Cleveland Water n Annual Report 2011
www.clevelandwater.com
Contents
2...........Messages to Our Customers
5...........2011 Accomplishments
6...........Strategic Investment
10........Improving Our Customer Engagement
14........Providing a High-Quality, Superior Product
17........Financial and Operating Statistics
18........Operating Results in Brief
19........Financial Operating Highlights
20........Capital Facilities
21........Water Production Summary (2007 – 2011)
22........2011 Metered Sales Revenue, Metered Consumption
and Number of Accounts
24........Outstanding Debt
25........2011 Average Chemical Values for Cleveland Water
26........Water Rate Schedule for 2011 through 2015
27........Cleveland Water Service Area
28........Directory of Officials
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.
From the Mayor
The common characteristic of all great cities and regions is they are built on the
foundation of strong services. The efficient delivery of high-quality services is the key
to creating sustainable communities.
This is at the heart of what Cleveland Water does on a daily basis. As Northeast Ohio’s
water service provider, Cleveland Water is proud to provide a reliable supply of safe,
great-tasting water to nearly 1.5 million people in more than 70 communities.
Meeting our customer’s needs requires substantial time, effort and energy. It requires
a dedicated group of employees who work 24 hours a day, 7 days a week to ensure
that when our customers turn the tap, the water they need and want is available.
It is a responsibility Cleveland Water takes very seriously, and has led to substantial
investment throughout Northeast Ohio.
Over the past year, Cleveland Water continued efforts to strengthen our ability to meet
our customer’s expectations. 2011 saw the continuation of several on-going projects,
such as the Plant Enhancement Project and the Suburban Water Main Replacement
Program, designed to improve the quality and reliability of our water delivery.
But providing safe, great-tasting water is only part of our commitment. Considerable
effort in 2011 was dedicated to ensuring the quality of our customer service matched
the quality of our water. 2011 saw the start of the Turnaround Project, a collection of
information technology and work process improvements, designed to correct longstanding customer service issues. Additionally, we reorganized how Cleveland Water
does business to put a greater emphasis on customer service and promote improved
accountability among our staff.
All of these steps were taken with an eye towards the future. As we move forward as a
region, it is important that all of our residents and businesses have continued access to
a reliable supply of safe and healthy water. I would like to congratulate the employees
of Cleveland Water for facing the challenges of 2011 head on.
Sincerely,
Frank G. Jackson
2
Mayor
From Cleveland City Council
In these challenging economic times, the judicious fiscal management of our public
services is more important than ever to meet the needs of residents and protect our
city’s assets. The Division of Water (CWD) works continuously to provide a constant
supply of high quality drinking water whenever and wherever it is needed to help
our region to grow and prosper, and has taken the necessary steps to improve the
efficiency of its services and operations.
2011 saw the continuation of CWD’s investment in its water delivery infrastructure – the
plants, pump stations, tanks, towers and pipes that make sure residents of communities
throughout Northeast Ohio have access to safe, high quality drinking water. Work
continued on CWD’s Plant Enhancement Project; a 14 year, $650 million investment.
Additionally in 2011, Cleveland City Council authorized $5 million for the repair and
replacement of water mains – the buried infrastructure that is often overlooked.
But, in addition to delivering safe and clean water to customers, CWD also must provide
quality customer service. In early 2011, Cleveland City Council authorized, a Customer
Service Turnaround Project for CWD. The Turnaround Project began June 1, 2011 and
is scheduled for completion by June 30, 2012. This project is designed to address
long-standing customer service issues related to CWD’s meter reading, call center,
billing and collections operations. By the end of 2011, the early work of this project was
already showing positive improvements, and we are confident the completion of the
Turnaround Project will mean significant improvements for CWD’s customer service
operations moving forward.
We are confident that the steps taken in 2011 will lead to CWD’s customer service
matching the unparalleled quality of the water our customers receive from the city’s
water system. Cleveland City Council is pleased that the department’s accuracy and
customer service has vastly improved, and looks forward to continuing to work with
CWD to build upon these improvements.
Sincerely,
Martin J. Sweeney
President, Cleveland City Council
Kevin J. Kelley
Chairman, Public Utilities Committee
Cleveland City Council
3
To Our Customers
At Cleveland Water, we are proud to provide a reliable supply of water to communities
across Northeast Ohio. Over the past year, we have worked hard to make sure Cleveland
Water remains one of the finest public water supply agencies in North America. This
means investing in our facilities and people so that we can deliver a great product and
great service to our nearly 1.5 million customers.
2011 saw the continuation of our $1.6 billion investment in our water treatment plants,
pump stations, towers and water mains. Because of these investments, our water
treatment plants are state of the art, and our ability to reliably deliver water throughout
our service area is unquestioned.
We have also worked hard over the past year to improve our customer service. Our
employees have actively participated in the Customer Service Turnaround Project.
As a result of Phase 1 of the Turnaround Project, we have already achieved significant
customer service delivery improvements, and we are confident these will continue
in the future. To support and build on these improvements, we reorganized how we
do business, most notably consolidating all customer service functions under a newly
appointed Assistant Director of Public Utilities.
2011 also saw significant efforts to protect the long-term financial viability of Cleveland
Water. We developed a five-year Comprehensive Financial Plan to better understand how
to support the on-going modernization and transformation of Cleveland Water. This plan
is the foundation for how we will continue to provide a superior product, improve our
customer service, and become more efficient, all while continuing to make the necessary
investment in our plants and infrastructure.
We would like to thank those that supported us throughout the early stages of this
transformation, including City of Cleveland Administration, Cleveland City Council and
the Suburban Water Regional Council of Governments. We will continue to work hard to
meet all of our customer’s expectations.
Sincerely,
Barry A. Withers, Director
Department of Public Utilities
4
Rolfe Porter, Acting Commissioner
Cleveland Water
2011 Accomplishments at a Glance
Financial & Business Highlights
Operating Highlights
• Initiated the Customer Service Turnaround Project in mid2011 to address issues associated with Cleveland Water’s
customer service delivery.
• Maintained membership status in Partnership for Safe Water
• Reorganized Cleveland Water’s operations to provide greater
efficiencies while focusing on its core mission of delivering
high-quality, safe and clean water.
• Employees experienced a safer workplace with reduced
injury rates
• Continued work on Cleveland Water’s $92 million Automated
Meter Reading (AMR) project during 2011. Initiated the
development of software interfaces to connect the AMR
system to the Customer Care & Billing system.
Capital Projects
• Produced 82.2 billion gallons of drinking water
• Repaired 1,823 water main breaks
• Improved call center, billing, collections and meter reading
performance by completing Phase 1 of the Customer Service • Repaired 19,212 water meters and replaced 16,782
water meters
Turnaround Project in November 2011.
• Re-issued $50 million in short-term notes to continue
funding the AMR project.
Capital Projects completed in 2011:
• Suburban Water Main Renewal Projects in Euclid and
Shaker Heights
• Water Main Improvements on Aurora Road
• Executed amendments to existing water service and
economic development agreements with five suburbs.
For these suburbs, Cleveland Water assumed
ownership of distribution mains as well as capital
improvement responsibilities.
• Secondary site improvements at Pleasant Valley Reservoir,
Darrow Tower and South Twinsburg Tower
• Expended $75.2 million for capital improvement projects in
2011. In conjunction with the suburban water main renewal
program, 11 capital improvement projects, totaling $7.8
million, were undertaken.
