presents its investigation to either the Chief of Police or the Director of Public Safety, or
his designated hearing officer. The officer(s) involved, who is present along with his/her
union representatives, has the opportunity to respond to the charges filed against him/her.
The Chief of Police or the Director of Public Safety makes the final decision whether or not to
impose discipline against the officer(s) who was the subject of the citizen complaint.
PROGRAM NAME:OFFICE OF PROFESSIONAL STANDARDS

OBJECTIVES: To investigate citizen complaints against Cleveland Division of Police
personnel in a complete, fair, and impartial manner.
ACTIVITIES: Present the complete investigations to the Civilian Police Review Board
(CPRB) for hearing and disposition.

137

Historic Data
Output Metric
2020 2021 2022
1 Citizen Complaints received 276 324 320
2 Citizen Complaints closed N/A 288 339
3 Cases presented to Civilian Police 103 115 202
Review Board (CPRB)


138
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 3,325 3,425 4,075 4,075
Overtime 1,187 1,005 412 5,000
$ 873,797 $ 895,235 $ 795,646 $ 1,238,889
Benefits
Prescription 33,758 32,758 25,951 45,256
Dental 8,376 7,242 5,598 10,856
Vision Care 1,125 1,215 964 1,720
Fica-Medicare 11,985 12,316 11,074 17,692
$ 349,816 $ 351,714 $ 331,232 $ 476,979
Travel $ 550 $ 4,252 $ 11,982 $ 10,000
Tuition & Registration Fees — 400 — 1,500
Training — 99 465 40,000
Professional Dues & Subscript 400 — — 500
$ 950 $ 4,751 $ 12,447 $ 52,000
Utilities
Steam $ 18,241 $ 17,513 $ 18,668 $ 25,460
$ 18,241 $ 17,513 $ 18,668 $ 25,460
Parking In City Facilities — 8,100 — 8,100
$ 82,000 $ 133,100 $ 203,935 $ 155,276
Just In Time Office Supplies 188 893 542 1,500
$ 188 $ 893 $ 542 $ 7,500

139
2020 2021 2022 2023

Charges From Print & Repro 740 2,559 3,796 4,221
Charges From M.V.M. 4,523 4,053 7,221 6,732
$ 19,722 $ 18,191 $ 19,134 $ 20,501
$ 1,344,714 $ 1,421,396 $ 1,381,604 $ 1,976,605
Revenues
2020 2021 2022 2023
Miscellaneous $ 7,095 $ 36,658 $ 27 $ —

$ 7,095 $ 36,658 $ 27 $ —


1 0 0 General Manager of Administrator Services 31,200.00 110,567.26
2 1 1
1 1 1 Private Secretary 19.49 24.59
1 1 1
PROFESSIONALS
9 5 5 Office of Professional Standards Investigator 31,200.00 85,000.00
1 0 0 Standards Research/Analyst 20,800.00 62,770.08
1 0 0 Office of Professional Standards - Senior Investigator 28,000.00 85,000.00
12 6 6
9 VACANT FULL TIME

140
POLICE REVIEW BOARD
Michael Hess, Chair
Police Review Board
Mission Statement
To receive, cause investigation, and recommend resolution of citizen complaints filed with the
Office of Professional Standards alleging misconduct by an Officer or employee of the Cleveland
Division of Police, when such misconduct is directed toward any person who is not a member of
the Cleveland Division of Police.
The Civilian Police Review Board (CPRB) conducts hearings on investigations of potential
police misconduct. The misconduct complained of may include, but not be limited to, the use
of excessive or deadly force. On its own complaint, the CPRB may cause investigation of
incidents involving the use of deadly force by members of the Cleveland Division of Police
(CDP) and incidents resulting in the injury or death of persons in the custody of CDP.
In order to perform its duties and functions, the CPRB may compel the attendance of
witnesses and production of evidence and various documentation. For that purpose, the
CPRB may issue subpoenas to be signed by the Chair.
During its review of an investigation conducted by the Office of Professionals Standards

(OPS), and prior to recommending any action be taken on a complaint or that a complaint
warrants no action, the CPRB may, in its sole discretion, hold a public hearing.
If and when the CPRB determines that a civil violation of policy, training, or rules and
regulations occurred, then it may recommend that discipline be imposed against an Officer or
employee of CDP. Accordingly, the CPRB shall submit its recommendation to the Chief of
Police or the Director of Public Safety. The CPRB also shall notify the citizen of its
disposition of his/her complaint.
PROGRAM NAME:CIVILIAN POLICE REVIEW BOARD

OBJECTIVES: To review the completed investigations of each citizen complaint alleging
police misconduct, use of deadly force incidents and situations involving in-
custody injury or death. To conduct hearings concerning various police
incidents. To recommend disciplinary dispositions to the Chief of Police and
the Director of Public Safety.
ACTIVITIES: Determine if the incidents have been properly investigated. Recommend

discipline for rule violations when appropriate.

141
POLICE REVIEW BOARD
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 65,375 66,575 56,822 70,662
Longevity 475 575 575 —
Overtime 281 — — 1,500
$ 114,345 $ 120,318 $ 95,699 $ 125,334
Benefits
Prescription 3,073 3,073 1,927 3,264
Dental 825 804 458 840
Fica-Medicare 1,608 1,693 1,364 1,816
Workers' Compensation 976 1,045 1,029 872
Unemployment Compensation 411 — — —
$ 39,539 $ 39,689 $ 33,896 $ 39,758
Training $ — $ — $ — $ 36,000
$ — $ — $ — $ 36,000
Parking In City Facilities $ — $ — $ — $ 1,000
Other Contractual — — — 1,000
$ — $ — $ — $ 2,000
Just In Time Office Supplies $ 375 $ 556 $ 346 $ 750
$ 375 $ 556 $ 346 $ 750
Charges From Print & Repro $ 509 $ 328 $ 419 $ 466
$ 509 $ 328 $ 419 $ 466
$ 154,768 $ 160,891 $ 130,360 $ 204,308
Revenues
2020 2021 2022 2023
Miscellaneous $ 976 $ 5,925 $ — $ —

$ 976 $ 5,925 $ — $ —

142
POLICE REVIEW BOARD

1 1 1
BOARD MEMBERS
1 1 1 Police Review Board Chair 9,538.00 9,538.00
8 7 7 Police Review Board Member 8,963.00 8,963.00
9 8 8

143
COMMUNITY POLICE COMMISSION
Jason Goodrick, Interim Executive Director
Community Police Commission
Mission Statement
The mission of the Community Police Commission is to respond to community needs and
concerns regarding regulation of the City's police force and community-police relations, by
strengthening civilian oversight to hold police accountable and institutionalizing cultural
change with respect to community and problem-oriented policing, bias free policing, and police
transparency.
Initiated by the Consent Decree, the Community Police Commission (CPC) understands that
realizing success and legitimacy in the eyes of the public means that its work must be
independent, collaborative, and transparent, and its decision-making informed by best
practices and community perspectives. As a result, by way of Issue 24, voters of the City of
Cleveland established a new CPC as an independent municipal commission.
In accordance with Section 115-5 of Chapter 25 of the City Charter and Codified Ordinances,
the CPC is to consist of 13 persons broadly representative of the racial, social, economic, and
cultural interests of the community, including those of the racial-minority, immigrant/
refugee, LGBTQ+, youth, faith, business, and other communities, to reflect the overall
demographics of Cleveland residents.
In April 2022, Mayor Bibb and City Council launched their search to select members of the
new CPC. On October 26, 2022, after an unprecedented and rigorous selection process, Mayor
Bibb announced 13 nominees for the new CPC. On December 5, 2022, City Council voted to
approve of the Mayor's nominees and the commissioners were thereby appointed to two and
four year terms. Pursuant to the Charter, the duties of the CPC include but is not limited to:
 Serve as the final City authority on whether discipline of police officers imposed, or
not imposed, is sufficient
 Have the final authority over establishing the policies, applications, and
examinations by which new police recruits must be sought out, recruited, and
screened;
 Have the final authority over police policies, procedures, and training regimens;
 Audit and verify police officer training;
 Direct the Civilian Police Review Board to investigate the conduct of police
officers;
 Propose and advocate for legislation;
 Engage in community outreach and provide feedback to stakeholders;
 Make grants to community-based violence prevention, restorative justice, and
mediation programs to reduce the need for police activity;
 Identify and propose opportunities for systemic improvements in all aspects of
police accountability; and
 Review policy, data, and records to advise City Administration and City Council on
policing issues

144
PROGRAM NAME:COMMUNITY POLICE COMMISSION
OBJECTIVES: To provide oversight of policing and work with Cleveland communities to
develop recommendations on policies and practices, including community
and problem-oriented policing, bias-free policing, police transparency, and
other issues.
ACTIVITIES: To comply with the City Charter, the Commission will hold public meetings;
review discipline of police, issue grants for community-based programming,
review, assess and impose policies, practices, training and police reform
measures; research best practices; engage in community outreach; oversee
training of new police recruits; advise City officials on policing issues.

145
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members — — — 117,090
Longevity — — — 300
Overtime 375 — — —
$ 300,273 $ 305,447 $ 303,850 $ 779,786
Benefits
Prescription 13,610 13,610 13,429 24,258
Dental 3,503 3,406 3,144 6,133
Vision Care 465 497 441 864
Fica-Medicare 4,167 4,229 4,180 11,158
$ 127,493 $ 133,703 $ 148,571 $ 268,915
Travel $ — $ 5,850 $ 2,854 $ 15,000
Tuition & Registration Fees 950 2,707 7,712 18,748
$ 950 $ 8,557 $ 10,566 $ 33,748
Mileage (Private Auto) 29 — — 1,000
Advertising And Public Notice — — 249 —
Program Promotion — — 425 5,560
Parking In City Facilities — 24 152 638
Property Rental 33,560 14,862 14,487 56,280
Equipment Rental — — — 1,000
Subgrantees — — — 1,089,707
Other Contractual — 21,600 9,320 18,000
$ 83,589 $ 42,687 $ 32,751 $ 1,204,447
Computer Software $ 5,187 $ 8,766 $ 5,611 $ 8,100
Office Furniture & Equipment 598 12,091 — —
Food 980 — — 1,500
Special Events Supplies — — 294 2,800
Just In Time Office Supplies 150 854 3,003 1,350

146
2020 2021 2022 2023
$ 6,915 $ 21,711 $ 8,908 $ 13,750

Charges From Central Storeroom — 3,372 — 400
$ 11,605 $ 16,220 $ 11,011 $ 13,113
Capital Outlay
Transfer To Capital Project $ — $ — $ 48,780 $ —
$ — $ — $ 48,780 $ —
$ 530,825 $ 528,324 $ 564,437 $ 2,313,759
Revenues
2020 2021 2022 2023
Grant Revenue $ — $ 250 $ — $ —

Miscellaneous 1,921 11,686 — —
$ 1,921 $ 11,936 $ — $ —

147


1 1 1
PROFESSIONALS
4 3 3
4 VACANT FULL TIME
BOARD MEMBERS
1 0 0 Board Chair 9,538.00 9,538.00
12 0 0 Board Member 8,963.00 8,963.00
13 0 0

General Fund Department of Aging
148
DEPARTMENT OF AGING
Mary McNamara, Director
Department of Aging
Mission Statement
To ensure Cleveland is an age-friendly community by enhancing the quality of life for Cleveland
seniors and adults with disabilities through advocacy, planning, service coordination, and the
delivery of needed services.
PROGRAM NAME:ACCESS YOUR BENEFITS (AN AGING & DISABILITY RESOURCE

CENTER SERVICE)
OBJECTIVES: To assist Cleveland seniors and adults with disabilities by screening them
for eligibility for public benefits programs and by helping them to enroll in
the programs for which they are eligible.Benefits include HEAP, Homestead
Water Discount, Medicare Savings and more.
ACTIVITIES: Screening seniors for their eligibility for public benefits using the automated
Benefits CheckUp system and assisting them in completing the applications
and submitting the applications either through the mail or online.
PROGRAM NAME:BED BUG ASSISTANCE PROGRAM

OBJECTIVES: To assist low income seniors and adults with disabilities who are
homeowners suffering with an infestation of bed bugs at their residence.
ACTIVITIES: Provision of extermination services and educational instruction to prevent

reinfestation.
PROGRAM NAME:CHORE PROGRAM

OBJECTIVES: Enhance the quality of life for seniors and adults with disabilities, enabling
them to remain independent in their own homes.
ACTIVITIES: Assist seniors and adults with disabilities with interior and exterior
household chores including lawn cutting, leaf raking and snow removal.
PROGRAM NAME:CLEVELAND CARE CALLS

OBJECTIVES: To ensure the safety of home bound seniors by providing a daily telephone
reassurance call to check on their well being.
ACTIVITIES: Automated calls are sent to participating seniors on a daily basis to check on
their well being. The calls are monitored to be sure the senior responds.
PROGRAM NAME:CLEVELAND TREE ASSISTANCE PROGRAM

OBJECTIVES: To assist low-income seniors and adults with disabilities with the removal of
hazardous branches and trees on their personal property.
ACTIVITIES: In collaboration with the Departments of Public Works and Community

Development, tree services are provided via a contracted service.
PROGRAM NAME:ECONOMIC SECURITY (AN AGING & DISABILITY RESOURCE CENTER

SERVICE)
OBJECTIVES: To assist economically vulnerable Cleveland seniors get the assistance they
need to improve their economic security.

Department of Aging General Fund
149
DEPARTMENT OF AGING
ACTIVITIES: Providing a comprehensive assessment of the senior’s financial situation,
developing a holistic economic security plan that draws upon a wide range of
potential benefits and solutions, and assistance to ensure they receive the
recommended services and programs.
PROGRAM NAME:HOMELESS PREVENTION SERVICES FOR SENIORS

OBJECTIVES: To identify and assist seniors and adults with disabilities (50-59 years of
age) at risk of homelessness.
ACTIVITIES: Provide case management and linkage to social services to assist clients at
risk of becoming homeless.
PROGRAM NAME:LONG TERM SUPPORT OPTIONS COUNSELING (AN AGING &

DISABILITY RESOURCE CENTER SERVICE)
OBJECTIVES: To inform and guide seniors, adults with disabilities and informal caregivers
in their deliberations to make informed choices about long term supports
targeting individuals with the most immediate concerns, such as those at
greater risks of institutionalization.
ACTIVITIES: Essential components of these services include: gathering information,

exploring options, decision support, working with the client to develop an
action plan, access to community supports and follow-up.
PROGRAM NAME:SENIOR HOMEOWNER ASSISTANCE PROGRAM AND AGE

FRIENDLY HOME REPAIR PROGRAM
OBJECTIVES: To assist seniors and adults with disabilities in obtaining critical repairs for
their homes.
ACTIVITIES: Provide financial assistance for critical health/safety home repairs for low
income seniors and adults with disabilities.
PROGRAM NAME:SENIOR INITIATIVE

OBJECTIVES: To help seniors and adults with disabilities avoid becoming victims of scam
contractors and to avoid citations for housing violations by providing
resources to help with needed repairs.
ACTIVITIES: Conduct home visits and work with clients to assist them with serious
housing concerns.
PROGRAM NAME:SPECIAL EVENTS

OBJECTIVES: To provide helpful service information and health and wellness programs
and resources to Cleveland seniors and adults with disabilities.
ACTIVITIES: Senior Day - a citywide celebration and recognition of the contributions our
Cleveland seniors have made to their community.
Cleveland Summer Senior Walks - to promote exercise, good nutrition

and healthy lifestyles for Cleveland seniors.
Senior Power - is a collaborative program with the Division of Police,

Emergency Medical Services, the Division of Fire and the Department of
Aging designed to increase knowledge and awareness among older persons

150
DEPARTMENT OF AGING
in the areas of crime prevention, fire hazards, emergency services, scams,
fall prevention and other programs for the elderly.
Disability Awareness Day - to promote awareness of the abilities of

seniors and adults living with disabilities.
PROGRAM NAME:SPECIALIZED INFORMATION AND ASSISTANCE

(An Aging and Disability Resource Center Service)
OBJECTIVES: This service links seniors and adults with disabilities with appropriate
resources and/or provides information about community agencies and
organizations that offer services specific to adults with disabilities, older
adults and caregivers.
ACTIVITIES: Provide current and unbiased information on services that support

independence.
PROGRAM NAME:SUPPORTIVE SERVICES/COMMUNITY OUTREACH

OBJECTIVES: To identify and assist seniors and adults with disabilities in accessing
services, benefits and programs to ensure they receive adequate assistance
in emergencies, the benefits to which they are entitled and programs to help
maintain independence
ACTIVITIES: Participate in a variety of outreach activities to identify seniors and adults

with disabilities in need of assistance. Conduct assessments of older persons
in their homes. Link seniors with the services, benefits and programs
needed to maintain safety and independence. Assist seniors with utility shut
off (i.e. gas, electric, water, etc.) and provide emergency food, access to home
delivered meals, job assistance, home repairs, and chore services. Serve as a
liaison with other City departments and agencies concerning services for the
elderly. Serve as an advocate for seniors to ensure they receive fair and
equal treatment and the services they need.
PROGRAM NAME:SENIOR TRANSPORTATION

OBJECTIVES: To assist seniors with a transportation service to maintain independence
and connectedness to their community.
ACTIVITIES: Provide transportation services for seniors to medical appointments and

errands through collaboration with Senior Transportation Connection,
Cleveland City Council and the Departments of Community Development
and Aging.

151
DEPARTMENT OF AGING

Historic Data
Output Metric
2020 2021 2022
1 # of unduplicated clients served by the 1,184 1,144 1,255
Chore Program (grass cutting, leaf
raking, snow path shoveling)
2 # of houses provided a repair through 124 116 170
the Age Friendly Home Investment
Program
3 # of unduplicated clients served by the 2,940 3,220 3,042
staff of Aging and Disability Resource
Center (ADRC)
4 # of large scale outreach/ robo call 46 65 38
telephone calls to residents providing
information. Calls are made using City’s
Code Red phone system and reach a
minimum threshold of at least 100
homes
* Note: Previous data for Metric 2 is not on calendar years but rather years 1, 2 and 3 of funding


152
DEPARTMENT OF AGING
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal (613) 25,085 2,998 —
Longevity 2,550 2,425 2,300 2,300
$ 791,755 $ 831,143 $ 706,566 $ 902,011
Benefits
Prescription 33,371 32,225 27,593 34,738
Dental 8,165 8,198 6,160 8,813
Vision Care 1,320 1,284 993 1,448
Fica-Medicare 11,450 11,507 10,280 12,671
$ 342,540 $ 349,434 $ 341,280 $ 366,246
Travel $ — $ — $ — $ 3,000
Tuition & Registration Fees — 310 285 5,000
Professional Dues & Subscript — — 250 650
$ — $ 310 $ 535 $ 8,650
Travel- Non-Training 330 — — 500
Mileage (Private Auto) 613 242 513 2,000
Parking In City Facilities 608 678 1,336 2,600
$ 103,518 $ 98,050 $ 199,994 $ 405,479
Computer Hardware 1,177 — — 15,000
Clothing 1,985 1,179 — 1,750
Hardware & Small Tools — — 581 100

153
DEPARTMENT OF AGING
2020 2021 2022 2023
Small Equipment — — 252 —

Office Furniture & Equipment 1,186 — — 1,500
Hygiene And Cleaning Supplies — — 1,640 —
Food 277 — 20,077 25,000
Other Supplies 1,036 1,410 2,846 1,000
Arts & Crafts Supplies 198 — — —
Special Events Supplies 714 270 2,115 15,000
$ 10,780 $ 7,057 $ 30,055 $ 67,850
Maintenance
Car Washes $ — $ — $ 2,000 $ —
$ — $ — $ 2,000 $ —
Charges From M.V.M. 45,342 41,073 34,645 32,295
$ 110,179 $ 106,768 $ 108,889 $ 118,356
$ 1,358,771 $ 1,392,762 $ 1,389,319 $ 1,868,592
Revenues
2020 2021 2022 2023
Charges For Services $ 550 $ — $ — $ —

Miscellaneous 8,677 50,275 249,492 —
$ 9,227 $ 50,275 $ 249,492 $ —

154
DEPARTMENT OF AGING


1 1 1 Director of Aging 50,795.81 204,022.08
2 1 1
1 1 1 Junior Clerk 24.21 25.18
1 1 1
PARA-PROFESSIONALS
3 2 2 Geriatric Outreach Worker 15.61 20.16
3 2 2
PROFESSIONALS
5 5 5
NON EEO REPORTING

5 2 2 Aging Services Administrator 31,200.00 73,303.69
5 2 2
4 VACANT FULL TIME
PART TIME
1 0 0 Asst Aging Services Administrator 31,200.00 68,738.75
1 1 1 Intake Specialist 15.00 19.00
3 2 2
1 VACANT PART TIME

Department of Human Resources General Fund
155
DEPARTMENT OF HUMAN RESOURCES
Paul N. Patton, Chief Human Resources Officer
Department of Human Resources
Mission Statement
The Department of Human Resources (HR) will attract and retain qualified, productive,
motivated and dedicated employees who will provide efficient and effective services to our
citizens. We offer these services in an empathetic, flexible, confidential, responsive, and
professional manner. The City of Cleveland recognizes that the City's employees are a
considerable resource that requires investment to ensure that we have the talent and skills
needed to meet the needs of the City. The Department of Human Resources is committed to
providing quality, uniform, and cost effective services to City employees in the areas of Human
Resources Administration, Talent Acquisition, Employee Benefits & Wellness, Equal Employment
Opportunity (EEO), Labor Relations, Talent Management, and Human Resources Information
Systems (HRIS).
PROGRAM NAME: GENERAL ADMINISTRATION

OBJECTIVES: To provide, support, and assist departments with policies governing hiring
practices and processes; coordinating HR programs and acting as a liaison
with staff, other City Departments, and the public.
ACTIVITIES: Develop, implement, and administer work policies and procedures

applicable to City of Cleveland employees. Implement affirmative action and
equal employment policies and procedures throughout the City of Cleveland.
Ensure that the hiring processes comply with collective bargaining
agreements and civil service rules. Serve as point of contact for federal and
state agencies, municipalities, local businesses, outside agencies seeking
employment, and statistical data concerning the City of Cleveland's
workforce; processing questionnaires, surveys and request for information.
Assist departments in filling vacancies by providing qualified candidates
and ensuring compliance with EEO principles and guidelines.
 Growth Area: Manage Training Programs, Newsletters, administer Performance
Management, implement recruitment and outreach programs, coordinate Succession
Planning, Civil Service, and Policy Development.
PROGRAM NAME: TALENT ACQUISITION

OBJECTIVE: To recruit, hire, and retain the best employees to carry out our mission.
Build a work environment that is diverse and sensitive to our employees.
Identify and manage an efficient hiring process. Facilitate seamless hiring,
orientation, and onboarding experience.
ACTIVITIES: Drive and manage all recruitment efforts and processes for the City of
Cleveland; assist Department in achieving staffing levels. Facilitate hiring
processes in accordance with Civil Service Commission rules and collective
bargaining agreements.
 Growth Area: Create a strong brand image; foster trust between the public and the City
of Cleveland Department of HR's brand. Dissemination of pertinent information. Continue
to improve business processes.

General Fund Department of Human Resources
156
PROGRAM NAME: EMPLOYEE BENEFITS AND WELLNESS
OBJECTIVE: To administer, coordinate, and promote an understanding of the Employee
Benefits Programs to all City of Cleveland employees. Develop strategies to
create and/or enhance Wellness Programs to increase productivity and
improve attendance. Ensure that our employees receive high quality health
care at a sustainable cost. Expand online assessment and education
offerings to increase access to well-being-based education opportunities.
ACTIVITIES: Administer the City's medical, dental, vision, and life insurance programs
for all eligible employees through cost-effective health care plans. Maintain
federal compliance for HIPAA/COBRA regulations. Facilitate and/or
coordinate wellness classes, special events such as fairs, health screenings,
and health awareness.
 Growth Area: Focus on wellness; the health and well-being of all employees to reduce or
eliminate personal problems affecting employee health and work productivity. To create
programs geared to develop a work culture that supports and encourages a healthy way of
living, as well as motivate our employees to embrace a healthier lifestyle.
PROGRAM NAME: TALENT MANAGEMENT

OBJECTIVES: To increase the knowledge and skills of City of Cleveland employees through
education, training, research, and development in order to support employee
professional growth. Create and deploy employee development and training
programs. Coach and mentor employees to encourage training and
development. Provide training and development tools such as Learning
Management Systems (LMS) to develop soft skills, interpersonal skills,
communication, and customer service to enhance productivity and quality of
work.
ACTIVITIES: Conduct citywide training programs in compliance with City policies,

procedures, and other governmental mandates. Coordinate educational
programs to meet specific training needs of the City of Cleveland
departments, as well as provide opportunities for career growth and
development.
 Growth Area: Develop employee career paths and succession plans through
program development. Provide a comprehensive Performance Management
program that involves key elements of planning, monitoring, developing, rating,
and rewarding. Improve the quality of supervisory/management relationships
through Performance Management. Develop a rewards and incentive program
that works in tandem with Performance Management.
PROGRAM NAME: LABOR RELATIONS

OBJECTIVES: To negotiate and administer the City of Cleveland's labor agreements and to
enforce affirmative action and EEO.
ACTIVITIES: Provide leadership and oversight for the City of Cleveland in the
enforcement and administration of collective bargaining agreements as well
as City of Cleveland policies and procedures. Investigate and resolve labor
disputes. Investigate complaints of discrimination and harassment, and
expedite resolution. Provide trainings as required. Compile and monitor
data within City of Cleveland departments for EEO compliance. Investigate
and prepare various compliance reports for governmental agencies. Provide

157
oversight of American with Disabilities liaison for all City departments.
Monitor and appeal disputed unemployment compensation claims.
 Growth Area: Ongoing Training & Monitoring Programs, Policy Review and
Update, Compensation Review.
PROGRAM NAME: HUMAN RESOURCES INFORMATION SYSTEMS (HRIS)

OBJECTIVES: To manage support and maintain information systems for all service areas
of the department.
ACTIVITIES: Develop, implement and modifies system requirements. Oversee and

maintain internal database files, tables, codes, security for employees, and
credentialing system. Install, modify, and upgrade software applications to
meet business needs. Develop customized reports for city departments/
divisions.
Growth Area: HRIS administration, report writing, training, centralize common

documents.
PROGRAM NAME: EMPLOYEE RECORDS

OBJECTIVES: To maintain employee records for all City of Cleveland employees.
ACTIVITIES: Central repository for employee records. Manage internal and external
inquiries regarding employee records. Manage and process employment
verification for current and former employees.
 Growth Area: Electronic Records Management System (ERMS) to move toward

electronic storage, retrieval and retention of employee records. Ensure the security
and maintenance of our records by preventing unauthorized access to documents
and allowing recovery from physical damage or loss of document.

Historic Data
Output Metric
2020 2021 2022
1 Number of new applicants 10,806 11,760 19,596
2 Number of people hired 574 1,109 1,118
3 Number of PID’s 6,093 5,513 5,132
4 Number of Step 3 Grievances 123 156 140
5 Number of Family and Medical Leave 3,672 3,394 3,613

Act Requests (internal)


158
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal — 1,786 — —
Part-Time Permanent 46,360 30,423 5,089 —
Student Trainees — — 3,419 —
Longevity 4,250 4,750 4,775 4,275
Overtime 231 212 366 —
$ 1,142,130 $ 1,201,267 $ 1,480,982 $ 2,102,988
Benefits
Prescription 33,218 32,506 41,361 66,746
Dental 7,769 7,370 9,731 15,919
Vision Care 1,487 1,545 1,398 2,520
Fica-Medicare 15,849 16,771 20,710 29,846
Unemployment Compensation 10,093 810 464 9,000
Clothing Allowance 530 1,060 530 530
$ 402,379 $ 398,293 $ 527,686 $ 754,901
Travel $ — $ — $ 628 $ 5,000
$ 15,311 $ 15,173 $ 10,181 $ 21,500
COBRA-Medical Coverage 45,000 45,000 49,999 35,000
Advertising And Public Notice — — — 2,500
Parking In City Facilities 787 866 1,571 2,500
$ 1,995,130 $ 1,672,334 $ 1,994,255 $ 2,297,000
Office Supplies $ — $ 785 $ 1,943 $ 1,500
Postage — — 88 —
Computer Supplies 1,163 1,320 — 2,000

159
2020 2021 2022 2023
Computer Software — 1,335 256 —

Medical Supplies — — — 4,000
Food 393 798 — 2,000
Other Supplies — — 115,497 1,000
$ 4,434 $ 6,573 $ 122,574 $ 45,500
Maintenance
Maintenance Contracts $ — $ 150 $ — $ 1,000
$ — $ 150 $ — $ 1,000
Charges From M.V.M. 92 — 136 —
$ 138,006 $ 146,464 $ 112,274 $ 138,632
$ 3,697,390 $ 3,440,254 $ 4,247,951 $ 5,361,521
Revenues
2020 2021 2022 2023
Miscellaneous $ 11,446 $ 56,154 $ 1,568 $ —

$ 11,446 $ 56,154 $ 1,568 $ —

160

1 1 1 Director of Personnel and Human Resources 50,795.81 204,022.08
0 1 1 Secretary To Directors De 36,590.39 164,322.61
3 0 0 Labor Relations Manager 31,200.00 132,501.95
1 0 0 HR Fiscal Administrator 31,200.00 74,899.14
8 6 6 HR Program Planning and Management Administrator 31,200.00 91,088.49
14 8 8
1 0 0 Chief Clerk 31,200.00 58,873.98
3 2 2
PROFESSIONALS
1 1 1 Labor Relations Officer 31,200.00 91,261.11
1 1 1 Personnel Administrator 31,200.00 91,088.49
1 0 0 Public Health Nurse III 56,620.18 62,084.01
1 1 1 Senior Compensation Analyst/HRIS 31,200.00 104,856.16
1 1 1 Senior Systems Analyst 31,200.00 93,357.65
1 0 0 Systems Analyst 31,200.00 70,429.91
14 12 12
TECHNICIANS
1 0 0
6 VACANT FULL TIME
PART TIME
1 0 0 Student Aide 11.60 13.00

Department of Law General Fund
161
DEPARTMENT OF LAW
Mark D. Griffin, Chief Legal Counsel/Director
Department of Law
Mission Statement
To promote the interests of the City of Cleveland and its residents by providing sound legal
advice to the City, its agencies, officials, and employees; to protect the City's legal rights and
interests in all legal proceedings; and to fairly and aggressively prosecute all who undermine the
quality of life in Cleveland by violating the City's laws.
PROGRAM NAME:BUILDING, HOUSING, HEALTH, FIRE AND TAX CODE

ENFORCEMENT
OBJECTIVES: To improve the quality of life in Cleveland by fairly and aggressively
enforcing the City’s building, housing, health, fire and tax codes.
ACTIVITIES: Prosecute violations of the various City codes in the appropriate forum.
Advise City officials and employees on the applicability and interpretation of
the City’s codes to particular situations.
PROGRAM NAME:CITY REPRESENTATION IN CIVIL LITIGATION

OBJECTIVES: To effectively represent the City of Cleveland in all civil proceedings and
expedite the resolution of claims filed with the City.
ACTIVITIES: Represents the City in court actions involving claims filed on behalf of and
against the City, including the abatement of nuisances, environmental
cleanup, defense of the City’s laws, suits for the collection of taxes, claims by
the City against persons who have damaged City property, and defense of
various legal claims. Process personal injury and property damage claims for
and against the City.
PROGRAM NAME:CRIMINAL INVESTIGATIONS AND PROSECUTIONS

OBJECTIVES: To represent the City of Cleveland in misdemeanor criminal proceedings
before the Cleveland Municipal Court, and process felony charges on behalf
of the State of Ohio.
ACTIVITIES: Prosecute criminal actions before the Cleveland Municipal Court and
process felony charges on behalf of the State of Ohio. Conduct citizen
complaint intake interviews annually.
PROGRAM NAME:DOMESTIC VIOLENCE PROGRAM

OBJECTIVES: To use a collaborative effort between prosecutors, safety forces, and witness/
victim advocates to conduct criminal investigations and prosecute offenders
of domestic violence and stalking crimes in the City's neighborhoods.
ACTIVITIES: An established specialized domestic violence protection unit that develops

evidence and prosecutes domestic violence and stalking crimes, even when
the victim is unwilling to cooperate.

General Fund Department of Law
162
DEPARTMENT OF LAW
PROGRAM NAME:LEGAL ADVISOR TO CITY AGENCIES, OFFICIALS, AND
EMPLOYEES
OBJECTIVES: To serve as daily legal advisor to all City agencies, officials, and employees.
ACTIVITIES: Provide legal advice and counsel to the Administration and City Council on
legal issues that arise out of City operations in all areas of the law, including
labor and employment, real estate, health, environment, utilities, aviation,
economic development, and all aspects of municipal law. Prepare contracts,
legislation, legal opinions, and other legal documents.
PROGRAM NAME:PUBLIC RECORDS MANAGEMENT

OBJECTIVES: To oversee a timely and complete response to requests for public records.
ACTIVITIES: Coordinate and monitor the timely collection and dissemination of

documents responsive to requests for public records.

Historic Data
Output Metric
2020 2021 2022
1 # Contracts/Legislation Drafted and/or 1,722 2,398 2,066
Reviewed
2 # Public Records Processed Through 27,010 32,602 31,283
GOVQA
3 Criminal Prosecution matters (Non‐ 38,159 48,857 41,051
Traffic Misdemeanor cases; Felony
Reviews; Traffic)
4 #Liquor Permit Hearings/Requests 154 190 139
Processed
5 Code Enforcement‐Building and Housing 1,002 1,570 1,264
Prosecutions
6 Civil Litigation matters (Lawsuits; 1,292 1,341 1,193
Subpoenas; Claims; Labor and
Employment)


163
DEPARTMENT OF LAW
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent — 2,175 859 —
Longevity 25,775 26,125 23,875 24,225
$ 4,980,278 $ 4,945,938 $ 6,344,637 $ 7,178,252
Benefits
Prescription 160,506 161,302 160,844 192,582
Dental 38,937 36,968 37,167 47,202
Vision Care 6,549 6,902 6,569 8,640
Fica-Medicare 66,932 68,401 87,695 98,464
Life Insurance 3,197 3,104 3,234 4,351
Unemployment Compensation 10,219 — 16,764 —
$ 1,816,100 $ 1,795,481 $ 2,081,388 $ 2,297,313
Travel $ 2,799 $ 1,805 $ 21,726 $ 15,000
$ 93,960 $ 97,473 $ 99,235 $ 170,000
Court Reporter 51,150 47,392 97,423 85,000
Insurance And Official Bonds — 250 100 250
Local Match-Grant Programs 136,690 — 92,214 48,873
$ 3,553,773 $ 2,966,314 $ 3,412,895 $ 3,236,623
Office Supplies $ 792 $ 296 $ 589 $ 3,000
Postage 520 596 782 1,500
Computer Supplies — 1,186 — —
Computer Hardware 1,424 — — 6,000
Computer Software 199 199 — —

164
DEPARTMENT OF LAW
2020 2021 2022 2023
$ 5,850 $ 4,372 $ 5,180 $ 15,500

Maintenance
Computer Software Maintenance $ 69,922 $ 82,456 $ 92,582 $ 107,000
$ 69,922 $ 82,456 $ 92,582 $ 107,000
Court Costs $ 7,903 $ 9,669 $ 12,665 $ 20,000
Judgments, Damages, & Claims 10,277,516 5,886,101 7,509,601 5,500,000
$ 10,285,418 $ 5,895,770 $ 7,522,266 $ 5,520,000
Charges From M.V.M. 168 1,461 1,108 1,033
$ 58,810 $ 69,740 $ 86,771 $ 98,982
Expenditure Recovery
Expenditure Recovery $ 11,718 $ — $ — $ —
$ 11,718 $ — $ — $ —
$ 20,875,830 $ 15,857,543 $ 19,644,954 $ 18,623,670
Revenues
2020 2021 2022 2023
Fines, Forfeitures & Settlements $ 10,731 $ 108,413 $ 9,941 $ 6,000

Miscellaneous 51,499 289,077 10,646 1,100
$ 62,230 $ 397,490 $ 20,587 $ 7,100

165
DEPARTMENT OF LAW


6 5 5 Chief Assistant Director of Law 31,500.00 174,924.05
1 1 1 Chief Assistant Prosecutor 36,750.00 192,555.39
1 1 1 Chief Corporate Counsel 36,750.00 192,555.39
1 0 0 Chief Counsel 36,750.00 180,564.13
1 1 1 Chief Trial Counsel 36,750.00 192,555.39
1 1 1 Deputy Asst Prosecutor 31,200.00 135,168.61
1 1 1 Director of Law 50,795.81 204,022.08
1 1 1 First Assistant Prosecutor 31,500.00 174,924.05
1 1 1 Supervisor of Hardware Evaluation 31,200.00 104,982.68
14 12 12
3 3 3 Legal Secretary 31,200.00 61,851.78
5 4 4 Chief Clerk 31,200.00 58,873.98
9 8 8
PARA-PROFESSIONALS
2 2 2 Chief Legal Investigator 31,200.00 78,914.84
1 1 1 Claims Examiner 15.00 32.46
3 3 3 Docket Clerk 31,200.00 53,930.38
6 6 6
PROFESSIONALS
29 25 25 Assistant Director of Law I (S) 31,200.00 126,573.85
0 2 2 Assistant Director of Law II (S) 31,500.00 174,924.05
2 1 1 Assistant Director of Law I 31,200.00 113,931.76
1 1 1 Assistant Director of Law II 31,500.00 135,168.61
16 13 13 Assistant Prosecutor 31,200.00 135,168.61
4 3 3 Misdemeanor Investigator 31,200.00 55,975.54
1 0 0 Paralegal 31,200.00 51,207.57
60 51 51

166
DEPARTMENT OF LAW

TECHNICIANS
1 1 1 Sr Clerk 15.61 19.25
1 1 1
7 VACANT FULL TIME

Department of Finance General Fund
167
FINANCE ADMINISTRATION
Ahmed Abonamah, Chief Finance Officer
Finance
Department
Administration
of Finance
Mission Statement
To provide professional financial management services and protect the fiscal integrity of the
City by maximizing the collection of revenue, monitoring the efficient allocation and expending
of funds necessary to support municipal operations and judiciously investing public monies. To
adhere to the practice of generally accepted accounting principles in a manner consistent with
the guidelines required by the Ohio Revised Code (ORC), Codified Ordinances of the City of
Cleveland and the Auditor of State.
PROGRAM NAME: ADMINISTRATION

OBJECTIVES: To supervise the twelve fiscal divisions in the Department of Finance in
order to manage citywide financial controls and compliance. To ensure
prudent financial management.
ACTIVITIES: Provide timely, accurate, auditable reporting of all financial transactions.

Deliver cost-effective Information Technology (IT) services to support
citywide operations.

General Fund Department of Finance
168
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 36,482 23,281 3,627 —
Part-Time Permanent 136,084 133,935 7,618 —
Longevity 2,950 3,225 3,225 2,325
$ 782,115 $ 744,092 $ 682,852 $ 611,481
Benefits
Prescription 11,132 11,813 9,616 16,760
Dental 2,143 2,346 2,759 4,572
Vision Care 652 621 520 720
Fica-Medicare 11,095 10,519 9,550 8,876
Unemployment Compensation 888 — — —
$ 197,764 $ 198,037 $ 198,187 $ 205,347
Travel $ 2,058 $ — $ 9,849 $ 17,000
Tuition & Registration Fees 1,900 837 725 2,600
Training — 398 — —
Mileage (Priv Auto) Trng Prps 134 477 — 200
$ 14,565 $ 13,792 $ 17,774 $ 26,500
Other Contractual 342,500 422,000 479,500 —
$ 393,148 $ 447,660 $ 575,170 $ 105,000

169
2020 2021 2022 2023

Office Supplies $ — $ — $ — $ 200
Postage 614 998 471 1,200
Computer Software — — — 300
Food — — — 200
Just In Time Office Supplies 1,145 1,106 647 2,000
$ 1,758 $ 2,104 $ 1,118 $ 4,150
Charges From M.V.M. 320 208 4,348 4,053
$ 22,821 $ 23,831 $ 26,882 $ 29,889
$ 1,412,172 $ 1,429,516 $ 1,501,984 $ 982,367
Revenues
2020 2021 2022 2023
Miscellaneous $ 8,919 $ 35,534 $ 2,513 $ —

$ 8,919 $ 35,534 $ 2,513 $ —

170


1 1 1 Director of Finance 50,795.81 204,022.08
1 0 0 Secretary to Director of Finance 36,590.00 154,089.52
2 1 1
PROFESSIONALS
1 1 0 Risk Manager 31,200.00 112,047.21
8 11 4
2 VACANT FULL TIME

171
DIVISION OF ACCOUNTS
Lonya Moss-Walker, Commissioner
Division of Accounts
Mission Statement
To accurately record financial transactions and to provide centralized accounting services to the
City Departments.
The Division of Accounts maintains the City’s financial accounting records and facilitates the
timely payment of the City’s liabilities. Also, the Division serves as the collection point for all
payroll data and monitors the processing of the City’s payrolls and related reports. The
Division records cash receipts, performs reviews of cash disbursements, processes
encumbrances, and maintains the City’s document storage.
PROGRAM NAME:ACCOUNTS PAYABLE

OBJECTIVES: To pay the City’s vendors in a timely and accurate manner.
ACTIVITIES: To verify the accuracy of payment documentation received and to process

payments to the City’s vendors.
PROGRAM NAME:GENERAL ACCOUNTING

OBJECTIVES: To maintain the City’s records utilizing the Advantage financial system.
ACTIVITIES: To process the encumbrances of contracts and verify the pre-encumbrances

of legislation.
PROGRAM NAME:PAYROLL
OBJECTIVES: To provide accurate and timely payroll data and reports on a bi-weekly
basis.
ACTIVITIES: Collect and disburse data and reports.
PROGRAM NAME:RECORD MANAGEMENT

OBJECTIVES: To maintain the integrity of the Division’s document files.
ACTIVITIES: To file and retrieve the various documents within the responsibility of the
Division.

172

Historic Data
Output Metric
2020 2021 2022
1 Accounts Payable checks processed 23,760 25,267 23,934
2 Accounts Payable processing time for 10 days 7 days 5 to 7 days
payments
3 Central Payroll checks processed bi‐ 1,000 500 247
weekly
4 Central Payroll W2(s) processed yearly 20 boxes 17 boxes 17 boxes
5 Central Payroll processing time for 16+ weeks 12‐16 8‐12 weeks
separation vouchers weeks


173
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 8,475 8,300 8,425 8,250
Overtime — — 537 —
$ 1,014,263 $ 1,028,768 $ 1,024,645 $ 1,290,147
Benefits
Prescription 29,875 27,233 30,199 45,222
Dental 6,983 6,275 7,024 10,858
Vision Care 1,364 1,341 1,358 2,020
Fica-Medicare 14,170 14,397 14,266 18,698
$ 348,017 $ 336,407 $ 380,042 $ 489,845
Travel $ 2,324 $ — $ — $ 3,000
Tuition & Registration Fees 1,175 112 — 2,000
$ 4,751 $ 1,460 $ 1,275 $ 7,250
Professional Services $ — $ — $ 392,000 $ 340,000
Insurance And Official Bonds — 327 — —
$ 550,013 $ 722,445 $ 782,660 $ 808,000
Office Supplies $ — $ 1,756 $ 1,038 $ 1,500
Postage 637 725 777 1,000
Computer Software 170 76 — 500
$ 2,618 $ 4,995 $ 4,397 $ 4,500
Maintenance
$ — $ — $ — $ 1,400

174
2020 2021 2022 2023

$ 15,307 $ 22,642 $ 24,060 $ 29,241
$ 1,934,968 $ 2,116,716 $ 2,217,080 $ 2,630,383
Revenues
2020 2021 2022 2023
Miscellaneous $ 8,299 $ 53,609 $ — $ —

$ 8,299 $ 53,609 $ — $ —

175


1 1 1 Commissioner of Accounts 40,314.82 155,504.25
1 1 1 Deputy Commissioner of Accounts 31,200.00 104,079.81
2 2 2
2 0 0 Chief Clerk 31,200.00 58,873.98
1 0 0 Receptionist 15.61 16.82
9 5 5
PROFESSIONALS
1 1 1 Accountant IV 31,200.00 69,967.46
1 1 1 Central Payroll Supervisor 31,200.00 98,404.61
1 1 1 Chief Systems Analyst 31,200.00 115,184.63
1 0 0 Deputy Central Payroll Supervisor 31,200.00 74,294.98
10 8 8
5 VACANT FULL TIME
PART TIME
1 1 1 Auditor 31,200.00 69,316.65

176
DIVISION OF ASSESSMENTS AND LICENSES
Dedrick C. Stephens, CFE, NCI, Commissioner
Division of Assessments and Licenses
Mission Statement
We strive to provide value-added regulatory, financial and administrative shared services that
enhance the quality of life in the City of Cleveland. For the benefit of our constituents, we will
effectively regulate various professions and industries, efficiently bill for services and fairly
collect revenues with the highest degree of integrity and ethics.
The Division of Assessments and Licenses supports the health and safety of our citizens and
promotes fair business practices throughout the City of Cleveland. The Division administers
and collects various excise and gross receipt taxes to fund City operations; regulate and
enforce licensing and permitting laws to protect the public; and manages a city-wide billing
and collection service in order to recoup monies expended on various services. Consumers
and businesses are uniformly protected by national standards enforced by the Division's
Bureau of Weights and Measures. The Division's assessment activities support special
improvement districts and recoup funds expended on public improvements. The Division also
manages a centralized shared service center that provides accounting, billing, accounts
receivable management, and processing services for other City departments.
PROGRAM NAME: LICENSES AND PERMITS

OBJECTIVES: Ensure that the statutes of the Codified Ordinances of the City are met for
the issuance of licenses and permits that protect the public. Assist, educate,
and protect the public through the implementation and enforcement of City
laws mandating regulation and licensing of businesses, occupations and
other specific activities.
ACTIVITIES: Permitting - Process and issue over 140 different types of licenses and
permits. Collect, deposit and accurately account for licenses, permits,
invoices, registrations and fees. Provide information and service to business
owners on licensure requirements to legally operate.
ACTIVITIES: Provide value-added centralized shared services of accounting, receipting,

processing and licensing services for various City divisions that reduce cost,
strengthen internal controls and improve efficiencies.
ACTIVITIES: Business Regulation - A team of special police officers enforce Divisional

licensing requirements fairly and consistently in order to promote
compliance with the laws and maintain confidence in the integrity of the
City's business regulatory environment. Research and/or canvass City to
ensure businesses are properly licensed and observe statutes stipulated in
the Ordinance.
PROGRAM NAME: TAX ADMINISTRATION

OBJECTIVES: Fully collect business tax revenues required to be paid by law and necessary
to fund operations of the City, through the uniform and fair administration
of admissions, parking, hotel and motor vehicle lessor tax laws in a manner
that merits the highest degree of public confidence in our integrity,
efficiency and fairness.

177
ACTIVITIES: Interpret the laws and educate taxpayers of their obligations and rights.
Respond to taxpayer questions. Investigate and audit to identify and resolve
discrepancies and discourage tax evasion. Enforce the tax laws through
criminal or civil prosecution for those that do not comply voluntarily.
PROGRAM NAME: ASSESSMENTS

OBJECTIVES: Allocate cost connected to a public improvement to benefitting parties
pursuant to State and local laws. Timely and accurately certify all
assessments to the County. Prepare, support and administer special
assessments, special improvement districts (SIDs) and special energy
improvement projects.
ACTIVITIES: Special Improvement Districts - Assist in the establishment of SIDs that

contribute to economic development and quality of life activities throughout
the City. Work cooperatively with community development corporation
leaders to establish, renew, support and provide funding to SIDs.
Neighborhoods with SIDs include Downtown, Gordon Square, Ohio City,
Kamm's Corner and Superior Arts. Receipt, reconcile and account for funds
of each SID. Prepare check requests of the special assessment revenues to
provide funding for the SID. Prepare various reports of financial activities.
ACTIVITIES: Special Energy Improvement Projects - Certify amounts in the schedule

of special assessments of energy projects to the County annually. Receipt,
reconcile and account for funds. Prepare documentation to send wires and
checks to the trustee or lender that funded the energy efficiency
improvement.
ACTIVITIES: Allocate cost pursuant to State statutes, invoice and account for payments of
various assessments - sidewalks, vaults, trees, etc. Other activities include
appropriation of property, vacate streets and service of legal notices
pursuant to applicable laws.
PROGRAM NAME: EMERGENCY MEDICAL SERVICES BILLING &

REIMBURSEMENT
OBJECTIVES: Efficiently and effectively bill and collect the cost of ambulance
transportation services provided by Emergency Medical Service and
Hopkins Fire and Rescue to achieve optimal cost recovery in accordance with
Federal and State statutes. Provide superior customer service and
maintaining best practices in our billing and collection processes.
ACTIVITIES: Coding & Billing - Transformation of healthcare diagnosis, procedures and

medical services into universal medical alphanumeric codes for the City's
911 emergency ambulance transportation service. Specific activities include
patient demographic verification; insurance eligibility verification; medical
necessity review and medical coding.
ACTIVITIES: Reimbursement - Process and follow up on claims sent to health insurance

companies and governmental payers for reimbursement of services
rendered. Submit claims electronically; manage accounts receivable and
collection of aging accounts. Other activities include navigating through
various payer appeal processes and proper crediting of payments to financial
records. Approximately 175,000 claims and invoices are processed annually.

178
ACTIVITIES: Compliance - Develop, implement, and monitor a healthcare compliance
program based on governmental regulatory guidelines - including internal
compliance reviews, audits, risk assessments, and staff education and
training. Ensure business processes and systems adhere to Federal and
State statutes including the Health Insurance Portability and
Accountability Act, False Claims Acts and others.
ACTIVITIES: Prisoner Health Claims Management- Reduce and control the cost of
prisoner healthcare by post-claim eligibility verification; claim management
and pricing verification; as well as healthcare services vendor payment
management.
PROGRAM NAME: CITY SERVICES BILLING & COLLECTIONS CENTER

OBJECTIVES: Ensure the collection of revenues due the City for services provided to
citizens and businesses by providing accurate and timely billing services for
several City departments to achieve optimal cost recovery. Provide
responsive and courteous service to end users of City services; and to foster
seamless communication and interfaces between all constituent
partnerships.
ACTIVITIES: Billing - Manage the billing and collection programs for numerous city-wide
services. Work cooperatively with servicing departments to invoice and
collect revenues for the following: board-up, demolition, vacant property
cleanup, commercial waste collections, weights and measures and criminal
nuisance abatement.
ACTIVITIES: Account Management - Specific activities performed by this centralized

billing service include pre-bill verification; data entry of all billing source
documents; generate and distribute invoices; manage accounts receivable,
collection of delinquent accounts and annual certification to the County.
Administer requests for property lien searches.
ACTIVITIES: Administer the residential waste collection exemptions program. Review

and approve financial transactions.
PROGRAM NAME: BUREAU OF WEIGHTS AND MEASURES

OBJECTIVES: Assure the accuracy of all commercial weighing and measuring devices
through the uniform enforcement of local, State and national weights and
measures laws. The Bureau protects consumers and businesses from unfair
and deceptive trade practices to assure equity in the marketplace.
ACTIVITIES: Inspect and seal all commercial weighing and measuring devices. These
devices include scales, UPC scanners, timing devices, taximeters, gasoline
pumps, etc. Investigate consumer complaints concerning the accuracy of
weighing and measuring devices. Check the net content of pre-packaged
goods such as meats, produce and other commodities. Issue violations,
condemn equipment, and ensure that all violations are resolved.
PROGRAM NAME: FISCAL AND ADMINISTRATION

OBJECTIVES: To provide division-wide administration through efficient, accurate, and
timely processing of internal data items and requests; to effectively provide
information and processing services to the citizens and several departments
of the City; and to accurately account for all monies and receipts processed
by the Division.

179
ACTIVITIES: Plan, organize, budget and allocate resources to efficiently provide
administrative support for Divisional activities. Manage payment plans,
cash application and provide project management support for divisional
initiatives. Execute, plan, monitor and control the performance of programs
and budgets. Accurate and timely reporting of financial and performance
results.
ACTIVITIES: Plan, design, install, modify, test and support three (3) management
information systems and a module of an enterprise resource planning
platform to meet various business requirements.

Historic Data
Output Metric
2020 2021 2022
1 Revenue from divisional activities to $30.6 $44.3 $54.8
support municipal and community million million million
operations
2 Entertainment Venues applications 18 176 43
issued
3 Total number of Weights & Measures 7,068 6,411 7,041
inspections conducted
* Note: 2022 figures for Metric 1 excludes residential waste fees that are managed in partnership
with the Division of Water, EMS revenues, and Admissions revenues from sports relates playoffs,
championships, etc. in order to normalize revenue figures.


180
Expenditures
2020 2021 2022 2023
Salaries and Wages
Longevity 8,050 7,550 8,500 8,450
Wage Settlements 5,760 — — —
Overtime 29,797 81,749 134,388 90,000
$ 2,282,418 $ 2,282,627 $ 2,206,920 $ 2,645,520
Benefits
Prescription 100,494 91,487 91,855 115,080
Dental 25,141 22,058 19,167 27,802
Vision Care 3,608 3,430 2,874 4,344
Fica-Medicare 31,664 31,765 30,616 36,865
Life Insurance 1,923 1,798 1,691 2,563
$ 1,017,010 $ 946,481 $ 960,209 $ 1,138,255
Travel $ 406 $ 1,790 $ 2,102 $ 5,800
Tuition & Registration Fees 2,470 2,631 340 6,000
Training — — — 5,450
$ 5,901 $ 9,971 $ 4,292 $ 20,750
Utilities
Electricity - Other $ — $ 5,400 $ 4,200 $ 9,000
$ — $ 5,400 $ 4,200 $ 9,000
Court Reporter — 57 — 2,000
Mileage (Private Auto) — — 9 500
Expense Account Reimbursement 55 — 24 250
Insurance And Official Bonds — 250 — 250
Property Rental — 251,433 172,137 172,137
Other Contractual — — 4,940 —
Credit Card Processing Fees 66,384 156,477 243,364 190,000
$ 801,595 $ 621,115 $ 930,452 $ 820,205

181
2020 2021 2022 2023
Postage $ 386 $ 1,844 $ 1,210 $ 600
Computer Supplies 2,350 1,395 — 2,295
Computer Hardware 3,358 — — 750
Computer Software 3,300 — — 3,000
Small Equipment 14,468 3,574 1,197 6,875
Other Supplies 250 646 2,258 2,800
Safety Equipment 5,989 5,989 7,257 6,539
$ 42,361 $ 17,762 $ 17,989 $ 33,859
Maintenance
Maintenance Contracts $ — $ — $ — $ 2,000
Computer Software Maintenance — — 301,500 447,018
$ — $ — $ 301,500 $ 449,018
Charges From M.V.M. 22,711 26,652 33,186 30,935
$ 185,130 $ 171,010 $ 150,515 $ 171,157
$ 4,334,416 $ 4,054,366 $ 4,576,076 $ 5,287,764
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements — — 475 —
Miscellaneous (82,361) 139,872 31,439 22,500
Other Tax 17,938,692 28,725,928 40,035,760 40,691,000
$ 18,102,407 $ 29,267,105 $ 40,444,278 $ 41,146,500

182


1 1 1 Assistant Commissioner of Assessments and Licenses 31,200.00 99,604.81
1 1 1 Commissioner of Assessments and Licenses 40,314.82 143,541.17
2 2 2
1 0 0 Account Clerk II 15.00 20.51
1 1 1 Billing Clerk 15.61 18.90
3 2 2 Chief Clerk 31,200.00 58,873.98
2 2 2 Senior Cashier 15.00 28.54
7 5 5
PROFESSIONALS
1 1 1 Adminstrative Officer 31,200.00 63,579.75
2 2 2 Auditor II 31,200.00 72,515.88
2 1 1 Assessments Analyst 31,200.00 60,399.62
1 0 0 Assistant Director of Law I 31,200.00 126,573.85
1 1 1 Chief Auditor 31,200.00 99,604.81
1 1 1 Customer Support Center Manager 65,000.00 112,640.51
2 1 1 Medical Billing Reimbursement Specialist 33.29 33.96
8 4 4 Medical Coder & Billing Analyst 18.73 24.37
2 1 1 Miscellaneous Investigator 19.93 23.46
1 1 1 Personnel Analyst I 31,200.00 52,182.05
1 1 1 Principal Cashier 17.01 27.55
2 0 0 Revenue Analyst 31,200.00 64,480.00
1 1 1 Senior Clerk 15.61 19.25
37 21 21

183

TECHNICIANS
4 4 4 Inspector of Weights & Measures 15.61 21.43
1 0 0 Supervisor of Weights & Measures 31,200.00 70,264.38
5 4 4
16 VACANT FULL TIME

184
DIVISION OF TREASURY
James Hartley, Treasurer
Division of Treasury
Mission Statement
To collect, protect and invest public monies in a professional manner that is consistent with the
guidelines established by the Codified Ordinances of the City of Cleveland.
The City Treasurer is the custodian of all public money of the City. Treasury is the central
office through which all banking, treasury management and related auxiliary services are
provided to City departments and divisions. Treasury receives and disburses all public
money of the City on warrants issued by the Commissioner of Accounts in accordance with
the City Charter and Codified Ordinances. Funds are held in approved depositories protected
by pledge collateral or invested in accordance with the City's Cash Management and
Investment Policy. Treasury is the paymaster for all City employees and as such coordinates
the distribution of payroll checks and manages employee direct deposit.
PROGRAM NAME: CASH COLLECTION AND DEPOSITORY SERVICES

OBJECTIVES: To safeguard the City's cash resources from the time of collection to deposit.
ACTIVITIES: Receive and prepare funds for deposit; open and monitor bank accounts;
provide City departments and divisions with access to banking and other
depository services.
PROGRAM NAME: CASH MANAGEMENT

OBJECTIVES: To provide cash management services consistent with approved policies/
procedures and prudent business practices.
ACTIVITIES: Determine cash requirements and maintain appropriate cash flow; process
wire and ACH transfers; administer citywide petty cash and requests for
special change funds.
PROGRAM NAME: DISBURSEMENTS

OBJECTIVES: To maintain secure control over disbursement functions and provide for the
prompt distribution of warrants to payees.
ACTIVITIES: Print and distribute warrants for vendor payments, employee

reimbursements and CCA refunds.
PROGRAM NAME: INVESTMENTS

OBJECTIVES: To maximize investment returns and maintain a portfolio that provides
safety of principal and sufficient liquidity to meet the operating needs of the
City.
ACTIVITIES: Initiate and record investment transactions; analyze investment activities;

and prepare/maintain the investment portfolio, records and reports.

