Adopted Budget Fiscal Year 2012-2013 - Sonoma County

CALIFORNIAREPUBLICSONOMACOUNTYAGRICULTUREINDUSTRYRECREATIONSonoma CountymiSSionto EnriCh thEQuality of lifEin Sonoma Countythrough SupEriorpubliC SErviCES

COUNTY OF SONOMAADOPTED BUDGETFiscal Year 2012-2013andStatistical Report2011-20122010-20112009-2010Sonoma County Board of SupervisorsSupervisor Valerie BrownSupervisor David RabbittSupervisor Shirlee Zane, ChairSupervisor Mike McGuireSupervisor Efren CarrilloFirst DistrictSecond DistrictThird DistrictFourth DistrictFifth DistrictBudget Recommended byVeronica A. FergusonCounty AdministratorBudget Compiled byDavid E. SundstromAuditor-Controller-Treasurer-Tax CollectorCover Photo:Taylor MountainSonoma County, CaliforniaPhoto Courtesy of Sonoma County Regional Parks

Valerie BrownDistrict 1County of SonomaBoard of SupervisorsDavid RabbittDistrict 25thEfren Carrillo4thMike McGuire3rdShirlee Zane1stValerie Brown2ndDavid RabbittShirlee ZaneDistrict 3575 Administration Drive, Room 100ASanta Rosa, California 95403(707) 565-2241www.sonoma-county.orgMike M c GuireDistrict 4Efren CarrilloDistrict 5

GOVERNMENT FINANCE OFFICERS ASSOCIATIONDistinguishedBudget PresentationAwardPRESENTED TOSonoma CountyCaliforniaFor the Fiscal Year BeginningJuly 1, 2011PresidentExecutive DirectorThe Government Finance Officers Association of the United States and Canada(GFOA) presented a Distinguished Budget Presentation Award to Sonoma County,California for its annual budget for the fiscal year beginning July 1, 2011.In order to receive this award, a governmental unit must publish a budget documentthat meets program criteria as a policy document, as an operations guide, as afinancial plan, and as a communications device.This award is valid for a period of one year only. We believe our current budgetcontinues to conform to program requirements, and we are submitting it to GFOA todetermine its eligibility for another award.

COUNTY OF SONOMAADOPTED BUDGET2012 - 2013Need Help?See A Guide to Reading the BudgetTABLE OF CONTENTSPagePageCounty OverviewDevelopment Services (Cont.)Board of Supervisors' Letter to i Transportation & Public Works 163Sonoma County Citizens Water Agency 171County Administrator’s Transmittal Letter iii Economic Development Department 179A Guide to Reading the Budget 1 Regional Parks 183Financial Policies for Budget Development 3Directory of Elective & Appointed Officers 9 Other County ServicesCounty Organization Chart 10 Agricultural Preservation & 193Sonoma County Supervisorial Districts 11 Open Space DistrictCounty Overview & Demographics 12 Agricultural Commissioner-Sealer 199U.C. Cooperative Extension 205Financial Summaries Library 209Introduction & Changes to Fund Balance 25 Fairgrounds 215Financing Sources & Uses Summary 26 Advertising 219County Total Funding Sources 27Adopted Budget By Function-All Funds 28 Capital ProjectsCounty Operating Budget Capital Projects 227General Fund Summary 29Other Funds Summary 33 DebtDebt Obligations 243Administrative Support & Fiscal Services Debt Margin 248Board of Supervisors/County Administrator 37County Counsel 41 State Financial SchedulesHuman Resources 45 Introduction 249General Services 51 Budget Summary-All Funds (1) 251Information Systems 57 Budget Summary-Governmental Funds (2) 252Non-Departmental 63 Fund Balances-Governmental Funds (3) 253Auditor-Controller-Treasurer-Tax Collector 67 Reserves/Designations-Govt. Funds (4) 354County Clerk-Recorder-Assessor 73 Summary of Additional Financing Sources- 258Governmental Funds (5)Justice Services Detail of Additional Financing Sources- 260Court Support Services & Grand Jury 81 Governmental Funds (6)Probation 85 Summary of Financing Uses-Govt. Funds (7) 272District Attorney 91 Detail of Financing Uses-Govt. Funds (8) 274Public Defender 97 Budget Summary-Non Enterprise 282Sheriff 101 Special Districts/Agencies (12)Fund Balances-Non-Enterprise 283Health & Human Services Special Districts/Agencies (13)Health Services 111 Reserves/Designations-Non-Enterprise 284Human Services 119 Special Districts/Agencies(14)IHSS Public Authority 129 State Function Categories 287Child Support Services 133Community Hospital Enterprise Closeout 137 Position ListingPosition Allocation 289Development Services Salary Schedule 329Permit & Resource Management 141Community Development Commission 147 GlossaryFire & Emergency Services 157 Glossary of Budget Terms 339Index 345

COUNTY OF SONOMABOARD OF SUPERVISORS575 ADMINISTRATION DRIVE, RM. 100ASANTA ROSA, CALIFORNIA 95403(707) 565-2241FAX (707) 565-3778MEMBERS OF THE BOARDVALERIE BROWNDAVID RABBITTVICE CHAIRSHIRLEE ZANECHAIRMIKE MCGUIREEFREN CARRILLOJune 30, 2012TO:THE RESIDENTS OF SONOMA COUNTYThe fiscal year 2012-13 Sonoma County Adopted Budget for departments and agencies governed by theBoard of Supervisors provides the financial resources for a wide variety of important services to thecitizens of this county. The budget provides funds for services such as road construction and maintenance,law enforcement, courts, criminal prosecution, development growth management, regional parks, healthand social services. In addition, the budget reflects activities of a self-supporting nature such as sanitation(sewage disposal), refuse disposal, and the Water Agency’s water transmission system.Budget EmphasisThis budget transforms the organization to meet the new fiscal realities due to the economic recession thatbegan in 2008 while continuing to provide the most important public services. It reflects the County’scontinuing commitment to our community.The budget was prepared recognizing departments needed to close a gap of $7 million in increasedexpenses while receiving only the same amount of County General Fund support as last year. This is thefourth consecutive year the County closed the structural imbalance between costs for services andavailable funds. Each year the challenge grows more difficult because the adjustments made arecumulatively on an already reduced base from the year before. Yet the County family, includingemployees, our community vendors, and non-profit partners, continues to rise to the challenge. Theycollaboratively shared a balanced budget recommendation, which lives within our means and alignslimited resources with strategic goals. The County Administrator’s summary of this recommended budgetfollows this letter.Investing in the CommunityIn the June public hearings, the Board of Supervisors considered the recommended budget. The Boardtook action and adjusted the recommended budget to provide $8 million of additional one-time funding toaddress the condition of county roads; to provide $1 million in one-time funds for 3 fire facilities; to setaside $500,000 to increase the discretionary general fund reserves to minimum target levels; and$111,000 to restore a needed volunteer coordinator in Animal Care and Control and fund the Fish andWildlife Commission.Specific changes to departmental and agency budgets made during the budget hearings are summarized incomments entitled “Board of Supervisors’ Actions” following each department’s budget summary.The future remains uncertain, particularly as we look out on the state and federal financial horizon. Weremain committed to reach budget stability collaboratively with our excellent team of department heads,all our employees, and our community partners.i

We will continue to carefully evaluate on-going financial needs and revenue availability, strive todecrease threats to the vital County programs and services, and create new opportunities for the Countyand the community.In the judgment ofthe Board of Supervisors, the Adopted Budget is a responsible financial program forproviding services to the residents of Sonoma County.Supervisor Shirle Za eChair and Third v· tri t SupervisorSonoma County Boar of Supervisorsii

COUNTY OF SONOMAOFFICE OF THE COUNTY ADMINISTRATOR575 ADMINISTRATION DRIVE – ROOM 104ASANTA ROSA, CALIFORNIA 95403-2888TELEPHONE (707) 565-2431FAX (707) 565-3778VERONICA A. FERGUSONCOUNTY ADMINISTRATORLORI NORTONDEPUTY COUNTY ADMINISTRATORCHRIS THOMASDEPUTY COUNTY ADMINISTRATORJIM LEDDYCOMMUNITY & GOV’T AFFAIRS MGR.DATE: June 11, 2012TO:FROM:SUBJECT:Members of the Board of SupervisorsVeronica A. Ferguson, County AdministratorRecommended Fiscal Year (FY) 2012-2013 BudgetIt is a pleasure to present, in the following pages, the Recommended Budget for FY 12-13 to the Board ofSupervisors’ for consideration. The Recommended Budget totals $1.28 billion and provides a balancedfinancial plan for the coming year as well as investments in strategic initiatives designed to move theorganization forward and advance the Board’s strategic goals and priorities.Since the beginning of the economic recession in 2008, the County has taken a measured approach toadjust to reduced financial resources even as demands for services have increased. The past two budgetshave been balanced with a combination of cost savings, service reductions, and program redesigns. TheBoard has remained fiscally cautious and judicially limited the use of one-time resources for one-timecosts. These years have not been easy, but through the hard work, thoughtful initiative and dedication ofour departments and employees, we have continued the tradition of Sonoma County- providing highquality public services and investing in a beautiful, thriving and sustainable community.Our organization has transformed to meet the changed fiscal environment. Departments have embracedthe fiscal challenge and put forth new systems, investments, and creative service models to maintain coreservices. The Recommended Budget refines our focus on the Board’s Strategic Goals. It moves awayfrom trying to do everything and instead reflects your commitment to prioritize and focus the County’slimited financial resources on programs which will yield the greatest community impact. TheRecommended Budget reflects a new baseline for the County. With this baseline we must find a way toprovide essential services within our available resources despite growing costs and increase ourinvestments where needed to meet our strategic goals.This memorandum provides a summary of the Recommended Budget and Next Steps through thefollowing:I. Budget Financial Overview;II. Service Impacts;III. Strategic Plan Initiatives and Investments;IV. State Budget Potential Impacts;V. Next Steps in Budget Process;VI. Acknowledgments and Thank You’s.iii

I. BUDGET FINANCIAL OVERVIEWThe Sonoma County economy, like that of the rest of the country, has seen an unprecedented recessiondriven to a large extent, by the fall in the real estate and stock markets, severe credit tightening, lack ofconsumer confidence, and high unemployment. Recent reports on a recovering housing market and lowerunemployment numbers indicate the local economy is recovering. The State Budget and worldwideeconomy continue to be areas of concern. While this budget is balanced the County’s resources areprojected to grow slowly and fixed costs will increase, particularly in the General Fund. This budgetmakes the last service adjustments to address a structural deficit, estimated earlier this year at about $10million in the County General Fund, and begins to focus on areas of investment that support the Board’sstrategic goals. In the years ahead, we must continue to reduce costs and maximize revenues in order tocontinue this level of service sustainably for the future.The following table summarizes total expenditures in the Recommended Budget. We have includedcurrent year estimated expenditures as a point of reference. County General Fund expenditures decrease$3 million while Special Revenue Funds and Enterprise Funds account for the $56 million increase overall from FY 11-12. The $31million increase in the Special Revenue Funds is largely due to the first fullyear of the 2011 realignment from the state of responsibilities for certain criminal justice offenders andHuman Services programs and the Charles M. Schulz-Sonoma County Airport improvements generate the$26 million increase in the Enterprise funds.Budget Expenditure SummaryFY 11-12 FY 11-12 FY 12-13 Change Adopted PercentFund Adopted Estimated Recommended to Recommended ChangeCounty General Funds $387,137,394 $369,934,122 $383,939,176 ($3,198,218) -0.8%(most departments and includes replacement funds)Special Revenue Funds 428,077,829 381,462,715 459,086,222 31,008,393 7.2%(Health & Human Services, Roads, etc.)Debt Service Funds 3,521,400 3,546,401 11,727,974 8,206,574 233.0%Subtotal County Operating 818,736,623 754,943,238 854,753,372 36,016,749 4.4%County Capital Projects 33,951,283 12,216,523 31,939,841 (2,011,442) -5.9%Subtotal County Funds 852,687,906 767,159,761 886,693,213 34,005,307 4.0%Less Internal Transfers (84,068,082) (71,570,388) (86,331,371) (2,263,289) 2.7%Total County Funds 768,619,824 695,589,373 800,361,842 31,742,018 4.1%Enterprise Funds 107,158,338 97,581,282 133,916,336 26,757,998 25.0%(Refuse, Airport, etc.)Internal Service Funds 58,824,646 48,003,323 65,728,276 6,903,630 11.7%(Risk – Self Insurance)Special Districts 285,004,423 215,261,842 275,987,286 (9,017,137) -3.2%(Water Agency, Open Space, etc.)Total Requirements $1,219,607,231 $1,056,435,820 $1,275,993,740 56,386,509 4.6%iv

Total Financing SummaryThe following table shows the changes in revenues and other financing sources from the Adopted FY 11-12 Budget to the Recommended FY 12-13 Budget by type.FY 11-12 FY 11-12 FY 12-13 Change Adopted PercentType Adopted Estimated Recommended to Recommended ChangeTaxes $287,710,140 $285,474,860 $287,478,030 ($232,110) -0.1%Licenses/Permits/Franchises 16,804,451 16,696,461 18,970,016 2,165,565 12.9%Fines/Forfeitures/Penalties 14,780,835 16,374,197 12,768,902 (2,011,933) -13.6%Rents and Interest 23,021,086 26,713,937 24,505,522 1,484,436 6.5%Intergovernmental Revenues 457,092,990 387,592,924 471,307,202 14,214,212 3.1%Charges for Services 127,604,679 132,153,804 132,579,871 4,975,192 3.9%Miscellaneous Revenues 80,595,221 75,973,478 104,685,543 24,090,322 29.9%Operating Transfers 56,893,541 63,040,174 73,740,505 16,846,964 29.6%Use of Fund Balances 155,104,288 52,415,985 149,958,149 (5,146,139) -3.3%Total Financing 1,219,607,231 1,056,435,820 1,275,993,740 56,386,509 4.6%Notable changes in revenues and financing sources include:Federal Aviation Administration grant funds ($24 million) for the Airport account for the largest singleincreased funding source. The increases in Intergovernmental Revenues are due to state realignment inpublic safety and Human Services. Fines/Forfeitures/Penalties are down largely to supplemental propertytax administration reductions and the increase in Licenses/Permits/Franchises revenues is due to theRefuse Franchise Fees which are going to support road maintenance.The following charts illustrate the relative proportions of funding sources and uses for the totalRecommended Budget, providing another view of the information from the tables above.v

Total Budget - Funding Sources$1.28 BillionOtherFinancingSourcesMiscellaneousRevenuesCharges forServicesUse of FundBalance/NetAssetsTaxesIntergovernmntalRevenuesFiscal Year 12-13Licenses/Permits/FranchisesFines/Forfeitures/PenaltiesUse of Money/PropertyTotal County BudgetThe largest source of Countyfinances is intergovernmentalrevenues at$471million, increasing $14million from FY 11-12.These funds are primarilyfrom the state and federalgovernment.The second largest source,taxes, at $287 million, ismostly property tax relatedand also includes sales taxesand transient occupancytaxes as well.More information on each ofthese charts appears in thefinancial summaries sectionof the budget.Total Budget - All Funds$1.28 BillionJustice ServicesAdministrative& FiscalServciesDevelopmentServicesOther CountyServicesFiscal Year 12-13CapitalProjectsHealth &HumanServicesThe chart on the left displaysthe total budget by type ofservice the County provides.These services are groupedinto categories referred to inour budget as functionalgroups. Information on eachdepartment’s budget ispresented within sections ofthis document per functionalgroup.The Development Servicesfunctional group is the largestportion of the total budget at$467 million (37%). Thelargest budgets within thisgroup are the Sonoma CountyWater Agency and theDepartment of Transportationand Public Works at over $200million each.vi

County General Fund BudgetThe County General Fund comprisesabout one third of the total budget. Itincludes financing sources that can beused for all departments and servicesbut only about half of the fund’s totalresources are available for the Board ofSupervisors’ complete discretion.General Fund - Funding Sources$384 MillionOtherCharges forServicesFiscal Year 12-13Taxes ($196 million, 51% of total fundrevenues) provide the majority of thisdiscretionary funding. Most state andfederal dollars, charges for services,and fee revenues can only be spent forspecified purposes. In addition, over$50 million of discretionary funds mustalso be committed to certainexpenditures either as a match in orderto receive other funds from the state oras a matter of law.State/FederalUse of PriorYear FundBalanceTaxesThe funding uses chart shows therecommended expenditures in theCounty General Fund by functionalgroup of services.Criminal Justice Services ($192million, 50% of the total) accounts forthe biggest portion of expenditures andincludes budgets for the Sheriff ($119million), Probation ($35 million),District Attorney, and Public Defenderas well as required Countycontributions to the State Court System.Administration and Fiscal Servicesincludes the budgets of the Board ofSupervisors, the Auditor-ControllerTreasurer-Tax Collector and the ClerkRecorder Assessor as well as thebudgets for departments that serve allothers (e.g. County Counsel,Information Systems, General Services,and Human Resources).General Fund - Funding Uses$384 MillionJustice ServicesOtherCapitalProjectsFiscal Year 12-13Health &HumanServicesDevelopmentServicesAdministration& FiscalServicesvii

Budget Policies:The Budget is balanced using existing financial policies of the Board. These policies are provided in moredescription in the County Overview. Importantly, the budget was developed without the use of one-timefunds to support on-going costs and maintains discretionary reserves and one-time funds at target levels.The budget also relies on departments pursuing full cost recovery and new revenue opportunities to theextent possible. Below is a table which outlines the County’s current reserves. More information on thesecan be seen in Schedules 3 and 4 of the State Financial Schedules Section of this document.Discretionary FundsTarget (15% General Fund Revenues) $51,366,972Total Discretionary (Unassigned General Fund) 33,737,951Current % 9.9%Estimated Tax Loss Reserve Fund (Teeter) Balance $22,000,000(Less 2% of levy reserve requirement) -$14,000,000Estimated Available $8,000,000Tobacco Securitization (primarily for capital projects) $9,300,000Contingencies (in budget to start, 4/5 th vote to use during year) $2,500,000Staff Position InformationThe table below illustrates the change since FY 09-10 in full-time equivalent (FTE) positions bydepartment. Total positions increase 57.1 FTE from the FY 11-12 Adopted Budget to a total of 3709.7FTE primarily as a result of increases in positions primarily in Health and Human Services and CriminalJustice. Total allocated positions had dropped by 627 FTE or 14.7% below FY 07-08 levels. During FY11-12, Health and Human Services added positions driven by caseload increases and Criminal Justicedepartments added staff to address the increased responsibilities from the Public Safety Realignment fromthe state. The Recommended Budget reduces allocations by 24 FTE from the currently approved positionsas the budget was compiled in order to remain within available resources.DepartmentFY 09-10AdoptedFY 10-11AdoptedviiiFY 11-12AdoptedFY 11-12CurrentlyAllocatedFY 12-13RecommendChangefromFY 11-12AdoptedChangefromFY 11-12CurrentlyAllocatedBOS/CAO 32.3 32.1 27.6 29.55 30.55 3.0 1.0County Counsel 37.3 37.3 36.1 36.05 36.05 0.0 0.0Human Resources 61.3 55.5 46.5 46.50 48.50 2.0 2.0Information Systems 132.0 119.5 105.5 106.50 106.50 1.0 0.0General Services 123.6 117.0 112.2 111.10 111.60 -0.6 0.5Clerk-Recorder-Assessor 112.3 105.3 104.7 104.73 106.73 2.0 2.0ACTTC 106.8 100.8 91.0 91.00 94.00 3.0 3.0Permit & Resource Mgmt 140.0 120.5 101.0 102.00 102.00 1.0 0.0Economic Develop Board 3.5 3.5 4.5 7.00 7.00 2.5 0.0Regional Parks 93.1 92.6 81.6 82.70 77.50 -4.1 -5.2Transport & Public Works 208.5 185.8 184.6 184.77 185.77 1.2 1.0Sheriff/Adult Detention 694.7 646.6 607.0 613.50 610.50 3.5 -3.0District Attorney 125.6 120.6 111.8 111.75 108.75 -3.0 -3.0

DepartmentFY 09-10AdoptedFY 10-11AdoptedFY 11-12AdoptedFY 11-12CurrentlyAllocatedFY 12-13RecommendChangefromFY 11-12AdoptedChangefromFY 11-12CurrentlyAllocatedProbation 305.9 288.4 264.6 275.10 258.10 -6.5 -17.0Public Defender 54.0 51.0 47.0 47.00 49.00 2.0 2.0Human Services 631.6 661.6 656.3 682.10 686.10 29.8 4.0Health Services 506.6 424.9 468.4 506.50 507.49 39.1 1.0Child Support Services 128.5 114.5 107.5 102.50 101.50 -6.0 -1.0Agricultural Commissioner 64.8 63.3 33.5 33.35 30.23 -3.3 -3.1UC Cooperative Extension 8.3 6.0 4.7 4.65 4.65 0.0 0.0Fire & Emergency Services 20.5 18.0 19.6 20.60 21.85 2.3 1.3Ag Pres/Open Space District 24.0 26.4 26.5 24.92 24.75 -1.8 -0.2Water Agency 211.0 197.0 195.5 193.50 194.50 -1.0 1.0Community Development 41.0 41.0 43.0 44.00 34.00 -9.0 -10.0Fairgrounds 36.8 37.8 33.8 33.75 33.75 0.0 0.0Library 138.3 138.3 138.3 138.33 138.33 0.0 0.0TOTALS (FTE) 4042.3 3805.3 3652.6 3733.45 3709.70 57.1 -23.8Departments and Agencies have proactively been managing the filling of vacancies, to minimize layoffs.The hiring freeze authorized by the Board has supported this effort. As a result, a significant number ofemployees whose positions were eliminated have been able to find other jobs within the Countyorganization. As of this writing, an estimated 16 employees may be laid off as a result of theRecommended Budget. Staff is working to minimize this number as much as possible and will have anupdated estimate for the budget hearings.II. SERVICE IMPACTS IN THE FY 12-13 RECOMMENDED BUDGETThe FY 12-13 Recommended Budget maintains core services but due to costs rising faster than availableresources some reductions are necessary to achieve a balanced budget. Provision of some services may bedelayed or reduced and in some cases services are reconfigured or provided in a different way. Eachdepartments’ narrative qualitatively and, where possible, quantitatively describes the services maintainedand those reduced. Some of these reductions included in the Recommended Budget will be addressed inthe Supplemental Budgetary Adjustments. Following is a summary of reductions and service impacts byfunctional group.Administrative and Fiscal ServicesThe Administrative and Fiscal Services departments are absorbing reductions as much as possible whilestriving to maintain FY 11-12 service levels. Each department continues to seek innovation, technology,and new service delivery models to maintain quality services; nevertheless, there will be reductions inproject coordination, customer service, staff training, legal support, and financial services.In FY 12-13, the diminished capacity will be evident as legal resources for General Fund departments islowered by over 10% resulting in reduced ability to direct, coordinate and oversee legal services fordepartment and agency activities. Additionally, Strategic Plan guided Board initiatives will have fewerresources, and Board led community engagement and legislative advocacy will be hampered as a result ofcapacity reduction in the Administrative and Fiscal Services.ix

Customer service to departments will be impacted as staff reductions limit person to person interface. 24-hour standby support for information systems services will be reduced. Building maintenance andfacilities operations will require prioritization of requests to address fire/life safety and maintaining corebuilding systems. Reductions will mean a continued backlog of work in defense efforts for assessmentappeals, reassessment events, new permits, title transfers, mandatory audits, and the delay of the annualclosure of the assessment roll.Justice ServicesPublic safety remains a very high priority for the County. Justice departments made reductions to submitbudgets within available resources. As a result, response to community requests for graffiti removal willbe reduced. Presentations on domestic violence, child and bicycle safety, drugs and alcohol, gangeducation and vehicle abatement will be reduced. Reduction of staff within the Sheriff’s Office willincrease workloads, reduce coverage, and limit the ability for jail staff to liaison with Community BasedOrganizations. These impacts are being mitigated through innovative schedule changes and the use ofextra help staff to fill vacancies caused by disability, sick, vacation, and training leaves.The Supervised Own Recognizance adult detention alternative program is eliminated in this budget whichmay result in an increase in the overall jail population. The County’s gender responsive commitmentprogram for girls, known as the Sierra Youth Center, is only funded through September 2012.Reductions in prosecuting attorneys and investigators will increase time in the criminal justice processand investigative support will diminish as reductions require specialized law enforcement units becombined to maintain core investigative services.Health and Human ServicesHealth and Human Services departments were generally able to absorb reductions and maintain servicelevels. Some services may be delayed and workloads of current staff will continue to increase. Thevolunteer coordinator position in the Animal Care and Control Division is eliminated and the departmentwill rely on a committed cadre of volunteers to coordinate activities and recruit other volunteers.Development and Other ServicesReduced funding to Development and Other Services will have service impacts as well. Programsdesigned to provide low income families with rental assistance and encourage local builders to developlow income housing have been reduced or eliminated in some cases. The dissolution of the SonomaCounty Community Redevelopment Agency means a loss of $5.7 million in property tax incrementderived from three project areas annually for public infrastructure, rehabilitation of commercial businessand residential structures, financing for community parks and recreational facilities, tourism andmarketing assistance, community clean-up activities, new business development services funding, andfinancing for the creation and preservation of affordable housing.Local parks will no longer have optimum maintenance and landscaping services. Some maintenance willbe deferred, parks planning and acquisition activities will be limited.Local agriculture will be impacted by reduced pesticide use enforcement leading to fewer regulatoryinspections as well as decreased opportunities for general surveillance and education. Farmers MarketRegulation will be reduced and Weights and Measures and University of California CooperativeExtension staff will have decreased capacity.x

III. STRATEGIC PLAN INITIATIVES AND INVESTMENTSThis year’s budget document continues the efforts begun last year to reflect the investments in the comingyear in the Board’s Strategic Plan and Priorities. The four Strategic Plan Goal Areas and the outcomes weare trying to achieve in each of these areas are shown briefly below.Goal - Safe, Healthy, and Caring Community• Community members are safe in their homes and communities; are sheltered and sociallysupported; and have access to clean air, water, and safe, reliable solid and liquid wastemanagement systems;• Community development and planning promote improved health, safety and quality of life;• Community is prepared and responds appropriately to emergencies and natural hazards; andsupports overall heath beginning with the healthy development of children.Goal - Economic and Environmental Stewardship• Protect, maintain and manage parks, public lands and open space systems that promote recreation,health, agricultural viability and protect watersheds, promote biodiversity and contribute to theeconomic vitality;• A strong, diverse and sustainable economy that supports job retention and job growth for allresidents;• Agricultural resources are preserved, valued for food and for maintaining links to our County’sheritage;• A water and energy plan that maximizes renewable energy, reduces water use and green housegas production and supports the economy;• A growing diversification and enrichment of economic base.Goal - Invest in the Future• A community that is proactive in mitigating and adapting to the causes and impacts of climatechange to safeguard the environment, human health and the economy;• A well maintained transportation and facility network that promotes mobility, health and safety,connectivity and convenience;• Local resources are sustainably managed;• Strategic investment in prevention-focused policies and interventions that reduce poverty andincrease equal opportunity for quality education and good health in nurturing home andcommunity environments.Goal - Civic Services and Engagement• Increased access and greater citizen participation in County government;• A community that understands and supports the services provided by the County;• Increased or enhanced community based partnerships;• A professionally managed County organization that is accessible, transparent, fiscally responsibleand accountable to the public.All County departments undertake efforts in support to the Strategic Plan, and while some of these effortsare quantifiable, others are more qualitative and/or difficult to determine the specific financial investment.Further, some of the efforts arguably support multiple goal areas. Departments were asked to identifyexpenditures included in this budget in support of the Board’s 2012 Priorities and other Priority Projects.These are summarized below and described in more detail in the following text:xi

GoalsSafe, Health &Caring CommunityEconomic &EnvironmentalStewardshipInvest in the FutureCivic Services &EngagementBoard’ s 20 12Prioritiesj e c tsProrityOther PrioEconomic Development andHealthiest County by 2020Jobs Creation($1.8 Million)($ 74 Million)Agricultural and Environmental($7.8 Million)Energy & Water Sustainability($4.2 Million)StewardshipRoads Infrastructure Mentoring and YouthInvestmentInitiative($20 Million ( $2.3 Million)State Involvement PlanStrengthen Organizational Stability(Balanced Budget, Pension Reform, Shared Services)($1.2 Million)Public Safety Community Choice Financial Information Community OutreachRealignment Aggregation System Replacement New Revenue Strategies($3Million) ($15 Million) ($1.7 Million) ($38 Million)Upstream Investment Water Supply Strategy Charles Schulz AirportImplementation Implementation Expansion($27 Million) ($22Million) ($27 Million)Comprehensive FacilitiesHealth Action Initiatives Solid Waste PlanningPlan($1 Million)($4Million)($50,000)Leadership and SuccessionPlanning($75,000)The department narratives within the Recommended Budget detail the various projects, programs andinitiative expenditures that support these goals. To illustrate some of the largest investments in terms oftotal expenditures, the department narratives show:1) $74 million towards Economic Development and Job Creation in:• Health Service’s - $51 million in funding directed to community based providers ofservices.• Community Development Commission - $14 million in redevelopment of the RoselandShopping Center ($4 million) and the Sonoma Valley Springs Redevelopment Area ($10million).• Fair and Expo - $5 million investment in the annual county fair for economic benefitsbeyond the educational, cultural and agricultural tradition.• Economic Development Board - $2.4 million in initiatives and programs.• Agricultural Commissioner’s Weights and Measures - $709,000 to continue presence inthe marketplace to ensure fair business competition.• Advertising Program - $580,000 to support promotions and local non-profits.2) $38 million toward Community Outreach and New Revenue Strategies:• Sheriff’s Office - $28 million in patrol staff and crime prevention.• Child Support Services - $9.6 million funds staff directly involved in establishingpaternity.• Legislative Advocacy and Voter Outreach Programs - $241,000.• Human Resources - $137,000 supporting the Commissions on the Status of Women andHuman Rights as well as the County’s volunteer coordination program.xii

3) $27 million supporting Upstream Investment Implementation:• Community Development Commission – $26 million in financial assistance fordevelopment and preservation of affordable housing.• Human Services - $1 million supporting the Upstream Investment Policy initiative bylaunching an interactive cost-benefit tool to identify expected local savings fromUpstream Portfolio programs; prioritizing evaluation technical assistance for the Cradleto Career initiative, and expanding upstream principles in County activities.4) $27 million to expand the Charles Schulz Airport and attract additional airlines and passengerservice.5) $22 million for Water Supply Strategy Implementation to ensure an adequate water supply forfuture generations and includes stewardship of the County’s watershed through compliance withthe “Biological Opinion.”While this discussion demonstrates that the Recommended FY 12-13 budget invests a considerableamount, $257.6 million or more than 20% of the Recommended Budget, in Strategic Plan Goal Areas,aligning the entire budget is a longer process and, more importantly, most of the Goal Areas and Prioritiesare not funded at the level required for full implementation and/or project completion. Funding for theStrategic Plan initiatives is constrained as departments endeavor to maintain core services and limit theservice reductions required to balance the FY 12-13 budget. To fully implement these priorities tocompletion and to realize the desired outcomes in the four Goal Areas, additional funding and resourceswill be required this fiscal year and into the future.Our County Department Heads understand and agree these strategic initiatives take precedence over theshort term demands of any one department or program. Working together, we have identified andlaunched the implementation efforts of the Board’s and community’s strategic long term goals and theseefforts are changing us for the better. We have begun to focus our resources on those strategic areaswhich best serve the community. This budget continues us on that needed course. We have communitywide critical projects which require investment: our roads, the badly frayed social safety net, ourenvironment and natural resources, and our economy. Our organization is transforming. As a team, wewill continue to move the organization forward keeping our focus and resources attuned to those highestcritical projects, programs and initiatives which best serve our community. Strategic Initiatives will yieldtangible results toward our desired outcomes through innovative and smart investments.IV. STATE BUDGET POTENTIAL IMPACTSPerhaps most looming of our fiscal challenges is what the state will do in order to address their fiscalimbalance. Based upon their already existing deficit, and the likelihood that efforts to balance the federalbudget will increase demands at the state level, we can anticipate continued impacts from the state.In January 2012, the Governor identified a projected $9.2 billion State Budget deficit, and as a result,proposed solutions, some of which have a significant impact on the County. Locally the impact to Countyis estimated at $2.7 million including reductions to the CalWORKs allocation, payments for child supportcases on public assistance, the D.A.’s Vertical Prosecution Program and the cost to reimburse the Statefor housing juvenile offenders from our county. Most of the proposed cuts are in direct benefits to therecipients of Health and Human Services, including In Home Supportive Services, subsidized child care,and CalWORKs grants. The Governor indicated further spending reductions, mostly to education, if theproposed tax increase does not pass in the November 2012 election.On May 14 Governor Brown released the May Revision to his proposed FY 2012-13 State Budget. TheMay Revise estimates a two-year budget gap of $15.7 billion, an increase of $6.5 billion more thanoriginally projected in January. The increased gap is primarily a result of lower than anticipated taxcollections by the State. The May Revise proposes $16.7 billion in budget solutions to close the gap andprovide for a $1 billion reserve. The solutions include $8.3 billion in spending reductions, $5.9 billion inadditional revenues, nearly all of which is attributed to the Governor’s proposal for a temporary taxxiii

increase which will not be considered by voters until November 2012. The May Revise specifies $6.1Billion in spending cuts that will automatically take effect in January 2013 if voters do not approve theproposed tax measure in November. These spending cuts primarily impact schools, colleges, anduniversities. In addition to the assumed passage of new taxes, the May Revise includes $2.5 billion infund shifts, loan payments deferrals and internal borrowing from State Special Funds.The May Revise includes proposals that could significantly impact vital safety net services, such asCalWORKs, Child Care and Development, and In-Home Supportive Services. Most significantly, theMay Revise includes a larger reduction to IHSS than the January Budget – it proposes a 7 percent acrossthe board cut in authorized IHSS worker hours, effective August 2012, and the elimination of domesticand related services for most IHSS participants living with others. The Recommended Budget does notreflect the implementation of these proposals. Instead, adjustments will be brought to the Board when thestate has taken action.Another area of significance to the County is a proposal to increase the State’s authority over thedissolution of Redevelopment Agencies. The May Revise proposes to minimize the role and authority oflocally formed Oversight Committees and to shift power to the State Department of Finance with the goalof expediting the liquidation of former Redevelopment Agency. The proposal assumes that as a result,increased property taxes will be available to schools, thereby reducing the State’s Prop 98 obligations. Itis not yet clear what impact this would have on property tax revenues in the Recommended Budget.Finally, the May Revise incorporates in the Public Safety Realignment allocation developed by aCommittee of County Administrators, in which Sonoma County actively participated. Budget bill trailerlanguage will detail allocations by county for AB 109 realignment activities and for separate allocationsfor District Attorney’s and Public Defenders. The allocation formula will remain in place for 2012-13 and2013-14. The Recommended Budget does not reflect the updated allocation and related expendituressince there are several steps to complete to finalize local plans. Some of budgetary information will beincluded in the supplemental adjustment package for the beginning of the budget hearings and additionalchanges will be included in the consolidated budget adjustments during the coming year.V. BUDGET PROCESS – NEXT STEPSMoving forward into the Budget Hearings, the Board will have opportunities to discuss and direct how tobest enhance efforts to renew, invest in and re-invent our service models. The Board’s direction willensure the County keeps our promises to the residents of Sonoma County and all of our communities arethriving, sustainable, and beautiful places for all.This budget is being provided on June 11, 2012 in order for the public to review the document in advanceof the Budget Hearings. The hearings are scheduled to begin on June 25, 2012 at 8:30 a.m. and may becontinued from day to day as needed for a maximum of 14 calendar days per state law. The Board willadopt the budget, containing such revisions as the Board determines at the conclusion of the hearings.At the beginning of the public hearings, the Board will be presented with a supplemental packagecontaining additional information and recommendations as necessary to bring the budget picture as up todate as possible for the hearings. At the conclusion of the public hearings, the Board will be asked toadopt the budget as modified per the Board’s direction and the budget will serve as the operating plan forFiscal Year 12-13.After the State of California adopts its budget and/or as needs arise after the close of the County’s Fiscal2011-2012 books, staff will return with a collection of budget adjustments for the Board’s consideration.xiv

VI. ACKNOWLEDGEMENTS AND THANK YOU’SI have the privilege to work with many exceptionally talented department and agency heads in reachingconsensus recommendations as we put this budget together. In addition, their staff spend monthscompiling data and reviewing programs to submit and balance this budget in order to best reflect theBoard’s priorities and carry out our County’s Strategic Plan.In particular, David Sundstrom, the Auditor Controller, and his staff, many of whom took on new rolesthis year, provided great support in developing the budget document. Information Systems offeredtechnical assistance and systems support as we adjusted our internal practices and information interfaceswith the new Human Resources Management System and, as always, Reprographics shined in producingthe budget document itself with their customary high professionalism.Most importantly, I wish to recognize the dedicated professionals working in my office who put thisdocument together. Those individuals include: Mike Gossman, Kathy Hamm, Jim Leddy, Joanna Lutman,Lori Norton, Christina Rivera, Jennifer Rogers, Terri Saunders, Chris Thomas, and Christine Williams.They all spend countless hours to make this document the best it can be. I offer my heartfelt thanks toeach and every one.Finally, it is the employees of the Sonoma County organization, committed to superior public services,who bring the budget to life by doing the work of the County day in and day out, and achieving positiveresults for our community. Without them, the Recommended Budget is meaningless. I am proud of ourcounty family and am looking forward to working alongside them in the coming year.xv

County of SonomaFY 2012-2013 Adopted Budget xvi County Overview

A Guide to Reading the BudgetWelcome to the budget for the fiscal year 2012-2013, which begins July 1, 2012. This section of the budget document isdesigned to help readers understand the purpose and content of the budget, as well as to locate data and/or information theymay be looking for.The Purpose of the BudgetThe budget is essentially an operating plan for the coming fiscal year that has been developed based upon policy directiongiven by the Board of Supervisors to provide services to the public within available resources. It is a vehicle for presentingplans and opportunities that will make Sonoma County an even better place to live and work. It includes a narrative fromeach department that reports program successes in the prior year, as well as goals for the next year. In the latter case, newapproaches may be presented for more effective and relevant methods of delivering services to county residents.The paramount goal of county government is to enhance or protect the quality of life for local residents. To that end, theCounty of Sonoma acts as an administrative agent for three sets of services: municipal type services; countywide localservices; and countywide services provided on behalf of the state and federal governments.Municipal services pertain mainly to unincorporated areas of the county and include fire protection, emergency services andplanning, Sheriff’s law enforcement, building and land use regulations, road maintenance, parks, lighting, water and sewerutilities, etc.Countywide local services are common to most counties in the state or country. These include services of the County Clerk,Elections, Assessor, Auditor-Controller/Tax Collector, as well as criminal prosecution, public defense, probation, anddetention, etc.Services provided on behalf of the state and federal governments, for the most part, impact all county residents and aregenerally related to health and human services. These efforts are funded primarily by state and federal revenues sources.Developing the BudgetEach year, the County of Sonoma goes through a collaborative development process to ensure the preparation of a balancedbudget for the coming fiscal year. All county departments compile and submit financial and program information to theCounty Administrator’s Office where it is reconciled with other factors that may impact county operations. Examples ofsuch factors are: Board of Supervisors’ policy direction, available financing, state and federal policies, changes in the costof doing business, and capital asset needs. When the County Administrator is satisfied that the budget is a comprehensiveand sound plan, conforming to the constraints of available financing and policy, it is made available to the public and theBoard of Supervisors as the “Recommended Budget”. The budget document is provided at least two weeks before a series ofhearings by the Board of Supervisors.The Board of Supervisors directs whatever modifications it sees fit to the Recommended Budget during their publichearings and adopts the result as the Adopted Budget. Under state law, the Board of Supervisors has until October to adoptthe budget.County of Sonoma Budget CycleNov/Jan Feb Mar Apr May JunDecDevelop/Distribute Budget Instructions XBOS Budget Policy Session(s) X X X XRequested Budgets due to CAO X XCAO Budget Review with Depts. X X X XBudget Hearings and AdoptionNote: BOS = Board of Supervisors, CAO = County AdministratorXCounty of SonomaFY 2012-2013 Adopted Budget 1 County Overview