On-Going Capital Projects:
• Morgan Pre-Treatment and Residuals
• Cleveland City Council approved water rates and fees for
2011 through 2015. The new rates are based on the results
of a comprehensive financial plan which enables Cleveland
Water to operate efficiently and to continue sound financial
management practices.
• 2010 Cleaning and Lining Program consisting of selected
distribution mains in the City of Cleveland
• Morgan Chemical Facility
• Crown Filter Rehabilitation
• Cleaning and Lining Program in the City of Cleveland
• Suburban Water Main Renewal Program
• Deposited approximately $9.3 million in escrow from the
2011 budget to “pre-pay” debt service due in 2012.
5
Strategic Investment
00
At Cleveland Water, one of our guiding principles is to provide
a reliable supply of safe, clean and affordable drinking water
to the more than 1.5 million customers throughout the more
than 70 communities in our service area. Our ability to ensure
that every customer has access to a dependable and ample
supply of water results from our forward-thinking approach to
infrastructure investment and financial planning.
Since our founding in 1856, Cleveland Water has consistently
planned for the future. It all started with T.R.
Scowden, the driving force behind the water
system’s creation, and it continues to the
present day. At Cleveland Water today,
you will find a dedicated group
of professionals who routinely
evaluate system needs and
employ an aggressive and
innovative approach to
infrastructure investment.
This commitment
to innovation is best
exemplified by our Capital
Improvement Program
(CIP). Over the past 30 years,
the CIP represents more
than $1.6 billion invested
in Cleveland Water’s critical
operational infrastructure.
financial accountability they deserve. In total, 30 different
construction projects were identified as a part of PEP, located
at our Baldwin, Crown, Morgan and Nottingham water
treatment facilities. Due to careful coordination, scheduling
and monitoring, we have been able to complete the majority
of these projects on time, within budget and without
causing any major inconvenience or service disruption to
our customers.
During 2011, Cleveland Water invested in
several critical PEP projects.
• Morgan Plant Pretreatment and
Residuals Enhancements – $42.5
million invested to improve
the performance of the
treatment process and to
mechanize the removal
of residuals from the
facility, thus resulting
in greater efficiencies
and consistency in the
process.
Our ability to ensure that
every customer has access
to a dependable and ample
supply of water results from our
forward-thinking approach to
infrastructure investment
Under the CIP, Cleveland Water has
diligently pursued the completion of
our Plant Enhancement Program (PEP). The
PEP is a $650 million investment to modernize,
and essentially re-build, our four water treatment plants so
that our customers receive a reliable supply of high-quality
water on demand.
We began the PEP effort knowing that careful upfront
planning was crucial in order to provide our customers with
a consistent level of service, as well as the transparency and
• Morgan Chemical
Facility Enhancements –
$17.5 million to upgrade
the chemical storage and
delivery systems, improving
employee safety and refining
the treatment process with
more precise usage of treatment
chemicals.
• Crown Filter Rehabilitation – $2.2 million to
upgrade the filters to current operational standards, thus
resulting in more efficient operations and ensuring the
future production of high-quality water for our customers.
• Crown Chemical Systems Enhancements — $10.8 million
to improve the operational efficiency of the treatment
chemical systems and employee safety.
7
• Morgan Raw Water Pump Station Enhancements – $5.7
million to bring the electrical systems into compliance with
current mechanical and electrical codes and increase
station reliability.
As a result, the rates we charge for water service have to be
carefully planned to ensure we have enough revenue to
properly operate, maintain and improve the Cleveland Water
system while also controlling, the rates our residential and
commercial customers pay.
There is more to providing dependable water service than
just being able to produce clean, safe and healthy drinking
water. As a result, our CIP also includes funding for other critical
projects focused on the 20 water tanks and nearly 5,200 miles
of underground pipes necessary to deliver water to our more
than 1.5 million customers.
At Cleveland Water, we take the responsibility of protecting the
public health and welfare of our region and this great regional
asset seriously. In order to ensure that adequate levels of
funding are available, Cleveland Water recently completed the
development of a Comprehensive Financial Plan for the Years
2011 through 2015. This plan provides Cleveland Water with the
guidance necessary to effectively manage its financial position
During 2011, we worked on and completed many water main
while accounting for past and future financial challenges,
projects across our service area. This included more than $1.7
million to clean and re-line distribution mains in Wards 9 and 13 such as:
in the City of Cleveland, and more than $16 million to replace
• Regular inflationary increases in operation and
water mains in suburban communities that have signed the
maintenance expenses;
Amended Water Service Agreement, such as Bedford Heights,
• Balancing our fixed operating costs against a variable
Euclid, Moreland Hills, Newburgh Heights, Shaker Heights,
revenue stream built on individual consumption;
Seven Hills, South Euclid and University Heights.
• Declining consumption due to regional population loss
We have invested a considerable amount of time, money
and changes in average household usage; and
and effort into our capital program throughout our 156 year
• The continued support of a multi-year CIP necessary to
history, and 2011 was no exception. Our customers expect us
improve and maintain water treatment plants, secondary
to deliver a dependable supply of high-quality water regardless
sites, and underground infrastructure.
of circumstances. Due to Cleveland Water’s innovative and
aggressive approach to infrastructure investment, we are
better positioned than many other water systems to exceed
In order to address these challenges and to provide adequate
those expectations now and into the future.
levels of funding for the future, our Comprehensive Financial
Promoting a Fair and Affordable
Rate Structure
These long-term investments, however, have to be covered
by the water rates our customers pay. As an enterprise fund,
Cleveland Water relies only on revenue collected from our
rate payers. No taxes are used to support Cleveland Water
operations, and no money collected through our water rates
is used to subsidize other City of Cleveland municipal services.
8
Plan proposed both an increase in consumption rates as well
as the phasing in of a new fixed cost recovery charge. These
changes were approved by Cleveland City Council in May
2011. The initial change took effect on July 16, 2011 with the
introduction of a new fixed cost recovery charge based on the
size of a customer’s meter. This new fixed charge is a better
representation of the cost of service associated with customer
meters, and replaced the existing customer service charge.
The new schedule of rates is shown on page 26 of this report.
This newly implemented rate structure is intended to better
align revenue and cost structures, reduce revenue volatility and
provide greater rate equity across all customers that benefit
from our water service.
As the regional provider of water service, Cleveland Water
is acutely aware of the current financial pressures many in
Northeast Ohio are facing. While this new rate schedule is
designed to increase revenues over the course of the next five
years, we have taken extreme care to ensure these rates are fair
to all classes of customers as well as affordable, especially for
those customers who may be experiencing financial hardship.
As part of the recent rate change, the Homestead Discount
Program, which benefits senior citizens of moderate and low
income, has been modified and preserved. Additionally, the
Affordability Discount Program, which benefits lower income
customers of any age, has been increased from a 20% to a 40%
discount on Cleveland Water charges.
9
Improving Our Customer
Engagement
12
At Cleveland Water, we strive to provide all of our nearly 1.5
million customers with the high-quality customer service they
expect and deserve. Over the past few years, we recognized
that not all of our customer interactions were positive. In
these instances, we failed to not only meet our customers’
expectations, but also the standards to which we hold
ourselves accountable.
Correcting this deficiency is something we have taken very
seriously. In order to improve the quality and
consistency of our performance, Cleveland
Water made a major commitment to
evaluating and improving all of our
core customer service areas:
• Meter Operations and
Meter Reading;
• Customer Billing;
• Call Center; and
• Credit and Collections.