185
PROGRAM NAME: PAYROLL SERVICES
OBJECTIVES: To safeguard employee payroll and direct deposit information and provide
for secure and efficient distribution of employee payroll checks and
vouchers.
ACTIVITIES: Setup and maintain direct deposit of employee payroll; sort and distribute
payroll checks, stubs and express vouchers; manage the reissue of lost
checks and direct deposit rejects; and coordinate the distribution of approved
payroll inserts.

Historic Data
Output Metric
2020 2021 2022
1 Interest earnings $1,709,440 $284,769 $8,389,870
2 Number of checks processed/printed 30,272 31,633 32,352+
3 Number of bank accounts managed 89 86 86


186
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent — — 12,469 29,390
Longevity 3,600 3,600 3,725 2,900
$ 474,810 $ 493,723 $ 451,426 $ 534,328
Benefits
Prescription 14,928 14,928 13,150 15,852
Dental 3,899 3,802 2,936 3,972
Vision Care 553 578 454 640
Fica-Medicare 6,679 6,952 6,342 7,734
$ 169,001 $ 173,485 $ 157,413 $ 183,571
Travel $ 150 $ — $ — $ —
Tuition & Registration Fees 250 235 100 1,500
Mileage (Priv Auto) Trng Prps 63 62 — 500
Professional Dues & Subscript 510 411 572 1,000
$ 973 $ 708 $ 672 $ 3,000
Parking In City Facilities $ — $ — $ — $ 350
Insurance And Official Bonds — — 11,060 —
$ 40,491 $ 45,891 $ 58,520 $ 59,150
Office Supplies $ — $ 716 $ 358 $ 1,000
Postage — — — 200
Office Furniture & Equipment 216 393 733 7,000
Other Supplies 3,060 3,602 4,260 5,000
$ 3,389 $ 5,392 $ 6,111 $ 14,200
Maintenance
Maintenance Contracts 1,355 1,383 1,542 1,800
$ 2,850 $ 2,878 $ 3,037 $ 6,800

187
2020 2021 2022 2023

$ 61,815 $ 76,294 $ 30,838 $ 39,508
$ 753,330 $ 798,371 $ 708,016 $ 840,557
Revenues
2020 2021 2022 2023
Miscellaneous $ 4,113 $ 33,780 $ — $ —

Interest Earnings/Investment Income 1,709,440 284,351 8,372,396 8,000,000
$ 1,713,553 $ 318,130 $ 8,372,396 $ 8,000,000

188


1 1 1 City Treasurer 42,758.15 149,845.53
1 1 1 Deputy City Treasurer 31,200.00 101,048.35
2 2 2
1 1 1
PROFESSIONALS
1 1 1 Fiscal Manager 31,200.00 104,654.90
1 1 1 Investment Manager 31,200.00 99,604.81
1 0 0 Sr Personnel Assistant 31,200.00 69,316.65
3 2 2
1 VACANT FULL TIME
PART TIME

189
DIVISION OF PURCHASES AND SUPPLIES
Tiffany Johnson, CPPB, Commissioner
Division of Purchases and Supplies
Mission Statement
To purchase in a timely manner all goods and services for the City, of the correct quality and at
the lowest possible cost, in support of the mission of the City of Cleveland and in compliance
with all Codified Ordinances.
The Division of Purchases and Supplies is the central office through which all competitively
bid purchases for the City are processed, under such regulations as are provided by ordinance
and by the direction of the Board of Control. The Division also disposes of all property, real
and personal, that has been deemed unsuitable for use, not needed by the City, or may have
been condemned as useless. The procurement of goods and services and disposals are
processed through the submission of requisitions and/or competitive bidding as required by
ordinance authorization.
PROGRAM NAME:PURCHASES AND SUPPLIES

OBJECTIVES: To procure quality commodities and services at the lowest possible cost and
in a timely manner through effective and efficient competitive bidding. To
meet or exceed CSB/RSB/MBE/FBE goals. To provide a level playing field
where all vendors can compete fairly for city business. To maximize return
on the disposal of assets.
ACTIVITIES: Administers competitive bidding processes for both formal and non-formal
bids, develops, implements, and maintains citywide requirements contracts;
performs out-reach to the local vendor community; evaluates and reviews
recommendations for contract award; prepares and processes contract
recommendations for Board of Control approval; executes competitively bid
contracts, processes petty cash vouchers; and disposes of surplus property,
real and personal.

Historic Data
Output Metric
2020 2021 2022
1 # Competitive Bids processed over $50k ‐ 122 175
2 # Competitive Bids processed under ‐ 1,599 2,106
$50k
3 # Competitive Requirements Contracts ‐ 117 57
processed
4 # Competitive Public Improvement ‐ 37 53
Contracts processed
5 # Competitive Standard Contracts ‐ 2 2
processed
* Note: Data unavailable for 2020.


190
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 2,800 3,225 1,775 2,250
$ 405,992 $ 359,421 $ 476,624 $ 696,091
Benefits
Prescription 16,419 15,225 19,328 30,314
Dental 4,229 3,856 4,619 7,644
Vision Care 555 452 620 1,072
Fica-Medicare 5,038 4,768 6,509 10,096
Unemployment Compensation — 173 — —
$ 162,601 $ 147,183 $ 216,663 $ 293,252
Travel $ — $ — $ 3,021 $ —
$ 1,800 $ 3,581 $ 5,753 $ 12,185
Mileage (Private Auto) $ — $ — $ — $ 350
$ — $ — $ — $ 350
Office Supplies $ 119 $ 204 $ 1,649 $ 3,000
Postage 191 222 54 200
$ 3,034 $ 4,530 $ 5,340 $ 8,200
Maintenance
Maintenance Office Equipment $ — $ — $ — $ 400
$ — $ — $ — $ 400
Charges From Central Storeroom 666 1,110 541 714
$ 9,977 $ 11,170 $ 10,673 $ 12,244
$ 583,404 $ 525,885 $ 715,054 $ 1,022,722

191
Revenues
2020 2021 2022 2023
Miscellaneous $ 7,278 $ 26,273 $ 1,500 $ —

$ 7,278 $ 26,273 $ 1,500 $ —


1 1 1 Commissioner of Purchases & Supplies 42,758.15 149,845.53
1 1 1
2 2 2
PROFESSIONALS
3 1 1 Buyer 31,200.00 59,831.92
1 1 1 Deputy Comm Of Purch & Supplies 31,200.00 88,520.98
1 0 0 Financial Systems Coordinator 31,200.00 78,914.84
7 4 4
4 VACANT FULL TIME

192
BUREAU OF INTERNAL AUDIT
Natasha Brandt, CPA, JD, CGMA, Manager Of Internal Audit
Bureau of Internal Audit
Mission Statement
To assist departments and divisions in the achievement of financial and operational goals by
planning and conducting financial and administrative audits.
The Bureau of Internal Audit acts as an independent division within the Department of
Finance to provide objective assurance and consulting activity designed to add value and
improve the City's operations. The Division assists City divisions in the achievement of
financial and operational goals by planning and conducting financial and administrative
audits and providing continuous monitoring reviews on selected City programs.
PROGRAM NAME:FINANCIAL & OPERATIONAL AUDITING

OBJECTIVES: To improve management’s internal, financial, and administrative controls.
ACTIVITIES: Investigate actual and potential lapses of control and incidents of risk and
assist State-required external auditor during the annual citywide audit.

Historic Data
Output Metric
2020 2021 2022
1 Petty cash audits 75 73 70
2 Physical inventory audits N/A 28 19
3 Review of bi‐weekly payroll 26 26 26


193
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent 452 3,555 11,434 —
Longevity 600 775 775 950
Separation Payments 8,434 — 15,970 —
Overtime — — 1 —
$ 403,726 $ 336,251 $ 279,299 $ 379,997
Benefits
Prescription 14,452 11,299 7,888 13,400
Dental 3,592 2,370 1,758 3,450
Vision Care 471 356 229 444
Fica-Medicare 5,598 4,689 3,896 5,504
$ 156,992 $ 119,734 $ 106,002 $ 141,494
Travel $ 483 $ — $ — $ 3,000
Tuition & Registration Fees 4,337 1,956 420 6,000
Mileage (Priv Auto) Trng Prps 167 — — 900
$ 6,959 $ 6,872 $ 3,235 $ 15,100
Professional Services $ — $ 150,000 $ — $ 175,000
Mileage (Private Auto) — 277 409 —
Parking In City Facilities — 97 75 1,500
State Auditor Examination 231,767 363,134 206,969 488,000
$ 231,767 $ 513,508 $ 207,453 $ 664,500
Computer Software 21,170 23,133 24,000 26,000
$ 21,351 $ 25,113 $ 24,494 $ 28,800

194
2020 2021 2022 2023

$ 2,780 $ 3,444 $ 3,972 $ 4,534
$ 823,574 $ 1,004,921 $ 624,455 $ 1,234,425
Revenues
2020 2021 2022 2023
Miscellaneous $ 6,627 $ 26,595 $ — $ —

$ 6,627 $ 26,595 $ — $ —


1 1 1 Manager of Internal Audit 40,314.82 143,541.17
1 1 1
PROFESSIONALS
1 0 0 Accountant II 17.27 25.73
2 1 1 Auditor 31,200.00 69,316.65
1 1 1 Deputy Auditor 49,500.00 99,347.61
1 0 0 Senior Internal Auditor 31,200.00 78,914.84
5 2 2
3 VACANT FULL TIME

195
DIVISION OF FINANCIAL REPORTING AND CONTROL
James E. Gentile, CPA, City Controller
Division of Financial Reporting and Control
Mission Statement
To maintain controls over the City’s accounting system and the integrity of the information
submitted to that system as well as to prepare and issue financial statements for the City on an
annual basis.
The Division of Financial Reporting and Control is the centralized accounting function for the
City of Cleveland. The Division’s primary responsibilities are:
• Performing reconciliation of cash and investments.

• Maintaining control over the City’s accounting system and the integrity of the
information submitted to it.
• Preparing and issuing numerous required financial reports including the
Comprehensive Annual Financial Report.
• Performing certain accounting tasks that are not applicable to any outside division
or department.
• Issuing best practice accounting policies and procedures throughout the City.
PROGRAM NAME:CASH RECONCILIATION

OBJECTIVES: To reconcile cash and investments on a monthly basis to the General Ledger.
ACTIVITIES: Develop procedures for reconciling and making corrections to general ledger
cash and investments for all funds on a monthly basis. Account for the daily
reimbursement of commingled cash from segregated funds. Reconcile the
balances recorded in the general ledger to the portfolio prepared by the
Treasurer. Perform reconciliation’s on Municipal Court bank account
activity. Assist in implementation of City’s cash and investment policy.
Monitor the timeliness of draw down activity. Prepare and review the year-
end work papers needed for financial reporting purposes. Compile and
ensure accuracy of all outstanding warrants. Calculate and distribute
commingled interest.
PROGRAM NAME:GENERAL ACCOUNTING

OBJECTIVES: To monitor and control all accounting activity as they relate to the City’s
general fund, debt service funds, and trust and agency funds.
ACTIVITIES: Review financial data for the general fund. Periodically review system
generated reports to help ensure data accuracy. Train user department’s
personnel on accounting issues as needed. Prepare and review the year-end
work papers needed for financial reporting purposes. Assist in the closing
activities and the preparation of the annual financial report. Monitor and
ensure proper recording of City debt activity. Prepare certain journal entries
that are not directly attributable to a specific department or division.
Monitor and reconcile agency fund activity including allocating expenditures
to the appropriate funds. Assist in the development of financial reports
needed by user departments.

196
PROGRAM NAME:PROPRIETARY / CAPITAL FUND ACCOUNTING
capital project activity for all fund types, fixed assets, internal service funds,
and enterprise funds.
ACTIVITIES: Train user department’s financial personnel on accounting issues as needed.

Coordinate and reconcile inter-fund receivable/payable accounts. Prepare
and review the year-end work-papers needed for financial reporting
purposes. Reconcile the minor enterprise and internal service funds’ fixed
assets. Maintain status of capital projects activity for all City departments
and divisions. Track and assess the adequacy of internal service billings and
rates. Initiate drawdowns of capital funds. Periodically review system
generated reports to help ensure data accuracy.
PROGRAM NAME:SPECIAL REVENUE ACCOUNTING

grant and miscellaneous non-grant special review funds.
ACTIVITIES: Periodically review system generated reports to help ensure data accuracy.
Train user department’s financial personnel on accounting issues as needed.
Prepare and review the year-end work papers needed for financial reporting
purposes. Establish procedures for closing out inactive grants in the
accounting system. Assist grantees in preparing year-end audit schedules
and analyses. Monitor cash drawn for all grants operating on a cash
reimbursement basis. Reduce the time required to prepare and file cost
reimbursement reports for grants. Monitor City grant personnel’s
compliance with grant agreements. Monitor the City utilization of grant
fund to maximize usage. Establish and update citywide grant policies and
procedures.

Historic Data
Output Metric
2020 2021 2022
1 City‐wide financial reports completed by 7 7 7
June 30th
2 Monthly financial reports distributed 84 84 84
after close of month (yearly basis)
3 Monthly bank reconciliations performed 257 255 260
after close of month


197
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 3,866 5,841 6,338 —
Longevity 4,300 3,925 3,050 3,225
Separation Payments 754 5,770 91,068 —
Overtime 6,627 9,970 13,556 32,198
$ 983,001 $ 1,076,256 $ 1,150,192 $ 1,319,356
Benefits
Prescription 27,006 25,604 24,888 34,496
Dental 6,727 6,243 6,340 9,093
Vision Care 1,203 1,201 1,047 1,512
Fica-Medicare 13,773 15,119 16,146 19,131
$ 326,990 $ 331,299 $ 371,407 $ 433,288
Travel $ — $ 2,199 $ 3,629 $ 15,000
Tuition & Registration Fees — 880 2,166 3,000
$ 2,410 $ 6,053 $ 7,677 $ 21,400
Advertising And Public Notice 58 58 58 100
Other Contractual — 6,155 — —
$ 191 $ 6,258 $ 152 $ 100,300
Postage $ 18 $ 8 $ 222 $ 40
$ 1,200 $ 2,527 $ 1,661 $ 4,640
Maintenance
$ — $ — $ — $ 120

198
2020 2021 2022 2023

$ 12,730 $ 20,443 $ 21,270 $ 24,305
$ 1,326,522 $ 1,442,836 $ 1,552,358 $ 1,903,409
Revenues
2020 2021 2022 2023
Miscellaneous $ 8,096 $ 48,836 $ — $ —

$ 8,096 $ 48,836 $ — $ —

199


1 1 1 Assistant City Comptroller 41,312.22 133,816.91
1 1 1 City Controller 42,758.15 162,333.54
2 2 2
PROFESSIONALS
2 2 2 Accountant Supervisor 31,200.00 85,416.05
1 0 0 FMIS Functional Manager 31,200.00 106,323.88
1 1 1 Fiscal Manager 31,200.00 104,654.90
7 7 7 Staff Accountant 38,500.00 78,114.53
14 12 12
1 VACANT FULL TIME
PART TIME
1 1 1 Accountant IV 31,200.00 69,967.46
6 2 2 Student Aide 11.60 13.00
4 VACANT PART TIME

200
INFORMATION SYSTEMS SERVICES
Frolian Roy Fernando, Chief Technology Officer
Information Systems Services
The Division of Information Technology & Services’ mission is to provide information that is
stored, transmitted, and/or processed by technology to all areas of the executive branch of
City Government. The services include information technical planning, application
development and deployment, training, hardware and software acquisition, management of
Telecommunications and technical support. The Division also manages the City's servers,
operates the data/voice communications network, provides a Customer Support Center and
retains responsibility for general office automation.
PROGRAM NAME:APPLICATION & COMPUTER NETWORK APPLICATIONS

OBJECTIVES: To develop, install and maintain the application and network infrastructure
for the citywide enterprise. Ensure the enterprise networks, servers,
databases, applications and telecommunication switches are configured and
maintained to obtain maximum performance, minimal downtime and are
secured.
ACTIVITIES: Provide development, implementation, maintenance and support for

citywide applications and network infrastructure. Coordinate and support
the implementation of new technologies and new systems to maximize the
benefit and reliability to city services and departments.
PROGRAM NAME:TECHNICAL SUPPORT SERVICES

OBJECTIVES: To provide overall technical support for the planning, development,
evaluation, installation and maintenance and inventory of the IT hardware /
software environments for the City of Cleveland.
ACTIVITIES: Provide daily monitoring and tuning of the system hardware/software

environments including the maintenance and installation of hardware/
software products, operating support for the recovery from the solution to
major system problems and the management and control of technical
resources for the City of Cleveland.
PROGRAM NAME:TELECOMMUNICATIONS DELIVERY SERVICES

OBJECTIVES: To provide effective and cost-efficient telecommunications services to the
City of Cleveland. To provide installation, repair and maintenance services
to telecommunications systems and equipment, infrastructure cabling, data
networks and related equipment.
ACTIVITIES: Operate citywide desktop telephones, pagers, cell phones, voicemail

messaging and faxing and implement equipment purchases. Ensure the
City's network infrastructure is current and meets the changing technology
needs of the City's Departments and Divisions.

201
Information Technology & Services

Historic Data
Output Metric
2020 2021 2022
1 Active Network Accounts (User IDs) ‐ ‐ 7,370
Supported
2 Core Business Apps, Technology ‐ ‐ 55
Solutions
3 Help Desk Tickets, Service Requests 5,810 6,299 8,101
Supported
4 Active Projects and Business Initiatives ‐ ‐ 15
* Note: Figure for Metric 3 in 2022 through 10/2022. Blanks indicate unavailable or incomplete data for
respective years and metrics.

Telecommunications

Historic Data
Output Metric
2020 2021 2022
1 Citywide Calls Handled during Business ‐ ‐ 173,000
Hours and After Hours
2 Active Projects and Business Initiatives ‐ ‐ 31
3 Help Desk Tickets Supported‐ ‐ ‐ 3,901
Telecommunications/Cellular

*Notes: Blanks indicate unavailable or incomplete data for respective years and metrics.

202
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 5,371 — — —
Longevity 9,125 9,025 10,350 10,325
Overtime 2,679 2,398 1,674 —
$ 2,091,740 $ 2,053,739 $ 1,998,982 $ 2,761,242
Benefits
Prescription 67,128 64,302 55,533 93,682
Dental 18,131 17,213 14,045 25,121
Vision Care 2,535 2,574 2,006 3,456
Fica-Medicare 28,509 28,086 27,541 40,053
Life Insurance 1,332 1,269 1,140 1,975
Clothing Allowance — 1,414 1,436 2,400
Clothing Maintenance 2,509 1,050 350 1,050
$ 763,894 $ 749,371 $ 682,906 $ 1,023,793
Travel $ — $ 150 $ 14,674 $ 10,000
Tuition & Registration Fees 3,869 — 33,935 50,000
Training — — 550 —
Professional Dues & Subscript — — 405 1,000
$ 3,869 $ 150 $ 49,565 $ 61,000
Utilities
Cellular Services $ 94,406 $ 182,225 $ 40,900 $ —
Electricity - Cpp 278 — 625 786
Electricity - Other 280,622 73,483 606,843 545,825
Steam 203,782 205,123 229,293 235,592
$ 579,087 $ 460,832 $ 877,662 $ 782,203

203
2020 2021 2022 2023
Advertising And Public Notice — — 190 —
Other Contractual 24,000 19,325 — —
$ 224,690 $ 267,618 $ 296,495 $ 392,205
Computer Supplies $ 1,958 $ 9,825 $ 1,844 $ 3,000
Computer Hardware 8,661 7,585 29,047 33,502
$ 92,313 $ 216,283 $ 166,994 $ 390,577
Maintenance
Maintenance Contracts $ — $ 16,112 $ — $ —
Computer Hardware Maintenance 151,900 5,000 35,727 —
Computer Software Maintenance 1,970,237 2,663,376 5,208,058 5,822,211
Maintenance Building 223,365 167,189 148,143 541,484
$ 2,345,502 $ 2,851,677 $ 5,391,928 $ 6,363,695
Charges From Telephone Exch $ 744,810 $ 1,140,706 $ 1,362,209 $ 1,602,512
Charges From M.V.M. 7,714 12,803 36,061 33,616
$ 758,907 $ 1,160,453 $ 1,408,007 $ 1,647,008
$ 6,860,003 $ 7,760,123 $ 10,872,539 $ 13,421,723
Revenues
2020 2021 2022 2023

Miscellaneous 19,022 132,074 2,381 —
$ 452,187 $ 564,982 $ 432,900 $ 425,000

204


2 2 2 Assistant Commissioner of ITS 31,200.00 110,087.37
1 0 0 Assistant Manager Application Dev/Tech Support 46,224.91 146,984.67
1 1 1 Chief Technology Officer 80,000.00 235,503.65
1 1 1 Commissioner of Information Technology & Services 52,734.82 172,574.85
2 2 2 Supervisor of Hardware Evaluation 31,200.00 104,982.68
7 6 6
PROFESSIONALS
1 1 1 Adminstrative Manager 31,200.00 154,629.45
1 1 1 Asset Management Analyst 31,200.00 59,633.19
1 1 1 Building Manager 31,200.00 91,940.88
1 1 1 Data Base Coordinator 31,200.00 93,645.35
1 1 1 Fiscal Manager 31,200.00 104,654.90
4 1 1 Network Analyst II 31,200.00 115,032.28
1 0 0 Program Manager 31,200.00 97,501.09
1 0 0 Project Manager I 31,200.00 80,063.39
2 2 2 Project Manager II 31,200.00 92,196.66
1 1 1 Software Analyst 45,000.00 102,728.12
1 1 1 Supervisor of Systems and Tech Support 55,000.00 93,199.31
3 1 1 Systems Analyst 31,200.00 70,429.91
1 1 1 Web Developer 31,200.00 90,533.02
24 14 14
SERVICE & MAINTENANCE

3 2 2 Custodial Worker 17.89 21.33
3 2 2

205

TECHNICIANS
5 5 5 PC Technician 31,200.00 53,769.65
10 VACANT FULL TIME
PART TIME
1 1 1 Sr. Budget & Mgmt Analyst 31,200.00 94,001.90
3 VACANT PART TIME

206
DIVISION OF RISK MANAGEMENT
Eduardo Romero, Commissioner
Division of Risk Management
Mission Statement
Protect the City of Cleveland's financial integrity and the subsequent consequences of
accidental losses of a catastrophic nature. Identify, evaluate, analyze risks and recommend
appropriate solutions for mitigation. Safeguard the City of Cleveland's assets. Promote an
overarching culture of safety through education and accountability.
The Division of Risk Management (DRM) is responsible for effectively managing the City of
Cleveland's exposures to accidental losses in order to protect the City's assets and assure
operational continuity for its employees and the citizens we serve.
PROGRAM NAME:RISK MANAGEMENT

OBJECTIVES: To minimize the long-term cost of City activities by the identification,
prevention, and mitigation of accidental losses. To apply risk management
techniques to minimize the adverse effects of losses and to serve as a cost
efficiency center.

Historic Data
Output Metric
2020 2021 2022
1 Number of work injury, COVID, or ‐ ‐ 824
personal safety cases managed
(Department of Safety personnel only)
2 Total Medical Only Claims and Lost Time 489 491 394
Claims filed (city‐wide)
3 Days absent from Medical Only claims 1,492 1,997 2,496
(city‐wide)
4 Days absent from Lost Time claims (city‐ 22,801 15,054 4,671
wide)
5 Safety Medical Unit visits/assessments 1,806 1,667 1,648
(Department of Public Safety personnel
only)


207
Expenditures
2020 2021 2022 2023
Salaries and Wages

Full Time Permanent $ — $ — $ — $ 672,798
Longevity — — — 1,150
$ — $ — $ — $ 673,948
Benefits
Hospitalization $ — $ — $ — $ 152,520
Prescription — — — 32,664
Dental — — — 7,584
Vision Care — — — 1,080
Public Employees Retire System — — — 94,492
Fica-Medicare — — — 9,770
Life Insurance — — — 576
Clothing Allowance — — — 530
$ — $ — $ — $ 299,216
Travel $ — $ — $ — $ 3,000
Professional Dues & Subscript — — — 10,000
$ — $ — $ — $ 13,000
Other Contractual $ — $ — $ — $ 500,000
$ — $ — $ — $ 500,000
Office Furniture & Equipment — — — 10,000
$ — $ — $ — $ 12,500
$ — $ — $ — $ 1,498,664

208

ADMINISTRATORS & OFFICIALS 31,200.00 112,047.21

0 0 1 Risk Manager
0 0 1
PROFESSIONALS
0 0 1 Administrative Assistant 31,200.00 84,792.75
0 0 9

209
OFFICE OF BUDGET AND MANAGEMENT
Gregory Cordek, Budget Administrator
Office of
General
Budget
Government
and Management
Mission Statement
To prepare balanced budgets and provide relevant information that assists decision makers in
monitoring and controlling the financial performance of City Departments.
The Office of Budget and Management was established in 1965 to provide budget analysis of
financial and performance information, and management consulting services to all City
Departments.
PROGRAM NAME:AUDIT COMPLIANCE

OBJECTIVES: To establish and maintain effective, proactive procedures resulting in zero
(0) material State Audit findings.
PROGRAM NAME:CAPITAL
OBJECTIVES: To monitor, track, and ensure the proper distribution of Capital funds
required per the Capital Office, City Planning, and the Capital Improvement
Plan required for the ongoing renovation of the City’s neighborhoods.
PROGRAM NAME:FINANCIAL PLANNING

OBJECTIVES: To produce detailed, monthly expenditure and revenue forecasts to help
estimate the future financial state of the City including decisions for
controlling expenses and increasing revenue.
PROGRAM NAME:GRANT COMPLIANCE

OBJECTIVES: To aid in the effective administration of grant programs for the City of
Cleveland in accordance with Federal and local Department laws,
regulations, policies and procedures.
PROGRAM NAME:MANAGEMENT SUPPORT

OBJECTIVES: To provide ongoing Performance Budget and Financial Advantage training
to Division End Users. To assist and advise the Mayor’s Office and the
various divisions in the efficient application of the resources available to
them.
PROGRAM NAME:OPERATIONS
OBJECTIVES: To develop the budget document as an operations guide which outlines for
constituents how departments and funds are organized and informs the
reader of all funded activities, services and programs to be carried out by
each department within the city’s available resources. To conduct quarterly
status review sessions with Department Managers to ensure ongoing
expenditures coincide with final approved budgets.

210

Historic Data
Output Metric
2020 2021 2022
1 Ongoing interdivisional budget meetings 6 40 49
2 County legislation and other filing 4 4 4
3 Days needed to upload appropriation 1 7 0
ordinance into account software
4 % of Prior Years’ GF Revenue in 5.7% 6.6% 15.6%
Reserve*
*Includes Rainy Day Reserve and Payroll Reserve


211
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 2,075 2,075 3,025 3,125
$ 514,434 $ 526,698 $ 520,942 $ 583,457
Benefits
Prescription 11,933 11,421 11,112 15,376
Dental 2,705 2,715 2,557 3,738
Vision Care 568 596 517 756
Fica-Medicare 7,238 7,419 7,116 7,266
$ 153,037 $ 155,765 $ 161,431 $ 187,043
Travel $ — $ 1,005 $ 994 $ 1,500
Tuition & Registration Fees — 270 360 800
Professional Dues & Subscript 331 381 592 300
$ 331 $ 1,656 $ 1,946 $ 2,600
Other Contractual $ — $ — $ — $ 10,000
$ — $ — $ — $ 10,000
Postage $ — $ — $ 58 $ —
$ 331 $ 245 $ 204 $ 500
$ 3,715 $ 13,755 $ 1,865 $ 2,076
$ 671,848 $ 698,118 $ 686,387 $ 785,676
Revenues
2020 2021 2022 2023
Miscellaneous $ 4,660 $ 32,506 $ — $ —

$ 4,660 $ 32,506 $ — $ —

212


1 1 1 Budget Administrator 31,200.00 124,755.81
1 1 1
PROFESSIONALS
1 0 0 Budget Analyst 31,200.00 69,316.65
2 2 2 Budget & Management Analyst 31,200.00 69,021.49
1 1 1 Deputy Budget Administrator 31,200.00 97,137.68
3 2 2 Senior Budget & Management Analyst 31,200.00 94,001.90
7 5 5
2 VACANT FULL TIME

Department of Public Health General Fund
213
DIVISION OF PUBLIC HEALTH ADMINISTRATION
David M. Margolius, MD, Director
Division
Department
of Public Health
of Public
Administration
Health
Mission Statement
To coordinate, direct and supervise the activities of the department.
Cleveland Department of Public Health is committed to improving the quality of life in the
City of Cleveland by promoting healthy behavior, protecting the environment, preventing
disease and making our communities healthy places to live, visit, work and play. We do this
through direct clinical care, prevention and health promotion, licensing and permitting,
monitoring and inspecting and educating and informing the public. CDPH completed a
strategic plan, where it identified a core framework of five strategic priorities - grow and
sustain the competence, professionalism and wellbeing of the CDPH workforce; foster a
culture of continuous quality improvement; coordinate internal and external resources for
more effective, targeted public health interventions; increase stakeholders' awareness and
satisfaction of our services; and engage in practices that expand program activities and
enhance service delivery.
The Department consists of five cost centers: Administration, and the Divisions of Health,
Environment, Air Quality and Health Equity and Social Justice. In total, the Department
employs approximately 140 employees and will have an operating budget in excess of $24
million in 2021. Grants and revenue from federal, state, and local sources will support more
than $15 million in programs in 2021.
The administration section is responsible for providing additional management and

oversight of health department services for the City of Cleveland. Specific activities of the
administration section include providing fiscal management, legislative communication,
technological support, and quality improvement analysis for health department programs
and projects. Human resources is also part of the administration section, offering information
about staff wellness activities, payroll, and medical and retirement benefits.
PROGRAM NAME:HUMAN RESOURCES

OBJECTIVES: Support organizational strategic planning while providing human resource
and payroll services to motivate, develop, and retain a diverse and
competent workforce within the Department of Public Health.
ACTIVITIES: Provide records and information relating to compensation and benefits,

recruitment and selection of prospective employees, professional
development activities, employee services, and health and safety awareness.
Provide direction for all employees of the Department of Public Health,
deploy strategic objectives in the Workforce Development Plan including
professional development and training, and developing policies and
procedures that ensure staff work in a safe, supportive, and effective work
environment.
PROGRAM NAME:INFORMATION TECHNOLOGY

OBJECTIVES: Maintain a reliable and scalable technology infrastructure that enables the
Department of Public Health to enhance practices, connectivity, and
communicative tools to support the needs of the staff. To align the
Administration Section with City and Departmental goals of increasing
CDPH's ability to effectively address critical issues by utilizing technology to
enhance productivity and efficiency.

General Fund Department of Public Health
214
ACTIVITIES: To serve CDPH as the one-stop shop for all helpdesk requests, technical
challenges and all other communication issues by managing permissions
and servers connectivity. IT priority is to ensure that every division in the
department can run their businesses, processes and communications
effectively.
PROGRAM NAME: QUALITY IMPROVEMENT AND PERFORMANCE

MANAGEMENT
OBJECTIVES: Develop and implement key plans within the Department of Public Health
that address alignment of strategic priorities, community health
improvement, performance management, workforce development, quality
improvement, and communications. Align existing and prospective health
department activities with Public Health Accreditation Board (PHAB)
standards. Oversee all accreditation and reaccreditation activities.
ACTIVITIES: Coordinate the assessment of documentation needs, including the review,

selection, and justification of all documentation within the "domain" areas of
PHAB reaccreditation. Work with the Executive Team and other leadership
to manage the progress of all relevant accreditation tasks. Develop and
provide training on fundamental concepts and processes that support
accreditation, quality improvement, and performance management.
Research and recommend best practices in accreditation, quality
improvement, and performance management preparation and maintenance.
Increase awareness about accreditation, quality improvement, and
performance management topics among staff, leadership, and key partners.
PROGRAM NAME:FISCAL
OBJECTIVES: To be accurate and timely in all fiscal matters. To maintain complete,
digital, accessible, supporting documents for all reports. To support our
customers and each other in a professional, understanding and respectful
manner. To maintain a proactive attitude and approach by anticipating
future problems, needs or changes and developing documented resolutions.
ACTIVITIES: Develop and analyze information to access the current and future financial
status of the Department of Public Health. Provide and interpret financial
information. Formulate strategic and long-term plans for the Department of
Public Health. Monitor approved budgets and authorize expenditures within
City of Cleveland guidelines. Serve as a resource regarding fiscal matters
and in resolving fiscal issues.

215
Expenditures
2020 2021 2022 2023
Salaries and Wages
Longevity 4,728 5,750 3,825 4,700
Separation Payments 9,317 24,606 — 4,000
Overtime 132 3,566 8,975 7,500
$ 774,961 $ 715,983 $ 952,017 $ 1,334,217
Benefits
Prescription 32,979 25,073 30,666 43,390
Dental 7,891 6,047 7,429 10,850
Vision Care 1,035 928 1,034 1,620
Fica-Medicare 10,834 10,259 13,507 19,182
Clothing Allowance — 240 — 130
Clothing Maintenance — — — 150
$ 330,826 $ 278,465 $ 386,225 $ 495,422
Travel $ 1,478 $ — $ — $ 2,000
Tuition & Registration Fees 719 — — 5,500
Mileage (Priv Auto) Trng Prps — — 49 2,500
$ 22,392 $ 21,886 $ 19,780 $ 31,000
Mileage (Private Auto) 170 908 601 1,000
Parking In City Facilities 1,215 1,320 715 1,500
Property Rental 688,649 688,199 686,849 395,409
Other Contractual — 20,334 53,005 23,428
$ 725,225 $ 721,278 $ 751,270 $ 456,337
Computer Hardware $ 430 $ — $ — $ —
Computer Software 58 — — —
Office Furniture & Equipment 204 — 1,321 —
Other Supplies 960 300 — 700
$ 3,108 $ 2,080 $ 2,084 $ 2,200

216
2020 2021 2022 2023
Charges From M.V.M. 957 2,775 — 1,294
$ 13,116 $ 4,873 $ 6,241 $ 8,234
$ 1,869,628 $ 1,744,565 $ 2,117,618 $ 2,327,410
Revenues
2020 2021 2022 2023
Grant Revenue $ — $ — $ 6,446 $ —

Miscellaneous 20,266 46,786 54,884 —
$ 20,266 $ 46,786 $ 61,330 $ —

217


1 1 1 Director of Public Health 50,795.81 204,022.08
1 0 0 Departmental Medical Director 80,000.00 267,955.02
4 3 3
PROFESSIONALS
1 1 1 Chief of Computer Operations 31,200.00 99,604.81
1 1 1 Fiscal Grant Administrator 40,000.00 101,376.45
1 1 1 Fiscal Officer Manager 31,200.00 98,137.58
1 1 1 Sr Budget and Management Analyst 31,200.00 94,001.90
1 1 1 Sr. Programmer Analyst 31,200.00 76,592.09
10 9 9
1 1 1 Stock Clerk 15.61 21.15
2 2 2
1 VACANT FULL TIME

218
DIVISION OF HEALTH
Frances Mills, Commissioner
Division of Health
Mission Statement
The Division of Health's mission is to maximize the health and well-being of the people of
Cleveland by preventing disease and injury, promoting wellness, assuring access to quality
healthcare, and health education.
The Division of Health is responsible for a broad array of programs and services designed to
promote, maintain and improve the health status of Clevelanders. The objective of the
Health Division is to interpret and enforce those sections of the State and City law that relate
to public health and disease control. Specific activities of the Health Division include direct
medical services, public health nursing, communicable disease surveillance, inspection and
licensure of medical facilities, laboratory services, chronic disease awareness, education,
prevention and health promotion, approaching health by raising awareness of health
disparities and health inequities and how social determinants factor into health outcomes.
The Health Division also operates the Bureau of Vital Statistics, which is responsible for the
issuance of all birth and death certificates and for keeping, collecting and maintaining those
statistics, which reflect the general health status of Cleveland.
Grant funding supplements General Fund monies and enables the Health Division to provide
a wide range of health services throughout the community. These services include emergency
preparedness activities, immunization activities reproductive planning and direct nursing
care, epidemiology and population health including communicable disease surveillance.
PROGRAM NAME:EMERGENCY PREPAREDNESS

OBJECTIVES: To enhance emergency preparedness in the Greater Cleveland metropolitan
statistical area. To develop plans to respond to a large-scale bioterrorist
event by dispensing antibiotics to the entire population of the Greater
Cleveland MSA within 48 hours.
ACTIVITIES: Lead emergency preparedness efforts in Northeast Ohio. Engages and

maintains relationships with regional public health partners in the
Cleveland MSA. Build training and exercise activities that support
emergency preparedness. Increase awareness about personal emergency
preparedness via education and outreach. Tests emergency preparedness
capabilities both locally and regionally through drills and other emergency
preparedness exercises. Leads planning and logistics responses to local
emergencies such as COVID-19 response and Monkey pox.
PROGRAM NAME:OFFICE OF NURSING

OBJECTIVES: To provide services that protect and promote the health of people who live
and work in Cleveland.
ACTIVITIES: Provide Immunizations, flu vaccinations, and reproductive and adolescent

health services. Conduct day care, maternity unit, and abortion clinic
inspections, and telephone triage. Provides community screening and
preventive health services.

219
DIVISION OF HEALTH
PROGRAM NAME:NEIGHBORHOOD HEALTH CENTERS - J. GLEN SMITH,
THOMAS MCCAFFERTY
OBJECTIVES: To provide the public with personal health care programs within their own
neighborhoods.
ACTIVITIES: Immunize children to reduce the incidence of preventable childhood

diseases. Provide education and treatment programs to identify and
decrease the incidence of sexually transmitted diseases. Provide laboratory
testing medical treatment and direct referral of both adult and child
patients. Provide HIV/AIDS prevention activities, testing, supportive
services and case management. Provide public health nursing services.
PROGRAM NAME:OFFICE OF EPIDEMOLOGY & POPULATION HEALTH

OBJECTIVES: To provide disease surveillance, data collection, data analysis, health
education, and disease prevention services designed to protect the health of
Clevelanders.
ACTIVITIES: Conduct communicable disease surveillance including follow-up education

and prophylaxis for all reportable diseases within the State of Ohio for all
residents within the City of Cleveland. Coordinate outbreak investigations
and analyze communicable disease and chronic disease data. Provide
education to public health staff, the community, and first responders on
communicable diseases, chronic diseases, outbreak investigations and
bioterrorism diseases. Coordinate planning activities, exercise development
and increased awareness in relation to infectious disease emergencies.
Section plays a leadership role in the COVID-19 response and has daily
responsibilities for managing COVID-19 cases.
PROGRAM NAME:BUREAU OF VITAL STATISTICS

OBJECTIVES: To maintain an accurate record of all births occurring in Cleveland and for
anyone born in Ohio and keep those statistics which reflect upon the general
health status of the City. To register death certificates for all but 3
municipalities within Cuyahoga County.
ACTIVITIES: Registers birth and death certificates for Cleveland and municipalities
within cuyahoga county. Processes and distributes records of births, death
and stillbirths. Provides indigent cremation services.
PROGRAM NAME:HEALTHY CLEVELAND INITIATIVE

OBJECTIVES: To provide targeted planning and support on key health issues that impact
residents and stakeholders in the City of Cleveland leveraging policies,
partnerships and programs within our community that enhance quality of
life and help to reduce health disparities and eliminate health inequities.
ACTIVITIES: Utilizing a socio-ecological approach to health, work with partners to

influence health outcomes at all levels of change including policy,
community, organizational, interpersonal and personal levels. Specific focus
on following health areas: healthy eating/active living, clean air, health
literacy and healthy neighborhoods. committee members, made up of
residents and organizational representatives who play a role in addressing

220
DIVISION OF HEALTH
health in our city carry out the work of the initiative. Staff works closely
with the department and other community stakeholders to set priorities and
objectives for committee work.

Historic Data
Output Metric
2020 2021 2022
1 Birth Certificates issued 30,449 30,535 43,000
2 Death Certificates issued 32,805 62,475 73,000
3 COVID vaccine doses administered 660 71,139 6,629
4 Childhood Immunizations 221 297 295
5 HIV testing 1,183 1,463 1,185


221
DIVISION OF HEALTH
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 8,940 9,550 9,150 11,065
Overtime 826 21,708 4,498 4,000
$ 1,594,969 $ 1,663,347 $ 1,706,000 $ 2,282,709
Benefits
Prescription 61,860 48,597 55,626 89,538
Dental 15,463 12,559 14,111 22,260
Vision Care 2,444 2,181 2,415 3,884
Fica-Medicare 21,238 22,154 22,609 31,338
Life Insurance 2,224 1,162 1,275 2,099
$ 650,573 $ 559,324 $ 667,281 $ 920,227
Travel $ 5 $ — $ 3,823 $ 1,000
Tuition & Registration Fees — 982 817 2,000
Mileage (Priv Auto) Trng Prps — — — 1,000
$ 1,730 $ 2,632 $ 6,385 $ 12,000
Utilities
Brokered Gas Supply $ 9,911 $ 10,656 $ 17,767 $ 15,345
Gas 7,006 8,086 9,769 8,913
Electricity - Cpp 155,071 147,620 138,945 201,754
$ 174,189 $ 167,767 $ 167,721 $ 230,791
Professional Services $ 1,100,724 $ 975,982 $ 1,072,153 $ 1,458,820
Security Services — — — 54,649
Janitorial Services 14,010 20,000 30,000 30,000
Freight Expense — — — 520

222
DIVISION OF HEALTH
2020 2021 2022 2023

Property Rental 230,771 191,818 191,818 191,818
Subgrantees 243,987 322,864 — —
Indigent Relief 118,774 60,361 242,488 143,250
$ 1,789,555 $ 1,679,954 $ 2,109,709 $ 2,004,977
Postage 150 66 118 200
Computer Hardware 33 — — 5,000
Clothing 122 1,772 — 1,000
Office Furniture & Equipment 13,947 6,316 — 600
Hygiene And Cleaning Supplies — 6,000 3,500 —
Medical Supplies 26,509 20,232 45,717 16,540
Food — 999 36 1,000
Laboratory Supplies 9,383 20,698 991 25,874
Paper And Other Printing Suppl 18,349 — — —
Printed Materials — — 176 —
Other Supplies 168 — 1,607 2,000
Pharmaceutical Supplies 37,600 29,777 25,137 12,000
$ 111,541 $ 92,927 $ 83,407 $ 71,714
Maintenance
Maintenance Contracts $ — $ — $ 640 $ 1,000
Car Washes — 280 — 280
Maintenance Misc. Equipment — — — 1,000
Maintenance Building 300 480 390 500
$ 300 $ 760 $ 1,030 $ 2,780
Charges From W.P.C. 11,550 — — 1,000
Charges From M.V.M. 11,893 9,297 8,121 11,016
Charges From Waste Collection 4,669 3,588 3,588 5,000
Charges From Parks Maintenance 2,588 2,588 2,588 6,670
$ 323,464 $ 342,509 $ 535,470 $ 634,673
$ 4,646,321 $ 4,509,220 $ 5,277,003 $ 6,159,871

223
DIVISION OF HEALTH
Revenues
2020 2021 2022 2023
Charges For Services $ 732,652 $ 1,078,437 $ 1,311,121 $ 1,360,565

Grant Revenue — — 122,106 —
Miscellaneous 251,376 503,485 508,530 260,400
$ 984,028 $ 1,581,921 $ 1,941,756 $ 1,620,965


1 1 1 Commissioner of Health 45,021.46 172,574.63
1 0 0 Health Services Administrator 31,200.00 91,261.11
3 1 1
PROFESSIONALS
1 1 1 Chief of Laboratories 31,200.00 94,618.01
1 1 1 Dir Of Public Hlth Nursg/nurse practitioner 31,200.00 122,307.89
2 2 2 Epidemiologist 40,000.00 97,476.23
1 1 1 Health Center Director 31,200.00 88,520.98
1 0 0 Health Promotion Coordinator 31,200.00 90,977.66
1 1 1 Manager of Events 31,200.00 91,940.88
1 0 0 Preventive Health Counsel 15.00 25.26
1 1 1 Supervisor Of Vital Statistics 31,200.00 65,691.94
19 14 14
ADMINSTRATIVE SUPPORT
7 4 4 Junior Clerk 16.40 17.85
4 4 4 Senior Clerk 15.61 19.25
15 11 11

224
DIVISION OF HEALTH

PARA-PROFESSIONALS
1 1 1 Community Health Aide 16.25 19.00
1 1 1
TECHNICIANS
2 2 2 Clinical Laboratory Technician II 19.56 27.55
2 0 0 Clinical Lab Tech II (Phlebotomist) 19.56 27.55
1 0 0 Emergency Management Coordinator (PHEP) 36,000.00 95,976.90
2 0 0 Medical Coder Billing Analyst (Registrant) 18.73 24.37
2 0 0 Nurse Practitioner 31,200.00 122,307.89
2 0 0 Practical Nurse (RN LPN) 21.18 23.18
1 0 0 Truck Driver (Mobile Health Clinic) 26,000.00 32,968.00
12 2 2
11 VACANT FULL TIME

225
DIVISION OF ENVIRONMENT
Patrick Cusick, Acting Commissioner
Division of Environment
Mission Statement
To promote, prevent, and protect the environment to ensure citizens who reside in or visit the
City of Cleveland are not negatively impacted by environmental hazards.
The Division of Environmental Health performs all of its investigations with the authority of
Cleveland's codified ordinance, the State of Ohio Department of Agriculture and the State of
Ohio Department of Public Health. Our Division strives to evoke confidence as we promote
health and quality of life. Our daily objective is preventing and controlling those diseases or
deaths that result from interactions between people and their environment. Our
environmental health programs seek to minimize or eliminate risk factors in the human
environment that threaten life and health. The span of investigations this Division performs
is diverse and culturally sensitive. There are seven (7) environmental health programs
within the Division of Environment. Environmental Health Services Program, Farm
Animals and Bees, Food Safety, Lead Safe Living Healthy Homes, Public Swimming Pools,
Spas and Spray, School Environmental Health and Safety, Hazardous, Solid and Infectious
Waste Disposal.
PROGRAM NAME:ENVIRONMENTAL HEALTH SERVICES

OBJECTIVES: The Division of Environment Environmental Health Services Program
objective is to ensure that the citizens in the city of Cleveland are free of
environmental hazards that impact the quality of life. Environmental
hazards that impact the quality of life in the city of Cleveland are the failure
to abate grass 8' in height and/or the failure to abate the nuisance of
fourteen noxious weeds, failure to abate the nuisance of refuse and/or junk,
garbage, tires and other wastes, failure to abate the nuisance of stagnant
water and the failure to eradicate an infestation of insects or rodents. In
addition to these exterior hazards, public health sanitarians also inspect for
mold and other indoor environmental hazards. Public Health Sanitarians in
the Environmental Health Services Program are also responsible for
inspecting Barbershops, Public Laundries and Hotel/Motels. Another
responsibility of Public Health Sanitarians in Environmental Health
Services is the prevention of zoonotic diseases. Zoonotic diseases (also called
zoonoses) are infectious diseases that can be spread from animals to
humans.
Zoonotic diseases include:

 Those that can be transmitted directly from animals to humans (e.g., rabies)
 Diseases that can be acquired indirectly by humans through ingestion, inhalation
or contact with infected animal products, soil, water or other environmental
surfaces that have been contaminated with animal waste or a dead animal (e.g.,
anthrax, leptospirosis)
 Vector-borne diseases that require a mosquito or other arthropod to transmit
disease from animals to humans (e.g., Rocky Mountain spotted fever, St. Louis
encephalitis, West Nile virus)

226
PROGRAM NAME:FARM ANIMALS AND BEES
OBJECTIVES: The Division of Environment Farm Animal Program is designed to allow the
citizens of Cleveland to have farm animals based on the square footage of
the parcel. The objective of this program is to permit the keeping of farm
animals and bees in a manner that prevents nuisances to occupants of
nearby properties and prevents conditions that are unsanitary or unsafe.
The keeping of chickens, ducks, rabbits and similar farm animals shall be
governed by regulations.
PROGRAM NAME:FOOD SAFETY

OBJECTIVES: The Division of Environment Food Safety Program objective is to ensure
that all food sold in the city of Cleveland is safe and wholesome for human
consumption. This is achieved by inspecting food service operations (e.g.,
restaurants, vending machine locations, mobile and temporary food service
operations) and retail food establishments (grocery stores and corner stores).
All inspections are governed by the rules and regulations of the Ohio
Uniform Food Safety Code Chapter 3717 of the Ohio Administrative Code,
Chapter 3717 of the Ohio Revised Code related to food service operations
and Chapter 3701-21 of the Ohio Administrative Code. In addition to
inspecting FSO's and RFE's, the Public Health provides trainings to the
general public such as Person-in-Charge and ServSafe courses designed to
educate on practices that prevent the spread of foodborne illnesses. Public
Health Sanitarians also acts as liaison with the Division of Health's
Epidemiology section regarding foodborne disease outbreaks involving food
service operations.
PROGRAM NAME:LEAD SAFE LIVING-HEALTHY HOMES

OBJECTIVES: The Division of Environment Lead Safe Living-Healthy Homes Program
objective is to reduce the incidence of lead poisoning in children who reside
in the city of Cleveland. The Lead Safe Living-Healthy Homes Program
provides lead awareness and education, public health lead investigations
and case management to the parents and/or guardians of children who test
positive for lead. The program addresses the needs of lead-poisoned children
from birth through 72 months of age. The Lead Safe Living-Healthy Homes
Program also assists family members, medical care providers and other
community members to reduce and prevent lead poisoning. The program
also promotes the national lead poisoning prevention guidelines set forth by
the CDC.
PROGRAM NAME:PUBLIC SWIMMING POOLS, SPAS AND SPRAY GROUNDS

OBJECTIVES: The Division of Environment Public Swimming Pools and Spray Ground
Program objective is to ensure that all swimming pools, spas and spray
grounds in the city of Cleveland are chemically safe and free of recreational
waterborne illnesses. Recreational water illnesses are caused by germs you
get by swallowing, breathing in mist form, or having contact with
contaminated water. Public Health Sanitarians in this program inspect and
provide technical assistance and training on the operation, maintenance,
troubleshooting and evaluation of public swimming pools, serve as a
resource for the general public relative to aquatic recreation issues,
protection from disease transmission, personal safety, and complaint
investigations.

227
PROGRAM NAME:SCHOOL ENVIRONMENTAL HEALTH AND SAFETY PROGRAM
OBJECTIVES: The Division of Environment School Environmental Health and Safety
Program objective is to improve the environmental health of Cleveland's
schools through non-regulatory means. A growing body of research strongly
supports the importance of school environmental health to both the
educational success and overall health and well-being of school children and
staff. "Poor environmental conditions can thwart academic progress by
making it harder for students to concentrate, causing or exacerbating illness
in students and staff, increasing absences and lost work days, and diverting
school funds to pay for costly repair and remediation projects" (www.eli.org).
Public Health Sanitarians in this program inspect all Public and Charter
schools in the city of Cleveland utilizing the Ohio Department of Health
School Environmental Health Inspection Guidance Documents.
PROGRAM NAME:SOLID AND INFECTIOUS WASTE DISPOSAL

OBJECTIVES: The Division of Environment Hazardous, Solid and Infectious Waste
Disposal objectives are to conduct solid and infectious waste inspections
according to the Ohio EPA’s regulation s and identify hazardous waste site s.
The Division of Environment Hazardous, Solid and Infectious Waste
Disposal include the licensing and inspection of facilities that handle solid
and infectious wastes such as Sanitary Landfill, Industrial Landfill, Solid
Waste Transfer Facilities, Composting Facilities, Construction and
Demolition Debris Sites, Methane Gas Monitoring and all Solid Waste
Facilities undergoing closure. The Program also inspects Infectious Waste
Treatment Facilities (where infectious wastes are treated by chemical
means, autoclaving, or incineration) and Generators of Infectious Waste
Facilities (where infectious wastes are generally stored on-site.) These
facilities are sub-divided into two groups - Large Generators (those
generating more than 50pounds in a month); and Small Generators (those
generating less than 50 pounds in a month). Such facilities include
hospitals, doctor and dentist offices, tattoo and body piercing
establishments, or other places that generate infectious waste as defined in
the Ohio EPA regulations. This program also oversees the licensing and
inspection of tattoo and body piercing establishments.