How to Locate Information in the BudgetThe document is divided into tabbed sections. It covers a wide range of information from general overviews to specific data.1. SEE THE BUDGET OVERVIEW IF YOU ARE LOOKING FOR:• Preliminary budget assumptions for the coming fiscal year due to baseline trends, state budget indications, andthe current economic climate.• A summary of the impact of the budget on County services, accomplishments in the current year, and theconnection between the budget and the County’s Strategic Plan.• Emerging “issues” or opportunities, as well as potential impediments that may impact the financial health of thecounty organization (many of which are not addressed in the departmental budgets).• Update of county financial policies that guide the formulation of a balanced budget, as well as management andprotection of assets, revenue, expenditures, and the county treasury.• General organizational information about county government and demographic information about the citizensand area we serve.2. SEE THE DIFFERENT FUNCTIONAL AREA TABS FOR DEPARTMENT NARRATIVES IF YOU ARELOOKING FOR SPECIFIC INFORMATION ABOUT A PARTICULAR DEPARTMENTAL BUDGET.County departments are grouped together under categories of similar service, which are marked by tabs. Check theTable of Contents for a department listing and page numbers. All departments’ narratives include the following:• An overview of the department’s functions.• A selected listing of departmental accomplishments in the previous year and objectives for the coming year.• A summary of anticipated budget expenses, revenues, and the "net cost" or use of fund balance as compared tothe prior year. Net cost is simply the expenses minus the departmental specific revenues in the budget. In thecounty General Fund, the net cost of a departmental budget is financed by the county's general purpose revenues(recorded in the Non-Departmental budget) and the available beginning balance of the General Fund for theyear. For any enterprises, special districts or special revenue funds' budgets, the net cost is financed by usingavailable beginning fund balances of those enterprises, districts or special revenue funds. A negative net costindicates that a contribution is anticipated to be made to the individual fund balance as a result of the budget (asopposed to a use of available balances).• A summary of recommended budget staffing levels, compared to the prior year’s funded staffing.• A listing of key work requested and/or performed (actual and estimated) during the prior two years, as well aswork requested and/or anticipated to be performed in the upcoming year.• A summary of financial and program changes and policy related matters reflected in the recommended budget.• A summary of changes to the recommended budget approved by the Board of Supervisors during budgethearings.3. YOU CAN ALSO FIND DATA AND INFORMATION ON THE FOLLOWING TOPICS, MARKED BYTABS IN THIS DOCUMENT:• Financial Summaries – Provided by the Auditor, these cover the county budget as a whole and include totalreserves, an analysis of financing sources, and funding requirements.• Capital Projects – Major improvements and/or repairs to county facilities costing $25,000 or more. This mayinclude anything from parking lot improvements to construction of new buildings for county use.• State Financial Schedules – Provided by the Auditor, these cover summary level information in a formatrequired by the State of California for comparison purposes.• Position Listings – A comprehensive list of county positions followed by a listing of annual salaries.County of SonomaFY 2012-2013 Adopted Budget 2 County Overview

SONOMA COUNTY FINANCIAL POLICIESFOR FY 12-13 BUDGET DEVELOPMENTThe adopted financial policies should include any approved direction with respect to the uses of the specified funds.Suggested language has been included and highlighted below in the full financial policies document approved by theBoard each year. This document will be updated to reflect Board direction received in the workshop and published in thebudget.Balanced Budget• The budget must balance resources with expenditure appropriations. The County must live within its own means andavoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from abalanced budget is not permitted by the California State Government Code, which states: “In the recommended andadopted budgets the budgetary requirements shall equal the available financing” (Government Code §29009).• All County departments/agencies must submit recommended options for reducing their net county costs as part of theirannual budget submittal. These reduction options will be the primary source for balancing the County Administrator’srecommended budget as submitted to the Board of Supervisors during difficult financial times. Reduction options willbe accompanied by each department’s analysis of the impact on services. Depending upon state budgetary impacts onSonoma County, additional reductions may be requested from the County departments.• County departments and agencies will receive monthly reports that compare actual revenues and expenditures tobudget. Mid-year and third quarter reports of actual revenues and expenditures, with projections for the remainder ofthe year compared to budget, will be submitted by departments to the County Administrator, and on to the Board withrecommendations, if necessary, for budget adjustments.Long Range Planning• Annual budgets will not be increased or changed to the point that ongoing operating costs become overly reliant oncyclical or unreliable one-time revenues.• Annual budgets will be compiled with long-term sustainability in mind, except as part of a Board approved plan inresponse to unilateral state budgeting actions that may include reducing costs, over a specified number of years, towithin available ongoing revenues.• Proposed new services, public facilities, significant technological changes, and major strategy changes should/will beanalyzed for their long term impacts on operations, funding, liability and maintenance before seeking Board approval.New programs or services will generally not be recommended unless they further Strategic Plan goals, objectives, orstrategies; are provided with a reliable funding stream sufficient to finance their costs; and the Board can be assuredthat the County can control both the quality and level of services provided.• The County Administrator’s Office, in conjunction with the County Auditor-Controller, will submit a multi-yearfinancial projection and solicit budget policy direction prior to compiling the Recommended Budget.• Budget growth will be based on 3 to 5 year projections of revenues to anticipate and minimize short-term fluctuationsin revenues.• One-time funding sources (i.e. fund balance, cyclical increases to revenues, grants) will be used to fund one-timeexpenditures (i.e. fixed assets, infrastructure, grant programs, Economic Uncertainty Reserves, and special one-timeneeds programs). An exception to this policy will be when reducing ongoing costs in accordance with a Board approvedmulti-year plan to reach a new reduced ongoing financing base as a result of state budgetary action. This plan will becalled out separately in the budget message.3

Minimum Fund Balance Policies• Sonoma County will create and maintain a prudent level of financial resources to protect against the need to reduceservice levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Fundswill be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allowtime for the County to respond to major actions of the State of California that materially affect the County’s financialposition. Consistent with best practice recommendations from the Government Finance Officers Association of theUnited States and Canada, the County will strive to maintain total General Fund discretionary reserves equal to 5%-15% of annual General Fund operating revenues. This range will be further subdivided into “traffic light” incrementswhere 5-10% represents the red light signaling that no further use of reserves should be made except in direemergencies or where almost immediate replenishment is assured. Further, priority should be given to increase reservelevels. The 10-15% increment of the range represents the yellow light signaling that caution should be exercised in theuse of reserves and only for one-time costs. In addition, consideration should be given to increase reserve levels shouldresources become available. Above 15%, a green light is given, adequate reserve levels have been achieved. Additionalresources need not be set aside at this time for economic uncertainties but used to further other Board goals.• Fund balance, created as a result of actual revenue and expenditure deviations from the budget, will be used to achieveand maintain the County’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budgetbalancing will be managed judiciously, taking into account its volatility and past actual activity.• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% of the levy. TheCounty Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use offunds in excess of the established reserve to the Board of Supervisors for the purpose of balancing the budget.• Tobacco Securitization Proceeds shall be maintained in two separate funds. The first shall contain the portion of theproceeds to be used only for capital improvements and shall be used for those improvements that exceed the normallevel of repair and replacement needed to maintain county facilities with a high priority for funding completion of theAmericans with Disabilities Act Transition projects. The second shall contain the portion of the proceeds that, once deallocated,can be used for general government purposes. Given the one-time nature of these funds, the latter shall onlybe used for one-time investments as opposed to financing any on-going operating costs.• Refuse Franchise Fees shall be accounted for in the same manner as other franchise fees in the County General Fund.They shall be recorded in a separate account in order to ensure that any fund balance does not roll into County GeneralFund carryover balance at year-end so that the County can designate use of the funds for solid waste obligations, roadspreservation, and other Board priorities. If used for road preservation, these funds are not intended to supplant ongoingCounty General Fund contributions nor are they intended to increase any external maintenance of effortrequirements imposed by outside funding sources but may be used to satisfy previously established maintenance ofeffort levels.• Tribal Development Impact Mitigation Funds shall be accounted for separately so that when budgeting only thosemonies received in the current year shall be relied upon for financing costs in the coming budget. The Board shallmake a determination, as new tribal developments occur, on the best uses of these funds to mitigate impacts andmaintain the high quality of life in the surrounding or affected communities.Fund Balance Classifications• Effective beginning in FY 2011-12, the three fund balance classifications previously used for accounting and trackingof reserved, designated and unreserved/undesignated balances will be replaced with five new categories: nonspendable,restricted, committed, assigned and unassigned. These changes are based on the Government Accounting StandardsBoard (GASB) statement #54, issued to improve the usefulness and understandability of governmental fund balanceinformation. The statement provides more clearly defined categories to make the nature and extent of the constraintsplaced on a government’s fund balance more transparent. The statement only impacts governmental fund types(General, Special Revenue, Capital Projects and Debt Service). The following more clearly defines the new fund4

alance classifications and examples of fund balance amounts that would generally be reported within theseclassifications.‣ Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form orlegally or contractually required to be maintained intact. Examples include Inventory, prepaid amounts, long-termaccounts receivable and any other amounts that are not expected to be converted to cash.‣ Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors orlaws/regulations of other governments) or restricted by law through constitutional provisions or enablinglegislation. The majority of the County’s Special Revenue Funds (i.e. Health & Human Services, Child SupportServices, Road Fund, etc.) and Debt Service Funds have restricted fund balances.‣ Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposedby formal action of the government’s highest level of decision making authority. An example of committed fundbalance is the Board of Supervisors’ commitment to use 75% of Transient Occupancy Tax (TOT) revenues toprovide funding to promote county economic development and tourism.‣ Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes thatare neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetarydeficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body orofficial to which the governing body has delegated the authority. General Fund carryover fund balance,Accumulated Capital Outlay (ACO) funds and Capital Project Funds are examples of balances that can beassigned for specific purposes.‣ Unassigned Fund Balance – a residual classification for the general fund. The total fund balance less restricted,committed or assigned equals unassigned fund balance. The general fund is the only fund that should report apositive unassigned fund balance amount. A negative fund balance is possible in other governmental funds.Examples of unassigned fund balance include the general reserve fund and other discretionary general fundeconomic uncertainty funds.Asset Inventory/Protection• Sonoma County will regularly assess the condition of its assets that support delivery of County services (i.e. publicfacilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement.• Assets with an initial cost of more than $5,000 to $100,000 will be capitalized as summarized in the table below:Capital Asset Type Capitalization Threshold Depreciation/Amortization PeriodLand All costs Non-DepreciableBuildings $25,000 50 yearsBuilding Improvements $25,000 50 yearsInfrastructure $100,000 30-50 yearsSoftware $100,000 7 yearsNon-Amortizable Intangibles $5,000 Non-AmortizableMachinery and Equipment $5,000 5 years• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available.Capital assets used in operations will be depreciated or amortized using the straight-line method over the lesser of thecapital lease period or their estimated useful lives.• The Board requires all departments to certify a detailed listing of all fixed asset inventory within their possession nolater than December 15 of every other year.• Capital replacement funds will be used to accumulate financial resources for future replacement of assets (mainlyvehicles and equipment) that will be retired from service.5

Revenue Management• Sonoma County will continue to advocate for more discretion over its revenue sources and to diversify and maximizediscretionary revenue sources in order to resist state erosion to local revenues and improve the County’s ability tomanage individual revenue fluctuations.• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fairshare of all direct and indirect costs to the extent feasible and legally permitted.• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests tothe Board of Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shallinclude annual service improvement plans to identify efficiency and productivity measures taken or planned tominimize the level of rate increases, while improving customer service. If permissible by law, fees and charges shouldcover all costs of the services provided, unless otherwise directed by the Board, to provide for public benefit.• Staff will use conservative but defensible estimates for major revenue sources and not unduly anticipate changes inrevenue trends.Expenditure Management & Control• Sonoma County, in conjunction with employee groups, will consider temporary salary and benefit cost saving programs(e.g. Mandatory Time Off, Voluntary Time Off) in lieu of service reductions or layoffs when the fiscal problem is of atemporary nature where one can reasonably predict when the fiscal problem will end.• Federal and state program reductions will not be backfilled with County discretionary revenues except by Boarddirection. The Board typically does not backfill these programs due to their sheer size and magnitude on the County’sfinancial position.• Board policy direction is required prior to changing one-time expenses into ongoing expenses. In addition, departmentswill not engage in internal cost shifting to the County General Fund.Treasury Management• Other than amounts held with trustees under bond indenture or other restrictive agreements, the County’s cash andinvestments shall be invested by the County Treasurer. The Treasury Oversight Committee has regulatory oversight forall monies deposited in the Treasury Pool. Such amounts are invested in accordance with investment policy guidelinesestablished by the County Treasurer and reviewed by the Board. The objectives of the policy are, in order of priority,safety of principal, liquidity, and yield. The policy addresses the soundness of financial institutions in which the Countywill deposit funds, types of investment instruments as permitted by the California Government Code, and thepercentage of the portfolio that may be invested in certain instruments with longer terms to maturity.• Debt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit.Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds,certificates of participation) at lower interest rates.• Sonoma County will not exceed its legal maximum debt amount. This amount calculated annually based on 2% of thecounty’s total assessed valuation. Sonoma County currently has no debt applicable to the legal maximum debt, leavinga 100% debt margin.• Debt issuance and management is also subject to a separate set of policies established by the Board of Supervisors andavailable from the Auditor Controller Treasurer Tax Collector’s office.6

Other policies and methodologies that may be helpful for understanding the County’s budget:Budgetary AmendmentsAfter the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have theauthority to amend budgets for changes within a category (e.g., Services & Supplies). County Administrator approval isrequired for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets withinthe department.Budgetary amendments that change total revenues or appropriations for a department require Board of Supervisors approval.These include: (1) the appropriation of revenues not included in the adopted budget, (2) reductions to estimated revenuesand related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supportedby use of available fund balance or Appropriations for Contingencies, and (4) the transfer of monies or appropriations fromone fund or department to another.The Accounting Basis Used in the BudgetThe budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds,Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrancesare included and appropriations for expenditures against prior year encumbrances are excluded.Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues arerecognized when they become both measurable and available to finance current year obligations. Proprietary fund types(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, butrevenues are also recognized when they are incurred or owed to the County.The government-wide, proprietary and investment trust fund financial statements are reported using the economic resourcesmeasurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recordedwhen liabilities are incurred, regardless of what the related cash flows take place. Nonexchange transactions, in which theCounty gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and salestaxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year forwhich the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenuesfrom grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have beensatisfied.For business-type activities and enterprise funds, the County has elected under GASB Statement No. 20, Accounting andFinancial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to applyapplicable GASB pronouncements as well as any applicable pronouncements of the Financial Accounting Standards Board,the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unlessthose pronouncements conflict with or contradict GASB pronouncements.Fund Types Used by the CountyGovernmental Fund Types:• General Fund: The General Fund is the general operating fund of the County. All financial resources except for thoserequired to be accounted for in other funds are included in the General Fund.• Special Revenue Funds: Special Revenue Funds account for the proceeds of specific revenue sources that are restrictedor committed to expenditure for specified purposes other than debt service or capital projects. Sonoma County SpecialRevenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and various otherrestricted and committed funds.• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, orassigned to expenditure for principal and interest.• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, orassigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and othercapital assets (other than those in Proprietary Fund Types).7

Proprietary Fund Types• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar toprivate business enterprises, where the intent of the Board is that the costs (expenses, including depreciation) ofproviding goods or services to the general public on a continuing basis are financed primarily through user charges or(b) where the Board has decided that periodic determination of revenues earned, expenses incurred, and net income orloss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.Internal Service Funds• Internal Service Funds: Internal Service Funds (ISF) account for the financing of goods or services provided by onedepartment or agency to other departments or agencies of the County or other governmental units on a costreimbursement basis. A common use of these fund types is to account for the County’s self-insurance programs. Thefollowing describes the funding and budgeting methodologies the County uses for some of the self-insurance programs.The funding methodology for the workers’ compensation and the liability insurance programs is designed to establishcharges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary.The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments withthe intent of maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity.Cash reserves above and below the 70% confidence levels for outstanding liabilities for individual insurance funds areamortized on a rolling three-year basis, by decreasing or increasing rates by one-third of the difference, in accordance withBoard policy. The rolling three-year amortization policy was implemented to: 1) alleviate large fluctuations in rates causedby changes in actuarial estimates or funding status; 2) facilitate long-term rate planning; and 3) provide consistent financialpolicy for the internal service funds.For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’sestimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficientappropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expensefor the Health ISF is based on mid-year projections multiplied by the actuarially estimated claims expense trend (expectedpercent increase or decrease).At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When thisinformation becomes available from the actuary during the budget year, the change in the total outstanding liability is postedagainst the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This budgetaryfigure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash revenue orexpenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% of the totalliability. The accrued benefit adjustment for the County Health Plan is budgeted using the most recent 1-year trend and 10%of the total liability. The total liability is based on the prior year estimate of total liability projected forward using the mostrecent claims expense trend.Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basisbecause expenditures and use of cash reserves are related to past years’ claims experience, as well as the fiscal year forwhich the budget is presented. Claims payments fluctuate depending on year of settlement, rather than occurrence of theclaim, so payments may be made in excess of a current year's expected claims costs. In addition, actuarial estimates of totalliability may vary substantially from year to year, depending on claims history, population changes, legislation, and otherfactors.8

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERSELECTIVE OFFICERSAuditor-Controller-Treasurer-Tax Collector ............................................... David E. Sundstrom (Appointed*)Board of Supervisors ....................................................................................... Valerie Brown, District OneDavid Rabbitt, District TwoShirlee Zane, District ThreeMike McGuire, District FourEfren Carrillo, District FiveCounty Clerk-Recorder-Assessor .................................................................. Janice AtkinsonDistrict Attorney .............................................................................................. Jill RavitchSheriff-Coroner ............................................................................................... Steve FreitasAPPOINTIVE OFFICERS & DEPARTMENT HEADSAgricultural Commissioner-Sealer of Weights & Measures ....................... Tony LinegarAgricultural Preservation &Open Space District General Manager............................................. Bill KeeneChild Support Services Director .................................................................... Julie PaikCommunity Development Commission Director .......................................... Kathleen KaneCounty Administrator ..................................................................................... Veronica A. FergusonCounty Counsel................................................................................................ Bruce GoldsteinEconomic Development Director ................................................................... Ben StoneFair Manager ................................................................................................... Tawny TesconiFire & Emergency Services Director ............................................................. Mark AstonGeneral Services Director ............................................................................... Jose ObregonHealth Services Director ................................................................................. Rita ScardaciHuman Resources Director ............................................................................ Wendy MacyHuman Services Director ................................................................................ Jerry Dunn (Interim)Information Systems Director ........................................................................ John HartwigPermit & Resource Management Director ................................................... Pete ParkinsonChief Probation Officer .................................................................................. Robert OchsPublic Defender ............................................................................................... Kathleen Pozzi (Interim)Regional Parks Director ................................................................................. Caryl HartSonoma County Library Director .................................................................. Sandra CooperTransportation & Public Works Director ..................................................... Philip DemeryU.C. Cooperative Extension Director ............................................................ Stephanie LarsonWater Agency General Manager ................................................................... Grant Davis*Appointed to complete term open due to retirement.9

*Board of Supervisors sit as Board of Directors for the Water Agency, Ag Pres Open Space District, and IHSS Public Authority and also Commissioners of the Community Development Commission .GRANDJURYBoard ofRetirementECONOMICDEVELOPMENTDIRECTORUniversity ofCaliforniaCOUNTY OF SONOMACHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORSE L E C T O R A T EBOARD OFSUPERVISORS*(Five Supervisors)Local AgencyFormationCommissionSTATEJUDICIALCOUNCILCOUNTYADMINISTRATOR(CLERK OF THE BOARD)LAFCOExec. OfficerAUDITOR-CONTROLLERTREASURER-TAX COLLECTORCOUNTY CLERK-RECORDER-ASSESSORDISTRICTATTORNEYSHERIFF -CORONERSUPERIORCOURT JUDGESINFORMATIONSYSTEMSDIRECTORGENERALSERVICESDIRECTORDIRECTOR FIRE &EMERGENCYSERVICESPUBLICDEFENDERCHIEFPROBATIONOFFICERCOURTEXECUTIVEOFFICERDIRECTORHUMANSERVICESDIRECTORHEALTHSERVICESDIRECTORCHILD SUPPORTSERVICESCOMMUNITYDEVELOPMENTDIRECTOR*DIRECTOR OFTRANSPORTATION& PUBLIC WORKSGENERAL MGR.SONOMA COUNTYWATER AGENCY*DIR. OF PERMIT& RESOURCEMANAGEMENTIHSS PUBLICAUTHORITYMANAGER*LegendCivil ServiceCommissionHUMANRESOURCESDIRECTORCOUNTYCOUNSELDIRECTORREGIONALPARKSGENERAL MGR.AGRICULTURE PRES.& OPEN SPACE*AGRICULTURALCOMMISSIONER-SEALERUC COOPERATIVEEXTENSIONDIRECTORELECTEDAPPOINTEDCommission or Board withSeparate Appointing AuthorityAdministrative CoordinationLibraryJoint Powers AgencyCommissionLIBRARYDIRECTORCOUNTYFAIRMANAGERFairBoardRETIREMENTADMINISTRATORAdministrative Reporting Relationships

Sonoma County, CaliforniaBoard of SupervisorsValerie BrownFirst DistrictEfren CarrilloFifth DistrictDavid RabbittSecond DistrictShirlee ZaneThird DistrictMike McGuireFourth DistrictYou are welcome to attend the meetings of the Board of Supervisors, held most Tuesdays at 8:30 a.m. Forspecific dates and times of meetings please visit the Board’s Website at http://supervisors.sonoma-county.org/Supervisors’ ChambersSonoma County Administration Building575 Administration Drive, Room 102ASanta Rosa, CA 95403Phone (707) 565-224111

Citizens Guide to County GovernmentCounty OverviewSonoma County, California, is a special place.Its environments range from the surf-pounded cliffs of the coast to the golden Mayacamas Mountains, fromthe cool stillness of redwood forests to the muddy marshes that feed San Francisco Bay. From the vineyards ofthe Alexander Valley to high-tech Telecom Valley, the economy is strong and equally diverse.This informational brochure offers an overview on the County of Sonoma, including populationcharacteristics, environment, and the various services and facilities provided to citizens.GovernanceCounty government functions as a local government body toserve the needs of its residents. As geographical and politicalsubdivisions of the state, counties serve a dual role, providingmunicipal services in unincorporated areas and acting asadministrative agents for state and federal government programsand services. As a general-law county, Sonoma County is boundby state law as to the number and duties of county electedofficials. Districts that are approximately equal in populationelect members of the Board of Supervisors. Boundaries areadjusted every ten years following the federal census.Colgan Creek BikewayThe Board of Supervisors establishes policies and sets priorities for all activitieswithin its jurisdiction. In addition, they oversee the functions and activities of themany branches of county government that provide county-wide service includinghealth and welfare programs, elections, and public protection programs. The Boardof Supervisors also acts as the governing body that provides municipal services tothe unincorporated areas of the county such as fire protection and law enforcement,land use regulations, road maintenance, parks, and lighting and water utilities.The Board of Supervisors appoints the County Administrator, who assists the Boardin managing, directing, and coordinating the operations of all county departments.The Administrator is responsible for managing and Coordinating the County'sEmergency Services Function. The County Administrator also prepares the countybudget, makes recommendations to the Board to promote economy and efficiencyin county government operations, and promotes adherence to the County’s StrategicPlan.The Board ofSupervisorsThe CountyAdministratorWohler Bridge12

PopulationPopulation Growth Sonoma County has continued a modest growth rate, reaching an estimated 493,285residents by 2010. 1 Since 2000, the population has increased by 36,386 residents, or8%. A majority of these residents, 69%, live within the boundaries of SonomaCounty’s nine cities. The City of Santa Rosa has led this growth in total populationgain, adding 15,841 residents, or 10.7%, to attain its current population of 163,436.The county’s population grew by 8.0percent over the past ten years (2000-2010), which was slower than the state’srate of 14.6 percent. The projection to2030 anticipates continued slower growththan that in the rest of the state with thecounty growing by 20.3 percent from2010 over the next 20 years, comparedwith 27.4 percent in the state.1 Source: California Dept. of Finance13

Cities Sq. Miles 2010 Population % of CountyCloverdale 2.45 8,636 1.8%Cotati 1.86 7,476 1.5%Healdsburg 3.87 11,931 2.4%Petaluma 13.66 58,401 11.8%Rohnert Park 6.45 43,398 8.8%Santa Rosa 40.63 163,436 33.1%Sebastopol 1.86 7,943 1.6%Sonoma 2.60 10,078 2.0%Windsor 6.67 26,955 5.5%Incorporated Total 80.05 338,254 68.6%Unincorporated 1499.95 155,031 31.4%County Total 1580.00 493,285 100.0%*Source: U.S. Census, California Department of Finance14

CommunityCrime rates measure the violent andproperty crime rates for SonomaCounty from 2004 to 2009. This ismeasured by the number of crimescommitted per 100,000 people. Crimesclassified as violent include homicide,forcible rape, robbery, and aggravatedassault. Crimes classified as propertycrimes include burglary, motor vehicletheft, and larceny, or theft over $400.Both crime categories are steadilydecreasing over the past five years.Source: Moody's Analytics Economic Outlook for Sonoma County (June 2011)Education Completed(25+years) % of Total (2010)Less than 9 th grade9 th -12 th grade, no diplomaHigh school diploma/GEDSome college, no degreeAssociates degreeBachelor’s degreeGraduate or professional degreeTotal7.2%6.6%21.0%25.2%8.5%20.4%11.1%100.0%The percentage of Sonoma Countyresidents over the age of 25 with collegedegrees has risen over the past five years.According to the US Census, more than32% of Sonoma County residents over 25years of age possessed a bachelor’s degreeor higher education in 2009.Source: U.S. Census Bureau 2006-2010 American Community Survey 5-Year EstimatesHistorical Turnout of Registered VotersYear Registered Voters Total Ballots CastRegistered Voters thatVoted1998 234,559 162,310 69.2%2000 248,179 198,562 80.0%2002 232,808 149,663 64.0%2004 248,997 222,538 89.4%2006 234,891 177,328 75.5%2008 248,122 231,817 93.4%2010 248,527 186,920 75.2%Source: Sonoma County Registrar of Voters (All yearly data obtained from most recent November election results)15

Economics and EmploymentPercent Below Poverty LineSonoma Co. California2004 8.1% 13.3%2005 9.1% 13.3%2006 9.9% 13.1%2007 8.9% 12.4%2008 10.4% 13.3%2009 9.3% 14.2%2010 13.1% 16.3%The percent of Sonoma County’s population that livesbelow the poverty line has continued to remain wellbelow California’s average. Recent data provided bythe US Census reveals that the percent of SonomaCounty residents who live below the poverty lineincreased in 2010, following the general statewidetrend. Official poverty calculations assume that afamily earning a given income is equally well-offanywhere in the country.Source: US CensusPer Capita Personal IncomeSonoma Co. California2004 $40,400 $36,9042005 $42,345 $38,7672006 $45,960 $41,5672007 $47,929 $43,4022008 $47,755 $43,8522009 $43,027 $41,3532010 $44,186 $42,578Source: US Dept of Commerce - Bureau of Economic AnalysisAccording to the U.S. Department of Commerce,Bureau of Economic Analysis, the per capita incomein Sonoma County as of 2010 was $44,186, or 3.7%over California’s average per capita income of$42,578. Sonoma County’s per capita income ranksfifteen out of California’s 58 counties.Real average salaries are forecast to rise an average of1.2 percent per year from 2011 to 2016, compared with0.9 percent per year in California. 2Real per capita incomes increase at a rate of 0.1 percentin 2011. Between 2011 and 2016 per capita incomes areforecast to increase 2.8 percent per year. 2Projections from the State of California’s California Department of Transportation Economic Analysis Branchexpect employment to expand by 2.1% in 2011. Between 2011 and 2016, the annual growth rate is expected toaverage 2.9% annually. The Sonoma County labor market will demand an increasingly skilled and educatedworkforce as the economy emerges from recession. While Sonoma County educational performance ranksfavorably against comparable regions in some metrics, educational trends show that there is still room forimprovements.2 CA Dept. of Transportation Projections16

Between 2008 and 2010,Sonoma County employmentdeclined in every sector exceptfor educational and healthservices, professional andbusiness services and leisure andhospitality. However, the annualemployment from grew in mostsectors, excludingmanufacturing, construction, andretail trade sectors, from 2000 to2009.The health care and socialassistance, manufacturing, andretail trade sectors represent agreater percentage ofemployment in Sonoma Countythan the California average.Professional business services,wholesale trade, andadministrative, support, andwaste employment sectors are asmaller percentage ofemployment in Sonoma Countythan the California average.Source: 2011 Workforce and Education ReportAgriculture andTourismAgriculture and tourism are two major drivers of the Sonoma County economy.Agricultural production reached $594 million in 2010, with the two largestcategories being wine grapes ($390 million) and milk & livestock and poultryproducts ($141.51 million). Total grape tonnage decreased 9.8% in 2010 to191,876 tons. 3 The long-term outlook for the wine industry is positive asdemographic trends suggest the consumer market will remain strong. Severeweather in 2010, which significantly reduced the grape yield, is a key positiveprice driver for wineries. Growing price stability will allow a recovery to finallybegin to take hold in the wine industry. 33 Sonoma County Crop Report 2010Sonoma County Economic Development Board, Wine Industry Insider 201117

The tourism industry is generates $1.2 billion annuallydriven by the diversity of natural beauty andrecreation opportunities in the county. Air trafficthrough Charles M. Schultz-Sonoma County Airport(STS) grew 1.5% from 2009 to 2010. More than 7million visitors come to the county each year, whichgenerates close to 17,000 jobs from visitor spending.Occupancy rates in Sonoma County hotels 49.6% inFebruary, up by 6 % points from a year before 4Tourism marketing is supported by a non-profitagency formed in 2005, the Sonoma County TourismBureau (SCTB).The SCTB has implemented the Sonoma County's Certified Tourism Ambassador training, which is part of anational program and the second California community to adopt the program, following Anaheim. The programinforms hospitality representatives including taxi drivers, gas station attendants, and airport staff about localattractions and resources to help travelers enjoy their stay in Sonoma County.The Environment and Other Resources70,00060,00050,00040,00030,00020,00010,0000Water DeliveriesVolume in Acre-Feet by Fiscal YearWater usage has declinedsince its peak in 2006. In2009 water demands weresubstantially low due to a callfor mandatory reductions inwater use, a strugglingeconomy and a coolsummer. There has been aslight rebound in water usebut the trend remains belowhistoric demands.Source: Water Agency (imbedded Excel spreadsheet)Air in the Bay Area is substantially cleaner than it was 50 years ago. The Northern Sonoma County Air PollutionControl District (NSCAPCD) includes all of the coast of Sonoma, and areas north of the City of Windsor onCalifornia Highway 101, as well as the areas generally north of the Russian River valley. This includes all of theKnown Geothermal Resource Area (KGRA) in Sonoma County – the largest direct-steam geothermal powergeneration installation in the world. Air monitoring stations are located in Cloverdale, Healdsburg, andGuerneville, as well as having stations operated cooperatively with Lake County in the KGRA. The southernportion of the County (including the monitoring stations in the cities of Santa Rosa and Sonoma) lies within theBay Area Air Quality Management District (BAAMQM).The Northern Sonoma County Air Pollution Control District (NSCAPCD), managed by county’s Board ofDirectors, currently attains all of the federal and state ambient air quality standards. In 2011, the District providedfunding for public-access electric vehicle charging stations part of the Sonoma County Electric Trail.4 Sonoma County Annual Tourism Report 201118

Air Quality Levels, 2011 (by Days)Good (BAAQMD)Good (NSCAPD)UnhealthySource: CA Air Pollution Control Officers Association326365NoneAccording to the California Air Pollution ControlOfficers Association April 2012 Report there wasno unhealthy days in the county during 2011, andno Ozone Exceedances (75 ppb standard). Airquality in Sonoma County was classified to be of“Good” quality for most of the 2011 year.Ranking third lowest in nonresidentialconsumption per capitaamong similar counties, SonomaCounty continues to perform well inenergy conservation. The advent ofseveral incentive programs, begunin January 2010, and revisedbuilding codes should expeditereductions in the coming years.Sonoma County remains a leader inrenewable energy, boasting 33Megawatts of capacity whichincludes solar, wind, geothermaland biogas generation sources.According to Solar Sonoma County,Sonoma County installed 19 solarenergy systems per 100,000residents in August 2010, over fivetimes more than the statewideaverage of 3.6.In August, Sonoma County set a new record for installation of solar photovoltaic systems with 92 new systemscompleted, a 318% increase in system installations from August 2009. Unique incentive programs (e.g. theSonoma County Energy Independence Program) have created a favorable environment for the installation ofrenewable energy.19

Land UseSonoma County encompasses over one million acres of land and water, rich in scenic beautywith an array of parks, recreational facilities, campsites and lakes. Open space andagricultural land accounts for a great majority of Sonoma County acreage. The county hasapproximately 123,070 acres of surface water area, of which 8,580 are bay waters.Type of Use% of Total AcresCommercial & Industrial 5.05%Residential 25.84%Agricultural* 60.96%Government 8.00%Recreation 0.02%Other 0.13%*Includes active and inactive agricultural lands, agricultural preserves, and open space contracts.Source: Sonoma County Assessor’s OfficeRoadways inSonomaCountyMaintained by: Bridges Road/Highway MilesCity 111 955County 351 1,382State 113 592(342 within State Parks)Federal 0 10.5Source (for City Data): CalTrans (2010 Public Road Data)Source (for Bridge Data): CalTrans (Local Agency Bridges)Source (for County Data): 05/15/12 Board of Supervisors Mileage CertificationSonoma County Regional ParksFY 2011-12 Estimated DataNumber of Parks/Trails 52Developed Acreage 751Undeveloped Acreage 10,018Trails (miles) 175Park Users (Annual) 5,150,100Vet/Community Buildings. 8Veterans/Community BldgsAttendance 280,885Crane Creek Regional Park (near the City of Rohnert Park)20

Principal Taxpayers(Amounts in Thousands)Total TaxesPercentagesGeysers Power Co LLC $ 10,1111.32Pacific Gas and Electric Company 8,205 1.07Pacific Bell 1,928 0.25Agilent Technologies 1,530 0.20CPN Wild Horse GeoThermal LLC 1,076 0.14Ferrari-Carano Vineyards and Winery 944 0.12SMI Real Estate LLC 939 0.12EMI Santa Rosa LTD 911 0.12Varenna at Fountaingrove LLC 857 0.11Constellation Wines US Inc 827 0.11Total taxes of 10 largest taxpayers $ 27,3294Total taxes of all taxpayers $ 768,888100.00Source: Auditor-Controller/Treasurer–Tax Collector, June 2012Top TenTaxpayers4%Principal TaxpayersAll Others96%21

EmployerMajor Employers2012Nature of EnterpriseNumber ofEmployeesHEALTH CARE EMPLOYMENTKaiser Permanente Health Maintenance Organization 2,812St. Joseph's Health System Private Non-Profit Hospital 2,489Sutter Medical Center Public Non-Profit Hospital 1,497RETAIL EMPLOYMENTSafeway Food Stores 1,200WalMart Discount Stores 650Lucky Food Stores 550Hansel Dealer Group Auto Dealership 460The Home Depot Home Improvement Stores 390G&G Supermarket Food Stores 325MANUFACTURING EMPLOYMENTAgilent Technologies Electronic Instruments 1,150Amy's Kitchen Natural Frozen Foods 900Medtronic Surgical Devices 840Petaluma Acquisitions Manufacturing 425OTHER EMPLOYMENTKendall Jackson Wine Estates Winery 640AT&T Telephone Utility 600River Rock Entertainment Authority Casino 539PG&E Electric & Gas Utilities 500Note: Excludes Government, Non-Profit, & Education EmploymentSource: Sonoma County Economic Development Board, 2012 Economic Briefing: Building Momentum forRecovery22

WHERE DOES YOUR PROPERTY TAX DOLLAR GO?Distribution of the 2012-13 Property Tax DollarTotal Estimated Prop 13 Tax Levy: $651.2 Million*Schools$312.2M,48%County$190.4M,29%Special Districts$40.1M,6%RedevelopmentActivities$49.5M,8%Cities$59.0M,9%*FY 2012-13 distribution amounts shown above are estimated using a 0.3% decreaseto FY 2011-12 amounts. Pursuant to California Law, redevelopment agencies wereestablished for the purpose of eliminating blight that hinders private development andgrowth within a community. Redevelopment agencies were dissolved through Statelegislation during FY 2011-12, but the Auditor-Controller is still required to calculateand distribute funding related to redevelopment activities.23

County of SonomaFY 2012-2013 Adopted Budget 24 County Overview

FINANCIAL SUMMARIESThis section contains a number of different summary level presentations of the total Adopted Budget information. It showsthe use of fund balance for each of the major fund groups (such as the General Fund or Special Revenue Funds), totalfinancing sources by type (such as taxes or monies from other governments), total financing uses by groups of functions orservices (such as Administration and Fiscal Services or Justice Services), and total financing uses by types of expenditures(such as salaries and benefits or fixed assets).In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget.For more information on individual departmental budgets, see the following sections of this budget document which aregrouped according to similar functions or types of services.For financial summaries presented in the required State of California schedule format, see the section labeled "StateFinancial Schedules" toward the end of the document.CHANGES IN FUND BALANCESTotal AdoptedFinancing Uses EstimatedEstimated Available Total Adopted (Expenditures & Available FundFund Balance/Retained Financing Sources Contributions to Balance/RetainedEarnings (Revenues & Use of Reserves EarningsDescription June 30, 2012 Fund Balances*) or Designations) June 30, 2013General Funds 98,932,058 371,823,210 393,473,831 77,281,437Special Revenue Funds 164,129,017 420,640,015 476,788,270 107,980,762Debt Service Funds 20,247,440 12,223,441 11,727,974 20,742,907Subtotal - County Operating 283,308,515 804,686,666 881,990,075 206,005,106Capital Projects 1,870,675 31,069,166 32,939,841 0Subtotal County Funds 285,179,190 835,755,832 914,929,916 206,005,106Less: Operating Transfers 0 (95,138,047) (95,138,047) 0Total County Funds 285,179,190 740,617,785 819,791,869 206,005,106Enterprise Funds 12,082,442 123,710,541 134,980,555 812,428Internal Service Funds 70,768,810 50,265,748 66,305,949 54,728,609Special Districts 188,170,043 226,772,317 275,497,477 139,444,883Grand Total 556,200,485 1,141,366,391 1,296,575,850 400,991,026*Use of fund balance included in this column is limited to the amount needed to finance increases to reserves/designations.All other uses of fund balance are determined based on the excess of Financing Uses over Financing Sources and reflectedas a decrease to the estimated ending fund balance.County of SonomaFY 2012-2013 Adopted Budget25Financial Summaries

COUNTY OF SONOMACOUNTY BUDGET FINANCING SOURCES AND USES SUMMARYFY 2010-11 THROUGH FY 2012-13Actual Estimated Recommended AdoptedDescription 2010-11 2011-12 2012-13 2012-13Financing Sources:Taxes 280,136,454 285,474,860 287,478,030 287,478,030Licenses/Permits/Franchises 17,244,864 16,696,461 18,970,016 18,970,016Fines/Forfeitures/Penalties 21,330,530 16,374,197 12,768,902 20,768,902Use of Money/Property 29,675,672 26,713,937 24,505,522 24,619,738Intergovernmental Revenues 426,309,047 387,592,924 471,307,202 472,977,910Charges for Services 178,392,429 132,153,804 132,579,871 132,653,199Miscellaneous Revenues 71,419,588 75,973,478 104,685,543 105,874,242Other Financing Sources 127,050,748 63,040,174 73,740,505 72,799,629Use of Fund Balance/Net Assets 21,582,402 68,146,908 149,958,149 160,434,184Total Financing Sources 1,173,141,734 1,072,166,743 1,275,993,740 1,296,575,850Uses of Financing by Function:Administrative & Fiscal Services 188,078,685 140,589,841 172,275,914 172,643,619Justice Services 207,725,727 206,089,558 216,038,815 218,062,035Health & Human Services 300,120,075 290,269,354 313,221,449 320,848,358Development Services 340,269,772 345,538,473 467,409,698 476,875,093Other County Services 39,759,227 65,826,268 69,984,490 69,989,490Capital Projects 22,604,744 11,622,326 31,932,530 32,932,530Increase to Fund Balance/Net Assets 74,583,504 12,230,923 5,130,844 5,224,725Total Financing Uses 1,173,141,734 1,072,166,743 1,275,993,740 1,296,575,850Uses of Financing by Type:Salaries & Benefits* 471,604,987 458,508,979 489,764,508 492,180,656Services & Supplies 401,091,792 454,762,884 507,815,879 513,961,896Other Charges 303,857,324 228,713,172 299,056,997 305,829,065Fixed Assets 58,726,212 73,767,569 152,990,968 161,531,858Operating Transfers 55,256,937 63,490,549 75,452,630 74,313,075Reimbursements (191,979,022) (223,127,333) (257,534,729) (259,171,068)Appropriations for Contingencies 0 3,820,000 3,316,643 2,705,643Increase to Fund Balance/Net Assets 74,583,504 12,230,923 5,130,844 5,224,725Total Financing Uses 1,173,141,734 1,072,166,743 1,275,993,740 1,296,575,850*Total Permanent Positions (FTE) 3,805 3,657 3,710 3,729County of SonomaFY 2012-2013 Adopted Budget26Financial Summaries