The Turnaround
Project
• Providing accurate meter reads for customer accounts;
• Providing our customers an accurate bill;
• Quickly answering customer inquiries and resolving
questions on the first call;
• Collecting money owed for water usage; and
• Being more responsive to the needs of our suburban and
jurisdictional partners.
Phase 1 of the Turnaround Project started
on June 1, 2011 and focused on
stabilizing the operations and
performance of the core
customer service areas.
After careful review, we
determined that there
was no single fix to
address all of the
customer service
issues. Instead, we
evaluated all of our
customer service
operations from top to
bottom, identifying 127
specific technical and
operational issues
to resolve.
We strive to provide
all of our nearly 1.5 million
customers with the high-quality
customer service they expect
and deserve.
Early in 2011, this
commitment incorporated
the efforts of many of our own
employees on various project
teams dedicated to improving our
overall operations. By June 2011,
many of these efforts to improve customer
service were incorporated into the Customer
Service Turnaround Project.
The Turnaround Project utilized a combination of Cleveland
Water employees and consultants with extensive water utility
experience, all working together to ensure Cleveland Water
provides our customers with best-in-class levels of service. We
completely analyzed our meter to cash process with
the goals of:
Phase 1 work was completed
in November, 2011. During
phase 1, Cleveland Water began
to redefine customer service by
implementing improvements throughout
our meter to cash operations. A few highlights include:
• Restored functionality of meter reading devices to improve
meter reading accuracy, which translates into more
accurate bills;
• Implemented new call center productivity measures, which
align with industry standards to better manage call center
performance;
11
• Cross-trained Customer Service Representatives to handle
all call types to improve wait times, reduce call transfers and
assisted with first call resolution;
• Restored active collections activities in order to reduce
growing past due balances on properties still receiving
water service; and
• Coordinated all work to ensure large projects, such as the
installation of Automated Meter Reading (AMR) technology,
did not negatively impact customer service.
As a result of these improvements, our customer service
performance improved dramatically. By the end of 2011:
• Average wait times in our call center were reduced from
16 minutes on January 3, 2011 to 16 seconds on December
30, 2011;
• Meter reading accuracy improved by at least 8%;
• Billing consistency and accuracy were substantially
improved; and
• Collections rate (the total amount collected divided by
the total amount billed) reached 98%, a level consistent with
industry standards and the highest it had been in
four years.
Our customers have already seen these improvements in
action. When 2011 ended, we were a better customer service
organization than when the year began.
Our commitment to our customers is to entrench these
enhancements into our daily operations, to continue to build
upon these improvements and to deliver the high quality
service our customers expect and deserve.
Phase 2 of the Turnaround Project began in late 2011, and
will continue into 2012. While Phase 1 focused on stabilizing
customer service operations, Phase 2 is designed to move
Cleveland Water to an industry leader in terms of
customer service.
12
Putting Our Employees in a Position
to Succeed
In order to continue building upon these improvements,
we had to re-think how we organized our work force. As the
nature of our business has evolved over time, we needed to
re-evaluate how the skills and resources of Cleveland Water’s
more than 1,000 employees were put to use.
During our evaluation, we realized that part of the customer
service issues we faced as an organization evolved from how
we structured our operations. As a result of this realization,
in November 2011, the Department of Public Utilities and
Cleveland Water, at the direction of Mayor Frank G. Jackson,
implemented a reorganization effort designed to ensure that
all of our employees would be in a position to succeed in
delivering a superior product and great service.
This reorganization process is an exciting time for the
Department of Public Utilities and Cleveland Water. We have
worked hard to create a new organizational plan – built around
a dedicated staff of professionals – to better facilitate the
delivery of excellent customer service.
The new organizational structure elevates customer service
within the organization. We have eliminated multiple layers
of unnecessary bureaucracy from the customer service
management process, and placed organizational oversight of
our customer service operations under the Assistant Director
of Public Utilities.
Additionally, we consolidated support functions such as
human resources, communications, finance and information
technology at the departmental level. In doing so, we have
not only improved the efficiency of these functions, but we
have, most importantly, refocused Cleveland Water on its core
mission of delivering a reliable supply of high-quality water,
while putting mechanisms in place to ensure we meet our
customer service expectations.
Overall, this means several things for Cleveland Water. First,
we will be a more efficient organization. Core business areas
will now work together and redundant operations will be
eliminated. Second, the new organizational structure promotes
greater accountability. By reducing unnecessary layers of
bureaucracy, we have created an organization better suited to:
• Identify problems;
• Elevate problems for solutions;
• Solve problems; and
• Hold managers accountable when solutions are not
achieved in a timely fashion.
Finally, as a result of these changes, Cleveland Water is better
positioned to address future challenges. As technological,
operational or financial changes arise, the new organization is
flexible enough to adjust, while positioning itself as a model for
other utilities.
13
Providing a High-Quality,
Superior Product
00
At Cleveland Water, we pride ourselves on providing safe
and great-tasting water at an affordable price to all of our
customers. For more than 156 years, we have provided clean
and healthy potable water to Cleveland and beyond. We are
proud to say the quality and taste of our water is among the
best in North America.
In order to continue to meet the water quality expectations
of our customers, as well as the goals we set for
ourselves, Cleveland Water has continued to
find innovative ways to deliver water to
more than 425,000 homes
and businesses throughout
Northeast Ohio.
We are constantly searching
for new ways to optimize
our water treatment
process and produce the
highest quality water
possible. The Plant
Enhancement Program
(PEP) has increased the
reliability and control of
our treatment process,
and is a critical component
of our efforts to ensure our
water quality. By updating
our internal plant controls, we
have improved the efficiency of
our water treatment efforts. This
has allowed us to decrease staffing
levels while increasing the reliability of our
treatment process.
to sodium hypochlorite. This is safer for our employees, the
environment, and customers who live in the neighborhoods
surrounding our plants. At the end of 2011, three of our
plants were converted to sodium hypochlorite and the final
conversion is scheduled for 2012.
Filters are also a key component of our water treatment
process. During 2011, the filter basins at our Crown plant
were rebuilt to bring them up to current standards.
These improvements ensure the continued
production of clean, safe drinking water
for our customers. Additionally,
our staff spends many hours
each year maintaining and
troubleshooting any
problems that may arise
with the filters at all of our
water treatment plants.
For more than 156 years,
we have provided clean
and healthy potable water
to Cleveland and beyond.
Through the PEP, we updated many of our water treatment
chemical feed systems. In 2011, our Plant Operations staff
worked hard to optimize the new systems to fully capitalize
on its value. For example, at the start of the PEP, we made the
decision to convert our disinfection process from chlorine gas
Another critical
component of our
water treatment process
that received attention
during 2011 was our
residuals handling.
“Residuals” are the dirt
we remove from the water
during treatment. Residuals
must be removed from the
treatment basins speedily and
efficiently or they can slow down the
water treatment process and become a
roadblock. During 2011, our Nottingham and
Baldwin plants upgraded the automation controls for
their residuals handling to ensure residuals were removed at
the proper density and frequency. Additionally, our Morgan
plant installed a completely revamped residuals system that
includes mechanical removal of residuals from basins, storage
and automated controls.
15
Water treatment plants, however, represent only one part
of what it takes to deliver safe, potable water to customers.