Historic Data
Output Metric
2020 2021 2022
1 Food Safety Inspections Completed 3,873 4,420 4,456
2 Food Complaints Addressed 245 298 239
3 Nuisance Complaints Received 3,306 6,006 5,035
4 Other inspections completed (i.e. pools, 275 250 265
laundromats, barbershops, tattoo
parlors, etc.)
5 Lead poisoning referrals addressed 219 287 239

228
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 6,975 5,875 6,775 7,675
Wage Settlements 2 1,694 — —
Overtime 11,069 14,933 16,181 15,000
$ 1,164,529 $ 1,217,820 $ 1,126,810 $ 1,338,085
Benefits
Prescription 47,315 40,222 39,074 58,770
Dental 12,377 10,025 8,899 14,223
Vision Care 1,772 1,546 1,366 2,272
Fica-Medicare 16,049 17,199 15,961 18,968
Unemployment Compensation — — 4,770 3,500
Clothing Allowance — 2,160 840 —
$ 474,022 $ 441,261 $ 448,634 $ 578,026
Travel $ 20 $ — $ 1,018 $ 2,000
Mileage (Priv Auto) Trng Prps — — 4 1,000
$ 3,179 $ 6,385 $ 4,585 $ 9,500
Professional Services $ — $ 210,196 $ 194,237 $ 222,960
COBRA-Medical Coverage — — 11 —
Security Services 24,699 — — —
Advertising And Public Notice 270 — — —
Parking In City Facilities — — — 500
Property Rental 132,770 132,770 132,770 132,770
$ 225,507 $ 385,016 $ 348,298 $ 392,320

229
2020 2021 2022 2023

Postage $ 356 $ — $ — $ 500
Purchase Of Tests — — — 877
Chemical — — — 4,000
Fire/Ems Apparatus Parts — 3,000 — —
Small Equipment — — — 19,700
Other Supplies 2,071 2,559 — 500
Safety Equipment — — 227 —
Just In Time Office Supplies 236 86 3,734 1,700
$ 2,663 $ 5,644 $ 3,961 $ 32,277
Maintenance
Maintenance Contracts $ — $ — $ 4,873 $ 18,100
Computer Software Maintenance — — — 722
Car Washes 600 — 300 300
$ 600 $ — $ 5,173 $ 19,122
Charges From Telephone Exch $ — $ 24,498 $ — $ 24,498
Charges From Central Storeroom 29 — — 36
Charges From M.V.M. 2,677 2,670 1,921 5,817
$ 14,608 $ 47,991 $ 26,142 $ 57,284
$ 1,885,108 $ 2,104,117 $ 1,963,602 $ 2,426,614
Revenues
2020 2021 2022 2023

$ 71,276 $ 115,615 $ 35,517 $ 37,200

230


1 1 1 Commissioner of Environment 42,758.15 162,333.54
1 1 1
PROFESSIONALS
1 1 1 Caseworker II 16.27 23.43
1 0 0 Caseworker Supervisor 31,200.00 54,098.92
1 1 1 Dist Supv Environmental Hlth 31,200.00 71,484.50
3 2 2
1 1 1 Program Manager 31,200.00 97,501.09
1 0 0 Receptionist 15.61 16.82
5 4 4
TECHNICIAN
1 0 0 Chemist 21.44 31.15
1 1 1 Data Conversion Operator 15.61 17.85
1 1 1 Environmental Compliance Specialist II 16.35 31.74
1 1 1 Environmental Compliance Specialist III 17.90 33.33
6 3 3 Public Health Sanitarian I 17.96 21.89
3 1 1 Public Health Sanitarian II 20.17 27.39
2 2 2 Public Health Sanitarian III 27.50 28.73
1 1 1 Public Health Sanitarian IV 29.30 35.32
16 10 10
7 VACANT FULL TIME

231
DIVISION OF AIR QUALITY
David Hearne, Commissioner
Division of Air Quality
Mission Statement
We are a public health agency continuously improving air quality through citizen engagement
and accountable, data-driven regulation of air pollution sources.
Since 1882, the Cleveland Division of Air Quality (CDAQ) has used state of the art
approaches to protect the health of greater Clevelanders. CDAQ helps citizens improve the
air quality of their region, City, neighborhood, and homes. Through analysis, education, and
outreach, we empower our community to breathe easier. CDAQ also serves as Ohio EPA's
delegated Local Air Agency for all of Cuyahoga County. CDAQ issues city air pollution
permits under the Codified Ordinances of the City of Cleveland, and develops state air
pollution control permits on behalf of Ohio EPA. Through facility inspections and
investigation of citizen complaints, CDAQ ensures that regulated commercial and industrial
sources are in compliance with their permits and any other conditions or requirements
specified in Federal, State and local regulations. CDAQ installs, operates, and maintains air
quality monitoring equipment, and reports resultant data to Ohio EPA, for ambient levels of
criteria air pollutants throughout the Greater Cleveland area, including all of Cuyahoga
County, as a component of the statewide monitoring network.
• Some of the many activities of the Division include:

• Engaging our community to resolve air quality concerns.
• Inspecting air pollution sources to determine compliance.
• Investigating citizen air quality complaints.
• Inspecting demolition sites and renovation projects for compliance with the Asbestos
National Emission Standards for Hazardous Air Pollutants.
• Pursuing appropriate enforcement actions for discovered violations.
• Operating ambient air quality and special air monitoring equipment 365 days a
year.
• Preparing permits that clearly document air pollution requirements.
• Providing air quality perspective and expertise for illegal dumping, hazardous
waste, and Environmental Crimes Task Force investigations.
• Witnessing facility stack emissions tests and reviewing the test reports.
• Providing air quality and pollution prevention information to citizens and
community organizations through a range of outreach activities.
• Supporting programs and initiatives that improve air pollution control throughout
the State of Ohio and the United States.

232

Historic Data
Output Metric
2020 2021 2022
1 Inspections Performed 134 134 144
2 Complaints Investigated 364 363 298
3 Permits Completed 135 165 172
4 Outreach Events/Presentation 28 49 86


233
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 875 700 700 700
Separation Payments 10,658 — 5,840 7,500
Overtime 1,908 1,651 139 17,000
$ 351,982 $ 326,268 $ 323,426 $ 467,020
Benefits
Prescription 14,149 12,625 9,591 15,852
Dental 3,379 3,297 2,663 3,972
Vision Care 568 536 415 648
Fica-Medicare 4,846 4,498 4,508 6,408
Clothing Allowance 400 400 400 1,500
$ 141,634 $ 132,348 $ 151,745 $ 168,040
Travel $ (56) $ — $ 5,846 $ 5,750
Mileage (Priv Auto) Trng Prps — 48 — 1,000
Professional Dues & Subscript 6,873 242 75 500
$ 6,817 $ 12,924 $ 7,496 $ 13,000
Mileage (Private Auto) — 52 — —
Participation Fee — 2,655 6,996 7,500
Property Rental 80,245 77,063 74,741 132,770
Local Match-Grant Programs 276,100 276,100 276,100 276,100
$ 356,345 $ 355,869 $ 357,837 $ 418,170
Postage $ — $ — $ 156 $ —
Computer Supplies 963 — — —
Computer Hardware 9,088 — — —
Computer Software 875 755 — 1,200
Clothing 3,835 — — 2,500
Small Equipment — 2,819 2,814 5,000
Shop Supplies — 166 — —

234
2020 2021 2022 2023
Other Supplies — — 10,005 —

Special Events Supplies 3,750 6,110 13,309 7,300
Just In Time Office Supplies — 165 104 —
$ 18,511 $ 10,014 $ 26,389 $ 16,000
Charges From Telephone Exch $ — $ 26,371 $ — $ 26,371
Charges From Print & Repro 1,110 995 1,520 1,690
$ 1,110 $ 27,366 $ 1,520 $ 28,061
Expenditure Recovery
Expenditure Recovery $ — $ — $ 330 $ —
$ — $ — $ 330 $ —
$ 876,400 $ 864,789 $ 868,743 $ 1,110,291
Revenues
2020 2021 2022 2023

Miscellaneous 3,933 26,943 23,214 —
$ 142,655 $ 174,482 $ 156,571 $ 135,000

235


1 1 1 Chief of Air Pollution Outreach 34,008.00 88,199.53
1 1 1 Commissioner of Air Quality 42,758.15 162,333.54
1 1 1 Environmental Prgm Manager 45,000.00 102,728.12
2 2 2 Health Outreach Specialist 34,008.00 57,915.45
5 5 5
TECHNICIAN
2 1 1 Env Enforcement Specialist I 15.00 28.06
1 0 0 Indoor Air Quality Specialist 34,008.00 57,915.45
3 1 1
2 VACANT FULL TIME
8 6 8 TOTAL DIV OF AIR QUALITY

236
HEALTH EQUITY AND SOCIAL JUSTICE
Lita Wills, Commissioner
Health Equity and Social Justice
Mission Statement
The mission of the newly created Division of Health Equity and Social Justice will be to improve
the health outcomes and the overall quality of life for our most disadvantaged populations in
order to create thriving neighborhoods and a thriving city.
The City of Cleveland believes that social justice serves as the lens through which we must
examine the quality of health and well-being of those who have been impacted the most by
systemic challenges that serve as chronic impediments to growth and success. The root
causes of many health threats are notably linked to the social determinants of health and the
overall conditions that shape a person's opportunity to thrive and achieve their full potential
regardless of race, ethnicity, social/economic status, etc. Improving health outcomes and the
overall quality of life are essential steps in creating thriving neighborhoods and a thriving
city.
A critical part of ensuring that all people are able to attain positive health outcomes is to
identify and eliminate the patterns of systematic disadvantage that thwart the well-being of
marginalized populations. Such an effort requires a strategic and comprehensive
methodology. The magnitude and the intricate nature of this type of endeavor warrants the
development of the appropriate infrastructure required to create, advance and sustain the
complex, fundamental changes that are required to ensure all City of Cleveland residents are
able to thrive and live quality lives. Recognizing this created a new organizational structure
specifically designed to support the advancement of this effort-the Division of Health Equity
and Social Justice, a division within the Cleveland Department of Public Health.
The key priorities that will be advanced through this new Division will include, but are not
limited to, the following:
• Identify the behavioral, cultural, social, environmental, racial and organizational

determinants that promote or compromise health in disadvantaged groups; and
identify/implement evidence-based strategies to address identified challenges and
promote health equity and social justice.
• Improve health outcomes and overall quality of life for disadvantaged populations.
PROGRAM NAME: MENTAL HEALTH AND SUBSTANCE USE

OBJECTIVES: To offer help and guidance to those citizens suffering from mental health or
chemical dependency problems, and to support initiatives that address
substance use prevention and mental health promotion.
ACTIVITIES: Provide counseling and prevention activities for adults, youth, individuals,
families and groups in the area of alcoholism and substance use. Promote
initiatives that address mental health and wellbeing.
PROGRAM NAME: MOMSFIRST

OBJECTIVES: To reduce racial disparities in infant mortality and poor birth outcomes
experienced by African Americans in the City of Cleveland.

237
ACTIVITIES: Provide Outreach, Case Management, Health Education, Inter-conceptual
Care Services, and Perinatal Depression Screening and Referral through
home visits to attain reductions in disparities.
PROGRAM NAME: OFFICE OF HIV/AIDS SERVICES

OBJECTIVES: To respond to the HIV/AIDS epidemic in Cleveland and Cuyahoga County.
To provide regional leadership, planning and advocacy on HIV/AIDS issues;
monitor and fund HIV/AIDS programs; provide resource development
assistance; and serve as a model in the provision of direct HIV/AIDS services
to specific underserved populations.
ACTIVITIES: Disseminate epidemiological reports and other related information on

affected communities. raise public awareness through media, community
planning and meetings. Provide advocacy to ensure sufficient funding
provided to the region. Provide assistance to agencies in continuous
development of programs. Serve on all funding advisory groups. Obtain
additional resources for care and services for hiv prevention. Prevent the
spread of hiv/aids by maximizing health and social outcomes, and
coordinating network with other social service agencies to expand efforts.
Establish models of service delivery.
PROGRAM NAME: OFFICE OF MINORITY HEALTH

OBJECTIVES: To provide leadership to reduce health inequities in minority communities of
Cleveland.
ACTIVITIES: Inform and educate citizens and professionals about significant minority
health and health care issues. Provide technical assistance for program;
planning and evaluation related to minority health issues. Monitor and
report the health status and outcomes of minority clevelanders. Coordinates
of community health efforts affecting cleveland minority populations. Leads
community engagement and policy efforts and partnerships related to
minority health issues.
INITIATIVES AND PARTNERSHIPS
RAPHC-COALITION: The HESJ Division serves as a conduit between the City of

Cleveland and the Racism as a Public Health Crisis Coalition. A public-private partnership
between the City of Cleveland and the Cleveland community, established by Resolution No.
296-2020. RAPHC-C is a coalition that was formed to develop a framework or strategic plan
to address racism and its impacts in the city of Cleveland. The goal of the RAPHC-Coalition
is to identify where racism is operating in policy, process and practice and to develop
innovative solutions to address it.

238

Historic Data
Output Metric
2020 2021 2022
1 MomsFirst number of new participants 466 347 308
(mothers)
2 MomsFirst number of new participants 31 22 16
(fathers)
3 MomsFirst number of face‐to‐face visits 3,403 1,881 3,361
4 Number of HOPWA clients receiving 408 718 507
rental or mortgage assistance
5 Number of HOPWA clients receiving 918 7,291 1,344
nutrition, transportation, or other
assistance


239
Expenditures
2020 2021 2022 2023
Salaries and Wages

Full Time Permanent $ — $ 38,600 $ 117,942 $ 791,527
Longevity — — — 1,575
Separation Payments — — — 8,000
Overtime — — — 3,000
$ — $ 38,600 $ 118,942 $ 804,102
Benefits
Hospitalization $ — $ 5,406 $ 53,493 $ 175,778
Prescription — 1,152 3,148 37,383
Dental — 301 770 9,485
Vision Care — 37 91 1,234
Public Employees Retire System — 4,864 16,512 110,799
Fica-Medicare — 543 1,682 11,460
Workers' Compensation — 620 1,762 1,169
Life Insurance — 7 48 677
Unemployment Compensation — — — 2,000
$ — $ 12,931 $ 77,507 $ 349,985
Travel $ — $ — $ — $ 4,000
Tuition & Registration Fees — — 125 4,000
$ — $ — $ 125 $ 11,000
Mileage (Private Auto) — — — 1,000
Property Rental — — 31,248 31,248
Other Contractual — — — 561,864
$ — $ 200,000 $ 36,248 $ 824,112
Computer Hardware $ — $ — $ — $ 5,000
Purchase Of Tests — — — 2,000
Just In Time Office Supplies — — 665 5,200
$ — $ — $ 665 $ 17,200

240
2020 2021 2022 2023

Charges From Telephone Exch $ — $ — $ — $ 40,000
Charges From Print & Repro — — 250 28,278
Charges From Central Storeroom — — — 500
$ — $ — $ 250 $ 68,778
$ — $ 251,531 $ 233,737 $ 2,075,177


1 1 1 Commissioner of Health/HESJ 45,021.46 172,574.63
1 1 1
PROFESSIONALS
1 0 0 Policy Research Analyst 31,200.00 80,045.85
3 0 0
10 VACANT FULL TIME

Department of Public Safety General Fund
241
PUBLIC SAFETY ADMINISTRATION
Karrie D. Howard, Director
Public
Department
Safetyof
Administration
Public Safety
Mission Statement
To provide executive oversight of all activities of the Department of Public Safety including the
development of policy, coordination of resources, organizing, budgeting, and the development
and implementation of staffing plans for the Divisions of the Department; act as a liaison
between the Divisions and Cleveland City Council; and ensure fiscal responsibility for the
Department.
The Cleveland Department of Public Safety, consisting of the Divisions of Police; Fire,
Emergency Medical Service; Animal Care & Control; Corrections; the Office of Professional
Standards; the Civilian Police Review Board; Office of Emergency Management; and
Information Technology, works diligently to facilitate and preserve a safe city for those who
live, work and play in the City of Cleveland. The Department is supported by team-members
who engage in the good works of General Administration, Grant Management, and other
additional functions.
Since 2020 the Department of Public Safety has been presented with unprecedented
challenges. Faced with remnants of the COVID-19 pandemic the Divisions of Public Safety
have functioned with staffing and economic challenges. The Department of Public Safety as
a whole has and will continue to work diligently to provide high-quality services to the City.
A modern role of Public Safety requires an ever evolving review of operations, policy,
accountability, and effectiveness.
The Department of Public Safety looks forward to increased and responsible community
engagement; accountability of its members; a robust recruitment plan endeavor to attract
applicants from broad sections of the Greater Cleveland Community; a renewed focus on
Wellness programs designed for Public Safety Responders; and piloting of the Public Safety
Ambassador Program, which will begin a pipeline to careers in public safety and increase
community engagement. In addition The Department will also work to acknowledge the
extraordinary work of members of the Public Safety team. All of this, will be accomplished
through a holistic focus on Public Safety operations, while improving its efficiency and
effectiveness.
During 2022, Department of Public Safety aggressively sought grant funding and other
supplemental funding to offset costs of operations, which are generally directly incurred by
our citizens. These grants and other supplemental state and federal funding sources assists
with staffing and equipping our first responders, thereby improving the quality of safety in
the City of Cleveland. We will continue this vigilance throughout 2023.
Increased incorporation of technology into the operation and mission of Public Safety will be
key to success moving forward. We will work to seek out innovative and helpful technology to
improve networks and telecommunications systems.
PROGRAM NAME:GENERAL ADMINISTRATION

OBJECTIVES: To evaluate Department-wide operations, develop and implement necessary
policies to sustain and evolve Department operations.
ACTIVITIES: Provide direction and oversight of the operating Departmental divisions;

research, develop, and update policies; maintain ethical and responsible
fiscal control; and coordinate efficient and effective personnel support.

General Fund Department of Public Safety
242
PROGRAM NAME:OFFICE OF EMERGENCY MANAGEMENT
OBJECTIVES: To assist first responders, City employees and the general public in
preventing, planning for, protecting against, responding to and recovering
from disasters and major events, natural or otherwise.
ACTIVITIES: Maintaining and staffing the City's Emergency Operations Center,

developing the City's disaster response plans and annexes, coordinating
Incident Management training programs for employees and others,
coordinating and training various Community Emergency Response Reams
(CERT).
PROGRAM NAME:OFFICE OF INFORMATION TECHNOLOGY

OBJECTIVES: To maintain and provide technical support for all Public Safety IT needs and
projects such as the 911 Computer Aided Dispatch System (CAD), the Police
Records management System (RMS), all radio telecommunications, and all
mobile and security-related infrastructure and equipment.
ACTIVITIES: Maintaining and providing technical and logistical support for all technology
needs of the Department of Public Safety; serving as project sponsor and
project manager for new technology projects such as the wireless video
surveillance camera system, Automated License Plate Reader System
(APR), and record management systems.
PROGRAM NAME:OFFICE OF INTEGRITY CONTROL, COMPLIANCE, AND

EMPLOYEE ACCOUNTABILITY
OBJECTIVES: Review, track, and investigate complaints regarding the Division of Fire and
the Division of EMS, including, but not limited to internal and external
complaints, alleged or possible administrative violations, and alleged or
possible criminal related conduct/activity. The Department of Human
Resources will continue to investigate allegations of sexual harassment,
workplace violence, and EEO related matters.
ACTIVITIES: On-going and random audits of division payroll, record, inventory, and other
administrative activity. Inspections of division facilities and operations in
conjunction with the division chain of command. Monitor division
compliance with regulatory agencies, including but not limited to licensing
and certifications. Any other duties as assigned by the Director of Public
Safety.

243
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent — — — 234,000
Longevity 12,275 11,675 10,325 11,500
Overtime 29,668 17,373 47,976 20,000
$ 2,901,852 $ 2,707,604 $ 2,675,224 $ 3,761,954
Benefits
Prescription 96,262 83,235 90,238 143,412
Dental 24,796 22,451 20,226 38,072
Vision Care 3,391 3,322 3,003 5,916
Fica-Medicare 40,196 37,499 37,562 53,460
Life Insurance 1,711 1,565 1,454 3,073
$ 1,043,234 $ 948,427 $ 944,912 $ 1,455,577
Travel $ 599 $ 8,048 $ 10,041 $ 60,000
Professional Dues & Subscript 957 593 2,280 1,000
$ 1,556 $ 9,836 $ 15,658 $ 216,000
Utilities
Brokered Gas Supply $ 246 $ — $ — $ —
Gas 2,117 17,031 20,525 23,597
Electricity - Cpp 224 220 234 326
Steam 72,962 70,050 74,673 90,000
$ 78,286 $ 95,240 $ 100,293 $ 124,614
Court Reporter 57 — — —
Property Rental 189,600 196,350 203,100 210,100

244
2020 2021 2022 2023
County Aud & Treas Coll Fee 9 3 58 —

$ 230,731 $ 257,950 $ 268,026 $ 390,600
Office Supplies $ 75 $ 1,872 $ 1,174 $ 2,500
Postage — — — 350
Computer Supplies — — 87 —
Computer Hardware 5,741 4,749 975 8,000
Clothing — — — 30,500
Small Equipment 1,443 889 — 2,000
Office Furniture & Equipment — 791 — —
Food — 7,902 — 5,000
Printed Materials — — — 50,000
Other Supplies — — — 180,315
$ 9,444 $ 20,107 $ 5,541 $ 283,665
Maintenance
Maintenance Contracts $ 1,021,961 $ 1,191,295 $ 1,457,972 $ 1,500,015
Computer Hardware Maintenance 316,276 127,662 335,381 773,971
Computer Software Maintenance — 231,667 — —
Maintenance Building 2,286 3,319 20,584 —
$ 1,340,523 $ 1,553,943 $ 1,813,938 $ 2,273,986
$ 587,480 $ 645,704 $ 333,998 $ 391,995
Capital Outlay
Transfer To Capital Project $ — $ 30,000 $ — $ —
$ — $ 30,000 $ — $ —
$ 6,193,106 $ 6,268,811 $ 6,157,591 $ 8,898,391
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 800 603 5,899 2,000
Miscellaneous 33,412 194,062 194 5,000
$ 37,598 $ 204,203 $ 7,923 $ 16,000

245


1 1 1 Director of Public Safety 50,795.81 204,022.08
2 2 2 Public Safety IT Manager 65,000.00 123,264.67
3 4 4
1 0 0 Senior Clerk 15.61 19.25
4 3 3
PROFESSIONALS
1 1 1 Budget Analyst 31,200.00 69,316.65
1 1 1 Executive Commission Public Safety Project - Grants 36,590.39 167,609.05
3 2 2 Executive Commissioner of Public Safety - Operations 36,590.39 167,609.05
1 1 1 Fiscal Manager 31,200.00 104,654.90
3 3 3 Payroll Specialist 31,200.00 69,316.65
1 1 1 Police Stress Consultant 75,000.00 142,280.19
1 1 1 Systems Analyst 31,200.00 70,429.91
35 30 30
TECHNICIAN
1 0 0 Computer Operator 15.00 27.05
1 0 0

246

NON EEO REPORTING

1 0 0 Emergency Mgt Planner 36,000.00 95,976.90
1 1 1 Manager of Public Safety Office QC 31,200.00 102,869.97
2 1 1
7 VACANT FULL TIME
PART TIME
12 VACANT PART TIME

247
DIVISION OF POLICE
Dornat A. Drummond, Chief
Division of Police
Mission Statement
The mission of the Cleveland Division of Police is to serve as guardians of the Cleveland
community. Guided by the Constitution, we shall enforce the law, maintain order, and protect
the lives, property, and rights of all people. We shall carry out our duties with a reverence for
human life and in partnership with members of the community through professionalism,
respect, integrity, dedication and excellence in policing.
The highest priority of the Division of Police is providing basic police services to the
community. The Division is organized into three main functional operations in order to
deliver these services in the most efficient and cost effective manner possible.
Administrative Operations provides the necessary support services that enable Field
Operations and Homeland Special Operations to function as effectively as possible.
Administrative Operations provides warrant, subpoena, and property processing; radio and
telephone communications; management of information and human resources. Additional
functions include the reporting and recording of crimes and incidents and the continued
development of the Division through planning and training of all personnel.
Field Operations provides response to citizen calls for assistance through uniformed patrol
activities in five districts and interacts with citizens via community programs, Community
Relations, and the Auxiliary Police. The District support sections assist uniformed patrol
efforts through the investigation of major offenses, concentrated enforcement action on
specific complaints and crime pattern analysis. The Bureau of Traffic provides crowd control
and traffic control at major events and investigates serious traffic accidents. Quality of life
issues are addressed by the Community Services Unit.
Homeland Special Operations is composed of three main sections which provide a variety of
investigative, technical, and preventative services along with establishing security
initiatives. Investigations are completed by detective bureaus that specialize in specific
crimes such as homicides, sex crimes, and domestic violence. Support units such as SWAT
handle volatile situations where specialized training is required. Technical support provides
forensic and crime scene analysis as well as photographic and lab services. Homeland
Services prevents, responds, and investigates terror activities in our City and the Greater
Cleveland area by securing our airports, analyzing crime data for future preventive crime
and terrorist trends. Homeland Services coordinates and shares law enforcement intelligence
with local, state, and federal law enforcement agencies.
PROGRAM NAME:ADMINISTRATIVE OPERATIONS

OBJECTIVES: Provide all necessary support activities for the Field Operations and
Homeland Security Operations.
ACTIVITIES: Establish operating policies and procedures for the Division of Police.
Prepare and manage the operating and capital budgets for the Division of
Police. Recruit, hire and train both uniform and civilian employees. Record
and maintain payroll and personnel records. Collect and record all criminal
incident reports. Handle open record requests. Operate and maintain radio
and telephone communications. Oversee the storage of recovered,
confiscated, and forfeited property and vehicles.

248
DIVISION OF POLICE
PROGRAM NAME:FIELD OPERATIONS
OBJECTIVES: To provide against loss of life, bodily injury, and property loss, and to
empower the community and Divisional personnel in their combined efforts
to reduce crime with an emphasis on joint planning, evaluation and
operations. To reduce traffic accidents in the community and provide safer
conditions for motorists, pedestrians, and citizens using public streets
within the City of Cleveland.
ACTIVITIES: Investigate all major offenses against persons and property. Provide Patrol
and Community Based Policing activities. Participate with citizens on
Community Relations Committees, the Auxiliary Police Program, crime
prevention fairs, Night Out Against Crime, the Task Force on Violent
Crime, and similar projects in response to community needs. Develop close
working relationships with residents by interacting while on patrol and
attending community functions.
Provide neighborhood patrols to areas that could benefit from close on-going
interaction between the police and the community. Participate in
community services programs which aggressively investigates and focuses
on deterring crimes that occur on the streets in highly populated, distressed
neighborhoods. Conduct DARE programs, Child Accident Prevention
Programs, Crime Watch Training, and other programs in response to the
needs of the community. Alleviate traffic congestion, restore normal traffic
flow, and provide traffic and crowd control at special events. Respond to
scenes of traffic accidents and prepare traffic reports.
PROGRAM NAME:HOMELAND SPECIAL OPERATIONS

OBJECTIVES: To target the perpetrators of specific crimes such as financial crimes,
homicides, sexual assaults, drug trafficking, threats and criminal actions
against the security of our city for arrest and prosecution.
ACTIVITIES: Aggressively investigate crimes that occur in the City of Cleveland. Conduct
enforcement activities against specific crimes within a target neighborhood
using decoy surveillance or search operations based upon crime analysis and
trends.Maintain contact with and enlist the assistance of community leaders
and residents to identify those responsible for neighborhood criminal
activity. Perform crisis intervention; handle hostage negotiations and other
highly dangerous and volatile situations where specialized training or
equipment is required. Provide support to district operations in improving
the quality of life in neighborhoods through the enforcement of drug laws
and by suppressing juvenile crime. Detect offenders through criminal
processing and the use of the Automated Fingerprint Identification System
(AFIS) and the use of firearms through the National Integrated Ballistic
Imaging Network (NIBIN). Establish homeland security initiatives within
the City of Cleveland and the Greater Cleveland area. Prevent, respond, and
investigate terrorist activities in our city and the Greater Cleveland area.
Provide security and patrols of Cleveland Hopkins International Airport,
Cleveland City Hall, and the borders of the city. Participate in law
enforcement partnerships with federal agencies in an effort to combat drugs,
conduct gang activity investigations, arrest violent fugitives, identify sexual
predators, and control illegal firearms.

249
DIVISION OF POLICE

Historic Data
Output Metric
2020 2021 2022
1 # Criminal Homicides 180 170 N/A**

2 # Guns Confiscated 914 1,305 N/A**

3 # Drugs Confiscated and Seized Cases 2,162 2,573 N/A**
(This metric is similar to Drug Property)
4 # Drugs Confiscated/Seized Property 4,190 5,514 N/A**
Item (This metric is similar to Drug
Cases)
5 # Calls Dispatched 320,074 312,312 N/A**

6 # Tickets 31,623 36,507 N/A**

** Note: Please see the Police 2022 annual report.


250
DIVISION OF POLICE
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal — 41 — —
Military Leave 175,629 181,815 191,847 100,000
Student Trainees 1,326,685 1,725,382 1,201,526 2,200,000
School Guards 714,412 652,179 879,225 1,425,000
Uniformed Personnel 105,393,695 99,975,647 98,270,541 108,919,110
Uniformed Overtime 14,675,031 18,310,546 22,068,556 13,000,000
Longevity 791,000 750,000 695,800 671,600
Wage Settlements 113,233 1,581 115,489 —
Separation Payments 5,033,420 6,101,765 6,051,004 5,000,000
Overtime 1,665,301 1,895,700 2,015,446 1,700,000
Deferred Overtime Payments 567,519 566,947 567,221 600,000
$ 140,651,129 $ 140,747,201 $ 141,363,407 $ 144,546,219
Benefits
Prescription 4,156,894 3,887,513 3,705,332 3,995,138
Dental 1,059,923 967,141 854,685 1,048,691
Vision Care 155,298 155,821 132,506 170,176
Police & Firemens Disab & Pens 24,661,698 23,556,757 23,849,744 23,946,760
Fica-Medicare 2,002,370 2,006,407 2,014,088 2,102,986
Workers' Compensation 1,376,415 3,430,877 3,507,623 2,797,261
Life Insurance 80,261 75,746 69,919 92,790
Unemployment Compensation 53,793 12,057 58,963 60,000
Clothing Maintenance 1,250,492 1,240,000 1,127,142 1,217,350
$ 57,348,935 $ 56,473,406 $ 56,100,578 $ 56,991,433
Travel $ 9,501 $ 19,611 $ 133,642 $ 200,000
$ 25,511 $ 45,981 $ 170,682 $ 225,000
Utilities
Gas 31,994 33,439 40,851 66,282

251
DIVISION OF POLICE
2020 2021 2022 2023
Electricity - Cpp 1,250,057 1,185,346 1,102,163 1,343,344

Steam 124,434 101,715 76,957 113,925
$ 1,526,639 $ 1,451,538 $ 1,394,747 $ 1,728,273
Court Reporter 5,268 33,178 21,674 30,000
Referee Services 49,869 44,383 40,948 50,000
Janitorial Services 575 — — —
Medical Services 2,723 — 2,063 10,000
Advertising And Public Notice 899 1,624 1,301 12,000
Insurance And Official Bonds 1,758 — 1,782 —
Property Rental 66,158 62,025 66,477 65,000
Towing 290,000 235,000 223,238 250,000
Refunds & Miscellaneous — 250 — —
Local Match-Grant Programs 517,962 39,475 147,708 132,206
$ 1,641,960 $ 1,190,617 $ 1,213,124 $ 1,617,706
Office Supplies $ 8,997 $ 4,983 $ 4,815 $ 10,000
Postage 813 787 2,037 6,000
Computer Supplies 2,118 — — —
Computer Hardware — 106,422 38,296 50,000
Fuel 20,037 68,607 89,441 75,000
Clothing 59,255 143,733 24,330 285,000
Hardware & Small Tools 1,815 19,923 71,191 75,000
Small Equipment 146,182 120,388 56,859 80,000
Office Furniture & Equipment 4,332 12,556 53,482 15,000
Ammunition 164,700 209,651 281,702 250,000
Hygiene And Cleaning Supplies 7,866 7,319 6,000 10,000
Lumber, Glass, And Drywall 996 4,233 — 2,000
Food 10,706 14,774 66 15,000
Laboratory Supplies 47,092 11,000 10,016 15,000
Photographic Supplies 27,808 24,574 12,931 40,000

252
DIVISION OF POLICE
2020 2021 2022 2023
Medical Equipment 1,598 — — —

Paper And Other Printing Suppl — — 115 —
Printed Materials 12,240 34,657 9,751 15,000
Other Supplies 142,085 129,700 209,289 110,000
Safety Equipment 23,986 5,257 — —
Batteries — — — 1,000
Misc Maintenance Supplies 314 — — 3,000
$ 806,819 $ 974,004 $ 909,789 $ 1,150,000
Maintenance
Maintenance Office Equipment $ 320 $ — $ 826 $ 2,000
Maintenance Contracts 1,009,646 107,956 1,206,208 1,887,784
Computer Hardware Maintenance 12,620 — — —
Computer Software Maintenance 39,840 129,017 177,459 —
Maintenance Machinery & Tools — — — 2,000
Maintenance Vehicles — 20,000 35,000 —
Repair Parts — 10,000 — —
Car Washes 22,000 18,990 27,763 45,000
Maintenance Misc. Equipment 32,155 17,292 15,000 20,000
Repair Of Overhead Doors 3,326 8,000 31,643 24,000
$ 1,195,504 $ 358,305 $ 1,623,251 $ 2,056,784
Judgments, Damages, & Claims $ 100,500 $ 2,250 $ 100,000 $ —
Police Chief Expense Fund 105,000 80,000 85,276 250,000
$ 205,500 $ 82,250 $ 185,276 $ 250,000
Charges From Telephone Exch $ 3,067,274 $ 4,175,017 $ 2,486,296 $ 2,924,895
Charges From Radio Comm System 1,030,945 2,218,019 1,512,754 2,506,044
Charges From W.P.C. 1,267 — — —
Charges From M.V.M. 2,847,268 3,185,216 3,545,443 3,305,009
Charges From Parking Garage — 14 — —
$ 7,435,154 $ 10,090,698 $ 8,103,436 $ 9,375,895
$ 210,837,151 $ 211,414,000 $ 211,064,290 $ 217,941,310

253
DIVISION OF POLICE
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 70 15,521 18,145 —
Grant Revenue 630,140 1,955,759 2,766,174 1,916,666
Miscellaneous 10,404,313 17,779,130 9,212,335 10,817,492
$ 11,519,649 $ 20,255,165 $ 12,518,750 $ 13,368,846


1 1 1 Chief of Police 69,682.20 197,122.79
17 18 18 Captain of Police 105,046.98 117,617.67
12 11 11 Commander of Police 121,934.50 136,434.90
1 1 1 Commissioner of Traffic Control 121,934.50 136,434.90
4 3 3 Deputy Chief of Police 63,966.00 155,730.30
57 58 58 Lieutenant of Police 90,488.78 101,395.93
211 176 176 Sergeant of Police 77,938.60 87,411.66
303 268 268
1 0 0 Accountant Clerk I 15.00 19.00
1 1 1 Accountant Clerk II 15.00 20.51
3 2 2 Chief Clerk 31,200.00 58,873.98
11 10 10 Principal Clerk 17.01 27.55
3 1 1 Secretary 15.61 20.52
1 1 1 Stock Clerk 15.61 21.15
2 2 2 Telephone Operator 17.27 19.78
1 0 0 Typist 15.61 17.85
24 18 18
PARA-PROFESSIONALS
2 2 2 Docket Clerk 31,200.00 53,930.38
2 2 2

254
DIVISION OF POLICE

PROFESSIONALS
1 1 1 Accountant I 16.69 23.43
1 1 1 Aviation Unit Manager 88,000.00 115,172.28
4 0 0 Crime Analyst I 38,000.00 61,836.94
1 1 1 Crime Analyst III 66,000.00 89,647.03
1 1 1 Mounted Unit Train Instr-Hndlr 38,000.00 54,641.81
1 1 1 Systems Analyst 31,200.00 70,429.91
15 9 9
PROTECTIVE SERVICES
979 896 896 Patrol Officer I 67,619.00 75,345.72
141 31 31 Patrol Officer II 59,062.31 60,243.56
49 71 71 Patrol Officer III 58,213.33 64,865.28
168 26 26 Patrol Officer IV 54,855.02 61,123.21
2 2 2 Police Safety Aide 31,200.00 35,139.29
180 17 180 Police Trainee* 15.00 17.00
23 15 15 Traffic Controller 17.51 17.86
1,362 1,041 1,041
7 7 7 Guard 19.47 20.18
7 7 7
TECHNICIANS
10 10 10 Chief Radio Dispatcher 56,629.65 59,203.73
7 5 5 Communication Specialist - Bilingual 31,200.00 47,200.52
3 3 3 Data Conversion Supervisor 23.51 23.98
3 1 1 Fingerprint Examiner 46,950.87 59,601.54
1 1 1 Forensic Video Specialist 50,000.00 84,044.09
85 73 73 Police Radio Dispatcher 31,200.00 51,481.50
23 14 14 Safety Telephone Operator 31,200.00 40,965.03
1 1 1 Scientific Examiner 68,261.85 74,251.03
36 30 30 Senior Data Conversion Operator 15.00 33.68
169 138 138

255
DIVISION OF POLICE

NON EEO REPORTING

0 2 2 Data Analysis Coordinator 31,200.00 99,176.13
1 1 1 Intelligence Analyst I 38,000.00 59,375.13
0 2 2 Investigative Research Special
1 5 5
44 VACANT FULL TIME
206 VACANT UNIFORM
1,883 1,488 1,738 TOTAL FULL TIME
PART TIME
4 4 4 Helicopter Pilot 60,000.00 80,771.09
355 211 211 School Crossing Guard 20.50 31.09
34 12 12 Traffic Controller 17.51 17.86
393 227 227
148 VACANT PART TIME
2,276 1,715 2,113 TOTAL DIVISION
* Denotes amount not included in Total Headcount

256
DIVISION OF FIRE
Anthony P. Luke, Chief
Division of Fire
Mission Statement
To serve the City of Cleveland with the highest degree of quality and professionalism through a
proactive commitment to prevent and mitigate emergency situations where life and property
are at risk.
The Cleveland Division of Fire is responsible for providing fire suppression, fire code
enforcement, fire safety education, technical rescue operations, hazardous material
regulation and response, basic and advanced life support, and pre-hospital care in support of
the Division of Emergency Medical Service (EMS), for the City of Cleveland through a
coordinated system of response assets located strategically throughout the community. The
Division of Fire supports the response system by conducting administrative operations,
communications, and training of its employees to ensure the community receives superior
fire, rescue, and emergency medical response.
OBJECTIVES: To plan, direct, coordinate, control and evaluate all aspects of the Divisional
operations to ensure resources are being used effectively and efficiently.
ACTIVITIES: Plan and prepare operating and capital budgets. Manage daily operations,
maintain discipline, monitor and implement sick leave, light duty and leave
of absence procedures. Collect, compile and enter data on alarms, employee
work hours and other data into data base systems. Participate in planning of
rehab and construction of Division facilities. Schedule and coordinate public
fire education programs, public relations and news releases in conjunction
with the Mayor's Office, Public Safety Directors Office and other interested
community organizations.
PROGRAM NAME:COMMUNICATIONS
OBJECTIVES: To provide efficient communication for the Division of Fire in coordination
with the Division of EMS to ensure timely and effective deployment to all
emergencies.
ACTIVITIES: Receive and dispatch all calls for assistance. Determine proper response and
dispatch firefighting and or medical/rescue units. Coordinate and control
emergency radio transmission and provide a communications/command
vehicle for major incidents. Provide support and maintenance for all
communication systems for dispatching and recording of fire alarms,
response times, fire loss estimates and other records.
OBJECTIVES: To save lives and property by: extinguishing and preventing the spread of
fire, providing immediate medical care, rescue and extrication services,
abating hazardous material releases, and investigating the causes and
origins of fires and other hazardous situations.
ACTIVITIES: Responds to over 70,000 emergency alarms annually with required

personnel, apparatus and equipment to provide the fire suppression,
emergency medical care, transport, and other rescue operations necessary to
mitigate any emergency that presents itself to the community where life and

257
DIVISION OF FIRE
property are at risk. Conduct daily training, maintain apparatus, equipment
and stations. Inspect buildings and fire hydrants and investigate fires,
injuries and accidents.
PROGRAM NAME:OPERATIONS SUPPORT

OBJECTIVES: To provide the required equipment, supplies and support services for Fire
Operations.
ACTIVITIES: Provide, issue, maintain and repair all rescue equipment, small equipment
and supplies to insure other programs maintain operational capacity,
including self-contained breathing equipment (SCBA), personal protective
clothing, hoses, nozzles, small tools and equipment, supplies and all
materials needed for continued operations. Provide 24 hour emergency
apparatus repair. Provide pre-incident information on streets, buildings,
hazardous conditions, hydrant and water mains.
PROGRAM NAME:PREVENTION AND PUBLIC EDUCATION

OBJECTIVES: To ensure life safety and reduce fires and the release of hazardous
substances.
ACTIVITIES: Perform fire and life safety inspections of all buildings except one and two
family dwellings. Review new construction and building renovations plans
for compliance with state and local fire safety laws. Test new and existing
fire protection systems. Review and issue permits for control of flammable
and hazardous substances. Provide hazardous material specialists to ensure
hazardous material spills are cleaned up in compliance with local, state and
federal laws.
PROGRAM NAME:FIREFIGHTER/EMS/RESCUE TRAINING AND EDUCATION

OBJECTIVES: To provide the necessary knowledge, skills and abilities to enable the
Division of Fire to operate in a safe, efficient, effective and cooperative
manner to respond to all emergencies. To also coordinate all pre-hospital
care and training with the Division of EMS, ensuring effective, compliant,
and professional application of all the pre-hospital medical care protocols.
ACTIVITIES: Conduct basic training classes for newly appointed firefighter to ensure
compliance with federal, state and industry standards. Provide hazardous
material training to members of the division to comply with Federal, OSHA,
State and National fire Protection standards. Recertify firefighters as
Emergency Medical Technicians and maintain and update the Division Drill
manual. Conduct classes on safe driving, pump operations, aerial ladder
operation, rescue techniques and other pertinent subjects. Maintain training
records, test and evaluate new equipment and operations methods.

258
DIVISION OF FIRE

Historic Data
Output Metric
2020 2021 2022
1 # Calls for Service 65,724 74,339 N/A**

2 # Fire Suppression Responses 2,228 1,739 N/A**

3 # Medical Emergency Responses 36,695 41,102 N/A**

4 # Permits Issued 2,706 3,617 N/A**

**Note: Please see the Fire 2022 annual report.


259
DIVISION OF FIRE
Expenditures
2020 2021 2022 2023
Salaries and Wages

Military Leave 65,130 82,335 115,628 —
Injury Pay 403 — — —
Student Trainees — 1,059,218 570,313 616,000
Uniformed Personnel 52,534,813 50,482,422 53,469,308 60,155,722
Uniformed Overtime 8,326,800 13,101,741 8,972,664 7,670,000
Longevity 372,800 379,325 374,625 363,200
Wage Settlements 55,412 255 — —
Separation Payments 1,238,275 1,169,326 2,760,671 1,200,000
Overtime 3,819 9,498 13,864 20,000
$ 63,294,030 $ 67,081,895 $ 66,887,962 $ 71,008,787
Benefits
Prescription 1,873,113 1,838,708 1,876,989 2,003,948
Dental 487,302 467,225 448,827 556,238
Vision Care 63,447 67,827 64,569 83,188
Police & Firemens Disab & Pens 15,141,179 15,468,091 15,219,198 16,578,081
Fica-Medicare 886,820 949,121 943,261 994,186
Workers' Compensation 564,658 1,486,888 2,367,569 1,386,889
Life Insurance 32,326 31,753 33,751 44,818
Unemployment Compensation 10,832 0 6,890 —
$ 28,828,103 $ 29,998,909 $ 31,684,401 $ 32,499,297
Travel $ 3,660 $ 2,462 $ 19,993 $ 15,000
Training 7,918 8,692 — —
Other Training Supplies 11,011 16,954 4,538 14,500
Mileage (Priv Auto) Trng Prps 1,343 5,277 3,039 5,000
$ 38,036 $ 72,929 $ 52,971 $ 65,500

260
DIVISION OF FIRE
2020 2021 2022 2023
Utilities
Gas 43,849 41,642 54,831 78,399
Electricity - Cpp 527,211 499,539 511,935 529,740
Steam 32,094 46,015 31,524 34,196
$ 696,807 $ 697,315 $ 767,221 $ 826,487
Court Reporter 1,649 — 13,650 750
Referee Services 7,334 16,610 8,016 —
Medical Services — 695 — 10,000
Freight Expense 2,463 370 856 —
Property Rental — 27,869 4,853 —
Equipment Rental — 1,500 — —
Local Match-Grant Programs — 14,034 — —
Credit Card Processing Fees — — 51 —
$ 97,261 $ 206,221 $ 128,728 $ 206,250
Office Supplies $ — $ 76 $ 2,699 $ 5,000
Postage — 261 — 1,000
Computer Supplies 1,809 49 204 2,000
Computer Hardware 711 — — 2,000
Computer Software 140 140 862 —
Fire/Ems Apparatus Parts 11,300 196,078 5,485 87,840
Clothing 13,400 150,145 51,765 90,000
Small Equipment 26,540 37,130 14,126 45,000
Electrical Supplies 2,327 5,020 — 4,000
Lumber, Glass, And Drywall — 2,760 2,506 5,000
Medical Supplies — 16,249 49,043 50,000
Other Supplies 86,879 182,056 94,458 76,000

261
DIVISION OF FIRE
2020 2021 2022 2023
Special Events Supplies 994 — 950 950

Batteries 192 2,318 13,037 5,000
$ 312,700 $ 839,894 $ 453,623 $ 638,790
Maintenance
Computer Hardware Maintenance 2,780 — 25,328 —
Maintenance Electrical Equip 8,769 — — 3,000
Maintenance Fire Apparatus — 10,700 22,016 —
Maintenance Vehicles — — — 5,000
Repair Parts 60,418 31,567 54,418 52,000
Car Washes 300 518 900 1,000
$ 485,850 $ 388,163 $ 509,878 $ 541,209
Judgments, Damages, & Claims $ 102,397 $ 364 $ — $ 4,000
$ 102,397 $ 364 $ — $ 4,000
Charges From W.P.C. 1,639 — — —
Charges From Central Storeroom 288 446 772 1,019
Charges From M.V.M. 1,536,171 1,510,098 2,020,901 1,883,854
$ 2,145,706 $ 2,407,055 $ 2,752,545 $ 2,923,210
Capital Outlay
Transfer To Capital Project $ — $ 215,466 $ — $ —
$ — $ 215,466 $ — $ —
$ 96,000,889 $ 101,908,211 $ 103,237,329 $ 108,713,530

262
DIVISION OF FIRE
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 3,518 160 — —
Grant Revenue 216,361 310,161 — —
Licenses & Permits 494,382 584,208 879,897 1,018,000
Miscellaneous 722,601 3,296,657 15,232 14,000
$ 1,637,419 $ 4,441,028 $ 1,007,237 $ 1,636,250

263
DIVISION OF FIRE


6 6 6 Assistant Chief of Fire 132,376.50 151,205.28
25 25 25 Battalion Chief of Fire 104,987.53 118,129.13
57 57 57 Captain of Fire 90,437.53 101,835.46
1 1 1 Chief of Fire 64,407.00 197,122.79
165 164 164 Lieutenant of Fire 77,894.42 87,789.19
254 253 253
3 2 2 Chief Clerk 31,200.00 58,873.98
7 5 5
PROFESSIONALS
1 0 0 Assistant Personnel Administrator 31,200.00 65,691.94
1 1 1 Sr Budget & Mgmt Analyst 31,200.00 94,001.90
4 3 3
PROTECTIVE SERVICES
87 39 39 Apprentice-Medic I Fire 57,025.38 58,298.83
0 83 83 Apprentice-Medic II Fire 58,025.38 59,298.83
21 0 0 Apprentice-Medic III Fire 59,525.38 60,798.83
399 363 363 Firefighter 65,807.95 67,581.40
80 0 80 Fire Trainee* 15.00 17.00
507 485 485
7 VACANT FULL TIME
19 VACANT UNIFORM

264
DIVISION OF EMERGENCY MEDICAL SERVICE
Orlando D. Wheeler, Interim Commissioner
Division of Emergency Medical Service
Mission Statement
We are committed to improving the quality of life in the City of Cleveland by maintaining the
highest ethical and professional standards of pre-hospital care, treating our patients with
dignity and respect, and caring for each patient as if they were a member of our own family.
The Division of Emergency Medical Service (EMS) is responsible for the delivery of advanced
life support pre-hospital medical care and transportation to the appropriate medical facility
to victims of illness or injury, for the City of Cleveland through a coordinated
communications network. The Division of EMS ensures that patients receive optimal care
through an initial cadet training program, Certificate of Accreditation #309 for EMT and
continuing education by the State of Ohio Department of Public Safety, a comprehensive
performance improvement program, state of the art technologies, and medical oversight from
prominent medical professionals throughout the greater Cleveland area.
OBJECTIVES: To plan, direct, coordinate, control, and evaluate all aspects of the Division
of EMS.
ACTIVITIES: Prepare, plan, and coordinate the Division's operating and capital budgets.
Recruit and hire employees; maintain disciplinary records, record payroll
and personnel records. Maintain patient care records; provide copies for
legal, medical and billing purposes. Conduct performance improvement
activities and ensure quality service to the public. Time keeping and payroll
activities are overseen by a civilian Administrative Manager reporting to an
Assistant Director of the Department of Public Safety.
OBJECTIVES: To respond to emergency scenes, provide basic and advanced life support
pre-hospital medical care and transport patients to appropriate medical
facilities; to ensure preparedness and response for domestic terrorism.
ACTIVITIES: To respond to emergency scenes in a safe and expeditious manner. Provide

basic and advanced pre-hospital medical interventions in accordance with
State of Ohio Department of Public Safety guidelines as well as the
Northeast Ohio Regional EMS Protocol approved by the Department of
Public Safety Medical Director. Transport patients to appropriate medical
facilities and thoroughly document all pre-hospital medical patient care and
billing information to be used for performance review and service billing.
Provide medical supply purchasing and distribution for the Divisions of
EMS, Fire and Police, and oversee the logistic and technological support for
all pre-hospital care functions for the Division of EMS. Provide supervisory
oversight for all pre-hospital medical care and transportation.
PROGRAM NAME:COMMUNICATIONS
OBJECTIVES: To effectively respond, control and direct all emergency communications via
telephone, radio and data transmissions.
ACTIVITIES: Evaluate 9-1-1 calls for assistance through a call prioritizing system
designed to determine the call type, priority level and subsequent type of

265
response for the Division of EMS. Provide pre-arrival patient care
instructions to assist callers with providing first aid, CPR or defibrillation
prior to the arrival of the EMTs and Paramedics. Coordinate resources from
other public safety agencies and appropriate third-party resources to assist
in the treatment and transportation of patients. Assist other City of
Cleveland agencies in checking on the welfare of community members.
PROGRAM NAME:EMPLOYEE TRAINING AND EDUCATION

OBJECTIVES: To plan, direct, coordinate and assist in all educational activities in a
consolidated and cooperative manner with Division of Fire for all pre-
hospital medical care, through State of Ohio Certificate of Accreditation
#309, for the Department of Public Safety, including EMT, continuing
education as well as recertification, cadet training, and quality assurance/
performance improvement.
ACTIVITIES: Provide initial and cadet training for all divisional employees. Conduct
State of Ohio EMT, continuing education and re-certification programs and
classes for all levels of pre-hospital providers. Conduct professional
development activities for administrative, supervisory, field, and
communication's center employees. Provide professionally recognized
enhancement programs for all employees. Provide clinical experience for
pre-hospital care providers through the Field Training Officer Program.
Perform pre-hospital paramedic and EMT functioning testing as directed by
the Department of Public Safety Medical Director. Implement and maintain
divisional performance standards to patient care protocols, policies and
operating procedures. Set performance benchmarks and monitor
compliance to benchmarks. Conduct education and remediation for
employee performance that is substandard to performance benchmarks.
PROGRAM NAME:PUBLIC EDUCATION

OBJECTIVES: To plan, direct, and coordinate all awareness and educational activities for
the general public in first aid, CPR, AED, 9-1-1 education, and general
health screenings.
ACTIVITIES: Provide programs that serve to educate the public on general health, safety
and lifesaving skills. Provide certification and training in first aid, CPR and
AED in accordance with established American Heart Association standards.
Function as community training center for the American Heart Association.
Provide general health screenings for the community through a series of
coordinated neighborhood locations throughout the City of Cleveland.
Promote general health and wellness education through cooperative efforts
with other leading health agencies. In collaboration with the Department of
Aging, assist with the Senior Power Program and the Senior Falls Program
to reduce injuries to the city's senior population. Provide city employee CPR
and AED training; install and maintain all AEDs located at City of
Cleveland properties.

266

Historic Data
Output Metric
2020 2021 2022
1 Average Response Time to Echo Calls 7.41 9.15 N/A **
minutes minutes

2 Average Response Time to Delta Calls 8.54 9.38 N/A **
minutes minutes

3 Average Time to Answer 911 Calls 5 seconds 5.1 N/A **
seconds
** Note: Please see the EMS 2022 annual report.

267
Expenditures
2020 2021 2022 2023
Salaries and Wages

Military Leave 63,908 79,188 55,559 —
Part-Time Permanent 4,368 — — —
Injury Pay — 58,910 18,137 —
Student Trainees 433,468 276,786 342,954 504,000
Uniformed Overtime 3,521 — — —
Longevity 86,075 90,000 93,650 103,150
Overtime 3,317,997 4,091,595 3,960,995 4,000,000
$ 22,473,741 $ 19,491,262 $ 19,612,635 $ 21,121,095
Benefits
Prescription 605,521 602,500 593,903 674,310
Dental 136,229 136,293 136,436 178,107
Vision Care 14,853 20,826 21,844 28,692
Fica-Medicare 321,287 277,118 277,978 306,023
Life Insurance 12,669 12,432 12,299 16,426
Unemployment Compensation 7,223 — 0 15,000
$ 6,953,335 $ 7,980,820 $ 7,446,548 $ 7,924,335
Travel $ 434 $ 1,749 $ 6,736 $ 10,000
Other Training Supplies — 45,413 7,064 25,000
$ 7,375 $ 61,848 $ 33,570 $ 355,000
Utilities
Gas 1,718 1,675 1,925 2,056
Electricity - Cpp 3 2 2 6
$ 6,067 $ 6,058 $ 9,320 $ 9,909

268
2020 2021 2022 2023
Court Reporter — 476 114 1,000
Referee Services 6,645 14,576 11,051 15,000
Medical Services 1,347 1,383 1,197 2,000
Property Rental — 23,336 — —
$ 165,988 $ 124,431 $ 61,531 $ 109,500
Office Supplies $ 4,271 $ 25,833 $ 35,483 $ 10,000
Postage 384 599 162 2,500
Clothing — 31,470 36,350 52,000
Hardware & Small Tools 2,056 — 91 200
Electrical Supplies 34 — — 1,500
Medical Equipment 144,385 179,821 90,737 200,000
Other Supplies 63 3,318 73 500
Pharmaceutical Supplies 384,614 490,000 443,700 750,000
Batteries 36,630 12,411 11,611 30,000
$ 1,575,071 $ 1,758,509 $ 1,755,266 $ 1,936,700
Maintenance
Maintenance Contracts $ 288,440 $ 252,853 $ 468,366 $ 365,000
Computer Hardware Maintenance 6,003 31,121 — —
Computer Software Maintenance — 21,755 49,686 —
Maintenance Building — 9,941 65,323 25,000
$ 345,132 $ 357,584 $ 612,281 $ 493,000
Judgments, Damages, & Claims $ — $ — $ — $ 1,000
$ — $ — $ — $ 1,000

269
2020 2021 2022 2023

Charges From M.V.M. 1,296,624 1,600,199 1,895,197 1,766,674
$ 1,675,430 $ 2,122,427 $ 2,111,859 $ 2,063,008
$ 33,202,139 $ 31,902,938 $ 31,643,010 $ 34,013,547
Revenues
2020 2021 2022 2023
Charges For Services $ 13,253,518 $ 15,788,537 $ 14,368,334 $ 15,005,300

Grant Revenue 72,780 — — —
Miscellaneous 303,001 1,013,219 6,318 2,200
$ 13,629,299 $ 16,801,756 $ 14,374,653 $ 15,007,500

270


1 1 1 Commissioner of Emergency Medical Service 42,758.15 162,333.54
20 17 17 Emergency Medical Technician Supervisor 55,998.48 66,849.83
21 18 18
PROFESSIONALS
2 2 2
TECHNICIANS
38 29 29 Emergency Medical Dispatcher 37,773.52 52,552.83
10 5 10 Emergency Medical Dispatcher Trainee* 15.00 15.00
271 206 206 Emergency Medical Technician 40,048.67 57,038.47
35 32 35 Emergency Medical Technician Trainee* 15.00 15.00
309 235 235
NON EEO REPORTING

0 1 1 Deputy Commissioner of EMS 31,200.00 98,109.72
0 1 1
49 VACANT FULL TIME

271
DIVISION OF ANIMAL CARE AND CONTROL
Cory Keller, Manager of Animal Control Services
Division of Animal Care and Control
Mission Statement
The City of Cleveland Division of Animal Care and Control mission is to protect the safety of our
residents by impounding stray dogs and nuisance wildlife. Promote responsible pet ownership
through enforcement of city animal ordinances, pet identification, and animal adoption
programs.
Animal Control Services is responsible for responding to all calls for services or complaints
concerning all dogs and nuisance wildlife. The Division is committed to the reduction of the
City's nuisance animal population by contracting services to trap and dispose of unwanted
skunks, raccoons, opossums, and groundhogs. The Division is also committed to reducing the
number of euthanized animals at the kennel by locating owners of lost dogs and promoting
animal adoptions, rescues, and transfers to other shelters.
PROGRAM NAME:ANIMAL CONTROL

OBJECTIVES: Enforce city ordinances.
ACTIVITIES: Respond to complaints regarding stray, vicious, and nuisance dogs.
PROGRAM NAME:ANIMAL ADOPTION

OBJECTIVES: Place adoptable animals into responsible homes, rescue organizations, and
other animal shelters.
ACTIVITIES: Promote the Division.
PROGRAM NAME:NUISANCE ANIMAL REMOVAL

OBJECTIVES: Reduce the number of the unwanted nuisance wildlife population that poses
a safety risk to residents and their pets.
ACTIVITIES: Contract services to trap, remove, and dispose of nuisance skunks, raccoons,
opossums and groundhogs.
Historic Data
Output Metric
2020 2021 2022
1 # Strays Rescued 2,126 2,399 N/A **
2 # Animal Trapping Data 95 1,851 N/A **
3 # Adoptions 577 531 N/A **
* *Note: Please see the Animal Care & Control 2022 annual report.