County of SonomaFY 2012-2013 Funding SourcesMiscellaneousRevenues8%Charges forServices10%Other FinancingSources6%Use of FundBalance/Net Assets12%Taxes22% Licenses/Permits/Franchises1%Fines/Forfeitures/Penalties2%Use of Money/Property2%IntergovernmentalRevenues37%Total Budget $1.3 BillionCounty of SonomaFY 2012-2013 Adopted Budget27Financial Summaries

County of SonomaFY 2012-2013 Adopted Budget - All Funds$1.3 BillionThese Functions correspond to the groups of departmental budgets located inthe tabbed sections of this document. This total includes all budgetsrecommended by the County Administrator.Administrative &Fiscal Services13%Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%DevelopmentServices37%*Administrative Support & Fiscal Services also includes Non-Departmental, whichcontains revenues and expenditures not allocated directly to departments, and RiskManagement, the County's self-insurance funds, which are already reflected indepartment charges. Without these budget units, Administrative & Fiscal Serviceswould represent 6.4% of the total.The next few pages provide a closer look at the County General Fund only.The General Fund accounts for a little under a third of the total budgetrecommended by the County Administrator.County of SonomaFY 2012-2013 Adopted Budget28Financial Summaries

County of SonomaFY 2012-2013 General Fund Financing Sources(In Millions)Other*11.5%Charges for Services10.6%Taxes50.3%State/Federal22%Use of Prior Year*Fund Balance5.6%Total Adopted Budget 390.4 Million(Excludes General Reserve Fund andAccumulated Capital Outlay (ACO) Funds)*Other - Includes Licenses/Permits/Franchises ($12.0 million),Fines/Forfeitures/Penalties ($17.1 million),Use of Money/Property ($5.7 million), Miscellaneous Revenues ($6.1million), and Other Financing Sources ($3.9 million).*Use of Prior Year Fund Balance - Includes $11 million carryover fundbalance and $11 million in assigned balances such as InformationSystems Replacement and rebudgets of Tobacco Settlement Funding forprojects approved in prior years.County of SonomaFY 2012-2013 Adopted Budget29Financial Summaries

GENERAL FUND - FINANCING SOURCES (REVENUES)TAXES (50.3% OF TOTAL):Sonoma County’s largest General Fund revenue source is from Taxes. Tax revenues are derived mainly fromour local share of Property Taxes and Sales Tax. Property Taxes, which are regulated by the State ofCalifornia and locally administered and distributed by the County, are based on one percent of property value.Property Taxes can increase, or decrease, annually based on the California Consumer Price Index (CCPI), butare limited to a two percent maximum increase per year unless the property is sold or construction occurs, inwhich case the property value for taxation purposes is adjusted to market value. Property values may also betemporarily reduced due to declines in the real estate market, as has been the case for the last 5 years.Total tax revenues are projected to increase by $2.2 million (1.1%) to $196.2 million in FY 2012-2013. Theprojected increase is primarily related to sales and transient occupancy taxes. The increase in local sales andtransient occupancy tax revenues is based on recent financial forecasts that indicate consumer spending islikely to increase during FY 2012-2013.INTERGOVERNMENTAL REVENUES (22% OF TOTAL):Sonoma County’s second largest General Fund revenue source is Intergovernmental Revenues. Theserevenues, received primarily from state and federal government agencies, help finance a variety of programs,including Public Protection.Intergovernmental Revenues are projected to decrease by $9.4 million (9.8%) to $86.2 million in FY 2012-2013. Projected decreases include $8.2 million in state corrections funding and $2.7 million in State-Realignment –Vehicle License Fee revenues. These decreases are partially offset by a $2.3 million increasein Prop 172 statewide sales tax revenue that provides dedicated funding for public safety services.ALL OTHER REVENUES/FINANCING SOURCES (27.7% OF TOTAL):In the General Fund, the remaining revenues and financing sources include Licenses/Permits/Franchises(mainly building and planning permits), Fines/Forfeitures/Penalties, Use of Money & Property (mainlyinterest earnings), Charges for Services, Use of Prior Year Reserves & Designations (fund balance),Miscellaneous Revenues, and Other Financing Sources.Other Revenues/Financing Sources are projected to increase by $11.7 million (12.2%) to $108 million in FY2012-2013. Fines/Forfeitures/Penalties are projected to increase by $4.9 million due to the one-time use ofadditional property tax delinquency penalties (Teeter). Licenses/Permits/Franchises are projected to increaseby $2.2 million in Refuse Franchise Fees, a discretionary General Fund revenue collected as part of thenegotiated agreement with County refuse collectors. Use of Prior Year Reserves & Designations areprojected to increase by $3.6 million, which is mainly attributable to $2.9 million increase in assignedbalances such as Information Systems Replacement and rebudgets of Tobacco Settlement Funding forprojects approved in prior years and to $1 million increase in carryover fund balance. Use of Money &Property is projected to decrease by $0.3 million due to historically low interest rates.County of SonomaFY 2012-2013 Adopted Budget30Financial Summaries

County of SonomaFY 2012-2013 General Fund Appropriations(In Millions)Justice Services49.5%Other*4.6%Capital Projects1.1% Health & HumanServices11.7%DevelopmentServices7.8%Administration &Fiscal Services25.3%*Total Adopted Budget $390.4 Million(Excludes General Reserve Fund andAccumulated Capital Outlay (ACO) Funds)*Other - Includes General Government Transfers ($12.7 million), Other CountyServices ($5.4 million), and Increases to Fund Balance ($0.01)*Administration and Fiscal Services - Includes all expenditures for departments thatserve all others like Auditor-Controller-Treasurer-Tax Collector, Human Resources,and Information Systems, as well as expenditures serving the entire organizationbut budgeted centrally as opposed to included in individual departmental budgets.Without the latter the total share of General Fund would be 20.8%.County of SonomaFY 2012-2013 Adopted Budget31Financial Summaries

GENERAL FUND – APPROPRIATIONSJUSTICE SERVICES (49.5% OF TOTAL):The primary purpose of Justice (public safety) Services is to provide a lawful and secure environment forpersons and property. These services are mainly from the Sheriff, District Attorney, Probation, and the PublicDefender. Funding of Justice Services programs continues to be one of the highest priorities for the Board ofSupervisors.Justice Services’ appropriations are projected to decrease by $7.8 million (3.9%) to $193.3 million in FY2012-2013. The decrease is mainly due to $7.1 million of budgeted appropriation in FY 2011-2012 for theSheriff–Court Security System compared to $0.5 million in FY 2012-2013. This reflects budgeting changesdue to the 2011 Public Safety Realignment.ADMINISTRATION & FISCAL SERVICES (25.3% OF TOTAL):Administration and Fiscal Services departments, which provide external and internal services to the publicand all the other county departments and other agencies, include the Board of Supervisors, CountyAdministrator, County Counsel, Information Systems (technology and communications services), HumanResources, General Services (architectural and real estate management, facilities maintenance, fleet,purchasing, utilities, etc.), County Clerk/Recorder/Assessor (elections, recording services, propertyassessments, etc.) and the Auditor-Controller-Treasurer-Tax Collector (accounting, auditing, payroll, taxcollection, treasury services, etc.).Administration & Fiscal Services appropriations are projected to increase by $9.4 million (10.5%) to $98.9million in FY 2012-2013. The appropriation increases are primarily found in Non-Departmental whichcontains costs not allocated directly to departments (e.g. professional development, tuition/textbook etc) -$2.2 million in Other General Government fund, $3.4 million in Tobacco Deallocation, $3.2 million inRefuse Franchise fees.ALL OTHER APPROPRIATIONS (25.2% OF TOTAL):All Other Appropriations include Development Services (planning and permitting, parks, emergencyservices, etc.), general fund support of Health and Human Services programs, General Government Transfers(contributions to reserves, Road Fund, Capital Projects, etc.), Other County Services (agricultural protection)and Provisions for Reserves/Designations.Other Appropriations are projected to increase by $2.9 million (3%) to $98.2 million in FY 2012-2013. Themost significant increase in this category includes $7.7 million in General Government Operating transfers.Other County Services decrease of $4.7 million is due to reduction in general fund support to Health andHuman Services programs.County of SonomaFY 2012-2013 Adopted Budget32Financial Summaries

ALL OTHER FUNDS ACTIVITY – SOURCES AND USESSPECIAL REVENUE FUNDS:This group of funds is used to account for specific revenue sources that are legally restricted or committed toexpenditures for specified purposes. The largest of these are for state and federal programs in the Health andHuman Services areas, but this fund group also includes Roads and the Advertising Fund. Special Revenuefund activity increased $48.4 million (11.4%) to $476.8 million. The Road Fund saw an increase of $21.4million for bridge improvements, road projects, and pavement preservation contracts. There is a change infunding for Human Services resulting in an increase of $22.1 million mainly due to the first full year of the2011 Public Safety realignment from the state of responsibilities for certain criminal justice offenders andHuman Services programs. Increase of $3.6 million is due to additional funding sources for Mental HealthServices.DEBT SERVICE FUNDS:This group of funds accounts for the interest and principal payments on all general obligation debt other thanthose that appear within non-county special assessments or individual enterprise funds. Total activityincreased $8.2 million (233%) mainly due to $7.5 million in new appropriations for Agricultural Preservation& Open Space District Measure F Bonds and $0.2 million for voter approved Special Assessment Bonds.CAPITAL PROJECTS:This group of funds accounts for the acquisition and construction activities of capital facilities. Total activitydecreased by $1 million (3%) spread over the General Government Repair/Replacement and Improvementprojects and Regional Parks Capital Projects.ENTERPRISE FUNDS:This group of funds accounts for operations that are financed and operated in a manner similar to privatebusiness enterprise. The largest of these are the Refuse Disposal Enterprise and the Transit ServicesEnterprise. Total activity increased $27.8 million (26%) driven primarily by the Federal AviationAdministration grant funds of $24 million for the Airport account for the Charles M. Schulz – SonomaCounty Airport improvements.INTERNAL SERVICE FUNDS:This group of funds accounts for the self-funded insurance programs in the County, IT system maintenance(e.g. Human Resource Management System), and use and replacement of the heavy equipment fleet in theRoads Department. Total activity increased by $7.4 million (12.7%) partially due to $3.9 millionappropriated to the Enterprise Resource Planning (ERP) System Administration Internal Service Fund for theDiscovery Phase of the Finance and Budget system projects.SPECIAL DISTRICT FUNDS:These funds are for independent units of local government, generally established to perform a singlespecified service and, in this document, are those that are governed by the Sonoma County Board ofSupervisors. The largest of these are the Sonoma County Water Agency, the Community DevelopmentCommission, and the Sonoma County Agricultural Preservation and Open Space District. Total activitydecreased $9.5 million (3.3%) driven primarily by loss of $5.7 million in property tax increment due to thedissolution of the Sonoma County Community Redevelopment Agency.County of SonomaFY 2012-2013 Adopted Budget33Financial Summaries

County of SonomaFY 2012-2013 Adopted Budget34Financial Summaries

ADMINISTRATIVE SUPPORT& FISCAL SERVICESGross Revenues/Appropriations Reimbursements Net CostBoard of Supervisors/County Administrator 6,108,624 2,286,630 3,821,994County Counsel 7,131,658 5,423,422 1,708,236Human Resources 65,002,450 45,935,176 19,067,274General Services 37,860,383 21,215,418 16,644,965Information Systems 37,983,218 33,268,269 4,714,949Non-Departmental 91,947,151 264,201,405 (172,254,254)Auditor-Controller/Treasurer-Tax Collector 39,058,038 33,425,871 5,632,167County Clerk-Recorder-Assessor 16,133,699 6,041,374 10,092,325Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget35Administrative Support & Fiscal Services

County of SonomaFY 2012-2013 Adopted Budget36Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATORVeronica A. Ferguson, County AdministratorMISSION STATEMENTThe Board of Supervisors is committed to enriching the quality of life inSonoma County through superior public service.The County Administrator’s Office serves the public by collaborativelyleading and supporting the county organization, in partnership with thecommunity, to enact the Board of Supervisors’ goals.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $6,108,624Total Revenues $2,286,630Total Net Cost $3,821,994Total Staff 30.55% Funded by Local Discretionary Funds 63%The Board of Supervisors is the elected legislative and executive body ofSonoma County, with each Supervisor representing one of five distinctSupervisorial Districts. The Board also acts as the governing body for certain special districts, including the Sonoma County WaterAgency, Community Development Commission, Sonoma County Agricultural Preservation and Open Space District, Northern SonomaCounty Air Pollution Control District, and Sonoma County Public Finance Authority.The Board is responsible for adopting the annual budget, establishing policies, enacting ordinances, supervising departments, andproviding constituent services and assistance in addressing local concerns. In addition, each Supervisor represents the county on variouslocal, regional, state, and national boards and committees including the California Association of Counties (CSAC) and the NationalAssociation of Counties (NACo). Board decision making is guided by the adopted County Strategic Plan with four main focus areas:Economic and Environmental Stewardship, Safe Healthy and Caring Communities, Investing in the Future, and Civic Services andEngagement.Funding Sources$1,896,630$390,000Funding Uses$3,061,769$3,821,994$2,656,855$390,000County General FundCharges for Services &Other MiscellaneousLAFCO ReimbursementCAO AdministrationLAFCO ServicesBoard of Supervisors/Clerk/ Assessment AppealsThe Clerk of the Board provides administrativesupport to the Board of Supervisors and maintains theofficial records of all Board of Supervisors’ actionsand proceedings. The Clerk also supports theAssessment Appeals Board (AAB) which acts as thecounty Board of Equalization, pursuant to theCalifornia Administrative Code, and hears all appealsregarding the valuation of property determined by theSonoma County Assessor.The County Administrator’s Office acts as the agentof the Board of Supervisors in managing, directing,and coordinating the operation of all departments overwhich the Board of Supervisors exercises control.Major activities of the office include: preparing thecounty budget; ensuring implementation of Countypolicy; acting as the Clerk to the Board ofSupervisors; assisting with performance evaluation ofappointed department heads; implementing thecounty’s legislative platform, and overseeing thecounty’s legislative advocacy program; developingand monitoring the County’s Non-Departmentalbudget units; preparing studies and analyses includingfiscal and programmatic performance assessments ofCounty departments and programs; overseeingpreparation of the county's Capital ImprovementProgram; providing public information and outreachto the community; developing and implementing theCounty Strategic Plan; and providing staff services tothe Local Agency Formation Commission (LAFCO),an independent agency established by state law.County of SonomaFY 2012-2013 Adopted Budget37Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATORVeronica A. Ferguson, County AdministratorFY 11-12 ACCOMPLISHMENTSThe Board and County Administrator’s Office madesignificant progress on the adopted 2011-2012 Board WorkPlan, including:• 1) Pension Reform: The Board adopted a comprehensiveplan for Pension Reform and took action to beginimplementation.• 2) Ensuring a Balanced Budget: The Board closed a $42million deficit to balance the budget which invests inupstream programs; preserves funding for domesticviolence services, public safety, and emergency search andrescue; provides funding for over 200 miles of criticalcounty roads; invests in energy and cost savings programs;and preserves services for the unemployed, Veteran’sServices, and health care for the disadvantaged.• 3) Economic Development and Jobs Initiative: The Boardadopted a robust plan and began implementing the effort tostimulate the local economy and produce local privatesector jobs.• 4) Sustainable Energy and Water policy: The Boardadopted the feasibility review for the establishment ofSonoma Clean Power, a community choice aggregationsystem that could provide clean reliable energy for countyresidents.• 5) Shared Services: The County Administrator’s Office,working with the city managers of Sonoma County,developed a Shared Services process and began expandingopportunities for cost savings, including Cal Card and Fleetmanagement.• The Board completed a 3rd party Management andBenchmark Review of the county’s contract relationshipwith the Sonoma County Tourism Bureau (SCTB), whichled to enhanced promotion services for the county’shospitality industry providers.• Updated the Advertising and Promotions Policy andinitiated a process to accept new grantees into the program,providing increased funding opportunities for local artisticand cultural organizations.• Facilitated County Redesign Effort resulting in improvedalignment between departmental budgets and Strategic Planinitiatives.• The County Administrators Office participated in thedevelopment of the Community Corrections PartnershipRealignment plan and budget development.• Clerk of the Board improved efficiency and customerservice: Increased number of regular Assessment AppealsBoard (AAB) meetings by 150% to address the increase inapplications; upgraded existing database and redesigned theAAB website to improve user interface and highlightcritical data; and implemented Board of Supervisors paperlessagenda packets, eliminating excess paper copies andreducing printing costs by 44%.County of SonomaFY 2012-2013 Adopted Budget38FY 12-13 OBJECTIVES• Collaborate with Transportation and Public Works andcommunity stakeholders to develop a detailed SonomaCounty Roads Plan.• Implement Economic Development and Jobs Plan with thefollowing components: Improve Regulatory ComplianceAssistance, Business Development and Outreach Services,employer-driven Workforce Development Strategy,Business Cluster Development, Financial ResourcesProgram, Facilitate Broadband Deployment, CoordinatedEconomic Development Resources.• Continue the pursuit of the Community Choice Aggregationprogram (Sonoma Clean Power), further efforts aroundwater pipeline/aqueduct projects, and ensure achievementof climate protection goals.• Ensure Sonoma County has access to the state and federaldecision making process by maintaining key leadershippositions in the California State Association of Counties,and the National Assoc. of Counties in the area of healthand human services, transportation and land use, andservices for the elderly.• Continue the efforts to bring greater fiscal stability byincreasing budget information for policy makers; continuePension Reform efforts; further pursue Shared Servicesopportunities, and; invest in professional development andeducational opportunities through effective successionplanning.• The County Administrators Office will collaborate with theAuditor-Controller and the Information Systems Dept. tocomplete the Discovery Phase and begin theImplementation Phase of the Finance and Budget Systemreplacement project.• Work to ensure that funding for vital services is preservedas a result of state Health and Human ServicesRealignment.• The Clerk of the Board will purchase and migrate toMegabyte Database System to automate the assessmentappeals process and implement online application filing;increase the number of regular Assessment Appeals Boardmeetings scheduled per year from ten to twenty; andmanage resources to increase support for the AssessmentAppeals Board.Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATORVeronica A. Ferguson, County Administrator2020 Goal of being healthiest County in the State within eight years, and prioritizing public safety and service to our most vulnerablepopulations.• Environmental and Economic Stewardship – The recommended budget funds the CAO’s ability to produce and provide to the Board arecommended balanced county budget for FY 12-13 aligned with available resources. In addition, the recommended budget providesthe resources to support the ongoing Board direction around the energy and water sustainability efforts, the feasibility study of aCommunity Choice Aggregation, and the advocacy efforts needed to protect state or federal resources for county services.• Invest in the Future – Board goals to prioritize critical road and lighting infrastructure, strengthen organizational stability, create localjobs and economic strength, and improve budget reporting and transparency are all dependent on comprehensive analysis, and accessto vital information. The FY 12-13 budget appropriates $290,000 in support of these strategic goals. In order to provide the Board andthe public reliable, accurate and transparent budget data the county must replace its outdated Finance and Budget System. The FY 12-13 budget appropriates $140,000 to provide dedicated staff to work with the Auditor-Controller-Treasurer-Tax Collector and theInformation System Department to move forward on the replacement of the existing 30-year old finance and budget system.• Civic Services and Community Engagement – The Board is the primary body for effective legislative advocacy, board based and issuespecific community engagement. The Board and County Administrator continue to pursue improvements to increase accessibility andtransparency to the way in which information is provided to the public. The recommended budget commits $234,000 to fundCommunity and Government Affairs activities such as issuing press releases regarding major Board initiatives, coordinating advocacyon the county’s behalf at the state and federal level, creating the Annual Report, and representing the county at community events.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following direction:Budget Hearing ActionsDirected Staff to provide more budget information in Fiscal section ofBoard Agenda items, including status of remaining funds.Directed Staff to increase link to Strategic Plan information in budget.Directed Staff to return to Board with the following reports: Policy forall reserves and departmental special fund balances; Planning forcapital needs looking at all available funds; Historical uses, changes inuncommitted retirement balances; Tribal Development ImpactMitigation monies; Potentially establishing a financing mechanism forindividual infrastructure improvements (in conjunction with Auditor-Controller-Treasurer-Tax Collector, within 90 days from BudgetHearings).Directed County Administrator’s Office/Fire & Emergency ServicesStaff to provide Board with more information on revenues – charges.Directed County Administrator’s Office/Library Staff to report toBoard with more detailed information on Library’s budget, three-yearhistory of fund balances and reserves, including special funds, developa communication plan for responding to Board and constituents, andreview options for Joint Powers Agreement (JPA).County of SonomaFY 2012-2013 Adopted Budget40Administrative Support & Fiscal Services

MISSION STATEMENTThe Sonoma County Counsel’s office is committed to providing thehighest quality legal representation and advice, in a timely andresponsive manner, to assist the County, its governing Board ofSupervisors, and other office clients, to promote the public interest,achieve programmatic and strategic goals, and protect financialresources.DEPARTMENTAL DESCRIPTIONBudget at a Glance:COUNTY COUNSELBruce Goldstein, County CounselTotal Expenditures $7,131,658Total Revenues $5,423,422Total Net Cost $1,708,236Total Staff 36.05% Funded by Local Discretionary Funds 22%The Sonoma County Counsel is the primary provider of legal services toCounty departments, over 25 special districts, as well as to the Board of Supervisors, Grand Jury, Agricultural Preservation and OpenSpace District, Sonoma Marin Area Rail Transit District, Sonoma County Water Agency, Local Agency Formation Commission, and theSonoma County Transportation Authority. The County Counsel’s office provides legal staff to many county commissions, and itsattorneys, regularly provide counsel to the Board of Supervisors, Planning Commission, and Board of Zoning Adjustments at publicmeetings and hearings. In addition to providing daily advice on issues such as contract compliance, employment conditions, and land useplanning, County Counsel attorneysregularly appear in court on behalf ofFunding Sources$1,594,236$2,493,444$14,966$150,000$2,891,411Charges for ServicesMiscellaneous RevenueOther Financing SourcesCost ReimbursementNet Cost - General FundContributionCounty departments on such matters asjuvenile dependency cases, codeenforcement actions, bail recovery, andmental health competency hearings. CountyCounsel either directly handles orcoordinates outside counsel in the defenseof all claims filed against the County, andproactively works with departments tominimize risk and assist in policydevelopment and implementation. CountyCounsel is also responsible for claimsapproval and management of criminaldefense conflict counsel contracts.Funding Uses$330,953$301,229$1,720,309Admin Support & FiscalServicesJustice ServicesHealth & Human ServicesDevelopment Services$396,692Other County Services$2,503,720Outside Legal Services$1,726,205County of SonomaFY 2012-2013 Adopted Budget41Administrative Support & Fiscal Services

COUNTY COUNSELBruce Goldstein, County CounselFY 11-12 ACCOMPLISHMENTS• Provided legal assistance to the Board of Supervisors in itsconsideration and defense of several major land useprojects including safety improvements at the SonomaCounty Airport, Mark West Quarry, Stony Point Quarry,Calpine Geothermal Power Plants Project, and SutterHospital.• Provided legal assistance to the Board of Supervisors onnew regulations and initiatives, including the No Smokingordinance, regulatory options for medical marijuana, andlocal preference policies.• Successfully obtained a preliminary injunction requiringthe Federal Housing Finance Agency to begin rulemakingproceedings on Property Assessed Clean Energy (PACE)programs; and helped implement a $5 million grant fromthe California Energy Commission.• Provided legal advice and assistance to the SonomaCounty Water Agency on the Estuary Management Projectrequired by the Biological Opinion, implementation of theCalifornia Statewide Groundwater Elevation Monitoringprogram, and the "Community Choice Aggregation"program feasibility analysis.• Established a CROWN (climate, renewable energy, openspace, water and nature resources) fellowship program forlaw students or graduates to work on innovative projects inthe areas of climate mitigation, renewable energygeneration, fisheries restoration and water supply.• Successfully litigated the 2004 Geysers Fire caseconcerning damage to Sonoma County AgriculturalPreservation and Open Space District conservationeasements, resulting in $7.9 million recovery for OpenSpace District and its property owner partners.• Provided significant legal assistance to the Board andCounty departments in identifying and attempting tomitigate the adverse off-site environmental impacts oftribal development projects proposed by the FederatedIndians of Graton Rancheria, Dry Creek Band of PomoIndians, Cloverdale Rancheria of Pomo Indians, andLytton Band of Pomo Indians.• Represented the Human Services Department in all phasesof juvenile dependency cases, making over 2,000appearances and successfully representing the Departmentin 12 appeals/writs at the First District Court of Appeals in2011, including a favourable published opinion.• Provided legal support to the County in the negotiation ofthe sale of County property to the state for the proposedconstruction of a new 173,500 square foot criminalcourthouse.FY 12-13 OBJECTIVES• Provide legal assistance to the Permit and ResourceManagement Department, Board of Zoning Adjustments,Planning Commission, and Board of Supervisors onupcoming major land use projects, including thePreservation Ranch Project, Carneros River Ranch FillProject, and Cornell Winery Project.• Provide legal support and coordination to the County’scontinued efforts to identify a long term regional solidwaste disposal and diversion strategy to meet the region’sgoals and address unfunded landfill liabilities.• Continue legal support of the Sonoma County EnergyIndependence Program, including assisting in resolvinglitigation with the Federal Housing FinanceAdministration.• Provide legal analysis to the Permit and ResourceManagement Department, Planning Commission, andBoard of Supervisors in the development of enhancedpenalties for unauthorized growing of marijuana on publicand private lands and possible grow regulations.• Provide legal assistance to the Transportation and PublicWorks Department to identify funding options for roadinfrastructure investment.• Implement an improved litigation management program, incoordination with Human Resources - Risk Management,in order to identify prevention opportunities, and reduceoverall litigation costs and risk exposure.• Coordinate negotiations and provide legal and advocacysupport to protect the County from improper tribal fee totrust acquisitions, and insure that impacts of tribaldevelopment projects are fully mitigated.• Provide continued legal support to the Water Agency inexploring and possibly implementing a “CommunityChoice Aggregation” program a "Sustainable EnergyUtility" program, and its implementing of the BiologicalOpinion.County of SonomaFY 2012-2013 Adopted Budget42Administrative Support & Fiscal Services

COUNTY COUNSELBruce Goldstein, County CounselFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeCounty CounselTotal Expenditures 6,979,109 7,131,658 2.2Total Revenues & Reimbursements 5,270,873 5,423,422 2.9Total Net Cost 1,708,236 1,708,236 0.0StaffingSTAFFING SUMMARYFY 11-12 FY 11-12Adopted ApprovedFY 12-13RecommendedFTEChange%ChangePermanent Positions 36.05 36.05 36.05 0.00 0.00RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $7.1 million, an increase of $153,000 (2.2%) from the adopted FY 11-12budget. The change is due to increased salary and benefit costs for existing staff of $157,000 offset by cumulative reductions in otherexpenditures. These costs were offset by revenues which increased by $152,500 (2.9%). The revenue increase was due primarily to anhourly rate increase for legal services.There are no changes to positions for FY 12-13.Core Services MaintainedThe Office of County Counsel (“Office”) budget provides for statutorily mandated legal services for General Fund clients, and willcontinue to include the following:• Serve as primary legal adviser to the Board of Supervisors and serve as counsel at all Board of Supervisors’ meetings;• Oppose all claims and accounts against the County that are unjust and illegal;• Defend or prosecute all civil actions and proceedings in which the County or any of its officers is concerned or is a party in his or herofficial capacity;• Represent the Human Services Department in juvenile dependency cases;• Represent the Health Services Department Mental Health Division in Lanterman-Petris-Short conservatorship and other proceedings;• Provide legal representation to the Grand Jury; and• Prepare impartial analysis of County and special district ballot measures.• In FY 11-12, the Board added a one-time enhancement of $114,000 to County Counsel’s net cost to support PRMD’s codeenforcement. In FY 12-13 the Office will to continue to provide representation in code enforcement actions, funded by PRMDdeferred revenue collections.In addition to mandated services, the Office has historically worked proactively with client departments to minimize risk, addressemerging legal issues, and achieve policy objectives. Based on the proposed FY 12-13 budget, attorney hours have been shifted fromGeneral Fund to revenue clients. Services supported by revenue will increase slightly due to the shift in attorney hours. Some of theOffice's larger revenue clients include the Sonoma County Water Agency, the Agricultural Preservation and Open Space District,Transportation and Public Works, and the Sonoma-Marin Area Rail Transit District (SMART). Services to revenue clients run the gamutof contract negotiation, real estate transactions, environmental analysis, and litigation. The Office remains committed to meeting itsCounty of SonomaFY 2012-2013 Adopted Budget43Administrative Support & Fiscal Services

COUNTY COUNSELBruce Goldstein, County Counselmandated functions and the highest priority needs of all its clients including essential contract review, legal analysis, and adviceresponse.Services Eliminated or ReducedThe proposed County Counsel budget anticipates the Office will absorb increased expenditure costs which will result in a reduction oflegal support to General Fund clients by 10.6% as compared to FY 11-12. The cut is due to absorbing a 2% cost increase for total budgetwhich is primarily addressed through increasing revenues in other areas at the expense of General Fund services. Under the proposedbudget, the dedicated attorney service hours drop to 6,752 hours (approximately 4.5 attorneys) to meet all mandated and discretionaryGeneral Fund legal needs, this is down from 7,551 in FY 11-12. As summarized above, the proposed FY 12-13 General Fundcontribution represents 22.5% of the Office’s budget compared to 63% General Fund support in FY 00-01.Due to the reduction of General Fund service hours, absent other funding sources the following County Counsel services will besignificantly curtailed or eliminated to the extent the services exceed a General Fund client’s allocation of legal service hours:oooLegal support to major special projects;Representation on non-termination employment discipline matters;Legal support to labor negotiations.Strategic Plan Focus• County Counsel is involved in virtually every significant project undertaken by departments and agencies to advance the CountyStrategic Plan, as well as the Board’s 2012 Work Plan.• The Office will continue to play a robust role in promoting Economic and Environmental Stewardship in support of the efforts of theOpen Space District, the Water Agency, the Regional Climate Protection Agency and SMART. Such initiatives include implementinggreenhouse gas emission reduction programs; supporting public transportation development, including the SMART project($534,000); providing support on regional solid waste disposal solutions ($178,000); and providing legal services on the County’senergy independence program ($172,438).DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget44Administrative Support & Fiscal Services

HUMAN RESOURCESWendy Macy, DirectorMISSION STATEMENTProvide comprehensive Human Resources leadership and guidance byrecruiting, developing and retaining an outstanding workforce that providesquality public services to the citizens of Sonoma County.Budget at a Glance:Total Expenditures $64,824,777Total Revenues $45,935,176DEPARTMENTAL DESCRIPTIONTotal Net Cost $18,889,601The Human Resources Department provides a wide variety of humanTotal Staff 48.50resources and risk management services for the County. The department% Funded by Local Discretionary Funds 4.5%provides staff support to the Civil Service Commission, the Commission onthe Status of Women, and the Commission on Human Rights. HumanResources services include: recruitment and examinations including executive level recruitments, classification and compensationservices, and administration; administration of layoffs and the Civil Service Rules; employee performance management; HumanResources Management System (HRMS); position allocation administration; temporary workforce staffing; management of occupationalhealth services; overall responsibility for the County’s compliance with local, state, and federal laws governing Equal EmploymentOpportunity (EEO), non-discrimination, and compliance with the Americans with Disabilities Act (ADA) programs; and employeeorientation, employee recognition, volunteer, and internship programs. Human Resources staff negotiates and administers Memoranda ofUnderstanding, the Salary Resolution, and advises departments on employee/labor relations issues. The department continues to providemandated Sexual Harassment Prevention training and is developing an abbreviated Human Resources “core” training program, whichwill be designed and delivered in-house by existing Human Resources managers and staff.Funding Sources$14,922,928$2,866,313$313,458$7,506,316Funding Uses$12,323,998$3,913,977$533,922$252,195$658,315$37,895,950$1,874,745PremiumsReimbursements (All)Interest & Training TuitionGeneral Fund ContributionUse of Fund BalanceRecruitment & ClassificationEEO/ADATraining & CommissionsEmployee RelationsProperty InsuranceHealth InsuranceHuman Resources’ Risk ManagementDivision manages and administers allpurchased and self-insurance programscovering County operations including;general liability, employee and retiree healthand welfare benefits, workers’compensation, long-term disability, medicalmalpractice, educational assistance, andfringe benefit programs. The division is alsoresponsible for procurement andmanagement of all miscellaneous insuranceprograms to protect County assets from loss,including property, earthquake, airport andmarina liability, employee faithfulperformance bond, watercraft, etc. Divisionstaff is responsible for administration of theCounty’s programs for medical leaves ofabsence, including transitional duty,Americans with Disabilities Actemployment accommodations, and medicalreview management. The Division providesconsultation and support to Countydepartments on the County’s SafetyManagement Program which includes alloccupational safety and loss preventionefforts in compliance with state regulations.$13,049,075$28,371,823Workers' CompensationLiabilityCounty of SonomaFY 2012-2013 Adopted Budget45Administrative Support & Fiscal Services

HUMAN RESOURCESWendy Macy, DirectorFY 11-12 ACCOMPLISHMENTS• Supported the Ad Hoc Committee on Pension Reform andfacilitated the joint labor management Retirement ProgramCost Committee, which discussed pension and benefitoptions.• In collaboration with other departments, managed over $6million in Americans with Disabilities Act remediationprojects at the County complex focusing on improvingaccess and path of travel.• Updated Civil Services Rules to maximize operationalefficiencies, and implemented the County-wide Extra HelpPolicy, Personnel File Policy, and Military Leave Policy.Updated the Temporary Transitional Duty and Disabilityand Reasonable Accommodation Policies. Established ExitInterview and Offer Letter Guidelines to assist departmentsto maintain best employment practices.• Implemented monthly departmental Human Resources-Liaison group forums focusing on Core Supervisory andManagement Training designed to develop HumanResources knowledge at the department level and reducerisk associated with improper employment practices.• Completed a successful first year of Healthy Habitswellness program encouraging employees to lead healthierlives. This program supports the Board of Supervisor’sgoal of being the healthiest county in California by 2020.• Completed implementation of the following modules in thenew Human Resources Management System: Training andDevelopment, Safety and Health; and Labor Relations, aswell as OrgPublisher, an organizational chart tool.Developed and enhanced HRMS reports and processes. Incollaboration with Information Systems and CountyAdministrator’s Office, implemented new alignmentbetween the new system and Budget System.• Collaborated with departments to meet objectives, goals,and expectations of the County’s Safety ManagementProgram. Provided expanded workplace safety resourcematerials through SharePoint and the upgraded HumanResources website.• Provided training on updated contract insurancerequirements; developed a resource matrix of alldepartments and affiliated agencies to ensure appropriateinsurance coverage; and completed assessment andprioritization of appropriate coverage and other riskmitigation options for earth quake hazard exposure ofCounty buildings.FY 12-13 OBJECTIVES• Negotiate successor Memorandums of Understanding withall 11 employee organizations.• Support County goals for pension reform through datagathering and analysis, sharing of information with allemployees, collaboration with employee organizationrepresentatives, and contract negotiations.• Scope and develop project plan for the County’sLeadership Development and Succession Planningprograms and support countywide core training formanagers and supervisors.• Collaborate with General Services Purchasing Division onthe County’s integrated contract management initiative toincorporate centralized contract insurance management,and enhance online insurance toolkit to include automatedinsurance certificate generation.• Continue developing and refining HRMS functionality tosupport efficient, effective processing, tracking, andreporting of data and eliminate remaining duplicativeHuman Resources systems.• Develop an online County complex map identifyingaccessible parking and electric vehicle charging stations,and work to ensure all content published to County websites is compliant with current accessibility standards.• Develop blue print for a County Enterprise RiskManagement strategic plan based on evaluation of RiskManagement’s role within County organization throughuser group meetings.County of SonomaFY 2012-2013 Adopted Budget46Administrative Support & Fiscal Services

HUMAN RESOURCESWendy Macy, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeHuman Resources-General FundExpenditures 5,555,578 5,496,471 (1.1)Revenues & Reimbursements1,238,614 1,201,525 (3.0)Net Cost4,316,964 4,294,946 (0.5)ADA-Other General FundExpenditures 400,000 400,000 0.0Revenues & Reimbursements 400,000 400,000 0.0Net Cost 0 0 N/ARisk Management-Internal ServicesExpenditures 55,739,705 58,928,306 5.7Revenues & Reimbursements 38,939,321 44,333,651 13.9Net Cost 16,800,384 14,594,655 (13.1)Total Expenditures 61,695,283 64,824,777 5.1Total Revenues & Reimbursements 40,577,935 45,935,176 13.2Total Net Cost 21,117,348 18,889,601 (10.5)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 46.50 46.50 48.50 2.00 4.3WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedRecruitments Completed 279 335 315Job Applications Received 15,805 20,770 19,530Classification Studies: New/Revised Class Specs 27 36 20Clasification Studies: Positions Reviewed 29 5 5Memorandums of Understanding (Contract Negotiations) 9 1 11Training Participants 6,500 1,260 1,900Public Meetings and Events (Womens/Human Rights) 58 45 45Health Plan Enrollees 6,141 6,250 6,250RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $64.8 million, a $3.2 million increase from FY 11-12. $75,000 of the increaseis due to higher property insurance premiums in the General Fund Insurance Index, and $3.1 million due to higher claims expensebudgeted in the County Health Plan based on recent actuarial projections. There is a $300,000 increase in expenditures budgeted in theGeneral Liability Self-Insurance program due to salary and benefit increases, and an increase in premiums for excess limits insurance.This is offset by decreases in Benefits Administration and in claims expense and excess limits premiums in the Workers’ Compensationself insurance index, and reductions to contract services. Recommended expenditures are supported by $45.9 million in revenues andinternal reimbursements for services provided to other departments and agencies and County General Fund support of $4.3 million, areduction of $97,000 from FY 11-12 due to savings in professional service contracts.County of SonomaFY 2012-2013 Adopted Budget47Administrative Support & Fiscal Services

HUMAN RESOURCESWendy Macy, DirectorRecommended position changes include the addition of 2.0 FTE Human Resources Analysts. The Human Resources Analyst in the RiskManagement Division, EEO/ADA Unit is a reinstatement of a position eliminated during FY 11-12 budget to provide professional leveladministrative services in support of the County’s Title II ADA goals. This position is fully funded by de-allocated Tobacco funds toimplement the County’s ADA Transition Plan. The Human Resources Analyst in the Training and Commissions Unit will lead the effortto revise and coordinate Human Resources Core training programs, currently being administered and tracked in each department,decreasing the probability that core training may be missed. This position is 75% funded by contributions from the Workers’Compensation and General Liability self-insurance programs.Core Services MaintainedThe Human Resources Department will continue to maintain the following core services, with the goal of improving and streamliningthe policies and procedures that govern the services provided:• Services designed to prevent future litigation, unsafe or unlawful employment conditions, and higher risk personnel managementpractices. Using the most efficient methods, Human Resources is committed to providing assistance and input in reshaping theCounty’s workforce to best provide public services.• Support for negotiations including strategy development, data collection and analysis, proposals, costing, scheduling, and responses toinformation requests. All eleven bargaining groups will be in negotiations in FY 12-13 with the first five groups beginning in late FY11-12. Labor Relations will also continue to process grievance and Unfair Labor Practice submissions, and meet and confer withbargaining unit representatives on changes in employment conditions.• Recruitment and Classification services at all levels of the organization, including department head recruitments. Human Resourceswill also continue to provide classification reviews, organizational analysis related to reorganizations, salary administration, layoffadministration and assistance, and support to departments on discipline issues.• Leadership Development and mandatory training. The department will continue efforts to revise “Core” supervisory and managementtraining addressing best practices specific to County of Sonoma policies and procedures, including: Recruitment, PerformanceManagement and Disciplinary Process, Leave Administration and Disability Management, Labor Relations, Occupational Safety,EEO policies, and Sexual Harassment Prevention, and administration and analysis of the Staff Development Benefit program.• Compliance with local, state and federal laws governing EEO, non-discrimination, and ADA programs.• Management and administration of all purchased and self-insurance programs.• Administration of the Volunteer Program, Jefferson Awards, Employee Recognition Programs, and Public Service Recognition Week.Human Resources will coordinate volunteer needs, planning and hosting recognition events, marketing volunteer opportunities, andmonitoring use of volunteers.• Coordination of the Disaster Service Worker Staffing program, supporting each County employee’s role as a designated disasterworker.• Support for Commission on the Status of Women and Human Rights Commission. Human Resources will assist with meetingscheduling, agenda development, taking and transcribing meeting minutes, and provide purchasing support.Strategic Plan Focus• Economic & Environmental Stewardship – Human Resources will continue efforts in supporting pension reform initiatives.• Investing in the Future – Human Resources programs and efforts will commit $109,000 to the County’s Strategic Plan focus area ofInvesting in the Future by modifying existing policies and procedures where necessary so the County can deliver public services inthe most cost-effective way, and continue to assist departments with reorganization reviews, and providing insight and assistance asthe County streamlines, consolidates, and realigns its workforce.• Human Resources will begin work on a workforce development/succession plan in support of the Board’s FY 12-13 goal ofcontinuing to foster and develop our most valuable resource, our employees. $75,000 is committed to this effort.• Civic Service and Engagement – Human Resources will continue to staff existing programs such as the Volunteer CoordinationProgram and supporting the Commission on the Status of Women and Commission on Human Rights. $136,700 is committed to thiseffort in FY 12-13.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget48Administrative Support & Fiscal Services