During 2011, we also made major improvements to our
secondary stations, including:
• Installation of a re-chlorination system for our Brecksville
Tower to allow for boosting of disinfectant levels as
needed; and
• Our South Twinsburg Tower was stripped and repainted,
the concrete floor was replaced, water quality monitoring
equipment was added, and valve controls were upgraded.
Partnership for Safe Water
Further evidence of Cleveland Water’s commitment to
providing all of our customers with an unlimited supply of safe
and clean drinking water can be found in our membership in
the Partnership for Safe Water. The Partnership is a voluntary,
cooperative effort between the U.S. Environmental Protection
Agency (U.S. EPA), drinking water professional organizations,
and 200 drinking water utilities across the country.
Any water utility that joins the Partnership agrees to adhere
to strict performance standards which optimize the water
treatment process and protect the water supply against
microbiological contamination. Being a member of the
Partnership also means that utilities are required to perform
a self-assessment of their treatment operations, identify
performance limiting factors and take corrective actions to
improve water quality.
We have completed the required self-assessment and
optimization programs at all four of our water treatment
plants. This was a large effort made by Cleveland Water to
further ensure that our customers receive great-tasting water
with a higher degree of protection.
16
t
Financial and Operating
Statistics
2011 audited financial statements for Cleveland Water can be found at: www.auditor.state.oh.us. and/or
www.city.cleveland.oh.us/CityofCleveland/Home/Government/CityAgencies/Finance/formsandpublication
00
19
Operating Results in Brief
Cleveland Water was created in 1856 and charged with the
responsibility for collecting, treating, pumping and distributing
water and providing related water service to customers within
its service area. Cleveland Water operates a major public water
supply system which serves not only the City of Cleveland, but
also 70 suburban municipalities in Cuyahoga, Medina, Summit
and Geauga Counties. Cleveland Water is also an emergency
standby provider for systems in 3 other counties. The present
service area covers over 640 square miles and serves nearly 1.5
million people.
In 2011, the aggregate metered consumption of water in
the City constituted 32% of the total metered consumption
in the service area, while consumption in the direct service
communities and master meter communities constituted 57%
and 11%, respectively.
Operating revenues in 2011 decreased 0.3% to $236.6 million
from $237.3 million in 2010. This decrease is attributed to a
decline in water consumption. Total operating expenses in
2011, exclusive of depreciation, decreased 2.2% to $146.2
million compared to $149.5 million in 2010. The overall $3.3
million decrease in operating expenses in 2011 reflects a $0.6
million increase in operations expenses offset by a $3.9 million
decrease in maintenance expenses.
Summary of Historical Revenues, Expenses and Debt Service Year Ended December 31
2011
2010
2009
2008
2007
$236,626
2,349
238,975
$100,221
46,011
146,232
$92,743
65,668
27,075
1.41
$237,271
4,007
241,278
$99,610
49,904
149,514
$91,764
69,597
22,167
1.32
$228,235
4,122
232,357
$92,905
54,811
147,716
$84,641
65,145
19,496
1.30
$242,181
10,479
252,660
$92,866
50,967
143,833
$108,827
65,424
43,403
1.66
$240,628
17,364
257,992
$90,221
49,989
140,210
$117,782
50,302
67,480
2.34
(Dollars in Thousands)
,830
$211,276
e%
s Revenu
ater Sale
Total W
953
$41,230, 98
,2
$133,965 6
53
$20,102,
er sales
total wat
d
clevelan ice
rv
direct se er
met
master
100.00
19.52
63.41
9.51
Operating Revenues
Non-operating Revenues
Total Revenues Operating Expenses (exclusive of depreciation):
Operations
Maintenance
Total Operating Expenses (exclusive of depreciation)
Net Revenues
Debt Service on Outstanding Bonds
Balance Available after Payment of Debt Service
Coverage of Debt Service on Outstanding Bonds by Net Revenues
Breakdown of Revenues and Expenses for 2011
%
Revenue:
%
cleveland
direct service
master meter
total water sales
9.6
100.00
31.6
es
100.0
19.52
63.41
9.51
Expens
31.6
$41,230,953
9.6$133,965,298
$20,102,536
2.3$211,276,830
6.9
11.8
23.9
13.9
own of
18
Breakdow
Breakdown of Revenue
Total Water Sales Revenue %
6.9
Breakd
Total
6.2
100.0
Expenses:
Personnel
Utilities
Chemicals
Maintenance
Interest
Depreciation
Supplies & Services
61.6
e
Total
20.9
Re ve nu
61.6
20.9
8.4
1.6
1.3
6.2
ow n of
Breakd
Metered Sales-Direct Service Suburbs
Metered Sales-Cleveland
Metered Sales-Master Meters
Interest
Service Fees
Miscellaneous
11.8
13.9
23.9
Financial Operating Highlights
Selected Financial Information
($ in thousands)
Operating Revenue (metered sales and other)
Operations and Maintenance Expenses
Depreciation
Total Operating Expenses
Operating Income
Income Before Extraordinary Item
Net Assets
Total Assets
Property, Plant and Equipment, net
Current Assets
Accounts Receivable, net
Current Liabilities
Long-Term Debt
2011
2010
2009
2008
2007
$236,626
146,232
58,796
205,028
31,598
9,558
1,032,782
1,971,482
1,495,692
271,720
54,175
145,205
765,540
$237,271
149,514
55,715
205,228
32,042
10,829
1,022,666
2,009,411
1,469,558
276,285
49,341
149,843
819,238
$228,235
147,716
49,782
197,498
30,737
10,084
1,006,836
1,964,501
1,415,809
291,679
51,226
92,285
852,303
$242,181
143,833
41,857
185,690
56,491
40,608
996,292
1,979,550
1,360,889
308,050
37,137
85,740
897,518
$240,628
140,210
38,993
179,203
61,425
54,024
955,602
1,963,666
1,326,670
313,085
31,254
77,002
931,062
Selected Operating Information
Total Metered Sales Revenue
Annual Metered Consumption ($ in thousands)
Total Metered Accounts (1,000 mcf*)
Total Annual Water Produced (billion gallons)
Average Daily Pumpage (million gallons per day)
Maximum Daily Pumpage (million gallons per day)
Peak per Hour Pumpage Rate (million gallons per day)
Minimum per Hour Pumpage Rate (million gallons per day)
Number of Employees
Annual Precipitation
2011
2010
2009
2008
2007
$211,277
5,915
414,007
82
228
286
422
175
1,084
65
$218,089
6,236
402,975
82
219
291
424
134
1,093
35
$224,385
6,792
401,054
81
220
279
412
113
1,090
36
$222,285
7,070
412,583
85
233
291
421
185
1,134
45
$216,827
7,403
414,449
87
238
340
502
170
1,127
41
* MCF equals one thousand cubic feet of water
Collection Performance Information - Cash Basis
(in thousands of dollars where applicable)
Customer Billings
Account Collections
(1)
Accounts Receivable Balance at year end, net
(Active Accounts Only)
Average Daily Billings
Account Receivable Outstanding over 90 days at Year End
(Active Accounts Only) (2)
Accounts Receivable Turnover (times)
Billings Days Outstanding at Year End (Days)
2011
2010
2009
2008
2007
$216,225
211,303
$215,602
210,264
$230,455
203,466
$226,900
218,286
$221,117
214,378
54,175
51,189
51,226
35,076
28,362
592.4
590.7
631.4
621.6
605.8
32,085
30,000
26,638
18,285
14,036
4.0
91.4
4.2
86.7
4.5
81.1
6.5
56.4
7.8
46.8
(3)
(1) Includes flat rate charges for fire lines that are not metered. (2) Active accounts do not include finals, prior owners and turnoffs. (3) The new billing system no longer differentiates between
active and inactive accounts. The 2009 figure represents the total Water A/R balance at year end, net of allowance for doubtful accounts.