272
Expenditures
2020 2021 2022 2023
Salaries and Wages

Military Leave — — 2,103 —
Longevity 3,825 3,825 3,300 5,575
Wage Settlements 397 1 — —
Overtime 42,401 78,939 108,593 60,000
$ 1,493,779 $ 1,491,393 $ 1,448,280 $ 2,009,243
Benefits
Prescription 54,206 52,377 47,602 71,788
Dental 12,342 10,430 9,221 16,344
Vision Care 2,264 2,105 1,719 2,868
Fica-Medicare 21,131 21,138 20,440 28,966
Life Insurance 1,389 1,302 1,199 1,881
$ 592,238 $ 644,699 $ 624,442 $ 904,830
Travel $ 1,197 $ — $ — $ 2,000
Tuition & Registration Fees — 1,050 — 3,000
Professional Dues & Subscript — 1,108 — 10,000
$ 1,197 $ 2,197 $ — $ 15,000
Utilities
Gas 11,521 1,282 1,363 2,092
Electricity - Cpp 35,246 33,072 30,777 34,202
Electricity - Other 8,661 — — —
Security & Monitoring System 10,000 1,630 8,191 16,000
$ 69,894 $ 44,992 $ 50,560 $ 65,501

273
2020 2021 2022 2023
Court Reporter — 208 — —
Computer Software Rental 1,800 1,800 1,800 3,000
Other Contractual — — 1,200 2,300
$ 150,234 $ 305,857 $ 344,607 $ 352,300
Computer Software $ — $ — $ 1,200 $ —
Hardware & Small Tools 500 161 296 1,500
Small Equipment 735 5,278 6,195 5,000
Other Supplies — 32,177 21,821 22,000
$ 113,469 $ 191,647 $ 197,355 $ 200,500
Maintenance
Maintenance Contracts $ 945 $ 301 $ 4,590 $ 7,500
Computer Software Maintenance — — 1,080 —
$ 945 $ 301 $ 5,670 $ 7,500
Charges From M.V.M. 58,837 76,770 93,125 86,809
$ 135,614 $ 178,269 $ 127,531 $ 133,940
$ 2,557,369 $ 2,859,355 $ 2,798,445 $ 3,688,814
Revenues
2020 2021 2022 2023

Miscellaneous 12,815 63,983 3,109 —
$ 79,495 $ 131,823 $ 55,296 $ 83,000

274


1 1 1 Chief Animal Control Officer 31,200.00 101,853.25
1 1 1 Manager of Animal Control Services 31,200.00 101,853.25
2 2 2
ADMINISTRATION SUPPORT
1 1 1 Chief Clerk 31,200.00 58,873.98
3 1 1 Jr Clerk 24.21 25.18
1 1 1 Senior Clerk 15.61 19.25
5 3 3
PROTECTIVE SERVICES
13 9 9 Animal Control Officer 19.87 20.27
13 9 9

2 2 2
TECHNICIANS
4 3 3 Registered Animal Health Technician 20.04 26.14
4 3 3
NON EEO REPORTING

1 1 1 Animal Adoption Vol/Coor 31,200.00 51,434.98
1 0 0 Animal Control Supervisor I 40,000.00 65,909.15
7 5 5 Animal Care Worker 17.10 21.33
2 2 2 Canine Enrichment Specialist 16.56 21.33
1 1 1 Shelter Operations Manager 40,000.00 80,000.00
12 9 9
8 VACANT FULL TIME

275

PART TIME
2 1 1 Animal Control Officer 19.87 20.27
3 0 0 Animal Care Worker 17.10 21.33
1 1 1 Animal Control Supervisor I 40,000.00 65,909.15
1 0 0 Jr Clerk 24.21 25.18
1 0 0 Registered Animal Health Technician 20.04 26.14
3 2 2 Vet In Charge of Spay & Neut C 31,200.00 106,080.00
11 4 4
7 VACANT PART TIME

276
DIVISION OF CORRECTION
Lisa Scafidi, Corrections Liaison
Division of Correction
Mission Statement
To provide for the incarceration of persons who have been arrested and convicted of crimes and
sentenced by the court system
Following more than a decade of discussions and planning, Cleveland and Cuyahoga County entered into an
agreement transferring all of Cleveland jail operations to the County Sheriff. The County Sheriff provides all
prisoner services, including booking, processing, after booking medical care, and housing for individuals arrested
by Cleveland police officers or sentenced by the Judges of Cleveland Municipal Court; and; for individuals arrested
by agencies operating under Authorizing Agreements or Memorandums of Understanding with the City of
Cleveland.
The Division of Correction continues to monitor the process to ensure compliance with the negotiated terms of
the contract between the City and County and ensure the County provides the level of services required by the
Agreement and Ohio Administrative code chapter 5120:1-8 "minimum standards for jails in Ohio';" and, validates
County invoices for services provided.
Historic Data
Output Metric
2020 2021 2022
1 # Inmates received from County Fiscal 10,182 10,008 7,019 **
for verification
2 # Inmates verified as “Cleveland” 7,588 7,644 5,105 **
inmates for payment
3 # Inmate days received from County 53,758 55,988 39, 228 **
Fiscal for verification
4 # Inmate days approved for payment – 23,958 25,033 18,400 **
per diem
5 Savings from billing reconciliations ($) $2,962,971 $3,064,545 $2,061,972**
** Note: 2022 Numbers reflect 1/1/22‐10/31/22

277
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 575 575 1,500 1,500
Overtime — 293 — —
$ 77,229 $ 114,847 $ 143,284 $ 146,218
Benefits
Prescription 3,187 3,901 4,473 4,662
Dental 825 951 1,047 1,146
Vision Care 93 149 182 216
Fica-Medicare 1,099 1,580 1,997 2,121
Workers' Compensation 475 78,794 315,318 40,553
$ 32,541 $ 119,551 $ 367,495 $ 91,857
Medical Services $ 405,436 $ 774,229 $ 434,539 $ 750,000
$ 2,455,436 $ 3,774,229 $ 4,464,539 $ 3,750,000
Office Supplies $ — $ — $ 414 $ 1,000
$ — $ — $ 414 $ 1,000
Charges From Print & Repro $ 859 $ 840 $ 890 $ 1,126
$ 859 $ 840 $ 890 $ 1,126
$ 2,566,065 $ 4,009,467 $ 4,976,622 $ 3,990,201
Revenues
2020 2021 2022 2023
Miscellaneous $ 475 $ 191,988 $ 1,746 $ —

$ 475 $ 191,988 $ 1,746 $ —

278

PROFESSIONALS
1 2 2

279
POLICE INSPECTOR GENERAL
Karrie D. Howard, Director
Police Inspector General
Mission Statement
To assist the Division of Police in achieving compliance with policies, procedures, and the
requirements set forth by the Consent Decree by planning and conducting reviews and audits.
In accordance with paragraphs 250-254 of the Consent Decree, the Police Inspector General
will work in the Office of the Mayor, but will report to the Chief of Police. The duties of the
Police Inspector General will include a review of the Division of Police policies and practices
to determine compliance with state and federal law, effectiveness, consistency with
principals to bias-free and community policing and procedural justice. Other duties of the
Police Inspector General will include auditing compliance with policies and procedures,
conduct investigations, analyze trends and develop specific recommendations for reform
concerning policies, procedures, practices, training, and equipment to improve police services
and accountability.
PROGRAM NAME: PUBLIC SAFETY INSPTECTOR GENERAL

OBJECTIVES: To work with the Division of Police to achieve compliance with policies,
procedures, state and federal laws, and the requirements of the Consent
Decree.
OBJECTIVES: To work with all Public Safety divisions to ensure continual compliance with
policies, procedures, state and federal laws.
ACTIVITIES: To fulfill the mandates of the Consent Decree, the Inspector General will
perform investigations, analyze trends, and make reports and
recommendations, as appropriate, at the request of the Chief of Police or the
Mayor.
ACTIVITIES: The Inspector General will perform investigations, analyze trends, and
make reports and recommendations, as appropriate, at the request of the
Director of Public Safety or the Mayor.

280
Expenditures
2020 2021 2022 2023
Salaries and Wages

Full Time Permanent $ 120,961 $ 11,279 $ — $ 160,008
Separation Payments — 7,218 — —
$ 120,961 $ 18,497 $ — $ 160,008
Benefits
Hospitalization $ 14,416 $ 1,201 $ — $ 30,504
Prescription 3,073 384 — 6,528
Dental 825 67 — 1,680
Vision Care 93 8 — 216
Public Employees Retire System 16,917 2,835 — 22,396
Fica-Medicare 1,718 264 — 2,314
Workers' Compensation 221 179 — 50
Life Insurance 44 4 — 120
$ 37,308 $ 4,942 $ — $ 63,808
Travel $ 1,790 $ — $ — $ 2,000
Tuition & Registration Fees 1,150 — — 3,000
Professional Dues & Subscript 390 — — 1,000
$ 3,330 $ — $ — $ 6,000
Professional Services $ — $ 600 $ — $ —
Mileage (Private Auto) — — — 700
$ — $ 600 $ — $ 700
Office Furniture & Equipment $ — $ — $ — $ 3,750
Just In Time Office Supplies 102 — — 1,500
$ 102 $ — $ — $ 5,250
Charges From Print & Repro $ — $ — $ — $ 500
$ — $ — $ — $ 500
$ 161,701 $ 24,039 $ — $ 236,266
Revenues
2020 2021 2022 2023
Miscellaneous $ 221 $ — $ — $ —
$ 221 $ — $ — $ —

281


1 0 0 Police Inspector General 100,000.00 135,000.00
1 0 0
PROFESSIONALS
1 0 0 Auditor 31,200.00 69,316.65
1 0 0
2 VACANT FULL TIME

282
DEPARTMENT OF JUSTICE
Dornat D. Drummond, Chief of Police
Department of Justice
Mission Statement
To account for expenses directly related to the Consent Decree in the areas of recruiting,
training, independent monitor review, additional personnel and information technology needs.
In addition to the Divisions of Office of Professional Standards, Police Review Board,

Community Police Commission, and the Police Inspector General, the Consent Decree also
requires additional functions that include: recruiting, training, independent monitor review,
additional personnel and information technology needs.
The recruitment plan will include specific strategies for attracting a diverse group of
applicants, including officers that are familiar with the different neighborhoods of Cleveland,
who possess strategic thinking and problem solving skills, emotional maturity, interpersonal
skills, and the ability to collaborate with a diverse cross-section of the community (Paragraph
304).
The Division of Police will ensure all officers receive adequate training to understand: (a)
how to police effectively and safely in accordance with policies; and (b) the requirements of
the Consent Decree, Ohio Law, and the Constitution and laws of the Unites States
(Paragraph 269).
An independent monitor jointly selected by the City of Cleveland and the Department of
Justice will serve as an agent of the court to assess and report whether the requirements of
the Consent Decree have been implemented, and whether this implementation is resulting in
constitutional and effective policing, professional treatment of individuals, and increased
community trust of the Division of Police (Paragraph 350).
Additional Personnel will include:

 Implementation Coordinator (Paragraph 385) - To facilitate the provision of data,
documents, materials, and access to the City's and the Division of Police's personnel to the
independent monitor, Department of Justice, and any other necessary parties to ensure
compliance with the requirements of the Consent Decree.
 Civilian Head of Internal Affairs (Paragraph 178) - A qualified citizen will be hired to
report directly to the Chief of Police. This position will be someone who is not a current or
former employee of the Division of Police, and is not a current or retired law enforcement
officer.
 Crisis Intervention (Paragraph 131) - A Captain and Sergeant of Police will work together
to better facilitate communication between the Division of Police and members of the
mental health community and to increase the effectiveness of the Crisis Intervention
Program.
 The Division of Police will collect and maintain all data and records necessary to
accurately evaluate its use of force, search and seizure practices, facilitate transparency,
and, as permitted by law, broad public access to information related to the Division of
Police. To fulfill the data analysis requirements of the Consent Decree, four information
technology positions will be added and additional software will be purchased. (Paragraph
257)

283
PROGRAM NAME:CONSENT DECREE ADDITIONAL PERSONNEL
OBJECTIVES: To account for the additional positions required by the Consent Decree in
the areas of Implementation Coordinator, Civilian Head of Internal Affairs,
and Crisis Intervention.
ACTIVITIES: Implementation Coordinator- Ensure that all data, documents and

records are maintained as provided in the Consent Agree and assist in
assigning implementation and compliance related tasks.
Civilian Head of Internal Affairs- Conduct objective, comprehensive, and

timely investigations of all internal allegations of officer misconduct.
Crisis Intervention- Develop and maintain partnerships with program

stakeholders, participate in and implement changes recommended by the
Advisory Committee, select candidates for designation of specialized CIT
officers, and create ways to honor and recognize Crisis Intervention staff
when appropriate.
PROGRAM NAME:INFORMATION TECHNOLOGY

OBJECTIVES: To ensure collection, tracking, and reporting of data related specific stops
outlined in the Consent Decree.
ACTIVITIES: Routine reporting, an annual assessment to the independent monitor,

development of a protocol to accurately analyze data collected, issue reports
summarizing data, and ensure transparency.
PROGRAM NAME:MONITOR
OBJECTIVES: To work with Cleveland Division of Police to achieve compliance with the
requirements of the Consent Decree.
ACTIVITIES: To fulfill the mandates of the Consent Decree, the independent monitor will
perform compliance reviews, conduct biennial surveys, evaluate outcome
measurements, develop a monitoring plan, provide recommendations, and
file written reports with the court every six months.
PROGRAM NAME:RECRUITMENT PLAN

OBJECTIVES: To revise the recruitment procedures and hiring to ensure that the Division
of Police attracts and hires a diverse group of qualified personnel.
ACTIVITIES: Develop and implement a recruitment policy and a strategic recruitment

plan that includes clear goals, objectives, and action steps for attracting
qualified applicants from a broad cross-section of the community.

284
PROGRAM NAME:TRAINING
OBJECTIVES: To train the Division of Police to reflect their commitment to procedural
justice, bias-free policing, community policing, and will install agency
expectations that officers police diligently, and have an understanding of
commitment to the constitutional rights they encounter.
ACTIVITIES: Develop and implement a written training plan for the Division of Police's
recruit academy, probationary field training, and in-service training to
ensure that recruits, and officers are trained to effectively and lawfully carry
out their duties in accordance with the policies of the Division of Police, the
requirements and goals of the Consent Decree, Ohio law, and the
Constitution and laws of the United States.

285
Expenditures
2020 2021 2022 2023
Salaries and Wages

Uniformed Personnel 363,236 253,908 105,588 372,767
Uniformed Overtime 18,592 458,677 398,559 230,000
Longevity 3,625 1,975 2,275 4,875
Overtime 2,084 2,533 66 4,000
Deferred Overtime Payments 2,172 — — —
$ 1,117,923 $ 1,191,550 $ 1,017,957 $ 1,224,120
Benefits
Prescription 18,870 16,746 19,237 36,862
Dental 4,003 3,390 2,794 8,502
Vision Care 636 628 526 1,296
Police & Firemens Disab & Pens 78,587 139,174 100,845 117,540
Fica-Medicare 15,981 17,095 14,508 17,511
Clothing Allowance 1,333 1,200 133 2,000
$ 287,056 $ 338,983 $ 317,996 $ 455,064
Travel $ 640 $ — $ 11,719 $ 18,850
$ 8,705 $ 4,565 $ 33,116 $ 56,400
Professional Services $ 577 $ 255,000 $ 15,784 $ 530,900
Advertising And Public Notice — 75 297 —
Program Promotion 1,870 2,503 4,386 22,780
Parking In City Facilities 660 660 660 —
Other Contractual 814,820 1,063,519 1,143,593 1,264,539
$ 817,927 $ 1,321,758 $ 1,164,721 $ 1,819,219

286
2020 2021 2022 2023

Computer Software $ 224,739 $ — $ — $ 10,900
Special Events Supplies 2,673 45 146 15,000
Just In Time Office Supplies — — — 6,500
$ 227,412 $ 45 $ 146 $ 32,400
Maintenance
$ 104,184 $ 375,713 $ 156,754 $ 587,000
Charges From Print & Repro 523 7,295 9,520 10,587
$ 5,529 $ 11,670 $ 12,269 $ 13,821
$ 2,568,736 $ 3,244,283 $ 2,702,958 $ 4,188,024
Revenues
2020 2021 2022 2023
Miscellaneous $ 8,122 $ 42,365 $ — $ —

$ 8,122 $ 42,365 $ — $ —

287


1 1 1 Special Assistant to the Mayor 31,200.00 133,803.08
1 0 0 Captain of Police 105,046.98 117,617.67
2 0 0 Sergeant of Police 77,938.60 87,411.66
4 1 1
PROFESSIONALS
1 1 1 Data Base Administrator 39,937.34 126,746.59
3 3 3
PROTECTIVE SERVICES
2 0 0 Patrol Officer I 67,619.00 75,345.72
2 0 0
NON EEO REPORTING

4 0 0 Data Analysis Coordinator 31,200.00 99,176.13
4 0 0
4 VACANT FULL TIME
5 VACANT UNIFORM
PART TIME
1 0 0 Executive Assist To The Mayor 50,795.81 204,022.08

General Fund Department of Public Works
288
DIVISION OF PUBLIC WORKS ADMINISTRATION
Frank Williams, Director
Division
Department
of Public Works
of Public
Administration
Works
Mission Statement
Provide a sustainable, proactive approach to service delivery and recreational activities, which
improves the quality of life for our residents and visitors. Provide consistent quality service,
clean neighborhoods and safe right of ways for pedestrians, motorists, and visitors that make
our city a better place to live, work and play. Operate and maintain clean, accessible, vibrant
public spaces for exploration, relaxation, and exercise, while connecting culturally diverse
venues of sports, entertainment, and educational experiences.
The Department of Public Works is responsible for planning, constructing, operating, and
maintaining all city-owned parks, playgrounds, recreation centers, golf courses, cemeteries,
Rockefeller Greenhouse, parking facilities, Markets, and the Cleveland Public Auditorium
and Stadium; operation of movable bridges and viaducts; maintenance and repair of all
streets and bridges including cleaning, snow removal and ice control, crack sealing and
maintenance of all streets and boulevards; maintenance of all traffic control devices,
determination and layout of all parking restrictions, design and placement of all traffic
markings, traffic signs and traffic control devices; collection and control of all solid waste and
recycling; purchase, repair and maintain the City's vehicle fleet. This Department also
coordinates the functions of its Divisions with other Departments and offices of the City, and
with Federal, State, County, and neighboring municipal agencies.
OBJECTIVES: Control and supervise all activities and personnel of the Office of
Administration; shall coordinate departmental support for the various
divisions of the Department of Public Works in the areas of personnel,
legislation, budgeting, purchasing, information technology and in such
additional areas as are determined to be necessary by the Director of Public
Works for the efficient operation of the Department; and shall perform such
other duties as may from time to time be required by ordinance or by the
Director of Public Works.
ACTIVITIES: Coordinate and enforce all personnel, budget and purchasing, legislation
and information technology policies and procedures. Enforce disciplinary
actions, prepare and monitor budget revenue and expenditures. Manage
technology projects and department specific software/hardware functions.
Prepare and process legislation for the Department.
OBJECTIVES: To provide successful management of all operational activities with the
Department of Public works.
ACTIVITIES: Coordinate the operations of the divisions of Motor Vehicle, Park

Maintenance, Parking Facilities, Property Management, Streets, Traffic
Engineering, and Waste Collection.

Department of Public Works General Fund
289
PROGRAM NAME:RECREATION AND SPECIAL EVENTS
OBJECTIVES: To coordinate and manage events within the City of Cleveland. To improve
community awareness of programs and activities provided by the
Department of Public Works. To provide recreation and leisure
opportunities at the City's recreation facilities for Cleveland area residents
of all ages. To provide a venue for meetings, trade shows and theatrical
events.
ACTIVITIES: Schedule vendor meetings as needed to ensure vendors have the required
information to carry out events. Establish event calendars and other
promotional literature to market department assets. Provide year round
recreation programming and activity. Provide efficient operation of the
Public Auditorium and the West Side Market.

290
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 15,150 15,475 12,425 13,500
Overtime — 8,745 3,959 —
$ 2,099,166 $ 1,919,853 $ 1,905,476 $ 2,212,328
Benefits
Prescription 75,716 68,366 63,395 83,126
Dental 19,182 17,010 15,945 22,055
Vision Care 2,991 2,934 2,496 3,544
Fica-Medicare 29,179 26,728 26,571 32,078
Life Insurance 1,410 1,317 1,247 1,780
Unemployment Compensation — 1,925 — —
Clothing Allowance 400 400 400 400
Clothing Maintenance 150 150 150 150
$ 803,879 $ 742,374 $ 741,170 $ 888,349
Professional Dues & Subscript $ — $ — $ 365 $ 2,000
$ — $ — $ 365 $ 2,000
Professional Services $ — $ 598 $ — $ 2,150
Insurance And Official Bonds — — — 250
Property Rental 166,347 166,347 166,347 166,347
Other Contractual — — 101,412 —
Credit Card Processing Fees — — — 2,000
$ 168,657 $ 169,176 $ 269,991 $ 176,527

291
2020 2021 2022 2023

Clothing — — — 1,200
Office Furniture & Equipment — — 7,502 17,804
Other Supplies — 5,842 3,474 200
Special Events Supplies — — 2,000 15,000
$ 1,813 $ 8,815 $ 17,034 $ 77,404
Charges From Central Storeroom 312 242 659 1,000
Charges From M.V.M. 2,588 3,133 10,841 10,110
$ 18,598 $ 23,384 $ 40,459 $ 43,865
Capital Outlay
Transfer To Capital Project $ — $ — $ 175,000 $ —
$ — $ — $ 175,000 $ —
$ 3,092,113 $ 2,863,603 $ 3,149,495 $ 3,400,473
Revenues
2020 2021 2022 2023

Licenses & Permits 300 — — —
Miscellaneous 46,715 137,829 18,097 20,000
$ 62,152 $ 174,259 $ 57,360 $ 90,000

292


1 1 1 Director of Public Works 50,795.81 204,022.08
1 0 0 Manager of Administration 40,314.82 143,541.17
1 0 0 Manager of Events 31,200.00 91,940.88
1 0 0 Public Auditorium Sales Manager 31,200.00 122,307.89
6 2 2
1 1 1 Chief Clerk 31,200.00 58,873.98
2 1 1
PROFESSIONALS
1 1 1 Assistant Manager of Marketing 31,200.00 86,215.32
1 1 1 Assistant Manager of Recreation 31,200.00 66,938.64
3 3 3 Budget Analyst 31,200.00 69,316.65
1 1 1 Payroll Specialist 31,200.00 69,316.65
2 0 0 Senior Personnel Assistant 31,200.00 69,316.65
28 24 24
TECHNICIANS
1 1 1 Accident & Safety Inspector 23.94 25.94
1 1 1 PC Technician 31,200.00 53,769.65
2 2 2
7 VACANT FULL TIME

293
DIVISION OF RECREATION
Samuel Gissentaner, Commissioner
Division of Recreation
Mission Statement
To provide recreation opportunities for Cleveland area residents of all age groups.
The Division of Recreation operates 21 recreation centers (includes an indoor roller rink,
outdoor roller and ice skating rink, and a residential camp), 1 arts center, 19 indoor pools, 22
outdoor pools, 2 football complex / one with a track, 1 baseball complex and permits 155 ball-
fields, (including 4 ball-field complexes). Each facility provides recreational opportunities for
all ages and interest groups. The involvement of neighborhood residents will continue to be a
priority via Friends of Recreation Councils that assist with programming and evaluation.
PROGRAM NAME:CAMPING
OBJECTIVES: To provide recreational opportunities for youth services involving camping
and other outdoor environmental activities.
ACTIVITIES: Operate a summer residential camp program for youth between the ages 9 to
13. Conduct a day camp program for seniors in conjunction with various
senior centers throughout the City of Cleveland. Conduct a holistic life
program for youth in Conjunction with Cleveland Public Schools.
PROGRAM NAME:CULTURAL ARTS

OBJECTIVES: To provide cultural arts to City residents.
ACTIVITIES: Organize programs in drama, dance, painting, drawing, cartoon arts,

ceramics and pottery.
PROGRAM NAME: FOOD SERVICE PROGRAM

OBJECTIVES: To supplement the dietary requirements of children.
ACTIVITIES: Provide free meals for City of Cleveland youth 18 years of age and under for
both after school and Summer meals.
PROGRAM NAME:ORGANIZED SPORTS

OBJECTIVES: To provide ongoing planning, development and coordination of a variety of
sports programs, both traditional and non-traditional.
ACTIVITIES: Promotes league play in basketball, baseball, softball, football, soccer etc.
PROGRAM NAME:RECREATION CENTERS

OBJECTIVES: To provide year around recreation programs and activities to City residents.
ACTIVITIES: Operate and maintain recreation centers. Develop and implement year
round activities for all ages.
PROGRAM NAME:SUMMER PROGRAMS

OBJECTIVES: To provide supplemental recreation activities to City residents during the
summer season.
ACTIVITIES: Conduct activities in pools, ball-fields, and in recreation centers.

294

Historic Data
Output Metric
2020 2021 2022
1 Admittances (# of visitors) 187,598 160,984 326,331
2 Organized Program Participation – Ran 43,089 22,403 33,856
by the City (# of participants)
3 Total Lifeguards 30 62 72


295
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 151,499 525,851 989,399 1,130,000
Part-Time Permanent 1,469,801 1,218,600 1,622,976 1,332,351
Injury Pay — 9,161 2,942 —
Longevity 30,900 31,550 28,625 39,900
Overtime 66,709 203,082 157,566 72,900
$ 6,448,355 $ 7,112,108 $ 7,373,118 $ 7,666,520
Benefits
Hospitalization $ 1,062,409 $ 1,044,581 $ 998,530 $ 1,203,157
Prescription 224,636 221,358 195,979 250,396
Dental 52,521 51,001 43,635 61,133
Vision Care 8,410 8,253 7,067 10,152
Public Employees Retire System 928,208 1,030,253 1,025,599 1,074,836
Fica-Medicare 88,249 98,031 102,101 108,182
Life Insurance 5,402 5,291 5,002 6,321
Clothing Allowance 400 4,500 4,700 400
Clothing Maintenance 1,500 1,950 — 150
$ 2,489,095 $ 2,596,428 $ 2,561,066 $ 2,870,727
Travel $ 93,984 $ 20,188 $ 40,231 $ 100,000
Tuition & Registration Fees 1,155 93,768 — 570
$ 95,139 $ 113,956 $ 40,231 $ 100,930
Utilities
Gas 132,766 149,777 205,988 234,459
Electricity - Cpp 915,765 1,072,312 1,155,086 1,245,709
Contractual Utilities 32,096 24,851 33,170 99,000
$ 1,389,635 $ 1,607,104 $ 2,065,119 $ 2,206,856

296
2020 2021 2022 2023
Mileage (Private Auto) 10 — 7,638 9,000
Waste Disposal Fee - Ohio EPA — 681 — —
Taxes — — 2,008 —
Bank Service Fees (125) (427) — —
$ 1,835,428 $ 2,082,483 $ 2,199,308 $ 2,224,480
Chemical $ 3,637 $ 81,463 $ 110,902 $ 150,000
Clothing 5,428 10,546 6,863 8,835
Small Equipment 1,996 3,946 3,808 8,000
Electrical Supplies — 1,184 — 2,250
Aquatics (Pool) Supplies 9,029 19,687 999 17,000
Playground Equipment And Suppl — 2,201 — 15,000
Medical Supplies 86 — 959 1,350
Food 14,378 11,967 27,098 25,000
Other Supplies 2,619 15,325 5,593 12,300
Arts & Crafts Supplies 35,880 33,204 39,522 35,000
Sporting Goods Supplies 11,282 97,299 66,382 75,000
$ 88,954 $ 283,413 $ 269,152 $ 361,635
Maintenance
Maintenance Machinery & Tools 4,917 5,020 3,450 8,000
Maintenance Fire Apparatus 5,396 4,950 6,330 7,000
Repair Parts 12,670 26,245 — 50,000
Car Washes 630 180 — 450
Maintenance Building 300 750 720 —
$ 38,121 $ 43,067 $ 23,371 $ 73,050
Charges From W.P.C. — 432 664 —

297
2020 2021 2022 2023

Charges From M.V.M. 169,304 157,793 209,176 195,000
$ 433,056 $ 341,037 $ 370,569 $ 386,656
$ 12,817,782 $ 14,179,597 $ 14,901,933 $ 15,890,854
Revenues
2020 2021 2022 2023
Grant Revenue $ — $ 15,000 $ — $ —

Licenses & Permits 1,000 — 20 —
Miscellaneous 66,667 426,932 54,589 9,000
$ 67,667 $ 441,932 $ 54,609 $ 9,000


1 0 0 Assistant Commissioner of Recreation 31,200.00 101,308.95
1 1 1 Commissioner of Recreation 42,758.15 173,874.06
1 2 2 Deputy Commissioner of Recreation 31,200.00 97,137.68
6 6 6 Manager of Recreation 40,000.00 91,940.88
9 9 9
22 12 12 Junior Clerk 24.21 25.18
2 2 2 Secretary 15.61 20.52
25 15 15
PROFESSIONALS
4 3 3 Assistant Manager of Recreation 31,200.00 66,938.64
23 22 22 Recreation Center Manager 32,500.00 84,486.93
30 28 28

298


1 1 1 Real Estate Maintenance Man 19.88 21.88
1 1 1
TECHNICIAN
20 12 12 Physical Director 15.00 22.38
53 34 34 Recreation Instructor II 17.51 18.57
1 0 0 Recreation Instructor III 17.51 18.57
74 46 46
31 VACANT FULL TIME
43 VACANT PART TIME

243 VACANT SEASONAL

263 20 263 TOTAL SEASONAL*

299
DIVISION OF PARKING FACILITIES
Kim Johnson, Commissioner
Division of Parking Facilities
Mission Statement
To provide adequate Off-Street parking throughout the downtown area and to enforce the On-
Street parking throughout the City of Cleveland.
PROGRAM NAME:ON-STREET
OBJECTIVES: To provide for the on-street parking needs of the City of Cleveland.
ACTIVITIES: Enforce parking regulations. Repair and maintain the current parking
meters. Evaluate the parking needs of the City of Cleveland. Compile and
maintain accurate records pertaining to parking meter repairs. Propose
regulations that will provide rapid curb turnover as well as increase the
supply of available on-street parking areas.
PROGRAM NAME:OFF-STREET
OBJECTIVES: To provide off-street parking within the City of Cleveland
ACTIVITIES: Continue to improve operations. Manage all Community Development

properties not being developed but currently being operated as public
parking lots, until such time as development becomes feasible. Oversee and
monitor parking at the Gateway Garages.
Historic Data
Output Metric
2020 2021 2022
1 Willard Garage Revenue $1,206,329 $1,407,018 $1,614,607
2 Gateway East Garage Revenue $1,030,833 $1,496,125 $1,968,625
3 Municipal Lot Revenue $435,280 $567,221 $477,582
4 Meter Collection Revenue $565,868 $736,698 $869,897
5 West Side Market Parking Lots Revenue $211,214 $226,627 $440,753

300
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 6,325 5,850 5,775 6,350
Overtime 522 — — 5,000
$ 568,890 $ 536,450 $ 481,340 $ 557,489
Benefits
Prescription 35,996 32,222 31,979 36,378
Dental 9,199 8,006 7,266 8,868
Vision Care 1,409 1,364 1,152 1,504
Fica-Medicare 7,885 7,442 6,593 8,132
$ 327,525 $ 306,827 $ 314,620 $ 329,276
Charges From M.V.M. 42,652 62,601 45,615 58,500
$ 66,656 $ 100,139 $ 71,292 $ 103,024
$ 963,071 $ 943,416 $ 867,251 $ 989,789
Revenues
2020 2021 2022 2023
Miscellaneous $ 6,422 $ 36,667 $ — $ —

$ 6,422 $ 36,667 $ — $ —

301

PROFESSIONALS
2 2 2 Supervisor of Parking Enforcement 31,200.00 44,904.32
2 2 2

11 9 9 Parking Enforcement Officer 17.51 17.86
11 9 9
TECHNICIANS
1 1 1 Parking Meter Foreman 31,200.00 49,695.93
1 1 1 Parking Meter Serviceman 19.13 19.94
2 2 2
1 VACANT FULL TIME

302
DIVISION OF PROPERTY MANAGEMENT
Thomas A. Nagel, Commissioner
Division of Property Management
Mission Statement
Provide the City of Cleveland’s various general fund and selected enterprise units a facilities
maintenance service to propagate clean, safe and energy efficient facilities
PROGRAM NAME:BUILDING OPERATIONS & MAINTENANCE

OBJECTIVES: To provide equipment operators and repair technicians for building HVAC,
emergency systems and equipment, power distribution, lighting, and other
functions necessary to operate a public facility.
ACTIVITIES: Operate chillers, boilers, and fans. Maintain comfortable building interior
temperatures throughout the various seasons. Maintain emergency systems
in readiness and keep operational during actual emergencies. Perform the
various maintenance and repair functions needed to keep a public facility
operational.
PROGRAM NAME:CAPITAL REPAIRS & IMPROVEMENTS

OBJECTIVES: To provide in-house labor for emergency repairs and planned improvements
to City buildings infrastructures.
ACTIVITIES: Repair, replace and/or add large mechanical, electrical, and plumbing
systems and equipment. Perform related duties upon doors, windows, roofs,
walls, ceilings, sidewalks, driveways, sewers and landscape irrigation
systems. Remodel interior spaces to accommodate changes in use of the
facility or changes to existing operations.
PROGRAM NAME:FACILITIES SECURITY

OBJECTIVES: Provide point of entry security at City Hall and Hough Multi Purpose
buildings.
ACTIVITIES: Assign Guards to these buildings during operating hours for the purpose of
public safety while visiting the facility. Maintain electronic surveillance
systems, security and burglar monitoring systems.
PROGRAM NAME:HOUSEKEEPING SERVICES

OBJECTIVES: To provide for routine and daily cleaning of selected facilities throughout the
city.
ACTIVITIES: Assign Custodial personnel at facilities in need of daily cleaning due to

heavy use by the general public and/or employees. Provide roving cleaning
crews weekly to facilities that do not have a heavy usage pattern. Facilitate
the timely removal of trash from buildings and provide preventive pest
control.

303

Historic Data
Output Metric
2020 2021 2022
1 Service Requests, Received/Completed N/A N/A 1,670 /
1,034
2 Work Orders, Issued/Completed N/A N/A 1,551 /
1,308
3 Capital Maintenance Number Contracts N/A N/A 6 /
/ Money Utilized $1,715,187
4 Staffing % of Budgeted N/A N/A 92%


304
Expenditures
2020 2021 2022 2023
Salaries and Wages

Injury Pay — — 12,813 —
Longevity 23,875 24,100 25,525 29,075
Overtime 160,128 346,639 444,083 184,979
$ 4,200,622 $ 4,454,529 $ 4,841,255 $ 4,767,709
Benefits
Prescription 166,240 149,036 159,399 158,120
Dental 40,655 37,139 36,424 39,312
Vision Care 6,166 6,138 5,667 6,580
Fica-Medicare 58,280 61,225 67,278 66,056
Life Insurance 3,066 2,956 3,064 3,795
Unemployment Compensation 3,777 1,523 513 2,000
Tool Insurance 1,200 800 1,000 —
$ 1,704,589 $ 1,661,436 $ 1,715,429 $ 1,784,304
Tuition & Registration Fees $ — $ — $ — $ 10,000
Professional Dues & Subscript 72 — 68 650
$ 72 $ — $ 68 $ 10,650
Utilities
Gas 8,769 9,293 13,095 19,256
Electricity - Cpp 470,896 503,529 515,707 672,896
Steam 941,013 773,851 1,245,862 1,036,462
$ 1,440,096 $ 1,311,482 $ 1,822,475 $ 1,778,410
Mileage (Private Auto) — — 739 —

305
2020 2021 2022 2023
Security Services 72,112 31,056 67,141 75,000

$ 75,034 $ 46,278 $ 82,209 $ 88,099
Chemical $ 25,478 $ 9,000 $ 25,032 $ 4,500
Clothing 7,150 12,850 19,824 6,000
Hardware & Small Tools — 10,000 — 1,000
Electrical Supplies 14,906 30,000 30,000 35,000
Painting Equipment & Supplies 2,500 3,302 3,100 —
Heating And Air Filters 2,750 11,000 20,000 5,000
Medical Supplies 2,984 — — 800
Other Supplies 1,171 965 1,327 —
Safety Equipment 13,781 3,144 — 30,000
Building Maintenance Supplies 2,157 24,163 3,999 10,000
$ 235,962 $ 170,597 $ 217,337 $ 254,050
Maintenance
Maintenance Contracts $ — $ 40,000 $ — $ 2,500
Maintenance Fire Apparatus 1,691 — 72,673 63,581
Repair Parts — 2,495 — —
$ 43,874 $ 142,738 $ 176,155 $ 176,598
Charges From Water — — — 450
Charges From W.P.C. — — — 900
Charges From M.V.M. 128,711 130,944 161,480 150,530
$ 193,203 $ 207,439 $ 225,559 $ 236,665
$ 7,893,451 $ 7,994,500 $ 9,080,487 $ 9,096,485

306
Revenues
2020 2021 2022 2023

Miscellaneous 57,563 1,278,097 65,161 1,300,000
$ 138,941 $ 1,355,355 $ 138,634 $ 1,377,248


1 1 1 Commissioner of Property Management 45,201.46 172,574.85
1 1 1 Manager of General Maintenance 31,200.00 91,940.88
2 2 2
1 1 1
PROFESSIONALS
2 1 1 Assistant Custodian 31,200.00 57,067.41
5 5 5 Building Stationary Engineer 22.14 35.14
8 7 7

2 2 2 Custodial Worker Supervisor 22.04 24.04
1 1 1 Custodian 31,200.00 83,376.71
3 3 3 Guard 19.47 20.18
1 1 1 Mechanical Handyman 19.61 21.61
13 12 12 Municipal Service Laborer 18.82 20.82
44 40 40
SKILLED CRAFT
2 2 2 Carpenter 45.20 56.50
1 1 1 Carpenter Unit Leader 46.45 57.75
1 1 1 Cement Finisher 44.60 55.75

307

1 1 1 Chief Building Stationary Engineer 23.67 36.67

4 2 2 Electrical Worker 50.90 63.63
3 3 3 Painter 36.85 46.06
1 1 1 Plasterer 39.73 49.66
5 5 5 Plumber 52.38 65.47
1 1 1 Plumber Foreman 53.63 66.72
1 1 1 Roofer 45.68 57.10
1 1 1 Sheetmetal Worker 55.84 69.80
21 19 19
2 VACANT FULL TIME

308
DIVISION OF PARK MAINTENANCE & PROPERTIES
Anthony W. Scott, Commissioner
Division of Park Maintenance & Properties
Mission Statement
To provide the City and its neighborhoods with safe and well-maintained parks, trees, gardens,
vacant properties and cemeteries.
PROGRAM NAME:CEMETERY MAINTENANCE & SERVICES

OBJECTIVES: To provide for burials and maintenance to Cleveland’s Cemetery properties.
ACTIVITIES: Maintain grounds. Provide burial services.
PROGRAM NAME:FIELD MAINTENANCE

OBJECTIVES: To maintain athletic fields and other grounds.
ACTIVITIES: To drag and line ball diamonds to maintain athletic recreational fields and
properties.
PROGRAM NAME:HORTICULTURE, MALL, AND CULTURAL GARDENS

OBJECTIVES: To operate the City Greenhouse.
ACTIVITIES: Develop and maintain an awareness and appreciation of natural foliage in

formal gardens and park areas. Propagate plant material for seasonal
displays. Plant and maintain formal gardens, plazas, malls, and other
formal park areas.
PROGRAM NAME:VACANT PROPERTY CUTTING AND CLEANING

OBJECTIVES: To keep vacant properties within the City aesthetically pleasing and to
eliminate health and safety hazards.
ACTIVITIES: Cut weeds and remove debris from vacant properties.
PROGRAM NAME:PARKS GROUND MAINTENANCE

OBJECTIVES: To provide pleasant and attractive public areas.
ACTIVITIES: Cut grass, seed, edge, prune trees and underbrush, mulch, remove debris,
etc.
PROGRAM NAME:SNOW REMOVAL

OBJECTIVES: To provide access around City Hall, Public Square and quadrants, Malls A,
B and C, and other City facilities as directed
ACTIVITIES: Remove snow from around recreation centers, sidewalks, parking lots,
walkways, bus stops and fire hydrants on City property.
PROGRAM NAME:URBAN FORESTRY

OBJECTIVES: To provide a safe and low risk urban forest while striving to preserve its
natural beauty.
ACTIVITIES: Remove dead and hazardous trees. Prevent unsafe conditions relating to
tree growth. Trim trees for clearance of streetlights, traffic signals and

309
signs, pedestrian and vehicular traffic, as well as building clearance.
Remove overgrown tree roots that cause raised sidewalks, and overgrown
tree lawns. Provide public information regarding the care of trees to
concerned citizens.
PROGRAM NAME:VEHICLE AND EQUIPMENT REPAIR

OBJECTIVES: To provide mechanical services to off road equipment and vehicles (first
echelon maintenance).
ACTIVITIES: Repair mowers, tractors, trimmers, turf vacs, leaf blowers, weed eaters,
chain saws, mounted equipment, and assorted hand held equipment.
PROGRAM NAME:WAREHOUSE / OPERATIONS HEADQUARTERS

OBJECTIVES: To provide and accurately define the duties and assignments of personnel in
order to provide maximum service levels and to provide adequate storage
and maintenance of tools and equipment.
ACTIVITIES: Planning research reports and deliveries. Maintain the warehouse and its
grounds.
Park Maintenance

Historic Data
Output Metric
2020 2021 2022
1 Trees pruned ‐ 3,433 2,105
2 New trees planted ‐ 1,246 350
3 Stumps grinded ‐ 338 162
4 Vacant lots serviced ‐ ‐ 27,039
5 Vacant structures serviced ‐ 2,550 3,555
6 Illegal dump sites serviced (Winter) ‐ 233 110
Cemeteries

Historic Data
Output Metric
2020 2021 2022
1 Internments Performed 1,374 1,511 1,316
2 Headstones Set 561 1,005 1,004
3 Service Requests Completed 958 1,673 1,158


310
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 1,707,819 1,957,048 1,697,852 1,817,320
Longevity 37,775 36,250 36,950 44,150
Wage Settlements 7,487 11 351 —
Bonus Incentive 800 500 13,500 —
Overtime 149,307 204,447 611,656 123,930
$ 7,144,432 $ 7,799,953 $ 7,343,029 $ 7,392,303
Benefits
Prescription 260,721 267,629 251,761 264,942
Dental 59,557 59,968 51,704 64,122
Vision Care 9,148 9,958 8,311 10,684
Fica-Medicare 99,734 108,900 101,997 105,822
Life Insurance 4,787 4,836 4,329 5,734
Tool Insurance 5,000 5,000 5,000 5,000
$ 3,047,286 $ 3,122,832 $ 3,334,246 $ 3,648,121
Travel $ 645 $ — $ — $ —
$ 715 $ 70 $ 175 $ 25,000
Utilities
Gas 28,405 27,179 31,962 49,322
Electricity - Cpp 456,921 492,223 470,775 633,782
Steam 12,273 11,210 12,515 14,320
Security & Monitoring System — 763 3,081 4,108
$ 573,496 $ 616,877 $ 652,655 $ 831,700
Professional Services $ 92,769 $ — $ 20,517 $ 12,176
Waste Disposal 225 610 4,010 1,350

311
2020 2021 2022 2023
Medical Services — — — 1,349

Program Promotion — — 440 —
Parking In City Facilities 605 1,163 1,328 1,360
Property Rental 43,676 43,676 43,676 43,676
County Aud & Treas Coll Fee — 12,760 12,015 —
$ 2,465,909 $ 2,415,898 $ 2,620,605 $ 3,638,999
Chemical $ — $ — $ — $ 927
Salt & De-Icer — — — 7,200
Auto & Light Truck Parts 5,000 — — —
Hardware & Small Tools 14,452 900 11,807 10,000
Seed, Fertilizer & Herbicide — 4,911 252 13,000
Small Equipment 21,738 14,238 22,306 24,500
Office Furniture & Equipment — 6,986 — —
Fence, Posts & Bars 3,000 — — 15,000
Clay, Soil & Turf 16,057 9,118 6,970 10,000
Playground Equipment And Suppl 37,643 28,009 26,608 40,857
Lumber, Glass, And Drywall 5,000 3,000 4,585 10,000
Other Supplies 22,866 28,892 23,810 23,500
Sporting Goods Supplies 7,832 2,085 3,825 5,000
Greenhouse Maintenance Suppl 42,280 43,830 37,515 39,000
Misc Maintenance Supplies 39,877 8,145 1,200 15,500
$ 256,512 $ 215,621 $ 188,414 $ 273,437
Maintenance
Computer Software Maintenance — — — 4,500
Repair Parts 256,994 270,000 284,690 270,000
Maintenance Building — 197 — —
$ 261,440 $ 271,772 $ 293,674 $ 283,770
Judgments, Damages, & Claims $ 1,750 $ 100,000 $ — $ 6,500
Other Refunds & Adjustments — 89 — —
$ 1,750 $ 100,089 $ — $ 6,500

312
2020 2021 2022 2023

Charges From W.P.C. 12,199 2,783 66 4,058
Charges From M.V.M. 2,273,410 2,306,382 2,871,794 2,678,000
$ 2,716,566 $ 2,770,513 $ 3,215,365 $ 3,380,878
$ 16,468,106 $ 17,313,623 $ 17,648,163 $ 19,480,708
Revenues
2020 2021 2022 2023

Licenses & Permits — 7 — —
Miscellaneous 81,568 406,099 26,191 61,880
$ 1,501,665 $ 1,783,609 $ 1,416,880 $ 1,378,967


1 1 1 Commissioner of Park Maint. & Properties 42,758.15 173,874.06
1 1 1 Deputy Commissioner of Park Maint. & Properties 31,200.00 122,307.89
3 3 3 Manager of Urban Forestry 31,200.00 87,261.17
5 5 5
5 4 4 Field Operations Forester 32,445.00 71,298.16
1 1 1 Senior Clerk 15.61 19.25
1 0 0 Storekeeper 19.33 24.09
8 6 6

313

PROFESSIONALS
4 3 3

3 2 2 Gardener 20.97 22.97
12 12 12 Ground Maintenance Foreman 23.78 25.78
13 10 10 Ground Maintenance Truck Driver II 22.22 22.66
2 2 2 Horticulturist Maintenance Foreman 26.58 28.58
39 31 31 Real Estate Maintenance Worker 19.88 21.88
69 57 57
SKILLED CRAFT
10 6 6 Arborist I 20.97 22.97
11 10 10 Arborist II 24.13 26.13
5 4 4 Automobile Repair Worker 18.25 24.57
26 20 20
14 VACANT FULL TIME
359 VACANT SEASONAL


314
DIVISION OF WASTE COLLECTION AND DISPOSAL
Terrell H. Pruitt, Commissioner
Division of Waste Collection and Disposal
Mission Statement
To reduce public health hazards resulting from refuse dumping in City of Cleveland
neighborhoods by providing collection and appropriate disposal of residential, commercial,
recyclables and city owned public Street waste receptacles for the citizens of the City of
Cleveland. The division of Waste Collection and Disposal division is committed to providing an
efficient collection and disposal service. The City currently provides service to approximately
152,000 dwelling units on a weekly basis. The waste collection process includes residential
waste, recycling, bulk items, tires, receptacles, and dead animal collection.
In 2016 the City completed the delivery of roll-carts for automated collection service. This
service was first born as a Pilot Program that begun in 2008 and started with 15,000
Cleveland residents.
The new system was implemented to encourage curbside recycling and increase efficiency.
City residents received a black roll-cart for trash and a blue recycling for recycling that can
be wheeled to the curb for collection. The new program is now City wide.
The City of Cleveland annually disposes of approximately 230,000 tons of municipal solid
waste from residential collection. The majority of the municipal solid waste is processed at
the City's Ridge Road Transfer Station, where it is then loaded onto contracted trailers and
then shipped to a landfill. The transfer station has a Capacity of 3,000 tons per day. All
construction and demolition debris is disposed of via the use of privately owned landfills, and
Transfer Stations, or Processing Facilities. The City owned transfer station also accepts
waste from local private haulers for a fee.
In addition to providing residential waste collection service, the Division of Waste Collection
also offers alternative disposal via the Commercial waste and recycling Collection service
program. The Commercial Collection service provides both permanent and temporary
dumpster rental services to city residents, local businesses and City facilities, located within
the Cleveland area. Our commercial waste and recycling services are offered at a competitive
rate.
If the City had to close the Ridge Road Transfer Station, the current final closure, post-
closure, and/or corrective measures cost estimates and any other environmental obligations
would cost the City $111,812 and would be paid for by the Waste Collection and Disposal
operating budget.
PROGRAM NAME:RESIDENTIAL COLLECTIONS/CURBSIDE RECYCLING

OBJECTIVES: To remove commingled recyclable commodities from the City's waste stream
and to reduce the loss of re-usable resources going into the landfills.
ACTIVITIES: Provide weekly collection of solid waste and recyclables, conduct on-site
inspections concerning appearance of areas served, provide bulk by
appointment and once a month collection of bulk items.
PROGRAM NAME:WASTE DISPOSAL/COMMODITY PROCESSING

OBJECTIVES: Recycling collected at curbside is taken to the City transfer station and
loaded into transfer trailers and sent to the Cities contracted processor to

315
remove solid waste and to prepare recyclable commodities for marketing (i.e.
soft/bale).
ACTIVITIES: Transfer operations, once the municipal solid waste and recycling is
delivered to the transferred the trash is sent to the landfill and the recycling
is sent to our processor where they sort and market the materials. The
Transfer station also provides drop-off sites for residential tires and
recycling.
PROGRAM NAME:ANCILLARY SERVICES

OBJECTIVES: To improve the appearance of the City and contribute to the revitalization
efforts being made in Downtown Cleveland.
ACTIVITIES: Provides roll-off boxes for clean ups and special events in neighborhoods and
downtown. The Ancillary Division also provides waste collection to the West
Side Market, downtown streets and parks and all municipal buildings as
well as repair, replace and service outdoor waste receptacles. The Ancillary
Division also provides waste container rental through commercial waste
collection service, provide distribution and maintenance of roll carts as well
as collection of dead animal, document shedding, staffing of the electronics
and household hazardous waste drop-off sites. Our Ancillary Division also
preforms annual inspection on all private haulers equipment operating
within the City of Cleveland.

Historic Data
Output Metric
2020 2021 2022
1 Weekly Average Number of Collection N/A N/A 330,000
Stops
2 Daily Average Waste Collector N/A N/A 93
Attendance
3 Daily Average Waste Collections Driver N/A N/A 74
Attendance
4 Daily Average Truck Availability N/A N/A 64


316
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 745,821 898,352 730,403 850,000
Injury Pay — 2,444 — —
Student Trainees 2,114 — — —
Longevity 54,275 52,825 59,025 73,150
Wage Settlements 792 30,805 — —
Bonus Incentive 500 — 6,000 —
Overtime 1,236,015 1,386,269 1,601,931 1,200,000
$ 10,971,005 $ 11,788,524 $ 11,950,686 $ 12,299,652
Benefits
Prescription 435,629 417,082 414,027 461,844
Dental 107,941 100,393 94,607 114,277
Vision Care 16,542 16,792 15,650 19,872
Fica-Medicare 152,758 165,613 167,308 178,289
Workers' Compensation 101,397 901,381 1,116,267 697,540
Life Insurance 8,950 8,695 8,595 11,153
$ 4,647,159 $ 5,348,501 $ 5,783,276 $ 5,598,855
Travel $ — $ — $ 537 $ 8,000
Tuition & Registration Fees 150 — 192 1,000
Mileage (Priv Auto) Trng Prps — — — 90
Professional Dues & Subscript — — 669 270
$ 150 $ — $ 1,398 $ 9,360
Utilities
Gas 55,687 59,261 83,069 78,613
Electricity - Cpp 242,442 198,945 194,684 371,315
$ 373,508 $ 349,356 $ 453,823 $ 619,981

317
2020 2021 2022 2023
Referee Services — — — 250
Waste Disposal 7,970,744 10,764,900 9,189,867 9,432,833
Security Services — — — 1,024
Janitorial Services — 30,907 11,500 2,060
Waste Disposal Fee - Ohio EPA 1,567,579 1,577,093 1,328,991 1,721,990
Advertising And Public Notice 5,000 — 100,000 100,000
Program Promotion — 42,230 1,507 —
Parking In City Facilities — 55 715 1,100
Transfer Station 55,728 — — 111,812
Special Assessment 1,193 199 65 4,000
$ 9,800,261 $ 13,133,496 $ 11,166,703 $ 12,086,349
Postage — 530 — 10,000
Computer Supplies — — — 800
Computer Software — — 174 —
Hardware & Small Tools — — — 2,000
Fence, Posts & Bars — — — 1,000
Other Supplies 25,641 35 11,908 12,500
Safety Equipment 1,848 9,799 — 4,678
$ 47,986 $ 26,339 $ 25,182 $ 39,478
Maintenance
Maintenance Misc. Equipment $ 13,126 $ — $ 29,880 $ 25,000
Repair Of Overhead Doors — 15,000 23,009 5,000
$ 24,132 $ 42,839 $ 56,068 $ 45,000
Judgments, Damages, & Claims $ — $ 3,210 $ — $ 8,000
$ — $ 3,210 $ — $ 8,000

318
2020 2021 2022 2023
Charges From W.P.C. 4,609 4,119 7,272 8,300

Charges From Central Storeroom 324 293 2,737 3,612
Charges From M.V.M. 4,221,300 4,926,748 5,723,468 5,335,331
$ 4,408,014 $ 5,229,815 $ 6,093,678 $ 5,816,948
$ 30,272,215 $ 35,922,081 $ 35,530,813 $ 36,523,623
Revenues
2020 2021 2022 2023

Grant Revenue — 1,277 10,000 —
Miscellaneous 102,759 619,648 201 500
$ 14,389,927 $ 15,481,514 $ 13,469,749 $ 14,958,938


5 5 5 Asst. Superintendent of Waste Collection 29.96 31.96
1 1 1 Commissioner of Waste Collection & Disposal 40,314.82 155,504.25
1 1 1 CD Executive Assistant 31,200.00 76,596.79
7 7 7
1 0 0 Senior Clerk 15.61 19.25
2 2 2
PROFESSIONALS
3 2 2
SKILLED CRAFT
2 2 2 Construction Equipment Operator Group B 48.30 60.38
2 2 2

319


1 1 1 Labor Foreman 23.77 25.77
4 5 5 Transfer Station Attendant 25.05 27.05
99 75 75 Waste Collection Driver 23.04 23.50
10 10 10 Waste Collection Foreman 23.77 25.77
5 4 4 Waste Collection Foreman I 26.01 28.01
97 82 82 Waste Collector 18.82 21.32
218 179 179
TECHNICIANS
2 2 2 Radio Operator 21.49 23.49
2 2 2
23 VACANT FULL TIME
12 VACANT SEASONAL
1 VACANT PART TIME


320
DIVISION OF TRAFFIC ENGINEERING
Robert Mavec, Commissioner
Division of Traffic Engineering
Mission Statement
Maintain and upgrade all Traffic Control Devices within the City of Cleveland
The Division of Traffic Engineering is charged with the planning and geometric design of
streets, highways, and abutting lands - particularly as related to safe and efficient traffic
operation.
The Division is responsible for the erection and maintenance of all traffic control devices;
preparation of drawings, standards and specifications; the determination and layout of
parking restrictions; and the design and placement of pavement markings, traffic signs and
traffic control devices.
PROGRAM NAME:FADED SIGN PROGRAM

OBJECTIVES: Replace missing and badly faded signs.
ACTIVITIES: Check old records against what is currently installed to verify correctness,
also replace any faded or missing signs within the area.
PROGRAM NAME:LED SIGNAL LAMP PROGRAM

OBJECTIVES: Save on energy costs and provide a much more reliable signal lamp.
ACTIVITIES: Replace entire intersection s with the 7-year LED signal lamps whereas the
current incandescent bulb life ids about 6-months.
PROGRAM NAME:PAVEMENT MARKINGS

OBJECTIVES: Ensure that all pavement markings are clear and visible.
ACTIVITIES: The Division paints all pavement markings once a year during the Spring,
Summer, and Fall months. The Division is responsible for over 5,000
crosswalks, 5,000 stop bars, 4,300 pavement arrows, and 630 miles of lane
lines.
PROGRAM NAME:TRAFFIC SIGNALIZATION PROGRAM

OBJECTIVES: Maintain and upgrade all traffic signals within the City of Cleveland.
ACTIVITIES: Upgrade signal corridors throughout the City of Cleveland. Also replace old
mechanical signal controllers with new Solid State traffic controllers that
are more reliable and have the ability to adjust with changing traffic
patterns.