HUMAN RESOURCESWendy Macy, DirectorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesIncrease appropriations from Medical Malpractice unrestricted fundbalance to Hospital Closeout-Retirement Bonds to cover the final yearof the hospital's share of the County pension obligation bonds($177,673). Corresponding revenue is included in the Hospital Closeoutbudget. (Special Fund)GrossExpendituresRevenue andReimbursementsNet Cost177,673 0 177,673Delete 1.0 FTE HR Manager and add 1.0 FTE Department InformationSystems Manager to oversee the Human Resources ManagementSystem, changing position from time-limited to permanent. Positioncosts are fully recovered via revenue from the internal services fund.(General Fund)County of SonomaFY 2012-2013 Adopted Budget49Administrative Support & Fiscal Services

County of SonomaFY 2012-2013 Adopted Budget50Administrative Support & Fiscal Services

GENERAL SERVICESJose Obregon, DirectorMISSION STATEMENTThe mission of the General Services Department is to efficiently plan, provide,and manage quality facilities, vehicle and equipment procurement, and energyand sustainability services to support Sonoma County departments andagencies in the accomplishment of their goals.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $35,928,969Total Revenues $19,848,496Total Net Cost $16,080,473Total Staff 111.60The General Services Department provides a variety of internal servicefunctions that support departmental activity in county government, including:% Funded by Local Discretionary Funds 43.1%major and small construction improvements to county facilities; building,equipment, and janitorial maintenance; leasing, acquisition and sale of real property, and facility debt service; architecture and capitalproject planning; central purchasing; acquisition, maintenance, and management of fleet equipment; and management of facilities’energy usage.The department is working with Regional Parks on the potential transfer of lead responsibility for the Veteran’s buildings in order to useGeneral Services expertise in facilities management and avoid redundancies.Funding Sources$307,776$(486,662) $654,471$15,810,241$1,898,296Funding Uses$9,316,180$1,146,803$1,534,315$16,208,095$1,159,014$2,648,353$1,222,291$1,192,564$8,870,752Use of Money/PropertyIntergovernmental RevenueCharges for ServicesMiscellaneous RevenueSCEIP/PG&E PartnershipInternal ReimbursementsGeneral Fund ContributionUse of Fund BalanceAdministrationCapital Projects ManagementSmall Construction &Maintenance ProjectsPurchasingEnergy & UtilitiesReal Property ManagementFacilities OperationsAdditionally, General Services is a partnerwith the Auditor-Controller-Tax Collector,the Sonoma County Water Agency, CountyCounsel, other local government agencies,utilities, community groups, consultants,business owners, and individuals andmanages the operations of the customerservice center serving the Sonoma CountyEnergy Independence Program (SCEIP).The department also manages four specialfunds: Fleet Accumulated Capital Outlayfunded with a portion of vehicle usage ratescharged to county programs for vehiclereplacement, capital investment, andequipment improvements that benefit thecounty’s fleet; County Center facilitiesestablished to accumulate funds from leasesavings for future major repairs orreplacements of certain facilities; Parkingenforcement financed by revenue collectedfrom parking citations at the County Center,which pays for enforcement contractservices; and the Bodega Bay Tidelandsestablished to meet the statutory requirementthat all Bodega Bay Tidelands leaserevenues generated be used for developmentand maintenance of the Tidelands.$6,861,027Fleet Operations$5,052,552County of SonomaFY 2012-2013 Adopted Budget51Administrative Support & Fiscal Services

GENERAL SERVICESJose Obregon, DirectorFY 11-12 ACCOMPLISHMENTS• Completed second year and started third year barrierremoval projects identified in the updated American withDisabilities Act Transition Plan for County Facilities.• Continued coordination with the Administration Office ofthe Courts to construct a new Criminal Courthouse at theCounty Administration Center and completedinfrastructure improvements necessary for the proposedcourt site.• Substantially completed three portions of the CountyComprehensive Facility Plan including the ServiceDelivery, Real Estate and Finance Visions.• Completed construction of the Family Justice CenterSonoma County.• Implemented a local preference for services policy to aidthe local economy.• Replicated the Sonoma County Energy IndependenceProgram for the California Energy Commission as amodel for other Property Assessed Clean Energyprograms across the country to increase marketing,education and outreach. Implemented energy audits forboth residential and commercial participants in theprogram.• Completed the shared services project for the SebastopolLibrary Renovation, implemented the City of RohnertPark procurement card program and executed a contractwith California Highway Patrol to provide fleetmaintenance.• Collaborated with Regional Parks to transition VeteransHalls to third party management entities that will allowfor continued access by veterans and the community, andwill reduce the operational deficit for these buildings.FY 12-13 OBJECTIVES• Coordinate with the Administrative Office of the Courtsto construct a new Criminal Courthouse at the CountyAdministration Center.• Initiate Comprehensive County Facilities ImplementationPlan; clarify entitlements, develop draft Request forProposal for surplus land redevelopment.• Develop the Main Adult Detention Facility interimimprovement planning and design to position for neededhousing expansion.• Complete radio tower replacements at Seaview, Mt.Jackson and Siri and begin design on multiple locationsfor the new Bay-WEB emergency communicationssystem for transmission sites with Sonoma, Marin, Napaand Mendocino counties.• Explore additional opportunities to develop and providecomprehensive and affordable services to interested localgovernment agencies.• Coordinate efforts with Regional Parks to assumeoversight of the Veterans Buildings.• Complete Architecture, Facilities Operations and RealEstate divisions consolidation plan and implement initialphase of General Service’s department reorganizationtransition plan.County of SonomaFY 2012-2013 Adopted Budget52Administrative Support & Fiscal Services

GENERAL SERVICESJose Obregon, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral FundExpenditures 33,559,540 32,740,864 (2.4)Revenues & Reimbursements16,992,405 16,173,729 (4.8)Net Cost16,567,135 16,567,135 0.0Other General FundExpenditures 3,861,688 2,887,241 (25.2)Revenues & Reimbursements3,955,396 3,629,209 (8.2)Net Cost(93,708) (741,968) 691.8Special FundExpenditures 408,553 300,864 (26.4)Revenues & Reimbursements51,558 45,558 (11.6)Net Cost356,995 255,306 (28.5)Total Expenditures 37,829,781 35,928,969 (5.0)Total Revenues & Reimbursements20,999,359 19,848,496 (5.5)Total Net Cost16,830,422 16,080,473 (4.5)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 112.20 111.10 111.60 0.50 0.5WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedArchitectureNumber of Projects 185 209 170Funding Available 61,824,948 41,456,837 20,372,074PurchasingRequisitions/Purchase Orders 975 885 920Request for Proposals 15 32 40Professional Services Contracts 457 500 550Real EstateTotal Real Estate Transactions 106 101 122Facilities OperationsMaintenance (hours) 68,000 52,591 47,600Maint. Responsibility (square feet) 1,857,788 1,974,339 1,974,339Number of Small Construction Projects 331 350 300County of SonomaFY 2012-2013 Adopted Budget53Administrative Support & Fiscal Services

RECOMMENDED BUDGETRecommended BudgetGENERAL SERVICESJose Obregon, DirectorThe recommended budget includes total expenditures decrease of $1.9 million (5%) from the adopted FY 11-12 budget. The totalexpenditure decrease is primarily due to the reduction in grant funded energy efficiency projects, lower budgeted utility costs, and fewervehicle replacements in FY 12-13. Total revenues are decreasing by $1.2 million (5.5%) from the adopted FY 11-12 budget. Thedecrease is mostly attributable to Energy revenue decreases driven by a reduction to operating transfers from the Comprehensive EnergyProject fund, and the expiration of American Recovery and Reinvestment Act grant funding for energy efficiency projects in December2012.Position ChangesThe recommended budget includes the net addition of 0.5 FTE. As part of an overall redesign effort the department is consolidatingArchitect, Facilities Operations and Real Estate into a single division and is adding 1.0 FTE Deputy Director to oversee the division,while deleting 1.0 FTE vacant Facilities Manager and 1.0 FTE vacant Department Analyst; adding 1.0 FTE Business DevelopmentManager and deleting 1.0 FTE Assistant Purchasing Agent to provide cohesive, integrated strategic support of shared services andbusiness development needs; and adding 1.0 FTE Administrative Services Officer II and deleting 1.0 FTE Administrative ServicesOfficer I to better align with the job duties and responsibilities to manage a centralized administrative support unit. There is no net costincrease associated with these position changes.Additionally, the following position changes are recommended with no net cost increase: extending the expiration date of 1.0 FTEAdministrative Services Officer Time Limited, and reallocating 1.0 FTE Administrative Services Officer to Department ProgramManager to align with job duties and responsibilities in Energy and Sustainability; reallocating 2.0 FTE Office Assistant II to SeniorOffice Assistant to better align skill sets with job duties in Facility Operations and Fleet; and adding 0.5 FTE Office Assistant inFacilities.Core Services MaintainedThe General Services department receives total General Fund support of $16.6 million, which includes $5.8 million in facility andenergy debt payments. The remaining $10.8 in General Fund support will be dedicated to maintaining the county facilities and fleetassets, providing procurement and contract services, leased facility real estate assistance, and energy and sustainability services tosupport departments and agencies in the accomplishment of their goals.Strategic Plan Focus• Economic and Environmental Stewardship: To ensure that resources are sustainably managed, General Services has implemented bestpractices for the County’s fleet management, procurement of goods, construction methods and utility consumption including energy,water and solid waste in order to achieve greenhouse gas emissions reduction for internal county operations.• Economic and Environmental Stewardship: In FY 12-13, fuel-efficient vehicles will be 26.6% of the total automotive fleet and 78.5%of the total eligible fuel-efficient sedans. Fleet Operations is working with the Metropolitan Transportation Commission to deploy 25public access electric vehicle chargers around the County totaling $275,000. Additionally, two programs, the Sonoma County EnergyWatch ($508,000), and Sonoma County’s Energy Independence Program ($1,721,881), continue to provide outreach to communityresidents, businesses, and local government agencies to assist in implementing energy efficiency and renewable energy measures.• Invest in the Future: The planning phase of the Comprehensive County Facilities Plan (C.C.F.P.) is concluding. The draft C.C.F.P.recommends strategies for internal service efficiencies, partnering, co-locations with internal and other entities, mobility,community/customer access to services and sustainability. The C.C.F.P. provides a road map for achieving the Strategic Planobjectives for county facilities, such as the reduction of facility costs and use of county facility and real estate assets to their highestand best use. The C.C.F.P. site assessment implementation phase will commence in FY 12-13, $50,000 has been budgeted for thiseffort.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget54Administrative Support & Fiscal Services

GENERAL SERVICESJose Obregon, DirectorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesTransfer of appropriations and positions to operate Veteran's Buildingsfrom Regional Parks to General Services. Regional Parks’ budget has acorresponding decrease. (General Fund)Increase expenditures and Metropolitan Transportation Commission(MTC) grant revenue necessary for Electric Vehicle charginginstallations ($650,000) and electric vehicles ($920,000) included inboth the MOU agreement with Alameda County to administer the MTCgrant, and the Charge Point America program. (Special Fund -FleetACO)GrossExpendituresRevenue andReimbursementsNet Cost348,658 114,151 234,5071,582,756 1,252,771 329,985County of SonomaFY 2012-2013 Adopted Budget55Administrative Support & Fiscal Services

County of SonomaFY 2012-2013 Adopted Budget56Administrative Support & Fiscal Services

INFORMATION SYSTEMSJohn Hartwig, DirectorMISSION STATEMENTThe Information Systems Department vision is to maximize public service andfinancial savings through the implementation of technology solutions thatsupport and enhance current and future service delivery systems of SonomaCounty.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $37,983,218Total Revenues $33,268,269Total Net Cost $4,714,949Total Staff 106.5The Information Systems Department is responsible for providing leadership,support and coordination of technological efforts in most County departmentswith four program divisions focusing on product value and service delivery.% Funded by Local Discretionary Funds 1.4%At the enterprise level, this means effectively bridging public safety, health and human services, land management, transportation, parks,recreation and administrative programs with a consistent, affordable and sustainable technology foundation.• Technical Services provides the technology infrastructure for the County. Data centers, networks / telecommunications, server farms,storage systems, workstation structures, and personal productivity tools combine to facilitate and secure access to and processing ofinformation critical to departmental operations and public service. The division’s service desk provides a single-point to helporchestrate timely and responsive incident response and work request fulfillment for all technical needs.• Systems and Programming creates and maintains business solutions that run on the County’s technology infrastructure. Computerprograms and applications serve both specific functions and support cross-department integration of information and businessprocesses. Work teams develop, support and maintain integrated justice systems, geographical information systems, administrativesystems, and web content management systems.• Business Services helps pull everything togetherFunding Sourcesby providing service coordination, securityprograms, process improvement initiatives, and$4,198,119$516,831to deliver records, print, and copy servicesintegral to information management. CustomerCounty General Fundcentric communications and advocacy effortshelp clarify and simplify service deliveryCharges for Services processes across all divisions. Leveraging sharedservices in the form of reprographics and recordsReplacement Fundsmanagement functions help deliver product valuethrough the full life-cycle of information…creation, processing, storage and archivalregardless of media.$32,268,268• Administrative Services maintains financial andinternal administrative functions for all divisions.Funding Uses$3,182,891$1,014,467Fiscal & Admin.ServicesJustice ServicesActivities support operational and projectbudgeting, procurement and expensemanagement, fair and equitable costs recovery,and financial reporting all leads to accountableand sound business management principles.$3,972,273$11,818,543Health & HumanServicesDevelopment ServicesOther GovernmentServices$11,713,926County of SonomaFY 2012-2013 Adopted Budget57Administrative Support & Fiscal Services

INFORMATION SYSTEMSJohn Hartwig, DirectorFY 11-12 ACCOMPLISHMENTS• Recycled over 300 computers through donation to theSonoma County Office of Education for classroom use;donated used equipment and computers to the FamilyJustice Center saving $43,000.• Converted 40% of servers to virtual machines, avoidingover $640,000 in capital expenditures, and reduced serverenergy use by more than 6%.• Developed processes to eliminate thousands of printedpages of reports by publishing to the web.• Realigned operating division staff to utilize single-pointservice delivery approaches with less staff.• Consolidated facility operations by relocating staff toCounty owned facilities, saving lease costs and creatingoperational efficiencies.• Introduced role of Business Representative to serve ascustomer advocate and coordination resource.• Improved clarity by introducing a service catalogue andchange control methods to minimize risks.• Implemented a base Electronic Document ManagementSystem, improving productivity and enhancingtransparency through self-service capabilities.• Began implementation of the Web Content ManagementSystem which will help the County to achieve a unifiedweb presence and reduce costs.• Renegotiated the Records facility long-term lease, savingover $10,000 annually.• In collaboration with the Auditor and the CountyAdministrator, selected a vendor to implement theCounty’s next Financial Management System.• Answered over 18,000 phone calls at the Service Desk,fulfilled over 350 requests for Virtual Private Network(VPN) access, and replaced over 700 computers throughthe Desktop Modernization Program (DMP).FY 12-13 OBJECTIVES• Facilitate a consensus vision for technology planning toguide the development of a comprehensive technologyplan.• Improve long term service delivery management tied tobest practice standards and procedures, clear deliverablesand equitable costing, and increasing trust of Countycustomers.• Move forward on the replacement of the existing financialmanagement system by conducting a comprehensiveneeds assessment and map out a detailed plan onreplacement with a new, modern system.• Launch additional electronic document managementsystem projects with several departments to reduce use ofpaper, increase staff productivity, and reduce litigationexposure.• Implement Web Content Management System to improvetimeliness and quality of information available, increasepublishing efficiency, and ensure ADA compliance ofCounty web sites.• Update the Geographic Information System (GIS)strategic plan to ensure that the goals and objectives meetwith stakeholder expectations and expand regional sharedservice partners.• Expand the mobility options with wireless networkcapability to cover additional locations meeting theanticipated rise in utilization of mobile devices. Thiscould also include coverage outside of County buildings.• Upgrade internet routers to provide higher capacity,redundancy, and speed necessary to maintainperformance.• Plan for next generation voice, video and dataconvergence and begin pilot site implementation of newtechnologies to address replacement of critical telephoneequipment.• Conduct printer surveys and analysis for all Countydepartments, with the goal of consolidating printers at thedepartment level, increasing efficiency, and reducingcosts.County of SonomaFY 2012-2013 Adopted Budget58Administrative Support & Fiscal Services

INFORMATION SYSTEMSJohn Hartwig, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeInformation Systems-General FundExpenditures 33,292,551 32,783,321 (1.5)Revenues & Reimbursements32,775,720 32,266,490 (1.6)Net Cost516,831 516,831 -Information Systems-Other FundsExpenditures 7,242,871 5,199,897 (28.2)Revenues & Reimbursements1,339,985 1,001,779 (25.2)Net Cost5,902,886 4,198,118 (28.9)Total Expenditures 40,535,422 37,983,218 (6.3)Total Revenues & Reimbursements 34,115,705 33,268,269 (2.5)Total Net Cost 6,419,717 4,714,949 (26.6)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 105.50 106.50 106.50 0.00 -WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedRecordsTransfers/Retrievals of Storage Boxes 21,969 27,144 27,200US Mail Pieces 3,158,776 2,819,994 2,800,000Percent Revenue from Other Gov't 42.0% 40.8% 40.8%Courier Envelopes Delivered 385,847 336,970 335,000ReprographicsPrinted Pieces 10,172,880 10,000,000 10,000,000Copies 4,205,094 4,000,000 4,000,000Percent Revenue from Other Gov't 38.9% 40.1% 40.1%Personal Computing SupportPersonal Computers Supported 3,176 3,147 3,150Network Users 3,562 3,550 3,669TelephoneNumber of Telephones 4,750 4,650 4,960Voicemail Boxes 3,350 3,500 3,525Pagers & Cell Phones 1,400 1,200 1,240County of SonomaFY 2012-2013 Adopted Budget59Administrative Support & Fiscal Services

RECOMMENDED BUDGETINFORMATION SYSTEMSJohn Hartwig, DirectorThe recommended budget reflects overall expenditures of $38 million, a $2.6 million or 7% decrease from FY 11-12. This is the resultof decreases in services and supplies expenditures and fixed asset replacement costs partially offset by an increase in salary and benefitcosts. Recommended expenditures are supported by $33.3 million in revenues and internal reimbursements for services provided to otherdepartments and agencies and direct County General Fund support of $500,000 to support the Records Management program needs.$603,000 in new revenue is being realized from the Enterprise Resource Planning (ERP) System Administration Internal Service Fund,to support positions dedicated to the Finance and Budget System project. The balance of expenditures is supported by transfers fromfund balance in support of strategic technology investment and infrastructure updating and replacement. Overall, this represents a$780,000 reduction in charges to other departments from FY 11-12 due primarily to reduced courier service utilization, decreasedbaseline revenue from the Courts, and changes in pass-through costs.The recommended budget includes funding for five existing positions which had been held vacant to produce salary savings in FY 11-12, and may have been deleted in FY 12-13 had funding not been identified. New project revenues associated with the Finance andBudget System and the Enterprise Document Management Projects, and reductions in extra help utilization enable the filling of thesepositions in FY 12-13 in support of strategic project efforts.Core Services MaintainedThe Information Systems Department will continue to focus on service excellence in operating, supporting, and maintaining coreinfrastructures and related business services. Efforts will continue to consolidate and align functions to control costs and improveoperating efficiency.• Service Desk and Technical Support functions will remain at current levels offering general support between 8:00 am and 5:00 pmduring normal business days. Critical services and emergency standby response will be maintained 24 hours a day, 365 days per year.• Data centers, network infrastructure, servers and storage systems that are vital to County operations will continue to be updated andmaintained. This budget includes the appropriations necessary to allow incremental increases in capacity in order to maintainperformance levels.• Application, web and geographical information programming and system services will be maintained at current levels. Delays in lowor medium priority project development can be anticipated as resource constraints require attention to production maintenance andpriority projects.• Public safety and integrated justice systems operation and programming services level remain at current levels.• Records and Reprographics services will be maintained. The Information Systems Department will be working with customers todevelop records storage plans and requirements consistent with increasing demands in electronic document scanning and indexing.Services Eliminated or ReducedThe FY 12-13 budget reflects a significant reduction in maintenance and supply expenditures (-11%), reduction in capital equipmentreplacement and project funding (-7%), and continued deferral of the collection of annualized capital replacement funds not directlyassociated with departmental workstation replacements.To best meet the needs of the majority of users with the limited resources available, the Information Systems Department will beinstituting the following service reductions.oooBudget constraints will restrict the ability to respond to emerging technology demands, special ad hoc projects, and tomaintain technical expertise on products with limited use. Departments that request assistance with non-standard productsor services beyond baseline levels will be direct billed for this assistance.To manage coverage issues associated with staffing constraints, the Department will delay response on medium or lowerpriority activities when demand for services exceeds available staff resources.Standard industry life-cycle planning methods recommend that between 15 and 20 percent of asset value (approximately$4.5 to $6 million at the current estimated value) should be anticipated annually to replace aging or obsolete technologyand to maintain the health and availability of the core technology assets. Given economic constraints over the past severalyears the current model allocates only about $1 million for desktop replacement, and does not include the recovery of anyfunds to replenish reserves to address core infrastructure replacement. To address deferral of collection of annualizedinfrastructure replacement funds to maintain the performance and availability of core technologies, the Department willwork with the County Administrator’s Office to return to a sustainable funding system.County of SonomaFY 2012-2013 Adopted Budget60Administrative Support & Fiscal Services

INFORMATION SYSTEMSJohn Hartwig, DirectorStrategic Plan FocusThe Information Systems Department’s mission and service portfolio directly supports departments in the delivery of meaningfuloutcomes which support all strategic plan focus areas.In addition to infrastructure and an extensive business application portfolio, three priority projects represent core foundationalapplication systems for delivering superior public service across all functional areas. These projects remain priorities to support andfacilitate transformation and business re-alignment initiatives:‣ Electronic Document Management System Implementation - reduce reliance on paper-based systems for managing dailyoperations and position information for accessibility, transparency and sharing in electronic formats. This project aligns with theCounty’s strategic focus area of “Economic and Environmental Stewardship” by decreasing the use of paper, reducing waste, andcreating savings and efficiencies in the departments. Information Systems has included $520,000 in the proposed budget for thisproject.‣ Expand Web Presence and Branding – will implement an enterprise scale web content management system to increase andimprove accessibility, facilitate self-service transactions, and increase accountability to the public. This project aligns with theCounty’s strategic focus area of “Civic Services and Engagement”. Information Systems has included $870,000 in this proposedbudget for this project.‣ Financial Information System Replacement – will replace current financial systems with a single, more comprehensiveenvironment to manage operations and transform processes embedded in overly complex technologies within and betweendepartments, special districts, funds, and agencies. In FY 12-13, $603,000 is committed to this effort.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget61Administrative Support & Fiscal Services

County of SonomaFY 2012-2013 Adopted Budget62Administrative Support & Fiscal Services

DESCRIPTIONThis budget includes expenditures and revenues which are not directlyassociated with a specific department. Appropriations for employee benefits,financial contributions to other agencies, departments, and programs,contingencies, and revenues not associated with a specific department, such astax revenues, are accounted for in Non-Departmental, as are certain reservesThe Non Departmental recommended budget includes three funds: GeneralGovernment and Unallocated Revenues, Tribal Development Impact Mitigationsand Construction, Advertising and Other Special Revenue funds. These aresummarized below.The General Government and Unallocated Revenues fund accounts for themajority of non-departmental expenditures and revenues and includes five divisions:NON DEPARTMENTALVeronica A. Ferguson, County AdministratorThe Employee Benefits division funds tuition reimbursement, employee development, pre-employment and other medical expenses,employee recognition programs, administrative, and other memoranda of understanding costs.Funding Sources$4,297,473 $3,500,000$6,694,643$2,361,013$5,773,924$26,430,000$2,060,821$8,662,795$3,136,500$3,500,000$189,284,236*From General, Internal Service, & Special Revenue FundsFunding Uses$31,133,489$3,094,384$7,997,010$3,125,000$2,500,000$6,834,411$7,801,902$21,343,679Property TaxTribal Develop. MitigationFundsSales/Use TaxesTransient Occupancy Tax(TOT)Refuse Franchise FeesOpen Space Sales TaxInterestInternal Reimbursements*Charges for ServicesFederal/State/LocalOtherEmployee BenefitsDebt ServiceRoadsCapital InvestmentContingency FundOther General Govt. Exp.Court/CriminalConstructionOpen Space Debt &PurchasesBudget at a Glance:Total Expenditures* $83,829,875Total Revenues $255,701,405Total Net Cost $(171,871,530)Total StaffOther General Government division includesfunding for judgment and damage claims,litigation costs, contracts for services benefitingmultiple departments, evidentiary sexual assaultexaminations, and transfers to other funds, suchas the annual General Fund transfer to theDepartment of Transportation and PublicWorks-Roads budget.Appropriations for Contingencies are thebudgeted operating reserves of the CountyGeneral Fund.Non-Proposition 4 Unallocated Revenues are“general revenues” not assigned to a specificoperating department. These revenues helpfinance the “net cost” of budgets in the generalfund and certain other funds. They includefederal revenues not earned by any particulardepartment, property tax administration fees,and support service reimbursements.Proposition 4 Unallocated Revenues include“general revenues” which are subject to theappropriations limit of the County. These aretax, interest, and shared state revenues overwhich the County has some discretion. Theserevenues also provide the majority of thefinancing for the “net cost” of General Funddepartments and certain other funds.The Non-Departmental budget also includesother funds, such as special revenue funds andsub-funds of the General Fund. The majorSpecial Revenue funds include revenues andoperating transfers related to the Tobacco Endowment Fund, Open Space Special Tax Account (bond proceeds), CourthouseConstruction Fund, Criminal Justice Construction Fund, and the Advertising Fund.* Total expenditures in the “Budget at a Glance” box represent only those expenditures that are appropriated in this budget unit anddescribed below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the County’s discretionary revenue thatfund the recommended net cost in the General Fund department budgets throughout the rest of this document.n/a% Funded by Local Discretionary Funds 31.6%County of SonomaFY 2012-2013 Adopted Budget63Administrative Support & Fiscal Services

NON DEPARTMENTALVeronica A. Ferguson, County AdministratorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral Government & Unallocated Revenue - General FundExpenditures 24,558,944 26,480,744 7.8Revenues & Reimbursements225,951,777 225,107,190 (0.4)Net Cost(201,392,833) (198,626,446) 1.4Tribal Development Impact Mitigation & TobaccoEndowment - Other General FundsExpenditures 5,835,000 12,927,124 121.5Revenues & Reimbursements 3,500,000 5,560,821 58.9Net Cost 2,335,000 7,366,303 215.5Construction/Advertising/Other - Special RevenueExpenditures 53,435,999 44,422,007 (16.9)Revenues & Reimbursements 23,540,975 25,033,394 6.3Net Cost 29,895,024 19,388,613 (35.1)Total Expenditures 83,829,943 83,829,875 (0.0)Total Revenues & Reimbursement252,992,752 255,701,405 1.1Total Net Cost(169,162,809) (171,871,530) (1.6)STAFFING SUMMARYThere is no staff allocated to the division.RECOMMENDED BUDGETGeneral FundThe recommended budget results in $198.6 million negative net cost, which reflects the discretionary revenue that funds therecommended General Fund support for programs across the county.RevenuesThe FY 12-13 recommended unallocated General Fund revenues from all funding sources are expected to decrease by .4% over FY 11-12. These revenues, together with anticipated current year-end fund balance, support the majority of discretionary spending in theCounty General Fund. Significant revenue changes are discussed below.• Property Taxes of $178 million are budgeted based on the Assessor’s April 2012 estimates of a less than 1% secured property valueincrease, which represents no increase in secured property tax revenue from current year estimates. Unsecured property tax andsupplemental secured property tax are budgeted at $6 million, which is $200,000 less than the prior year.• Sales Taxes are budgeted at $13.4 million, which represents a 3% or $440,000 increase from the prior year budget, based on currentyear estimates and statewide sales tax projections of modest growth in consumer activity.• Total interest earnings of $5.7 million are based on a 0.5 to 1.0% annual average rate. This represents $500,000 more than wasbudgeted in FY 11-12. The projected interest revenue assumes modest interest premium from tax revenue anticipation notes.• Revenues and reimbursements from departments for support services (referred to as A-87 costs) are budgeted at $6.7 million, which isa $1.1 million decrease when compared to FY 11-12. This is mainly a result of reduced County operations costs due to several yearsof budget reductions.County of SonomaFY 2012-2013 Adopted Budget64Administrative Support & Fiscal Services

ExpendituresNON DEPARTMENTALVeronica A. Ferguson, County AdministratorSupport provided by the above revenues generally takes the form of the net cost reported in each of the County General Funddepartments. In addition, the recommended budget includes specific expenditure allocations intended to benefit all County programs anddirect funding contributions to other departments. The$1.9 million recommended expenditure increases are the result of followingadjustments:• The budget also includes $5.9 million in General Fund support for General Government Capital Projects ($2.5 M), upgrades to theCounty’s radio communications systems ($1.4M), and the 4 th year funding of $2 million for the implementation of the updatedAmericans with Disability Act (ADA) Self Evaluation and Transition Plan (SETP) approved by the Board of Supervisors onDecember 8, 2009.. The total estimated cost of the removal of the identified barriers is between $20 and $25 million. A 12-year planhas been established to remove these barriers. FY 12-13 appropriations are an increase of $170,000, based on a return to baselinefunding levels after a one-time reduction to Capital Projects budget in FY 11-12 to meet budget reduction goals.• General Fund Appropriations for Contingencies is recommended at $2.5 million to meet unanticipated needs resulting from Countyprograms stepping down their service models to meet a reducing funding structure. This represents a decrease of $360,000 from theFY11-12 adopted budget.• Expenditures increase from FY 11-12 by approximately $1.9 million (8%) mostly due to increased contract costs for labornegotiations, and increased interest expense associated with the Temporary Revenue Anticipation Note (TRAN) issued by theTreasury to cover short term cash flow issues throughout the year. The interest expenditure is offset by the interest earned on theTRAN, which is only issued if the interest earned exceeds the interest expense. Also, expenditure increases are partially offset by areduction to Professional Development appropriations of $480,000 based on increased appropriations in FY 11-12 after several yearsof these benefits being unavailable to employees due to budget constraints.• The recommended budget also includes the County’s contribution of $165, 000 to the Local Agency Formation Commission(LAFCO).Other General Fund – TRIBAL DEVELOPMENT IMPACT MITIGATION FUND• The FY 12-13 amount includes a $3.5 million from Tribal Development Impact Mitigation Fund. These dollars pay for costs borne bya variety of County General Fund departments to mitigate the off-reservation impacts associated with the River Rock Casino.• The total $6.7 million contribution to the Road Fund increased by $2.2 million in FY 12-13, funded by Refuse Franchise Fees,General Fund revenues which are collected as part of the negotiated agreement with county refuse collectors.Special Revenue Funds• Other General Government Special Revenue – This budget includes non-General Fund expenditures financed from speciallyestablished sources for a dedicated purpose either dictated by the nature of the revenues and/or created by the Board of Supervisors.Total recommended expenses reflect $9.7 million Tobacco Endowment funds designated in prior years for Capital Projects and ADASETP implementation that are being re-budgeted, $3.1 million financing for Criminal Justice programs capital investment; and $31million in the Open Space Special Tax Account to transfer funds to the Open Space District for property purchases, and to theCounty’s debt fund for annual debt service of the Open Space Series 2007 Measure F Sales Tax Bonds.• Non-Proposition 4 Unallocated Revenues (Criminal Justice Construction) – This budget records parking penalties surcharge revenuewhich are to be used for Criminal Justice Construction projects. The total budgeted revenues are $1.3 million which is a slightdecrease from the prior year, based on collection experience.• Proposition 4 Unallocated Revenues (Advertising) – This budget records 75% of the transient occupancy tax (TOT) collected fromlodging facilities located in the county’s unincorporated area, which is projected at $6.6 million; representing no increase from currentyear estimated collections based on recent tourism industry information. Detailed uses of these funds are included in the AdvertisingBudget found elsewhere in this document. The remaining 25% of collected taxes is directly apportioned to the General Fund.County of SonomaFY 2012-2013 Adopted Budget65Administrative Support & Fiscal Services