19
Capital Facilities
Main Stations
Raw Water Pumps
Low Service Pumps
First High Service Pumps
Second High Service Pumps
Raw Water Intake
Filters
Reservoirs
Capacities (mgd)
Raw Water Intake
Raw Water Pumping
Water Treatment
Potable Water Pumping
Reservoir (mg)
Crown
Morgan
Baldwin
Nottingham
6
4
5
1
12
2
6
5
6
1
28
1
6
3
4
1
20
1
8
4
4
4
1
18
1
140
190
130
173
32.5
200
340
150
346
15
200
*240
165
150
135
200
264
92
248
25
* Kirtland
Secondary Storage Facilities Type
Low Service
Bassett
First High Service
Dover
Parma
Independence
Second High Service
Pearl Road
West
Elevated Tower
0.5
West
Elevated Tower
West Concrete Reservoir
East
Steel Tank
2.0
23.0
3.0
West
Steel Tank 1
Steel Tank 2
Elevated Tower
Concrete Reservoir
Elevated Tower
Steel Tank 1
Steel Tank 2
Concrete Reservoir
Concrete Reservoir
10.0
5.0
1.0
5.0
0.8
10.0
10.0
2.0
3.0
Elevated Tower
Elevated Tower 1
Elevated Tower 2
Elevated Tower
Elevated Tower
Elevated Tower
Elevated Tower
1.0
3.0
0.5
3.0
0.5
2.0
1.0
Total
86.3
Strongsville
Pleasant Valley
Brecksville
Green Road
West
West
West
East
North Royalton
West
West
Third High Service
Keller
Blossom Hill
Darrow Road
Ledge
Kinsman
South Twinsburg
20
Capacity (MG)
West
West
East
East
East
East
Secondary Pump Stations
Second High Service
Engle Road
Independence
Parma
Third High Service
Cedar-Winchester
North Royalton
Darrow Road
Green Road
Pearl Road
Pleasant Valley
Shepard
Booster Pump Stations
Broadway
Pumps Capacities (MGD)
5
4
6
45.00
11.50
123.90
5
8
4
4
4
5
4
27.50
38.40
8.00
23.60
20.60
24.00
6.20
5
47.90
Water Production Summary (2007 - 2011)
2011 Water Processed by Main Facilities
2011
2010
2009
2008
2007
Total Water Production (Billion Gallons)
82.2
82.0
80.4
85.3
86.8
Maximum Daily Production (Million Gallons)
Average Daily Production (Million Gallons)
Peak Per Hour Pumpage Rate (Million Gallons Per Day)
Minimum Per Hour Pumpage Rate (Million Gallons Per Day)
286.2
228.1
422.0
175.0
290.5
219.4
424.0
134.0
278.7
220.1
412.4
112.5
290.8
233.1
420.8
184.7
340.0
237.8
501.6
169.5
15.1
19.0
24.8
23.3
17.4
17.1
23.6
23.9
18.8
16.4
22.0
23.2
18.9
19.9
22.1
24.4
20.2
18.0
25.1
23.5
23.3
22.3
25.8
10.8
23.8
21.6
26.5
10.1
20.8
21.6
28.4
9.6
23.5
23.3
27.8
10.7
22.9
24.3
28.2
11.4
l Total Production Per Treatment Plant (Billion Gallons)
- Crown Waterworks Plant
- Garrett A. Morgan Waterworks Plant
- Baldwin Waterworks Plant
- Nottingham Waterworks Plant
l Total Water Delivered Per Service District (Billion Gallons)
- Low Service District
- First High Service District
- Second High Service District
‑ Third High Service District
Breakdown of Revenue
Percentage of Total Production
Per Treatment Plant
Breakdown of Expenses
2011 Water Processed by Secondary Facilities
Secondary Facility
Nottingham, 28.3%
Crown, 18.4%
Morgan, 23.1%
Baldwin, 30.2%
Breakdown of Expenses
Percentage of Total Water Delivered
Per Service District
Net Water Processed
(Billion Gallons)
Second High Service
Engle
Independence
Parma
SubTotal
Third High Service
Cedar/Winchester
North Royalton
Pearl
Pleasant Valley
Shepard
Darrow
Green
SubTotal
2.9
2.0
1.5
1.7
0.3
0.5
1.9
10.8
Totals
23.0
1.5
0.6
10.1
12.2
Low, 28.3%
Third, 13.1%
First, 27.1%
Second, 31.4%
21
2011 Metered Sales Revenue, Metered Consumption and Number of Accounts
Municipality
Cleveland
Metered Sales
Revenue
% of
Revenue
Metered
Consumption (MCF)
% of
Consumption
Total accounts
% of Accounts
$41,230,953
21.11
1,862,238
31.48
123,555
29.84
$9,833,446
7,121,250
6,484,213
6,448,735
6,259,100
5,647,712
4,525,143
4,290,110
4,037,414
4,013,323
3,863,095
3,639,277
3,523,841
3,089,777
2,926,205
2,882,139
2,786,815
2,680,086
2,549,357
2,507,175
2,457,883
2,363,302
2,341,953
2,305,024
2,136,960
2,086,110
2,059,412
1,999,575
1,802,723
1,796,648
1,794,180
1,646,994
1,597,260
1,429,526
1,352,054
1,345,431
1,336,842
1,307,704
1,248,343
989,785
785,264
681,772
659,617
657,177
646,408
597,988
592,482
589,104
442,691
441,666
423,095
365,965
351,020
335,198
5.04
3.65
3.32
3.30
3.20
2.89
2.32
2.20
2.07
2.05
1.98
1.86
1.80
1.58
1.50
1.48
1.43
1.37
1.31
1.28
1.26
1.21
1.20
1.18
1.09
1.07
1.05
1.02
0.92
0.92
0.92
0.84
0.82
0.73
0.69
0.69
0.68
0.67
0.64
0.51
0.40
0.35
0.34
0.34
0.33
0.31
0.30
0.30
0.23
0.23
0.22
0.19
0.18
0.17
262,354
155,679
159,640
181,951
190,007
156,783
104,798
103,355
96,414
84,683
114,807
77,062
70,500
75,399
83,490
82,479
62,644
76,898
56,513
57,599
59,167
61,854
65,463
65,677
48,361
52,680
47,819
55,506
41,069
55,048
45,606
51,703
40,000
34,764
34,514
36,712
25,879
37,566
26,855
22,791
18,370
21,022
13,563
17,246
13,680
12,034
14,891
12,339
11,591
12,316
10,180
7,869
8,860
6,411
4.44
2.63
2.70
3.08
3.21
2.65
1.77
1.75
1.63
1.43
1.94
1.30
1.19
1.27
1.41
1.39
1.06
1.30
0.96
0.97
1.00
1.05
1.11
1.11
0.82
0.89
0.81
0.94
0.69
0.93
0.77
0.87
0.68
0.59
0.58
0.62
0.44
0.64
0.45
0.39
0.31
0.36
0.23
0.29
0.23
0.20
0.25
0.21
0.20
0.21
0.17
0.13
0.15
0.11
30,442
8,150
15,724
16,003
331
10,751
11,585
8,498
9,790
6,178
11,225
5,717
3,428
5,670
6,808
7,637
6,278
11,062
3,747
5,077
3,968
6,416
8,690
9,663
2,869
5,843
5,537
4,050
4,437
6,117
3,040
6,228
3,510
3,539
3,392
5,137
892
3,102
2,227
1,273
1,046
2,430
840
800
1,030
609
1,355
899
169
896
1,295
199
1,295
173
7.35
1.97
3.80
3.87
0.08
2.60
2.80
2.05
2.36
1.49
2.71
1.38
0.83
1.37
1.64
1.84
1.52
2.67
0.91
1.23
0.96
1.55
2.10
2.33
0.69
1.41
1.34
0.98
1.07
1.48
0.73
1.50
0.85
0.85
0.82
1.24
0.22
0.75
0.54
0.31
0.25
0.59
0.20
0.19
0.25
0.15
0.33
0.22
0.04
0.22
0.31
0.05
0.31
0.04
Direct Service Suburbs
Parma
Solon
Strongsville
Euclid
Cuyahoga Heights
Westlake
Brunswick
Shaker Heights
North Royalton
Twinsburg
North Olmsted
Mayfield Heights
Beachwood
Middleburg Heights
Rocky River
Brookpark
Broadview Heights
Garfield Heights
Warrensville Hts.