321

Historic Data
Output Metric
2020 2021 2022
1 Miles of Lane Line Painted 345 333 342
2 Crosswalks Painted 4,211 3,671 3,448
3 Sign Replace Install 8,230 7,291 5,995
4 Signal Upgrades 22 26 14


322
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 9,825 11,525 10,400 11,475
Overtime 76,570 88,570 85,965 93,000
$ 2,003,619 $ 2,105,695 $ 1,915,736 $ 2,038,104
Benefits
Prescription 82,121 80,563 75,510 89,712
Dental 21,081 20,293 18,452 23,223
Vision Care 2,715 2,655 2,374 3,144
Fica-Medicare 26,782 27,992 25,241 25,045
Life Insurance 1,362 1,314 1,225 1,646
Unemployment Compensation — — 2,650 2,453
$ 870,347 $ 887,039 $ 873,874 $ 1,018,095
Utilities
Gas 3,392 3,782 5,473 5,993
Electricity - Cpp 209,191 223,124 204,509 240,400
$ 559,837 $ 427,568 $ 520,626 $ 623,077
$ 32,952 $ 9,264 $ 59,328 $ 56,700
Clothing $ — $ — $ — $ 1,500
Hardware & Small Tools 2,354 — 2,490 10,000
Electrical Supplies 12,944 198 — 1,000
Hygiene And Cleaning Supplies — — 702 500
Other Supplies 81,712 91,494 67,949 83,300

323
2020 2021 2022 2023
Just In Time Office Supplies — 804 399 1,000

$ 97,010 $ 92,495 $ 71,540 $ 97,300
Charges From Light And Power 2,748 4,008 — —
Charges From M.V.M. 115,312 130,738 192,158 180,000
$ 147,125 $ 179,310 $ 231,392 $ 233,060
$ 3,710,891 $ 3,701,371 $ 3,672,497 $ 4,066,336
Revenues
2020 2021 2022 2023
Charges For Services $ — $ 1,153 $ 4,752 $ 2,000

Miscellaneous 49,174 124,012 4,967 30,500
$ 56,674 $ 132,065 $ 15,619 $ 38,500

324


1 1 1 Commissioner of Traffic Engineering 42,758.15 149,845.53
1 1 1
1 1 1
PROFESSIONALS
1 1 1 Engineer 22.78 40.37
2 2 3
SKILLED CRAFT
7 8 8 Low Tension Lineman 32.02 33.29
1 1 1 Sign Painter 37.10 37.84
1 1 1 Sign Painter Unit Leader 39.94 40.74
9 10 10

1 0 0 Line Helper Driver 22.03 28.97
3 2 2 Traffic Sign Process Operator 29.12 29.70
10 8 8 Traffic Sign & Marking Technician 19.23 20.52
14 10 10
TECHNICIANS
1 1 1 Chief of Traffic Signal Unit 31,200.00 99,526.95
2 2 2 Traffic Sign & Marking Supervisor 29.07 29.66
1 1 1 Traffic Signal Control Technician 37.91 39.32
4 4 4
1 VACANT FULL TIME

Department of Community Development General Fund
325
COMMUNITY DEVELOPMENT DIRECTOR'S OFFICE
Alyssa Hernandez, Director
Community
DepartmentDevelopment
of Community
Director's
Development
Office
Louise V. Jackson, Commissioner, Division of Neighborhood Services
PROGRAM NAME:CONSUMER AFFAIRS

OBJECTIVE: To provide relief from fraudulent, unfair, deceptive, and unconscionable
business practices, by monitoring and enforcing the Cleveland Consumer
Protection Code, Fair Housing Codes, and Community Reinvestment Act as
well as State and Federal Consumer Protection laws.
ACTIVITIES: Consumer Affairs enforces Cleveland's 1972 Consumer Protection Code, as

well as educates the public regarding scams and fraudulent business
practices. It works with the media, holds public neighborhood forums, and
works cooperatively with private and governmental consumer agencies. It
interacts with various levels of government to impact key consumer issues,
ranging from Public Utilities Commission of Ohio (PUCO) rate matters to
banking practices. This office may subpoena witnesses and hold hearings to
determine whether a vendor has engaged in unfair practices with a
Cleveland consumer. Along with field work, this may result in prosecution.
PROGRAM NAME:EXTERIOR PAINT PROGRAM

OBJECTIVE: This Paint Program provides a valuable incentive to homeowners and
tenants to maintain the exterior of their home and aid in reducing lead
based paint hazards. To be eligible, an applicant must be a City resident and
live in a one or two family structure that is being painted, and meet the
program income guidelines.
ACTIVITIES: The Program provides grants of up to $1500 for reimbursement of exterior

paint and paint supplies for owner occupants and up to $750 for tenants.
The grant will not exceed the cost of the exterior paint and supplies. The
entire property must be painted to qualify for the reimbursement. Lead
regulations must be followed when houses are painted. To ensure
compliance, a pre-inspection is conducted to verify that the property needs to
be painted and that safe work practices will be followed. A certified Risk
Assessor or Clearance Technician must do the final clearance exam. Final
clearance as defined by the regulations is a visual clearance of the work site
completed by a State Certified Lead Risk Assessor or Clearance Technician.
PROGRAM NAME:COMMUNITY ENGAGEMENT HEALTHY HOME INITIATIVE

OBJECTIVE: The goal of the initiative is to deploy Community Engagement Specialists by
neighborhood to improve the quality of life of residents and the City's
housing stock. The program will be focused on healthy homes and linking
residents and landlords to resources, education and training once trust is
built.
ACTIVITIES: Under the oversight of the Community Engagement Specialists Manager

(Program Manager), the Community Engagement Specialists (CES) will
work out of Community Development Corporations offices and report to the
CDC Executive Director or their designee so that they can benefit from the
knowledge and network of the CDCs. The main roles and responsibilities of

General Fund Department of Community Development
326
the Community Engagement Specialists includes: working with the
Department of Community Development, Department of Building and
Housing, Program Manager, CDC team, and Council member to determine
which areas of neighborhood have the most need; identifying external and
internal housing issues; building trust with residents and landlords, and
provide technical assistance; connecting residents and landlords with
internal and external resources; administering the paint program in the
field with support from the Home Maintenance Program Administrator; and
conduct classes and forums for home owners and landlords on a quarterly
basis, with support of Program Manager.

Historic Data
Output Metric
2020 2021 2022
1) 2)
1 Number of people/households served 261 617 44
2 Number of housing units painted 311 68 78
3 Number of community engagement N/A 16,737 19,660
survey interactions
1) This metric includes data for Right to Counsel only from July 2020 – December 2020
2) This metric includes only the Consumer Affairs data from January 2022 – November 2022. The
data for Right to Counsel in 2022 has not yet been reported.


Department of Community Development General Fund
327
Expenditures
2020 2021 2022 2023
Salaries and Wages

Board Members 35,400 36,000 39,358 45,396
Longevity 475 475 775 775
$ 271,429 $ 232,324 $ 233,386 $ 390,166
Benefits
Prescription 5,495 3,901 5,361 12,584
Dental 1,213 881 1,240 3,129
Vision Care 385 249 258 540
Fica-Medicare 3,811 3,279 3,248 5,655
$ 77,590 $ 64,630 $ 100,991 $ 139,503
Travel $ — $ — $ — $ 2,200
Tuition & Registration Fees — — — 400
Professional Dues & Subscript — 40 — —
$ — $ 40 $ — $ 2,800
Mileage (Private Auto) 25 — — 200
Parking In City Facilities — — — 200
Other Contractual — — — 250
$ 1,000,025 $ 1,000,000 $ 1,500,000 $ 1,506,450
Painting Equipment & Supplies $ 521,516 $ 518,937 $ 521,232 $ 521,232
$ 522,732 $ 522,732 $ 522,580 $ 522,732
Charges From Telephone Exch $ 120 $ 14 $ — $ 14
$ 120 $ 14 $ — $ 14
$ 1,871,896 $ 1,819,739 $ 2,356,957 $ 2,561,665

General Fund Department of Community Development
328
Revenues
2020 2021 2022 2023
Grant Revenue $ — $ — $ 31,167 $ —

$ 2,390 $ 12,768 $ 31,167 $ —


3 1 1
PROFESSIONALS
1 0 0 Consumer Protection Specialist 15.00 21.39
2 2 2
2 VACANT FULL TIME

BOARD MEMBERS
1 0 0 Member of Fair Housing Board-Chair 9,538.00 9,538.00
4 3 3 Member of Fair Housing Board-Member 8,963.00 8,963.00

Department of Building and Housing General Fund
329
BUILDING AND HOUSING DIRECTOR'S OFFICE
Sally Martin, Director
Building
Department
and Housing
of Building
Director's
and Housing
Office
Mission Statement
The Department of Building & Housing is committed to ensuring that existing and new
structures in the City of Cleveland are constructed and maintained in a safe and habitable
manner by enforcing the Cleveland Building, Housing, and Zoning Codes, the National
Electrical Code, and the Ohio Building, Mechanical, Plumbing, and Elevator Codes. The
Department staff reviews construction project plans, issues permits, and inspects properties.
The Department's staff provides quality, timely service to their customers and conducts
themselves with professionalism and integrity.
This Department was established to administer and enforce the provisions of the Cleveland
Building, Housing, and Zoning Codes plus the National Electrical Code and the Ohio
Building, Mechanical, Plumbing, and Elevator Codes. The Department has two primary
functions - Plan Examination and Code Enforcement and is divided into two divisions,
Construction Permitting and Code Enforcement, and the Director’s Office. The Department
registers building contractors, issues permits, inspects all new construction and major
rehabilitation, engages in a systematic and complaint driven code enforcement program for
existing properties and provides nuisance abatement to unsafe and/or condemned properties.
PROGRAM NAME:DIRECTOR’S OFFICE

OBJECTIVES: The Director's Office manages the Department's business operations.
ACTIVITIES: The Director's Office monitors the Department expenditures and revenues
and performs accounting functions. The staff in the Director's Office
maintains records and provides information services. This division performs
personnel, labor-relations, and technology functions.

General Fund Department of Building and Housing
330
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 10,675 11,250 9,925 9,750
Overtime 9,637 80 18,792 15,000
$ 1,491,287 $ 1,545,426 $ 1,579,822 $ 1,928,727
Benefits
Prescription 55,282 52,993 48,562 69,476
Dental 13,397 11,964 10,381 16,059
Vision Care 1,958 2,086 1,845 2,856
Fica-Medicare 20,537 21,635 22,113 27,116
Life Insurance 1,065 1,103 1,062 1,584
$ 576,775 $ 577,322 $ 569,081 $ 725,959
Travel $ 6,632 $ — $ 58 $ 7,000
Other Training Supplies — — 237 250
$ 11,530 $ 6,125 $ 1,829 $ 10,850
Court Reporter — — — 124
Travel- Non-Training — 20 — 138
Mileage (Private Auto) 243 — 237 405
Medical Services — — — 412
Advertising And Public Notice 383 399 208 —
County Aud & Treas Coll Fee 445 1,486 2,350 —
$ 317,245 $ 449,883 $ 594,737 $ 1,131,050

331
2020 2021 2022 2023

Office Supplies $ 111 $ 229 $ — $ 500
Postage 305 198 160 515
Computer Supplies — — — 1,500
Computer Hardware 1,638 — — —
Computer Software 3,381 — — 2,000
Office Furniture & Equipment 1,026 — 611 691
Hygiene And Cleaning Supplies 178 — 192 —
Shop Tools 35 65 — —
Special Events Supplies — — 11 —
Batteries 51 74 40 103
$ 9,446 $ 9,171 $ 3,857 $ 15,506
Maintenance
Maintenance Office Equipment $ — $ 1,190 $ — $ —
Maintenance Contracts — — — 6,000
Computer Software Maintenance — 76 — —
$ — $ 1,266 $ — $ 6,000
$ — $ — $ — $ 3,000
Charges From M.V.M. 8,900 17,366 27,030 25,197
Charges From Parking Garage — — 13 —
$ 280,258 $ 354,808 $ 342,957 $ 407,262
$ 2,686,543 $ 2,944,000 $ 3,092,284 $ 4,228,354
Revenues
2020 2021 2022 2023
Fines, Forfeitures & Settlements — 183 — —
Licenses & Permits 15,066,629 18,749,095 22,005,451 22,542,749
Miscellaneous 27,373 99,367 13,198 39,670
Other Shared Revenue — — 17 —
$ 15,362,324 $ 19,119,064 $ 22,466,636 $ 22,983,069

332


1 1 1 Director of Building & Housing 50,795.81 204,022.08
1 0 0 Secretary to the Director 36,590.39 164,322.61
2 2 2
5 3 3 Legal Secretary 31,200.00 61,851.78
1 1 1 Senior Clerk 15.61 19.25
10 7 7
PROFESSIONALS
2 2 2 Accountant II 17.27 25.73
1 1 1 Assistant Plan Examiner 18.87 27.05
2 0 0 Demolition Compliance Officer 31,200.00 111,525.20
2 2 2 Financial Systems Coordinator 31,200.00 78,914.84
2 2 2 Env Compliance Specialist II 16.35 31.74
1 1 1 Program Manager 31,200.00 97,501.09
1 1 1 Fiscal Manager 31,200.00 104,654.90
17 12 12
PARA PROFESSIONALS
1 1 1 Paralegal 31,200.00 51,207.57
1 1 1

333

TECHNICIAN
2 2 2 Sr Data Conversion Operator 15.00 33.68
2 2 2
NON EEO REPORTING

2 2 2
5 VACANT FULL TIME
PARTIME
1 0 0 Student Aide 11.60 13.00
0 VACANT PART TIME

334
DIVISION OF CODE ENFORCEMENT
Thomas Vanover, Commissioner
Division of Code Enforcement
PROGRAM NAME:DIVISION OF CODE ENFORCEMENT

OBJECTIVES: The Division of Code Enforcement inspects structures to enforce the
Cleveland Building, Housing, and Zoning Codes, the National Electrical
Code, and the Ohio Building, Mechanical, Plumbing, and Elevator Codes.
These inspections are to maintain uniform standards and requirements for
residential, commercial, and industrial buildings.
ACTIVITIES: The staff in the Division of Code Enforcement inspects all new and
rehabilitation construction, engages in a systematic and complaint-driven
code-enforcement program for existing properties, and provides nuisance
abatement to unsafe and/or condemned properties. The inspectors issue
violation notices, condemn, board-up and secure, abate, or demolish those
structures not in compliance with these Codes when the structures
constitute a nuisance and/or a hazard to the general public.
Historic Data
Output Metric
2020 2021 2022
1 Code Enforcement Inspections 39,653 47,197 39,979
2 Complaints Received 1,452 6,083 5,984
3 Violation Notices Issued 3,789 4,491 4,564

335
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 28,025 31,225 30,050 64,125
Bonus Incentive 2,400 — 19,000 —
Overtime 6,157 4,834 15,977 12,000
$ 5,756,240 $ 5,912,982 $ 5,368,222 $ 5,802,402
Benefits
Prescription 238,075 216,272 205,582 238,950
Dental 62,397 54,210 49,202 60,381
Vision Care 8,780 7,772 7,148 9,460
Fica-Medicare 80,286 82,899 74,775 81,695
Life Insurance 4,702 4,362 4,107 5,480
Clothing Maintenance 1,350 1,050 900 600
Automoible Maintenance Allow — — — 2,400
$ 2,409,069 $ 2,284,496 $ 2,196,279 $ 2,433,710
Travel $ — $ — $ 3,777 $ —
Other Training Supplies 1,308 — 2,585 7,500
Mileage (Priv Auto) Trng Prps 1,302 — 40 1,500
$ 17,020 $ 12,865 $ 20,531 $ 24,400
Professional Services $ — $ 1,000 $ — $ —
Travel- Non-Training 80 654 768 4,000
Wellness Expense Anthem — 146 — —
Other Contractual 24,162 — 15,600 25,000
$ 160,670 $ 162,880 $ 161,131 $ 231,500
Postage — — 24 —

336
2020 2021 2022 2023

Computer Hardware 585 — — —
Clothing 19,648 16,176 16,200 17,000
Small Equipment 988 903 — —
Office Furniture & Equipment 1,490 — — —
Photographic Supplies — — — 2,060
Other Supplies — — 36 —
$ 36,889 $ 34,432 $ 30,532 $ 41,780
$ 8,379,887 $ 8,407,654 $ 7,776,694 $ 8,533,792
Revenues
2020 2021 2022 2023
Charges For Services $ (800) $ — $ — $ —

$ 46,551 $ 280,561 $ — $ —

337


1 1 1 Commissioner of Code Enforcement 42,758.15 162,333.54
1 1 1
4 4 4 Legal Secretary 31,200.00 61,851.78
5 5 5
PROFESSIONALS
1 1 1 Bureau Manager - Building 31,200.00 96,736.10
1 1 1 Bureau Manager - Demolition 31,200.00 96,736.10
1 1 1 Chief Electrical Inspector 31,200.00 80,071.23
1 1 1 Chief Elevator Inspector 31,200.00 80,071.23
1 1 1 Chief Plumbing Inspector 31,200.00 80,071.23
1 1 1 Chief Heating Inspector 31,200.00 80,071.23
2 0 0 Demolition Contract Specialist 31,200.00 111,448.42
2 1 1 Paralegal 31,200.00 51,207.57
11 8 8
TECHNICIAN
7 7 7 Chief Building Inspector 31,200.00 80,071.23
7 6 6 Elevator Inspector 29.18 34.14
1 0 0 Environmental Compliance Specialist III 17.90 33.33
31 23 23 Residential Building Inspector 20.64 25.19
5 4 4 Residential Building Inspc Interim 22.71 26.53
58 45 45
NON EEO REPORTING
10 9 9 Building Inspector 1 28.52 29.09
2 0 0 Building Inspector Interim 22.71 26.53
0 1 1 Electrical Safety Inspector Trainee 29.55 33.10

338

2 2 2 Electrical Safety Inspector 1 29.55 33.10

2 0 0 Electrical Safety Inspector 2 30.05 33.60
3 2 2 Mechanical Inspector 1 15.00 23.22
2 1 1 Plumbing Inspector 1 29.55 32.45
33 27 27
15 VACANT FULL TIME

339
DIVISION OF CONSTRUCTION PERMITTING
Navid Hussain, Commissioner
Division of Construction Permitting
PROGRAM NAME:DIVISION OF CONSTRUCTION PERMITTING

OBJECTIVES: The Division of Construction Permitting insures that standards are met
when structures are constructed, altered, or repaired.
ACTIVITIES: The Division of Construction Permitting reviews permit applications

according to City and State standards. This division registers contractors
before the contractors obtain permits to perform construction work in the
City.
Historic Data
Output Metric
2020 2021 2022
1 Permits Issued 14,617 15,606 15,728
2 Construction Permit Value $873 M $1.09 B $1.27 B
3 Permit Inspections 38,703 42,295 37,524
4 Rental Registrations 58,641 60,985 62,127
5 # of Units with a Lead Safe Certificate 7,031 13,743

Issued in that year *unaudited

340
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 8,000 8,000 8,475 8,025
Separation Payments — — 3,542 10,000
Overtime 10,454 — 13,541 6,000
$ 1,061,903 $ 1,117,194 $ 1,075,416 $ 1,163,690
Benefits
Prescription 37,495 36,451 35,597 43,836
Dental 9,569 9,073 8,340 10,860
Vision Care 1,524 1,487 1,398 1,864
Fica-Medicare 14,292 15,053 14,423 14,734
Unemployment Compensation — — — 12,896
$ 400,002 $ 404,523 $ 407,138 $ 463,413
Tuition & Registration Fees $ — $ 798 $ 370 $ 500
Other Training Supplies — — — 1,200
$ — $ 798 $ 370 $ 3,200
Mileage (Private Auto) — 9 — —
Other Contractual 3,300 — 3,300 8,343
$ 13,300 $ 10,009 $ 13,300 $ 18,743
Computer Supplies — — — 300
Just In Time Office Supplies 1,066 712 1,605 3,000
$ 1,066 $ 712 $ 1,605 $ 3,700
$ 1,476,271 $ 1,533,236 $ 1,497,829 $ 1,652,746

341
Revenues
2020 2021 2022 2023
Miscellaneous $ 9,006 $ 60,839 $ — $ —

$ 9,006 $ 60,839 $ — $ —


1 1 1 Assistant Commissioner of Construction Permitting 31,200.00 105,232.03
1 1 1 Commissioner of Construction Permitting 42,758.15 162,333.54
2 2 2
1 0 0 Customer Support Rep 15.92 21.05
1 1 1 Senior Clerk 15.61 19.25
3 2 2
PROFESSIONALS
5 4 4 Master Plan Examiner 31,200.00 119,875.05
9 8 8
TECHNICIANS
3 3 3 Senior Data Conversion Oper 15.00 33.68
3 3 3
NON EEO REPORTING
2 2 2 Residential Plan Examiner 19.00 23.62
2 2 2
2 VACANT FULL TIME

General Fund Department of Economic Development
342
DEPARTMENT OF ECONOMIC DEVELOPMENT
Tessa Jackson, Director
Department of Economic Development
Mission Statement
To provide governmental leadership that will capitalize on Cleveland's economic strength by

the encouragement of economic development, and to provide programs for the city, which will
generate additional tax revenue, employment and real property values.
Major responsibilities include the following: manage the overall operations of the
Department; plan a comprehensive economic development program; operate major
commercial/institutional development and redevelopment programs; develop and implement
a comprehensive industrial development strategy; operate business investment lending
programs; serve as an ombudsman for small businesses within City government; coordinate
small business assistance groups; organize local neighborhood based retention and expansion
plans; provide business development and marketing resources; and planning and economic
policy support.
OBJECTIVES: To provide day-to-day management of staff assignments, program
development, legislation affairs, program policy and planning. To provide a
development strategy for Cleveland in cooperation with other city
departments and provide economic development support to the Mayor, City
Council, city departments, and the business community. Also, perform
capital and operating budget management, loan portfolio and compliance
management, grantor agency financial reporting, and coordinate program
audits and management information services.
ACTIVITIES: Provide policy for program management and administer loan programs.
PROGRAM NAME:BUSINESS DEVELOPMENT

OBJECTIVES: To assist in the development of real estate opportunities for new businesses
as well as assist area businesses with City regulatory, licensing, zoning and
building code procedures and clearances. Also, provide assistance in real
estate and site location and drafts of expansion plans for area businesses.
Develop strategies to promote Cleveland as a good place to live and work.
ACTIVITIES: Collect and make available pertinent real estate and city data. Produce site
and expansion plans. Implement interdepartmental programs. Implement
and administer the Neighborhood Development Investment Fund (NDIF).
Produce marketing brochures promoting both Cleveland and Economic
Development assistance programs.

Department of Economic Development General Fund
343
PROGRAM NAME:BUSINESS RETENTION & EXPANSION
OBJECTIVES: To provide assistance to commercial, industrial, and residential business or
projects using federal, state, local and private resources to foster economic
development in the City of Cleveland.
ACTIVITIES: Market loan programs to the business and the lending community as viable
sources of fixed asset financing; package low interest long term loans and
tax incentives to businesses; package loans and grants to local development
corporations to support for-profit and non-profit neighborhood development;
secure federal funds for commercial lending; utilize the Cleveland Citywide
Development Corporation to review proposed development projects.
Coordinate small business assistance groups; organize local neighborhood
based retention and expansion plans.

Historic Data
Output Metric
2020 2021 2022
1 Number of Incentives 20 74 47
2 Committed City Funding $1,514,682 $20,317,936 $8,186,217
3 Jobs Created 320 1,618 N/A
*Note: Metric 2 includes only funding commitments such as closed contracts. 2022 figures for Metrics 2
excludes a $9 million HUD 108 loan to FMCFP LLC, a $12 million loan for Shaker Square, $936,996 JCIP
transfers to Sherwin‐Williams, and encumbered funds for business attraction incentive offers. Final 2022
figures for Metric 3 will not be available until Quarter 1 of 2023.


General Fund Department of Economic Development
344
Expenditures
2020 2021 2022 2023
Salaries and Wages

Part-Time Permanent — — 11,162 —
Longevity 4,100 4,525 4,525 3,450
$ 1,220,061 $ 1,142,393 $ 1,141,098 $ 1,352,774
Benefits
Prescription 37,191 34,351 39,839 47,240
Dental 9,417 9,180 7,089 13,050
Vision Care 1,466 1,474 972 1,716
Fica-Medicare 17,085 17,077 16,115 19,181
Unemployment Compensation — — 4,108 —
$ 424,223 $ 385,379 $ 395,243 $ 505,771
Travel $ — $ — $ — $ 50,000
$ — $ — $ — $ 50,000
Charges From M.V.M. 446 100 — —
$ 11,331 $ 12,331 $ 10,857 $ 12,739
$ 1,655,616 $ 1,540,103 $ 1,547,198 $ 1,921,284
Revenues
2020 2021 2022 2023
Licenses & Permits $ 107,705 $ 108,782 $ 114,221 $ 110,958

Miscellaneous 10,731 152,191 71,110 —
$ 118,436 $ 260,973 $ 185,331 $ 110,958

Department of Economic Development General Fund
345


1 1 1 Director of Economic Development 50,795.81 204,022.08
1 1 1 Executive Assistant To The Mayor 50,795.81 204,022.08
4 3 3
PROFESSIONALS
1 0 0 Auditor 31,200.00 69,316.65
3 1 1 Development Finance Analyst I 34,000.00 70,905.43
4 3 3 Development Finance Analyst II 51,043.20 100,089.05
3 1 1 Economic Development Specialist 40,000.00 56,632.08
1 0 0 Office Manager 31,200.00 54,845.04
17 9 9
NON EEO REPORTING

0 1 1
7 VACANT FULL TIME

General Fund Non-Departmental
346
COUNTY AUDITOR DEDUCTIONS
Expenditures
County
Non-Departmental
Auditor Deductions
2020 2021 2022 2023

Non Productive Land Sales $ 12,400 $ 22,924 $ 134,394 $ —
Board Of Election Expense 637,583 — 1,167,955 150,000
County Aud & Treas Coll Fee 744,455 1,027,612 1,236,337 1,000,000
$ 1,394,438 $ 1,050,536 $ 2,538,686 $ 1,150,000
$ 1,394,438 $ 1,050,536 $ 2,538,686 $ 1,150,000

Non-Departmental General Fund
347
TRANSFERS TO OTHER FUNDS
Expenditures
Transfers to Other Funds
2020 2021 2022 2023

Interfund Subsidies
Transfer To Rainy Day Res Fund $ — $ 7,691,000 $ 20,000,000 $ —
Transfer To Stadium Fund 9,486,600 10,194,803 9,660,630 10,290,000
Subsidy To St Construction 13,900,000 17,000,000 17,226,982 8,464,575
Transfer to Other SubClasses 11,216,330 17,117,250 312,102,272 6,920,000
Transfer To Debt Service Fund 8,795,394 10,481,633 11,390,236 12,663,043
Transfer To Schools Rec Fund 1,125,000 1,125,000 1,125,000 1,125,000
Subsidy To Sinking Fund 797,000 713,819 616,992 731,308
Subsidy To Cemetery 150,000 — 249,480 268,454
Transfer To Parking Facilities 2,000,000 — 800,000 1,509,022
Subsidy to Golf Courses 705,000 605,000 602,817 662,526
Subsidy to Conv Center 1,750,000 1,717,000 1,830,456 2,396,005
Subsidy to Westside Market — 493,000 540,375 216,529
$ 49,925,324 $ 67,138,505 $ 376,145,240 $ 45,246,462
Capital Outlay
Transfer To Capital Project $ 13,962,000 $ 15,976,276 $ 6,300,000 $ —
$ 13,962,000 $ 15,976,276 $ 6,300,000 $ —
$ 63,887,324 $ 83,114,781 $ 382,445,240 $ 45,246,462

General Fund Non-Departmental
348
OTHER ADMINISTRATIVE
Expenditures
Other Administrative
2020 2021 2022 2023


Tuition & Registration Fees $ — $ — $ 24,500 $ —
Ohio Municipal League 24,600 24,600 24,600 24,600
NOACA 68,559 68,559 — 160,000
Mayors & Mgrs Assoc. 19,500 19,500 19,500 19,500
Global Cleveland 125,000 125,000 150,000 150,000
U.S. Conference Of Mayors 17,511 17,511 — 17,511
National League Of Cities 19,920 19,920 — 19,920
Greater Cleveland Partnership 25,000 25,000 25,000 25,000
$ 302,584 $ 302,558 $ 258,003 $ 430,934
Utilities
Electricity - Cpp $ 14,332,330 $ 14,174,615 $ 13,785,551 $ 15,044,400
$ 14,332,330 $ 14,174,615 $ 13,785,551 $ 15,044,400
Professional Services $ 757,735 $ 877,628 $ 1,125,000 $ 820,000
Insurance And Official Bonds — 5,901 — —
Property Rental — 900,000 3,000,000 2,800,000
Justice Center-Tower Maint 3,702,068 — 2,800,000 2,500,000
Local Match-Grant Programs — — 160,000 —
Bank Service Fees 138,277 124,102 107,746 150,000
$ 5,077,161 $ 2,151,890 $ 7,395,908 $ 6,520,000
$ 19,712,075 $ 16,629,064 $ 21,439,461 $ 21,995,334

Non-Departmental General Fund
349
OTHER ADMINISTRATIVE
Revenues
2020 2021 2022 2023
Charges For Services $ 1,764,033 $ 1,688,745 $ 615,208 $ 668,332

Fines, Forfeitures & Settlements 151 14,428 356,250 —
Grant Revenue 60,344,252 108,963,904 215,000,000 —
Licenses & Permits — 5,000 — —
Miscellaneous 12,983,699 13,989,594 14,150,267 13,977,652
Other Shared Revenue 10,688,575 14,530,152 15,576,248 16,754,500
Property Tax 38,373,449 39,078,992 44,868,430 41,980,401
State And Local Gov Fund 25,504,426 29,422,197 31,125,941 31,759,940
Transfers In — — — 4,500,000
Other Tax — 0 — —
Income Tax 410,100,006 429,087,081 463,416,301 470,400,000
Interest Earnings/Investment Income 5,603 418 17,474 —
$ 559,764,195 $ 636,780,512 $ 785,126,119 $ 580,040,825

Special Revenue Funds
350
Special Revenue Fund
Restricted Income Tax Fund: Established in 1981, this fund receives one-ninth of the
City’s income tax collections. These funds are restricted by law to expenditures for capital
improvements and debt service.
Street Construction: This fund supports basic street maintenance including snow
removal, street repairs, and resurfacing. The primary revenue sources are the State Auto
License and Gasoline taxes and an operating transfer from the General Fund.
Rainy Day Reserve Fund: This fund was created in 1993 pursuant to Ordinance 1987-
92. General Fund revenues in excess of anticipated expenditures are to be credited to this
fund to be used only during periods of significant economic downturns or to fund
unanticipated one-time General Fund obligations.
School Activities: School payments for recreation and cultural activities are made
through this fund group. Revenue is derived from parking and vehicle lessor taxes by
transfer payments from the General Fund.
Special Revenue Funds

Special Revenue Fund Summary Special Revenue Funds
351
Special Revenue Fund Summary
2020 2021 2022 2023 $ %

RESTRICTED INCOME TAX FUND

RECEIPTS $ 51,428,514 $ 53,660,393 $ 58,389,679 $ 59,200,000 $ 810,321 1%
EXPENDITURES 54,392,929 53,511,822 53,590,754 63,875,000 10,284,246 19%
Net $ (2,964,415) $ 148,571 $ 4,798,925 $ (4,675,000) $ (9,473,925) -197%
Decertifications 750,000 98,444 197,244 — —
Beginning Balance 2,252,587 38,172 285,187 5,281,356 —
Ending Balance $ 38,172 $ 285,187 $ 5,281,356 $ 606,356 $ (4,675,000) -89%
STREET CONSTRUCTION
RECEIPTS $ 32,341,635 $ 36,731,084 $ 36,054,233 $ 30,215,005 $ (5,839,228) -16%
EXPENDITURES 39,239,755 35,097,405 37,257,402 36,710,322 (547,080) -1%
Net $ (6,898,120) $ 1,633,679 $ (1,203,169) $ (6,495,317) $ (5,292,148) 440%
Decertifications 8 45,273 87,952 — —
Beginning Balance 13,053,816 6,155,704 7,834,655 6,719,439 —
Ending Balance $ 6,155,704 $ 7,834,655 $ 6,719,439 $ 224,122 $ (6,495,317) -97%
FT Staffing Levels 147 137 137 151 —
RAINY DAY RESERVE FUND

RECEIPTS $ 212,554 $ 7,721,621 $ 20,824,876 $ — $ (20,824,876) %
EXPENDITURES — — — — — %
Net $ 212,554 $ 7,721,621 $ 20,824,876 $ — $ (20,824,876) -100%
Ending Balance $ 37,285,738 $ 45,007,359 $ 65,832,235 $ 65,832,235 $ — %
SCHOOL ACTIVITIES
RECEIPTS $ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000 $ — %
EXPENDITURES 1,125,000 1,125,000 1,125,000 1,125,000 — %
Net $ — $ — $ — $ — $ — %
Beginning Balance — — — — — —
Ending Balance $ — $ — $ — $ — $ — %

Special Revenue Funds Special Revenue Fund Summary
352
2020 2021 2022 2023 $ %

PAYROLL RESERVE
RECEIPTS $ — $ — $ 90,000,000 $ — $ (90,000,000) -100%
EXPENDITURES — — — — — %
Net $ — $ — $ 90,000,000 $ — $ (90,000,000) -100%
Beginning Balance — — — 90,000,000 —
Ending Balance $ — $ — $ 90,000,000 $ 90,000,000 $ — %
CLEVELAND STADIUM
RECEIPTS $ 15,552,372 $ 15,321,179 $ 14,784,784 $ 14,640,000 $ (144,784) -1%
EXPENDITURES 10,722,300 22,444,740 18,754,842 14,698,532 (4,056,310) -22%
Net $ 4,830,071 $ (7,123,561) $ (3,970,058) $ (58,532) $ 3,911,526 -99%
Decertifications — — — — — —
Beginning Balance 29,760,171 34,590,242 27,466,681 23,496,623 (3,970,058) —
Ending Balance $ 34,590,242 $ 27,466,681 $ 23,496,623 $ 23,438,091 $ (58,532) 0%

General Government Special Revenue Funds
353
RESTRICTED INCOME TAX
Expenditures
Restricted
General Government
Income Tax
2020 2021 2022 2023

Interfund Subsidies
Transfer to Other SubClasses $ 35,379,928 $ 36,821,484 $ 38,969,104 $ 41,947,064
$ 35,379,928 $ 36,821,484 $ 38,969,104 $ 41,947,064
Capital Outlay
Transfer To Capital Project $ 16,484,743 $ 14,612,047 $ 12,519,535 $ 20,991,082
$ 16,484,743 $ 14,612,047 $ 12,519,535 $ 20,991,082
Debt Service
Professional Srvcs-Debt Srvc $ 359 $ 369 $ 381 $ —
Principal 1,952,490 1,522,971 1,582,848 473,354
Interest 575,409 554,950 518,886 463,500
$ 2,528,258 $ 2,078,290 $ 2,102,114 $ 936,854
$ 54,392,929 $ 53,511,821 $ 53,590,753 $ 63,875,000
Revenues
2020 2021 2022 2023
Income Tax $ 51,262,502 $ 53,635,886 $ 57,927,038 $ 58,800,000

Interest Earnings/Investment Income 166,012 24,507 462,641 400,000
$ 51,428,514 $ 53,660,393 $ 58,389,678 $ 59,200,000

Special Revenue Funds Department of Public Works
354
STREET CONSTRUCTION, MAINTENANCE & REPAIR
Randall Scott, Commissioner
Street Construction,
Department ofMaintenance
Public Works
& Repair
Mission Statement
The mission of the Division of Streets is to maintain a safe/clean pavement condition and bridge
condition along the major, minor, and residential streets within the City of Cleveland. This
includes all aspects of Snow Removal, Pavement Repairs, Resurfacing, Bridge Maintenance,
Street Sweeping, and Graffiti Abatement.
PROGRAM NAME:BRIDGE MAINTENANCE

OBJECTIVES: To ensure that the City of Cleveland bridge network is maintained and in
good working condition, including five movable bridges over the Cuyahoga
River.
ACTIVITIES: The Division reviews bridge inspection reports and makes necessary repairs
to the bridge stock based on the inspections. The general maintenance
includes drainage systems, expansion joints, and minor surface repairs. The
Division is also responsible for staffing the movable bridges during their 24
hour operation.
PROGRAM NAME:GRAFFITI ABATEMENT

OBJECTIVES: To insure the removal of graffiti from all areas in the City of Cleveland.
ACTIVITIES: The Division aggressively removes or covers up any graffiti within the City
of Cleveland's right of way and parks using the Division's own resources and
with the assistance of volunteers.
PROGRAM NAME:SNOW AND ICE CONTROL

OBJECTIVES: To provide snow and ice control services and maintain reasonable and safe
traffic flow along the main and residential streets of the City of Cleveland.
ACTIVITIES: Provide anti-icing and de-icing to all primary routes during light snow
conditions. Conduct tandem plowing of all primary routes during heavy
snow. Plow and/or salt residential streets. Respond to requests for snow/ice
control service.
PROGRAM NAME:STREET CLEANING

OBJECTIVES: To provide a clean appearance and provide safe road conditions for main
streets and residential streets within the City.
ACTIVITIES: Clean streets. Remove litter. Reduce the amount of pollutants flowing into
our sanitary sewer systems.
PROGRAM NAME:STREET REPAIR

OBJECTIVES: To maintain, repair deficiencies, and remove all hazardous areas within the
City of Cleveland's roadway network.
ACTIVITIES: The Division systematically repairs pot holes throughout the city year round
and most importantly in the spring time when pot holes are most prevalent.
The Division also repairs deteriorated roadway base and caps utility cuts.

Department of Public Works Special Revenue Funds
355
PROGRAM NAME:STREET RESURFACING
OBJECTIVES: To maintain, repair, and improve the pavement condition within the City of
Cleveland.
ACTIVITIES: Using allocated capital funding, the Division of Streets removes old
deteriorated pavement and replaces it with new asphalt surfaces. The
Division of Streets also replaces all ADA ramps on roadways that are
completely resurfaced.

Historic Data
Output Metric
2020 2021 2022
1 Total Tons Used “Potholes” 1,904 tons 2,232 tons 2,369 tons
2 Street Sweeping Miles 3,780 3,780 2,520
3 Lineal Footage of Leaf Pick‐Up 842 curb 842 curb 842 curb
miles miles miles
4 Illegal dump sites serviced (Summer) 1,970 2,200 3,195

356
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 3,890,175 4,281,692 5,719,270 5,465,232
Injury Pay 6,579 1,562 — —
Longevity 55,075 54,775 51,850 52,800
Overtime 1,034,209 1,210,103 2,003,035 1,000,000
$ 13,776,355 $ 14,879,379 $ 16,457,674 $ 15,585,468
Benefits
Prescription 324,673 320,771 316,270 312,372
Dental 73,322 69,753 61,990 77,660
Vision Care 11,390 12,043 10,806 13,680
Fica-Medicare 191,273 207,544 230,587 221,407
Life Insurance 6,103 6,016 5,687 7,489
Tool Insurance 4,470 4,470 3,960 —
$ 4,538,802 $ 4,691,787 $ 4,694,657 $ 4,906,626
Travel $ — $ — $ 3,190 $ —
Professional Dues & Subscript 225 — — —
$ 225 $ — $ 3,190 $ —
Utilities
Water 1,504 — — 8,233
Gas 41,536 48,088 64,676 61,106
Electricity - Cpp 94,378 100,323 84,936 139,941
Security & Monitoring System 13,412 44,367 — 1,200
$ 231,658 $ 294,178 $ 329,693 $ 370,832

357
2020 2021 2022 2023

Property Rental 12,443 169,989 125,000 125,000
Equipment Rental 60,869 85,999 147,400 80,000
Other Contractual 900 900 81,729 252,000
$ 284,433 $ 538,298 $ 775,685 $ 727,654
Salt & De-Icer $ 3,706,877 $ 2,237,576 $ 2,212,217 $ 2,250,000
Construction Equipment Parts — — 49,999 —
Clothing 6,000 — — 2,060
Hardware & Small Tools 1,410 — — 10,000
Welding Supplies & Equipment 10,000 58,675 10,000 8,000
Boilers, Heaters & Cool Equip 10,000 20,000 10,000 15,450
Seed, Fertilizer & Herbicide 335 6,750 — 1,000
Small Equipment 11,870 67,145 60,975 10,740
Fence, Posts & Bars — 13,365 — 1,090
Painting Equipment & Supplies 20,827 25,192 20,331 15,000
Motors And Pumps — 6,036 12,540 —
Other Supplies 284,597 186,929 231,031 250,000
Guard Rail Supplies 29,670 49,944 72,703 30,000
Bridge Maintenance Supplies 503,153 270,625 247,485 639,885
Building Maintenance Supplies 5,348 — 8,349 6,000
Paving Material 22,291 2,150 — 150,000
Asphalt 380,222 194,250 185,455 450,000
Cement Sand & Gravel 511,755 382,828 380,339 475,000
$ 5,734,192 $ 4,221,261 $ 3,999,256 $ 4,463,405
Maintenance
Computer Software Maintenance $ — $ — $ 138,877 $ 18,000
Repair Parts 9,461 — — —
$ 26,101 $ 45,835 $ 230,361 $ 63,450

358
2020 2021 2022 2023

Judgments, Damages, & Claims $ — $ — $ 1,000 $ 5,000
$ — $ — $ 1,000 $ 5,000
Charges From W.P.C. 1,817 2,472 7,246 5,000
Charges From M.V.M. 2,818,999 3,140,654 3,915,868 3,650,313
$ 3,274,908 $ 3,523,997 $ 4,136,032 $ 3,958,034
Capital Outlay
Local Resurfacing $ 2,773,081 $ 1,602,668 $ 2,773,081 $ 2,773,081
Street Const/Reconst — 300,000 — —
Transfer To Capital Project 8,600,000 5,000,000 3,856,772 3,856,772
$ 11,373,081 $ 6,902,668 $ 6,629,853 $ 6,629,853
$ 39,239,755 $ 35,097,404 $ 37,257,402 $ 36,710,322
Revenues
2020 2021 2022 2023

Licenses & Permits 929,773 1,096,279 544,756 895,200
Miscellaneous 121,792 755,815 170,556 400
Transfers In 13,900,000 17,000,000 17,226,982 11,000,000
$ 32,341,636 $ 36,731,085 $ 36,054,233 $ 30,215,005

359


2 1 1 Assistant Commissioner of Streets 31,200.00 105,232.03
1 1 1 Commissioner of Streets 40,314.82 155,504.25
3 3 3
PROFESSIONALS
1 1 1 Section Chief of Engineering and Construction 50,000.00 115,184.63
3 3 3
SKILLED CRAFT
3 3 3 Asphalt Construction Unit Leader 29.10 43.68
19 15 15 Asphalt Tamper 27.94 41.85
1 1 1 Bridge Oiler 19.64 25.55
2 2 2 Carpenter 45.20 56.50
3 3 3 Construction Equipment Operator Group A 48.42 60.53
18 14 14 Electric Bridge Operator 20.35 20.76
4 4 4 Electric Bridge Operator Unit Leader 21.79 22.23
3 3 3 Ironworker 49.77 62.21
1 1 1 Jackhammer Operator 27.94 41.85
1 1 1 Machinist 22.26 26.11
1 1 1 Master Mechanic 49.22 61.53
11 8 8 Paver 28.28 42.46
3 3 3 Paving Unit Leader 29.12 43.68
4 4 4 Street Equipment Maintenance Specialist 27.99 28.55
8 7 7 Street Maintenance District Unit Leader 36.79 38.79
7 9 9 Street Maintenance Unit Leader 23.77 25.77
3 3 3 Welder/Fabricator Technician 27.41 29.41
99 89 89

360


1 1 1 Concrete Mixer Driver 26.66 27.19
1 2 2 General Shop Unit Leader 29.98 31.98
3 3 3 Street Carry-all Driver 27.99 28.55
2 2 2 Tanker Truck Driver 27.99 28.55
24 23 23 Truck Driver 22.51 22.96
41 36 36
TECHNICIAN
5 6 6 Radio Operator 21.49 23.49
5 6 6
14 VACANT FULL TIME
34 VACANT SEASONAL
127 143 177 TOTAL SEASONAL (PEAK) *
* Due to the seasonal nature of the division, position titles vary throughout the year. Therefore, averages, rather than actual
employees are used.

Non-Departmental Special Revenue Funds
361
SCHOOLS RECREATION & CULTURAL
Expenditures
Schools
Non-Departmental
Recreation & Cultural
2020 2021 2022 2023

Other Contractual $ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000
$ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000
$ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000
Revenues
2020 2021 2022 2023
Transfers In $ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000

$ 1,125,000 $ 1,125,000 $ 1,125,000 $ 1,125,000

362
CLEVELAND STADIUM
Expenditures
Department
Cleveland
of Stadium
Public Works
2020 2021 2022 2023

Insurance And Official Bonds 387,792 394,692 510,000 425,000
Stadium Property Tax 783,510 829,895 798,532 798,532
$ 1,185,700 $ 1,402,440 $ 1,308,532 $ 1,473,532
Interfund Subsidies
Transfer To Debt Service Fund $ 8,536,600 $ 9,042,300 $ 9,514,073 $ 9,225,000
$ 8,536,600 $ 9,042,300 $ 9,514,073 $ 9,225,000
Capital Outlay
Transfer to other SubFunds $ 1,000,000 $ 12,000,000 $ 7,932,236 $ 4,000,000
$ 1,000,000 $ 12,000,000 $ 7,932,236 $ 4,000,000
$ 10,722,300 $ 22,444,740 $ 18,754,841 $ 14,698,532
Revenues
2020 2021 2022 2023

Miscellaneous — — 4,733 —
Transfers In 10,336,600 10,194,803 9,660,630 10,290,000
$ 15,552,371 $ 15,321,179 $ 14,784,784 $ 14,640,000

Major Enterprise Funds
363
Enterprise Funds are used to account for operations that function in a manner similar
to private business enterprises and are financed primarily by user fees to the general
public. Major Enterprises, consisting of Public Utilities and Airports, are totally self-
supporting

Major Enterprise Funds Major Enterprise Funds Summary
364
Major Enterprise Funds Summary
2020 2021 2022 2023 $ %

UTILITIES ADMINISTRATION
RECEIPTS $ 6,530,001 $ 6,664,977 $ 8,161,291 $ 9,407,428 $ 1,246,137 15%
EXPENDITURES 6,713,911 6,786,318 7,248,894 9,407,428 2,158,534 30%
Net $ (183,910) $ (121,341) $ 912,397 $ — $ (912,397) -100%
Beginning Balance 573,467 413,727 293,718 1,218,903 —
Ending Balance $ 413,727 $ 293,718 $ 1,218,903 $ 1,218,903 $ — %
FT Staffing Levels 56 57 48 73 25 52%
FISCAL CONTROL
RECEIPTS $ 7,467,734 $ 7,679,630 $ 7,607,013 $ 8,924,031 $ 1,317,018 17%
EXPENDITURES 7,682,809 7,854,058 7,689,164 8,924,031 1,234,867 16%
Net $ (215,075) $ (174,428) $ (82,151) $ — $ 82,151 -100%
Decertifications 29,316 1,326 — — —
Beginning Balance 479,379 293,620 120,518 38,367 —
Ending Balance $ 293,620 $ 120,518 $ 38,367 $ 38,367 $ — %
WATER
RECEIPTS $ 321,637,242 $ 323,234,887 $ 323,865,269 $ 320,305,522 $ (3,559,747) -1%
EXPENDITURES 329,319,665 328,330,826 339,638,136 382,188,972 42,550,836 13%
Net $ (7,682,423) $ (5,095,939) $ (15,772,867) $ (61,883,450) $ (46,110,583) 292%
Ending Balance $ 192,274,741 $ 187,717,150 $ 172,392,742 $ 110,509,292 $ (61,883,450) -36%
FT Staffing Levels 1,019 991 909 1,187 278 31%

Major Enterprise Funds Summary Major Enterprise Funds
365
2020 2021 2022 2023 $ %

WATER POLLUTION CONTROL

RECEIPTS $ 28,152,280 $ 28,197,946 $ 31,379,041 $ 33,106,275 $ 1,727,234 6%
EXPENDITURES 29,825,294 27,201,922 29,661,275 39,897,595 10,236,320 35%
Net $ (1,673,014) $ 996,024 $ 1,717,766 $ (6,791,320) $ (8,509,086) -495%
Ending Balance $ 21,821,560 $ 22,818,951 $ 24,616,827 $ 17,825,507 $ (6,791,320) -28%
CLEVELAND PUBLIC POWER

RECEIPTS $ 189,070,965 $ 200,033,650 $ 192,856,233 $ 220,594,587 $ 27,738,354 14%
EXPENDITURES 189,598,457 197,231,864 202,262,488 220,594,587 18,332,099 9%
Net $ (527,492) $ 2,801,786 $ (9,406,255) $ — $ 9,406,255 -100%
Ending Balance $ 26,575,140 $ 29,409,335 $ 20,037,136 $ 20,037,136 $ — %
PORT CONTROL
RECEIPTS $ 161,644,262 $ 167,495,302 $ 156,166,157 $ 173,640,580 $ 17,474,423 11%
EXPENDITURES 149,317,611 149,025,510 157,261,097 173,640,580 16,379,483 10%
Net $ 12,326,651 $ 18,469,792 $ (1,094,940) $ — $ 1,094,940 -100%
Receivables & Adjustments 2,185,018 4,228,920 (1,147,449) — —
Decertifications 776,193 57,065 1,786,765 — —
Ending Balance $ 95,656,034 $ 118,411,811 $ 117,956,187 $ 117,956,187 $ — %

Major Enterprise Funds Department of Public Utilities
366
UTILITIES GENERAL ADMINISTRATION
Martin J. Keane, Director
Utilities
Department
General
of Public
Administration
Utilities
Mission Statement
To provide administrative control and supervision over the Division of Utilities Fiscal Control,
Water, Water Pollution Control, Cleveland Public Power, the Office of Radio Communication,
TV20 and the Photography Lab.
The Department of Public Utilities is composed of the following divisions and sections:
General Administration, Radio Communication, Utilities Fiscal Control, Water, Water
Pollution Control, and Cleveland Public Power. Also included in the Department are TV20
and the Photography Lab sections. The Department is self-supporting but participates in
obtaining federal and state grants and loans for various improvements when these monies
are available.
The Division of Utilities Administration is specifically designed to have administrative

charge, control, and supervision over the Divisions of Utilities Fiscal Control, Water, Water
Pollution Control, Cleveland Public Power and the Office of Radio Communications.
Functions and duties of the various divisions are treated separately under their respective
headings. In addition, the Division of Utilities Administration is responsible for providing
high quality customer service to customers of the Divisions of Water, Water Pollution
Control, and Cleveland Public Power.
OBJECTIVES: To coordinate and manage the activities of the Department of Public
Utilities.
ACTIVITIES: Monitor the promotion of Cleveland Small Business Enterprise involvement

in the procurement process. Direct operating and financial performance of
Water, Water Pollution, Cleveland Public Power, and the Office of Radio
Communications. Manage priorities and oversee capital improvement plans.
Provide oversight and control of customer service, finance, human resources,
information technology and public affairs functions for all divisions.
PROGRAM NAME: CABLE TELEVISION

OBJECTIVE: To educate and inform the citizens of Cleveland regarding City services,
programs initiatives and events by way of the City of Cleveland cable access
television station
ACTIVITIES: TV20 "LIVE" on-line streaming 24 hours a day and video on demand.
Provide original programming to promote the many services made available
to the residents of the City of Cleveland. Features Mayoral press
conferences, "LIVE" broadcasts of Cleveland City Council Committee
Meetings, a Weekly News show and programs regarding education,
housing, healthcare, economic development, arts and entertainment.

Department of Public Utilities Major Enterprise Funds
367
PROGRAM NAME: PHOTOGRAPHIC BUREAU
OBJECTIVE: To visually document the activities, events and business of the City of
Cleveland.
ACTIVITIES: Serve as the Mayor's photographers; provide photographic services to all

City entities, including departments, divisions and Cleveland City Council;
offer digital images for use in City government print publications and
electronic media. Photograph current events happening in the City for
public relations and historical purposes.

368
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 18,700 20,275 21,400 20,825
Overtime 7,653 18,464 53,981 54,500
$ 4,100,692 $ 4,243,205 $ 3,875,671 $ 5,509,437
Benefits
Prescription 127,480 129,048 113,709 189,354
Dental 32,071 31,326 26,761 47,578
Vision Care 4,953 5,517 4,312 7,544
Fica-Medicare 55,180 57,709 53,082 78,357
Life Insurance 2,557 2,583 2,222 4,034
$ 1,444,296 $ 1,477,665 $ 1,306,264 $ 2,029,198
Travel $ 11,373 $ 2,282 $ 823 $ 32,000
Other Training Supplies — — — 12,000
Professional Dues & Subscript 5,125 414 914 11,000
$ 19,818 $ 5,392 $ 6,724 $ 70,000
Cable Professional Services 4,510 4,252 5,554 6,500
Mileage (Private Auto) 1,055 659 1,580 3,300
Insurance And Official Bonds — 100 — —
Property Rental 118,728 118,728 118,728 118,728
$ 357,689 $ 311,349 $ 549,837 $ 773,898

369
2020 2021 2022 2023

Office Supplies $ 101 $ — $ — $ —
Postage 11 97 13 1,000
Computer Hardware 5,772 472 7,455 6,000
Computer Software 1,513 2,443 468 4,800
Office Furniture & Equipment — — 1,414 3,000
Photographic Supplies 2,539 8,159 9,233 18,000
Other Supplies 779 14,795 526 2,500
$ 12,011 $ 28,667 $ 22,637 $ 42,900
Maintenance
Computer Software Maintenance — 1,000 10,922 7,250
Maintenance Utility Systems 13,471 3,024 13,251 20,000
$ 24,874 $ 13,368 $ 40,585 $ 46,810
Judgments, Damages, & Claims $ 100,000 $ — $ — $ —
Indirect Cost 633,509 670,053 670,052 633,183
$ 733,509 $ 670,053 $ 670,052 $ 633,183
Charges From Water 1,063 — — —
Charges From M.V.M. 2,805 16,766 2,483 5,474
$ 14,436 $ 29,289 $ 23,295 $ 32,002
Capital Outlay
Trucks $ — $ 7,330 $ — $ 250,000
Other Equipment 6,585 — 3,829 20,000
Transfer To Capital Project — — 750,000 —
$ 6,585 $ 7,330 $ 753,829 $ 270,000
$ 6,713,911 $ 6,786,318 $ 7,248,894 $ 9,407,428

370
Revenues
2020 2021 2022 2023

Miscellaneous 1,299,158 1,499,881 2,143,056 2,017,935
$ 6,530,001 $ 6,664,977 $ 8,161,291 $ 9,407,428


1 0 0 Assistant Manager-App. Dev. and Technical Support 46,224.91 146,984.67
1 1 1 Chief Assistant Director of Law 31,500.00 174,924.05
1 1 1 Director of Public Utilities 100,000.00 375,000.00
1 0 0 General Manager of Administrative Services 31,200.00 110,567.26
2 2 2 Manager of Marketing 31,200.00 122,307.89
1 1 1 Network/Data Center Operations Manager 55,000.00 125,556.68
2 1 1 Safety Programs Officer I 31,200.00 80,063.60
0 1 1 Executive Commissioner of Public Safety-Operations 36,590.39 167,609.05
0 1 1 Secretary to Director 36,590.39 164,322.61
9 8 8
1 1 1 Chief Clerk 31,200.00 58,873.98
1 0 0 Legal Secretary 31,200.00 61,851.78
2 1 1
PROFESSIONALS
1 1 1 Assistant Contract Compliance Officer 31,200.00 66,938.64
1 1 1 Assistant Personnel Administrator 31,200.00 65,691.94
1 1 1 Chief Photographer 31,200.00 61,242.36
2 0 0 Civil Service Examiner II 31,200.00 72,117.04
1 1 1 Desktop Publishing Specialist 31,200.00 110,949.16

371

2 1 1 Hazardous Material Specialist 21.63 38.64

1 1 1 Photographer 15.00 37.41
4 2 2 Reporter/Producer-TV20 31,200.00 80,071.23
3 2 2 Safety Program Manager 31,200.00 104,982.68
1 0 0 Senior Graphic Designer 40,000.00 79,980.75
1 1 1 Superintendent of Motorized Equipment 31,200.00 78,184.48
1 1 1 Systems Analyst 31,200.00 70,429.91
2 2 2 Telecommunications Specialist 31,200.00 79,852.78
1 0 0 Web Developer 31,200.00 90,533.02
59 37 37
TECHNICIANS
2 2 2 Senior Computer Operator 15.61 31.78
3 2 2
25 VACANT FULL TIME
9 VACANT TRAINEE
10 1 10 TOTAL TRAINEE

372
UTILITIES FISCAL CONTROL
Catherine Troy, Interim CFO
Utilities Fiscal Control
Mission Statement
To provide professional financial management services and protect the fiscal integrity of funds
and assets for all divisions of the City of Cleveland, Department of Public Utilities. The CFO’s
office monitors collections for the Department of Public Utilities to ensure we maximize
collection of revenue and the efficient allocation and expending of funds necessary to support
each division’s operation. To adhere to the practice of generally accepted accounting principles
in a manner consistent with the guidelines received by the State of Ohio and the City of
Cleveland codified Ordinances.
PROGRAM NAME:ACCOUNTS RECEIVABLE SECTION

OBJECTIVES: Review and audit all customer billing transactions and perform required
accounting duties of the operating divisions.
ACTIVITIES: Audit customer refunds; process certified collection receipts; reconcile bank
statements and process returned checks due to non-sufficient funds;
Perform daily and monthly bank reconciliations. Prepare month end billing
activity reports for Water (CWD), Sewer and Cleveland Public Power (CPP).
OBJECTIVES: To supervise all financial units of the Department of Public Utilities
(including contracts and compliance, payables, purchasing, budget,
inventory, payroll, capital, etc.) in order to manage financial controls and
compliance, ensuring prudent financial management.
ACTIVITIES: Provide timely, accurate, audible reporting of all financial transactions.
PROGRAM NAME:CASH RECEIPTS AND REMITTANCE PROCESSING

OBJECTIVES: To process water, sewer and electricity customer payments and mail deposit
receipts in 24 hours.
ACTIVITIES: Process all payments. Account for all activities in the Water and Cleveland
Public Power billing systems. Prepare bank deposits and funds for delivery
to the City of Cleveland Treasurer. Archive all payment stubs and payment
information as required by law and regulations.
PROGRAM NAME:CUSTOMER PAYMENT CENTER

OBJECTIVE: The Customer Payment Center of the Division of Utilities Fiscal Control is
responsible for taking customer payments at the Carl B. Stokes Public
Utilities Building at 1201 Lakeside Avenue each business day.
ACTIVITIES: Collect all over the counter payments. Balance all cash transactions at the
end of each business day. Over the counter payments are uploaded into
CWD’s Customer Care & Billing system and CPP’s Banner billing system
each night.