NON DEPARTMENTALVeronica A. Ferguson, County AdministratorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesReduce appropriations for intergovernmental costs to restore 1.0 FTEDeputy District Attorney, and 2.0 FTE District Attorney Investigator.(General Fund)Reduce appropriations for unallocated NPDES compliance (no netcost), and restore 1.0 FTE Probation Officer III position for thetransition of Sierra Youth Center alternative program in the ProbationDepartment ($525,500, Board approved 6/12/12). (General Fund)GrossExpendituresRevenue andReimbursementsNet Cost(246,224) 0 (246,224)(525,500) 0 (525,500)County of SonomaFY 2012-2013 Adopted Budget66Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax CollectorMISSION STATEMENTOur mission is to promote public oversight, provide accountability, supportfinancial decision-making and provide quality financial services.Our vision is to account for the past, direct the present, and shape the future byproviding financial information and services that exceed client and stakeholderexpectations.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $39,058,038Total Revenues $33,425,871Total Net Cost $5,632,167Total Staff 94.00% Funded by Local Discretionary Funds 16.2%The Auditor-Controller-Treasurer-Tax Collector Department (ACTTC) isdistinguished by three areas. The following summarizes these functions underthe direction of the Auditor-Controller Treasurer-Tax Collector.The Auditor-Controller is the chief financial officer of the County, exercising general supervision over the accounting of allorganizations under the control of the Board of Supervisors and all districts whose funds are kept in the County Treasury. The Auditor-Controller provides various levels of accounting services to county departments and local government agencies. Additionally, the officeis responsible for the preparation of financialstatements, receipt and disbursement ofFunding SourcesCharges for Servicescounty funds, compilation of the county's$7,988,754$5,411,532budgets, payroll processing, and financialSpecial Assessments/Bonds audits.$1,510,204$1,921,333$7,194,856$3,798,852Funding Uses$7,194,856$11,232,507$1,514,000$11,232,507$3,921,193$2,118,453$1,337,002$1,766,361$3,540,735$1,858,282$775,797$3,798,852SCEIPERP SystemUnemp-ISF/Other RevenuesInternal CountyReimbursementsGeneral Fund SupportGeneral AccountingFiscal ServicesAudit ServicesPayroll ServicesTax Collection/AccountingTreasuryRevenue & DebtSCEIPSpecial Assessments/BondsERP SystemUnemployment-ISFThe Treasurer is responsible for thesafekeeping and investment of funds for thecounty, school districts, and other localagencies. The Treasurer is also responsiblefor the administration of the County’sdeferred compensation program, thecollection of delinquent revenues, collectionand disbursement of assessments for theSonoma County Tourism BusinessImprovement Area, collection ofunincorporated area Transient OccupancyTaxes, collections of parking fines for manygovernmental agencies, and the managementand facilitation of county issued debt andbonds.The Tax Collector-Auditor is responsible forthe collection and distribution of all propertytaxes for school districts, special districts,cities, redevelopment agencies, and Countygovernment. The Tax Collector-Auditorperforms billing and collection of 1915 Actspecial assessment bond debt used to fundinfrastructure improvements such as streets,water distribution systems, sewer lines, andother improvements.The Sonoma County Energy IndependenceProgram (SCEIP) provides financing forenergy and water conservationimprovements to qualifying property owners through voluntary assessments on their property tax bills. The Auditor-Controller-Treasurer-Tax Collector is the program administrator for the SCEIP Enterprise Fund (in conjunction with the General ServicesDepartment, the Sonoma County Water Agency, County Counsel, and the County Administrator) and is authorized to enter intocontractual assessments on behalf of the County.County of SonomaFY 2012-2013 Adopted Budget67Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax CollectorThe Unemployment Self-Insurance Internal Service Fund (ISF) provides reimbursement to the state for unemployment claims filed bySonoma County employees. Payments from the fund are financed through charges to county departments. The ACTTC administers theprogram with assistance from the Human Resources Department.The Enterprise Resource Planning (ERP) System Administration Internal Service Fund provides funding for the administration of theKronos Timekeeping System, the Human Resources Management System, and the Finance and Budget System. Costs associated withthe administration of these global systems are allocated to departments who utilize the systems based on the number of FTE’s employed.FY 11-12 ACCOMPLISHMENTS• Identified and collected over $200,000 of delinquentTransient Occupancy taxes and registered over 100previously unregistered Vacation Rental by Owner(VRBO) properties resulting in over $100,000 in newTransient Occupancy tax collections.• Increased efficiency and service delivery by completingthe Interactive Voice Response (IVR) phone systemupgrade and successfully downsizing, streamlining andintegrating the Central Collection Division into the TaxCollection Division.• Successfully issued the annual Tax Revenue AnticipationNote in the amount of $130 million at an interest rate of.19%, earning the County $500,000.• Continued the implementation of the new HRMS Systemby expanding the Kronos time and attendance system tomake additional tools available to departments,successfully issue W-2's, and provide electronic pay stubsto employees through the self-service portal.• Completed the initial phase of a multi-year process toimplement the Redevelopment Dissolution Act.• The FY 11-12 Final Budget and the FY 10-11Comprehensive Annual Financial Report were recognizedas exemplary by the Government Finance OfficersAssociation. Sonoma County is one of few counties in thestate to consistently receive this national award for bothdocuments.FY 12-13 OBJECTIVES• Improve efficiency within the department and increaseour ability to provide cost-effective services through adepartment-wide reorganization.• Begin implementation of a new financial system.• Obtain the Government Finance Officers Association’soutstanding achievement awards for the ComprehensiveAnnual Financial Report and the Popular AnnualFinancial Report, as well as the DistinguishedPresentation award for the County’s Final Budget.• Establish an audit committee to guide audit planning anda comprehensive, countywide risk analysis in order tostrengthen controls and improve oversight. Develop theaudit division work plan to include a combination ofrevenue producing and internal audits utilizing Institute ofInternal Auditors’ standards.• Expand fiscal service delivery to the Sonoma Marin AreaRail Transit District.• Gain efficiencies from the Human Resource ManagementSystem and provide enhanced functionality to employeesand managers.• Guide the County and support successor agencies througha successful implementation of the RedevelopmentDissolution Act.• Implement e-billing of property tax secured bills to reducedepartmental overhead and provide superior customerservice.• Issue the County’s annual Tax Revenue and AnticipationNote to cover cash flow needs prior to the receipt of theDecember 2012 tax installment, if investment conditionsare favorable to the County.County of SonomaFY 2012-2013 Adopted Budget68Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax CollectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral FundExpenditures 15,154,690 16,249,140 7.2Revenues & Reimbursements 9,743,156 10,837,608 11.2Net Cost 5,411,534 5,411,532 (0.0)Debt Service-CountyExpenditures 3,521,400 3,725,907 5.8Revenues & Reimbursements 3,520,000 3,727,974 5.9Net Cost 1,400 (2,067) (247.6)Debt Service-BondsExpenditures 0 7,506,600 100.0Revenues & Reimbursements 0 8,000,000 100.0Net Cost 0 (493,400) 100.0Enterprise(SCEIP)Expenditures 5,465,607 3,798,852 (30.5)Revenues & Reimbursements 3,399,786 3,513,750 3.4Net Cost 2,065,821 285,102 (86.2)Internal Service Fund (Unemployment Insurance)Expenditures 1,614,000 1,514,000 (6.2)Revenues & Reimbursements1,489,000 1,083,000 (27.3)Net Cost125,000 431,000 244.8Internal Service Fund (Enterprise Resource System Admin)Expenditures 2,258,728 6,263,539 177.3Revenues & Reimbursements 2,258,728 6,263,539 177.3Net Cost 0 0 0.0Total Expenditures 28,014,425 39,058,038 39.4Total Revenues & Reimbursements 20,410,670 33,425,871 63.8Total Net Cost 7,603,755 5,632,167 (25.9)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 90.00 91.00 94.00 3.00 3.3County of SonomaFY 2012-2013 Adopted Budget69Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax CollectorWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload IndicatorsAccounting DivisionAccounting TransactionsActual195,541Estimated196,000Recommended196,000(Documents and/or lines posted-claims, j.v.'s/deposits)Audit DivisionRevenue Audits - Mandated 42 40 40Revenue Audits - Discretionary 17 21 17Percent of audits performed by June 30 of theyear scheduled 90% 90% 90%Fiscal DivisionAccounts Receivable Bills Processed 15,592 15,642 15,700Reports/Statements Prepared by Due Date 1,198 1,173 1,180Percent year-end financial statements preparedtimely 100% 100% 100%Payroll DivisionWarrants and Advice Deposits Issued 103,120 101,000 101,000Adjustments and Corrections Processed 2,800 2,500 2,500Requests for Payroll Information 1,000 950 950Property Tax DivisionDirect Charges/Tax Bill Assessments 524,779 524,779 525,000Tax Code Areas 927 934 934Tax Roll Changes 8,316 9,743 9500Refund warrant mailed to taxpayer within 9working days of receipt of correction 100% 100% 100%Spec Assessment Districts 32 34 36Spec Assessment Parcels 5741 5727 6,000Collections Accounts Opened 11,989 115,000 11,500Letters/Statements 101,377 101,000 101,000Revenue/Cash Collections for other departments 5,599,907 4,000,000 4,000,000Tax Collection DivisionSecured Tax Bills 176,118 176,444 177,000Unsecured Tax Bills 21,306 20,523 20,500Supplemental Bills 18,888 15,000 17,500Revenue & Debt DivisionTransient Occupancy 1,915 2,150 2,300Parking Citations 13,991 13,200 13,500Treasury DivisionWarrents Processed 290,070 300,000 300,000Checks Deposited 492,783 500,000 500,000Deferred Comp Accounts 6,309 6,300 6,300RECOMMENDED BUDGETThe recommended budget includes total expenditure increases of $10.1 million from the adopted FY 11-12 budget. This change isprimarily from $7.5 million in new appropriations for Agricultural Preservation & Open Space District Measure F Bonds, $200,000 forvoter approved Special Assessment Bonds and $140,000 in new staffing costs for Redevelopment Dissolution activities, partially offsetCounty of SonomaFY 2012-2013 Adopted Budget70Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax Collectorby a $1.7 million decrease in appropriations for the Sonoma County Energy Independence Program (SCEIP) previously financed by useof fund balance. In addition, $3.9 million has been appropriated to the Enterprise Resource Planning (ERP) System AdministrationInternal Service Fund for the Discovery Phase of the Finance and Budget System project, of which $931,000 is appropriated for ACTTCcosts related to the project.Total Revenues increased by $11.9 million, reflecting $8 million in cash transfers from the Sonoma County Agricultural Preservation &Open Space District to provide funding for the above mentioned Measure F bond payments and reserves, $3.9 million in funding for thefinance and budget system project, $300,000 increase in funding for SCEIP and Special Assessment projects, and $140,000 in newRedevelopment Dissolution administration revenues, partially offset by a $400,000 decrease in contributions needed for unemploymentinsurance payments.Recommended positions increased by a net of 3.0 FTE from the FY 11-12 adopted budget. 1.0 FTE Accountant II was added in theProperty Tax Division (approved midyear in FY 11-12) to provide revenue funded support for the Redevelopment Dissolution activities.Deleted positions include 1.0 FTE (vacant) limited term Accountant-Auditor in SCEIP, and 3.0 FTE (vacant) Account Clerks in theFiscal Division. To appropriately staff the Discovery Phase of the Finance and Budget System project, 1.0 FTE Senior Business SystemsAnalyst was added to the recommended budget.The recommended budget also includes the addition of 1.0 FTE term limited Supervising Accountant, 2.0 FTE Accountant Auditor II(1.0 is term limited), 1.0 FTE term limited Department Analyst, and 1.0 FTE term limited Accounting Manager to appropriately staff theImplementation Phase of the project. The effective date for these position allocations is October 1, 2012, pending Board approval of thesystem vendor contract in early FY 12-13.Core Services Maintained• All mandatory services provided by the Auditor-Controller, including preparation of financial statements, receipt and disbursement ofcounty funds, compilation of the county’s budgets, payroll processing, and financial audits.• Safekeeping and investment of funds in the County Treasury for the county, school districts, and other local agencies andmanagement and facilitation of county issued debt.• Collection and distribution of all property taxes for school districts, special districts, cities, redevelopment successor agencies, and thecounty and billing and collection of 1915 Act special assessments bond debt. Collections services provided for the Tourism BusinessImprovement Area, unincorporated area collections of Transient Occupancy Taxes, and collections of parking fines for manygovernmental agencies.• Administration of the Sonoma County Energy Independence Program (SCEIP).• Revenue funded accounting services provided to county departments and agencies. Special District Accounting Services charges forIndependent Special Districts are projected to remain at 70% of actual costs and Dependent Districts will remain at 100%. The overallcharges to Independent and Dependent districts will be close to the same as FY 11-12 charges.Strategic Plan Focus• Invest in the Future: The County's financial system, FAMIS, has been running on the County mainframe since its implementation in1985. The County's budget system is another legacy program running on the mainframe, and both of these systems depend upon oldertechnology that is difficult and expensive to maintain. Furthermore, their archaic user-interface systems do not provide easy access todata nor support best-practice integration with related processes such as procurement and grant management. In response, staff hascompleted the initial procurement process for replacing the finance and budget systems, but due to current economic conditions andresource constraints, no final vendor decision has been made. Moving forward, the ACTTC will assume a leadership role during thereplacement and the subsequent management of these systems. The FY 12-13 budget reflects $931,000 appropriated toward thediscovery phase of this monumental project.• Economic and Environmental Stewardship: Over the past three years, the Sonoma County Energy Independence Program (SCEIP)has created hundreds of jobs while helping more than 1,700 local property owners do their part to create a cleaner and greenerSonoma County. SCEIP has funded $55 million worth of energy improvements that have created 7.8 megawatts of new, green energyand prevented the release of several thousand tons of carbon gasses into our atmosphere.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget71Administrative Support & Fiscal Services

BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following Board direction:Budget Hearing ActionsDirected Staff to report to Board twice a year on Vacation Rental ByOwner Transient Occupancy Tax (TOT) collection activity.AUDITOR-CONTROLLER-TREASURER-TAX COLLECTORDavid E. Sundstrom, Auditor-Controller-Treasurer-Tax CollectorDirected Staff to report to Board within 90 days from Budget Hearingson potentially establishing a financing mechanism for individualinfrastructure improvements.Directed Staff to report to Board Ad Hoc on Sonoma County EnergyIndependence Program (SCEIP); specifically the possibility of reducingthe program interest rate to participants.Directed Staff to report to Board on increase to Enterprise ResourcePlanning (ERP) System costs.County of SonomaFY 2012-2013 Adopted Budget72Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSORJanice Atkinson, Clerk-Recorder-AssessorMISSION STATEMENTFulfill the legally and locally mandated functions of the County Clerk-Recorder-Assessor in an accurate, timely, professional, and courteousmanner.Budget at a Glance:Total Expenditures $16,133,699Total Revenues $6,041,374DEPARTMENTAL DESCRIPTIONTotal Net Cost $10,092,325The County Clerk-Recorder-Assessor department was established in 2001 Total Staff 106.73when the elected offices of County Clerk/Public Administrator, Recorder,and Assessor were combined. The County Clerk is responsible, under state% Funded by Local Discretionary Funds 66.0%law, for issuing marriage licenses, performing marriage ceremonies, filingand maintaining fictitious business name statements, Conflict of Interest Statements for statutory filers and notary bonds, and processingenvironmental documents. This division has also assumed the Recorder’s responsibility for filing and issuing certificates of birth, death,and marriage.The Registrar of Voters is responsible, under state law, for conducting all elections in Sonoma County (federal, state, county, city,school, and special district) and administration of all other election-related functions.The Recorder Division, under state law, is responsible for recording and maintaining public documents associated with landtransactions, including deeds, liens, and maps, in addition to documents associated with vital statistics including births, deaths, andmarriages.Funding Sources$531,798$86,317$659,149$(380,543)General FundCharges for ServicesInterestThe Assessor Division is responsible,under state law, for the identification ofall taxable property and thevaluation/appraisal of all real andpersonal property in Sonoma County forproperty taxation purposes.$4,764,110State ReimbursementsInternal Reimbursements$10,472,868Use of Fund BalanceFunding Uses$2,318,483$548,115County Clerk$3,621,337Registrar of VotersAssessorRecorder$9,645,764County of SonomaFY 2012-2013 Adopted Budget73Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSORJanice Atkinson, Clerk-Recorder-AssessorFY 11-12 ACCOMPLISHMENTS• Reviewed over 122,000 residential properties for marketvalue adjustments; completed over 50,000 reassessmentsand 2,218 assessment appeals.• Improved Assessors Division processes by partiallyimplementing the Computer Aided Mass AppraisalSystem (CAMA), Sales Comparison Module; continuinginstallation of the NET version of the Property TaxSystem; posting annual assessment notices on ourwebsite, and providing taxpayers the ability to filebusiness property statements at public kiosks.• Continued translation of assessment forms/letters intoSpanish to improve customer service for a large segmentof Sonoma County taxpayers.• Completed upgrade to the existing Clerkdocs applicationincluding the Professional Registration modules forProcess Server, Professional Photocopier, LegalDocument Assistant, and Unlawful Detainer Assistantregistrations, improving customer service by allowingcustomers to complete applications at lobby kiosk prior toseeing a Clerk.• Increased efficiency in the micrographics unit byincreasing the number of scanned documents andinstalling Enhanced Digital Reel to locate, view, and printcopies of recorded documents.• Successfully completed redistricting for the SonomaCounty Board of Supervisors, Sonoma County JuniorCollege District and the Sonoma County Board ofEducation.• Collaborated with the California State University LongBeach Graduate School of Social Work InternshipProgram and a variety of community-based organizationsto develop and implement a successful voter outreach andeducation program to historically underrepresentedgroups including disabled voters, Hispanic communities,and youth.• Conducted elections in August 2011, November 2011,March 2012, April 2012, and the June 2012 PresidentialElection, implementing the new Top Two Primaryelection rules.FY 12-13 OBJECTIVES• Continue revaluation of residential properties to reflectthe ongoing changes in the real estate market.• Complete installation of Computer Aided Mass AppraisalSystem (CAMA), for direct enrollment of transfers toincrease the number of re-appraisals completed whileutilizing fewer appraisers and gaining efficiencies.• Increase voter outreach by expanding the VotingAccessibility Advisory Committee, attending communityactivities to encourage voter registration and participation,and utilizing staff resources to better meet the needs ofHispanic communities; continue program to translateassessment forms.• Continue working to reduce the backlog of assessmentappeals, transfers, and new construction events.• Install and implement a fully integrated recording,cashiering, and vital records system.• Provide training and cross training for Micrographics,Document Recording and customer service, and develop asuccession plan for these areas.• Successfully administer Consolidated Presidential/TopTwo General Election in November 2012, by increasingpublic awareness and enhancing voter education of theprocess.County of SonomaFY 2012-2013 Adopted Budget74Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSORJanice Atkinson, Clerk-Recorder-AssessorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeCounty Clerk/Registrar of Voters-General FundExpenditures 3,783,215 4,169,452 10.2Revenues & Reimbursements 1,196,109 1,839,258 53.8Net Cost 2,587,106 2,330,194 (9.9)Assessor-General FundExpenditures 9,298,121 9,602,283 3.3Revenues & Reimbursements 1,410,012 1,459,609 3.5Net Cost 7,888,109 8,142,674 3.2Assessor-Special Revenue FundExpenditures 43,855 43,481 (0.9)Revenues & Reimbursements 52,343 55,105 5.3Net Cost (8,488) (11,624) 36.9Recorder-Special Revenue FundExpenditures 2,645,632 2,318,483 (12.4)Revenues & Reimbursements 2,597,924 2,687,402 3.4Net Cost 47,708 (368,919) (873.3)Total Expenditures 15,770,823 16,133,699 2.3Total Revenues & ReimbursementsTotal Net Cost5,256,388 6,041,374 14.910,514,435 10,092,325 (4.0)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 104.73 104.73 106.73 2.00 1.9County of SonomaFY 2012-2013 Adopted Budget75Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSORJanice Atkinson, Clerk-Recorder-AssessorWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedCounty ClerkVital Statistics Copies 19,385 17,149 17,800Marriage Licenses 2,818 2,799 2,750Fictitious Name Filings 4,658 4,847 4,912Notary Bonds 547 627 562Marriages Performed 830 837 800Registrar of VotersRegistered Voters 244,806 263,000 260,000Scheduled Elections 1 5 1Ballot types 109 95 135Abentee Ballots Issued 169,358 190,000 170,000Polling Place Precincts (set-up task) 186 200 200Ballot Cards Processed 186,920 200,000 200,000AssessorTitle Transfers Processed 22,114 22,000 22,000New Lots/Parcels 477 590 400Permits Processed 9,317 9,771 9,800Total Secured Parcels 181,500 181,700 181,800Unsecured Assessments 34,306 36,529 36,600RecorderRecordings 138,215 137,646 138,100Filmed Images 507,745 522,042 513,000Vital Statistics Filings 12,443 12,550 12,479Number of Pages Copied 47,497 48,250 47,275Deeds Recorded 21,858 21,918 22,000RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $16.1 million, a 2.3% increase from FY 11-12. Recommended expendituresare supported by $5.6 million in revenues from charges for services to the public, state and other governmental entities, internalreimbursements, interest earnings, and County General Fund support of $10.1 million. The department has increased expenditures andrevenues sufficient to offset the increased costs associated with the number of jurisdictions holding elections in FY 12-13. The County isrequired by statute to conduct all elections for federal, state, county, special district and school district offices and measures. All ninecities in Sonoma County also contract with the County for the conduct of their elections. The number and type of regular electionsscheduled in any given year are dictated by state law with no discretionary control on the part of local officials.The recommended FY 12-13 budget funds an increase of 1.0 Appraiser III, 1.0 Appraiser Aide, and approximately 1,300 hours of extrahelp from the previous year to supplement the Assessors Division to help address the assessment appeals backlog. The number ofproperty valuation declines has generated a record level of assessment appeals in the past two fiscal years (2,524 in FY 10-11; 2,281 inFY 11-12). 1,500 new assessment appeals are estimated for FY 12-13, a 34% decline in new appeals from FY 11-12, based on theassumption that residential property values may be very near or at bottom, and that a majority of the properties eligible for an adjustmenthave been completed. The current backlog of assessment appeals is 3,529. The additional staffing will enable the Assessors Division totimely and equitably establish assessed property values, as a result we anticipate reducing the backlog by 30% in FY 12-13.The FY 12-13 proposed budget includes one scheduled election, the November Presidential General Election. The County will bereimbursed approximately 60% of total costs from jurisdictions participating in the November Election. Costs for federal, state, andcounty elections, as well as school district unification/reorganization elections, are borne by the county, while the other jurisdictions(cities, schools, and special districts) reimburse the county for the cost of conducting their elections.County of SonomaFY 2012-2013 Adopted Budget76Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSORJanice Atkinson, Clerk-Recorder-AssessorCore Services Maintained• The recommended FY 2012-13 budget provides for ongoing maintenance of voter registration files, the conduct of one election,ongoing assessments for real and business property, County Clerk services, including marriage licenses and miscellaneous filings, andrecording services for real property and vital records, including documents for all Sonoma County properties and events as well asproviding certified copies of birth, death and marriage records. These represent core county services that are constitutionally orstatutorily mandated, and are not duplicated elsewhere in the county.Services Eliminated or ReducedoStrategic Plan FocusThe department has closed the Assessor satellite office located in Petaluma in FY 11-12, which will remain closed. Staffwill continue to be challenged to adequately defend assessment appeals and also keep current with reassessment events,new permits, title transfers, and mandatory audits. There is an increasing workload backlog which continues to delay theannual closure of the assessment roll which puts an additional burden on the Tax Collectors office.• Civic Services and Engagement: The Registrar of Voters division has focused on increasing access to and greater citizen participationin government by increasing voter turnout through voter outreach. FY 12-13 objectives include expanding the Voting AccessibilityAdvisory Committee, attending community-sponsored events to encourage voter registration and participation, and utilizing staffresources to better meet the needs of Hispanic communities. Approximately $7,000 will be dedicated to voter outreach events in 2012,maintaining voter registration postcard distribution points throughout the county, and to set up ballot drop-off locations the weekendbefore the November Presidential Election. Sonoma County consistently has one of the highest percentages of voter participation instatewide elections. The Sonoma County Management Employees Voluntary Election Worker Program will continue into FY 12-13 tocontribute approximately 2,495 man hours to elections services, thereby reducing extra help costs to the general fund by $40,000.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget77Administrative Support & Fiscal Services

County of SonomaFY 2012-2013 Adopted Budget78Administrative Support & Fiscal Services

JUSTICE SERVICESGross Revenues/Appropriations Reimbursements Net CostCourt Support & Grand Jury 11,417,156 3,892,926 7,524,230Probation 57,373,614 26,385,003 30,988,611District Attorney 21,793,901 7,566,915 14,226,986Public Defender 9,467,280 135,873 9,331,407Sheriff 142,432,408 70,065,291 72,367,117Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget79Justice Services

County of SonomaFY 2012-2013 Adopted Budget80Justice Services

COURT SUPPORT AND GRAND JURYVeronica A. Ferguson, County AdministratorDEPARTMENTAL DESCRIPTIONThe Court Support Services budget provides for various court and criminaljustice related expenses and receipt of revenues which are not included inBudget at a Glance:Total Expenditures $11,417,156departmental budgets and for which the County is financially responsible. Total Revenues $3,892,926Court Support Budget (Court Support Operations, Alternate Public Total Net Cost $7,524,230Defense, Alternate Dispute Resolution)Total Staff 00.00Included in Court Support Operations is all revenues received by the Countyfor specific court fines and fees. The fines and fees partially offset the cost ofthe County’s Maintenance of Effort (MOE) payment to the state. In additionthe budget provides for the Court Facility Payment (CFP), and the cost ofjudicial benefits.% Funded by Local Discretionary Funds 65.5%The Alternate Public Defense budget accounts for all costs associated with indigent defense when the Public Defender is unable toprovide representation.The Alternate Dispute Resolution (ADR) Special Revenue Fund is a depository for filing fees. Under the Dispute Resolutions ProgramAct (1986), up to $8.00 can be added to the total fees for the filing of the first paper or petitions. These fees fully support ADR servicesprovided to the general public as an alternative to civil court proceedings.Grand JuryThe Grand Jury is composed of 19 individuals whose primary function is to examine all aspects of county and city government andspecial districts. The Grand Jury is impaneled by the Superior Court on a fiscal year basis, and submits an annual report of their findingsto the Presiding Judge of the Superior Court.The costs of the Grand Jury, as allowedFunding Sourcespursuant to the penal code, are charged to theCounty General Fund budget.Fines & Fees$2,900,932Charge for Services$7,478,668$985,462$52,094Misc Revenues/Use of Fund BalanceGeneral FundFunding Uses$183,562$71,152Grand Jury$2,602,084Court Support OperationsAlternate Public DefenderServices$8,560,358Alternate DisputeResolutionCounty of SonomaFY 2012-2013 Adopted Budget81Justice Services

COURT SUPPORT AND GRAND JURYVeronica A. Ferguson, County AdministratorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGrand Jury - General FundExpenditures 68,702 71,152 3.6Revenues & Reimbursements 0 0 0.0Net Cost 68,702 71,152 3.6Court Support Services - General FundExpenditures 11,326,778 11,162,442 (1.5)Revenues & Reimbursements 3,609,592 3,754,926 4.0Net Cost 7,717,186 7,407,516 (4.0)Alternative Dispute Resolution - Special Fund RevenueExpenditures 96,682 183,562 89.9Revenues & Reimbursements141,345 138,000 (2.4)Net Cost(44,663) 45,562 (202.0)Total Expenditures 11,492,162 11,417,156 (0.7)Total Revenues & Reimbursements3,750,937 3,892,926 3.8Total Net Cost7,741,225 7,524,230 (2.8)RECOMMENDED BUDGETThe recommended budget of $11,417,200 includes a total expenditure decrease of $164,000 from the adopted FY 11-12 budget. Thechange is the net result of a decrease in the alternate public defense contract of $300,000, and increases in attorney appointments of$45,000, and alternative dispute resolution program administration and contracts of $87,000. Total revenues increase by a net of$142,000, primarily reflecting increased receipt of court ordered fines and fee revenue.The annual Maintenance of Effort payment of $8,028,000 is the County’s share of financing trial court operation costs as a result of theLockyer-Isenberg Trial Court Funding Act of 1997 (AB 233). The County Facility Payment of $929,000 is the County’s share offinancing the court occupied facility costs. The County transferred responsibility for the court space to the state in December 2008.The contract cost of the alternate defense services of $300,000 was eliminated and funding transferred to the Public Defenders budget.This will provide support for one misdemeanor court that was vacated in FY11-12, due to Public Defender staffing reductions.The Alternate Dispute Resolution program is supported by filing fees and is not subject to General Fund budget targets. The programcost is increased by $87,000 to provide increased dispute resolution services supported by use of fund balance of approximately$46,000.This will leave an ending fund balance of approximately $153,000 on June 30, 2013.The budget does not provide funding for extra-ordinary cases, capital cases, or cases requiring a change of venue. Should cases of thisnature occur or if current cases become protracted, the department will request mid-year appropriations to fund any additionalexpenditure requirements.Core Services Maintained• The Grand Jury will continue to provide investigative services under the direction of the Presiding Judge as mandated by governmentcode. A published report on the findings of their investigations will be presented at the conclusion of their service.• Alternate indigent defense contract provides up to 3,500 cases where the Public Defender has identified a conflict of interest and isunable to provide legal defense.• The alternative dispute resolution program will be maintained and provide increased funding for ADR contracts as well asadministration of the program. Funding for this program is provided by filing fees and does not receive General Fund support.County of SonomaFY 2012-2013 Adopted Budget82Justice Services

COURT SUPPORT AND GRAND JURYVeronica A. Ferguson, County AdministratorStrategic Plan Focus• The Grand Jury ($71,152) meets the civic services and engagement strategic plan focus area by providing an opportunity for citizensof the community to examine processes and procedures of government and district agencies and report on findings promotingtransparency and accountability.DEPARTMENT HEAD CONCURRENCE OR COMMENTNot applicable.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget83Justice Services

County of SonomaFY 2012-2013 Adopted Budget84Justice Services

PROBATIONRobert M. Ochs, Chief Probation OfficerMISSION STATEMENTThe Sonoma County Probation Department is committed to providing thecriminal justice system with professional services. Staff is dedicated toprotecting our diverse community, serving the court, supporting crime victimsand their rights, and providing justice through accountability and rehabilitationof offenders.Budget at a Glance:Total Expenditures $55,548,728Total Revenues $25,085,617Total Net Cost $30,463,111DEPARTMENTAL DESCRIPTIONThe Probation Department is charged with the responsibility of communityprotection and offender rehabilitation. This is accomplished through mandated% Funded by Local Discretionary Funds 53.0%services to the court (specifically, investigative reports and recommendations), and departmental efforts to guide offenders grantedprobation through the use of specialized caseloads such as gang members, sex offenders and mentally ill offenders, intensivesupervision, and referral to appropriate therapeutic services.The Probation Department consists of two major divisions: Probation Services and Juvenile Institutions.Funding Sources$12,077,083$3,067,012Funding Uses$9,661,228$3,839,991$2,053,271$5,356,901$943,662$29,258,373$3,824,467$15,274,193$12,642,011$8,925,812$2,896,666$1,276,786Fines, Fees & InterestState FundingFederal FundingGeneral FundInternal ReimbursementsSupervised Adult Crews -Camp ProjectsAdministrationAdult InvestigationsAdult SupervisionJuvenile HallJuvenile Intake &InvestigationsSierra Youth Center &Probation CampJuvenile Supervision,Placement & ProgramsSupervised Adult Crews -Camp ProjectsTotal Staff 258.10Probation Services DivisionThe Probation Services Division includes:Administration, Adult and Juvenile ProbationServices, Jail Services, and Juvenile Grants.Under Adult Criminal Justice Realignment of2011, Adult Probation has added theresponsibility of supervising two new groupsof offenders, those released from prison ontoPost Release Community Supervision(Parole) and those who serve their timelocally instead of state prison and receive asplit sentence which allows the last portion tobe served in the community on MandatorySupervision.Juvenile Grants include the Juvenile JusticeCrime Prevention Act (JJCPA), whichsupports community-based programs thathave proved effective in reducing crime anddelinquency among at-risk youth and youngoffenders. Also included is the YouthfulOffender Block Grant, which assists withJuvenile Realignment.Institutions DivisionThe Institutions Division includes the threejuvenile detention/commitment facilities:Juvenile Hall, Sierra Youth Center (SYC),and Probation Camp. Additionally, theInstitution Division includes the SupervisedAdult Crew Program (SAC), a program thatallows offenders to participate in work crewsdoing landscaping, and/or maintenance andconstruction projects for government andnon-profit agencies. This permits offenders tolive at home and maintain employment while completing their court ordered obligation, or allows them to complete community servicewhile serving time in the North County Detention Center.County of SonomaFY 2012-2013 Adopted Budget85Justice Services

PROBATIONRobert M. Ochs, Chief Probation Officer• FY 11-12 ACCOMPLISHMENTS• Enhanced vocational and educational programs for youth,so that 81 youth (56 boys and 25 girls) participated inCamp and Sierra programs. Of these, 15 graduated fromthe Probation Camp and 7 completed Sierra YouthCenter; 9 girls and 17 boys gained reinstatement into highschool or were connected to another educational orvocational training program in the community; 7 girls and15 boys obtained their high school diploma or completedtheir GED; 5 girls received scholarships for furthereducation; 12 vocational training certificates wereawarded to girls in Sierra, while 42 vocational trainingcertificates were awarded to boys at Camp; 1 girl earned aCNA license and 18 boys obtained Fork Lift Operator’slicenses; 7 girls and 10 boys obtained employment in thecommunity upon program completion.• Played a central role as the County responded to thePublic Safety Realignment Act, including: led theCommunity Corrections Partnership (CCP) in developingthe local response; educated the CCP and other partnerson evidence-based practices; provided Realignmentpresentations for court, to assure appropriate sentencing;facilitated establishment of Day Reporting Center;arranged for housing for large number of newly arrivingoffenders; developed and presented cognitive behavioralprograms for new offenders; built a new intensivespecialized supervision unit and began supervisingrealigned population; developed and implemented dueprocess procedure for offenders subject to FlashIncarceration.• Continued enhancements in evidence based practices, anddeveloped Strategic Plan to help guide Department’sefforts over the next several years.• Created a Boys and Girls Club Program within theJuvenile Hall, funded through a Santa Rosa grant and aprivate benefactor. Juvenile Hall residents can spend fourhours per week in the Club in positive-social andevidence-based programming, designed to assistsuccessful and productive transition to the community.• In collaboration with the Human Services Department andSeneca Center, expanded the Wrap Around program,providing more youth the opportunity to remain with theirexisting families with intensive support services, ratherthan being sent to out of home placements.• Shortened average length of stay in out-of-homeplacements and improved family connections andreunification efforts through use of Skype.FY 12-13 OBJECTIVES• Fully implement public safety realignment, including:supervision of new offenders, with appropriate mitigationof risk; assist court in appropriate sentencing of newoffenders; work with Sheriff and other partners onenhancement of detention alternatives; determinefeasibility of pre-trial program; with CCP partners,evaluate Interim Realignment Plan, and develop year twoand ongoing plans.• Continue Department’s migration toward evidence basedpractices through improved assessment, case planning, anddelivery of research-based interventions and sanctions.• Collaborate with Court to modify court reports in responseto staffing reductions, and to modify sentences for low riskoffenders as incentive for positive probation performance.• Expand use of alternative, non-custodial sanctions andprogramming, including use of electronic monitoring,cognitive skills training, and work crews, for offenders intechnical violation of their probation conditions.• Enhance collection of restitution through improvedcollaboration with the District Attorney’s Office, front-endevaluation of offender’s ability to pay, and establishmentand tracking of payment plans.• Implement and develop program with enhanced caseplanningand transitional services for residents “servingtime”in the Juvenile Hall.• Expand and take full advantage of Sonoma County WrapAround program, as alternative to out of home placement.• Enhance Evening Reporting Center to provide genderresponsive programming for girls, including array ofservices previously provided at Sierra Youth Center.• Increase delivery of direct programming services to youthby probation officers, through expanded menu ofprobation intervention and facilitated group programming.• Enhance and lengthen Camp aftercare program, asappropriate level of support and accountability at thistransition phase is critical for long-term success.• Collaborate between Juvenile Hall, Juvenile Probation,and community stakeholders to ensure success of TargetedRe-Entry aspect of the Juvenile Hall’s Boys and GirlsProgram.County of SonomaFY 2012-2013 Adopted Budget86Justice Services

PROBATIONRobert M. Ochs, Chief Probation OfficerFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeProbation ServicesExpenditures 18,310,423 22,388,822Revenues & Reimbursements 4,398,410 8,561,607 94.7Net Cost 13,912,013 13,827,215 (0.6)Institutions - General FundExpenditures 24,238,077 23,265,326 (4.0)Revenues & Reimbursements 9,213,209 7,834,168 (15.0)Net Cost 15,024,868 15,431,1582.7SubTotal - General FundExpenditures 42,548,500 45,654,148 7.3Revenues & Reimbursements 13,611,619 16,395,775 20.5Net Cost 28,936,881 29,258,373 1.1Probation Services - Special Revenue FundExpenditures 2,331,339 9,891,726Revenues & Reimbursements 2,331,339 8,687,275 272.6Net Cost 0 1,204,451 100.0Probation Institution - Special Revenue FundExpenditures 1,518,027 2,854 (99.8)Revenues & Reimbursements 916,069 2,567 (99.7)Net Cost 601,958 287 (100.0)Total Expenditures 46,397,866 55,548,728 19.7Total Revenues & Reimbursements 16,859,027 25,085,617 48.8Total Net Cost 29,538,839 30,463,111 3.1112222.3324.31 The increase for FY 12-13 represents realignment expenditure and reimbursement of $3 million.2 The increase in expenditures/revenues for FY 12-13 represents realignment pass through of $7.7 million.STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangeProbation Division 130.1 141.6 135.1 (6.50) (4.6)Institutions Division 134.5 134.5 123.0 (11.50) (8.6)264.6 276.1 258.1 (18.00) (6.5)County of SonomaFY 2012-2013 Adopted Budget87Justice Services

PROBATIONRobert M. Ochs, Chief Probation OfficerWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedProbation ServicesInvestigations 6,401 5,501 5,477Supervision 6,738 5,894 5,143PRCS & Mandatory Supervision 0 262 508InstitutionsJuvenile HallAverage Daily Population 90 84 90Average Length of Stay 24 22 23Probation CampAverage Daily Population 16 18 19Average Length of Stay 164 177 175Supervised Adult CrewsAverage Daily Population 11,583 11,461 10,650Jail Days Saved 7,971 7,656 6,800RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $55.5 million, a $9.2 million increase from FY 11-12. The increase isprimarily due to expenditures related to Adult Realignment ($3.3 million) and the accounting requirements of AB109 and AB118 ($7.7million), increased costs associated with the Supervised Adult Crews ($200,000), and increased cost of dispatch services ($192,000).The increase is offset by a reduction in funding to support the Sierra Youth Center program ($1.4 million) and other program andposition reductions described in the services eliminated or reduced section ($700,000).Total revenues and reimbursements increase by $8.2 million. The increase is the net result of increases in realignment funding andrealignment pass-through funding as identified above and a decrease in Federal Title IVe claims reimbursement ($1.1 million). CountyGeneral Fund support is increased by $321,000 to provide funding for one quarter year of operations for the Sierra Youth Center. Basedon the direction from the Board Ad Hoc Committee, the Department will be preparing for a transition to another service delivery modelduring this period.The beginning FY 12-13 fund balance in the Adult Probation Grants (SB 678 -Community Corrections Program Incentive Fund) SpecialRevenue Fund (SRF) is $360,000 and the Juvenile Probation Grants SRF including Juvenile Justice Crime Prevention Act, YouthfulOffender Block Grant, have a combined beginning fund balance of $1.9 million. The accumulation of these funds is primarily due torevenues exceeding expenditures over the last two years. Because these grants have restricted uses, Probation will draw down the fundbalances over the next two fiscal years. The combined ending fund balance is estimated at $1.1 million for FY 12-13. The use of fundbalance will provide funding for 2.0 Adult Probation Officers for supervision of offenders and 3.75 Juvenile Probation Officers, forjuvenile supervision and an assortment of Juvenile programming in FY 12-13.Core Services MaintainedProbation Department core services include: supervision of adult and youthful offenders; preparation of disposition and pre-sentencereports for the Superior Court; juvenile intake; and detention operations. Within these service areas, there are specific requirementsdictated by State regulations and/or the Superior Court.• Supervision of juvenile and adult offenders will continue, and will be maintained at an appropriate level.• In the Adult Division, supervision officers will monitor approximately 3,100 felony probationers and 160 offenders realigned fromstate supervision, as well as misdemeanants who have committed violent or sexual offenses. Utilization of risk assessment toolsallows the department to allocate resources based on the level of risk to reoffend. Specialty caseloads, such as domestic violence,mental health, gang, and sex offenders, allow for staff expertise in community resources, treatment approaches, and monitoringtechniques that enhance public safety.• Juvenile Division Probation Officers will supervise approximately 820 youth annually, monitoring compliance of court conditions,and delivering individualized case-management services that address key risk factors, thereby lowering chances of recidivism.County of SonomaFY 2012-2013 Adopted Budget88Justice Services

PROBATIONRobert M. Ochs, Chief Probation Officer• Pre-sentence investigations services will continue for 5 felony judges. In addition, Probation Officers will continue to support thecollaborative Early Case Resolution Court, providing bail and case information, and custody calculations. The Department’s juvenileintake unit will continue to process detention hearing documents, and conduct disposition investigations for the court.• The Community Detention program, a detention alternative using electronic monitoring, will also continue.• The Supervised Adult Crews (SAC) program will continue to provide a detention alternative. Probation peace officer staff superviseswork crews of adult offenders who have been sentenced by the Court to “serve time”. The program will continue for FY 12-13utilizing revenues generated from work performed by offenders, and $200,000 reinstated from General Fund support.• Probation Camp will be maintained for high-risk male youth to provide treatment, rehabilitation, and vocational training.• The Juvenile Hall will continue to detain minors for temporary stays. All operations including staffing levels and training,programming and case plans for youth, housing standards, and medical services are mandated by Corrections Standards Authority. InFY 12-13, the Department will continue to run a safe and secure facility incorporating high standards of care, and evidence basedprogramming.Services Eliminated or ReducedIn order to meet budget target the following expenditure reductions are recommended:o In the Adult Investigations program, one Probation Officer III is eliminated. The position provides presentence reports to theSuperior Court on felony and serious misdemeanor cases. The loss of this position will require the Department to work with theCourt to waive and/or provide shortened versions of certain reports.o In the Juvenile Supervision program one Probation Officer II is eliminated. The position is responsible for processing youthreferred through citation or arrest, supervises minors under the jurisdiction of the Court, and writing dispositional reports.Reduction of this position will result in elimination of service coverage or require use of extra-help or over-time when officersare unavailable and services are required.o The Supervised Own Recognizance (SOR) program is eliminated along with 2.0 Deputy Probation Officer positions and 1.0Senior Legal Processor. The loss of this program may result in an increase in the jail population.o In Institutions, the reduction of 1.0 Juvenile Correction Counselor II security position in the Juvenile Hall will be managed byreducing the amount of time juveniles can spend for outside recreation, occasional unescorted movements of juveniles withinthe facility, and other adjustments that may be required in staff assignments.o The reduction of 1.0 Juvenile Correction Counselor III position in Probation Camp will be managed by providing counselingservices through County Mental Health.o The Sierra Youth Center, a gender responsive commitment program for girls is funded through September 2012. Positionsincluding 1.0 Division Director, and 8 Juvenile Correctional Counselors are eliminated effective October 1, 2012. The programwas funded with one time revenue resources in FY 11-12 pending further study of funding alternatives. The population hasdropped below 7 girls prompting an additional evaluation of the cost and benefit of the existing program. An ad hoc committeeof the Board of Supervisors is reviewing the cost of the program and other options for providing the same gender responsiveservices in a more cost effective way. At the time of this writing, the options have not been fully vetted. The transition toanother service model may require additional funding depending on the model and when it becomes operational.Strategic Plan FocusProbation Department core services align with several focus areas of the County’s Strategic Plan.• Safe, Healthy and Caring Communities: As a public safety agency, Probation’s primary goal is to help insure a safe community.Every Department program begins with this goal – e.g., minors are detained in the Juvenile Hall to prevent them from hurtingthemselves or others; and Probation Officers supervise offenders in the community to monitor their behavior, and provide programs todecrease the chance of future crimes.• Investment in the Future: In addition, Probation increasingly provides evidence based practice – those shown by research to yield thegreatest recidivism reduction. These practices are anticipated to lead to more probationers returning to the community as contributingmembers, which is an investment in their future, and the future of this community, and provides enormous economic benefits.• Invest in the Future: Public Safety Realignment, AB 109 from 2011, ($3.3 million) provides an opportunity to enhance services foradult offenders. The concept of Realignment is consistent with the County’s Strategic Plan, and the Sonoma County Criminal JusticeMaster Plan. If adequately financed and properly implemented, this initiative could lead to reduced recidivism for adult offenders, anddecreased costs for all criminal justice agencies as well as other County departments that provide support services.County of SonomaFY 2012-2013 Adopted Budget89Justice Services

DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.PROBATIONRobert M. Ochs, Chief Probation OfficerBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesRestore 2.0 FTE Probation Officer III and 1.0 FTE Senior LegalProcessor effective 7/1/12 funded by AB109 Realignment to providePre-Trial Program services and 1.0 FTE Department Analyst to assistwith implementation of realignment programming and ongoingCommunity Corrections Partnership support, ($604,580).(General Fund)The Realignment Special Revenue Fund is required per the State toreceive all realignment funds and handle reimbursement to general fundprogramming. (Special Fund)Funding and 1.0 FTE Probation Officer III and other programming andone-time costs needed to implement a residential placement program asan alternative to the Sierra Youth Center ($525,500) and add fundingfor the Justice A Grant funding ($45,226). (BOS approved 6/12/12)(General Fund)GrossExpendituresRevenue andReimbursementsNet Cost604,580 604,580 0604,580 604,580 0615,726 90,226 525,500County of SonomaFY 2012-2013 Adopted Budget90Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyMISSION STATEMENTThe Sonoma County District Attorney’s Office is dedicated to providing themembers of our community with a safe place to live by holding the guiltyaccountable, protecting the innocent, and preserving the dignity of victims andtheir families. We shall seek truth and justice in a professional manner, whilemaintaining the highest ethical standards.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $21,237,680Total Revenues $7,256,918Total Net Cost $13,980,762Total Staff 108.75% Funded by Local Discretionary Funds 64.3%The District Attorney’s Office conducts all prosecutions for public offenses inSonoma County, and institutes proceedings for the arrest of persons charged with public offenses. This includes felony and misdemeanorprosecutions involving daily court calendar proceedings, felony preliminary hearings, court trials, jury trials, sentencing hearings,violation of probation hearings, appellate hearings, charging of juvenile petitions, and presentation of evidence in delinquency hearingsin Juvenile Court. The District Attorney also prosecutes county ordinance violations, handles weapon forfeiture cases, files petitions tohospitalize developmentally disabled persons if they are a danger to themselves or others, investigates public (open) meetings violationallegations, and implements the California Witness Relocation and Assistance Program in Sonoma County. The District Attorney’sOffice has the following specialized teams: Domestic Violence/Sexual Assault Unit (handling child abuse, sexual assault, domesticviolence, statutory rape, and childabduction), Elder Protection Unit, Gangs andFunding SourcesFines/Fees/InterestHate Crime Unit, Writs and Appeals Unit,$1,242,859Narcotics Unit, Auto Theft Prosecution Unit,$221,655$1,024,400Environmental Consumer Law and FraudGeneral FundUnit (handling criminal and civil$3,494,693investigations and prosecutions related toGrants/Miscellaneousenvironmental and consumer law violationsas well as major fraud, real estate fraud,Prop 172insurance fraud, welfare fraud, workers’$1,590,899compensation fraud, and identity theft).State ReimbursementPartnershipsFunding Uses$5,120,234$7,022,331$13,663,174$2,503,415$390,129$618,477$1,170,388$1,681,800$2,730,906Transfers/Use of SpecialRevenue FundsAdministrationWrit and AppealsFamily Justice CenterEnvironmental/ConsumerFraud UnitJuvenile Division/Gang UnitEarly Case Resolution CourtFelony/MisdemeanorTrial TeamElder/Domesticated ViolenceProtectionThe District Attorney has partnered withfederal and local law enforcement agenciesin an effort to combat criminal street gangs,with a District Attorney Investigatorassigned to the North Bay Regional GangTask Force (Safe Streets). A DistrictAttorney Investigator is also assigned to theHigh Tech Task Force (HTTF), one ofseveral such task forces in and funded by thestate. Headquartered in Napa, the task forceconducts computer forensic investigationsand combats identity fraud, piracy, fraud viacomputers, and child pornography.Crime PreventionCrime prevention efforts includeparticipating in the following collaborativeefforts: Gun Information for Teens (GIFT)program, Truancy Program, Child DeathReview Team, Family Violence PreventionCouncil, Domestic Violence Death ReviewTeam, Human Trafficking, Santa RosaMayor’s Gang Task Force, and the GangResistance Education and Training Program.County of SonomaFY 2012-2013 Adopted Budget91Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyVictims ServicesThe Victims Services Division provides information and services to victims and witnesses of crimes, including court escort and support;orientation to the criminal justice system; explanations regarding victims’ rights as outlined under Marsy’s Law; assistance with victimcompensation and filing restitution claims; referrals to public or private social service and resource agencies; and information on thestatus and disposition of cases. Program staff partner with prosecutors, law enforcement, and community partners as appropriate onbehalf of victims to ensure they are fully served.The District Attorney is the lead fiscal and administrative agency for the multi-agency collaborative Family Justice Center SonomaCounty (FJCSC), which held its grand opening in October 2011. The FJCSC combines law enforcement, prosecution, and communitybasedorganizations to provide a coordinated, multi-disciplinary single point of access for family violence services (including intimatepartner violence, sexual assault, and elder abuse). FJCSC goals include increasing victim safety and family violence reporting;increasing successful prosecutions and offender accountability; reducing recidivism; and increasing efficiencies within and amongfamily violence services.Special FundsThere are several special revenue funds managed by the District Attorney. These include the Consumer Protection Fund, containingcourt ordered penalties, which are used to help fund enforcement of consumer protection laws; the Sonoma County Auto TheftTaskforce (SONCATT) Fund made up of a portion of vehicle registration fees, which are utilized for programs that enhance the capacityof local police and prosecutors to deter, investigate and prosecute vehicle theft crimes; and the District Attorney Family Justice CenterFund, established for the management of the financial operations of the Family Justice Center, and funded by various grants, donations,and fees.County of SonomaFY 2012-2013 Adopted Budget92Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyFY 11-12 ACCOMPLISHMENTS• The Family Justice Center Sonoma County (FJCSC), amulti-agency collaborative providing comprehensivefamily violence services opened its doors and servedvictims and their children. Private and grant fundraisingis providing funds required to operate the center.• The department is finalizing the establishment of a 501c3non-profit foundation. This fundraising arm expects finalapproval of its tax exempt status in the coming months.Several community leaders have been appointed to thefoundation’s Board of Directors.• The District Attorney instituted a new Victims’ RightsPolicy, ensuring Marsy’s Law is upheld and victims aretreated with compassion and respect. The VictimsServices Division relocated to the main office and theFJCSC from an offsite location, improving services forvictims.• The Elder Protection Unit successfully worked togetherto prosecute cases of elder physical and financial abuse.Prison terms were obtained in cases involving elderfamily members who were physically assaulted ordefrauded by their loved ones.• Environmental and Consumer prosecutors successfullyworked with local, regional, and state partners to bringcivil and criminal enforcement actions. Settlementsranged from tens of thousands to $1.5 million dollars forconsumer and environmental violations, and includedcivil penalties, restitution, clean-up measures, probation,and even jail terms.• Twenty-three new embezzlement cases have been filed inthe first half of the fiscal year. Ten embezzlement caseswere successfully prosecuted by our major fraud unit,including a case involving an employee who embezzledfrom Kid Street Learning Center Charter School.• The District Attorney brought the Gang ResistanceEducation and Training (GREAT) program to severallocal schools, including Kid Street Learning CenterCharter School. The curriculum works to reduce ganginvolvement and delinquency by teaching positiveconsequences of pro-social choices and negativeconsequences of gang involvement.• The District Attorneys Writs and Appeals Unitsuccessfully opposed eight writs of habeas corpus,preventing the release or retrial of cases involving childsexual assault molesters and a violent prison gangmember, defended dozens of misdemeanor appeals, andprepared hundreds of motions or oppositions in criminalcases.FY 12-13 OBJECTIVES• AB 109/117 (Public Safety Realignment) was enacted inFY 11-12. The District Attorney continues to serve onthe Executive Committee of the Community CorrectionsPartnership (CCP). At the time of this writing thepartnership is engaging in short-term and long-rangeplanning and will provide recommendations to the Boardof Supervisors on programs, management, and treatmentof inmates realigned to counties going forward.• The department will continue to emphasize aggressiveprosecution of gang crimes, sexual assaults, domesticviolence, and serious and violent felonies.• The Elder Protection Unit will investigate and prosecutethose who prey on elders, handling cases of sexual andphysical abuse, the infliction of mental abuse, andneglect, as well as all financial crimes, including fraud,identity theft, and forgery.• The District Attorney completed business requirementsfor a case management system, and is working with theCounty Administrator’s Office and Information SystemsDepartment to develop a system approach and efficientprocess that will include other criminal justicedepartment’s case management system requirements andseek cost proposals based on the needs assessment.• The District Attorney will continue to focus oninvestigating and prosecuting environmental violations,and violations of California's unfair competition and falseadvertising laws, in order to preserve the quality of lifefor the community, and maintain a level playing field forbusinesses. Illegal disposal and handling of hazardouswaste, water and air pollution, destruction of naturalresources, false advertising, adulterated or misbrandedproducts, and public nuisance abatements are examplesof these prosecutions.• The District Attorney will work to identify new fundingsources, such as grants and fee opportunities to helpoffset the loss of state grants.• As lead administrative and fiscal agent of the FamilyJustice Center Sonoma County, the District Attorney willexpand collaboration with criminal justice andcommunity partners to serve victims of family violence,elder abuse, and child abuse.• The department will continue to work with justicepartners on proven intervention and prevention programs,such as the Mayor’s Gang Task Force, the GangResistance, Education and Training Program, and GunInformation for Teens.County of SonomaFY 2012-2013 Adopted Budget93Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeDistrict Attorney - General FundExpenditures 19,454,189 19,432,874 (0.1)Revenues & Reimbursements5,791,015 5,769,700 (0.4)Net Cost13,663,174 13,663,174 0.0Family Justice Center - Special FundExpenditures 600,603 618,477 3.0Revenues & Reimbursements 479,311 620,842 29.5Net Cost 121,292 (2,365) (101.9)Consumer Protection - Special FundExpenditures 512,466 511,412 (0.2)Revenues & Reimbursements255,000 253,500 (0.6)Net Cost257,466 257,912 0.2Other- Special FundsExpenditures 665,642 674,917 1.4Revenues & Reimbursements 610,878 612,876 0.3Net Cost 54,764 62,041 13.3Total Expenditures 21,232,900 21,237,680 0.0Total Revenues & Reimbursements 7,136,204 7,256,918 1.7Total Net Cost 14,096,696 13,980,762 (0.8)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 111.75 111.75 108.75 (3.00) (2.7)County of SonomaFY 2012-2013 Adopted Budget94Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload IndicatorsActual Estimated RecommendedAdult Criminal ActivityCases Referred/Reviewed 23,207 21,538 22,373Felony Complaints Filed 2,196 2,066 2,131Misdemeanor Complaints Filed 14,452 12,126 13,289Supoenas Issued 10,780 9,214 9,990Personal Serve 416 402 410Trials Held 150 120 135Calendared Appearances 139,428 124,854 132,141Juvenile ActivityPolice Reports Reviewed 2,098 1,776 1,900Charges - Violent Crimes 307 302 310Petitions Filed 1,675 1,422 1,549Court Hearings 18,504 18,234 18,500Victim ServicesNumber of Victims 2,806 3,200 3,100Number of Claims Submitted* 831 1,449 1,500Total Amount of Claims $621,857 $1,084,000 $1,100,000Total Amount of Restitution Ordered $6,289,315 $4,637,143 $5,000,000* Sonoma County began processing claims for Solano County in 2011.RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $21.2 million, an increase of $5,000 over FY 11-12. General Fundexpenditures for salary and benefits increased 5% or about $930,000. The increased cost coupled with a small net reduction in revenuessupporting General Fund, made it necessary for the Department to eliminate three positions in order to meet general fund net cost target.Specific positions and related impacts are described in the Services Eliminated or Reduced Section.Overall, revenues increased $121,000, the net result of increases in Proposition 172 Public Safety revenues ($231,000), reimbursements($47,000) and grant revenues supporting the Family Justice Center. Increases are partially offset by reductions in state grant revenues($238,000), and equipment replacement funds ($57,000).The full impact of realignment is yet to be realized by the Department. The current impacts of realignment include: training staff on thelegislative impacts and sweeping changes to the sentencing laws; implementing changes to criminal pleadings and dispositions; handlingof Post Release Community Supervision revocation hearings; and beginning July 1, 2013, the handling of parole revocation hearings.Core Services Maintained• The District Attorney will focus on the core services of the office prosecuting criminal offenses, and acting as the voice of victims.• Participation will continue in Early Case Resolution (ECR) Court, where felony cases resolve earlier and resulting in the same justicesooner.• The District Attorney will continue to emphasize aggressive prosecution of gang crimes, sexual assault, and child abuse cases, whilealso prioritizing domestic violence cases. The Domestic Violence/Sexual Assault (DVSA) and Gang units will continue toaggressively prosecute our most serious crimes. These vertically staffed units receive highly specified training.• Environmental violations and violations of California's unfair competition and false advertising laws will continue to be vigorouslyprosecuted.• The Elder Protection Unit will continue to focus on keeping the growing senior community protected from financial crimes andphysical elder abuse and neglect.• All misdemeanor and felony trial courtrooms will continue to be staffed.County of SonomaFY 2012-2013 Adopted Budget95Justice Services

DISTRICT ATTORNEYJill R. Ravitch, District AttorneyServices Eliminated or ReducedIn order to meet the General Fund net cost target, three positions are eliminated. The impacts to the District Attorney budget areprimarily focused in two areas: prosecution and investigations.ooThe number of prosecutions conducted in the ECR Court may be reduced due to the elimination of one (1) Deputy DistrictAttorney. The reduction of one attorney within this unit may create delays and undermine the success of ECR Court. Prefilinginvestigation and timely charging will be prioritized. The remaining two attorneys representing the District Attorneyin this specialty court will have less time to review the cases and make appropriate offers. If cases are significantly delayed,there may be an increase in the pre-trial population in the jail.The elimination of two (2) Investigators assigned to the Safe Streets Task Force and the High Tech Task Force will resultin a reduced ability to successfully prosecute certain cases. The loss of valuable intelligence information gained about thestructure of organized crime through the Safe Streets Task Force will impact the successful prosecution of complex gangcases. Withdrawing participation in the High Tech Task Force will reduce resources and resulting investigations related toregional identity theft cases. Local agencies will bear more responsibility to conduct complicated multi-jurisdictionalinvestigations into sophisticated criminal elements.The department is working with the County Administrator to identify available resources to fund these positions for restoration prior tothe adoption of the budget.Strategic Plan FocusThe District Attorney’s prosecution and advocacy efforts on behalf of crime victims promote a “Safe, Healthy and Caring Community.”A safe community, and one where the public perceives that it is safe, is the foundation to a healthy and thriving community. Holdingoffenders accountable and upholding victims’ rights are critical to a “Safe, Healthy and Caring Community.”Focused prosecutions in environmental, fraud, and consumer crimes ($1.7 million) assist in meeting the County’s strategic goal of“Economic and Environmental Stewardship” of the community. The District Attorney supports the goal of “Investment in the Future”by holding offenders accountable to break the cycle of violence and through various outreach programs, such as those hosted by theElder Protection Unit and the Gang Resistance and Education and Training program and by offering offenders with a minimal criminalhistory the opportunity to participate in one of our diversion programs, which reduces significantly the rate of recidivism.The Family Justice Center Sonoma County provides comprehensive services for family violence victims, and meets several of theCounty’s strategic plan goals ($618,000) including Safe Healthy and Caring Community and Investment in the Future.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesRestore 1.0 FTE Deputy District Attorney, and 2.0 FTE DAInvestigator to recognize grant funding that would otherwise not beavailable and utilize realignment funding and other availableappropriations in the non departmental budget.GrossExpendituresRevenue andReimbursementsNet Cost556,221 309,997 246,224Budget Hearing ActionsDirected Staff to report to Board regarding Family Justice Centerfunding for Executive Director. Add information on Forfeiture Fundsavailability.County of SonomaFY 2012-2013 Adopted Budget96Justice Services

PUBLIC DEFENDERKathleen Pozzi, Interim Public DefenderMISSION STATEMENTThe mission of the Sonoma County Public Defender’s office is to protect thelife, liberty, property, and constitutional rights of each of our clients as weserve the interests of society to ensure a fair, efficient, and unbiased system ofjustice.Budget at a Glance:Total Expenditures $9,467,280Total Revenues $135,873Total Net Cost $9,331,407DEPARTMENTAL DESCRIPTIONTotal Staff 49.00The Public Defender provides legal representation to indigent defendants andjuveniles in all court proceedings where no conflict or caseload impairment% Funded by Local Discretionary Funds 98.5%exists. The office functions in collaboration with other participants in thecriminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights of accused persons. ThePublic Defender also represents persons who are not charged with a crime, alleged to be mentally ill, developmentally disabled or inneed of conservatorship, and cannot afford an attorney.Funding Sources$135,873General Fund ContributionCharges for Services/Other$9,331,407Funding Uses$2,393,725Adult RepresentationJuvenile Representation$1,174,083$5,899,472Administration/Support Staff CostCounty of SonomaFY 2012-2013 Adopted Budget97Justice Services

PUBLIC DEFENDERKathleen Pozzi, Interim Public DefenderFY 11-12 ACCOMPLISHMENTS• As a member of the Sonoma County CommunityCorrections Partnership Executive Committee and theCommunity Corrections Partnership and its subcommittees,supported initial implementation of PublicSafety Realignment (AB 109).• Participated in the seventh anniversary of Starting Point,the County’s in-custody drug and alcohol treatmentprogram, which the Department helped launch.• Continued support for collaborative treatment courts;Drug Court, Mental Health Court, and DUI Treatment andCompliance Courts.• Continued support for the Early Case Resolution Court,which helps in the early adjudication of felony cases,thereby helping to control jail population.FY 12-13 OBJECTIVES• Facilitate a smooth transition to a new Public Defenderand participate in and provide support for the PublicDefender’s Management and Benchmark Studyauthorized by the Board of Supervisors and managed bythe County Administrator’s Office.• As part of the Community Corrections PartnershipExecutive Committee and Community CorrectionsPartnership, continue to participate in the process ofcriminal justice realignment.• Look for ways to participate in and identify potential costsavings as part of a Sonoma County electronic documentsmanagement system.• Work with the County Administrator, District Attorneyand Information Systems Department to assess thefeasibility of and steps required to purchase andimplement a Public Defender Case Management System.FINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangePublic DefenderTotal Expenditures 9,147,658 9,467,280 3.5Total Revenues & Reimbursements116,251 135,873 16.9Total Net Cost9,031,407 9,331,407 3.3STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 47.00 47.00 49.00 2.00 4.3County of SonomaFY 2012-2013 Adopted Budget98Justice Services

PUBLIC DEFENDERKathleen Pozzi, Interim Public DefenderWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13***Workload Indicators Actual Estimated RecommendedFelonyNew Cases 1,671 1,554 1,554Court Appearances 27,359 24,870 24,870Jury Trials 33 22 22Court Trials 8 10 10Preliminary Hearings 573 530 530Death Penalty 0 0 0MisdemeanorsNew Cases 10,162 8,026 * 8,026 *Court Appearances 53,809 47,062 47,062Jury Trials 29 24 24Court Trials 12 2 2DUI Court 3,129 2,518 2,518Collabortive CourtDrug, Mental Health & DVCourt Appearances 10,921 8,496 * 8,496 *JuvenileNew Cases/Reopended 2,329 1,852 1,852Court Appearances 9,669 9,916 9,916Contested Hearings 15 6 6Civil**New Cases 169 122 122Re-Opened 676 754 754Court Appearances 1,378 1,328 1,328*Represents a reduction of 1 Misdemeanor Court in October 2011.**Civil cases include Conservatorships, Contempt, Probate, Developmentally Disabled.***Estimated caseload for FY 12-13 assumes no change in cases handled by the Office.RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $9.5 million, a $300,000 increase from FY 11-12. The change is the net resultof minor reductions in the cost of computer replacement and an increase in salary and benefit costs. Total revenues increase by $20,000,reflecting an increase in mandate reimbursement and decrease in computer replacement revenue.Two attorney positions are added in the FY 12-13 budget to provide representation in the misdemeanor court which was vacated inFY11-12 by the Public Defender. In FY 11-12 the County covered the courtroom using contract attorneys. Funds have been transferredfrom the Court Support budget unit at no additional net cost.Core Services Maintained• The Constitution of the United States provides that no person shall face the loss of liberty without the presence of counsel. TheCounty is responsible for providing legal representation to indigent criminal defendants and others who face the loss of liberty. ThePublic Defender will continue to maintain the highest level of defense services.• Services will be maintained in the Early Case Resolution (ECR) Court, as well as Drug Court, DUI Court, and Domestic ViolenceCourt, since these courts help to reduce County jail population, and are consistent with efforts by the County to reduce recidivism.• The Sonoma County Public Defender’s Office is fully participating in the unprecedented changes to the criminal justice system,brought about by Criminal Justice Realignment (AB 109). Realignment has resulted in increased contact by clients sentenced tocounty jail, rather than prison, and persons who are on Post Release Community Supervision, rather than on parole.County of SonomaFY 2012-2013 Adopted Budget99Justice Services

PUBLIC DEFENDERKathleen Pozzi, Interim Public DefenderServices Eliminated or Reduced• The Public Defender’s Office may be unable to provide representation in one felony trial department in FY 12-13. The Officeprovides each felony trial department with two attorneys and has indicated that one additional attorney would be needed to cover allfour trial departments. At the time of this writing a management review of the Public Defender’s office is being finalized. The resultsof the review will provide recommendations for departmental or system efficiencies that may allow the department to cover caseloadand courtroom requirements with existing staffing, therefore no additional staffing is recommended at this time.Strategic Plan Focus• Continuation of support for the Early Case Resolution program and full participation in the juvenile courts is consistent with theCounty Strategic Plan Focus area safe, healthy and caring communities by providing upstream services to youth who benefit from aquick and just juvenile court process and by directing limited resources toward the most serious and complex cases.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget100Justice Services

SHERIFFSteve Freitas, Sheriff-CoronerMISSION STATEMENTIn partnership with our communities, we commit to provide professional,firm, fair, and compassionate law enforcement and detention services, withintegrity and respect.Budget at a Glance:Total Expenditures $141,775,766Total Revenues $69,508,649DEPARTMENTAL DESCRIPTIONThe Sheriff, under state law, is responsible for the delivery of lawenforcement and related emergency services to the unincorporated areas ofthe County of Sonoma. In addition, the Town of Windsor and the City ofSonoma contract with the Sheriff’s Office for law enforcement services.Law EnforcementTotal Net Cost $72,267,117Total Staff 610.5% Funded by Local Discretionary Funds 49.1%Law Enforcement Division services include Patrol, Investigations, Marine, Helicopter, Search and Rescue. Support services consist ofDispatch, Central Information Bureau, Civil Bureau, and Administration. Countywide services consist of the execution of judgments,enforcement of certain court orders, provision of a central repository of all criminal warrants issued by the courts, and the performanceof investigations through the Coroner’s Bureau to determine cause of death. Other special services include those performed by theHazardous Materials Team, Special Weapons and Tactical (SWAT) Team, Hostage Negotiations Team (HNT), Bomb Squad, CanineUnit, and Crime Analysis and PreventionFunding Sources$11,146,821$2,674,671$9,800,971$31,425,239Funding Uses$8,037,705$6,482,109$11,863,813$4,574,954$6,396,150 $9,919,732$3,946,367$8,529,243$9,919,732$70,412,182$52,615,176$35,806,667General FundState Proposition 172 RevenuesState, Federal & LocalRevenuesContract City Police RevenueCharges for ServicesOther Special Fund RevenuesRealignments - CourtSecurity/AB109/OtherJail OperationsPatrol Operations/InvestigationsCoroner, Helicopter & MarineLaw Enforcement SupportServicesAdministrationContract City Police ServicesCourt Security & TransportationMisc. Special Fund ExpensesRealignment - CourtSecurity/AB109/OtherUnit. The Law Enforcement Division alsoprovides prisoner transportation functionsand provides court security services to theSonoma County Superior Court in, andaround, Sonoma County courtrooms.DetentionThe Detention Division is responsible for theoperation of two adult detention facilitiesdesigned for the incarceration of criminaloffenders and persons charged with criminaloffenses. The Sheriff’s Office maximumsecurity Main Adult Detention Facility(MADF) has a capacity of 913 beds andserves as the intake location where allarrestees are brought for booking andprocessing. The facility houses both pre-trialand sentenced men and women, most ofwhich are medium to high risk offenders,plus any inmates requiring special medicaland/or mental health services. Specificprograms operated at the MADF includealcohol and drug treatment services (StartingPoint Program for women), cognitivetherapy for the mentally ill offenders(PATHS), and GED classes.The North County Detention Facility(NCDF) has a capacity of 561 inmate bedsand houses both pre-trial and sentencedmales, most of which are low to medium riskoffenders.County of SonomaFY 2012-2013 Adopted Budget101Justice Services

Special Detention ProgrammingSHERIFFSteve Freitas, Sheriff-CoronerSpecific programs operated at NCDF include alcohol and drug treatment services (Starting Point Program for men), agriculturalindustries program, GED classes, and parenting programs. A sentenced inmate may be incarcerated for several years under CaliforniaAssembly Bill 109, better known as Realignment, but the average sentence is under two years. While incarcerated, the county mustprovide all the basic living needs of an inmate, including food, clothing, and medical and mental health care. Inmates are also providedwith a variety of other services, as mandated by state regulations, including library services and educational programs. The DetentionDivision also provides alternatives to jail through a variety of programs, including home electronic monitoring and Sheriff's Parole.County of SonomaFY 2012-2013 Adopted Budget102Justice Services

SHERIFFSteve Freitas, Sheriff-CoronerFY 11-12 ACCOMPLISHMENTS• Provided an effective transition of the County's radio andtelecommunications division, which serves Countyagencies as well as other public and private interests, fromthe Information Systems Department to the Sheriff'sOffice.• In working with the Remote Access Network (RAN)Board, replaced the booking photo system with a newsystem that links images to fingerprints, allowing forbetter and faster identification in the jails, in the field andat other police agencies.• Implemented two new community-based crimeprevention programs (Crime Free Business Program andCrime Free Multi-Housing Program) and reinstated theRural Crime Task Force. Additionally, the crimeprevention web-page was redesigned, as well as severalEnglish and Spanish informational brochures.• The Sheriff’s Office Marine Unit was the first to receivesupport and funding from the United StatesEnvironmental Protection Agency to clean up abandonedvessels and litter on the greater Petaluma River. Theoperation also included funding from Cal-Recycle,resulting in nationwide recognition.• The Sheriff’s Office Patrol Bureau successfullyimplemented a new shift schedule, which enabled them tomaintain the same level of service to the community withfewer staff members, thereby reducing costs.• The Council on Mentally Ill Offenders awarded SonomaCounty with the 2011 Best Practices Award for itsPATHS Program. This program was recognized for itseffectiveness in measuring the successful treatment ofmentally ill patients/clients to decrease the likelihood offuture involvement with law enforcement and corrections,and increasing the individuals’ likelihood of effectivelytransitioning back into the community.• Implemented the first narcotic detection canine teamwithin the Detention Division. This team providesadditional security and safety for inmates by combatingthe infiltration of controlled substances into both theMADF and NCDF facilities.• Created a Detention Alternatives Unit that offers qualifiedinmates the opportunity to participate in alternativeprograms. Detention Alternative programs allow inmatesthe ability to remain productive members of society whilemaintaining the safety of the general public, staff, andparticipating offenders, and to reduce the inmatepopulation within the county detention facilities.FY 11-12 ACCOMPLISHMENTS• The Electronic Monitoring Program, new and fundedunder realignment, is an alternative program whereinmates are electronically monitored within thecommunity, giving them the opportunity to continueeducation and/or employment thereby enabling them tosupport themselves and their families while freeing upbed space at the jail.FY 12-13 OBJECTIVES• In collaboration with other local law enforcement andemergency service agencies, continue to enhance theCounty’s ability to respond to gangs, terrorism, and othercatastrophic events through training and procurement ofspecial equipment with federal grant funding.• Continue to work with the California State Sheriff’sAssociation, CAO, County Counsel, and our CriminalJustice Partners on legislative and operational impactsarising from the Governor's realignment plan and effortsto divert low level, non serious, non violent offenders tothe local level.• As part of the Bay Regional InteroperableCommunications Systems Joint Powers Authority, deploya public safety 700 mhz data communication system toimprove public safety's communication abilities, directlyimpacting officer safety and emergency responders'ability to operate more effectively and provide betterservices to the community.• Allow the public to receive current inmate incarcerationstatus through the Sheriff's Office public website.• Focus on community outreach in order to establish newneighborhood watch programs. Additionally, the Sheriff'sCrime Prevention Unit will collaborate with “SafetyPALS” working with the Sonoma County Fire Chief’sAssociation in order to educate and empower children onfire and life saving topics.• Continue to improve upon investigative techniques suchas: expanding cell phone forensics techniques, seekingRAN Board approval to implement live scan (finger printtransmission technology) throughout the greater SonomaCounty area, completing a print storage disaster back-upsystem off-site, and developing a database system thattracks stolen property and directly communicates withlocal pawn shops within Sonoma County.County of SonomaFY 2012-2013 Adopted Budget103Justice Services

SHERIFFSteve Freitas, Sheriff-CoronerFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeLaw Enforcement - General FundExpenditures 74,147,580 76,675,923 3.4Revenues & Reimbursements 51,040,724 54,284,110 6.4Net Cost 23,106,856 22,391,813 (3.1)Detention - General FundExpenditures 51,287,142 52,615,176 2.6Revenues & Reimbursements 3,555,595 4,594,807 29.2Net Cost 47,731,547 48,020,369 0.6Sub Total - General FundExpenditures 125,434,722 129,291,099 3.1Revenues & Reimbursements 54,596,319 58,878,917 7.8Net Cost 70,838,403 70,412,182 (0.6)Law Enforcement - Special FundExpenditures 2,136,627 10,081,556 * 371.8Revenues & Reimbursements 748,766 8,250,196 * 1,001.8Net Cost 1,387,861 1,831,360 32.0Detention - Special FundExpenditures 217,300 2,403,111 * 1,005.9Revenues & Reimbursements 192,000 2,379,536 * 1,139.3Net Cost 25,300 23,575 (6.8)Total Expenditures 127,788,649 141,775,766 10.9Total Revenues & Reimbursements 55,537,085 69,508,649 25.2Total Net Cost 72,251,564 72,267,1170.0*The increase in expenditures/revenues for FY 12-13 represent realignment revenue passthrough.STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangeLaw Enforcement 339.00 337.50 336.50 (1.00) (0.3)Detention268.00 276.00 274.00 (2.00) (0.7)Total Positions607.00 613.50 610.50 (3.00) (0.5)County of SonomaFY 2012-2013 Adopted Budget104Justice Services

SHERIFFSteve Freitas, Sheriff-CoronerWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated Recommended*Law EnforcementSworn Officers per 1,000 Population 1.19 1.06 1.03DispatchLaw Enforcement Incident Calls 92,661 91,701 95,000City of Windsor Incident Calls 19,681 21,408 23,000City of Sonoma Incident Calls 11,816 13,773 14,000HelicopterTotal Flights 753 627 690Emergency Medical Service Missions 32 35 34Search and Rescue Missions 165 163 164Law Enforcement Missions 556 429 492Hours Flown 414 303 300Central Information BureauIncoming Calls- Front Desk 32,718 37,000 33,000Evidence Items Booked 20,824 21,000 21,500Civil CasesCivil Actions 6,323 6,705 6,514Crime PreventionCommunity Outreach Activities 511 550 550Graffiti Removed 669 640 640Marine UnitHours of Water Patrol 2,601 1,500 1,500Accident Investigations 21 30 30Searches 63 20 20Verbal Warnings 1,124 1,100 1,100PatrolCalls for Service 45,860 46,454 46,157Officer Initiated 46,818 50,689 48,753Arrests/Citations 7,639 8,201 7,920Reports Written 12,010 12,805 12,408Average Emergency Response Time (Minutes) 8 min 44 sec 8 min 42 sec 8 min 43 secField Deputies to 1,000 Population 0.68 0.63 0.63InvestigationsHomicide/Attempted Homicide Investigations 11 10 11Total Crimes/Crimes Assigned to Investigations 3,567/1,341 3,511/1,180 3,715/1,308CoronerAutopsies 308 300 310DetentionCombined NCDF & MADFAverage Daily Population (ADP) 927 990 1,140Bookings 17,903 18,000 18,500Sentenced ADP 412 480 540Unsentenced ADP 515 490 500Female ADP 116 120 125Gang Population ADP 223 240 245Mental Health Population ADP 270 268 275Total Inmates Attending Programs 3,474 3,578 3,600Prescription Meds Administered 769,000 785,000 790,000Number of Sick Calls 15,200 15,900 16,400* FY 12-13 projections are based on 3 to 4 year averages of baseline services adjusted for baseline FY12-13 reductions.County of SonomaFY 2012-2013 Adopted Budget105Justice Services

RECOMMENDED BUDGETSHERIFFSteve Freitas, Sheriff-CoronerThe recommended budget reflects overall expenditures of $141.8 million, a $14.0 million increase from the adopted FY 11-12 budget.The increase is due to increased expenditures related to Realignment ($1.6 million) and the accounting requirements of AB109 andAB118 ($9.7 million). The balance of the expenditure increase of $2.7 million is the net result of salary and benefit increases and otherincreases identified below, offset by reductions required to meet general fund net cost target.Other significant expenditure increases include: County car expenses of $400,000 due to rising gas prices and the switch to a new patrolcar model; increased maintenance costs of $202,000 for the helicopter due to the timing of part replacements based on hours flown; andincreases in inmate meals of $183,000 related to increased inmate population.Significant Special Revenue fund changes include elimination of the revenue tracking fund ($469,000), and an increase in expendituresin the DMV ID fund ($2.2 million in expenditures for an increase of $270,000).FY 12-13 General Fund revenues and reimbursements increase $4.3 million, the net result of increases in Proposition 172 revenues ($2.0million), Court Security reimbursement of overhead costs ($420,000), realignment reimbursement ($1.6 million), City contract revenue($200,000), and increased miscellaneous revenue including Accumulated Capital Outlay savings ($480,000), offset by the loss of federalreimbursement of detention costs ($400,000).Special Revenue Funds required for realigned pass through funding totals $9.7 million and includes, court security reimbursement of$7.1 million, AB 109 reimbursement for costs associated with the realignment of state inmates of $1.6 million (consistent with theInterim Community Corrections Partnership Plan as approved by the Board of Supervisors), Booking fee reimbursement of $791,000,State COPS reimbursement of $200,000 and Cal Met reimbursement of $225,000.Position changes that occurred during FY 11-12 include 9.0 FTE added as a result of realignment, the transfer of 2 CommunicationTechnicians to the Information Systems Department, and elimination of a .5 limited term Department Information Specialist.The FY 12-13 Recommended Budget includes the addition of 1.0 Administrative Services Officer position to help manage the personnelservices unit and the elimination of 4 positions including: the paramedic position for the helicopter program ($106,000), a CommunityServices Officer for the Graffiti Abatement Program ($102,000), a Program Manager in Detention Administration, and a Legal Processorat MADF ($86,000).In addition to the position reductions identified above, other cost savings measures are implemented as follows:• A shift schedule change at MADF will create a cost savings of $194,000 by creating a relief team that will be assigned to fillvacancies caused by disability, sick, vacation, comp and training time.• By conducting training on straight time, a savings in overtime costs of $115,000 will be achieved.• Holding vacant one Detention Assistant will provide savings of $81,000. The workload will be distributed among the remaining 15Detention Assistants.Core Services Maintained• The Sheriff's Office will maintain patrol services in the unincorporated areas of the County, providing law enforcement response toemergency dispatch calls for service and initiating service delivery when possible. Contracts with Sonoma and Windsor, which arefully funded by the cities, are maintained at existing levels.• The Coroner's Bureau will retain a high level of expertise in forensic death investigation and pathology examination.• The Marine Unit will provide limited law enforcement and patrol services on the waterways of the County and along the coast,maintaining life saving equipment, watercraft, and staffing.• The Sheriff's Office will continue to provide an effective and efficient Dispatch Bureau, receiving calls for emergency services anddispatching response personnel 24 hours per day, seven days a week.• Prisoner transportation functions and court security services for the Sonoma County Superior Court will continue to be provided.• The Sheriff's Office will retain, at a reduced level, the Investigative Bureau where most felony crimes and other complex matters areinvestigated. Services include narcotic/drug enforcement within Sonoma County and investigations of property crimes, violent crimes,domestic violence/sexual assaults (DVSA), and crime scene investigations.• The Central Information Bureau will continue to maintain the Records Management System containing crime reports and call-forservice information, the Central Warrant System including all criminal warrants issued in the county as well as the storing of physicalevidence, found property, and property for safekeeping. Visitors to the Sheriff's Office will be assisted at the main building frontCounty of SonomaFY 2012-2013 Adopted Budget106Justice Services

SHERIFFSteve Freitas, Sheriff-Coronercounter during limited hours (Monday-Friday, 8am-5pm) with general information, crime reports, registrant files, fingerprinting, andvehicle releases.• The Sheriff's Office will retain Civil Bureau services including the serving and execution of all writs, warrants, summons, and ordersof the Court including all papers and orders required to be served or otherwise by law.• Other core specialty services maintained include those performed by the Special Weapons and Tactical Team (response to criticalincidents), Hostage Negotiations Team (response to hostage or kidnapping incidents), the specialty Bomb Unit (performed onovertime) and the Multiple Agency Gang Enforcement Unit.• The Sheriff's Office will continue to operate the two adult detention facilities in accordance with federal and state laws for theincarceration of inmates and add capacity both in beds and related provision of services to inmates including housing, medical, mentalhealth, and education classes and programs to accommodate new realigned population.Services Eliminated or Reduced• The Graffiti Removal Program, including one Community Service Officer, is eliminated at a cost savings of $102,000. Response tothe community requests for graffiti removal and prevention education will be reduced, resulting in a higher visibility of gang graffiti.Presentations on domestic violence, child and bicycle safety, drug and alcohol education, gang education, neighborhood watch, andvehicle abatement will be reduced.• The Helicopter paramedic position is eliminated for a cost savings of $106,000. This position was reduced as part of the Board ofSupervisors actions taken in January, 2012 which eliminated positions that were vacant more than 6 months. Extra help paramedicswill be used when available at approximately half the cost of a full time position. There is no service reduction compared to the lastseveral years; however there may be some flights where a paramedic is not available.• The elimination of a Program Manager in Detention Administration will provide a cost savings of $147,000. The deletion of thisposition will require a change in the management of programming offered to inmates. It will reduce the Detention Division's liaison tocommunity based organizations.• The elimination of a Legal Processor at MADF will save $86,000. The workload of this position will be shifted among the remaining24 Legal Processors assigned to the MADF. The loss of the position will impact services by slowing the turnaround time forprocessing bails, booking arrestees, and managing the needs of visitors and community members.• The Detention Division will reduce graveyard staffing at MADF for a savings of $323,000. During grave shift hours one deputy willsupervise two modules, a change from current practice of one deputy per module. This will leave 50 to 100 inmates withoutsupervision for up to 30 minutes at a time. During that time period inmates who share cells are susceptible to increased violence. Thechange reflects previous staffing of the jail and while there are drawbacks in the ability to fully monitor activity in the jail, the officebelieves the change will be manageable.Strategic Plan Focus• Safe, Healthy and Caring Communities: The Office strives to achieve this by answering calls for help, investigating wrong doing,arresting criminals for crimes committed in the community, and providing basic needs for those incarcerated in our detentionfacilities.• Civic Services and Engagement: The Sheriff's Office also focuses on providing civic services and engagement to the variouscommunities within Sonoma County. The budget provides $28 million in funding for Patrol staff responding to citizen complaints,calls for service, addressing various criminal activities, and initiating action whenever necessary as part of normal street patrol andholding meetings and• Investment in the Future: The Sheriff's Office Crime Prevention Unit provides community forums and crime prevention tips,strategies and information to interested citizens.• Invest in the Future: Through resources provided by Public Safety Realignment, the Sheriff provides detention inmate programs($700,000) including education and job skills to offenders to help assist them in being productive members of society.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget107Justice Services

SHERIFFSteve Freitas, Sheriff-CoronerBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesExpenditures and revenue for: one-time expenses associated with theoffice move of the Narcotics Unit ($100,000); Remote Access Networkproject IT support and 0.5 FTE Dept. Information Specialist Time-Limited position ($21,036); restore 1.0 FTE Program Manager Position($146,693) funded by Realignment AB109 revenue; restore Sheriff'sGraffiti Removal Program, 1.0 Community Services Officer II($102,482) with increased salary savings; add Sheriff's dispatchservices and supplies, 1.0 FTE Communication Dispatcher II($142,220) funded by the Probation Department; and other adjustmentsrequired to appropriately account for Court Security revenue.(General Fund)Appropriate funds from Sheriff's Asset Forfeiture- DOJ Special Fundfor one-time expenses associated with the office move of the Sheriff'sNarcotics Unit ($100,000). Move Realignment Trial Court Securityfunding for consistency in flow of Realignment funds (no change tofund balance). Adjust expenditures within the DMV Cal-ID SpecialFund (no change to fund balance). Increase revenue and expenditures inthe Realignment AB 109 Detention Special Fund to cover an existingposition in the FY 12-13 CCP ($146,693).(Special Fund)GrossExpendituresRevenue andReimbursementsNet Cost409,949 409,949 0246,693 146,693 100,000County of SonomaFY 2012-2013 Adopted Budget108Justice Services

HEALTH & HUMAN SERVICESGross Revenues/Appropriations Reimbursements Net CostHealth Services 248,251,717 227,637,489 20,614,228Human Services 241,996,902 222,545,080 19,451,822IHSS Public Authority 1,070,785 1,070,785 0Child Support Services 14,581,837 14,571,820 10,017Hospital Enterprise Closeout 1,191,548 231,218 960,330Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget109Health & Human Services