Brecksville
East Cleveland
Parma Heights
South Euclid
Maple Heights
Bedford Heights
Lyndhurst
Northfield Ctr. Twp.
Brooklyn Village
Macedonia
Fairview Park
Independence
Bay Village
Richmond Heights
University Heights
Highland Heights
Seven Hills
Twinsburg Twp.
Olmsted Twp.
Pepper Pike
Mayfield Village
Walton Hills
Olmsted Falls
Orange Village
Newburgh Heights
Moreland Hills
Richfield Twp.
Oakwood
Gates Mills
Highland Hills
Valley View
Northfield
North Randall
Reminderville
Woodmere
22
Municipality
Brooklyn Heights
Bratenahl
Hinckley Twp.
Hunting Valley
Boston Heights
Glenwillow
Hudson
Brunswick Hills Twp.
Chester Township
Bentleyville
Berea
Chagrin Falls
Linndale
Novelty
Avon
Sub-Total
Metered Sales
Revenue
Percentage
of Revenue
Metered
Consumption (MCF)
316,801
285,271
281,396
260,592
206,875
142,429
117,135
85,288
64,708
60,676
41,275
13,856
12,751
492
384
$133,965,298
0.16
0.15
0.14
0.13
0.11
0.07
0.06
0.04
0.03
0.03
0.02
0.01
0.01
0.00
0.00
68.60
9,026
7,788
6,539
5,110
4,193
3,389
2,665
2,084
1,213
1,522
996
297
398
11
11
3,387,698
% of
Consumption
Total accounts
Percentage
of Accounts
0.15
0.13
0.11
0.09
0.07
0.06
0.05
0.04
0.02
0.03
0.02
0.01
0.01
0.00
0.00
57.27
740
510
713
189
224
241
262
283
21
154
3
1
52
1
1
290,453
0.18
0.12
0.17
0.05
0.05
0.06
0.06
0.07
0.01
0.04
0.00
0.00
0.01
0.00
0.00
70.16
Master Meter and Emergency Standby Suburbs
4.80
3.30
1.51
0.44
0.23
0.01
0.00
0.00
0.00
0.00
10.29
297,339
237,837
93,388
24,133
11,741
392
137
83
8
5
665,062
5.03
4.02
1.58
0.41
0.20
0.01
0.00
0.00
0.00
0.00
11.24
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
$195,298,787
100.00
5,914,998
100.00
N/A
100.00
Customer Service Charge Revenue:
Cleveland
Direct Service Suburbs
Total Customer Service
Charge Revenue
Total Water Sales Revenue %
$2,884,680.71
6,652,075
$9,536,755
7.56%
19
.
u
52
l %
9
Total Metered Sales
$9,366,172
6,445,383
2,945,461
863,003
454,592
17,913
6,250
3,199
366
197
$20,102,536
.5
n 1%
Cleveland Heights
Lakewood
Bedford
Chagrin Falls
Geauga County
Hudson
Portage County
Lake County
Medina County
Berea
Sub-Total
l Cleveland, 19.52%
x Direct Service, 63.41%
n Master Meter, 9.51%
u Customer Service and Fixed Charges, 7.56%
Flat Rate Fixed Fee Revenue:
Cleveland
Direct Service Suburbs
Total Flat Rate
Fixed Fee Revenue
Total Water Sales
Revenue
$1,981,488
4,459,800
$6,441,288
$211,276,830
63.41%
x
Breakdown of Revenue
Total Water Sales Revenue %
cleveland
direct service
master meter
$41,230,953
$133,965,298
$20,102,536
19.52
63.41
9.51
total water sales
$211,276,830
100.00
23
Outstanding Debt
Series
Principal Purpose
Issued Original
Amount
Outstanding
as of 12/31/11
Series A
Series B
Series C
1977
1983
1985
$80,000,000
50,000,000
57,500,000
Waterworks Improvements
Waterworks Improvements
Waterworks Improvements
$0
0
0
Series D
1986
119,065,000
Refunded Series B Bonds and Series C Bonds subject to optional
redemption
0
Series E
Series F
1992A
1992B
1987
1992
153,315,000
Waterworks Improvements
0
172,100,000
118,550,000
Waterworks Improvements
Refunded a portion of Series E Bonds subject to optional redemption
0
0
Series G
1993
228,170,000
Refunded a portion of Series A Bonds, Series D Bonds, Series E Bonds
and Series F, 1992A Bonds
$81,225,000
Series H
1996
204,885,000
Waterworks Improvements and refunded portion of the Series E
bonds, Series F, 1992A and Series F, 1992B Bonds
0
Series I
1998
305,650,000
Waterworks Improvements and refunded a portion of the Series E
bonds, Series F, 1992A Bonds and Series H, 1996 Bonds
0
Series J
2001
92,595,000
Refunded all of the outstanding Series F, 1992A and Series F 1992B
Bonds as well as a portion of Series G Bonds and Series H Bonds
0
Series K
Series L
2002
2002
138,050,000
90,000,000
Waterworks Improvements and refunded the Series D Bonds
Waterworks Improvements
0
0
Series M
2004
175,000,000
Refunded portions of the Series H Bonds, Series I Bonds
and Series K Bonds
0
Series N
Series O
Series P
Series Q
Series R
Series S
Series T
Series U
Series V
2005
2007
2007
2008
2009
2009
2009
2010
2010
64,480,000
143,570,000
134,510,000
90,800,000
54,735,000
26,295,000
84,625,000
54,935,000
26,495,000
Refunded portions of the Series H Bonds and Series I Bonds
Waterworks Improvements
Refunded portions of the Series I Bonds
Refunded all of the outstanding Series L Bonds
Refunded portions of the Series M Bonds
Refunded portions of the Series M Bonds
Refunded portions of the Series M Bonds
Refunded all of the outstanding Series R Bonds
Refunded all of the outstanding Series S Bonds
33,045,000
133,315,000
119,095,000
90,800,000
0
0
77,415,000
54,935,000
26,495,000
Series W
2011
82,090,000
Refunded all of the outstanding Series H Bonds, Series J Bonds
and the Series K Bonds
82,090,000
OEPA/OWDA Loans
OEPA/OWDA Loans payable annually through 2031
Total
112,680,000
$811,095,000
Annual Debt Service Schedule (dollars)
Year
Debt Service
Year
Debt Service
Year
Debt Service
2012
$125,109,102.54 *
2013
2014
2015
2016
2017
2018
2019
2020
71,092,205.91
78,517,593.41
77,992,393.41
76,039,643.41
76,374,605.91
63,644,755.91
63,480,618.40
63,320,273.41
2021
2022
2023
2024
2025
2026
2027
2028
2029
$62,945,414.91
50,495,100.53
50,463,054.28
50,001,661.84
50,558,393.15
46,763,305.15
34,272,138.05
31,788,464.16
24,679,427.22
2030
2031
2032
2033
2034
2035
2036
2037
$23,653,697.64
22,493,812.50
22,004,047.50
21,605,232.50
9,268,375.00
9,259,375.00
9,250,375.00
9,240,375.00
* Includes $50 million bond anticipation note for the AMR project
24
2011 Average Chemical Values for Cleveland Water
Results and Maximum Contaminant Levels (MCLs) in milligrams per Liter (mg/L) except as noted.