373
PROGRAM NAME:GENERAL ACCOUNTING SECTION
OBJECTIVES: Compile financial reports for the Department of Public Utilities. Comply
with all reporting requirements set by the State of Ohio and the
Governmental Accounting Standards Board (GASB).
ACTIVITIES: Monitor all financial transactions, i.e. bill payments, revenue, expenditures
and miscellaneous receipts. Account for all cash and currency as required by
City of Cleveland ordinance. Verify that all cash and currency are remitted
to the City of Cleveland Treasury. Perform all accounting functions.
Prepare financial statements and operational reports for the divisions of
Water, Water Pollution Control and Cleveland Public Power.

Historic Data
Output Metric
2020 2021 2022
1 Payments Processed 8,077,156 8,033,453 7,328,061


374
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 35,325 36,575 34,650 36,550
Overtime 31,132 29,022 61,496 75,000
$ 4,558,996 $ 4,822,140 $ 4,439,656 $ 5,265,401
Benefits
Prescription 168,359 165,225 151,950 201,468
Dental 41,659 39,291 33,310 47,577
Vision Care 6,847 6,692 5,790 8,344
Fica-Medicare 62,393 66,375 60,851 71,926
Life Insurance 3,386 3,360 3,124 4,524
Clothing Allowance 1,560 1,800 1,680 —
Clothing Maintenance 1,300 1,500 1,400 —
$ 1,789,036 $ 1,788,609 $ 1,657,698 $ 2,070,437
Travel $ — $ — $ 1,251 $ 15,000
Other Training Supplies 1,093 173 — —
Professional Dues & Subscript 1,095 1,641 839 7,000
$ 3,360 $ 2,347 $ 5,457 $ 32,000
Professional Services $ 41,286 $ 775 $ 138,220 $ 100,000
Program Promotion 471 — — —
Other Contractual 43,350 32,642 — 82,000
$ 87,499 $ 36,057 $ 140,640 $ 185,000
Office Supplies $ 21,678 $ — $ — $ 5,000
Postage — — — 1,000

375
2020 2021 2022 2023

Other Supplies 5,768 — 3 2,000
$ 40,271 $ 9,660 $ 12,762 $ 44,000
Maintenance
Computer Software Maintenance — — 42,859 55,000
$ 211,688 $ 91,091 $ 313,766 $ 275,000
Indirect Cost $ 969,003 $ 995,229 $ 995,228 $ 969,177
$ 969,003 $ 995,229 $ 995,228 $ 969,177
$ 22,956 $ 24,628 $ 27,249 $ 33,016
Capital Outlay
Computer Hardware $ — $ — $ 96,709 $ —
Other Equipment — 84,295 — 50,000
$ — $ 84,295 $ 96,709 $ 50,000
$ 7,682,809 $ 7,854,058 $ 7,689,164 $ 8,924,031
Revenues
2020 2021 2022 2023

Miscellaneous 37,935 250,052 216 —
Non Operating Other/Other 9 20 27 —
$ 7,467,734 $ 7,679,630 $ 7,607,012 $ 8,924,031

376


1 1 1 Utilities Comptroller 31,200.00 111,853.03
2 1 1
1 1 1 Chief Clerk 31,200.00 58,873.98
5 4 4 Head Storekeeper 20.72 26.74
1 1 1 Stock Clerk 15.61 21.15
8 8 8 Storekeeper 19.33 24.09
21 20 20
PROFESSIONALS
3 3 3 Accountant I 16.69 23.43
6 4 4 Accountant II 17.27 25.73
1 1 1 Accountant III 17.96 28.54
2 1 1 Buyer 31,200.00 59,831.92
1 1 1 Chief Auditor 31,200.00 99,604.81
3 1 1 Fiscal Manager 31,200.00 104,654.90
1 1 1 Senior Budget and Management Analyst 31,200.00 94,001.90
3 2 2 Senior Internal Auditor 31,200.00 78,914.84
4 3 3 Warehouse Inventory Manager 31,200.00 88,646.98
50 40 40

377

TECHNICIANS
10 7 7
15 VACANT FULL TIME

378
DIVISION OF WATER
Alex Margevicius, Commissioner
Division Of Water
Mission Statement
To provide a reliable supply of high quality water and customer services to promote public
health and safety, economy, and quality of life of Greater Cleveland.
The Division of Water (CWD) was created in 1853 and charged with the responsibility of
taking in and treating lake water, pumping and distributing potable water and providing
related water services to customers within its service areas.
The Division of Water operates a major public water supply system, which services not only
the City of Cleveland, but also approximately 79 suburban municipalities in Cuyahoga,
Geauga, Lake, Medina, Portage, and Summit counties. The present service area covers
about 680 square miles of which 593 square miles are for core services while 87 square miles
are provisional emergency feed areas. CWD serves more than 1.4 million people. The City is
empowered to establish rates and collect charges for the service provided by its Water
Division, to acquire property and construct facilities to provide water services throughout the
greater Cleveland service area and to perform other necessary functions with respect to the
operation and maintenance of the water works system. The Division of Water is a self-
supporting regional utility.
The Division of Water draws raw water from four intake tunnels in Lake Erie, chemically
treats and disinfects the water, passes it through mixing and settling basins and then sand
and gravel filters so that it becomes potable, and pumps it into reservoirs, storage towers,
tanks and distribution lines. These services are provided to all of greater Cleveland, with
approximately 50% of the water to industrial and commercial users and the remaining 50%
to residential users.
The Division of Water maintains and operates four treatment plants, five major pumping
stations, eleven secondary pumping stations, twenty one storage facilities, and about 5,200
miles of water mains in four different pressure zones which are determined by elevation
above and distance away from the lake. The City of Cleveland has recognized that a viable
public water supply system is essential to the social and economic growth of a metropolitan
city. If the City and surrounding areas are to grow it is necessary for the area to have an
adequate, economical and sustainable public water supply.
PROGRAM NAME: CAPITAL

OBJECTIVES: To upgrade and improve the water treatment and delivery system.
ACTIVITIES: Utilize engineering staff to design and undertake capital projects. Continue
a multi-year, ongoing Capital Improvement Program to sustain aging
infrastructure.
PROGRAM NAME: WATER OPERATIONS

OBJECTIVES: To provide potable water and related water services to customers in the
Greater Cleveland service areas.
ACTIVITIES: Take in and treat lake water, pump and distribute potable water. Install
and read meters to determine customer usage. Make service calls for system
maintenance.

379
DIVISION OF WATER

Historic Data
Output Metric
2020 2021 2022
1 Bills on Time (within 4 days of read) 99.8% 99.9% 99.8%
2 Number of bills issued 5,314,982 5,340,418 5,009,555
3 AMR Bills issues based on Actual Reads 95.4% 95.51% 94.7%
4 Number of AMR bills issued 4,881,124 4,843,850 4,755,374


380
DIVISION OF WATER
Expenditures
2020 2021 2022 2023
Salaries and Wages

Military Leave 5,130 9,418 9,978 —
Injury Pay 20,425 5,538 10,029 —
Longevity 371,925 372,725 355,150 382,700
Bonus Incentive — 12,646 251,706 —
Overtime 4,268,406 4,835,751 4,566,764 5,162,350
$ 62,115,286 $ 65,062,888 $ 61,229,643 $ 67,841,382
Benefits
Prescription 2,233,340 2,178,852 2,056,240 2,435,358
Dental 557,017 530,782 479,856 603,327
Vision Care 83,535 83,218 74,709 98,504
Fica-Medicare 856,320 901,139 849,525 875,081
Workers' Compensation 652,843 998,684 1,488,292 1,478,323
Life Insurance 44,779 43,923 41,394 55,002
Unemployment Compensation 97,592 0 50,923 —
Tool Insurance 9,760 9,490 10,030 8,060
$ 24,428,295 $ 24,601,110 $ 23,685,455 $ 26,405,059
Travel $ 31,487 $ — $ 53,668 $ 165,350
Training 70,000 — 48,575 27,600
Other Training Supplies 1,678 5,276 2,852 10,950
$ 360,719 $ 347,764 $ 488,226 $ 670,614
Utilities
Sewer-Other 15,824,899 7,770,988 6,158,672 7,662,602
Telephone 1,088,606 1,115,615 1,078,474 1,748,788

381
DIVISION OF WATER
2020 2021 2022 2023
Water 75,000 75,000 75,000 100,000

Gas 413,717 475,854 676,516 784,748
Electricity - Cpp 17,249,241 16,977,860 16,409,812 18,969,460
Electricity - Other 4,888,573 4,247,688 4,972,163 4,944,815
Steam 58,007 53,113 66,963 70,535
$ 39,883,720 $ 31,092,182 $ 30,150,570 $ 35,222,729
Mileage (Private Auto) 1,114 — 1,019 3,725
Taxes 136,033 130,697 132,283 142,000
Property Rental 71,931 137,460 78,847 179,120
Credit Card Processing Fees 3,276,567 3,280,057 3,477,065 3,326,567
$ 16,259,672 $ 13,737,537 $ 16,917,982 $ 20,145,371
Office Supplies $ 155,790 $ — $ — $ —
Postage 3,567,665 4,135,238 3,412,541 4,002,000
Computer Supplies 585 50 6,175 16,500
Computer Hardware 863,543 579,411 453,910 1,000,800
Fuel 195,218 30,000 153,702 327,000
Chemical 8,382,618 7,524,999 7,741,057 16,161,395
Salt & De-Icer 12,146 13,356 14,540 30,750
Clothing 23,853 27,503 17,088 25,400
Small Equipment 230,786 305,053 271,123 463,000
Plumbing Supplies And Equip 3,452 — — —
Motors And Pumps 191,806 23,080 95,041 533,400
Laboratory Supplies 316,773 244,937 400,735 504,000

382
DIVISION OF WATER
2020 2021 2022 2023
Other Supplies 71,129 149,966 108,729 210,300

Cement Sand & Gravel 2,602,965 2,479,902 3,191,744 3,553,000
$ 18,867,877 $ 17,156,825 $ 17,454,513 $ 29,099,515
Maintenance
Computer Hardware Maintenance 645,010 1,595,769 892,935 1,161,200
Computer Software Maintenance 4,242,191 5,071,063 4,723,934 5,207,958
Maintenance Vehicles 201,750 187,600 341,470 275,300
Maintenance Utility Systems 22,766,165 18,622,036 22,020,933 25,727,089
Maintenance Misc. Equipment 946,429 499,484 578,808 1,467,492
Maintenance Building 1,220,172 1,197,086 1,712,398 1,374,000
$ 30,179,752 $ 27,323,273 $ 30,563,461 $ 36,002,939
Court Costs $ 750 $ 2,027 $ 600 $ 2,500
Judgments, Damages, & Claims 164,261 348,581 258,965 400,000
Indirect Cost 4,721,518 4,751,819 4,751,820 4,683,936
$ 4,886,529 $ 5,102,427 $ 5,011,385 $ 5,086,436
Charges From General Fund $ 2,300 $ — $ — $ 2,650
Charges From Telephone Exch 1,750,242 2,392,648 501,884 1,168,273
Charges From Utilities Admin 3,761,620 3,731,211 4,327,770 5,249,380
Charges From Fiscal Control 5,341,116 5,348,200 5,452,950 6,306,279
Charges From W.P.C. 81,076 120,530 180,921 155,100
Charges From M.V.M. 2,467,811 3,147,281 3,832,898 3,539,160
Charges Frm Str Cnst Mnt & Rep — 340,725 — 100,000
$ 13,872,794 $ 15,824,305 $ 14,857,562 $ 17,332,893
Capital Outlay
Infrastructure $ — $ — $ — $ 43,000,000
Professional Services — — — 2,500,000
Building Betterments -Existing — — — 25,000,000

383
DIVISION OF WATER
2020 2021 2022 2023

Motorized Equipment — — — 300,000
Automobiles — — — 100,000
Trucks — — — 1,500,000
Machinery, Tools, Instruments — — — 500,000
Other Equipment — — — 1,300,000
Transfer To Water Capital Proj 68,900,000 67,000,000 78,300,000 —
$ 68,900,000 $ 67,000,000 $ 78,300,000 $ 75,000,000
Debt Service
Professional Srvcs-Debt Srvc $ 41,718 $ 36,694 $ 37,554 $ 5,000,000
Principal 30,558,666 43,045,376 44,907,336 51,495,952
Interest 18,964,640 18,000,442 16,034,451 12,886,080
$ 49,565,024 $ 61,082,512 $ 60,979,341 $ 69,382,032
$ 329,319,667 $ 328,330,823 $ 339,638,137 $ 382,188,970
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 16,449 11,404 12,958 —
Licenses & Permits 577,007 571,219 1,063,095 1,020,000
Miscellaneous 596,741 3,424,023 66,778 600,000
Interest Earnings/Investment Income 2,957,741 338,501 7,064,238 9,500,000
Non Operating Other/Other 2,751 7,738 887 —
$ 321,628,246 $ 323,234,883 $ 323,865,225 $ 320,305,536

384
DIVISION OF WATER


1 1 1 Administrator of Engineering and Planning 31,200.00 132,501.95
3 1 1 Application Delivery Services Manager 65,000.00 112,640.51
2 2 2 Assistant Chief of Water Distribution 31,200.00 102,053.58
5 2 2 Assistant Manager-App. Dev. and Technical Support 46,224.91 146,984.67
3 2 2 Assistant Water Plant Manager - Parma 31,200.00 85,213.27
1 1 1 Chief of Public Utilities Security 65,000.00 138,633.30
1 1 1 Chief of Pumping 31,200.00 114,893.31
1 1 1 Chief of Purification 31,200.00 102,080.86
1 1 1 Commissioner of Water 45,201.46 242,568.76
1 0 0 Manager of Telecommunications 31,200.00 122,307.89
1 1 1 Manager of Water Distribution Systems 31,200.00 137,159.96
1 1 1 Network Data Center Operations Manager 55,000.00 125,556.68
4 1 1 Safety Programs Officer I 31,200.00 80,063.60
7 4 4 Safety Programs Officer II 31,200.00 56,308.32
1 0 0 Secretary to Director of Public Utilities 36,590.39 164,322.61
7 5 5 Superintendent of Distribution 31,200.00 79,972.99
51 32 32
3 3 3 Chief Clerk 31,200.00 58,873.98
16 10 10 Customer Account Associate Billing Service 16.65 21.65
29 20 20 Customer Account Associate Credit and Collections 15.00 21.65
62 34 34 Customer Service Representative - Call Center 15.92 21.05
5 4 4 Customer Support Associate Meter Operations 15.92 21.05
1 1 1 Customer Support Center Manager of Billing Services 65,000.00 112,640.51
17 13 13 Principal Clerk 17.01 27.55
1 0 0 Secretary 15.61 20.52
2 1 1 Senior Clerk 15.61 19.25
9 9 9 Storekeeper 19.33 24.09

385
DIVISION OF WATER


150 100 100
PROFESSIONALS
1 1 1 Accountant I 16.69 23.43
1 1 1 Accounts Payable Manager 31,200.00 82,295.98
2 1 1 Asset Management Coordinator 31,200.00 89,546.29
1 1 1 Assistant Chief of Public Utilities Security 60,000.00 106,641.00
5 2 2 Assistant Director of Law I (s) 31,200.00 126,573.85
8 6 6 Associate Engineer 24.04 47.78
4 2 2 Billing Services Analyst 31,200.00 76,531.40
1 1 1 Chief Civil Engineer 31,200.00 99,604.81
1 1 1 Chief of Laboratories 31,200.00 94,618.01
1 0 0 Chief Training Officer 31,200.00 83,376.71
4 3 3 Deputy Project Director 64,167.00 123,632.78
1 1 1 Engineer 22.78 40.37
3 1 1 Fiscal Manager 31,200.00 104,654.90
4 3 3 GIS/IS Coordinator 52,000.00 110,473.42
3 2 2 GIS Technician 31,200.00 56,587.73
4 2 2 Hazardous Materials Specialist 21.63 38.64

386
DIVISION OF WATER


1 0 0 Regulatory Compliance Manager 50,000.00 94,970.71
2 1 1 Safety Programs Manager 31,200.00 104,982.68
2 2 2 Senior Electric Security System Technician 35.13 43.91
1 1 1 Supervisor of Systems and Technical Support 55,000.00 93,199.31
6 7 7 Systems Analyst 31,200.00 70,429.91
3 2 2 Talent Development Specialist 31,200.00 85,724.98
16 12 12 Unit Supervisor 26.48 27.01
4 4 4 Water Plant Manager 31,200.00 114,893.31
16 13 13 Water Service Investigator 21.92 22.36
2 0 0 Web Developer 31,200.00 90,533.02
263 184 184
PARA-PROFESSIONALS
1 1 1 Chief Legal Investigator 31,200.00 78,914.84
1 0 0 Claims Examiner 15.00 32.46
2 1 1
PROTECTIVE SERVICES
6 4 4 Security Manager 31,200.00 106,783.20
53 43 43 Security Officer 14.44 22.85
59 47 47
SKILLED CRAFT
12 13 13 Assistant Water Plant Manager 31,200.00 85,213.27
2 2 2 Bricklayer 45.66 57.08
1 1 1 Bricklayer Foreman 46.91 58.33
2 2 2 Bricklayer Helper 28.10 42.99
4 4 4 Carpenter 45.20 56.50
1 1 1 Carpenter Foreman 46.45 57.75
2 2 2 Cement Finisher Foreman 45.85 57.00

387
DIVISION OF WATER

1 1 1 Chief Building Stationary Engineer 23.67 36.67

1 1 1 Electrical Worker Foreman 52.15 64.88
1 1 1 Ironworker 49.77 62.21
30 27 27 Machinist 22.26 26.11
1 1 1 Machinist Helper 19.28 22.07
7 7 7 Machinist Unit Leader 15.00 30.94
5 5 5 Painter 36.85 46.06
1 1 1 Painter Foreman 38.10 47.31
3 2 2 Pipefitter 56.46 70.57
1 1 1 Pipefitter Foreman 57.71 71.82
3 3 3 Plumber 52.38 65.47
2 2 2 Sheet Metal Worker 55.84 69.80
1 1 1 Small Equipment Repair Worker 18.36 23.22
56 48 48 Water Plant Operator I 21.74 31.65
1 0 0 Water System Construction Inspector Supervisor 31,200.00 72,867.63
0 1 1 Student Trainee Water Distribution Worker 10.00 11.94
1 1 1 Welder Fabricator 27.41 29.41
176 163 163

2 2 2 Grounds Maintenance Worker 18.82 20.82
10 8 8 Labor Unit Leader 23.77 25.77
30 25 25 Truck Driver 22.51 22.96
13 12 12 Water Hydraulic Repairman 23.36 24.62
1 1 1 Water Hydraulic Supervisor 29.54 30.04
7 6 6 Water Hydraulic Unit Leader 27.27 27.27
15 10 10 Water Pipe Repair Supervisor 29.34 30.31
33 23 23 Water Pipe Repair Unit Leader 25.43 26.39
99 86 86 Water Pipe Repairman 19.07 23.93
14 12 12 Water System Construction Inspector 22.00 27.96
295 245 245

388
DIVISION OF WATER

TECHNICIANS
1 1 1 Access Control Specialist 60,700.00 95,976.90
5 5 5 Chemist 21.44 31.15
3 1 1 Chief Radio Dispatcher 27.38 27.88
1 1 1 Computer Operator 15.00 27.05
1 1 1 Environmental Compliance Specialist I 15.00 26.96
1 0 0 Inspection Supervisor of Permits and Sales 29.28 29.78
10 9 9 Inspector of Permits and Sales 22.70 26.29
7 2 2 Instrumentation Technician II 26.47 27.73
4 3 3 Laboratory Assistant 15.61 20.12
93 73 73 Meter Technician 18.02 21.59
8 7 7 Meter Technicain Supervisor 29.26 29.76
15 10 10 Meter Technician Unit Leader 25.96 26.46
20 18 18 Radio Dispatcher 23.87 24.35
3 1 1 Senior Chemist 20.44 27.05
2 1 1 Senior Draftsman 15.61 23.00
1 1 1 Senior Programmer Analyst 31,200.00 76,592.09
1 1 1 Telecommunications Analyst I 15.00 49.25
181 137 137
278 VACANT FULL TIME
1,177 909 1,187 TOTAL FULL TIME
18 VACANT TRAINEE
30 6 24 TOTAL TRAINEE
1,208 916 1,212 TOTAL DIVISION

389
Ramona N. Lowery, Commissioner
Water Pollution Control
Mission Statement
Provide services that sustain the free-flow of surface water through cleaning and maintaining a
network of sewers and sewer connections.
The Division of Water Pollution Control manages the sanitary sewage, stormwater drainage,
and combined collections systems in the City of Cleveland. The Division is responsible for the
network of sewers conveying sanitary sewage and industrial waste in the City of Cleveland
from their point of origin to an interceptor sewer or treatment facility for processing.
Water Pollution Control is responsible for cleaning and maintaining a network of 1,436 miles
of sewer lines, approximately 43,000 catch basins and adjoining laterals, and 12 pump
stations. The Division is also charged with managing and supervising the elimination,
control or regulation of any matter relating to pollution of water courses within the City
limits.
Water Pollution Control has expanded services by extending regular business days, and the
Division continues to upgrade service equipment to insure adequate resources are available
to address sewer concerns. The Division has established a preventive maintenance program
in known flooding areas to eliminate potential street and basement flooding problems before
they occur. As the storm water agent for the City of Cleveland, Water Pollution Control has
established storm water best management demonstration projects at its Kirby Avenue
headquarters to test alternatives to divert storm water from entering combined sewer
systems.
PROGRAM NAME: CAPITAL

OBJECTIVE: Maintain and improve the main sewers, pump stations, connections and
appurtenances.
ACTIVITIES: Purchase and repair motorized equipment related to preservation of the

sewer system. Construct new storm water storage facilities, relief sewers,
replacement sewers and pump stations.
PROGRAM NAME: MAINTENANCE OPERATIONS

OBJECTIVE: Maintain the free-flow of sanitary and clear water through elimination of
potential blockages and conditions that could result in loss of service,
personal injury or property damage.
ACTIVITIES: Remove debris in right of ways and flush potential blockages. Clean catch
basins, main sewers, house connections, and other appurtenances of the
system. Repair damaged main sewers, catch basins, manholes and
connections within the limits of the pavement. Repair, maintain and replace
sewer pump stations and appurtenances. Conduct preventive maintenance
in known flooding areas through personal or remote televised inspections.
PROGRAM NAME: MARKETING

OBJECTIVE: Provide Public Education and Community Participation
ACTIVITIES: Work with various groups and organizations, school systems, environmental
fairs and other media events to educate the public on important issues

390
regarding services we provide to the public, environmental issues impacting
the use of the sewer system such as, the Stormwater Phase II regulations.
PROGRAM NAME: PERMITS AND INSPECTION

OBJECTIVE: To address customer concerns relative to street and basement flooding;
maintain accurate sewer records and verify that construction of sewer
connections meet the standards of the division.
ACTIVITIES: Respond to flooding complaints. Inspect construction of sewers. Identify,

measure and record the location of new and existing lateral connections.
PROGRAM NAME: TEST TEE PROGRAM

OBJECTIVE: To provide an improved level of service to our customers by determining if a
problem exists in the City’s portion of the sewer connection or the customers,
without cost to the customer.
ACTIVITIES: Investigate sewer connections from existing test tee to the main sewer.
Install test tees in the treelawn and investigate sewer connections from test
tee excavation to the main sewer.

Historic Data
Output Metric
2020 2021 2022
1a Response time to water in basement 52.25 42.20 39.02
requests during work hours (average
minutes)
1b Total Call outs – work hours 5,193 4,540 4,406
2a Response time to water in basement 57.83 49.40 37.44
requests during off hours (average
minutes)
2b Total Call outs – off hours 499 321 198
3a Catch basins cleaned 8,393 11,734 10,673
3b Catch basins inspected 15,308 19,989 24,448
4 House connection repairs – Time to 2.80 2.40 2.80

complete repair (days)
5 Total repairs completed 302 304 285


391
Expenditures
2020 2021 2022 2023
Salaries and Wages

Injury Pay 3,161 11,619 7,375 —
Longevity 43,150 38,750 43,225 46,500
Overtime 233,650 241,194 231,385 300,000
$ 7,534,982 $ 7,807,524 $ 7,962,917 $ 10,138,905
Benefits
Prescription 274,949 262,438 259,583 385,278
Dental 69,280 65,473 62,286 99,406
Vision Care 10,050 9,767 9,441 15,144
Fica-Medicare 106,544 110,032 111,028 145,591
Life Insurance 5,785 5,676 5,657 8,848
Tool Insurance 3,540 4,540 4,540 5,500
$ 3,004,542 $ 3,091,795 $ 3,460,620 $ 4,339,492
Travel $ 8,190 $ 9,365 $ 12,799 $ 20,685
Other Training Supplies 140 — — —
$ 19,251 $ 21,294 $ 26,174 $ 131,035
Utilities
Sewer-Other 17,802 13,096 11,806 18,025
Telephone 44,392 17,978 124,867 100,000

392
2020 2021 2022 2023
Water 7,654 5,116 4,465 12,500

Gas 26,575 25,747 40,642 60,000
Electricity - Cpp 169,196 160,884 151,327 209,267
$ 311,461 $ 284,808 $ 438,508 $ 512,792
Professional Services $ 2,718,620 $ 773,257 $ 753,626 $ 767,384
Mileage (Private Auto) — — — 600
Advertising And Public Notice 15,876 500 1,000 12,000
$ 3,173,293 $ 1,025,035 $ 1,045,173 $ 1,267,334
Office Supplies $ 57,354 $ 240 $ — $ —
Postage — — 17 100
Computer Supplies 833 — — 3,500
Clothing 5,640 4,372 3,314 3,000
Small Equipment 5,558 4,684 224 5,000
Shop Tools — 60 — —
Other Supplies 22,263 42,648 18,387 12,566
Paving Material — 300,000 299,843 300,000
Cement Sand & Gravel — 551,771 401,800 700,000
$ 459,651 $ 1,144,669 $ 1,018,887 $ 1,312,666

393
2020 2021 2022 2023
Maintenance
Maintenance Utility Systems 1,677,577 881,147 1,003,021 1,305,000
Maintenance Building — 420 — —
$ 2,384,832 $ 1,625,587 $ 1,878,761 $ 2,268,448
Judgments, Damages, & Claims $ 48,915 $ 92,202 $ 48,692 $ 88,000
Indirect Cost 1,098,451 1,094,079 1,094,080 1,156,099
$ 1,147,366 $ 1,186,281 $ 1,142,772 $ 1,244,099
Charges From Utilities Admin 522,450 507,807 601,080 813,284
Charges From Fiscal Control 741,818 742,810 757,350 977,029
Charges From Water 3,171,439 2,797,906 3,089,233 3,100,000
Charges From M.V.M. 201,876 285,379 488,476 455,350
Charges Frm Str Cnst Mnt & Rep — 118,646 — 100,000
$ 4,767,504 $ 4,658,949 $ 5,146,191 $ 5,722,789
Capital Outlay
Infrastructure $ — $ — $ — $ 7,484,000
Professional Services — — — 200,000
Building Betterments -Existing — — — 150,000
Trucks — — — 166,000
Transfer To Wpc Capital Proj 4,500,000 3,527,705 4,682,400 —
$ 4,500,000 $ 3,527,705 $ 4,682,400 $ 8,000,000
Debt Service
Professional Srvcs-Debt Srvc $ — $ — $ 2,700 $ 119,000
Principal 806,594 961,110 1,036,159 2,057,310
Interest 1,715,818 1,867,166 1,820,011 2,783,725
$ 2,522,412 $ 2,828,276 $ 2,858,870 $ 4,960,035
$ 29,825,294 $ 27,201,922 $ 29,661,274 $ 39,897,595

394
Revenues
2020 2021 2022 2023

Grant Revenue 5,500 — — —
Miscellaneous 162,157 389,540 334 —
$ 28,152,281 $ 28,197,946 $ 31,379,040 $ 33,106,276


1 1 1 Commissioner of Water Pollution Control 40,314.82 155,504.25
2 1 1 Deputy Commissioner of Water Pollution Control 31,200.00 105,232.03
1 1 1 Superintendent of Sewer Maintenance 31,200.00 83,231.86
6 5 5
1 1 1 Chief Clerk 31,200.00 58,873.98
2 0 0 Data Control Clerk 15.00 19.70
1 1 1 Senior Clerk 15.61 19.25
8 6 6
PROFESSIONALS
1 1 1 Unit Supervisor 26.48 27.01
20 17 17

395

SKILLED CRAFT
5 0 0 Apprentice Sewer Service Worker 15.00 18.04
3 2 2 Bricklayer 45.66 57.08
3 2 2 Bricklayer Helper 28.10 42.99
5 2 2 Const. Equipment Operator Group A 48.42 60.53
1 1 1 Const. Equipment Operator Group B 48.30 60.38
3 2 2 Heavy Duty Technician 24.14 29.42
1 1 1 Heavy Duty Technician Unit Leader 32.39 36.51
4 2 2 Machinist 22.26 26.11
2 2 2 Machinist Unit Leader 15.00 30.94
28 15 15

8 6 6 House Connection Inspector 17.85 21.90
5 5 5 Sewer Construction & Maint. Operations Supervisor 29.34 29.84
14 9 9 Sewer Maintenance Unit Leader 25.43 25.93
16 13 13 Sewer Maintenance Unit Leader Operator 26.66 27.16
54 39 39 Sewer Service Worker 15.00 35.46
105 79 79
TECHNICIANS
3 3 3 Radio Dispatcher WPC 23.87 24.35
3 3 3
40 VACANT FULL TIME
9 VACANT TRAINEES
11 7 16 TOTAL TRAINEES

396
Ammon Danielson, Commissioner
Cleveland Public Power
Mission Statement
To provide reliable and economical electric service to all electric customers in the City of
Cleveland.
The Division of Cleveland Public Power is responsible for all electric generation,
transmission, and distribution facilities owned by the city. The Division provides electricity
to about 77,000 residential, commercial, industrial, and governmental customers. In
addition, the Division provides service to over 67,000 streetlights in the City of Cleveland.
The Division purchases power from numerous sources, which includes American Electric
Power, AMP, and New York Power Authority, and obtains transmission services through the
Midwest ISO and the PJM Interconnection. In addition, the division uses its three 15 mW
gas turbines and six 1.8 mW gas peaking turbines to provide for its customers' requirements.
Wholesale power is brought into the system via the Division's four 138 kV interconnections.
The interconnections are located at the Division's Lake Road Substation, Nottingham
Substation, Pofok Substation, and the Ridge Road Substation.
Cleveland Public Power is currently undergoing a Capacity Expansion Program that will
extend the southern portion of CPP's transmission system and improve CPP's system
reliability and ability to serve future load growth opportunities.
PROGRAM NAME:CLEVELAND PUBLIC POWER OPERATIONS

OBJECTIVES: To generate, transmit and distribute electricity and to provide effective
street lighting.
ACTIVITIES: Purchase power wholesale from diversified sources. Generate electricity

from CPP’s gas turbines and other potential sources. Distribute electricity
through neighborhood substations Provide and maintain effective street
lighting. Respond to emergency calls 24 hours a day with trouble crews.
PROGRAM NAME:CLEVELAND PUBLIC POWER OPERATIONS CAPITAL

OBJECTIVES: To reinforce and expand current systems through capital improvements.
ACTIVITIES: Connect new customers to the electrical system. Make improvements to

land, buildings, and structures. Purchase and repair motorized equipment
related to upkeep of electrical generation, transmission and distribution
facilities.

397

Historic Data
Output Metric
2020 2021 2022
1 Minor outages repaired in 2 hours N/A N/A 93%
2 Major outages repairs in 8 hours N/A N/A 86%
3 Total Minor Outages N/A N/A 293
4 Total Major Outages N/A N/A 189
5 Number of bills issued N/A 916,594 840,625
6 Bills on Time (within 4 days of read) N/A 99.9% 99.9%
7 Percentage of Bills Outstanding 180 days N/A N/A 15%

of more (active)
8 Amount Outstanding 180 days or more $6,529,226 $7,579,516 $4,443,285

(active)
* Note: Data collection and recording for Metrics 1 through 4 and 7 new in 2022. No figures available for
Metrics 5 and 6 in 2020 due to the implementation of a new billing system on 12/2020.


398
Expenditures
2020 2021 2022 2023
Salaries and Wages
Injury Pay 18,937 4,288 1,731 —
Longevity 99,700 92,450 87,550 90,150
Bonus Incentive 200 200 39,200 —
Overtime 2,224,861 2,105,716 2,703,447 2,503,821
$ 18,440,927 $ 17,754,457 $ 17,861,871 $ 19,876,534
Benefits
Prescription 514,745 491,603 477,379 621,568
Dental 126,605 116,655 106,940 150,049
Vision Care 19,365 19,139 16,957 24,196
Fica-Medicare 257,439 247,207 249,014 242,542
Life Insurance 10,027 9,553 9,187 13,282
Tool Insurance 12,400 7,875 9,500 —
$ 6,432,332 $ 6,299,066 $ 6,615,353 $ 7,647,269
Travel $ 4,797 $ — $ 10,873 $ 13,500
Tuition & Registration Fees 859 — 1,387 8,150
Other Training Supplies — 3,000 10,000 10,000
$ 67,547 $ 65,615 $ 82,866 $ 96,862
Utilities
Sewer-Other 31,553 48,113 45,222 41,600
Telephone 413,252 252,074 483,551 400,000
Water 13,282 20,356 19,732 20,000
Gas 37,200 47,743 69,893 102,000
Steam 44,365 49,238 50,021 50,000
$ 1,868,621 $ 1,744,617 $ 2,263,848 $ 2,821,350

399
2020 2021 2022 2023
Waste Disposal Fee - Ohio EPA — 65 — —
Insurance And Official Bonds 17,947 — — —
Property Rental 282,509 265,377 262,896 323,790
Equipment Rental 23,900 30,000 — 30,000
Bank Service Fees (16,097) 9,284 8,553 30,000
$ 6,172,580 $ 3,408,397 $ 5,466,209 $ 4,368,953
Office Supplies $ 42,337 $ 269 $ — $ —
Postage 452,156 381,740 377,451 411,775
Computer Software 54,528 6,500 26,035 —
Fuel 125,000 — 50,000 125,000
Purchased Power 91,804,936 91,017,232 96,382,872 115,678,800
Power Transmission Costs 18,193,430 27,227,360 30,551,912 23,751,878
CapacityCharges 10,860,003 8,677,755 4,855,631 5,532,907
Clothing 130,000 6,000 53,621 106,000
Small Equipment 22,207 — 11,327 20,000
Office Furniture & Equipment 196 — 7,140 4,000
Other Supplies 146,930 82,923 35,366 35,868
Capital Improvement Inventory 4,021,436 5,629,179 5,397,213 4,954,523
Building Maintenance Supplies 21,435 — — —
Paving Material 3,000 — 4,905 5,000
Cement Sand & Gravel — 180,300 178,726 200,000
$ 126,977,111 $ 133,906,056 $ 138,773,744 $ 151,811,751
Maintenance
Maintenance Contracts $ 19,750 $ — $ — $ —
Computer Hardware Maintenance — 62,603 19,221 236,000

400
2020 2021 2022 2023
Car Washes 28,100 — — —
Maintenance Utility Systems 178,184 12,615 116,992 1,000,000
Maintenance Misc. Equipment 62,006 — 30,218 78,000
$ 1,364,822 $ 1,241,179 $ 1,213,689 $ 2,704,965
Indirect Cost 1,767,558 1,801,679 1,801,680 1,744,949
$ 1,775,960 $ 1,873,683 $ 1,834,837 $ 1,804,949
Charges From General Fund $ 7,546 $ 1,855 $ — $ —
Charges From Telephone Exch 1,735,498 4,088,124 4,007,524 4,714,479
Charges From Utilities Admin 940,400 914,049 1,081,940 1,330,829
Charges From Fiscal Control 1,335,279 1,337,050 1,363,240 1,600,000
Charges From Water 433,695 427,294 430,499 440,730
Charges From W.P.C. 3,801 3,053 3,537 10,000
Charges From M.V.M. 260,430 343,814 514,708 496,116
$ 4,894,370 $ 7,387,315 $ 7,600,861 $ 8,909,938
Capital Outlay
Infrastructure $ — $ — $ — $ 1,600,000
Professional Services — — — 850,000
Building Betterments -Existing — — — 200,000
Automobiles — — — 209,931
Trucks — — — 711,238
Other Equipment — — — 828,831
Trans To Light&Power Cap Proj 9,759,500 7,625,000 4,655,936 —
$ 9,759,500 $ 7,625,000 $ 4,655,936 $ 4,600,000
Debt Service
Professional Srvcs-Debt Srvc $ 60,800 $ 51,000 $ 51,600 $ 70,000
Principal 4,752,500 9,104,117 9,551,761 9,960,000
Interest 7,031,387 6,771,362 6,289,917 5,922,016
$ 11,844,686 $ 15,926,479 $ 15,893,278 $ 15,952,016
$ 189,598,456 $ 197,231,864 $ 202,262,490 $ 220,594,587

401
Revenues
2020 2021 2022 2023

Licenses & Permits 30,804 4,335 5,276 —
Miscellaneous 176,079 1,049,873 11,728 130,000
Other Tax 5,790,909 5,951,222 5,935,131 6,000,000
Non Operating Other/Other (5,101,130) (5,244,286) (5,236,193) —
$ 189,070,335 $ 200,033,640 $ 192,856,235 $ 220,594,583


2 1 1 Assistant Commissioner of Cleveland Public Power 31,200.00 143,955.85
5 2 2 Assistant Supt. Of Electric Transmission and Distribution 31,200.00 100,089.05
1 1 1 Chief Supt. of Electric Transmission and Distribution 50,000.00 122,637.15
1 1 1 Commissioner of Cleveland Public Power 45,201.46 202,752.86
1 0 0 Deputy Commissioner of Cleveland Public Power 46,224.91 152,740.52
3 2 2 Supt. of Electrical Transmission and Distribution 50,000.00 116,972.03
15 9 9
1 0 0 Chief Clerk 31,200.00 58,873.98
0 2 2 Customer Account Associate -- Billing Services 16.65 21.65
0 6 6 Customer Account Associate -- Credit & Collections 15.00 21.65
1 1 1 Senior Clerk 15.61 19.25
26 25 25
PROFESSIONALS

402


5 4 4 Chief Electric Transmission Operator 42.89 43.74
1 1 1 Energy Marketing Manager 31,200.00 131,444.96
1 0 0 Electric Transmission SCADA Engineer 31,200.00 115,184.63
2 1 1 GIS Technician 31,200.00 56,587.73
1 1 1 Transmissions Operations Manager 31,200.00 117,900.21
1 1 1 Unit Supervisor 26.48 27.01
41 32 32
SKILLED CRAFT
2 0 0 Apprentice Cable Splicer I 27.61 29.74
0 2 2 Apprentice Cable Splicer II 27.61 29.74
2 0 0 Apprentice Cable Splicer IV 27.61 29.74
7 0 0 Apprentice Lineman 27.81 29.96
2 4 4 Apprentice Lineman II 27.81 29.96
4 2 2 Apprentice Lineman III 27.81 29.96
4 6 6 Apprentice Lineman IV 27.81 29.96
1 1 1 Cement Finisher Foreman 45.85 57.00
4 4 4 Electric Transmission and Distribution Inspector 36.13 42.17
4 2 2 Line Clearance Man 26.84 29.56
6 4 4 Line Foreman 38.73 44.81
7 4 4 Lineman Leader 40.49 43.38
5 3 3 Low Tension Lineman 32.02 33.29
1 0 0 Low Tension Lineman Apprentice 27.27 28.91
0 1 1 Low Tension Lineman Apprentice II 27.27 28.91
1 1 1 Painter 36.85 46.06
21 12 12 Senior Lineman 39.30 42.17
12 6 6 Trouble Line Worker 37.36 43.41
104 71 71

403


1 1 1 Cable Foreman 41.90 44.81
6 2 2 Cable Splicer Helper II 27.76 28.97
1 1 1 Electric Meter Industrial Installer 34.19 35.51
2 2 2 Electric Meter Instrument Specialist and General Tester 34.57 35.90
2 2 2 Electric Meter Service Foreman 38.73 40.14
3 1 1 Electric Meter Service Installer I 31.85 33.75
6 5 5 Electric Meter Service Installer II 29.68 30.90
2 0 0 Electric Meter Apprentice 1st 26.68 29.29
2 2 2 Electric Meter Apprentice 2nd 26.68 29.29
1 0 0 Gas Turbine Mechanic 31.85 33.75
1 1 1 General Construction Unit Leader 37.10 39.10
9 3 3 Intern Apprentice 16.91 17.25
1 0 0 Instrumentation Tech I 23.72 25.18
16 12 12 Line Helper Driver 22.03 28.97
15 4 4 Line Helper Driver II 22.03 28.97
4 3 3 Line Switchman 41.42 44.31
6 5 5 Senior Cable Splicer 36.13 42.17
1 1 1 Transformer Repair Foreman 37.97 42.52
3 1 1 Underground Conduit Foreman 38.73 44.81
94 56 56
TECHNICIANS
5 5 5 Dispatcher Electric System Operator 33.23 34.53
4 2 2 Meter Reader 15.61 17.68
1 1 1 Senior Draftsman 15.61 23.00
10 8 8
89 VACANT FULL TIME
3 VACANT TRAINEES
15 12 15 TOTAL TRAINEES

Major Enterprise Funds Department of Port Control
404
AIRPORT GENERAL OPERATIONS
Dennis D Kramer, Interim Director
Department
Airport General
of Port
Operations
Control
Mission Statement
To create a competitive airport of choice by providing an authentic, safe travel experience that
exceeds our passengers' expectations and builds the trust of our partners, our people and our
stakeholders.
The Department of Port Control is responsible for the administration and control of all
activities at Cleveland Hopkins International and Burke Lakefront Airports as well as the
use of City owned land along Lake Erie and the Cuyahoga River.
Included in this responsibility are the planning, development and maintenance of airfields,
terminal complexes and all related facilities. The DPC manages the day-to-day operations at
both airports; accepts and supervises the expenditure of grants from the state and federal
agencies. It sets and collects landing fees, rentals, concession fees, and other airport related
charges. The Department represents the City in negotiations for the airport related
contracts. Additionally, the Department is responsible for providing safe, efficient, friendly,
and professional service to the traveling public and other airport users.
The primary objectives of the Division of Cleveland Hopkins International and Burke
Lakefront Airports will be to maintain the airfields, terminals, and other structures for the
safety and comfort of the traveling public and other airport users, while keeping the cost
increase at or below the rate of inflation. Planned capital improvements will allow for
improved safety and increased capacity of the airfields. Promotional and air service programs
will be continued to improve public awareness of airports’ functions; environmental programs
will be implemented to permit the greatest use of the airfields at the least discomfort to the
surrounding residents.
PROGRAM NAME:ADMINISTRATION AND PERFORMANCE MANAGEMENT

OBJECTIVES: To provide administrative support to all divisions of the Department.
ACTIVITIES: Oversee human resources, safety & risk management, organizational

development, performance management, and administrative services.
PROGRAM NAME:BUSINESS DEVELOPMENT & MANAGEMENT

OBJECTIVES: To provide business development and management services to Department
tenants and service providers.
ACTIVITIES: Oversee concession contracts, property leases, property development

projects, ground transportation, and inventory control.
PROGRAM NAME:BURKE LAKEFRONT AIRPORT-OPERATIONS

OBJECTIVES: To maintain a safe and efficient airfield and facilities.
ACTIVITIES: Oversee the daily operations of Burke Lakefront Airport, including airfield
operations, facilities maintenance, and custodial and Airport Rescue Fire
Fighting.

Department of Port Control Major Enterprise Funds
405
PROGRAM NAME:CLEVELAND HOPKINS INTERNATIONAL AIRPORT-
OPERATIONS
OBJECTIVES: To maintain a safe and efficient airfield and facilities.
ACTIVITIES: Oversee the daily operations of the Cleveland Hopkins International

Airport, including airfield operations, grounds maintenance, building
maintenance, custodial services, utilities management, airport security,
vehicle maintenance, and Airport Rescue Fire Fighting.
PROGRAM NAME:DIRECTOR’S OFFICE

OBJECTIVES: To provide general oversight and direction to the Department.
ACTIVITIES: Oversee legislative and corporate affairs, disadvantage/minority/female

business development, and legal support.
PROGRAM NAME:PLANNING AND ENGINEERING

OBJECTIVES: To provide oversight of all construction and environmental projects at the
Airports.
ACTIVITIES: Oversee capital planning, engineering, construction, real estate,

environmental and noise abatement activities.
PROGRAM NAME:FINANCE AND PROCUREMENT

OBJECTIVES: To provide financial management and procurement support services to all
divisions of the Department.
ACTIVITIES: Oversee accounting, budgeting, auditing, financial analysis/reporting, and

procurement activities.
PROGRAM NAME:INFORMATION TECHNOLOGY SERVICES

OBJECTIVES: To provide information technology support services to airport users and
Department employees.
ACTIVITIES: Oversee network planning, design, installation and maintenance as well as

software systems installation, maintenance, and integration.
PROGRAM NAME:MARKETING AND AIR SERVICE DEVELOPMENT

OBJECTIVES: To provide marketing, public relations, and air service development services
to the public and Departmental employees.
ACTIVITIES: Oversee advertising, public relations, community relations, air service

development, and airport terminal support services.
PROGRAM NAME:PLANNING
OBJECTIVES: To provide for the future developments of the Airport system.
ACTIVITIES: To mange the strategic direction of the Airport development and identify the
infrastructure needed to satisfy customer needs; managing environmental
compatibility, and monitoring and implementing applicable federal and
state environmental incentives; and managing digital information needs and
identify infrastructure needed to maintain effective e-commerce.

406

Historic Data
Output Metric
2020 2021 2022
1 Customers – Total passengers 4,122,517 7,283,896 9,000,000


407
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 871,701 653,496 413,369 700,000
Military Leave 4,439 7,842 3,060 —
Longevity 122,850 116,100 103,550 107,600
Bonus Incentive 1,600 1,186 139,500 —
Overtime 1,588,336 2,480,703 3,080,284 2,300,000
$ 23,676,661 $ 23,509,871 $ 22,267,357 $ 29,218,295
Benefits
Prescription 769,101 675,054 625,492 999,734
Dental 192,780 168,320 147,606 252,341
Vision Care 29,111 27,218 23,421 39,320
Fica-Medicare 332,393 330,922 312,428 407,375
Life Insurance 15,460 13,997 12,908 21,405
Unemployment Compensation 157,787 49,315 104,002 —
Tool Insurance 11,150 11,150 9,150 —
$ 8,953,573 $ 8,427,920 $ 7,956,337 $ 9,926,725
Travel $ 93 $ 4,336 $ 71,877 $ 93,750
Other Training Supplies 2,560 — — —
$ 127,129 $ 152,311 $ 261,008 $ 415,665
Utilities
Water 720,380 884,160 1,276,748 1,199,624
Gas 169,465 378,795 228,919 250,206
Electricity - Cpp 275,730 268,028 250,337 317,048
$ 5,006,711 $ 5,283,375 $ 6,227,287 $ 7,707,525

408
2020 2021 2022 2023
Travel- Non-Training — 3,115 — —
Waste Disposal 57,445 55,000 570,000 —
Advertising And Public Notice — 785 795 2,000
Program Promotion 32,700 — — 25,000
Participation Fee 8,487 13,542 14,826 —
Insurance And Official Bonds 1,186,710 1,347,328 1,500,461 1,650,000
Taxes 4,362,907 4,356,671 4,400,852 4,950,997
Parking Tax 1,820,767 1,125,808 2,451,346 2,443,917
Equipment Rental — 24,850 163,962 75,000
Transfer To Other Airport Fnd 8,000,000 12,000,000 12,000,000 12,000,000
Customized 229,165 — — —
$ 23,647,962 $ 25,851,413 $ 34,996,140 $ 38,596,331
Postage $ 1,896 $ 2,861 $ 2,015 $ 4,000
Computer Software — 10,840 94,408 71,000
Chemical 1,701,822 886,939 1,808,240 2,030,000
Clothing 27,278 — 4,845 100,800
Hardware & Small Tools 43,301 400 30,602 35,000
Boilers, Heaters & Cool Equip 187,000 — 101,228 50,000
Seed, Fertilizer & Herbicide — 5,000 30,000 35,000
Small Equipment 20,000 10,387 70,389 35,000
Electrical Supplies 22,000 15,000 948,462 1,005,000
Fence, Posts & Bars 50,000 400,000 20,132 50,000
Food 29,265 29,337 36,929 7,550
Other Supplies 696,000 875,691 1,012,912 1,262,700
Special Events Supplies 119 — 100 5,000

409
2020 2021 2022 2023

Cement Sand & Gravel 59,906 29,917 109,033 51,500
Misc Maintenance Supplies — — — 50,000
$ 3,714,212 $ 3,121,800 $ 4,889,190 $ 5,528,456
Maintenance
Computer Hardware Maintenance $ 247,805 $ 75,546 $ 77,475 $ 82,000
Computer Software Maintenance 680,645 758,147 1,029,113 1,140,774
Maintenance Machinery & Tools 1,748,319 1,534,443 592,598 865,500
Maintenance Fire Apparatus 7,957 13,000 13,500 14,500
Maintenance Utility Systems 78,369 6,043 — —
Maintenance Misc. Equipment 963,465 861,786 1,012,382 1,050,000
$ 4,265,492 $ 3,656,378 $ 3,419,494 $ 3,759,774
Indirect Cost 3,219,380 3,219,380 3,219,380 3,219,380
$ 3,486,845 $ 3,468,713 $ 3,334,392 $ 3,669,380
Charges From General Fund $ 8,279,694 $ 7,522,952 $ 8,008,749 $ 8,007,492
Charges From Telephone Exch 1,076,251 1,657,897 910,391 1,250,000
Charges From Utilities Admin 2,088 2,451 2,105 2,088
Charges From W.P.C. — — — 2,000
Charges From M.V.M. (219) 40,811 47,537 35,000
Charges From Division Of Maint 13,923 — 40,000 40,000
$ 9,751,945 $ 9,848,938 $ 9,494,828 $ 9,999,580
Capital Outlay
Transfer To Airports Cap Proj $ 729,465 $ — $ 1,850,000 $ 2,000,000
$ 729,465 $ — $ 1,850,000 $ 2,000,000
Debt Service
Principal $ 44,093,000 $ 44,559,732 $ 43,498,864 $ 45,760,000
Interest 21,864,616 21,145,060 19,066,204 17,058,848
$ 65,957,616 $ 65,704,792 $ 62,565,068 $ 62,818,848
$ 149,317,612 $ 149,025,510 $ 157,261,100 $ 173,640,579

410
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements 4,422 1,100 140 —
Grant Revenue 41,766,744 20,306,626 16,919,386 8,545,700
Miscellaneous 10,694,998 15,363,951 16,997,719 19,200,000
Sale Of City Assets — 399,611 — —
Interest Earnings/Investment Income 585,892 76,417 2,047,572 2,000,000
Non Operating Other/Other 86,381 240 — —
$ 161,644,259 $ 167,495,303 $ 156,166,159 $ 173,640,582


5 4 4 Administration Bureau Manager 40,314.82 155,504.25
2 2 2 Asst. Manager Appl Dev/Technical Support 46,224.91 146,984.67
1 1 1 Commissioner of Cleve. Hopkins Int. Airport 40,314.92 173,874.06
2 1 1 Deputy Comm. of Cleve. Hopkins Int. Airport 31,200.00 114,691.24
1 1 1 Director of Port Control 100,000.00 375,000.00
1 1 1 HR Fiscal Administrator 31,200.00 74,899.14
14 11 11
1 1 1 Chief Clerk 31,200.00 58,873.98
1 1 1 Private Secretary to the Director 31,200.00 54,653.05
1 1 1 Network/Data Center Operations Manager 55,000.00 125,556.68
2 2 2 Stock Clerk 15.61 21.15
2 2 2 Storekeeper 19.33 24.09
12 12 12

411

PROFESSIONALS
1 1 1 Accountant III 17.96 28.54
4 3 3 Accountant IV 31,200.00 69,967.46
1 0 0 Airport Chief Engineer 31,200.00 132,501.95
1 1 1 Airport Comptroller 31,200.00 104,982.68
5 5 5 Airport Maintenance Manager 31,200.00 110,567.48
6 7 7 Airport Maintenance Superintendent 31,200.00 74,342.74
3 2 2 Airport Maintenance Supervisor 31,200.00 71,639.35
1 1 1 Airport Operations/ Sec Manager 31,200.00 105,232.03
1 1 1 Airport Planning Envir. Officer 31,200.00 104,982.68
1 0 0 Airport Safety Manager 31,200.00 108,067.64
1 1 1 Air Trade Development Manager 31,200.00 122,307.89
0 1 1 Assistant Director of Law II 31,500.00 135,168.61
1 0 0 Assistant Airport Safety Chief/Training 31,200.00 70,234.84
1 0 0 Chief Eng & Constr Inspector 29.77 31.77
1 0 0 Chief Training Officer 31,200.00 83,376.71
2 2 2 Fiscal Manager 31,200.00 104,654.90
1 1 1 Safety Programs Officer 1 31,200.00 80,063.60
2 2 2 Super Admin Services-Data 31,200.00 62,770.08
1 0 0 Sr. Graphic Designer 40,000.00 79,980.75
2 0 0 Systems Analyst 31,200.00 70,429.91
90 72 72

412

SKILLED CRAFT
2 2 2 Carpenter 45.20 56.50
11 9 9 Heavy Duty Mechanic 24.14 29.42
2 2 2 Heavy Duty Unit Leader 32.39 36.51
3 2 2 Painter 36.85 46.06
1 1 1 Painter Foreman 38.10 47.31
2 2 2 Plumber 52.38 65.47
30 27 27

16 9 9 Airport Field Foreman 23.77 25.77
64 39 39 Airport Maintenance Man 21.50 21.93
1 1 1 Supt Vehicle Admin Services 31,200.00 83,376.71
4 2 2 Window Washer 17.89 23.99
144 104 104
TECHNICIANS
4 5 5 Airport Term Operations Agent 16.24 20.48
17 5 5 Airport Operations Agent I 19.87 24.35
8 8 8 Airport Operations Agent II 24.97 28.66
6 4 4 Airport Operations Agent III 31,200.00 66,756.52
3 3 3 Airport Operations Superintendent 53,682.00 122,622.22
12 10 10 Airport Safety Supervisor 65,116.65 73,831.68
2 2 2 Airport Security Coordinator 31,200.00 74,899.14
3 1 1 Engineering & Construction Inspector 22.42 24.42
1 1 1 Environmental Assistant 31,200.00 60,274.69
1 1 1 Radio Dispatcher 16.82 31.20
57 40 40

413

PROTECTIVE SERVICE
42 37 37 ARFF Paramedic 21.22 30.60
2 2 2 Airport Safety Shift Commander 31,200.00 84,486.93
44 39 39
100 VACANT FULL TIME
7 VACANT PART TIME

7 VACANT SEASONAL

Small Enterprise Funds
414
Enterprise Funds are used to account for operations that function in a

manner similar to private business enterprises and are financed
primarily by user fees to the general public. Small Enterprise Group,
consisting of Cemeteries, Golf Courses, Municipal Parking Facilities,
the Cleveland Public Auditorium and the West Side Market, do not
maintain full accrual accounting and may require tax support.