County of SonomaFY 2012-2013 Adopted Budget110Health & Human Services

MISSION STATEMENTWorking with individuals and communities to achieve and preserve thehealth and well being for all in Sonoma County.DEPARTMENTAL DESCRIPTIONDEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorBudget at a Glance:Total Expenditures $234,001,804Total Revenues $220,412,168Total Net Cost $13,589,636The Sonoma County Department of Health Services is charged withprotecting the health of the public by administering state and federalTotal Staff 507.49programs, convening various community coalitions, and supporting the localhealth system. The department accomplishes its mission through promoting% Funded by Local Discretionary Funds 3.2%upstream prevention, recovery, and wellness; developing policy and services;building community capacity; and promoting advocacy and education. The department receives funding from various sources, includingstate and federal allocations, state realignment sales tax allocation, grants, fees for services, and the General Fund. The Department ofHealth Services supports this work in an Administrative Services unit and three operating divisions: Public and Behavioral HealthServices and Health Policy, Planning and Evaluation.Funding Sources$4,500,934$110,190,454Funding Uses$92,967,132$5,248,888$7,590,985$33,894,986$67,557,585$36,791,676$42,198,117$7,370,170$9,760,472$49,932,209Federal & StateLicences/Permits/Fines/OtherRealignmentInterfund ReimbursementCharges for ServicesCounty General FundAdult ServicesEmergency Medical &Preparedness ServicesChildren & Family ServicesCommunity Health & SafetyServicesDisease Control & ClinicalSevicesInterfund TranfersThe Public Health division protects thehealth of the public in accordance withfederal, state and local statutes. Services areprovided through six sections, HealthyCommunities, Environmental Health, FamilyHealth, Sonoma First 5, and Animal Careand Control. Responsibilities include theRegional Public Health Laboratory, CoastalValleys Emergency Medical ServicesAgency, and a variety of commissions andcommittees including Maternal, Child andAdolescent Health Advisory Board,Emergency Medical Coordinating Council,and the Sonoma First 5 Commission. Inaddition, the department provides a widevariety of direct health services in mentalhealth and alcohol and drug programs, manyof which are delivered in partnership withlocal and specialty providers, communitybased organizations, and in collaborationwith clients and families.The Behavioral Health divisionencompasses the functions consolidated inan integrated Mental Health/Substance Usedivision. Behavioral Health services areprovided in partnership with clients,families, agencies and community providersthrough three sections: Youth and Family,Acute Forensics, and Community Health andSubstance Use Recovery Services.Responsibilities include a variety ofcommissions including the Mental HealthBoard and the Sonoma County AdvisoryBoard on Alcohol and Drug Problems.Additional programs include 24-hour psychiatric emergency, forensic and adult rehabilitation services, substance use treatment andrecovery programs primarily through community based contracts, family treatment and support programs for high-risk youth, a mobilecrisis response team, prevention, and early intervention programs; case management, and technical assistance, quality assurance andcompliance monitoring of the network of treatment provider agencies.County of SonomaFY 2012-2013 Adopted Budget111Health & Human Services

DEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorThe Health Policy Planning and Evaluation division focuses on department wide efforts focus to support the community ineliminating health disparities, and empowering our community to be the Healthiest County in California by 2020. Division staff iscoordinating the development of a strategic and communication plan, expanding media and public information opportunities, leadingpolicy development, and data systems implementation, as well as preparing for the national Health Department Accreditation. Thisdivision also provides staff support to Health Action.FY 11-12 ACCOMPLISHMENTS• Adopted and implemented a Smoking and SecondhandSmoke Ordinance for County-owned property and otherunenclosed areas under the County’s jurisdiction as wellas unincorporated multi-unit housing.• Completed County Strategic Plan Project #28,“Enhancing Community Based Services,” providing abest-practice based framework for communityengagement and capacity building to support effectivecommunity services.• Implemented partnership programs with law enforcement,including training for officers to understand andappropriately address people with mental health issues.Implemented partnerships with local schools to supportstudents and families capacity to identify and addressdrug use, peer pressure, mental health and providingreferral when needed, including Project Success, and theCrisis Assessment Prevention and Education (CAPE)program, which was recognized by the California StateAssociation of Counties as a model of service excellence.• Received, in partnership with Transportation and PublicWorks Department as part of Safe Routes to Schoolprogram, over $1 million in Federal CongestionMitigation and Air Quality Improvement (CMAQ) fundsto implement pedestrian safety measures such as thefootbridge by Regional Parks connecting Colgan CreekTrail to Bellevue Elementary School, crosswalks atSheppard Elementary and Roseland Elementary, and apedestrian-activated flasher near Kawana Elementary.• Convened a second community roundtable in partnershipwith the United Way, Community Action Partnership,Sonoma County Office of Education, and HumanServices to ensure greater collaboration throughoutcounty service providers and funders.County of SonomaFY 2012-2013 Adopted Budget112FY 12-13 OBJECTIVES• Support ongoing health system improvement consistentwith health care reform and collaborate with partners toachieve a comprehensive continuum of care thatprovides access to affordable high quality services.• Strengthen behavioral health services throughcollaboration with Aurora Behavioral Health’s openingof a psychiatric hospital and the establishment of along-term recovery-oriented residential programalternative to psychiatric skilled nursing facilities inpartnership with the Progress Foundation.• Develop Health information technology infrastructureto improve operational efficiencies, client andcommunity health services including: implementationof remote field inspection capabilities withinEnvironmental Health, a health information exchangesystem, Behavioral Health electronic health record andclient management system, web-based reporting resultsof clinical laboratory test results, implementation of anon-line certification and recertification system forEMTs, and a system for the accreditation andauthorization of paramedics.• Develop and implement policies to protect the publichealth, safety, and general welfare of our communities,including a Social Host ordinance in partnership withthe Sheriff’s Office and the Sonoma County PreventionPartnership to prevent underage drinking.• Continue to collaborate with the Human Resourceswellness program and expand community engagementactivities and investments across the county towardsSonoma County being the Healthiest County in theState by 2020.• Implement Animal Care and Control operationalenhancements such as canine behavior assessmentprogram, recommendations from the Best Practicesreview study, and improve mobile spay/neuter programwith emphasis on accessibility and affordability.• Enhance services for children and families includingexpanding Nurse Family Partnership to provide earlyintervention and support to low income, first timemothers and their families; evaluation of the MaternalChild and Adolescent Health home visiting program forhigh risk low income women; service expansion topregnant women struggling with drug and alcohol use;support hospital labor and delivery services to promotebreast feeding and achieve baby friendly designation.• Expand the department’s volunteer program.Health & Human Services

DEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral Fund FinancingExpenditures 28,056,941 25,407,928 (9.4)Revenues & Reimbursements20,415,956 17,816,943 (12.7)Net Cost7,640,985 7,590,985 (0.7)Health Services - AdministrationExpenditures 10,515,300 10,442,699 (0.7)Revenues & Reimbursements 10,515,300 10,442,699 (0.7)Net Cost 00 0.0Public HealthExpenditures 48,722,729 49,391,958 1.4Revenues & Reimbursements 48,722,729 49,391,958 1.4Net Cost 0 0 0.0Behavioral/Mental HealthExpenditures 63,618,922 68,494,707 7.7Revenues & Reimbursements 63,618,922 68,494,707 7.7Net Cost 0 0 0.01Health Policy, Planning, and EvaluationExpenditures 0 2,644,274 100.0Revenues & Reimbursements 0 2,644,274 100.0Net Cost 0 0 0.02Special Revenue FinancingExpenditures 66,942,942 77,620,238 15.9Revenues & Reimbursements 60,821,072 71,621,587 17.8Net Cost 6,121,870 5,998,651 (2.0)Total Expenditures 217,856,834 234,001,804 7.4Total Revenues & Reimbursements 204,093,979 220,412,168 8.0Total Net Cost 3 13,762,855 13,589,636 (1.3)1 The establishment of the Health Policy, Planning, and Evaluation Division was approved by the Board during FY 11-12.2 Special Revenues contain a variety of funds that serve as financing mechanisms for programs in the operating divisions. Sinceoperating transfers and reimbursements are appropriated in both granting and receiving funds, these expenditures are countedtwice in the display of Health Services "Total Expenditure," which reflect gross appropriation.3 "Total Net Cost" represents General Fund Net Cost and use of Special Fund Balance, primarily First 5 and Mental Health ServiceAct.County of SonomaFY 2012-2013 Adopted Budget113Health & Human Services

STAFFING SUMMARYDEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 468.41 506.49 507.49 1.00 0.2HEALTH OUTCOMES SUMMARYThe Department is focused on social factors that drive health outcomes and reflect its mission. Extensive information on the health statusand quality of life in Sonoma County is available through Healthy Sonoma at www.HealthySonoma.org and Network of Care forHealthy Communities at http://sonoma.networkofcare.org/ph/resource/sonoma_services.cfm.2008Baseline2011UpdateHealth Outcome IndicatorsEducation9 th graders that graduate from high school four years later 72% 81% 90%4 th graders who are proficient or advanced in English language arts 61% 69% 90%Economic ResourcesResidents that live in households above 300% of the federal poverty 61% 57% 75%Renters who spend 30% or more of household income on rent 52% 59% 25%Connection to CommunityEligible voters that are registered to vote 71% 74% 90%Healthy EatingResidents eating five or more fruits or vegetables per day 56% * 75%Adults who are obese 24% 21% 15%Physical ActivityAdults who get regular physical activity 38% * 50%7 th graders who pass all six areas in the annual state physical fitness test 35% 29% 75%Adolescents and children who walked, biked, or skated to or from school 22% * 50%Drug and Alcohol UseAdolescents not using alcohol or any illicit drug during the past 30 days 55% 73% 90%Adult binge drinking 20% * 6%Adult smoking 13% 14% 10%Mental HealthAdults who report needing mental health help who saw a mental health 50% 59% 75%professionalNumber of youth suicide deaths 6 4 0Injury PreventionNumber of deaths due to motor vehicle collisions (per 100,000) 12 9 9Pedestrian deaths (per 100,000) 1 1 1Hip fractures due to falls for woman ages 65+ (per 100,000) 811 760 416Health Care CoverageResidents under 65 with health insurance 85% 80% 100%Residents with a usual source of health care 93% 86% 96%Children who have had a dental visit within the year 83% * 90%* Updated data not yet available for 20112020GoalCounty of SonomaFY 2012-2013 Adopted Budget114Health & Human Services

RECOMMENDED BUDGETDEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorThe recommended budget reflects overall expenditures of $234 million, a $16 million increase from the adopted FY 11-12 budget.Recommended expenditures are supported by $220 million in revenues and internal reimbursements for services provided to otherdepartments and agencies and County General Fund support of $7.6 million. Increased expenditures result in increased revenues andreimbursements of also$16 million, while overall County General Fund contribution was decreased by $50,000 for one-time allocationto support an analysis of Animal Care & Control operations.Expenditures are increasing due to additional funding from sources such as the Mental Health Services Act (MHSA) andIntergovernmental Transfers (IGT) funding enhancements to programs and services that support, preserve, and protect the community’shealth. These enhancements include public health nurse visiting program for at risk families and youth, implementation of the MobileSupport Team, and implementation of health policy, planning and evaluation activities.In total, the Department’s net staffing allocation is increasing by 1.0 to support the expansion of services through Maternal Child Health,Behavioral Health – Alcohol and Drug Services, and support services within Departmental Administration.Realignment Funding – The 1991 realignment program was the state response to significant budget deficits. It transferred responsibilityfor certain mental and public health services from the state to counties by dedicating a portion of state revenues from sales tax andvehicle license fees to support health and mental health programs. Known as1991 realignment funds, this source provides 27% of thedepartment’s funding.The department strives to maintain a prudent reserve of approximately $5 million to protect against one-time state or federal fiscalreductions, catastrophic medical cost and services and public health emergencies. Staff does not anticipate an improvement in the statefinances over the next 2-3 years, and may need to use a portion of the reserve to mitigate the impact of state reductions or addressunknown funding challenges. The table below summarizes the recommended budget and projections for realignment spending andreserves for FY 12-13 through FY 14-15.1991 Realignment Operating Fund BalancesMay 2, 2012Health Realignment Operating FundBeginning BalanceRevenueExpendituresTransfer To Mental Health DivisionActualsFY 10-112,660,26223,633,100(21,663,109)(2,000,000)Mid-Yr Est.FY 11-122,630,25323,062,750(22,198,961)(800,000)ProposedFY 12-132,694,04223,869,540(23,415,135)(1,000,000)ProjectedFY 13-142,148,44724,013,126(23,415,135)(500,000)ProjectedFY 14-152,246,43824,013,126(23,415,135)(500,000)Ending Balance2,630,2532,694,0422,148,4472,246,4382,344,429Mental Health Realignment Operating FundBeginning Balance378,152Revenue11,823,850Transfer From Health2,000,000Expenditures(11,701,823)2,500,17911,931,408800,000(12,887,466)2,344,12112,332,1351,000,000(12,765,411)2,910,84512,332,135500,000(12,765,411)2,977,56912,332,135500,000(12,765,411)Ending Balance2,500,1792,344,1212,910,8452,977,5693,044,293Total Realignment Contingency5,130,4325,038,1635,059,2925,224,0075,388,722Core Services MaintainedThe department will continue to provide services to children, families and adults; program compliance monitoring and reporting;communicable disease control, tobacco addiction prevention, clinical services, laboratory services, and emergency medical andpsychiatric services. Sales Tax and Vehicle License Fees fund a portion of mandated services in two categories: health realignmentwhich funds programs such as, indigent care through County Medical Services Program (CMSP); and mental health realignment thatfunds programs such as Psychiatric Emergency Services, Adult Services, and Youth and Family Services.County of SonomaFY 2012-2013 Adopted Budget115Health & Human Services

DEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorServices Eliminated or Reducedo The Department will reduce some services including the deletion of 1.0 FTE Volunteer Coordinator filled position inAnimal Care and Control. Reduced funding from dog licenses fees, contracts with City of Santa Rosa and Windsor, andflat County general fund all contribute to the need for this reduction. Some duties will be reassigned and a volunteer will berecruited to assist with community coordination and outreach efforts.Strategic Plan FocusSafe, Healthy & Caring CommunitiesThe health of a community is inseparably linked to policies and program throughout the county. Programs and/or policies thatdemonstrate this include Health Action, Healthy by Design, and Safe Routes to School, Dental Health, and Health in All Policies.• The Department is aggressively pursuing policy strategies to help protect the health of communities throughout the County. In FY 12-13, the Department plans to develop additional policies including a Social Host Ordinance and a Medical Distribution Ordinance, inaddition to initiating a community health assessment process that will identify critical assets and resources within the County thatcontribute to the health and vitality of our communities.• The Department is working with Aurora Health to establish an in-patient psychiatric hospital in the County. The 93-bed facility willjoin an existing strong and innovative mental health system in Sonoma County, provide valuable services to our community, andemploy scores of people in our community from facilities and office staff to social works and doctors.Civic Services & Engagement• The Department of Health Services staffs Health Action, a unique collaborative of diverse stakeholders from government, business,health care, and non-profit sectors with an over-arching mission to make Sonoma County the healthiest in California by 2020. HealthAction stimulates and supports broad community participation and leverages partnerships and opportunities to align communityresources for action and collective impact. Each of these initiatives has goals and objectives that roll up into the overall communityoutcomes being measured and tracked for the 2020 Vision for Sonoma County.• In FY 11-12, the department completed County Strategic Plan Project number 28, Enhancing Community Based Services. The projectidentified best practices in delivering services to the key demographic groups in Sonoma County – seniors, Latinos, and low-incomecommunities. Working with a range of County departments and community stakeholders, the department will take the lead insupporting the implementation of recommendations to establish locally relevant strategies for effectively communicating anddelivering services.Economic & Environmental StewardshipThe department collaborates through many community based partnerships to deliver a range of services. Approximately $51 million infunding will be directed to community based providers and services that strengthen the department’s ability to serve the community, andsupport services in a wide variety of culturally competent settings throughout the county.• The Department, through Health Action, has launched a Food System Alliance. The Food System Alliance is a local coalitionworking together to create a sustainable local food system where local growers are economically viable and consumers have access tohealthy food.• Through First 5, the Department is working with the Santa Rosa Chamber of Commerce to assist local businesses in providing literacyworkshops and materials to employees and their families, and develop family friendly workplace policies. This support has beenshown to benefit employee productivity and workforce retention.Investing in the FutureWorking with Human Services and Upstream Investments, the department and Health Action provides focus, communication andcoordination regarding prevention-focused policies and interventions to reduce poverty and increase equal opportunity for qualityeducation and good health in community environments.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget116Health & Human Services

DEPARTMENT OF HEALTH SERVICESRita Scardaci, DirectorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesExpense and appropriation of revenue and available Fund Balances forFirst 5 Sonoma County for: one-time capital community project($13.6M); Behavioral Health Program Support for 2.0 FTE in theDivision's Quality Assurance & Improvement team ($305,000); Healthand Mental Health Realignment partial funding of additional FTE andother programmatic changes ($113,000); Consolidation of HealthyCommunities section under new Health Policy, Planning, & EvaluationDivision ($11,405); extend 1.0 FTE position from 10/1/12 to 6/30/13for new Safe Routes to School Grant ($53,000); reduction in HealthServices Administrative Support due to a reduction in reimbursements($77,000). Remaining net increases represent minor programmaticcorrections ($33,000).GrossExpendituresRevenue andReimbursementsNet Cost14,037,913 7,119,321 6,918,592Budget Hearing ActionsDirected Staff to restore Volunteer Coordinator. 106,000 0 106,000Directed Staff to report to Board regarding Volunteer Coordinator forAnimal Care and Control relative to Department-wide plannedVolunteer Coordinator.-- -- --County of SonomaFY 2012-2013 Adopted Budget117Health & Human Services

County of SonomaFY 2012-2013 Adopted Budget118Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorMISSION STATEMENTThe Human Services Department (HSD) protects vulnerable children andadults and promotes maximum independence and well-being for individualsand families.Budget at a Glance:Total Expenditures $241,502,546Total Revenues $222,050,724DEPARTMENTAL DESCRIPTIONHuman Services includes four program divisions that determine eligibilityand deliver human services in accordance with state and federal regulationsand as an agent of the state.Total Net Cost $19,451,822Total Staff 686.1% Funded by Local Discretionary Funds 8%• Adult and Aging Division provides 24-hour emergency response toreports of abuse, and coordinates in-home care and supportive services for older adults and people with disabilities to facilitateindependent living. Staff assists veterans in claiming state and federal benefits. The Court-appointed PublicAdministrator/Guardian/Conservator assists those unable to provide for their food, clothing, and shelter and manages estates lacking aresponsible party. The Area Agency on Aging provides grants and federal funding to senior service programs. The Division supportsthe Area Agency on Aging Advisory Council.• Economic Assistance Division helps low-income residents meet their basic needs by determining eligibility for CalFresh (formerlyFood Stamps); public medical insuranceFunding Sources$47,338,694$19,873,627$6,063,686$19,451,822Funding Uses$49,253,518$2,305,694$61,680,531$19,451,822$48,101,270$30,938,645$67,595,535$33,077,912$32,433,618$45,438,718State AllocationsFederal AllocationsReimbursementsOtherOperating TransfersState RealignmentCounty General FundAdult & AgingEconomic AssistanceEmployment & TrainingFamily, Youth & ChildrenCalWIN & Special GrantsSpecial Revenue FundTransfersOperating Transfersto indigent adults and families withchildren (Medi-Cal and the CountyMedical Services Program (CMSP); andthe new Low-Income Health Plan, fundedin part by federal Medicaid dollars(Path2Health); and General Assistance(GA), a County-funded programproviding financial assistance to indigentadults.• Employment and Training Divisionprovides temporary cash assistance andemployment services to promote thetransition from welfare to work for lowincomeclients through SonomaWORKS(also known as Temporary Assistance toNeedy Families or CalWORKs). Servicesinclude child care, transportation,counseling, substance abuse services, cashaid, CalFresh, and Medi-Cal. The divisionmanages Job Link, a one-stop career centerfor local job seekers and businesses,operated in collaboration with other stateand non-profit agencies, and the divisionsupports the Workforce Investment Board.• Family, Youth and Children’sServices Division protects children fromabuse, neglect, and exploitation byresponding to allegations of abuse 24 hoursper day, providing case managementservices to children in out-of-homeplacement, facilitating family reunification,recruiting new foster parents, andproviding 24-hour emergencyCounty of SonomaFY 2012-2013 Adopted Budget119Health & Human Services

HUMAN SERVICESJerry Dunn, Interim Directorshelter for children removed from their homes because of abuse or neglect. Children ages 16 to 21 who are leaving the foster care systemare provided with training, transportation, and transitional housing services. Children in the foster care system can receive paymentsuntil they are 19 years old through fiscal year 2012. In 2013, the age for payments will be extended to age 20.Each of the program divisions are supported by administrative support services including fiscal, information technology, humanresources, program planning and evaluation, community relations, fraud investigation, and client appeal hearings.DEPARTMENTAL FINANCINGThe department provides services as an agent of the state. The cost of services provided is shared between the federal and stategovernment and the County. Sixty-two percent (62%) of the department’s revenue is from federal and state sources. In some programs,the Board of Supervisors has opted to provide a higher level of County contribution than required, to better serve the needs of the localcommunity. These programs include Child Welfare Services, Adult Protective Services and wages and benefits for In-Home SupportServices care providers. In the case of Child Welfare and Adult Protective Services, the supplemental County contribution draws downfederal funding.Twenty-seven percent (27%) of the department’s budget is from state realignment funding. In 1991 and in 2011 the state realignedprograms, shifting responsibilities and funding to counties. In 1991, the state shifted a higher share of certain human services programsalong with a dedicated funding source from sales tax and Vehicle License Fee (VLF) revenue. The legislation that enabled 1991realignment provided requirements that the funds be spend only for human services programs, and required the state to fund caseloadgrowth in these programs. In 2011, the state shifted its share of human services programs to counties including: 100% of the nonfederalshare of Adult Protective Services (APS); Child Welfare Services, Foster Care, Adoptions and Child Abuse Prevention. The dedicatedfunding source for these programs also comes from state sales tax and vehicle license fees.County of SonomaFY 2012-2013 Adopted Budget120Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorFY 11-12 ACCOMPLISHMENTS• Adult and Aging: Received and evaluated more than2800 reports of elder abuse and neglect per month (a 12%increase from 2010), due to greater community educationon how to detect elder abuse. Offered DepressionScreening to all IHSS clients over 60 years of age, andreferred 102 clients who screened positive to the MentalHealth Liaison clinician. Co-located an Adult ProtectiveServices Social Worker at the Family Justice Center, oneday per week. Obtained over $9.4 million in Veteransbenefits for veteran clients of the Sonoma County VeteranServices Office. Completed the senior needs assessmentand the Area Agency on Aging four year area plan. Yearto date, had 67 participants in Safe Steps fall preventionclasses, with a total of 97 participants scheduled for thecalendar year.• Economic Assistance: Served 17% more clients inCalFresh. Partnered with the Health Services Departmentto develop the County Expanded Nutrition Project,providing nutrition education to 1250 CalFresh eligibles.Met application and redetermination processing Medi-Calperformance standards. With the Health ServicesDepartment, implemented Path2Health, Sonoma County’sfederally funded Low Income Health Program, as part ofFederal Healthcare Reform. Implemented technologicalefficiencies which makes access to benefits by clientseasier.• Employment and Training: Implemented the VirtualOne Stop, which provides online access to Job Link fromanywhere via the internet and improves employers’ abilityto update information. Consolidated staff into one facilitythat reduced County costs via lower rental in an energyefficient,LEED-silver-certified building, meeting thedivision’s objective to consolidate service delivery.• Family, Youth and Children: Redesigned its servicesystem to ensure that families involved with the childwelfare system receive evidence-based practices that havea proven track record of producing positive child andfamily outcomes in the areas of safety, permanency andwell-being. One example of a positive outcome is in thearea of recurrence of maltreatment: In 2011, SonomaCounty had a lower level of child re-abuse than thenational target. In 93% of cases, there were nosubstantiated incidents of re-abuse within the followingsix months.• Upstream Investments: In FY11-12 the UpstreamInvestments Policy initiative moved from planning toimplementation. To date, 36 local organizations havesubmitted a Resolution of Alignment and 35 localprograms have been approved for the Portfolio of ModelUpstream Programs. To date over $2 million has beengranted by local funders using the Portfolio.FY 12-13 OBJECTIVES• Adult and Aging: Increase participation and improve theMulti-disciplinary Team for Elder Abuse in collaborationwith the Family Justice Center and other communitypartners. Continue to develop reliable transportationalternatives for seniors throughout the county. Expanddepression and suicide prevention services through theOlder Adult Collaborative, which comprises six agenciesdedicated to improving mental health of seniors.• Economic Assistance: Expand outreach for CalFresh,especially to low-income seniors. Continue to encouragethe use of CalFresh at local farmers’ markets. Implementthe CalFresh Restaurant Meals program, which allowselderly and disabled CalFresh participants to utilize theirbenefits in restaurants that have joined the program.Through California Welfare Directors Association and inpartnership with the Health Department, offer guidance tothe state in its preparation to fully implement the PatientProtection and Affordable Care Act (Healthcare Reform)in 2014. Continue Health Department collaborativeinitiatives such as nutrition education.• Employment and Training: Expand the Sonoma CountyYouth Ecology Corps, in partnership with the WaterAgency. Implement the new Subsidized and TransitionalEmployment Program (STEP). Fully implement digitaldocument storage so that a client’s documents areavailable from any department location.• Family, Youth and Children: Expand Team DecisionMaking for target families, involving family andcommunity members to make the best decisions when theagency is considering removing a child from his/herhome. Implement new AB12 legislation, by providingcontinued support for youth who choose to remain in thechild welfare system after they turn 18, by giving themservices to help them become successful adults in thecommunity.• Upstream Investments: Continue implementationincluding significantly expanding resources for upstreaminvestments. Launch an interactive cost-benefit tool toidentify expected local savings from Upstream Portfolioprograms. Prioritize evaluation technical assistance forthe Cradle to Career initiative, and expand upstreamprinciples in County activities. For more information visitwww.SonomaUpstream.org.County of SonomaFY 2012-2013 Adopted Budget121Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral Fund FinancingExpenditures 22,255,293 20,073,897 (9.8)Revenues & Reimbursements 699,859 622,075 (11.1)Net Cost 21,555,434 19,451,822 (9.8)Welfare ProgramsExpenditures 74,388,541 72,394,545 (2.7)Revenues & Reimbursements 74,388,541 72,394,545 (2.7)Net Cost 0 0 -Welfare AdministrationExpenditures 97,988,957 100,402,661 2.5Revenues & Reimbursements 97,988,957 100,402,661 2.5Net Cost 0 0 -Special Revenue FundExpenditures 16,196,746 48,631,443 200.3Revenues & Reimbursements 16,196,746 48,631,443 200.3Net Cost 0 0 -Total Expenditures 210,829,537 241,502,546 14.5Total Revenues & Reimbursements 189,274,103 222,050,724 17.3Total Net Cost 21,555,434 19,451,822 (9.8)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 654.3 680.1 1 686.1 2 6.0 0.91 A net of 25.8 FTEs were added in FY 11-12 mostly due to larger than anticitipated Cal-Fresh, Medi-Caland Cal-WORKS state allocations.27.0 FTEs are added and 1.0 FTE deleted as part of the recommended budget. 1.0 Time Limited FTE expireson 9/30/12County of SonomaFY 2012-2013 Adopted Budget122Health & Human Services

WORKLOAD AND PERFORMANCE SUMMARY 2012-2013Unless Otherwise Noted Values Are Monthly Averages1FY 10-1111 FY 11-1212HUMAN SERVICESJerry Dunn, Interim DirectorFY 12-13Monthly Workload (W) or Performance (P) Measures Actual Estimated ProjectedCommunity Indicators that impact Human Services2Sonoma County Poverty Rate 13.1% 13.4% 13.6%Sonoma County Unemployment Rate 10.2% 9.5% 8.6%Adult and AgingW - Reports to Adult Protective Services hotline 217 238 283W - Financial Abuse allegations 44 44 50W - In-Home Supportive Services (IHSS) individuals 5,161 5,183 5,188W - Public Administrator/Guardian/Conservator cases 257 247 249W - Veteran Service Office client interviews 302 357 403P - Benefits obtained for Veterans $781,450 $859,590 $937,740P - IHSS reassessments completed on time (goal ≥ 90%) 88% 88% 90%Economic AssistanceW - Medi-Cal individuals 53,135 54,756 57,419W - County Medical Services Program individuals 5,723 1,130 1,181W - Path2Health individuals 3 4,800 7,400W - CalFresh applications 1,974 2,007 2,146W - CalFresh individuals 28,094 32,878 38,401W - General Assistance individuals 682 522 522P - Medi-Cal eligibility determined on time (goal ≥ 90%) 66% 61% 90%Employment and TrainingW - Job Link individuals 1,182 1,095 1,080W - CalWORKs individuals 8,622 8,766 8,334W - Children as percent of CalWORKs individuals 75% 76% 78%W - Youth served in Sonoma County Youth Ecology Corps 176 191 220Family, Youth and ChildrenW - Child Protective Services Investigations 235 232 232W - Open child welfare cases 848 938 938W - Children in out-of-home placement 547 562 562W - Children’s Home admissions 19 23 23W - Children's Home Average Daily Population2833334W - Redwood Children's Center interviews1716161 Unless otherwise noted, average workload (W) and average performance (P) measures are monthly averages. Performance measures are oftenmandated by federal or state funding sources. FY 11-12 Estimated is the year-to-date average (7 months). FY 12-13 Recommended is based on recenttrends or on changes to program funding, laws, or regulations.2Poverty projections published for the United States by the Brookings Institute in September 2011. Projected percent change applied to SonomaCounty.3 In January 2012, most County Medical Services Program (CMSP) recipients transitioned to Path2Health, Sonoma County's first implementation ofhealthcare reform. The CMSP Governing Board is projecting a 54% consortium wide increase to the number of individuals who previously used CMSPbecause of the broader criteria.4In FY 12-13 the Department plans to move the Redwood Children's Center to the Family Justice Center.County of SonomaFY 2012-2013 Adopted Budget123Health & Human Services

RECOMMENDED BUDGETHUMAN SERVICESJerry Dunn, Interim DirectorThe recommended budget reflects overall expenditures of $242 million, which is a $31 million or 14.5% increase from FY 11-12. Theincrease is mostly the result of the new special revenue fund budget created as a result of the 2011 Public Safety Realignment funding.The recommended budget adds a net 6 full time equivalent (FTE) positions, as follows: 4 Senior Office Assistants (SOA), 1 EligibilityWorker III, 1 Human Service Aide, 1 Payroll Clerk. The majority of the added staff will work in the Economic Assistance Division,adding capacity to the public assistance programs which have seen an average of 17% growth. The Payroll Clerk will work inAdministration and 1.0 SOA will assist the Public Administrator/Guardian/conservator office with legal documents. These positions arerecommended to be added as of the beginning of the fiscal year. The department will provide $50,000 in funding to the County HumanResources Department for assistance with recruitments, and is budgeting $40,000 for overtime needed in the Economic AssistanceDivision. The recommended budget also deletes 1 filled Social Worker IV from the Independent Living Program as services will beprovided through an agreement with a community based organization. The program provides housing, education and employmentservices to foster youth who are making the transition to adulthood.Beginning in 2006-07, the state was not collecting enough sales tax and Vehicle License Fee (VLF) revenues to meet the 1991realignment baseline payments to counties. This underpayment situation continued until 2010-11 when sales tax began to rebound. Atthe beginning of 2011-12, the state owed Sonoma County $7.5 million in caseload growth payments for previous years. In 2011 theCounty received $1.8 million for part of the caseload growth owed for FY 07-08. This amount was added to the County’s base allocationfor a FY 11-12 budget for a total revenue increase of $3.6 million. Of the $1.8 million, $688,000 was reinvested in the In-Home SupportServices (IHSS) program to cover unanticipated caseload and program cost increases. The remainder was used to offset shortfalls inChild Welfare Services, which occurred when state allocations in 2011 realignment fell short.The FY 12-13 recommended budget revenues recognize the improved base allocation of $1.8 million. In addition, and given the currentfiscal year monthly statewide tax collections, the recommended revenues also include another 4% or $2.3 million base allocationincrease. The projected 1991 Realignment ongoing allocation growth in the new year is considered conservative, as at the time of thiswriting, the charted growth of state wide sales tax is 13% over last year. In addition, staff anticipates $2.3 million state reimbursementfor prior years’1991 Realignment for caseload growth payment. Thus, the recommended budget assumes a $1.8 million decrease indiscretionary general fund contribution for Child Welfare and Adult Protective Services program administration without any reduction inservices. The balance covers increased salary and benefit costs resulting from the end of employee mandatory unpaid time-off.The department also expects a $1.6 million cost avoidance due to an enhanced federal share of costs in the IHSS program, based on theimplementation of the Community First Choice Option (CFCO), a part of the Patient Rights and Affordable Care Act (ACA) or HealthCare Reform. California’s application for the CFCO program is pending as of this writing. Approval for the funding is expected noearlier than August, 2012, and if approved, application will be retroactive to December, 2011. However, although County share isanticipated to be reduced, projected caseload cost increases will offset much of the fiscal benefit gained.The department budget is organized into two primary program categories: Welfare and Welfare Administration. Both of which havemandatory and discretionary General Fund contribution components.Welfare ProgramsThe County is mandated to fund a share of costs of programs, which represent payments to county residents receiving public assistance.These include: In-Home Supportive Services providers, General Assistance (GA) recipients, Temporary Assistance to Needy Families(TANF) recipients, Foster and adoptive parents, and foster care group homes.With the exception of General Assistance benefits, client eligibility requirements are established by federal and state governments. TheCounty has no influence on the number of people who are eligible, and thus on the corresponding costs.In addition to the mandatory County share for Welfare Programs, the County provides additional General Fund support to pay higherwages than the state minimum requirement to providers of In-Home Supportive Services (IHSS) program, which helps seniors anddisabled adults remain independent in their own homes. State minimum IHSS wage is $8.00. Sonoma County pays $11.50/hour plus$.60 /hour for benefits. The County augments staff funding in the Adult and Aging Division and the Family, Youth, and Children’sServices Division where state underfunding negatively impacts the well-being of aging adults and children in need.County of SonomaFY 2012-2013 Adopted Budget124Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorFY 11-12 FY 12-13 %Welfare Programs Adopted Recommended ChangeExpenditures 74,388,541 72,394,545 (2.7)Federal and State Revenue 49,751,582 26,176,474 (47.4)1991 Realignment 13,905,429 19,787,505 42.32011 Realignment 0 18,360,343 N/ARevenues 63,657,011 64,324,322 1.0Net Cost - Mandatory 6,550,779 3,816,277 (41.7)Net Cost - Discretionary 4,180,751 4,253,946 1.8Net Cost - Total 10,731,530 8,070,223 (24.8)FY 2011-12 FY 2012-13 %County Participation by Welfare Program Adopted Recommended ChangeIn-Home Support Services & Adults ServicesMandatory 7,760,416 8,453,837 8.9Discretionary4,180,751 4,253,946 1.8Total11,941,167 12,707,783 * 6.4General AssistanceMandatoryTotal1,077,748 971,583 (9.9)1,077,748 971,583 (9.9)Temporary Assistance To Needy FamiliesMandatoryTotalFoster Care, Adoptions & Children ServicesMandatoryTotal711,498 509,308 (28.4)711,498 509,308 (28.4)10,906,546 13,669,054 25.310,906,546 13,669,054 25.3Total Welfare ProgramsMandatory 20,456,208 23,603,782 15.41991 Realignment (13,905,429) (19,787,505) 42.3County Cost - Mandatory 6,550,779 3,816,277 (41.7)County Cost - Discretionary 4,180,751 4,253,946 1.8Total for Welfare Programs 10,731,530 8,070,223 (24.8)* $15.8 million is the total caregiver wages and benefits, financed also with $1.1 million of state/federal resourcesWelfare AdministrationThe County is also required to pay part of administering programs to receive the full amount of available federal and state funding.Sonoma County’s share is either the County “match” or “maintenance of effort” (MOE) prescribed by the granting agency or specific toa mandated service program. The County could forfeit some part of state or federal funding by not funding the entire County match.County of SonomaFY 2012-2013 Adopted Budget125Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorFY 11-12 FY 12-13 %Welfare Administration Adopted Recommended ChangeExpenditures 98,188,684 100,402,661 2.3Federal and State Revenue 84,110,806 77,316,404 (8.1)Other Reimbursements & Revenues 2,255,406 2,867,082 27.11991 Realignment 998,568 1,420,968 42.32011 Realignment 0 7,769,878 N/ARevenues 87,364,780 89,374,332 2.3Net Cost - Mandatory 7,613,959 10,261,167 34.8Net Cost - Discretionary 3,209,945 767,162 (76.1)Net Cost - Total 10,823,904 11,028,329 1.9Core Services• The Adult and Aging Division continues Adult Protective Services (APS) including maintenance of the 24-hour hotline to reportincidents of abuse and neglect, In-Home Supportive Services (IHSS), Court-appointed Public Administrator/Guardian/Conservator,the Multipurpose Service Senior Program (MSSP), Linkages, Veterans’ Services and the Area Agency on Aging. In addition thedepartment continues to educate seniors about fall prevention, promote chronic disease self-management, and advocate and plan tomeet senior transportation needs. The department will implement a web-based reporting tool for mandated reporters. The departmenthas added a searchable and easily updated web-based format for the Senior Resource Guide. In collaboration with the Department ofHealth Services, a Sonoma County Network of Care for Seniors website has been added. Also in collaboration with Health Services,the department is working on a project with local hospitals to improve care transitions from hospital to home.• The Economic Assistance Division provides assistance to obtain food, shelter, medical and dental care, and other supportive servicesfor low-income families with children, those disabled or unemployed, and children in foster homes. The division collaborates withHealth Services to provide nutrition education as part of the Community Nutrition Expansion Project, and is working to implementthe CalFresh Restaurant Meals program for seniors and disabled CalFresh participants.• The Employment and Training Division continues to manage CalWORKs, Job Link, and the Workforce Investment Board. In thebudget year the division, in partnership with the Water Agency will expand the Sonoma County Youth Ecology Corps focusing onemancipating foster youth.• The Family, Youth and Children’s Services Division works with individuals and the community to ensure the safety and well-beingof children. Services will continue to be available to protect children and their families in their objective to achieve a stable nurturinghome, a supportive environment, and a sense of personal empowerment and hope. Division programs maintain Child ProtectiveServices 24-hour hotline and investigations, court-ordered family maintenance, family reunification for children in out-of-homeplacement who will be able to return home, permanency planning for children in out-of-home placement whose parents have lostparental rights, adoptions, transitional services for youth leaving the foster care system, and Valley of the Moon Children’s Home.Innovations to improve outcomes include expansion of evidence-based services through outcomes-based contracts with serviceproviders, implementation of AB12 to extend foster care services for youth through age 21, implementation of Structured DecisionMaking (a series of five risk assessments used throughout the child welfare process to standardize the development of case plans), andtesting a program called Icebreakers to improve the relationship between biological and foster parents. Family, Youth and Children’sServices continues the transition of the Redwood Children’s Center to the Family Justice Center.Services Reduced or EliminatedDue to improved revenue projections for 2012/2013, and increased current year 1991-Realignment revenue, the department is noteliminating or reducing any services. However, workload continues to exceed staffing capacity, as has been the case for the past severalyears, yet state allocations have not kept pace with the cost of doing business.Uncertainties in the state budget, and some policy changes proposed by the administration for FY 12-13 could have an impact on thedepartment’s ability to provide services. These issues include converting In-Home Support Services (IHSS) to a managed care programCounty of SonomaFY 2012-2013 Adopted Budget126Health & Human Services

HUMAN SERVICESJerry Dunn, Interim Directorand aligning the program to the state, which might obligate the County to a Maintenance of Effort (MOE) in FY 13-14; 2011realignment, which is still lacking constitutional safeguards; and proposed reductions to CalWORKs. The Governor has proposedrestructuring the existing CalWORKs program into three program groups with different requirements and time frames. Policy changes, ifenacted, could result in reductions to the CalWORKs state allocation. Those reductions might be offset by a reduction in payments forWelfare-to-Work services, since fewer people would be eligible. The Governor has also proposed a restructuring of the child careprogram, with administrative responsibility shifting to local Human Services Departments, in FY 13-14. The impact of this proposedchange is not yet known.Strategic Plan FocusSafe, Healthy and Caring Communities• In addition to providing programs like child welfare’s Voluntary Family Maintenance, which is an important prevention program thatis not fully funded by state or federal sources, the department pays out more than $1,848,000 in contracts to preserve the health andsafety of county residents. Examples include the provision of group meals at public sites and home-delivered meals for seniors,domestic violence services, health insurance advocacy and ombudsmen services, and programs for children.Environmental and Economic Stewardship• Programs like the Sonoma County Youth Ecology Corps teach at-risk youth needed job skills and give them an appreciation forenvironmental stewardship. Contracts for this and other programs comprise more than $2,221,000 of the department’s budget. Inaddition, the department issues more than $15 million monthly in CalWORKs, CalFresh, General Assistance, foster care and adoptionassistance payments, child care payments and IHSS provider wages, which multiply to over $20 million in local spending, since mostlow income individuals spend money in their own communities.Investing in the Future• The department sponsors the Upstream Investments Policy, a countywide initiative that promotes investing early by focusing onprevention-focused programs that strengthen youth and families, investing wisely by using evidence based and outcomes basedprograms that show positive results, and investing together by working with County agencies, municipalities and local communitybased organizations to prioritize services that will impact 22 shared indicators of success. In FY 12-13, the Department will promotethe Upstream Investments Policy by encouraging inclusion in the Portfolio of Model Upstream Programs for Department andcontracted programs. To date, the Department funds and/or implements five programs on the Portfolio: A Matter of Balance,Structured Decision Making, Positive Parenting Program (Triple P), Dependency Drug Court, and Life Long Connections for a totalof approximately $1 million.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesAdditional allocation received for County Medical Services Program(CMSP). Add 1.0 Eligibility Worker II and continue support forUpstream Department Analyst (extend position to 6/30/13). Adjustappropriations for Redwood Children's Center (RCC) nurse costs and toassist with coordination costs for RCC to be funded by Health Servicesthrough Human Services. (Special Fund)Gross Revenue andExpenditures Reimbursements Net Cost264,210 292,760 (28,550)County of SonomaFY 2012-2013 Adopted Budget127Health & Human Services