Contaminant
MCL
Volatile Organics
Benzene
Bromobenzene
Bromochloromethane
Bromomethane
Carbon tetrachloride
Chlorobenzene
Chloroethane
Chloromethane
2-Chlorotolulene
4-Chlorotoluene
Dibromomethane
1,2-Dichlorobenzene
1,3-Dichlorobenzene
1,4-Dichlorobenzene
Dichlorodifluoromethane
1,1-Dichloroethane
1,2-Dichloroethane
1,1-Dichloroethene
cis-1,2-Dichloroethene
trans-1,2-Dichloroethene
Dichloromethane
1,2-Dichloropropane
1,3-Dichloropropane
2,2-Dichloropropane
1,1-Dichloropropene
1,3-Dichloropropene
Ethylbenzene
Hexachlorobutadiene
Isopropylbenzene
4-Isopropyltoluene
Napthalene
n-Propylbenzene
Styrene
1,1,1,2-Tetrachloroethane
1,1,2,2-Tetrachlorethane
Toluene
1,1,1-Trichloroethane
Tetrachloroethene
1,2,3-Trichlorobenzene
1,2,4-Trichlorobenzene
Trichloroethene
1,1,2-Trichloroethane
Trichlorofluoromethane
1,2,3-Trichloropropane
Vinyl chloride
Xylenes, total
m-Xylene
o-Xylene
p-Xylene
0.005
NR
NR
NR
0.005
0.1
NR
NR
NR
NR
NR
0.6
0.6
0.6
NR
NR
0.005
0.007
0.07
0.1
0.005
0.005
NR
NR
NR
NR
0.7
NR
NR
NR
NR
NR
0.1
NR
NR
1
0.2
0.005
NR
0.07
0.005
0.005
NR
NR
0.002
10
NR
NR
NR
Cleveland Water Contaminant
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
ND
Synthetic Organics
Alachlor
Atrazine
Simazine
Inorganics
Aluminum
Antimony
Arsenic
Barium
Berylium
Cadmium
Chromium
Copper (90th percentile)5
Cyanide
Fluoride
Iron
Lead (90th percentile)5
Manganese
Mercury
Molybdenum
Nickel
Nitrate
Potassium
Selenium
Silica
Silver
Sodium
Strontium
Thallium
Vanadium
Zinc
Miscellaneous
Chloride
Total Dissolved Solids
Odor
Magnesium
Calcium
Total Organic Carbon
pH
Alkalinity
Orthophosphate
Hardness (as CaCO3)
Turbidity (NTU)3
Total Coliform2
Disinfection By-Products
Total Trihalomethanes
Haloacetic Acids 5
Radionuclides
Beta Emitters (pCi/L)1
Alpha Emitters (pCi/L)
MCL
Cleveland Water
0.002
0.003
0.004
ND
ND
ND
NR
0.006
0.01
2
0.004
0.005
0.1
1.3
0.2
4
NR
0.015
NR
0.002
NR
0.1
10
NR
0.05
NR
NR
NR
NR
0.002
NR
NR
ND
ND
ND
ND
ND
ND
ND
0.1
ND
1
ND
0.004
ND
ND
ND
ND
1.1
ND
ND
1.8
ND
10.7
0.16
ND
ND
ND
250
500
3
NR
NR
TT4
>7.0
NR
>0.8
NR
0.3
<5%
18
160
1
7.1
33
2.0
7.0 - 7.6
81
0.8 - 1.3
120
0.05
0.3%
0.08
0.06
0.034
0.024
50
15
ND
ND
25
Water Rate Schedule for 2011 through 2015
Quarterly Water Rate Schedule for Direct Service Accounts
Fixed Charge (Expressed in Dollars per quarter)
Description / All Accounts
Homestead (all meter sizes)
5/8” to 1” Meter
1 1/2” to 2” Meter
3” to 4” Meter
6” Meter
8” Meter
10” Meter
12” Meter
2011
2012
2013
2014
2015
$12.50
18.00
36.00
120.00
220.00
330.00
410.00
500.00
$12.50
18.00
36.00
120.00
220.00
330.00
410.00
500.00
$14.00
21.00
41.00
140.00
250.00
380.00
480.00
570.00
$15.50
24.00
47.00
160.00
290.00
430.00
540.00
650.00
$17.00
27.00
53.00
180.00
320.00
480.00
610.00
730.00
$13.76
$27.52
$6.88
$15.51
$29.48
$8.53
$17.34
$31.22
$10.41
$19.26
$32.74
$12.52
$20.47
$41.70
$10.23
$22.11
$42.01
$12.16
$23.63
$42.53
$14.18
$25.04
$42.56
$16.27
$24.08
$48.42
$12.04
$26.38
$50.11
$14.51
$28.62
$51.51
$17.17
$30.82
$52.39
$20.03
$27.62
$55.41
$13.81
$30.33
$57.63
$16.68
$33.00
$59.39
$19.80
$35.63
$60.57
$23.16
2011
2012
2013
2014
2015
$31.54
35.76
31.50
27.10
38.72
$31.54
35.76
31.50
27.10
38.72
$31.54
36.14
31.50
27.10
38.72
$32.53
37.51
32.53
27.10
38.72
$33.35
38.56
33.35
27.10
38.72
2011
2012
2013
2014
2015
$39.44
38.36
39.44
31.41
45.72
45.72
45.72
45.72
$39.44
38.36
39.44
31.41
45.72
45.72
45.72
45.72
$39.44
38.36
39.44
31.41
45.72
45.72
45.72
45.72
$39.44
38.36
39.44
31.41
45.72
45.72
45.72
45.72
$39.44
38.36
39.44
31.41
45.72
45.72
45.72
45.72
Water Consumption Charges (Expressed in Dollars per MCF)
0 to 1 MCF
City of Cleveland—
0 to .6 MCF
Regular Rates
Additional MCFs
Homestead
All MCFs
0
to 1 MCF
st
Low and 1 High
Service Suburbs— 0 to .6 MCF
Regular Rates
Additional MCFs
Homestead
All MCFs
0 to 1 MCF
2nd High
Service Suburbs— 0 to .6 MCF
Regular Rates
Additional MCFs
Homestead
All MCFs
0 to 1 MCF
3rd High
Service Suburbs— 0 to .6 MCF
Regular Rates
Additional MCFs
Homestead
All MCFs
$12.58
N/A
$26.90
$5.59
$19.50
N/A
$41.70
$8.66
$22.64
N/A
$48.42
$10.06
$25.91
N/A
$55.41
$11.52
Monthly Master Meter Water Rate Schedule
Water Consumption Charges by Community
(Expressed in Dollars per MCF)
Bedford
Chagrin Falls
Cleveland Heights
Lakewood
Geauga County
Emergency Stand-By Water Rate Schedule
Water Consumption Charges by Community
(Expressed in Dollars per MCF)
Berea
Lake County
Lorain County
North Ridgeville
Medina County
Summit County
Hudson
Portage County
1 MCF = 1,000 cubic feet = 7,500 gallons. All rates shall be effective January 1 of each year, except for 2011 which shall be effective July 16, 2011.