Small Enterprise Fund Summary Small Enterprise Funds
415
Small Enterprise Fund Summary
2020 2021 2022 2023 $ %

CEMETERIES
RECEIPTS $ 1,785,215 $ 1,845,125 $ 1,792,770 $ 1,743,454 $ (49,316) -3%
EXPENDITURES 1,730,741 1,736,744 1,752,104 1,964,819 212,715 12%
Net $ 54,474 $ 108,381 $ 40,666 $ (221,365) $ (262,031) -644%
Decertifications 5 2,026 14,493 — —
Beginning Balance 1,321 55,800 166,207 221,366 — —
Ending Balance $ 55,800 $ 166,207 $ 221,366 $ 1 $ (221,365) -100%
GOLF COURSES
RECEIPTS $ 1,393,565 $ 1,366,079 $ 1,307,659 $ 1,262,526 $ (45,133) -3%
EXPENDITURES 1,393,104 1,364,017 1,382,456 1,408,984 26,528 2%
Net $ 461 $ 2,061 $ (74,797) $ (146,458) $ (71,661) 96%
Decertifications 8 216 217,390 — —
Ending Balance $ 1,589 $ 3,866 $ 146,459 $ 1 $ (146,458) -100%
MUNICIPAL PARKING FACILITIES

RECEIPTS $ 6,091,771 $ 5,216,912 $ 7,932,880 $ 8,361,242 $ 428,362 5%
EXPENDITURES 5,613,163 5,751,587 8,701,308 8,491,717 (209,591) -2%
Net $ 478,608 $ (534,674) $ (768,428) $ (130,475) $ 637,953 -83%
Receievables & Adjustments — — 10,000 — %
Decertifications — 787 3,995 — — —
Beginning Balance 940,188 1,418,796 884,908 130,475 —
Ending Balance $ 1,418,796 $ 884,908 $ 130,475 $ 0 $ (130,475) -100%
PUBLIC AUDITORIUM
RECEIPTS $ 2,467,998 $ 2,470,773 $ 2,854,019 $ 3,235,322 $ 381,303 13%
EXPENDITURES 2,403,205 2,541,012 2,849,743 3,247,728 397,985 14%
Net $ 64,792 $ (70,239) $ 4,276 $ (12,406) $ (16,682) -390%
Decertifications — 10,039 2,418 — — —
Ending Balance $ 65,912 $ 5,713 $ 12,407 $ 1 $ (12,406) -100%
FT Staffing Levels 11 11 11 11 — %

Small Enterprise Funds Small Enterprise Fund Summary
416
2020 2021 2022 2023 $ %

WEST SIDE MARKET

RECEIPTS $ 1,182,356 $ 1,623,822 $ 1,716,498 $ 1,621,529 $ (94,969) -6%
EXPENDITURES 1,619,386 1,667,336 1,331,677 2,036,069 704,392 53%
Net $ (437,030) $ (43,514) $ 384,821 $ (414,540) $ (799,361) -208%
Decertifications — — 13,269 — —
Ending Balance $ 59,965 $ 16,451 $ 414,541 $ 1 $ (414,540) -100%

Department of Public Works Small Enterprise Funds
417
CEMETERIES
Expenditures
Department
Cemeteries
of Public Works
2020 2021 2022 2023

Salaries and Wages

Longevity 6,150 6,575 6,225 7,100
Separation Payments — 6,022 — —
Overtime 35,442 39,844 37,661 48,068
$ 848,773 $ 882,808 $ 851,571 $ 933,308
Benefits
Prescription 43,279 37,232 35,135 42,922
Dental 10,478 8,776 7,917 10,192
Vision Care 1,544 1,455 1,319 1,720
Fica-Medicare 11,898 12,454 11,947 13,181
Unemployment Compensation — 425 — 12,896
Tool Insurance 1,000 1,000 1,000 1,000
$ 416,170 $ 382,121 $ 372,512 $ 492,116
Professional Dues & Subscript $ — $ — $ — $ 52
$ — $ — $ — $ 52
Utilities
Gas 3,962 4,838 7,773 6,985
Electricity - Cpp 40,090 43,136 38,104 44,911
$ 85,768 $ 93,683 $ 101,384 $ 102,295
Medical Services — — — 309
$ 228,660 $ 231,775 $ 230,812 $ 226,587

Small Enterprise Funds Department of Public Works
418
CEMETERIES
2020 2021 2022 2023

Hardware & Small Tools $ — $ 1,482 $ — $ 1,030
Seed, Fertilizer & Herbicide 8,204 3,294 8,598 9,940
Small Equipment — — 191 4,000
Hygiene And Cleaning Supplies 2,001 — 750 2,000
Clay, Soil & Turf 1,600 — 4,500 4,708
Other Supplies 8,651 6,931 6,529 12,847
Safety Equipment 845 636 — 1,900
$ 28,640 $ 21,187 $ 33,607 $ 47,249
Maintenance
Maintenance Contracts $ — $ — $ 1,875 $ 5,000
Maintenance Machinery & Tools 25 — — 1,000
Maintenance Fire Apparatus — — — 258
Maintenance Building 1,775 — 4,935 1,258
$ 1,800 $ — $ 6,810 $ 7,516
$ — $ — $ — $ 1,751
Charges From W.P.C. 4,651 1,905 — 1,000
Charges From M.V.M. 100,690 106,676 139,794 130,315
Charges From Division Of Maint — — — 1,000
Charges From Waste Collection 810 — — 3,000
$ 120,929 $ 125,171 $ 155,406 $ 153,945
$ 1,730,741 $ 1,736,744 $ 1,752,104 $ 1,964,819

419
CEMETERIES
Revenues
2020 2021 2022 2023
Charges For Services $ 1,021,699 $ 1,159,427 $ 960,219 $ 915,000

Sale Of City Assets 566,682 636,954 496,350 490,000
Transfers In 150,000 — 249,480 268,454
Non Operating Other/Other 1,077 438 3,492 —
$ 1,785,215 $ 1,845,125 $ 1,792,770 $ 1,743,454


1 1 1 Manager of Urban Forestry 31,200.00 87,261.17
1 1 1
1 1 1 Senior Clerk 15.61 19.25
1 1 1
PROFESSIONALS
1 1 1
9 7 7 Cemetery Maintenance Worker I 18.82 20.82
2 2 2 Cemetery Maintenance Worker II 28.93 30.93
2 2 2 Cemetery Foreman 23.78 25.78
1 1 1 Cemetery Supervisor 27.17 29.17
14 12 12
SKILLED CRAFT
1 1 1 Automobile Repair Worker 18.25 24.57
1 1 1
2 VACANT FULL TIME

420
GOLF COURSE
Expenditures
Golf Course
2020 2021 2022 2023

Utilities
Electricity - Other $ 40,849 $ 19,859 $ 44,562 $ 46,786
Security & Monitoring System — 2,512 540 —
$ 40,849 $ 22,371 $ 45,102 $ 46,786
Security Services 1,284 744 744 1,500
Taxes — 2,794 3,218 10,000
Property Rental 95 — — —
$ 1,302,022 $ 1,299,643 $ 1,303,415 $ 1,297,730
Hygiene And Cleaning Supplies $ 4,186 $ 2,825 $ 4,929 $ 15,450
Food 30,470 20,506 10,000 13,000
Other Supplies 3,965 10,585 8,779 13,557
Sporting Goods Supplies — 6,964 9,394 10,000
Cement Sand & Gravel 7,000 — — —
$ 45,621 $ 40,880 $ 33,101 $ 52,007
Maintenance
Maintenance Fire Apparatus $ 713 $ 690 $ 390 $ 680
Maintenance Building 3,532 — — 619
$ 4,245 $ 690 $ 390 $ 1,299
Charges From Print & Repro $ 366 $ 433 $ 448 $ 585
Charges From Waste Collection — — — 5,992
$ 366 $ 433 $ 448 $ 11,162
$ 1,393,103 $ 1,364,017 $ 1,382,456 $ 1,408,984
Revenues
2020 2021 2022 2023

Miscellaneous 14,237 12,808 9,005 —
Transfers In 705,000 605,000 602,817 662,526
$ 1,393,565 $ 1,366,079 $ 1,307,659 $ 1,262,526

421
PARKING LOTS GENERAL OPERATIONS
Expenditures
Parking Lots General Operations
2020 2021 2022 2023

Salaries and Wages

Longevity 4,000 3,800 5,000 5,825
Separation Payments 35,088 16,764 — —
Overtime 12,919 25,986 51,228 55,000
$ 784,020 $ 872,397 $ 955,085 $ 1,059,156
Benefits
Prescription 34,652 33,323 35,050 39,642
Dental 8,917 7,776 6,844 9,399
Vision Care 1,178 1,158 1,116 1,580
Fica-Medicare 10,985 12,286 13,407 14,636
$ 350,368 $ 346,649 $ 369,240 $ 427,566
Professional Dues & Subscript $ 920 $ 595 $ 595 $ 1,515
$ 920 $ 595 $ 595 $ 1,515
Utilities
Electricity - Cpp $ 135,499 $ 134,772 $ 128,515 $ 175,673
$ 144,190 $ 140,803 $ 137,896 $ 187,266
Security Services 2,000 500 2,000 14,600
Taxes 245,340 260,599 250,750 250,750
Parking Tax 269,406 267,938 429,221 606,186
Property Rental 99,612 99,612 99,612 100,000
Special Assessment 4,582 4,582 4,426 4,750

422
2020 2021 2022 2023
Other Contractual 23,945 43,900 2,716,945 2,737,000

$ 2,253,481 $ 2,570,511 $ 5,378,078 $ 6,253,286
Clothing $ 5,000 $ — $ 5,000 $ 5,000
Hardware & Small Tools — — — 2,000
Welding Supplies & Equipment — — 200 200
Electrical Supplies 5,000 2,500 1,200 —
Hygiene And Cleaning Supplies 3,758 2,465 — 1,350
Other Supplies 24,707 8,240 14,880 15,000
Batteries 10,752 11,720 16,000 16,000
Just In Time Office Supplies 917 1,097 1,519 2,100
$ 50,135 $ 26,022 $ 38,799 $ 41,650
Maintenance
Repair Parts 8,798 11,400 16,000 20,000
Car Washes 975 960 — 1,000
Maintenance Building 600 600 600 —
$ 42,388 $ 57,761 $ 80,177 $ 141,000
Indirect Cost $ 214,479 $ 203,139 $ 226,040 $ 247,463
$ 214,479 $ 203,139 $ 226,040 $ 247,463
Charges From Light And Power 5,335 — — —
Charges From M.V.M. 14,964 20,066 26,550 25,000
Charges From Parks Maintenance 5,266 — 1,662 50,000
$ 55,439 $ 75,459 $ 77,421 $ 132,815
Interfund Subsidies
Transfer to Other SubClasses $ 637,340 $ 79,157 $ 15,705 $ —
$ 637,340 $ 79,157 $ 15,705 $ —
Debt Service
Principal $ 933,527 $ 1,344,709 $ 1,405,079 $ —
Interest 146,877 34,384 17,194 —
$ 1,080,404 $ 1,379,093 $ 1,422,273 $ —
$ 5,613,163 $ 5,751,587 $ 8,701,308 $ 8,491,717

423
Revenues
2020 2021 2022 2023

Fines, Forfeitures & Settlements — 240,000 — —
Miscellaneous 21,131 41,956 56,263 15,000
Transfers In 2,000,000 — 800,000 1,509,022
Other Tax 269,406 267,938 429,221 448,800
Interest Earnings/Investment Income 3,546 2 138 20
$ 6,101,771 $ 5,216,912 $ 7,932,880 $ 8,361,242

424


1 1 1 Commissioner of Parking Facilities 40,314.82 155,504.25
2 2 2 Manager of Parking 31,200.00 91,940.88
3 3 3
1 1 1 Senior Clerk 15.61 19.25
3 3 3
PROFESSIONALS
1 1 1 Budget Analyst 31,200.00 69,316.65
1 1 1
4 4 4 Parking Coordinator 16.01 18.88
2 2 2 Parking Attendant 16.01 18.88
6 6 6
TECHNICIANS
2 2 2 Parking Meter Collector 25.05 27.05
2 2 2
12 VACANT PART TIME


425
PUBLIC AUDITORIUM
Susie Claytor, Executive Commissioner
Public Auditorium
Mission Statement
To strengthen Cleveland's economy by delivering efficient, excellent service through promotion,

marketing and management of the Public Auditorium, West Side Market and First Energy
Stadium.
The Deputy Commissioner of the Public Auditorium has authority over three major service
operations: the Public Auditorium and Conference Center, the West Side Market and First
Energy Stadium. The Public Auditorium and Conference Center includes the recent
renovations to the lower level meeting room area and upgrades to the main auditorium floor.
The new construction features a new spacious pre-function area that can accommodate up to
500 people and will have multi-purpose programming opportunities. The new space includes
ten meeting rooms that can be set up to make up to 15 meeting room accommodations. The
lower level will offer a walkway to the Cleveland Convention Center. The historic Public
Auditorium seats 10,000 and has over 29,000 square feet of usable exhibition space that can
be arranged to accommodate up to 165 exhibits. The performing arts area of the Auditorium
includes a 3000 seat Music Hall and 600 seat Little Theater.
PROGRAM NAME:ADMINISTRATIVE OFFICE

OBJECTIVES: To provide for the efficient operation of the Public Auditorium, Music Hall
and the West Side Market. To provide fiscal data and to accurately account
for revenues and expenses received from events.
ACTIVITIES: Coordinate the daily operations of the facility including event

administration, labor management, fiscal operation and overall planning.
PROGRAM NAME:BUILDING MAINTENANCE

OBJECTIVES: To provide clean, attractive facilities as well as proper maintenance of the
building and its equipment and services to exhibitors.
ACTIVITIES: Maintaining Buildings and equipment and providing electrical, plumbing,

and Internet services to promoters.
PROGRAM NAME:FIRST ENERGY STADIUM

OBJECTIVES: Provide a source of public relaxation and entertainment through the
ownership and leasing of Cleveland Browns Stadium for the play of
professional football games and the presentation of other entertainment and
public attractions.
ACTIVITIES: Monitor lease agreement compliance.
PROGRAM NAME:PUBLIC AUDITORIUM AND CONFERENCE CENTER

OBJECTIVES: Provide a venue for meetings, trade shows, theatrical events and receptions.
ACTIVITIES: Coordinate the daily operations of the facility, including overall planning,
labor management, fiscal activities and maintenance.

426
PUBLIC AUDITORIUM
PROGRAM NAME:SECURITY FUNCTIONS
OBJECTIVES: To provide security for persons using the Public Auditorium and Conference
Center and to provide information as requested.
ACTIVITIES: Maintaining the building security equipment and providing thPublic ae

needed labor force to ensure the users safety.
PROGRAM NAME:THEATRICAL EVENT ADMINISTRATION

OBJECTIVES: To provide promoters with assistance in producing profitable and successful
theatrical events and meetings.
ACTIVITIES: Supplying skilled administration and labor in all areas pertaining to

theatrical events and meetings.
PROGRAM NAME:WEST SIDE MARKET

OBJECTIVES: Provide a venue where quality food products can be bought and sold.
ACTIVITIES: Supervise Tenant contract compliance, fiscal and maintenance activities,

rent structure development and overall planning.
Public Auditorium

Historic Data
Output Metric
2020 2021 2022
1 Paid Events – Public Auditorium 6 5 20
2 Event Revenue $69,920 $79,275 $247,257.25
3 Attendees / Visitors 12,250 79,275 37,350
4 Permits Processed 278 252 783

West Side Market

Historic Data
Output Metric
2020 2021 2022
1 Number of independent businesses 71 70 69
leasing at West Side Market (short‐term
and long‐term vendors)
2 Number of stands leased out (out of 181 135 125 137
total stands possible)
3 Storage Locker revenue (total possible $128,220 $148,395 $141,474
income is $224,335 if all lockers
currently used are paid for at current
rate)
4 Customer foot‐traffic N/A N/A 548,954


427
PUBLIC AUDITORIUM
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 124 1,370 788 —
Injury Pay 15,348 — — —
Longevity 3,100 3,675 3,525 4,700
Bonus Incentive 18,000 — — —
Overtime 36,963 72,655 144,887 120,000
$ 867,423 $ 966,087 $ 1,136,513 $ 1,084,613
Benefits
Prescription 22,964 23,285 22,415 23,260
Dental 5,400 5,344 4,928 5,190
Vision Care 931 1,018 911 1,080
Fica-Medicare 12,357 13,778 16,237 15,793
Tool Insurance 200 200 200 —
Automoible Maintenance Allow — — 13,861 —
Union Welfare Payment 9,065 14,908 6,860 25,000
$ 327,180 $ 327,449 $ 340,354 $ 492,878
Professional Dues & Subscript $ 150 $ — $ — $ 250
$ 150 $ — $ — $ 250
Utilities
Gas 1,316 1,686 1,872 2,983
Electricity - Cpp 436,980 422,439 443,098 611,927
Steam 495,355 450,708 515,375 613,136
$ 935,148 $ 877,586 $ 964,552 $ 1,231,692

428
PUBLIC AUDITORIUM
2020 2021 2022 2023
Professional Services $ 500 $ 500 $ — $ 575
Equipment Rental 2,535 — — 2,500
Credit Card Processing Fees 606 476 1,164 2,250
$ 70,627 $ 85,035 $ 115,889 $ 78,825
Electrical Supplies $ 8,934 $ 13,000 $ 12,359 $ 12,000
Painting Equipment & Supplies — — — 500
Plumbing Supplies And Equip 1,434 2,000 846 2,000
Motors And Pumps — 1,239 — 3,000
Lumber, Glass, And Drywall — — — 1,000
Other Supplies — — — 1,000
Safety Equipment — 175 — 500
Batteries — — — 200
$ 21,922 $ 29,370 $ 32,608 $ 35,890
Maintenance
Maintenance Machinery & Tools $ — $ 5,970 $ — $ 400
Maintenance Fire Apparatus — — — 1,000
Maintenance Vehicles — — — 4,000
Maintenance Utility Systems 2,928 5,000 — 6,000
Maintenance Misc. Equipment — 1,100 3,154 1,000
$ 5,401 $ 16,520 $ 4,885 $ 16,520
Charges From M.V.M. 2,916 11,310 14,390 15,000
$ 175,353 $ 238,966 $ 254,942 $ 307,060
$ 2,403,205 $ 2,541,012 $ 2,849,743 $ 3,247,728

429
PUBLIC AUDITORIUM
Revenues
2020 2021 2022 2023

Miscellaneous 439,709 495,496 429,691 439,317
Transfers In 1,750,000 1,717,000 1,830,456 2,396,005
Interest Earnings/Investment Income 27 15 653 —
$ 2,467,998 $ 2,470,773 $ 2,854,019 $ 3,235,322


1 1 1 Deputy Commissioner 31,200.00 97,137.68
1 1 1
PROFESSIONALS
1 1 1
2 2 2 Guard 19.47 20.18
1 1 1 Set-up Foreman 18.82 20.82
6 6 6
SKILLED CRAFT
1 1 1 Plasterer 39.73 49.66
1 1 1 Plumber 52.38 65.47
3 3 3

430
WESTSIDE MARKET GENERAL OPERATIONS
Expenditures
Westside Market General Operations
2020 2021 2022 2023

Salaries and Wages

Part-Time Permanent 31,196 32,583 — 36,292
Longevity 1,975 1,575 1,700 1,800
Vacation Conversion — 828 — —
Separation Payments 7,601 — 2,296 —
Overtime 16,058 8,416 8,353 20,000
$ 340,502 $ 316,194 $ 263,644 $ 480,360
Benefits
Prescription 17,238 15,263 12,686 20,990
Dental 3,644 3,040 2,715 5,183
Vision Care 525 521 434 756
Fica-Medicare 4,740 4,418 3,661 7,280
Clothing Allowance 1,390 1,390 1,390 560
Tool Insurance 400 400 400 —
$ 164,735 $ 171,457 $ 141,595 $ 294,433
Professional Dues & Subscript $ 55 $ — $ — $ 1,000
$ 55 $ — $ — $ 1,000
Utilities
Gas 8,343 9,325 13,900 15,342
Electricity - Cpp 238,245 250,252 164,529 297,222
$ 267,053 $ 284,673 $ 223,004 $ 355,216
Mileage (Private Auto) 68 — — 500
Security Services 89,000 87,637 197,290 99,000
$ 752,284 $ 618,735 $ 609,852 $ 722,900

431
2020 2021 2022 2023

Chemical $ — $ — $ — $ 1,600
Fire/Ems Apparatus Parts 600 — 800 450
Boilers, Heaters & Cool Equip 7,297 14,205 16,826 16,500
Small Equipment — 1,893 1,257 2,000
Hygiene And Cleaning Supplies — — 1,000 1,000
Doors, Shutters And Windows — 1,191 1,158 4,600
Plumbing Supplies And Equip — 2,800 — 2,800
Medical Supplies — — — 100
Other Supplies 624 — — 1,350
$ 18,515 $ 29,937 $ 26,510 $ 39,900
Maintenance
Maintenance Fire Apparatus $ — $ — $ 900 $ 900
$ 20,588 $ 17,020 $ 10,316 $ 30,900
Indirect Cost $ — $ 161,058 $ — $ —
$ — $ 161,058 $ — $ —
Charges From Telephone Exch $ 8,060 $ 1,002 $ 979 $ 890
Charges From Print & Repro 2,177 906 1,450 1,215
Charges From M.V.M. 13,231 29,760 16,259 23,255
Charges From Parks Maintenance — — — 6,000
$ 55,654 $ 68,261 $ 56,756 $ 111,360
$ 1,619,386 $ 1,667,336 $ 1,331,677 $ 2,036,069
Revenues
2020 2021 2022 2023
Charges For Services $ 921,849 $ 1,110,110 $ 1,166,770 $ 1,405,000

Transfers In 250,000 493,000 540,375 216,529
$ 1,182,356 $ 1,623,822 $ 1,716,498 $ 1,621,529

432


1 1 1 Manager of Markets 31,200.00 91,940.88
1 1 1
PROFESSIONALS
1 1 1 Supervisor of Markets 31,200.00 52,144.26
4 3 3

1 1 1
1 VACANT FULL TIME
1 VACANT PART TIME


Debt Service Fund
433
Debt Service Fund
Debt Service payments are made through this fund group. Revenue is derived from
property taxes, income taxes, TIF receipts, and transfer payments from various special
revenue funds.
Debt Service Fund

Debt Service Fund Debt Service Fund Summary
434
Debt Service Fund Summary
2020 2021 2022 2023 $ %

DEBT SERVICE
RECEIPTS $ 71,692,222 $ 81,341,946 $ 85,215,122 $ 82,393,988 $ (2,821,134) -3%
EXPENDITURES 76,798,169 75,564,654 82,058,079 86,919,596 4,861,517 6%
Net $ (5,105,947) $ 5,777,292 $ 3,157,043 $ (4,525,608) $ (7,682,651) -243%
Decertifications — — — — — %
Beginning Balance 34,194,224 29,088,277 34,865,569 38,022,612 3,157,043 9%
Ending Balance $ 29,088,277 $ 34,865,569 $ 38,022,612 $ 33,497,004 $ (4,525,608) -12%

Sinking Fund Commission Debt Service Fund
435
2022 ACTIVITY
Sinking Fund Commission
Effective August 10, 2022, the City issued $45,910,000 Various Purpose General Obligation
Bonds, Series 2022A. The proceeds of these bonds are being used to provide funds to acquire
heavy duty vehicles and equipment, other vehicles and equipment and to pay costs of
permanent improvements to roads and bridges, to parks and recreation facilities and to
various other public facilities.

Debt Service Fund Sinking Fund Commission
436
2023 ACTIVITY
In 2023, the City is planning or reviewing the feasibility of the following financings:
• Issuance of general obligation bonds to fund various public improvements to roads

and bridges, recreation facilities and other public facilities;
• Issuance of approximately $35 million of Water Pollution Control Revenue Bonds for
rehabilitation and upgrades to the City's sewer system; and
• Refunding or other financing alternatives which meet the City's financial and
operational goals and/or which respond to market conditions.
BOND RATINGS
As of December 31, 2022 the City’s Bond Ratings for various types of obligations were as
follows:
Moody's
Investors Standard & Fitch
Service Poor's Ratings
General Obligation Bonds** Aa3 AA+ A+

Subordinate Lien Income Tax Bonds** Aa3 AA N/A
Nontax Revenue Bonds** A1 AA- N/A
Waterworks Revenue Bonds Aa2 AA+ N/A
Water Pollution Control Bonds Aa3 A+ N/A
Subordinate Lien Water Revenue Bonds Aa2 AA N/A
Cleveland Public Power Revenue Bonds A3 A- N/A
Airport Revenue Bonds*** A2 A A-
Stadium Certificates of Participation Series NR* NR* N/A
Parking Revenue Bonds+ A1 AA N/A
+ Insured ratings based on the rating of Financial Security Assurance, Inc.

(Now known as Assured Guaranty Municipal Corp.) On March 18, 2022, Moody's Investors Service
upgraded the insurance financial strength rating of Assured Guaranty Municipal Corp. from A2 to A1.
** On July 18, 2022, Moody’s Investors Service upgraded its rating on the City’s General
Obligation and Subordinate Lien Income Tax Bonds from Al to Aa3. The rating on the City’s
Non-tax Revenue Bonds were also upgraded from A2 to A1.
*NR = Not Rated
*** On August 11, 2022, S&P Global Ratings upgraded its underlying rating on the Airport
Revenue Bonds from A- to A with a stable outlook.

Revenue Bond Debt Service Debt Service Fund
437
Revenue Bond Debt Service
2021 2022 2023

Actual Unaudited Budget
Water Revenue Bonds +

EXPENDITURES:
Principal $ 22,200,000 $ 34,905,000 $ 36,470,000
Interest 17,062,983 15,665,095 13,902,144
Total Expenditures $ 39,262,983 $ 50,570,095 $ 50,372,144
RECEIPTS
Utility Reimbursement $ 39,262,983 $ 50,570,095 $ 50,372,144
Total Receipts $ 39,262,983 $ 50,570,095 $ 50,372,144
Airport System Revenue Bonds +

EXPENDITURES:
Principal $ 44,250,000 $ 44,575,000 $ 43,535,000
Interest 22,222,394 20,124,536 18,069,650
RECEIPTS
Enterprise Reimbursement $ 66,472,394 $ 64,699,536 $ 61,604,650
Total Receipts $ 66,472,394 $ 64,699,536 $ 61,604,650
Ohio Water Development Authority Loans - Water +

EXPENDITURES:
Principal $ 8,200,027 $ 8,463,015 $ 8,735,042
Interest 1,507,849 1,278,388 1,041,090
RECEIPTS
Total Receipts $ 9,707,876 $ 9,741,403 $ 9,776,132
Water Pollution Control Revenue Bonds+

EXPENDITURES:
Principal $ 635,000 $ 660,000 $ 695,000
Interest 1,497,150 1,471,750 1,438,750
RECEIPTS
Total Receipts $ 2,132,150 $ 2,131,750 $ 2,133,750
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and
therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit
requirements in anticipation of these payments.

Debt Service Fund Revenue Bond Debt Service
438
2021 2022 2023

Ohio Water Development Authority Loans - Water Pollution Control +

EXPENDITURES:
Principal $ 309,914 $ 370,325 $ 373,510
Interest 374,250 353,761 344,976
Total Expenditures $ 684,164 $ 724,086 $ 718,486
RECEIPTS
Utility Reimbursement $ 684,164 $ 724,086 $ 718,486
Total Receipts $ 684,164 $ 724,086 $ 718,486
Public Power System - Revenue Bonds +

EXPENDITURES:
Principal $ 9,030,000 $ 9,485,000 $ 9,960,000
Interest 6,847,765 6,396,265 5,922,015
RECEIPTS
Total Receipts $ 15,877,765 $ 15,881,265 $ 15,882,015
Parking Facilities Revenue Refunding Bonds +

EXPENDITURES:
Principal $ 3,730,000 $ 3,930,000 $ —
Interest 402,150 207,644 —
Total Expenditures $ 4,132,150 $ 4,137,644 $ —
RECEIPTS
Enterprise Reimbursement $ 4,132,150 $ 4,137,644 $ —
Total Receipts $ 4,132,150 $ 4,137,644 $ —
+ Amounts shown above are actual amounts paid to bondholders or swap counterparties during the year and
therefore may not match the debt service amounts in the budget of enterprise funds which reflect deposit
r requirements in anticipation of these payments.

Debt Service Revenues Debt Service Fund
439
Debt Service Revenues
2020 2021 2022 2023

ACTUAL ACTUAL UNAUDITED BUDGET
PROPERTY TAXES $ 19,988,562 $ 20,358,650 $ 23,243,464 $ 21,626,167
INTERGOVERNMENTAL REVENUE 1,657,061 1,668,650 1,976,706 1,950,000
RESTRICTED INCOME TAX 35,379,929 36,821,484 38,969,104 41,910,315
GENERAL FUND INCOME TAX 5,638,512 5,680,168 5,719,256 5,722,336
INVESTMENT EARNINGS 313,495 16,725 693,490 490,000
BOND FEES & SERVICES 50,000 162,500 54,113 50,000
NOTE / BOND PROCEEDS 4,700,007 9,908,347 5,955,989 3,500,000
TRANSFERS FROM OTHER SUBFUNDS 6,000 854,792 1,957,104 -
TIF / DEVELOPER RECEIPTS 631,540 613,299 654,881 385,343
GENERAL FUND TRANSFER 3,953,882 5,515,284 6,287,972 6,114,142
FEDERAL SUBSIDY 217,806 627,411 376,620 349,000
DRAW/(ADD) OF FUND BALANCE 4,981,242 (5,934,100) (3,108,317) 5,839,080
TOTAL RECEIPTS $ 77,518,036 $ 76,293,210 $ 82,780,382 $ 87,936,383

Debt Service Fund Debt Service Expenditures
440
Debt Service Expenditures
2021 2022 2023

Unvoted Tax Supported General Obligation Bonds
Bonds Redeemed $ 24,660,000 $ 25,905,000 $ 28,455,000
Interest on Bonds 13,330,481 13,934,842 15,452,338
$ 37,990,481 $ 39,839,842 $ 43,907,338
Subordinated Income Tax Bonds (Police & Fire Pension)
Bonds Redeemed $ 4,690,000 $ 4,935,000 $ 5,190,000
Interest on Bonds 896,000 655,375 402,250
$ 5,586,000 $ 5,590,375 $ 5,592,250
2013A Core City Fund
Bonds Redeemed $ 975,000 $ 1,050,000 $ 1,100,000
$ 1,109,024 $ 1,186,388 $ 1,228,513
Lower Euclid TIF Bonds
Bonds Redeemed $ 234,000 $ 260,000 $ 253,000
$ 365,820 $ 384,605 $ 385,343
Nontax Revenue Refunding Bonds - Stadium
Transfer to Other Subclass $ 75 $ — $ —
$ 75 $ — $ —
2014 Core City Bonds
Bonds Redeemed $ 1,365,000 $ 1,405,000 $ 1,455,000
$ 1,556,552 $ 1,554,238 $ 1,557,873
Bonds Redeemed $ 2,360,000 $ 2,425,000 $ 2,495,000
$ 2,865,633 $ 2,864,316 $ 2,861,082
Bonds Redeemed $ 190,000 $ 190,000 $ 195,000
$ 229,155 $ 225,526 $ 226,897
Bonds Redeemed $ — $ 780,000 $ 795,000
Interest on Bonds — 283,014 267,740
$ — $ 1,063,014 $ 1,062,740
Subordinate Lien Income Tax Bonds
Bonds Redeemed $ 10,520,000 $ 12,550,000 $ 13,930,000
Interest on Bonds 13,808,923 15,674,174 15,043,459
Transfer to Other Subclass 222,812 — —
$ 24,551,735 $ 28,224,174 $ 28,973,459

Debt Service Expenditures Debt Service Fund
441
2021 2022 2023

Subordinate Lien Inc. Tax Bonds (2014A)
Bonds Redeemed $ 1,000,000 $ 1,030,000 $ 1,080,000
$ 1,310,178 $ 1,125,600 $ 1,124,100
Sinking Fund Operations
Personnel $ 234,357 $ 231,438 $ 272,318
Other 494,200 490,867 744,470
$ 728,557 $ 722,305 $ 1,016,788

Debt Service Fund Unvoted Tax Supported Obligations
442
Unvoted Tax Supported Obligations
CITY OF CLEVELAND SINKING FUND COMMISSION

FUTURE DEBT SERVICE REQUIREMENTS
UNVOTED TAX SUPPORTED OBLIGATIONS
MONTH ISSUE MATURITY INTEREST 12/31/22 2023 2023 TOTAL

PURPOSE DUE DATE DATE RATE BALANCE PRINCIPAL INTEREST DUE
BRIDGES & ROADS JUNE/DEC. 2012 2030 VAR 2,295,000 1,120,000 114,750 1,234,750
BRIDGES & ROADS JUNE/DEC. 2016A 2033 VAR 17,015,000 1,235,000 659,200 1,894,200
BRIDGES & ROADS JUNE/DEC. 2018 2043 VAR 53,145,000 1,550,000 2,449,400 3,999,400
BRIDGES & ROADS JUNE/DEC. 2019A 2037 VAR 19,745,000 985,000 756,400 1,741,400
BRIDGES & ROADS JUNE/DEC. 2020A 2038 VAR 20,430,000 1,005,000 608,600 1,613,600
BRIDGES & ROADS JUNE/DEC. 2021A 2039 VAR 15,825,000 765,000 403,750 1,168,750
BRIDGES & ROADS JUNE/DEC. 2022A 2041 VAR 4,975,000 160,000 248,750 408,750
CEMETERY IMPROVEMENT JUNE/DEC. 2012 2032 VAR 305,000 25,000 15,250 40,250
HEAVY VEHICLES JUNE/DEC. 2022A 2032 VAR 7,805,000 620,000 390,250 1,010,250
LIGHT VEHICLES JUNE/DEC. 2022A 2027 VAR 3,995,000 725,000 199,750 924,750
NEIGHBORHOOD DEVELOPMENT JUNE/DEC. 2020A 2040 VAR 1,615,000 70,000 46,131 116,131
PARKS & RECREATION JUNE/DEC. 2012 2032 VAR 390,000 190,000 19,500 209,500
PARKS & RECREATION JUNE/DEC. 2016A 2027 VAR 335,000 60,000 16,150 76,150
PARKS & RECREATION JUNE/DEC. 2018 2046 VAR 15,150,000 360,000 669,988 1,029,988
PARKS & RECREATION JUNE/DEC. 2019A 2043 VAR 10,280,000 325,000 362,800 687,800
PARKS & RECREATION JUNE/DEC. 2020A 2048 VAR 20,915,000 550,000 559,525 1,109,525
PARKS & RECREATION JUNE/DEC. 2021A 2049 VAR 20,860,000 550,000 557,650 1,107,650
PARKS & RECREATION JUNE/DEC. 2022A 2051 VAR 14,700,000 235,000 735,000 970,000
PUBLIC FACILITIES JUNE/DEC. 2012 2030 VAR 1,630,000 795,000 81,500 876,500
PUBLIC FACILITIES JUNE/DEC. 2016A 2026 VAR 2,275,000 530,000 108,450 638,450
PUBLIC FACILITIES JUNE/DEC. 2018 2031 VAR 3,965,000 360,000 188,150 548,150
PUBLIC FACILITIES JUNE/DEC. 2019A 2036 VAR 15,060,000 825,000 588,700 1,413,700
PUBLIC FACILITIES JUNE/DEC. 2022A 2050 VAR 14,435,000 245,000 721,750 966,750
REFUNDING JUDGMENT BONDS JUNE/DEC. 2016B 2033 VAR 4,260,000 0 207,882 207,882
SERIES 2005 REFUNDING APR/OCT 2005 2023 VAR 2,655,000 2,655,000 146,025 2,801,025
SERIES 2007C REFUNDING MAY/NOV 2007C 2027 VAR 6,675,000 1,935,000 350,438 2,285,438
SERIES 2015 REFUNDING JUNE/DEC. 2015 2029 VAR 33,960,000 7,150,000 1,684,250 8,834,250
SERIES 2016 REFUNDING JUNE/DEC. 2016A 2032 VAR 16,030,000 1,745,000 705,400 2,450,400
SERIES 2021 REFUNDING JUNE/DEC. 2021A 2031 VAR 1,190,000 0 35,700 35,700
Total 361,080,000 28,455,000 14,452,338 42,907,338

Internal Service Funds
443
This fund group provides services to other City Divisions. Their operations are
supported by charges to user Divisions.

Internal Service Funds Internal Service Funds Defined
444
Internal Service Funds (ISFs) in the City of Cleveland are meant to provide internal support
Internal Service Funds Defined
functions for divisions within the city. The City's ISFs were created to realize the following
benefits:
• Cost Control serves as a means to manage expenses. For example, having a motor
vehicle repair shop is cheaper than outsourcing vehicle repairs whenever a City
vehicle breaks down.
• Resource Management seeks to effectively and efficiently deploy resources on a
needed basis. For example, how much paper supply is needed to minimize inventory
storage?
• Budget Planning is the method developed for attaining estimated itemized
expenses and income from anticipated sources.
• Capital Plan focuses on resource and expenditure plan to acquire capital assets.
For example, acquiring a new vehicle might require temporarily raising
reimbursement rates to satisfy any financial sources used.
• Financial Transaction Tracking is the process of monitoring and recording
events affecting the business (i.e. knowing how much was spent on outgoing mail)
The City of Cleveland currently has eight different ISFs. Each of the ISFs are tasked with
specific objectives that should satisfy customer needs, resource management and fiscal
management.
Type of ISF Objective
Sinking Fund To assist and monitor debt service activity
Telecommunication Supervises the City’s telephone communications network, equipment, services
and customer services.
Motor Vehicle and Control and supervise the procurement, custody, maintenance repair and
Maintenance assignment for use of all motorized equipment.
Printing Control and supervise the printing, microfilming, Photostatting, blueprinting,
mimeographing or other reproduction of material required for use by any
department or division of the City
Storeroom Properly stamp and mail departments and divisions outgoing mail.
Radio Oversee, monitor and regulate the City’s radio communications system
Health Fund To service health care clams and program costs (Self Insurance)
Prescription Fund To service prescription claims and program costs (Self Insurance)

Internal Service Funds Goals
• Provide services to divisions that satisfies demand and pricing transparency.

• Recovery of full cost (breakeven) to run service center.
• Implement rate strategies that adequately cover cost, focusing on delivering lower
rates than industry standards.
• Maintain inventory of materials and supplies.
• Plan capital expenditures with identification of funding resources, or reserve
mechanisms.

Internal Service Funds Defined Internal Service Funds
445
Internal Service Funds Cost Strategy
The City of Cleveland requires ISFs to adequately recover all direct costs associated with
each fund. The different type of direct cost includes; personnel cost, materials and supplies,
service and maintenance contracts.
Internal Service Fund Revenue Reimbursement Strategy
Revenue reimbursements (chargebacks) are usually done a monthly basis to individual

divisions. Below is a breakdown of the reimbursement (rate) strategy maintained by each
ISF:
Type of ISF Reimbursement Strategy
Sinking Fund Chargeback to divisions that issue debt
Telecommunication Actual invoice: received from service providers (AT&T for example), based on
device numbers and service agreements
Overhead: Rate set to recover personnel service provided.
Motor Vehicle and Maintenance work: Labor hour and material usage
Maintenance Carpooling: Miles rate times miles driven
Fuel: Gallon rate times gallon refueled
Printing Paper Supply: Carton Rate times carton(s) ordered
Copier Meter: Rate times number of copier count (meter read)
Special Order: Various rates based on clients’ needs
Storeroom Mailing rate times number of outgoing mail
Radio Chargeback to divisions that utilize radios on a per unit basis
Health Fund Medical Rate (driven by headcount in each division)
Prescription Fund Prescription Rate (driven by headcount in each division)

Revenue reimbursements are monitored monthly, which are used to project ending retained
earnings balance. If projection shows high retained earnings or low retained earnings, a rate
review is instituted, and credits to divisions are planned if needed.
Case Study: Division of Printing (An Internal Service Fund)
The Division of Printing currently uses the computer program known as, Franking
Estimating System, when it comes to special order work. Printing the budget book would be
considered a special order. The Franklin Estimating System usually gives the minimum
selling rates based on average production costs gathered from efficiently run plants in the
United States. The division then compares their internal rate with the result of the Franklin
system, which should be equal or lower.
The Division of Printing charges $0.025 for each photocopy printed (copier meter charges).
The rate covers administrative, maintenance, and contractual obligations with vendors.
Paper supplies are usually charged based on how many cartons are ordered.
The Division of Printing plans for capital acquisitions by temporary increasing their rates.
This increase helps with building large retained earnings, and thus leading to the capital
acquisition.

Internal Service Funds Internal Service Fund Summary
446
Internal Service Fund Summary
2020 2021 2022 2023 $ %

SINKING FUND
RECEIPTS $ 847,000 $ 885,365 $ 673,581 $ 781,308 $ 107,727 16%
EXPENDITURES 719,869 728,557 722,305 1,016,788 294,483 41%
Net $ 127,131 $ 156,808 $ (48,724) $ (235,480) $ (186,756) 383%
Decertifications — — — — —
Ending Balance $ 128,208 $ 285,016 $ 236,292 $ 812 $ (235,480) -100%
TELEPHONE EXCHANGE
RECEIPTS $ 11,787,619 $ 11,448,157 $ 11,954,704 $ 15,688,743 $ 3,734,039 31%
EXPENDITURES 11,742,476 11,720,397 11,872,974 14,034,405 2,161,431 18%
1,924
Net $ 45,143 $ (272,240) $ 81,730 $ 1,654,338 $ 1,572,608
%
Decertifications 60,254 18 43,996 — —
Ending Balance $ 900,635 $ 628,413 $ 754,139 $ 2,408,477 $ 1,654,338 219%
RADIO
RECEIPTS $ 2,525,852 $ 5,170,287 $ 3,659,332 $ 5,564,702 $ (132,916) -4%
EXPENDITURES 3,225,142 5,499,357 3,310,224 5,564,702 836,642 25%
Net (699,290) (329,070) 349,108 — $ (969,558) -278%
Beginning Balance 1,271,782 650,793 326,671 687,535 —
Ending Balance $ 650,793 $ 326,671 $ 687,535 $ 687,535 $ (525,894) -76%
MOTOR VEHICLE MAINTENANCE

RECEIPTS $ 18,977,261 $ 22,113,403 $ 26,748,325 $ 24,271,848 $ (2,476,477) -9%
EXPENDITURES 20,545,575 20,909,574 23,852,425 24,258,873 406,448 2%
Net $ (1,568,314) $ 1,203,829 $ 2,895,900 $ 12,975 $ (2,882,925) -100%
Ending Balance $ 2,463,436 $ 3,676,381 $ 6,577,314 $ 6,590,289 $ 12,975 0%

Internal Service Fund Summary Internal Service Funds
447
2020 2021 2022 2023 $ %

PRINTING & REPRODUCTION

RECEIPTS $ 1,964,361 $ 2,252,189 $ 2,561,978 $ 2,797,445 $ 235,467 9%
EXPENDITURES 2,033,966 2,139,238 2,438,011 2,812,414 374,403 15%
Net $ (69,605) $ 112,951 $ 123,967 $ (14,969) $ (138,936) -112%
Decertifications 574 208 2,145 — —
Ending Balance $ 7,919 $ 121,078 $ 247,190 $ 232,221 $ (14,969) -6%
STOREROOM
RECEIPTS $ 453,690 $ 500,605 $ 471,780 $ 607,864 $ 136,084 29%
EXPENDITURES 437,059 508,897 546,812 608,262 61,450 11%
Net $ 16,631 $ (8,292) $ (75,032) $ (398) $ 74,634 -99%
Decertifications — 4 — — —
Beginning Balance 67,088 83,719 75,431 399 —
Ending Balance $ 83,719 $ 75,431 $ 399 $ 1 $ (398) -100%
HEALTH SELF INSURANCE FUND

RECEIPTS $ 87,501,266 $ 83,823,892 $ 90,943,611 $ 99,690,182 $ 8,746,571 10%
EXPENDITURES 81,669,996 92,523,177 93,776,141 99,690,181 5,914,040 6%
Net $ 5,831,270 $ (8,699,285) $ (2,832,530) $ 1 $ 2,832,531 -100%
Decertifications — 2,446 34,707 — —
Ending Balance $ 23,336,639 $ 14,639,800 $ 11,841,977 $ 11,841,978 $ 1 0%
PRESCRIPTION SELF INSURANCE FUND

RECEIPTS $ 18,026,930 $ 17,298,305 $ 12,116,088 $ 20,917,518 $ 8,801,430 73%
EXPENDITURES 15,087,354 16,173,356 16,161,873 20,917,518 4,755,645 29%
Net $ 2,939,576 $ 1,124,949 $ (4,045,785) $ — $ 4,045,785 -100%
Decertifications — — — — —
Ending Balance $ 5,645,560 $ 6,770,509 $ 2,724,724 $ 2,724,724 $ — %

Internal Service Funds Department of Finance
448
SINKING FUND GENERAL OPERATIONS
Debt Service
Sinking
Department
Fund General
of Finance
Operations
Sinking Fund Commission
Justin M. Bibb, President

Ahmed Abonamah, Secretary
Blaine Griffin, Member
Elizabeth C. Hruby, Assistant Secretary
The Sinking Fund is the bond retirement fund of the City and its operations are governed by
the Ohio Revised Code, the City Charter and the General Bond Ordinance. The Sinking
Fund Commission consists of the Mayor, Director of Finance, and City Council President. An
Assistant Secretary is appointed by the members to conduct the business of the Sinking Fund
Commission. The Sinking Fund Commission is responsible for the issuance and payment of
all City debt including general obligation bonds, special revenue bonds, certificates of
participation, non-tax revenue bonds and tax increment financing debt.
DEBT MANAGEMENT POLICY

The Sinking Fund Commission is responsible for maintaining detailed records of the City’s
outstanding debt obligations until their maturity and ensuring that all debt is paid when
due. The Sinking Fund Commission’s composition is defined in the City Charter and its
duties are outlined in the covenants of the General Bond Ordinance and the Sinking Fund
Ordinance.
The Sinking Fund Commission acts as the citywide coordinator for all debt issuance and
monitoring activities. This includes the sale of all general obligation, special obligation and
enterprise (revenue) bonds and notes. In addition the Commission deposits on behalf of itself
and the Enterprise Funds any moneys to be applied to the payment of debt charges. This
includes money and investments derived from ad valorem property taxes, income tax
collections, enterprise reimbursements, non-tax revenues and the proceeds of renewal bonds
or notes. The Commission maintains and reconciles all bank accounts for General Obligation,
Special Obligation and Enterprise (Proprietary) Obligations of the City. In addition, the
Commission ensures that all debt issued by the City falls within the State’s legal debt limits
and that, in most cases, bonds issued to refund outstanding bonds achieve a minimum 3%
debt service savings level. If permitted by the authorizing ordinance, bonds can also be
refunded in order to eliminate or modify unduly restrictive covenants or to obtain a more
favorable debt structure.
The City issues its general obligation bonds in connection with its overall Capital
Improvement Program. Projects that have benefited from the issuance of general obligation
debt include, but are not limited to, public facilities improvements, bridge and roadway
improvements, cemeteries, recreation facilities, and urban redevelopment. In recent years,
the City has also issued subordinate lien income tax bonds for these purposes.
The City’s Enterprise Funds develop their own individual capital improvement programs and
issue revenue debt as necessary to assist with the implementation of their CIP programs.
The Sinking Fund Commission works jointly with each individual Enterprise Fund when
issuing revenue debt, and ensures that the City complies with all debt covenants.

Department of Finance Internal Service Funds
449
PROGRAM NAME:DEBT ADMINISTRATION AND RECORD MAINTENANCE
OBJECTIVES: To ensure the proper disbursement of funds for the payment of debt by
maintaining accurate records of fixed rate and variable rate debt service
requirements and other schedules of cash and investments.
ACTIVITIES: Maintain complete records of all financing transactions and outstanding

debt service requirements. Respond to bondholder questions and requests.
Record and reconcile all debt related activity within the City’s accounting
system. Process all principal and interest payments. Collect funds from
Cuyahoga County, the General Fund, the Restricted Income Tax Fund,
Special Revenue Funds and Enterprise Funds in order to make funds
available for disbursements on a timely basis for the payment of debt
service. Prepare the state required debt schedule, which certifies the amount
to be paid from taxes and levying tax sufficient to cover debt service.
Through an escrow agent or trustee, coordinate the investment of cash in
investments permitted under the General Bond Ordinance, the Sinking
Fund Ordinance and enterprise fund indentures.
PROGRAM NAME:DEBT ISSUANCE AND COMPLIANCE

OBJECTIVES: To ensure that the City issues all debt in a cost effective manner and
complies with all covenants in the General Bond Ordinance, the Sinking
Fund Ordinance and in all revenue or special obligation bond indentures, as
well as with all state debt limits and federal regulations governing the
issuance of tax-exempt debt.
ACTIVITIES: Coordinate the issuance of debt and other obligations by working with the
Law Department, bond counsel, financial advisors, underwriters, rating
agencies and insurers. Evaluate financing proposals received by the City.
Determine structure of financing transactions. Coordinate the submission of
continuing disclosure information pursuant to the City’s various Continuing
Disclosure Agreements for its bond issues in accordance with SEC Rule
15c2-12. Facilitate the required arbitrage rebate calculations required by
federal regulations.

Historic Data
Output Metric
2020 2021 2022
1 Number of New Money Bond Issuances 2 2 1
2 Number of Refunding Bond Issuances 5 2 0
3 Savings from Bond Refunding $31.4 $2.5 $0
million million
4 Number of Bond Ratings Changes 1 0 4
(Up/Down)
5 Number of EMMA disclosure filings 15 16 17


450
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 875 1,000 1,000 1,175
Separation Payments — — — 35,000
$ 181,114 $ 188,890 $ 186,421 $ 226,238
Benefits
Prescription 2,640 2,638 2,689 2,788
Dental 504 485 464 544
Vision Care 186 199 182 216
Fica-Medicare 2,564 2,688 2,647 2,662
$ 42,330 $ 45,467 $ 45,017 $ 46,080
Professional Dues & Subscript $ 261 $ 261 $ 522 $ 270
$ 261 $ 261 $ 522 $ 270
County Aud & Treas Coll Fee 376,030 210,242 301,240 524,000
$ 496,032 $ 493,872 $ 490,250 $ 744,000
Postage $ 131 $ 66 $ 95 $ 200
$ 131 $ 66 $ 95 $ 200
$ 719,869 $ 728,557 $ 722,305 $ 1,016,788
Revenues
2020 2021 2022 2023
Miscellaneous $ 50,000 $ 171,546 $ 54,113 $ 50,000

Other Shared Revenue — — 2,475 —
Transfers In 797,000 713,819 616,992 731,308
$ 847,000 $ 885,365 $ 673,580 $ 781,308

451


1 1 1 Assistant Secretary Of Sinking Fund 31,200.00 119,951.62
1 1 1
PROFRESSIONALS
1 1 1 Sr Budget & Mgmt Analyst 31,200.00 94,001.90
1 1 1

452
TELEPHONE EXCHANGE
Expenditures
Telephone Exchange
2020 2021 2022 2023

Salaries and Wages

Full Time Permanent $ 984,783 $ 1,052,381 $ 947,779 $ 1,291,220
Longevity 4,225 4,225 5,000 4,250
Separation Payments — 580 46,957 —
Overtime 858 4,316 3,477 —
$ 989,870 $ 1,068,194 $ 1,007,212 $ 1,295,470
Benefits
Prescription 38,980 41,454 34,956 57,368
Dental 9,832 10,209 8,182 14,454
Vision Care 1,367 1,445 1,185 2,120
Fica-Medicare 13,191 14,218 13,568 18,733
$ 405,401 $ 435,793 $ 376,060 $ 573,813
Utilities
Cellular Servicess $ 783,862 $ 1,044,386 $ 1,446,270 $ 1,423,743
At&T Equipment 300,926 471,875 319,152 300,000
Telephone-Ohio Bell 8,499,807 7,928,291 7,901,342 9,600,000
Telephone 515,011 631,490 725,493 620,400
Data Communication (Telephone) 12,000 — — —
$ 10,150,605 $ 10,097,911 $ 10,419,593 $ 11,968,011
Parking In City Facilities 19,445 35,100 — 34,020
$ 128,057 $ 95,100 $ 18,950 $ 139,220
Computer Hardware $ 9,434 $ 5,328 $ 10,013 $ 10,000
Computer Software 2,100 — 2,500 5,000
$ 12,557 $ 7,237 $ 16,306 $ 20,000

453
TELEPHONE EXCHANGE
2020 2021 2022 2023
Maintenance
Maintenance Contracts $ 15,390 $ 259 $ 23,256 $ 26,235
Maintenance Building 2,500 — — —
$ 55,984 $ 16,161 $ 34,852 $ 37,891
$ 11,742,476 $ 11,720,398 $ 11,872,974 $ 14,034,405
Revenues
2020 2021 2022 2023
Miscellaneous $ 11,779,181 $ 11,447,174 $ 11,925,007 $ 15,668,743

Interest Earnings/Investment Income 8,439 982 29,698 20,000
$ 11,787,620 $ 11,448,156 $ 11,954,705 $ 15,688,743

454
TELEPHONE EXCHANGE


1 1 1 Customer Support Call Center Manger 65,000.00 112,640.51
1 0 0 Manager Of Telecommunications 31,200.00 122,307.89
0 1 1 Deputy Commissioner of ITS 31,200.00 117,696.06
2 2 2
2 1 1 Accountant I 16.69 23.43
8 6 6
PROFESSIONALS
1 0 0 Assistant Commissioner ITS 31,200.00 110,087.37
1 1 1 Supervisor Administration Services-Data 31,200.00 62,770.08
3 2 2
TECHNICIANS
1 1 1 Telecommunications Analyst I 15.00 49.25
5 5 5 Telecommunications Tech 35.83 37.17
6 6 6
5 VACANT FULL TIME

Department of Public Utilities Internal Service Funds
455
OFFICE OF RADIO COMMUNICATIONS
Brad A. Handke, Administrative Manager
Office
Department
of RadioofCommunications
Public Utilities
Mission Statement
To operate the City’s radio system in a reliable and secure manner, suitable for use by all City
divisions; providing maintenance, programming services, interoperability, and improvements
to the infrastructure to insure sufficient system capacity to meet the wireless communications
needs of the City.
PROGRAM NAME: WIRELESS COMMUNICATIONS BUILDING PERMIT

APPLICATIONS
OBJECTIVES: Ensure that wireless communications providers utilize existing, and new,
poles and structures in an efficient and non-blocking manner.
ACTIVITIES: Review building permit applications, and conduct site surveys.
PROGRAM NAME: LEASE OF FACILITIES FOR WIRELESS COMMUNICATIONS

USE
OBJECTIVES: Ensure that leases for City properties by wireless communications providers
provide City divisions with fair compensation for their usage.
ACTIVITIES: Negotiate leases with wireless communications providers in conjunction

with the Law Department and the City division that owns the property or
facility.
PROGRAM NAME: ORC SERVICE CENTER FACILITIES

OBJECTIVES: Provide services related to the installation, removal and repair of 800 MHz
two-way radios from City divisions. This program also provides for drive-in
services for vehicles that usually go to outside vendors for miscellaneous
radio services. Also in 2008 the Service Center took on responsibility for
other peripheral equipment including GPS, AVL, and some MDT/Camera
work.
ACTIVITIES: Install and remove radios for other City divisions, so as to reduce the
amount of money being spent on outside vendors. To provide service to all
City divisions using 800 MHz radio equipment. This program will eliminate
most of the outsourcing of radio services that the City of Cleveland does for
its vehicle fleet and will help to prevent vehicles and personnel from being
Out of Service. In addition the Service Center has started computer
installations for the division of EMS and has continued with removing
equipment related to MDT’s, GPS, and AVL, from vehicles to reduce the cost
of having outside vendors remove this equipment. This program will also be
responsible for the maintenance of the new AMR infrastructure being
installed by Cleveland Division of Water.