26
Cleveland Water Service Area
Euclid
Communities Served
Cleveland
Direct Service
Suburbs
Bay Village
Beachwood
Bedford Heights
Bentleyville
Boston Heights
Bratenahl
Brecksville
Broadview Heights
Brooklyn
Brooklyn Heights
Brook Park
Brunswick
Brunswick Hills
Township
Cuyahoga Heights
East Cleveland
Euclid
Fairview Park
Garfield Heights
Gates Mills
Richmond Heights
Highland HeightsMayfield
Emergency Standby
Master
Meter
South Euclid
Olmsted Township
Glenwillow
South Euclid
Gates Mills
Lake County
Suburbs
Strongsville East Cleveland
Orange
Highland Heights
Geauga County
Lyndhurst Mayfield Heights
Medina County
Twinsburg Cleveland Heights Bedford
Parma
Highland Hills
Berea
Chagrin
Falls
Twinsburg Township
Parma Heights
Hinckley Township
University Heights
Hudson
Cleveland
Heights
University
Heights
Pepper
Pike
Hudson
Village
Bay Village
Hunting
Valley
Lakewood
Pepper Pike
Cleveland
Shaker Heights
Rocky River
Beachwood
Lakewood
Valley View
Reminderville
Hunting Valley
Westlake
Geauga
County
Walton Hills
Richfield Village
Independence
Highland
Hills
Orange Moreland Hills
Fairview Park
Heights County
Portage
Warrensville
Heights Warrensville
Richfield Township
Linndale
Cuyahoga Heights
Brooklyn
Chagrin Falls
Garfield Heights
Westlake
Richmond Heights Brooklyn
LyndhurstNorth Olmsted
Heights
Maple Heights
Bentleyville
Bedford Heights
Woodmere
Rocky
Macedonia
Brook ParkRiver
Bainbridge
Bedford
Solon
ParmaHills
Heights
Sagamore
Maple Heights
Valley View
Parma
Seven Hills
Middleburg Heights
Independence
Olmsted Township
Seven Hills
Mayfield
Berea
Oakwood
Walton Hills
Olmsted Falls
Glenwillow
Shaker Heights
Mayfield Heights
Solon
Middleburg Heights
Reminderville
Twinsburg
Moreland Hills
Broadview Heights
Macedonia
Portage County
North
Royalton
Strongsville
Brecksville
Newburg Heights
Cleveland
North Hills Water District
Northfield
Twinsburg Township
Northfield Center
Richfield Twp.
Township
Boston Heights
Hinckley- B
BRUNSWICK
Hudson
North Olmsted
Richfield
North Randall
North Royalton
Oakwood
Olmsted Falls
Euclid
Richmond Heights
Highland HeightsMayfield
South Euclid
Gates Mills
Geauga County
East Cleveland
Lyndhurst Mayfield Heights
Cleveland Heights
University Heights
Bay Village
Lakewood
Shaker Heights
Rocky River
Westlake
Pepper Pike
Hunting Valley
Beachwood
Highland Hills
Orange
Fairview Park
Maple Heights
Parma Heights
Middleburg Heights
Olmsted Falls
Bentleyville
Bedford Heights
Brook Park
Olmsted Township
Chagrin Falls
Garfield Heights
Brooklyn Heights
North Olmsted
Moreland Hills
Warrensville Heights
Cuyahoga Heights
Brooklyn
Bainbridge
Bedford
Parma
Seven Hills
Solon
Valley View
Independence
Berea
Walton Hills
Oakwood
Glenwillow
Reminderville
Strongsville
North Royalton
Twinsburg
Broadview Heights
Macedonia
Portage County
Brecksville
North Hills Water District
Twinsburg Township
Richfield Twp.
BRUNSWICK
Boston Heights
Hinckley- B
Hudson
Richfield
Largest Customers of the Waterworks System 2011
Consumer
Mittal Steel Company
Cuyahoga Metropolitan Housing Authority
Stouffer Corporation
Alcoa Aluminum Company
Cleveland Clinic Foundation
General Cinema
Northeast Ohio Regional Sewer District
NASA
Charter Steel Corporation
Case Western Reserve University
Totals
Number
of Accounts
Consumption
(MCF)
Metered Sales
Revenue
% Total
Revenue
51
779
3
7
105
8
15
5
4
95
234,236
79,115
33,831
35,005
43,009
20,531
29,215
24,506
22,333
27,521
$6,289,304
2,182,693
1,875,996
1,461,108
1,256,647
1,138,502
1,136,734
1,019,485
932,528
764,034
3.2
1.1
1.0
0.7
0.6
0.6
0.6
0.5
0.5
0.4
1,072
549,301
$18,057,031
9.2
27
Directory of Officials
Department of Public Utilities
City of Cleveland
Frank G. Jackson
Ken Silliman
Darnell Brown
Valarie J. McCall
Chris Warren
Andrew C. Watterson
Mayor
Chief of Staff
Chief Operating Officer
Chief of Government Affairs
Chief of Regional Development
Chief of Sustainability
Cleveland City Council
Martin J. Sweeney
Patricia J. Britt
Terrell H. Pruitt
Zachary Reed
Joe Cimperman
Kenneth L. Johnson
Phyllis E. Cleveland
Mamie J. Mitchell
TJ Dow
Jeffrey D. Johnson
Kevin Conwell
Eugene R. Miller
Michael D. Polensek
Anthony Brancatelli
Kevin J. Kelley
Brian J. Cummins
Matthew Zone
Jay Westbrook
Dona Brady
Martin J. Sweeney
Martin J. Keane
28
President of Council
Clerk of Council
Ward 1
Ward 2
Ward 3
Ward 4
Ward 5
Ward 6
Ward 7
Ward 8
Ward 9
Ward 10
Ward 11
Ward 12
Ward 13
Ward 14
Ward 15
Ward 16
Ward 17
Ward 18
Ward 19
Barry A. Withers
Ivan Henderson
Director
Assistant Director
Division of Water
Rolfe Porter
Assistant Commissioners
Sharonda Denson
Payton Hall
Alex Margevicius
Rolfe Porter
Melinda Raimann
D. Michael Rotunno
Angela Smith
Acting Commissioner
Customer Account Services
Distribution & Maintenance
Engineering
Plant Operations
Budget & Finance
Information Technology Systems
Human Resources
Division of Utilities
Fiscal Control
Dennis A. Nichols
Keith Cromer
Mary Webster
Commissioner
Utilities Controller
Chief Auditor
33
Vital to Our Region’s Quality of Life.
1201 Lakeside Avenue, Cleveland, Ohio 44114
www.clevelandwater.com