Internal Service Funds Department of Public Utilities
456
PROGRAM NAME: RADIO NETWORK PARTICIPATION
OBJECTIVES: To assist in the expansion of the new Greater Cleveland Regional Radio
Network.
ACTIVITIES: Oversee the expansion of participants to the new system by assisting outside
entities with their radio communications planning, programming, and
cutover to the radio network.
PROGRAM NAME: RADIO SYSTEM ADMINISTRATION

OBJECTIVES: Respond quickly to requests for programming and reprogramming of mobile
and portable radios, as well as other system requests.
ACTIVITIES: Work with user divisions to ensure that changes in radio templates are
made in a timely fashion and suggest changes or improvements in radio
configuration. Provide advice on how to best create interoperability between
the internal and external entities located in and outside of the City, and
retemplate radios that have undergone maintenance or are being relocated
from one vehicle to another.
PROGRAM NAME: RADIO SYSTEM MAINTENANCE & OPERATION

OBJECTIVES: To maintain the Greater Cleveland Regional Radio Network in a reliable
condition, suitable for use by all participating entities.
ACTIVITIES: Ensure that maintenance contracts are in place for infrastructure, as well as
for ancillary facilities; to administer maintenance contracts, respond to
alarms, system problems, and user problems in an effort to coordinate
maintenance efforts.

Historic Data
Output Metric
2020 2021 2022
1 Unit Installation 134 64 90
2 Complete Removals 91 131 112
3 Custom Radio Templates N/A 34 44
* Note: Figures for Metric 3 newly tracked in 2021‐2022.


457
Expenditures
2020 2021 2022 2023
Salaries and Wages

Injury Pay — 1 — —
Longevity 3,150 3,150 2,150 2,150
Overtime 155 — 47 —
$ 359,704 $ 339,158 $ 306,788 $ 500,354
Benefits
Prescription 18,551 15,990 12,163 26,140
Dental 4,949 4,152 3,012 6,744
Vision Care 543 473 356 848
Fica-Medicare 4,918 4,660 4,209 7,173
Clothing Allowance 1,875 1,360 890 2,255
$ 176,758 $ 156,861 $ 123,238 $ 245,273
Travel $ — $ — $ 603 $ 12,000
Tuition & Registration Fees — — 100 10,000
$ — $ — $ 703 $ 22,000
Utilities
Brokered Gas Supply $ 110 $ 376 $ 434 $ —
Telephone 230,000 142,000 193,881 250,000
Gas 4,144 5,540 6,212 5,850
Electricity - Cpp 16,832 16,794 17,166 19,478
$ 322,023 $ 232,022 $ 285,145 $ 365,785
Taxes 10,597 11,227 11,341 15,000
Property Rental 299,301 304,510 148,729 250,000
$ 316,073 $ 321,677 $ 166,010 $ 282,302

Internal Service Funds Department of Public Utilities
458
2020 2021 2022 2023

Hardware & Small Tools $ 10,913 $ 6,100 $ 4,124 $ 10,000
Small Equipment 19,624 29,198 16,967 35,000
Other Supplies 84,205 63,292 118,276 100,000
Just In Time Office Supplies 343 — 262 500
$ 115,084 $ 98,590 $ 139,629 $ 145,500
Maintenance
Maintenance Contracts $ 1,582,040 $ 2,206,539 $ 1,861,543 $ 2,287,787
Computer Hardware Maintenance — — 5,013 —
Computer Software Maintenance — 50,724 — —
Maintenance Utility Systems 115,670 354,822 148,496 175,000
Maintenance Misc. Equipment 36,760 — — —
$ 1,734,470 $ 2,612,085 $ 2,015,052 $ 2,462,787
Charges From Light And Power — 490 878 8,000
Charges From Print & Repro 245 150 80 201
Charges From M.V.M. 902 2,950 3,817 2,500
$ 8,638 $ 11,684 $ 13,186 $ 20,701
Capital Outlay
Automobiles $ — $ — $ — $ 60,000
Radio Equipment 177,431 161,719 168,376 510,000
Other Equipment 14,960 64,562 92,097 950,000
Transfer To Capital Project — 1,501,000 — —
$ 192,392 $ 1,727,281 $ 260,473 $ 1,520,000
$ 3,225,142 $ 5,499,357 $ 3,310,224 $ 5,564,702
Revenues
2020 2021 2022 2023

Miscellaneous 2,186,087 4,786,829 3,256,570 5,212,702
$ 2,525,853 $ 5,170,286 $ 3,659,332 $ 5,564,702

459


1 0 0 Supervisor of Radio Services 28.56 29.13
1 0 0
PROFESSIONALS
2 0 0 Systems Analyst 31,200.00 70,429.91
4 2 2
TECHNICIANS
3 2 2 Radio Technician 23.03 24.35
3 2 2
4 VACANT FULL TIME

Internal Service Funds Department of Public Works
460
Jeffrey L. Brown, Commissioner
Department
Motor Vehicle
ofMaintenance
Public Works
Mission Statement
To purchase and maintain the City of Cleveland’s vehicles and specialized equipment to ensure
safe and dependable operating conditions.
PROGRAM NAME:AUTO BODY WORK

OBJECTIVES: To increase the life and improve the safety of all City owned vehicles using
in-house resources and outside contractors.
ACTIVITIES: Make minor and major auto body repairs.
PROGRAM NAME:EMERGENCY REPAIRS AND TOWING

OBJECTIVES: To provide efficient, cost effective vehicle repair service for the City owned
Fleet.
ACTIVITIES: Provide emergency service and towing for all City owned vehicles. Replace
batteries, lights and tires. Provide major vehicle repairs.
PROGRAM NAME:FUELING
OBJECTIVES: To provide the City’s fleet with 27 locations for fuel dispensing and delivery
of fuel by tanker truck to other City of Cleveland fuel locations (i.e. Parks,
Police and Fire Divisions).
ACTIVITIES: Purchase fuels and lubricants. Deliver fuel to City owned locations.
PROGRAM NAME:NEW VEHICLE PREPARATION

OBJECTIVES: To assure that all City vehicles are working properly before being released to
Departments.
ACTIVITIES: Inspect and prepare all new City vehicles for use by Departments. Apply
logos and identification numbers to vehicles. Assign fuel cards.
PROGRAM NAME:PREVENTIVE MAINTENANCE

OBJECTIVES: To increase the life and improve the safety of all City owned vehicles.
ACTIVITIES: Follow design procedures for maintaining special motorized equipment.

Change or check lubricants. Repair/Replace defective parts. Inspect vehicles
on a routine basis.
PROGRAM NAME:ROUTINE MAINTENANCE

OBJECTIVES: To provide the City’s Departments with complete maintenance and services.
ACTIVITIES: Provide motor repairs and services. Maintain records of average down time
and repair costs.

Department of Public Works Internal Service Funds
461

Historic Data
Output Metric
2020 2021 2022
1 General Repairs 11,671 10,951 10,839
2 Preventative Maintenance Service 4,163 3,915 3,825
3 Body Shop Repairs 202 156 154
4 Training Hours 506 1,632 1,772
5 In House Tows 462 303 399
6 Vehicles Purchased/Prepped 223 151 108

462
Expenditures
2020 2021 2022 2023
Salaries and Wages

Injury Pay 4,845 8,998 — —
Longevity 31,900 31,275 32,200 32,000
Bonus Incentive 2,800 2,100 13,100 —
Overtime 98,967 83,831 94,655 85,000
$ 4,435,694 $ 4,399,067 $ 4,355,020 $ 4,609,112
Benefits
Prescription 173,060 168,389 160,375 194,536
Dental 44,378 43,186 38,639 49,291
Vision Care 6,324 6,654 5,804 7,744
Fica-Medicare 56,609 55,815 54,842 58,885
Life Insurance 3,272 3,212 3,126 4,299
Unemployment Compensation 444 — 1,260 —
Clothing Allowance 960 18,425 960 10,525
Tool Insurance 58,000 56,000 55,000 59,000
Clothing Maintenance 200 200 200 1,250
$ 1,839,105 $ 1,859,319 $ 1,835,366 $ 2,041,865
Tuition & Registration Fees $ 136 $ 461 $ — $ 2,060
$ 4,740 $ 3,317 $ 2,858 $ 6,180
Utilities
Gas 39,135 40,020 57,872 60,189
Electricity - Cpp 38,044 39,005 37,348 26,913
Electricity - Other 998 1,060 1,268 1,041
$ 148,996 $ 169,249 $ 250,474 $ 241,570
Parking In City Facilities $ 27,179 $ 27,968 $ 28,400 $ 26,000
Towing 179,520 150,095 186,004 154,500
Special Assessment 17,150 18,600 18,100 20,000

463
2020 2021 2022 2023

$ 237,837 $ 213,701 $ 257,520 $ 213,250
Computer Supplies $ — $ 257 $ 459 $ 1,000
Fuel 4,458,655 4,794,848 8,258,083 7,383,029
Fuel Tax 1,087,519 1,076,481 1,070,488 1,470,000
Chemical — — — 7,500
Air Compressor Parts 70,000 95,000 88,145 50,000
Fire/Ems Apparatus Parts 356,830 324,749 200,000 180,000
Auto & Light Truck Parts 1,427,616 1,263,960 1,258,493 1,414,500
Heavy Truck Parts 2,872,019 2,742,569 2,852,291 2,587,500
Construction Equipment Parts 226,999 138,473 155,530 200,000
Snow Removal Equipment Parts 20,000 100,000 95,000 20,000
Clothing 29,999 30,000 32,990 24,000
Sweeper Parts 536,108 200,000 422,499 400,000
Welding Supplies & Equipment — 3,000 5,000 3,000
Painting Equipment & Supplies 10,000 10,000 20,000 16,000
Other Supplies 2,560 842 1,852 1,000
Anti-Freeze 25,000 35,000 35,000 25,000
Motor Oil & Lubricants 234,746 199,955 321,905 300,000
Batteries 100,000 100,000 100,000 100,000
Tires 713,068 740,750 679,467 700,000
$ 12,222,868 $ 11,921,206 $ 15,637,488 $ 14,906,529
Maintenance
Computer Hardware Maintenance $ — $ — $ — $ 10,000
Fuel Pump Repair & Maintenance 99,990 50,000 50,910 50,000
Generator Repair 134,732 107,402 107,500 75,000
Repair Parts — — 10,000 —
Accident Repair-Other Vehicles 95,612 30,290 53,332 50,000
Accident Repair-Safety Vehicls 113,935 170,296 105,567 130,000
Heavy Truck Repair 106,623 186,208 75,000 135,000
Hydraulic Repair Cyl Pmps Mtrs 99,998 149,998 50,000 100,000

464
2020 2021 2022 2023
Glass Repair 36,237 15,000 25,000 20,000

Radiator & Gas Tank Repair 40,000 20,000 30,000 52,000
Spring Repair 145,619 77,605 194,929 225,000
Tire Repair Road Service 69,585 99,920 49,490 52,000
Transmission Repair 70,000 — 50,000 80,000
$ 1,107,996 $ 1,049,873 $ 981,372 $ 1,050,000
Charges From W.P.C. 1,120 1,389 3,381 7,000
$ 148,338 $ 163,841 $ 163,118 $ 190,367
Capital Outlay
Transfer To Capital Project $ 400,000 $ 1,130,000 $ 369,208 $ 1,000,000
$ 400,000 $ 1,130,000 $ 369,208 $ 1,000,000
$ 20,545,574 $ 20,909,574 $ 23,852,425 $ 24,258,873
Revenues
2020 2021 2022 2023

Miscellaneous 18,863,962 21,842,185 26,062,736 24,075,848
$ 18,977,260 $ 22,113,402 $ 26,748,324 $ 24,271,848

465


1 1 1 Assistant Commissioner of Motor Vehicle Maintenance 31,200.00 105,232.03
1 1 1 Commissioner of Motor Vehicle Maintenance 40,314.82 155,504.25
2 2 2 Superintendent of Motorized Equipment 31,200.00 78,184.48
1 1 1 Superintendent of Vehicles Administrative Services 31,200.00 83,376.71
5 5 5
1 1 1 General Storekeeper 22.33 28.97
4 4 4 Storekeeper 19.33 24.09
6 6 6
PROFESSIONALS
3 3 3 Buyer 31,200.00 59,831.92
1 1 1 Fleet Management Data Manager 30,000.00 78,631.38
6 6 6
SKILLED CRAFT
21 20 20 Automobile Technician 18.25 24.57
4 4 4 Automobile Technician Unit Leader 25.77 29.81
3 3 3 Heavy Duty Auto Body Technician Worker 23.99 26.01
1 1 1 Welder/Fabricator Technician 27.41 29.41
59 53 53

466


1 1 1 Tanker Truck Driver 27.99 28.55
1 0 0 Tire Repair Technician 20.71 22.71
2 1 1
7 VACANT FULL TIME

467
Michael Hewett, Commissioner
Printing
Department
& Reproduction
of Finance
Mission Statement
The Division of Printing and Reproduction is committed to providing innovative, sustainable

and cost-effective design, print and mail solutions to the City of Cleveland.
The duties of the Commissioner of Printing and Reproduction are as follows: to administer
and control the affairs of the division; to supervise the design, printing and mailing of
material required for use by the City of Cleveland; to develop specifications, evaluate bids,
recommend the lease, rental or purchase of all photocopiers; and to perform additional duties
which may arise by codified ordinance or by the Director of Finance.
The Division of Printing and Reproduction is responsible for producing all forms, stationery,
manuals, directories, reports, brochures, newsletters, posters and other literature used by
City departments, divisions, boards, bureaus, council and Cleveland Municipal Court.
The Division of Printing and Reproduction operates a production facility at 1735 Lakeside
Avenue. The division also oversees a full-service copy center and mailroom at City Hall.
PROGRAM NAME:COPY CENTER

OBJECTIVES: Provide a variety of fast turnaround photocopying services.
ACTIVITIES: Process assignments as requested. Offer technical assistance to customers.
PROGRAM NAME:PRINTING SERVICES

OBJECTIVES: Provide comprehensive reprographic services to the City of Cleveland.
ACTIVITIES: Print materials requested by City Divisions. Provide mail services.

Administer the City’s photocopier and paper contracts.
Historic Data
Output Metric
2020 2021 2022
1 Average job turnaround time 8.6 days 9 days 3.6 days
2 Total number of jobs processed 966 2,100 2,700
3 Total impressions 4,800,000 4,000,000 6,000,000
4 Total mail pieces processed 1,200,000 1,000,000 1,600,000
5 Percentage of reruns due to employee ‐ 1.0% 1.0%
error
6 Convenience copier service response 1.6 Hours 1.8 Hours 1.9 Hours
time
7 Average convenience copier uptime 99.7% 99.8% 99.8%

468
Expenditures
2020 2021 2022 2023
Salaries and Wages

Seasonal 866 7,997 12,435 —
Longevity 6,800 5,950 4,600 4,650
Overtime 161 — 2,140 5,500
$ 749,556 $ 766,460 $ 731,336 $ 885,792
Benefits
Prescription 25,264 19,963 17,808 26,570
Dental 6,324 4,345 3,844 6,398
Vision Care 999 795 718 1,148
Fica-Medicare 9,365 9,658 9,146 10,622
Clothing Allowance 427 655 — 1,000
$ 270,338 $ 235,635 $ 222,495 $ 293,565
Travel $ — $ — $ — $ 2,500
Other Training Supplies — 600 — 2,000
$ 2,025 $ 4,476 $ 2,988 $ 9,000
Utilities
Brokered Gas Supply $ 875 $ 1,301 $ 2,476 $ 2,201
Gas 766 948 1,190 1,008
Electricity - Cpp 28,476 38,425 31,849 43,300
$ 32,474 $ 43,032 $ 37,873 $ 51,009
Professional Services $ 396 $ 1,396 $ 396 $ 2,000
Janitorial Services 15,000 — 15,557 15,000
Photocopy Machine Rental 433,335 670,838 720,782 690,000

469
2020 2021 2022 2023

$ 448,750 $ 672,264 $ 739,275 $ 709,000
Computer Hardware — 6,514 10,270 10,000
Small Equipment — — — 7,500
Electrical Supplies — — — 5,000
Hygiene And Cleaning Supplies — — — 1,000
Paper And Other Printing Suppl 409,760 287,159 451,759 630,000
$ 423,455 $ 305,990 $ 474,076 $ 670,000
Maintenance
Car Washes — — — 150
Maintenance Building — 300 150 3,000
Repair Of Overhead Doors — — 5,000 2,500
$ 98,152 $ 100,211 $ 117,174 $ 128,650
Charges From M.V.M. 3,076 4,041 6,265 6,000
$ 9,215 $ 11,169 $ 13,081 $ 15,398
Capital Outlay
Transfer To Capital Project $ — $ — $ 99,713 $ 50,000
$ — $ — $ 99,713 $ 50,000
$ 2,033,966 $ 2,139,237 $ 2,438,011 $ 2,812,414
Revenues
2020 2021 2022 2023
Charges For Services $ 926 $ 452 $ 2,218 $ —

Miscellaneous 1,961,092 2,251,382 2,547,558 2,797,445
$ 1,964,361 $ 2,252,189 $ 2,561,978 $ 2,797,445

470


2 1 1 Asst. Commissioner of Printing and Reproduction 31,200.00 99,604.81
1 1 1 Commissioner of Printing and Reproduction 40,314.82 155,504.25
1 1 1 Printing Foreman 31,200.00 57,522.83
4 3 3
2 1 1
PROFESSIONALS
1 0 0 Desktop Publishing Specialist 31,200.00 110,949.16
0 1 1 Senior Graphic Designer 40,000.00 79,980.75
1 1 1
SERVICE AND MAINTENANCE
1 1 1 Mailing Specialist 31,200.00 59,435.99
1 1 1
SKILLED CRAFT
3 2 2 Copy Center Operator 15.00 21.75
3 2 2
TECHNICIANS
1 1 1 First Press Operator 15.00 25.83
1 1 1 Print Services Tech Specialist 15.00 64,301.67
2 2 2
3 VACANT FULL TIME
0 VACANT SEASONAL
1 VACANT PART TIME


471
STOREROOM & WAREHOUSE
Expenditures
Storeroom & Warehouse
2020 2021 2022 2023

Salaries and Wages

Longevity 475 575 575 575
$ 47,676 $ 52,586 $ 50,585 $ 50,682
Benefits
Prescription 1,830 1,319 1,297 1,394
Dental 442 294 277 303
Fica-Medicare 658 735 703 735
Workers' Compensation 408 465 516 500
$ 19,244 $ 16,171 $ 16,589 $ 17,380
Equipment Rental $ 20,139 $ 20,139 $ 25,977 $ 30,000
Other Contractual — — 212 10,000
$ 20,139 $ 20,139 $ 26,189 $ 40,000
Office Supplies $ — $ — $ 3,448 $ 200
Postage 350,000 420,000 450,000 500,000
$ 350,000 $ 420,000 $ 453,448 $ 500,200
$ 437,059 $ 508,897 $ 546,812 $ 608,262
Revenues
2020 2021 2022 2023
Miscellaneous $ 453,250 $ 500,588 $ 471,544 $ 607,864

Interest Earnings/Investment Income 440 17 236 —
$ 453,690 $ 500,605 $ 471,780 $ 607,864

472
STOREROOM & WAREHOUSE

1 1 1 Storekeeper 19.33 24.09

Department of Human Resources Internal Service Funds
473
HEALTH SELF INSURANCE FUND
Expenditures
Department
Health Self
ofInsurance
Human Resources
Fund
2020 2021 2022 2023

Stop Loss Insurance Med Mutual 2,376,538 2,453,997 2,496,450 3,126,470
Admin Fee Med Mutual 2,135,100 2,032,303 1,930,508 2,326,075
Admin Fee Anthem 1,009,660 992,527 982,302 920,293
Stop Loss Insurance Anthem 1,033,314 1,015,779 1,095,195 1,106,765
Program Promotion — 75,000 — —
Wellness Expense Anthem — 9,442 55,364 100,000
Wellness Expense Medical Mutual 3,380 3,295 116,563 100,000
$ 7,007,592 $ 7,182,341 $ 6,976,380 $ 7,979,603
Hygiene And Cleaning Supplies $ 31,185 $ — $ — $ —
$ 31,185 $ — $ — $ —
Claims Healthcare Med Mut $ 50,710,508 $ 54,735,480 $ 57,833,612 $ 59,739,896
Claims Healthcare Anthem 23,876,526 30,563,924 28,921,432 31,960,682
ACA Reinsurance Fee 43,683 40,727 40,656 —
$ 74,630,717 $ 85,340,131 $ 86,795,700 $ 91,700,578
Charges From Print & Repro $ 500 $ 705 $ 4,062 $ 10,000
$ 500 $ 705 $ 4,062 $ 10,000
$ 81,669,994 $ 92,523,177 $ 93,776,142 $ 99,690,181
Revenues
2020 2021 2022 2023

Miscellaneous 147,463 — 117,988 —
$ 87,498,103 $ 83,823,896 $ 90,943,607 $ 99,690,180

Internal Service Funds Department of Human Resources
474
PRESCRIPTION SELF INSURANCE FUND
Expenditures
Prescription Self Insurance Fund
2020 2021 2022 2023


Claims Health Care $ 15,087,354 $ 16,173,356 $ 16,161,873 $ 20,917,518
$ 15,087,354 $ 16,173,356 $ 16,161,873 $ 20,917,518
$ 15,087,354 $ 16,173,356 $ 16,161,873 $ 20,917,518
Revenues
2020 2021 2022 2023

$ 18,026,414 $ 17,298,305 $ 12,116,087 $ 20,917,517

Agency Funds
475
Agency Funds
Agency Funds are used to account for assets held by the City as an agent for
individuals, private organizations and other governments. The Agency Funds are custodial
in nature (assets equal liabilities) and do not have a measurement focus. However, the
accrual basis of accounting is used to recognize receivables and payables. The City's more
significant Agency Funds are used to account for Municipal Court and income tax
collections for other municipalities.
Agency Funds

Agency Funds Agency Funds Summary
476
Agency Funds Summary
2020 2021 2022 2023 $ %

CENTRAL COLLECTION AGENCY

RECEIPTS $ 9,035,621 $ 10,402,555 $ 9,836,122 $ 13,942,552 $ 4,106,430 42%
EXPENDITURES 10,092,391 10,011,837 9,960,419 14,054,564 4,094,145 41%
Net $ (1,056,770) $ 390,718 $ (124,297) $ (112,012) $ 12,285 -10%
Decertifications 2,565 839 5,136 — —
Beginning Balance 1,368,847 314,642 706,199 587,038 —
Ending Balance $ 314,642 $ 706,199 $ 587,038 $ 475,026 $ 12,285 2%

Department of Finance Agency Funds
477
CCA INCOME TAX ADMINISTRATION
Kevin L. Preslan, Administrator
CCADepartment
Income Tax Administration
of Finance
Mission Statement
To provide an efficient, centralized collection structure for collection of income tax for Cleveland
and other member municipalities.
The Division of Taxation was established by Ordinance 2393-66 effective November 28, 1966.
As provided in the Ordinance, the Division operates a centralized collection facility known as
the Central Collection Agency (CCA - Division of Taxation) for purposes of collecting the
municipal income tax for the City of Cleveland and many other municipalities that wish to
have the Agency administer their municipal tax ordinance. The contract between the City of
Cleveland and the members states that the general policy of the Agency is established by an
Executive Board made up of the Finance Director of the City of Cleveland and four members
elected by the members of the Agency.
The Income Tax Administrator is charged with the responsibility of receiving, recording and
maintaining accurate records of the taxes collected for the Agency's member municipalities.
This includes the enforcement of the ordinance, making and enforcing regulation,
determined tax due and investigating persons or corporations who are believed to owe taxes.
PROGRAM NAME:AUDIT
OBJECTIVES: To ensure that all taxpayers file correctly and pay the correct amount of
income taxes for each year a return is due.
ACTIVITIES: Conduct audits to ensure compliance with the income tax ordinances.
PROGRAM NAME:COLLECTION
OBJECTIVES: To process municipal income tax collections on a daily basis.
ACTIVITIES: Pre-audit and process incoming municipal income tax returns, withholding
reports and estimates daily upon receipt. Balance and deposit all cash and
checks.
PROGRAM NAME:COMPLIANCE
OBJECTIVES: To enforce strict compliance of the municipal income tax ordinances.
ACTIVITIES: Verify that all individuals and businesses subject to the tax, file returns and
pay all taxes due, including penalties and interest due for late payment of
taxes.
PROGRAM NAME:DATA ENTRY

OBJECTIVES: To generate accurate daily additions to the income tax records.
ACTIVITIES: Key or translate all tax forms, returns, source documents, and employers’
supplied W-2’s into machine readable language.

Agency Funds Department of Finance
478
PROGRAM NAME:RECORD RETENTION
OBJECTIVES: To provide retention filing and legally secure storage of all tax records by the
municipal income tax ordinance.
ACTIVITIES: Maintenance of tax records, assuring accessibility to Agency staff.
PROGRAM NAME:TAXPAYER ASSISTANCE

OBJECTIVES: To provide information and assistance to all taxpayers of the municipalities
served by the Agency.
ACTIVITIES: Work with taxpayers to understand their filing requirements and answer
questions. Assistance is provided on the phone or in person.
Historic Data
Output Metric
2020 2021 2022
1 Corporate Withholding Forms Processed 148,000 190,000 219,000
2 Individual Tax Returns Processed 80,000 100,000 109,000
3 Business Tax Returns Processed 9,000 24,000 24,000
4 Refunds Processed 7,068 6,900 9,000

479
Expenditures
2020 2021 2022 2023
Salaries and Wages

Longevity 39,175 38,725 37,650 38,150
Overtime 26,689 58,377 117,269 250,000
$ 4,910,512 $ 5,113,330 $ 4,832,677 $ 6,526,865
Benefits
Hospitalization $ 807,548 $ 813,501 $ 770,726 $ 1,386,200
Prescription 170,420 170,814 162,144 291,136
Dental 43,605 42,038 36,939 70,592
Vision Care 7,010 6,856 5,654 10,696
Fica-Medicare 67,453 70,377 66,158 88,990
Life Insurance 3,795 3,682 3,415 6,234
Unemployment Compensation 224 — 440 —
Clothing Allowance — — — 120
Clothing Maintenance — — — 150
$ 1,832,473 $ 1,877,767 $ 1,751,309 $ 2,779,150
Travel $ 1,900 $ 100 $ 935 $ 6,000
$ 32,345 $ 15,741 $ 16,562 $ 38,700
Utilities
Electricity - Cpp $ 18,828 $ 24,270 $ 21,191 $ 30,900
Steam 145,925 140,101 149,345 175,100
$ 164,753 $ 164,371 $ 170,537 $ 206,000
Professional Services $ 1,154,808 $ 826,843 $ 1,076,701 $ 1,748,000
Mileage (Private Auto) 1,880 252 866 10,000
Advertising And Public Notice 968 1,292 1,501 3,000
Insurance And Official Bonds 196 — — 1,000
Property Rental 18,720 — — —

480
2020 2021 2022 2023

Refunds & Miscellaneous 164 — — —
$ 1,513,764 $ 1,242,130 $ 1,434,212 $ 2,300,000
Office Supplies $ 2,120 $ 185 $ 2,207 $ 7,000
Postage 144,745 122,578 198,348 250,000
Computer Supplies 585 — — 5,000
Office Furniture & Equipment — 8,558 1,550 3,000
Other Supplies — 324 6,640 2,000
Batteries — — — 500
$ 205,581 $ 171,025 $ 240,545 $ 431,200
Maintenance
Car Washes 19 6 111 300
$ 202,058 $ 156,252 $ 149,576 $ 369,850
Court Costs $ 784 $ 5,288 $ 3,754 $ 20,000
Indirect Cost 574,230 554,888 578,176 545,886
$ 575,014 $ 560,176 $ 581,930 $ 565,886
Charges From M.V.M. 4,937 6,300 4,758 4,436
Charges From Division Of Maint 425,000 425,000 425,000 425,000
$ 655,894 $ 711,046 $ 783,071 $ 826,913
Capital Outlay
Office Equipment $ — $ — $ — $ 10,000
$ — $ — $ — $ 10,000
$ 10,092,393 $ 10,011,837 $ 9,960,419 $ 14,054,564

481
Revenues
2020 2021 2022 2023
Miscellaneous $ 2,715,207 $ 3,324,661 $ 2,850,291 $ 3,570,864

Due To Member Municipalities — — — 2,000
Income Tax 6,230,000 7,070,000 6,650,000 10,369,688
Interest Earnings/Investment Income 90,414 7,894 335,831 —
$ 9,035,621 $ 10,402,555 $ 9,836,122 $ 13,942,552


1 1 1 Asst. Income Tax Administrator 31,200.00 133,301.25
1 1 1 Income Tax Administrator 42,758.15 162,333.54
2 2 2
1 1 1 Account Clerk I 15.00 19.00
3 2 2 Accountant Clerk II 15.00 20.51
5 1 1 Customer Service Rep-Call Center 15.92 21.05
18 9 9 Income Tax Tracer 15.92 21.88
3 1 1 Junior Cashier 18.82 19.84
1 0 0 Junior Clerk 24.21 25.18
1 0 0 Senior Clerk 15.61 19.25
2 1 1 Stock Clerk 15.61 21.15
36 18 18
PROFESSIONALS
1 0 0 Accountant IV 31,200.00 69,967.46
3 2 2 Assistant Director of Law 31,200.00 126,573.85
8 8 8 Auditor 31,200.00 69,316.65
1 1 1 Auditor II 31,200.00 72,515.88

482

1 1 1 Fiscal Manager 31,200.00 104,654.90

2 2 2 Income Tax Supervisor 31,200.00 76,781.52
5 1 1 Senior Tax Auditor 31,200.00 69,316.65
5 3 3 Supervising Tax Auditor 31,200.00 67,000.00
16 4 4 Tax Auditor I 17.85 22.92
14 13 13 Tax Auditor II 17.85 22.92
73 49 49
PARA-PROFESSIONALS
2 2 2 Paralegal 31,200.00 51,207.57
2 2 2
42 VACANT FULL TIME

PART TIME
1 1 1 Income Tax Tracer 15.92 21.88
13 5 5 Student Aide 11.60 13.00
8 VACANT PART TIME

Appropriation Ordinance
483
Legislative Branch $ 8,500,130

Judicial Branch $ 42,815,108
Executive Branch
General Government 32,252,822
Department of Aging 1,868,592
Department of Human Resources 5,361,521
Department of Law 18,623,670
Department of Finance 28,822,014
Department of Public Health 14,099,363
Department of Public Safety 381,670,081
Department of Public Works 89,448,268
Department of Community Development 2,561,665
Department of Building and Housing 14,414,892
Department of Economic Development 1,921,284
Nondepartmental 68,391,796
Total Executive Branch 659,435,968
TOTAL GENERAL FUND 710,751,206
Special Revenue Funds 116,408,854
Internal Service Funds 168,903,143
Enterprise Funds 851,802,510
Agency Funds 14,054,564
Debt Service Funds 86,919,596
TOTAL APPROPRIATIONS FOR 2023 $ 1,948,839,873
GENERAL FUND
LEGISLATIVE BRANCH
Council and Clerk of Council $ 8,500,130
I Personnel and Related Expenses $ 6,585,790
II Other Expenses 1,914,340
TOTAL LEGISLATIVE BRANCH $ 8,500,130
JUDICIAL BRANCH
Municipal Court - Judicial Division $ 24,596,776

Municipal Court - Clerk's Division $ 12,858,573


484
Municipal Court - Housing Division $ 5,359,759

II Other Expenses 446,720
TOTAL JUDICIAL BRANCH $ 42,815,108
EXECUTIVE BRANCH
GENERAL GOVERNMENT
Office of the Mayor $ 3,133,483

Office of Capital Projects $ 7,573,810

Office of Urban Analytics & Innovation $ 1,741,831

Landmarks Commission $ 361,337

I Personnel and Related Expenses $ 338,543
Board of Building Standards and Appeals $ 281,327

Board of Zoning Appeals $ 246,816

Civil Service Commission $ 1,507,289

Community Relations Board $ 2,370,960


485
City Planning Commission $ 2,915,718

Boxing and Wrestling Commission $ 31,826

Office of Sustainability $ 1,364,238

Office of Equal Opportunity $ 988,024

Office of Prevention, Intervention & Opportunity $ 4,455,815

Office of Budget & Management $ 785,676

Office of Professional Standards $ 1,976,605

Police Review Board $ 204,308

Community Police Commission $ 2,313,759

TOTAL GENERAL GOVERNMENT $ 32,252,822

486
DEPARTMENT OF AGING
Department of Aging $ 1,868,592
TOTAL DEPARTMENT OF AGING $ 1,868,592
Department of Human Resources $ 5,361,521

TOTAL DEPARTMENT OF HUMAN RESOURCES $ 5,361,521
DEPARTMENT OF LAW
Department of Law $ 18,623,670

TOTAL DEPARTMENT OF LAW $ 18,623,670
Finance Administration $ 982,367

Division of Accounts $ 2,630,383

Division of Assessments and Licenses $ 5,287,764

Division of Treasury $ 840,557


487
Division of Purchases and Supplies $ 1,022,722

Bureau of Internal Audit $ 1,234,425

Division of Financial Reporting and Control $ 1,903,409

Information Systems Services $ 13,421,723

Division of Risk Management $ 1,498,664

TOTAL DEPARTMENT OF FINANCE $ 28,822,014
Public Health Administration $ 2,327,410

Division of Health $ 6,159,871

Division of Environment $ 2,426,614

Division of Air Quality $ 1,110,291


488
Division of Health, Equity and Social Justice $ 2,075,177

TOTAL DEPARTMENT OF PUBLIC HEALTH $ 14,099,363

Public Safety Administration $ 8,898,391
Division of Police $ 217,941,309

Division of Fire $ 108,713,529

Division of Emergency Medical Services $ 34,013,547

Division of Animal Control Services $ 3,688,814

Division of Correction $ 3,990,201

Police Inspector General $ 236,266

Department of Justice $ 4,188,024

TOTAL DEPARTMENT OF PUBLIC SAFETY $ 381,670,081

489
Division of Public Works Administration $ 3,400,473

Division of Recreation $ 15,890,854

Division of Parking Facilities-On Street $ 989,789

Division of Property Management $ 9,096,485

Division of Park Maintenance and Properties $ 19,480,708

Division of Waste Collection & Disposal $ 36,523,623

Division of Traffic Engineering $ 4,066,336

TOTAL DEPARTMENT OF PUBLIC WORKS $ 89,448,268
DEPART OF COMM. DEVELOPMENT DIRECTOR'S OFFICE
Community Development Director's Office $ 2,561,665

TOTAL DEPARTMENT OF COMM. DEVELOPMENT $ 2,561,665

490
DEPARTMENT OF BUILDING AND HOUSING
Building and Housing Director's Office $ 4,228,354

Division of Code Enforcement $ 8,533,792

Division of Construction Permit $ 1,652,746

TOTAL DEPARTMENT OF BUILDING AND HOUSING $ 14,414,892
Economic Development $ 1,921,284

TOTAL DEPARTMENT OF ECONOMIC DEVELOPMENT $ 1,921,284
NONDEPARTMENTAL
County Auditor Deductions $ 1,150,000

II Other Expenses $ 1,150,000
Other Administrative $ 21,995,334

Transfers to Other Funds $ 45,246,462

TOTAL NONDEPARTMENTAL $ 68,391,796
TOTAL EXECUTIVE BRANCH $ 659,435,968
TOTAL GENERAL FUND $ 710,751,206

491
SPECIAL REVENUE FUND

Restricted Income Tax Fund $ 63,875,000
Street Construction, Maintenance & Repair Fund $ 36,710,322

Schools Recreation & Cultural Activities Fund $ 1,125,000

Division of Public Auditorium & Stadium-Stadium $ 14,698,532

TOTAL SPECIAL REVENUE FUNDS $ 116,408,854
DEBT SERVICE FUND
Sinking Fund Commission $ 86,919,596

III Debt Service $ 86,919,596
TOTAL DEBT SERVICE FUNDS $ 86,919,596
INTERNAL SERVICE FUND
Sinking Fund Commission $ 1,016,788

II Other Expenses $ 744,470
Information Systems Services-Telephone Exchange $ 14,034,405

Radio $ 5,564,702
Division of Motor Vehicle Maintenance $ 24,258,873


492
Division of Printing and Reproduction $ 2,812,414

City Storeroom and Central Warehouse $ 608,262

Health Self Insurance $ 99,690,181

Prescription Self Insurance $ 20,917,518

TOTAL INTERNAL SERVICE FUNDS $ 168,903,143
ENTERPRISE FUNDS
DEPARTMENT OF PUBLIC UTILITIES

Utilities Administration $ 9,407,428
Division of Fiscal Control $ 8,924,031

Division of Water $ 382,188,972

Division of Water Pollution Control $ 39,897,595

Division of Cleveland Public Power $ 220,594,587

TOTAL DEPARTMENT OF PUBLIC UTILITIES $ 661,012,613

493
DEPARTMENT OF PORT CONTROL

Divisions of Cleveland Hopkins & Burke Lakefront
Airports - Operations $ 173,640,580
TOTAL DEPARTMENT OF PORT CONTROL $ 173,640,580

Division of Cemeteries $ 1,964,819
Golf Course Fund $ 1,408,984

I Personnel and Related Expenses $ —
Division of Parking Facilities-Off Street Parking $ 8,491,717

Division of Public Auditorium $ 3,247,728

Division of West Side Market $ 2,036,069

TOTAL DEPARTMENT OF PUBLIC WORKS $ 17,149,317
TOTAL ENTERPRISE FUNDS $ 851,802,510
AGENCY FUND
Central Collection Agency $ 14,054,564

TOTAL AGENCY FUND $ 14,054,564

Glossary
494
Accrual Accounting - Method of accounting in which liabilities are reported in the year in which they occur
Glossary
regardless of when payment is made and revenue must be reported in the year in which the services are
provided.
Agency Funds - Are used to account for assets held by the City as an agent for individuals, private organizations
and other governments. The Agency Funds are custodial in nature (assets equal liabilities) and do not have a
measurement focus. However, the accrual basis of accounting is used to recognize receivables and payables.
The City's more significant Agency Funds are used to account for Municipal Court and income tax collections
for other municipalities.
Appropriation - Money authorized by formal legal action (City Council Ordinance) to be used for a specific
purpose.
Assessed Value - The dollar value assigned to a property for purposes of measuring applicable taxes. In Cleveland
the property tax equates to 35% of the appraised value.
Attrition - The loss of personnel in employment through resignation, retirement, etc.
Bed Tax - A levy imposed by the City Government on hotel stays within its jurisdiction.
Bond - A long-term IOU or promise to pay. It is a promise to repay a specific amount of money (the face amount of
the bond) on a particular date (the maturity date). Bond proceeds are primarily used to finance capital projects.
Bond Ratings - A grade given to bonds that indicates the bond issuer's financial strength or it's the ability to pay a
bond's principal and interest in a timely fashion. City ratings are from Moody's Investors Service, Standard &
Poor's, and Fitch.
Budget - A plan of financial activity for a specified fiscal year indicating all planned revenues and appropriations for
the year.
Budget Basis - Method of accounting in which revenues are recorded when received in cash, and expenditures are
recorded when paid in cash or encumbered.
CCA - Central Collection Agency
CMSD - Cleveland Metropolitan School District
COC - City of Cleveland
CPI - Consumer Price Index
CRB - Community Relations Board
CSB - Cleveland Small Businesses
CWD - Cleveland Water Department
Capital Improvement Program (CIP) - The City developed a comprehensive 5 year plan which classifies and
prioritizes capital projects by function. See page 24 for details.

Glossary
495
Capital Outlay - Expenditures which cost more than $5,000 or have a useful life of at least 5 years. See page 24 for
details.
Capital Projects - The construction, rehabilitation or acquisition of fixed assets or permanent improvements.
Carry-Forward Balance - An amount of cash in excess of all financial obligations at the end of a fiscal year and
recognized as such at the beginning of the following year.
Cash Basis - Method of accounting in which transactions are recognized only when cash is received or disbursed.
Categorical Grant - Funds given through an agency of the Federal or State government with administrative
regulation attached and received after an application and contract. This grant type is aimed at accomplishing a
special purpose in a content area or to address a specific target group.
Certificates of Participation (COPS) - A certificate of participation (which looks very much like a bond) represents
an undivided interest in the payments made by a public agency pursuant to a lease financing (or an installment
purchase agreement).
Community Development Block Grant (CDBG) - United States Department of Housing and Urban Development
(HUD) grant that is used to provide decent housing and a suitable living environment, and to expand economic
opportunities. This program is targeted principally for persons earning less than the median family income and
/ or activities that will prevent or eliminate slums and blight.
Comprehensive Annual Financial Report (CAFR) - The report is the annual publication of the City's financial
condition at conclusion of the fiscal year. The report is prepared to conform to Generally Accepted Accounting
Principles (GAAP) for governmental units and presentation of the financial data in conformity with the Adopted
Budget.
Contractual Services - Services provided under a contract subject to obtaining competitive quotations or bids.
DPC - The Department of Port Control
Debt Service - The cost of paying principal and interest on borrowed money according to a predetermined
payment schedule.
Decertification - The withdrawal of financial obligation.
Defeasance of Debt - A rendering void; the voiding of a contract. Methods / tools by which an outstanding bond
issue can be made void, both legally and financially usually accomplished by a refunding transaction.
Department - The highest level of formal organization in the City, headed by a director who has overall
responsibility for the performance of a service or work type in all related divisions.
Division - The second level of organization within the City; it is part of a Department and headed by a
Commissioner, who administers a set of programs to accomplish specific City services.
EMS - Emergency Medical Service
Economic Indicator - A piece of economic data, usually of macroeconomic scale, that is used by investors to
interpret current or future investment possibilities and judge the overall health of an economy. Economic

Glossary
496
indicators can potentially be anything the investor chooses, but specific pieces of data released by government
and non-profit organizations have become widely followed.
Encumbrance - Commitment of funds related to an as yet imperforate contract for goods or services.
Enterprise Funds - are used to account for operations that are financed and operated in a manner similar to private
business enterprises, where the intent of the governing body is that the costs of providing goods and services
to the general public on a continuing basis be financed or recovered primarily through user charges.
Expenditure Recovery - The reimbursement of money from one funding source to another in which the
reimbursing entity has an interest in the purchase of the goods or services.
Expenditures - Dispensing of available resources for the purpose of accomplishing a specific goal or objective.
FBE - Female Business Enterprises
Fee - A charge to the party who only benefits directly from the City's service, such as individual building permit
fees.
Fiscal Year - A twelve month period (January 1 through December 31) at the beginning of which the city
implements a new budget based on expected revenues and expenditures, and at the end of which the city
determines its financial position and the results of its operations.
Fund - An accounting entity with a self-balancing set of accounts designated for a particular purpose.
Fund Balance - The balance in a fund remaining from all revenues, expenditures and carryover funds that is subject
to future appropriation.
GIS - Geographic Information System
General Bond Ordinance - A general obligation bond is a common type of municipal bond that is secured by a
state or local government's pledge to use legally available resources, including tax revenues, to repay bond
holders. The issuance and sale of all bonds or notes of the City is governed by "PART ONE: ADMINISTRATIVE
CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 177 - BONDS AND NOTES" of the City Ordinances.
General Fund - The General Fund is the general operating fund of the City. It is used to account for all financial
resources, except those required to be accounted for in another fund.
General Obligation (G.O.) Bond - are backed by the full faith and credit of the City. Such bonds are payable from
ad valorem property taxes levied within the limitations provided by law, irrespective of whether such bonds are
secured by other receipts of the City in addition to such ad valorem property taxes.
Generally Accepted Accounting Principals (GAAP) - A widely accepted set of rules, conventions, standards, and
procedures for reporting financial information, as established by the Financial Accounting Standards Board.
Government Finance Officers Association (GFOA) - a professional association of approximately 17,500 state,
provincial, and local government finance officers in the United States and Canada who's purpose is to enhance
and promote the professional management of governments for the public benefit by identifying and
developing financial policies and best practices and promoting their use through education, training,
facilitation of member networking, and leadership.

Glossary
497
Grant - A contribution by a government or other organization to support a particular function.
Grant Match - City funds, private funds, or in-kind services required to be contributed or raised by the receiving
entity for the purpose of matching funds obtained from Federal and State grant programs.
Inter-fund Subsidies - A grant of money from one fund to another to assist in operations which have been
deemed advantageous to the public.
Internal Service Funds - Are used to account for the financing of goods or services provided by one department or
division to other departments or divisions or to other governments on a cost-reimbursement basis. The City's
most significant Internal Service Funds are used to account for Motor Vehicle Maintenance, Municipal Income
Tax Administration and the Worker's Compensation Reserve.
LEED - Leadership in Energy and Environmental Design
LPE - Local Producer Enterprises
MBE - Minority Business Enterprises
Maturity - Refers to the final payment date of a loan or other financial instrument.
Modified Accrual Accounting - A basis of Accounting according to which (1) revenues are recognized in the
accounting period in which they become available and measurable and (2) expenditures are recognized in the
accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on
general long-term debt and certain similar accrued obligations, which should be recognized when due.
OBC - Ohio Building Code
OBM - Office of Budget & Management
ODOT - Ohio Department of Transportation
OEO - Office of Equal Opportunity
Object Code - Identifies the reason for which the appropriation (money) will be spent, i.e. electricity, asphalt, etc.
Operating Budget - Plan of current program expenditures and the proposed means of financing them.
Program - Service performed by division representing the purpose of funds spent.
Property Tax (Ad Valorem) - Ad Valorem is Latin for "according to value". Municipal property owners have their
property assessed on a periodic basis by a public tax assessor and assessed value is then used to compute an
annual tax, which is levied on the owner.
Proprietary Funds - A set of segregated revenue and expenditure accounts, set up for the purpose of showing net
income, financial position, and changes in financial position. Enterprise Fund and the Internal Service Fund are
Proprietary Funds.
Receipts - Cash recognized upon collection.

Glossary
498
Reserve Fund - The City of Cleveland's current policy is to maintain a General Fund operating reserve of 5 percent
of the total General Fund Operating budget.
Restricted Income Tax Fund (RIT) - Revenue legislation for the support of Debt and ongoing General Fund Capital
expenses from allocating 1/9 of the General Fund Income Tax for this purpose.
Revenues - Anticipated income.
Revenue Bonds - A revenue bond is a special type of municipal bond distinguished by its guarantee of repayment
solely from revenues generated rather than from a tax.
SC2019 - Sustainable Cleveland 2019
SUBE - Sustainable Urban Business Enterprises
Self Generated Revenue - Income generated by means of fees or charges for services rendered by a division.
Sinking Fund Ordinance - A fund set up and accumulated by regular deposits for paying off the principal on a
debt or for other specified purposes. The City's Sinking Fund Commission was established by "PART ONE:
ADMINISTRATIVE CODE, TITLE XIII: FISCAL MANAGEMENT, CHAPTER 179 - SINKING FUND" of the City
Ordinances. The Commission, consisting of the Mayor, the Director of Finance, and the President of the Council,
was established pursuant to Section 110 of the Charter of the City of Cleveland to manage and control the
Sinking Fund in the manner provided by ordinance and by general law to the extent not provided by
ordinance.
Source - Identifies a broad category of origin of receipts i.e., Local Taxes, Licenses and Permits, Sales and Charges
for Service.
Special Revenue Funds - are used to account for revenues derived from specific taxes, grants or other restricted
revenue sources. The uses and limitations of each Special Revenue Fund is specified by legal, regulatory or
administrative provisions. These funds include most major federal and state grants.
Subordinate Income Tax (SIT) - Debt instruments which pledge the full faith and credit of the City as the primary
source of repayment. They are generally used for capital projects associated with the provision of basic services
Taxes - Compulsory charges levied by a government to finance services performed for the common benefit of
people. This term does not include specific charges made against particular persons or property for current or
permanent benefit, such as special assessments.
Transfers In - Revenue generated and transferred from other sub funds (i.e., land sales, Rainy Day Fund, Economic
Development Funds, etc.)
Turnover - The loss and gain of personnel in employment.
Type - Reflects the detailed source of revenue, i.e., Income Tax, Building Licenses, Permits, Rental of City Property,
etc.
Unencumbered Balance - An amount of cash free of financial obligation and available for expense.
User Fees - Charges for services rendered or for goods provided.

Glossary
499
Worker Adjustment & Retraining Notification Act (WARN) - The WARN act provides protection to workers, their
families and communities by requiring employers to provide notification 60 calendar days in advance of plant
closings and mass layoffs. WARN Notices are provided by employers to the Ohio Department of Job and Family
Services, Bureau of WIA, Rapid Response Section.
Workforce Investment Act (WIA) - The Workforce Investment Act of 1998 provides a framework to ensure
coordination of workforce development activities, under five separate titles: Job Training / Adult Education /
Wagner-Peyser / Vocational Rehab / General Provisions. The act also maintains separate funding streams for
Adults, Dislocated Workers, and Youths.

Alphabetic Listing
500
A F
Alphabetic Listing
Airport General Operations . . . . . . . . . . . . . . . . . . . . . . . . . . 404 Finance Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
B G
Board of Building Standards and Appeals . . . . . . . . . . . . . 71 Golf Course . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 420
Board of Zoning Appeals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 H
Boxing and Wrestling Commission . . . . . . . . . . . . . . . . . . . . 93 Health Equity and Social Justice . . . . . . . . . . . . . . . . . . . . . 236
Building and Housing Director's Office . . . . . . . . . . . . . . . 329 Health Self Insurance Fund . . . . . . . . . . . . . . . . . . . . . . . . . . 473
Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
I
C Information Systems Services . . . . . . . . . . . . . . . . . . . . . . . . 200
CCA Income Tax Administration . . . . . . . . . . . . . . . . . . . . . 477
Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417 L
City Planning Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Landmarks Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Civil Service Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 M
Cleveland Municipal Court - Clerk's Division . . . . . . . . 120 Motor Vehicle Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . 460
Cleveland Municipal Court - Housing Division . . . . . . . 126
Cleveland Municipal Court - Judicial Division . . . . . . . 110 O
Cleveland Public Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396 Office of Budget and Management . . . . . . . . . . . . . . . . . . . 209
Cleveland Stadium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 362 Office of Capital Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Community Development Director's Office . . . . . . . . . . . 325 Office of Equal Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Community Police Commission . . . . . . . . . . . . . . . . . . . . . . . 143 Office of Prevention, Intervention and Opportunity . . 105
Community Relations Board . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Office of Professional Standards . . . . . . . . . . . . . . . . . . . . . . 136
Council and Clerk of Council . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Office of Radio Communications . . . . . . . . . . . . . . . . . . . . . . 455
County Auditor Deductions . . . . . . . . . . . . . . . . . . . . . . . . . . . 346 Office of Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Office of the Mayor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
D Other Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
Department of Aging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Department of Economic Development . . . . . . . . . . . . . . . 342 P
Department of Human Resources . . . . . . . . . . . . . . . . . . . . 155 Parking Lots General Operations . . . . . . . . . . . . . . . . . . . . 421
Department of Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282 Police Inspector General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279
Department of Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161 Police Review Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Division of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171 Prescription Self Insurance Fund . . . . . . . . . . . . . . . . . . . . 474
Division of Air Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231 Printing & Reproduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467
Division of Animal Care and Control . . . . . . . . . . . . . . . . . 271 Public Auditorium . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 425
Division of Assessments and Licenses . . . . . . . . . . . . . . . . 176 Public Safety Administration . . . . . . . . . . . . . . . . . . . . . . . . . 241
Division of Code Enforcement . . . . . . . . . . . . . . . . . . . . . . . . 334 R
Division of Construction Permitting . . . . . . . . . . . . . . . . . . 339 Restricted Income Tax . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
Division of Correction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276
Division of Emergency Medical Service . . . . . . . . . . . . . . . 264 S
Division of Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225 Schools Recreation & Cultural . . . . . . . . . . . . . . . . . . . . . . . 361
Division of Financial Reporting and Control . . . . . . . . . . 195 Sinking Fund General Operations . . . . . . . . . . . . . . . . . . . . 448
Division of Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256 Storeroom & Warehouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471
Division of Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218 Street Construction, Maintenance & Repair . . . . . . . . . 354
Division of Park Maintenance and Properties . . . . . . . . 308 T
Division of Parking Facilities . . . . . . . . . . . . . . . . . . . . . . . . . 299 Telephone Exchange . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 452
Division of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247 Transfers to Other Funds . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347
Division of Property Management . . . . . . . . . . . . . . . . . . . . 302
Division of Public Health Administration . . . . . . . . . . . . 213 U
Division of Public Works Administration . . . . . . . . . . . . . 288 Urban Analytics & Innovation . . . . . . . . . . . . . . . . . . . . . . . . . 63
Division of Purchases and Supplies . . . . . . . . . . . . . . . . . . . 189 Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372
Division of Recreation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293 Utilities General Administration . . . . . . . . . . . . . . . . . . . . . 366
Division of Risk Management . . . . . . . . . . . . . . . . . . . . . . . . 206 W
Division of Traffic Engineering . . . . . . . . . . . . . . . . . . . . . . . 320 Water Pollution Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389
Division of Treasury . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184 Westside Market General Operations . . . . . . . . . . . . . . . . 430
Division of Waste Collection and Disposal . . . . . . . . . . . . 314
Division Of Water . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378

Acknowledgments
Acknowledgments
Ahmed Abonamah Director of Finance
OFFICE OF BUDGET AND

MANAGEMENT
Gregory Cordek Budget Administrator
Nicole Gallagher Deputy Budget Administrator
Tina Magistro Senior Budget and Management Analyst
Joanna Henderson Senior Budget and Management Analyst
Michele Reese Budget and Management Analyst
Daniel Hinkel Budget and Management Analyst
SUPPORT
Division of Printing Desktop Publishing and Printing Support
OFFICES
601 Lakeside Ave., Room 104
Cleveland, Ohio 44114
216-664-2536
Fax: 216-664-2535
REFERENCE DOCUMENTS
* Current statistical community and consumer data was pulled from a number of sources
including the following:
2021 Comprehensive Annual Financial
Report
Bureau of Labor Statistics
Department of Commerce
Ohio Labor Market Information; Leading Indicators
Position Salary Bands taken from Ordinance No. 194-2021, passed March 29, 2021

City of Cleveland
Mission Statement
We are committed to improving the quality of life in the City of

Cleveland by strengthening our neighborhoods, delivering superior
services, embracing the diversity of our citizens, and making Cleveland
a desirable, safe city in which to live, work, raise a family, shop, study,
play, and grow old.

2023 Cleveland Mayor Justin Bibb Estimated Budget

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2023 Cleveland Mayor Justin Bibb Estimated Budget

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City of Cleveland

We are committed to improving the quality of life in the City of

For the Fiscal Year Beginning

January 01, 2022

Document Organization Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Bureau of Internal Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .192

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

Utilities Fiscal Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

This document is designedDocument

Mayor Transmittal Letter: It is submitted by The Mayor to the City Council to

The Introductory Section: A summary of the overall document structure, contents

Department Detail: Narratives defining each Department/Division within the City.

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

Mayor's Letter of Transmittal

To Cleveland City Council and residents of Cleveland:

We have made fundamental, structural changes through policy and legislative

In October, we launched a door-to-door property survey, which will provide an

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Just last month, we proposed approximately $41 million in proposed American

As we look ahead, we are focused on several critical initiatives, including violence

Mayor Justin M. Bibb

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

The City of Cleveland’s budget is Introduction

The Budget as a Policy Guide

The Budget as a Financial Plan

•Workforce Trends – Includes comparisons of National, State, and local

•Balanced Budgets as required by law.

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

The Budget as an Operations Guide

The Budget as a Communication Device

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

STRATEGIC LOCATION AND ASSETS

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

EMPLOYMENT AND UNEMPLOYMENT

Employed Cleveland Residents

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Roster of Elected Officials

CITY COUNCIL WARD TELEPHONE E-MAIL

Jenny Spencer Brian Kazy Charles Slife

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

THROUGH THE YEAR AS REQUIRED

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Fiscal Policies for the City of Cleveland

Capital and Debt

Cash Management & Investments

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

Fees and Charges

Revenues and Reserves

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

County Tax Budget Budgetary Process

 An itemized estimate of the expense of conducting each department.

City of Cleveland 2023 Mayor’s Estimate February 1, 2023

February 1, 2023 City of Cleveland 2023 Mayor’s Estimate

Revitalizing Cleveland’s East Side Initiatives