HUMAN SERVICESJerry Dunn, Interim DirectorAdditional revenue projected for Workforce Investment Act (WIA)rollover, reimbursement from Health Services and grant. Adjustment ofcontracts and reclassification of 2 Employment & Training Counselorsto Employment & Training Coordinators (BOS approved 5/15/12).(Special Fund)GrossExpendituresRevenue andReimbursementsNet Cost230,146 201,596 28,550Budget Hearing ActionsDirected Staff to report to Board with information on unmet needsparticularly regarding impact of recession on poverty.County of SonomaFY 2012-2013 Adopted Budget128Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITYJerry Dunn, Interim DirectorMISSION STATEMENTThe mission of the Sonoma County In-Home Supportive Services (IHSS)Public Authority is to enrich the lives of IHSS clients and caregivers byproviding services and support to enhance quality caregiving.DEPARTMENTAL DESCRIPTIONThe In-Home Supportive Services (IHSS) program provides assistance thatallows low-income elderly and disabled clients to continue living in their ownhome. The type of assistance includes shopping, cooking, housekeeping, andbathing, and is provided by IHSS caregivers.Budget at a Glance:Total Expenditures $1,070,785Total Revenues $1,070,785Total Net Cost $0Total Staff 1.0% Funded by Local Discretionary Funds 33%The Board of Supervisors established the Sonoma County IHSS Public Authority in 2001 as an independent public entity, with themembers of the Board of Supervisors serving as the Board of Directors. The Public Authority is the employer of record for IHSScaregivers for the purpose of collective bargaining over wages, benefits, and other conditions of employment. Public Authority staffmanages the state mandated provider enrollment for IHSS caregivers and support the Public Authority Advisory Committee.Funding Sources$485,201$353,270County General FundStateThe Board of Supervisors and the Board ofDirectors designated the Human ServicesDepartment as the administrative liaison tothe IHSS Public Authority, and directed thePublic Authority to utilize county servicesthrough an interagency agreement. TheDirector of Human Services oversees thePublic Authority Manager through thisagreement. The Public Authority is colocatedwithin the Department's Adult andAging Services Division.Funding Uses$149,972$25,649$232,314$179,558FederalSalaries & BenefitsServices & SuppliesContractsThe Public Authority manages a contract inwhich the Human Services Departmentprovides Registry services. This contractrepresents approximately 50% of the PublicAuthority's expenditures. The Registry staffscreen and orient those who apply to becaregivers, match clients with qualifiedcaregivers, and perform functions related tothe state mandated provider enrollmentrequirements. Funding for the IHSS PublicAuthority's administrative budget includes amix of state, federal, and county funds. TheCounty share is approximately 33 percent.Caregiver wages and benefits of $15.8million are included and discussed in theHuman Services Department's WelfarePrograms budget.Other Charges$715,606County of SonomaFY 2012-2013 Adopted Budget129Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITYJerry Dunn, Interim DirectorFY 11-12 ACCOMPLISHMENTS• Completed state eligibility requirements for 1,900 IHSScaregivers, including investigating criminal histories andproviding orientation.• Matched 660 client requests for caregiver services withRegistry caregivers.• Completed 100 urgent substitute caregiver assignmentstotaling 430 hours.FY 12-13 OBJECTIVES• Complete state eligibility requirements for 2,000 IHSScaregivers, including investigating criminal histories andproviding orientation.• Match 680 client requests for caregiver services withRegistry caregivers.FINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeIHSS Public Authority-Special FundExpenditures 1,023,792 1,070,785 4.6Revenues & Reimbursements 776,245 717,515 (7.6)General Fund 247,547 353,270 42.7Net Cost 0 0 N/ANote: Caregiver wages and benefits of $15.8 million are included and discussed in the Human Services Department'sWelfare Programs budget and are not part of the IHSS Public Authority budget.STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 2.00 2.00 1.00 (1.00) (50.0)WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedProviders/Caregivers 4,590 4,780 4,794New Registered Providers 1,488 2,076 2,144In FY 2012-13 projected total providers/caregivers are anticipated to serve 5,176 clients for a total of 5,915,000hours of assisting living services.RECOMMENDED BUDGETThe recommended budget totals $1.1 million; a net $47,000 increase from FY 11-12 associated with adjustments to registry servicesprovided by Human Services Department (HSD) through an agreement. Service agreement expenditure increases are necessary totransfer duties of the vacant Public Authority Secretary position being eliminated, and to account for one time savings due to thesuspension of the county’s Mandatory Time Off without pay program.County of SonomaFY 2012-2013 Adopted Budget130Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITYJerry Dunn, Interim DirectorRecommended expenditures are supported by $717,500 in revenues from state and federal agencies and County General Fund support of$353,270. The County General Fund contribution is increasing by $106,000 due to reduced state and federal funding participation, andincreased agreement costs.Core Services MaintainedThe recommended IHSS Public Authority budget includes funding to continue state mandated services to ensure IHSS caregivers meetthe state's mandated enrollment requirements. In addition, the Authority will continue to maintain the registry which matches clientswith screened and qualified caregivers.Services Eliminated or ReducedDuring FY 11-12 the state disallowed direct service delivery expenditures. Thus, the urgent substitute caregiver service is beingtransferred to the Human Services Department. In addition, the recommended budget proposes to eliminate the vacant Secretaryposition, which for the most part provides assistance to enroll new caretakers.Strategic Plan Focus• Safe, Healthy & Caring Communities by ensuring that elderly and disabled IHSS clients receive the support they need to remainliving safely in their own homes. The Public Authority recommended budget includes $509,000 to cover the agreement with HumanServices Department to provide caregiver and client registry services.• Civic Services & Engagement by facilitating public input and participation in IHSS program matters within the jurisdiction of theAuthority through an Advisory Committee. The recommended budget includes $3,000 to fund the Advisory Committee.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget131Health & Human Services

County of SonomaFY 2012-2013 Adopted Budget132Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICESJulie S. Paik, DirectorMISSION STATEMENTThe mission of the Sonoma County Department of Child Support Services isto ensure that children receive the services regarding paternity and financialsupport to which they are legally entitled.DEPARTMENTAL DESCRIPTIONTotal Staff 101.50The Department of Child Support Services (DCSS) is part of a national andstate program that provides paternity and child support services to children % Funded by Local Discretionary Funds 0%and families in Sonoma County. DCSS seeks and enforces court orders ofpaternity and financial support against non-custodial parents. Custodial parents who receive Temporary Assistance for Needy Families(TANF/CalWORKs) grants must cooperate with DCSS to establish these orders. Other parents, who do not receive public assistance,may also apply directly for services. DCSS uses innovative enforceement techniques which are not available in private family lawmatters to assist these families, such as suspending the driver’s license or intercepting tax returns of the non-custodial parent. DCSS isfully federally and state funded without a General Fund contribution requirement.The Department of Child Support Services budget (aFunding Sourcesspecial revenue fund) consists of state and federalfunds that support the operations of DCSS. Funds are$6,000allocated based on state and federal formulas.Interest$4,952,379StateBudget at a Glance:Total Expenditures $14,571,820Total Revenues $14,571,820Total Net Cost $0Federal$9,613,441Funding Uses$2,241,293Salaries and Benefits$862,530Rent and Utilities$416,342Services and Supplies$11,051,655ReservedCounty of SonomaFY 2012-2013 Adopted Budget133Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICESJulie S. Paik, DirectorFY 11-12 ACCOMPLISHMENTS• Received an award for ranking first in the state for topperforming medium size counties and ninth for overallperformance.• Imaged 16,000 active case files and identified 3,000closed cases for destructon as the department transformsto a paperless environment.• Increased from 92.8% to 93.5% cases with support orders.• Increased from 64.9% to 66.5% cases with currentsupport collections.• Increased cost effectiveness from $2.05 to $2.28(exceeded state goal of $2.25). The ratio represents theamount of child support collected to department expenses.• Distributed $28.3 million in child support collections.• Partnered with law enforcement to increase child supportawareness through suspended licenses.• Created new outreach program in the family law court toprovide on-site services to families.FY 12-13 OBJECTIVES• Meet and/or exceed performance on federal/stateperformance measures: (1) paternity establishment – 100%,(2) support order establishment, which sets the amount ofchild support which should be paid – 93.5%, (3) percent ofchild support collected compared to the amount of due –68.5%, and (4) number of cases which a payment is madeon past due amounts – 70.9%.• Improve cost effectiveness, which is the ratio of childsupport collected to department expenses from $2.28 to$2.54 for the federal fiscal year (FFY) 11-12.• Pass all state and federal compliance and data reliabilityaudits.FINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeChild Support ServicesExpenditures 15,261,612 14,571,820 (4.5)Revenues & Reimbursements15,246,968 14,571,820 (4.4)Net Cost14,644 0 (100)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 107.50 102.50 101.50 (1.00) (0.98)County of SonomaFY 2012-2013 Adopted Budget134Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICESJulie S. Paik, DirectorWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Performace Measures* Actual Estimated RecommendedPercent of Cases with Paternity Established 99.0 100.0 100.0Percent of Cases with a Child Support Order 93.5 93.5 93.5Percent of Current Support collected 66.5 67.5 68.5Percent of Cases with a Collection towardsChild Support Debt 67.9 69.4 70.9Cost Effectiveness $2.28 $2.28 $2.54* Child Support Services performance measures are based on a Federal Fiscal Year (10/01 - 9/30)RECOMMENDED BUDGETThe recommended budget includes total expenditure of $14.6 million, which is a decrease of $690,000 from the adopted FY 11-12budget. The change is mostly due to one-time office relocation expenses, to achieve reduced monthly leases, which was financed withavailable balance from federal performance incentive (PI) funds. In addition, the recommended budget reflects decreased salary andbenefit costs as a result of eliminating five positions (vacant) during the first quarter budget adjustment of FY 11-12 along with thedeletion of 1.0 FTE Chief Child Support Attorney position (vacant) in this year's recommended budget. There is no net cost change fromreduced staffing given the associated federal/state allocation is programmed as unidentified program expense, which if not used willallow the department to meet and/or exceed cost efficiency performance standards.Core Services Maintained• The State Department of Child Support Services continues to work toward improving California’s Cost Effectiveness (ratio of childsupport distributed divided by total expenditures.) The state established a goal for Sonoma to meet $2.25 in cost effectiveness by theend of FFY 10-11. Sonoma exceeded the goal by reaching $2.28. The achievement was made possible in-part through shared servicesagreements with Riverside, Solano, and San Benito/Santa Cruz child support programs. The agreement provides for department staffto process some of the other entities’ cases, which nets out to reduced operating costs for Sonoma County. For FFY 11-12, thoughyear-over-year collections have declined, the department is on-target to meet its state goal of $2.25 and its internal goal of $2.54 astotal program expenditures were reduced through elimination of vacant positions.• The recommended budget reflects a flat federal and state funding allocation of $14.6 million for FY 12-13. Historically thedepartment has collected between $28,000,000 and $30,000,000 for local children and families. Child Support collections aredependent on gainful employment. The current economy, with high levels of under and unemployed people, has impacted childsupport obligors’ ability to keep current with their payments. The collections efforts are further hindered by the stagnation of thebuilding and construction industry in Sonoma County. Additionally, many recipients of unemployment benefits saw their benefitsexpire, reducing child support dollars to families. Sonoma has experienced a 22% year over year decline in payments throughunemployment collections during the first quarter of FY 11-12. Regardless of these challenges, the department continues to strategizeand implement best practices to help collections efforts.• Sonoma County continues to be a leader in performance in the state and has implemented 20 strategies to obtain child support courtorders, establish paternity and collect on current support in arrears. A few of the strategies include: Early Intervention Activities –contacting parents early and often to engage them and to explain the services they will receive; License Suspension Program –collaborating with law enforcement agencies to work with parents who are driving on suspended licenses due to delinquent childsupport; and Family Court Outreach – provide education and services to parents and attorneys on-site at the Family Law CourthouseServices Eliminated or ReducedDCSS does not anticipate any reductions to services in FY 12-13.Strategic Plan Focus• Safe Healthy & Caring Communities. The recommended budget includes $9.6 million in staff directly involved with establishingpaternity, which result is providing financial support to children who are entitled to it. Department staffing resources include positionsCounty of SonomaFY 2012-2013 Adopted Budget135Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICESJulie S. Paik, Directordedicated to Early Intervention activities, where early and often contact is made with parents on the importance of their cooperationand paying their child support, thus decreasing or eliminating their reliance on state and county welfare programs.• Economic Stewardship. DCSS continues to employ every enforcement technique available to maximize the collection of financialsupport from non-custodial parents and distribute it to children and families. Establishing this financial support often decreases afamily’s reliance on other state and county welfare programs.• Invest in the Future. DCSS continues to steadily improve on its cost effectiveness. By significantly streamlining, consolidating, andreprioritizing workload, the department is able to dedicate a larger portion of its financial resources to serve the children and familiesin Sonoma County.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget136Health & Human Services

BUDGET DESCRIPTIONCOMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUNDRita Scardaci, DirectorBudget at a Glance:In 1996, the County entered into an agreement with Sutter Health Systems(Sutter) for the long-term lease of Community Hospital (later renamed “SutterMedical Center of Santa Rosa” or SMCSR) and for a Health Care AccessAgreement (HCAA). The HCAA ensures hospital access to residentsparticipating in government programs such as Medi-Cal, Medicare, andCounty Medical Services Program (CMSP).In 2004, Sutter submitted a business plan to the Board of Supervisors in whichthey proposed to construct a new hospital and extend the Health Care AccessAgreement to 2021. The Board of Supervisors approved the business plan. In2010, Sutter received approval of an Updated Business Plan that will result inTotal ExpendituresTotal RevenuesTotal Net CostTotal Staff% Funded by Local Discretionary Funds$1,191,548$231,218$960,330n/a100%the construction of a 70-bed hospital near the Wells Fargo Center in Santa Rosa. This updated plan complies with the HCAA.At the time of the 1996 agreement, the County was obligated to pay back a pension obligation bond that was outstanding; the hospital’sshare of the payments was 7.21%. The County wasFunding Sources$3,211 $50,334Interest & Old Debtthen paying for and continues to pay a portion of thehealth insurance premiums for hospital employeeswho retired, or were eligible to retire (but took apostponement) at the time of the affiliation.$960,330Funding Uses$125,653177,673$1,065,895Prepaid RentsTransfer from MalpracticeFundUse of Fund BalanceFormer County HospitalEmployees RetirementBonds PaymentsHospital AssetDepreciationThree closeout budgets were established in FY 96-97to track expenditures related to the transfer ofCommunity Hospital. All expenses in these budgetswere initially funded from the proceeds of theaffiliation transaction, collection of delinquent debts,or interest on cash balances. The budgets are:• Hospital Closeout: Services–Established to fundadministrative costs to support the affiliationagreement, such as costs of collecting old debts,audits, consultants, and legal services.• Hospital Closeout: Retirement Bonds –Establishedto pay the hospital’s share of the County pensionobligation bonds. FY 12-13 is the last year of thepayment obligation.• Hospital Closeout: Retiree Medical Insurance –Established to help pay for the future health insurancepremiums.Given the County’s employer pension obligation willbe met by June 30, 2013, FY 12-13 is the last yearthese close-out budgets will be developed andpublished.FINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeHospital Closeout/EnterpriseExpenditures 1,446,693 1,191,548 (17.6)Revenues & Reimbursements 84,723 231,218 172.9Net Cost 1,361,970 960,330 (29.5)County of SonomaFY 2012-2013 Adopted Budget137Health & Human Services

RECOMMENDED BUDGETCOMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUNDRita Scardaci, DirectorThe total recommended budget is $1,192,000 which is a $255,000 decrease primarily due to transferring the annual retiree medical costobligation to the County’s Medical Retiree Trust which was established to meet the County’s Other Post Employment Obligation annualcontribution.As anticipated when close-out budgets were established, the proposed cash-out expenses are financed with estimated beginning cashbalance of $885,000 and a $178,000 transfer from the Medical Malpractice self-insurance unrestricted available fund balance. Thetransfer is necessary given that total pension obligation costs of $1 million exceed estimated resources.The Medical Malpractice fund is managed by Human Resources Risk Management and is presented under the Administrative & FiscalSupport Services tab. The fund was established to provide liability coverage for health programs that provide or have provided directservices, and to fund potential claims linked to the County’s closed Community Hospital.The following chart forecasts estimated cash balances of the Hospital Enterprise Funds.CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS*Hospital Hospital HospitalEnterprise Closeout Closeout Total AllCloseout Svcs Retirement Bonds Retiree Medical Ins Closeout FundsFY 11-12Actual Beginning Cash Balance 393,594 1,319,657 436,293 2,149,544Estimated Revenue 2,812 14,145 56,675 73,632Estimated Expenses (22,126) (1,016,040) (300,000) (1,338,166)Estimated Ending Cash Balance 374,280 317,762 192,968 885,010FY 12-13Estimated Beginning Cash Balance 374,280 317,762 192,968 885,010Estimated Revenue 3,211 177,673 0 180,884Estimated Expenses 0 (1,065,894) 0 (1,065,894)Estimated Ending Cash Balance 377,491 (570,459) 192,968 0* Values exclude depreciation and pre-paid rents because they are non-cash amounts. Budget amounts are necessary for requiredaccounting entries.As mentioned, given the affiliation agreement support costs are no longer needed, the County’s employer pension obligation will be metby June 30, 2013, and that retiree medical employer contributions will be covered outside of this budget, FY 12-13 is the last budget yearfor these units.Strategic Plan FocusSafe, Healthy and Caring Communities - The Department of Health Services continues to work closely with Sutter Medical Center ofSanta Rosa (SMCSR) to monitor compliance with the Health Care Access Agreement. SMCSR has met its obligations under theagreement during the past year.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget138Health & Human Services

DEVELOPMENT SERVICESGrossRevenues/Appropriations Reimbursements Net CostPermit & Resource Management 19,053,617 15,535,421 3,518,196Community Development Commission 46,045,590 45,693,729 351,861Fire and Emergency Services 9,185,510 8,220,125 965,385Transportation & Public Works 230,830,753 207,410,874 23,419,879Water Agency 219,153,691 172,912,383 46,241,308Economic Development Board 4,076,796 516,194 3,560,602Regional Parks 19,105,722 14,950,911 4,154,811Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget139Development Services

County of SonomaFY 2012-2013 Adopted Budget140Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENTPete Parkinson, DirectorMISSION STATEMENTTo serve the people of Sonoma County by providing a customer-focusedprocess for the orderly development of real property, balanced with resourcestewardship under the general policy direction of the Board of Supervisors,and to develop and maintain standards that protect the health and safety of thepublic.Budget at a Glance:Total Expenditures $19,053,617Total Revenues $15,535,421Total Net Cost $3,518,196DEPARTMENTAL DESCRIPTIONThe Permit and Resource Management Department (PRMD) was establishedin July 1995 to provide a “one-stop shop” for all county land use planning and% Funded by Local Discretionary Funds 19.3%development activities. Major functions include processing and inspecting building permits, well and septic permits, grading anddrainage permits, sanitation (sewer) permits and planning entitlements, environmental review for public and private projects,maintaining and updating the Sonoma County General Plan, and enforcing building and development codes. The department iscomprised of two budget divisions: the Permit and Resource Management Division and Zone 2 of County Service Area (CSA) #41.The Permit and Resource Management Division contains all staffing and operating expenses related to land use and developmentactivities. Division staffing has declined over 40 percent in the past few years due to the economic downturn. The division is financedprimarily by revenues collected for theFunding Sources$3,518,196$1,521,373$4,674,146Funding Uses$820,038$821,420$7,219,170$1,299,312$5,086,055Permit FeesFines, Penalties &Abatement LiensCharges for ServicesCounty General FundIntergovt. Revenues,Internal Reimbursements& Operating TransfersSpecial Revenue Funds(includes CSA #41)Administrative/CustomerServiceTotal Staff 102.00review and processing of permitapplications. In addition, this budgetdivision maintains the Aggregate ResourceManagement Mitigation Fund, the SurveyMonument Preservation Fund, and severaldeferred revenue accounts for fundscollected in previous fiscal years to pay fordevelopment related services to be renderedin the current or subsequent fiscal years.Zone 2 of County Service Area (CSA) #41was formed in 1986 to provide for an on-sitewaste disposal operation for the Sea Ranchsubdivision. The zone serves the nonseweredareas in the Sea Ranch subdivisionand has the responsibility to inspect,monitor, maintain, and operate septicsystems within its jurisdiction. The SeaRanch Association provides operation of thesystem. The division’s budget is establishedas an enterprise fund.$5,461,934Construction, Code andEngineeringPlanning ServicesSpecial Revenue Funds$7,685,590County of SonomaFY 2012-2013 Adopted Budget141Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENTPete Parkinson, DirectorFY 11-12 ACCOMPLISHMENTS• Convened a Customer Service Working Group bringingtogether industry members and PRMD staff torecommend improvements to enhance PRMD’s customerservices.• Completed environmental documentation and adoption ofthe Sonoma County Airport Master Plan, updated AirTransportation Element and related zoning textamendments.• Completed Update of the Uniform Rules for AgriculturalPreserves and Farmland Security Zones.• Completed Update of the Agricultural Zoning Districts toimplement General Plan policies.• Completed Update of the Alcoholic Beverage SalesOrdinance through Planning Commission and Board ofSupervisors hearings in response to Board of Supervisorsdirectives.• Completed adoption process for a zoning codeamendment capping the number of medical cannabisdispensaries in the unincorporated area.• Participated in development of the statewide septicsystem regulations (AB 885) to ensure that localconditions and needs are addressed.• Coordinated with the Water Agency to establish amonitoring network to meet the requirements of theCalifornia State Groundwater Elevation Monitoringprogram (CASGEM).• Certified three additional Certified Access Specialists(CASp) to comply with second phase of State Law SB1608 relating to handicap accessibility.• Certified one key staff pursuant to the CALGreenbuilding standards program.• Published update of Sonoma County’s popularResidential Construction Manual to reflect newly adopted2010 Codes.• Hired a Customer Service Ombudsman to help implementthe Board’s Economic Development initiatives byassisting customers through the permitting process.• Completed the retracement and re-monumentation surveyof the 52 mile Sonoma-Napa County line, or “KingsburyLine”.FY 12-13 OBJECTIVES• Implement key recommendations of the PRMD CustomerService Working Group which brought together industryleaders with PRMD staff with the purpose of recommendingapproaches to further improve PRMD’s customer service.• Implement a customer education program as part of the nextphase of Customer Service Enhancements identified in 2010.• Initiate public review of the Draft Development Code Updateand complete the public hearing process at the PlanningCommission to provide a recommendation to the Board ofSupervisors. Also initiate public review of the HistoricResources Guidelines for Bodega Bay, Duncan Mills,Freestone and Occidental.• Initiate public hearings on implementation of the BioticResource combining zones for Streamside ConservationAreas and Biotic Habitat.• Complete an update of the Well and Septic “Blue Book”containing all septic regulations affecting Sonoma County,and complete adoption process for a modernized County WellOrdinance. Continue working with the Water Agency tosubmit to the state biannual groundwater elevation datapursuant to the California State Groundwater ElevationMonitoring program (CASGEM).• Work with Regional Water Boards to implement newstatewide septic system regulations (AB 885) to ensure localconditions and needs are addressed.• Complete update of the Airport Land Use Compatibility Planto reflect the recently adopted Master Plan for the SonomaCounty Airport.• Complete Administrative Draft Review of the Local CoastalPlan with Coastal Commission staff.• Certify four additional Certified Access Specialists (CASp) tocomply with next phase of State Law SB 1608, relating toaccessibility for persons with disabilities by January 1, 2014and certify four additional staff in the CALGreen buildingstandards program.• Choose new permitting software system to replace PermitsPlus and implement plan to update this system.• Complete implementation of new Microsoft Dynamicsproject cost accounting system.• Participate with statewide organizations in the developmentof the 2013 model building codes.County of SonomaFY 2012-2013 Adopted Budget142Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENTPete Parkinson, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangePermit and Resource ManagementExpenditures 17,238,798 18,233,579 5.8Revenues & Reimbursements 13,833,221 14,714,001 6.4Net Cost 3,405,577 3,519,578 3.3Special RevenueExpenditures 41,145 517,145 1,156.9Revenues & Reimbursements 49,545 521,645 952.9Net Cost (8,400) (4,500) 46.4CSA #41 - Sea Ranch SanitationExpenditures 296,180 302,893 2.3Revenues & Reimbursements 299,418 299,775 0.1Net Cost (3,238) 3,118 196.3Total Expenditures 17,576,123 19,053,617 8.4Total Revenues & Reimbursement 14,182,184 15,535,421 9.5Total Net Cost 3,393,939 3,518,196 3.7STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 101.39 102.00 102.00 0.00 0.00WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedBuilding Inspections 18,460 18,690 18,690Building Permits Issued 5,160 5,010 5,010Well & Septic Permits Issued 2,360 2,300 2,300Engineering Permits Issued 8,820 9,380 8,820Project Review Applications Assigned 280 320 320Code Enforcement Complaints Received 870 850 850RECOMMENDED BUDGETThe recommended budget includes total expenditures of $18.2 million, an increase of $994,781 from the adopted FY 11-12 budget. Thechange is primarily the result of funding two additional positions from FY 11-12, as described below, and increased salary and benefitscosts, due to the loss of Mandatory Time Off savings, merit increases and countywide increases to retirement and worker’scompensation costs. Total revenues of $14.7 million for FY 12-13 reflect an increase of $880,780. Of this revenue, $511,000 isCounty of SonomaFY 2012-2013 Adopted Budget143Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENTPete Parkinson, Directorattributable to fee increases approved by the Board in April. The remaining increases are due to the transfer of Deferred Revenue tocover increased position costs and program costs. Four positions are budgeted to be funded through deferred revenue and the remainderof new positions and funding will be derived from permit fees. $114,000 is also budgeted from Deferred Revenue in order to continueCounty Counsel support for code enforcement efforts. The fund balance of Deferred Revenue, following position and FY 12-13 programfunding, is estimated to be $640,000.The Department’s related position changes include the new Customer Service Ombudsman position, which was added by the Board inJanuary 2012, as well as funding for 1.0 FTE Permit Technician which was previously allocated but vacant and unfunded in the FY 11-12 budget. Funding for this front-line position is recommended to help reduce customer waiting times in our office. This need hasbecome more acute as the department has reduced its office hours and dramatically reduced staffing over the past several years.In FY 11-12, the Board approved using one time funds from PRMD’s Deferred Revenue account to fund five positions that would haveotherwise been eliminated. These included two code enforcement inspectors and three planners working on comprehensive planningprojects. The department was able to cover the cost of these positions within the approved budget for FY 11-12, without drawing fundsfrom Deferred Revenue. This was due to a combination of increased revenue, significant salary savings, and budgeted one-time salarypayouts that were payable in FY 10-11.No new service reductions are proposed for FY 12-13. Last year, the department lost 19.5 filled positions (for a cumulative staffingreduction of nearly 40 percent over four years) and initiated significant service reductions including a reduction in the department’spublic office hours, which continues to be in effect. As described below, the department’s core services remain funded under this budget.Core Services Maintained• All development permitting and inspection services will be maintained at current levels.• Code violations will be investigated and abated pursuant to current practices.• Onsite wastewater treatment and disposal will be reviewed for compliance with Basin Plan and County standards.• PRMD’s one-stop permit center will remain open, serving customers four days per week. Services will be enhanced with the additionof a new Customer Service Ombudsman position, approved by the Board in FY 11-12.• Property and development information, including GIS resources, will be available online and in the office.• Environmental review and permitting for County infrastructure projects will be maintained.• Advisory bodies like the Planning Commission, Board of Zoning Adjustments, Landmarks Commission, Project Review & AdvisoryCommittee (PRAC), Design Review Board, and Airport Land Use Commission will be supported.• Comprehensive planning programs will continue, including Housing Element implementation and public review of the newDevelopment Code.• Mining operations will be monitored and inspected and state-mandated reports will be completed.• Development and grading projects will be reviewed and inspected for compliance with the County’s storm water permit (NPDES),and annual storm water permit reports will be completed.Strategic Plan FocusThe recommended budget gives the highest priority to protecting health and safety consistent with the Strategic Plan. Specific coreservices in this area include:Healthy and Caring Communities:• Permitting and inspection.• Enforcement of health and safety codes and abatement of hazardous conditions.• Oversight of on-site wastewater systems and water well construction.• Ensuring access for disabled persons in commercial buildings.• Implementing codes that protect people and buildings from natural hazards (flood, earthquake, fire, etc.).Investment in the Future:• One of the department’s priorities in FY 12-13 will be completion of a new Development Code to modernize the County’s outdatedzoning ordinance and help streamline development approvals. $142,000 is allocated towards this project.County of SonomaFY 2012-2013 Adopted Budget144Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENTPete Parkinson, DirectorEconomic and Environmental Stewardship:• The department is leading a county-wide effort to develop a Greenhouse Gas Reduction Implementation Plan that will provide theCounty and all nine cities with tools to reduce greenhouse gas emissions related to new development. $28,400 is allocated towardsthis project.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget145Development Services

County of SonomaFY 2012-2013 Adopted Budget146Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorMISSION STATEMENTThe Sonoma County Community Development Commission is dedicated topromoting decent and affordable housing, revitalizing communities, andsupporting public services that increase economic stability for countyresidents. We are committed to providing services in an effective, efficient,and respectful manner.Budget at a Glance:Total Expenditures $56,397,099Total Revenues $56,045,238Total Net Cost $351,861DEPARTMENTAL DESCRIPTIONTotal Staff 34.00The Community Development Commission (CDC) is established as aseparate public and corporate entity pursuant to Section 34110 of the State ofCalifornia Health and Safety Code, which authorizes a jurisdiction to operate% Funded by Local Discretionary Funds 1.7%its redevelopment agency and housing authority under a single governing board. The Board of Supervisors sits as the Board ofCommissioners, and therefore functions as the governing board of the Sonoma County Housing Authority, and served as the governingBoard of the Sonoma County Community Redevelopment Agency until its dissolution on 2/1/2012 pursuant to the provisions of ABx126. This recommended budget includes funding for the Community Development Division, the Housing Authority, and the County asSuccessor Agency to the Sonoma County Community Redevelopment Agency, as described below.Funding Sources$4,813,447$10,351,509$974,959$351,861Funding Uses$9,813,094$4,813,447$10,351,509$956,195$4,973,410$1,464,881 $1,964,402$0$41,090$33,934,628$27,989,766General Fund ContributionOther County & City ProjectsInterest RevenueFederal & State GrantsSuccessor Agency AdministrationLocal Fund Use of Fund BalanceOther RevenueInternal ReimbursementsRental AssistanceRedevelopment ActivitiesSuccessor Agency AdministrationCommunity Development/Affordable HousingInternal ReimbursementsHomelessness Assistance &PlanningHousing Rehabilitation & ElevationThe Community Development Division ofthe CDC administers and implementsprograms to address a broad spectrum ofhousing needs for Sonoma County’s lowerincome residents, including: Continuum ofCare homelessness planning and hosting ofthe Homeless Management InformationSystem, funding for homeless preventionand intervention services, financialassistance to developers of affordablehousing, first-time homebuyer programs,Housing Rehabilitation and Flood ElevationPrograms, administration of Mobile HomeRent Stabilization Ordinances, andprogrammatic support of the HousingElement of the County’s General Plan. TheCommunity Development Division usesfunding from the U.S. Department ofHousing and Urban Development’sCommunity Development Block Grant,HOME Investment Partnership, EmergencySolutions Grants, and Supportive HousingPrograms, as well as funds from the FederalEmergency Management Agency, CountyFund for Housing, County CommunityServices Funding Program, Low- andModerate-Income Housing Funds from theformer Sonoma County CommunityRedevelopment Agency and City of SonomaCommunity Development Agency, CountyGeneral Fund, and other local and statefunding sources.The Housing Authority administers HousingChoice Voucher Rental Assistance Program(Section 8), HOME Tenant-Based Rental Assistance, Shelter Plus Care, Family Unification and Family Self-Sufficiency programs. TheHousing Authority is funded primarily through formula and competitive grants from Housing and Urban Development.County of SonomaFY 2012-2013 Adopted Budget147Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorThe Community Development Commission is currently under contract to provide staffing services to the County as Successor Agency tothe Sonoma County Community Redevelopment Agency. The Redevelopment Agency was dissolved effective February 1, 2012 throughenactment of ABx1 26, and a separate successor agency entity was created to wind up the Redevelopment Agency activities. As staff tothe Successor Agency, the Commission administers recognized enforceable obligations of the former Sonoma County CommunityRedevelopment Agency until those obligations are fully completed and debts are repaid.County of SonomaFY 2012-2013 Adopted Budget148Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorFY 11-12 ACCOMPLISHMENTS• Assumed responsibility for administration of theCommunity Services Funding (CSF) Program from theformer Human Services Commission. Provided $440,000in grants to 19 local non-profit agencies providingessential services for lower-income households andsaving about $160,000 per year in general fund expenses.• Provided over $350,554 in federal funds to 9 localnonprofit agencies in support of 13 homeless shelters andtransitional housing facilities providing supportiveservices to over 9,000 individuals and households.• Worked with 15 Sonoma County nonprofit agencies thatutilize the homeless management information system(HMIS). Sonoma County achieved a data completenessfactor of 99.99% and acceptance of 100% of all federalAnnual Homelessness Assessment Reports (AHAR's).• Provided $2,595,750 in funding for three affordablehousing developments providing 62 affordable housingunits, 9 restricted for very-low and low-income familiesin the lower Russian River area.• Provided $889,819 in local funding to the Highway 12road widening, sidewalk, and lighting publicinfrastructure improvement project from Boyes Boulevardto Agua Caliente Avenue. Completed and closed-out theadministration of the $1.334 million HomelessnessPrevention and Rapid Re-Housing Program, inpartnership with the City of Santa Rosa and CatholicCharities of the Diocese of Santa Rosa, and theCommunity Development Block Grant – Recoveryprogram that provided $534,000 in one-time funds forcapital projects and job-readiness training.• Assisted 2,772 households with rental subsidies, 22 lowincomemobile home owners with space rent assistance,225 mostly homeless clients with rental assistance and 12extremely low-income special needs residents withproject based vouchers.• Completed 45 housing rehabilitation projects using acombination of federal Community Development BlockGrant (CDBG), State of California CalHOME funds, orredevelopment funds. Elevated 14 flood-prone residentialstructures in the lower Russian River area using FederalEmergency Management grant funding and ownermatching funds.• Awarded a combined $3.56 million in affordable housingloan program proceeds to 6 local projects that will buildor preserve 341 affordable housing units in the county.• Installed two new public restrooms in Guerneville,completed Phases 5 and 6 of Sweetwater Springs WaterDistrict capital improvement plan, completed Phase II andfunded Phase III for development of Guerneville’sRiverkeeper Stewardship Park, and completed Monte RioSports Court improvement project.County of SonomaFY 2012-2013 Adopted Budget149FY 12-13 OBJECTIVES• Fund non-profit public services organizations, affordablehousing and public works projects, housing rehabilitation,and community development projects with availablefunds throughout the county.• Raise the community awareness of fair housing issues andthe enforcement of fair housing violations through,principally, a new partnership with Petaluma PeopleServices Center as the new provider of Fair HousingServices for the County of Sonoma and the City of SantaRosa.• Initiate a new Rapid Re-Housing pilot program usingfederal Emergency Solutions Grant (ESG) funds to assisthomeless persons and households to quickly move backinto permanent housing.• Assist in prevention of homelessness and promote stablehousing environments for more than 3,000 low-incomehouseholds by providing rental subsidies through theHousing Choice Voucher (2,772), HOME Tenant BasedAssistance (110), and Shelter Plus Care (130) programs.• Secure additional federal funding to increase the capacityof rental housing assistance programs, in collaborationwith county departments and community basedorganizations to assist chronically homeless individualswith disabilities.• Secure additional federal funding, and complete elevationof up to 15 flood-prone residential structures; provide 20-40 loans to owners of qualified residential units to makeneeded home improvements.• In concert with the Sonoma County Office of Fire andEmergency Services, pursue FEMA funding forestablishment of new local hazard mitigation programs.• Streamline the administration of rental assistanceprograms through the implementation of updated softwareproviding electronic document management,computerized file notes, handheld inspection technology,online applications and waitlist management.• Administer, satisfy and retire recognized enforceableobligations of the former Sonoma County CommunityRedevelopment Agency, in accordance with ABx1 26 andmanage the completion of projects of the formerredevelopment agency.• Administer low- and moderate income housing assets andliabilities acquired as a result of ABx1 26, from theformer Sonoma County Community RedevelopmentAgency and City of Sonoma Community DevelopmentAgency.Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneralExpenditures 12,086,842 7,541,281 (37.6)Revenues & Reimbursements 9,086,842 7,429,691 (18.2)Net Cost 3,000,000 111,590 (96.3)Community DevelopmentExpenditures 7,719,062 6,990,917 (9.4)Revenues & Reimbursements 7,698,336 6,990,917 (9.2)Net Cost 20,726 0 (100.0)Housing AuthorityExpenditures 26,916,098 27,111,682 0.7Revenues & Reimbursements 26,966,130 26,871,411 (0.4)Net Cost (50,032) 240,271 (580.2)California Redevelopment Law Housing - Sonoma County*Expenditures 0 1,401,710 -Revenues & Reimbursements 0 1,401,710 -Net Cost 0 0 -County Successor Agency - Roseland*Expenditures 0 2,649,185 -Revenues & Reimbursements 0 2,649,185 -Net Cost 0 0 -California Redevelopment Law Housing - RoselandExpenditures 4,570,91811,000,000 (78.1)Revenues & Reimbursements 1,811,90811,000,000 (44.8)Net Cost 2,759,010 0 (100.0)County as Successor Agency - Spring*Expenditures 0 7,640,180 -Revenues & Reimbursements 0 7,640,180 -Net Cost 0 0 -California Redevelopment Law Housing - SpringsExpenditures 15,077,12111,000,000 (93.4)Revenues & Reimbursements 3,314,27011,000,000 (69.8)Net Cost 11,762,851 0 (100.0)County as Successor Agency - Russian River*Expenditures 0 62,144 -Revenues & Reimbursements 0 62,144 -Net Cost 0 0 -California Redevelopment Law Housing - Russian RiverExpenditures 13,635,75711,000,000 (92.7)Revenues & Reimbursements 4,282,28011,000,000 (76.6)Net Cost 9,353,477 0 (100.0)Total Expenditures 80,005,798 56,397,099 (29.5)Total Revenues & Reimbursements 53,159,766 56,045,238 5.4Total Net Cost 26,846,032 351,861 (98.7)1 FY 11-12 totals represent revenues and expenses of the entire Former Sonoma County Community Redevelopment Agency.*New funds for County as Successor Agency activities, did not exist in previous fiscal years.County of SonomaFY 2012-2013 Adopted Budget150Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorSTAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 43.00 44.00 34.00 (10.00) (22.7)RECOMMENDED BUDGETThe recommended budget includes a total expenditure decrease of $23,088,999 from the adopted FY 11-12 budget. The change isprimarily the result of a net reduction in expenditures of $21,762,522 due to dissolution of the Redevelopment Agency. The assets andobligations of the Redevelopment Agency were transferred to the separate entity of the County of Sonoma as Successor Agency, whichis detailed following the CDC recommended budget. Additional factors contributing to the reduction include funding reductions of$584,458 in the federal HOME Investment Partnership program, $221,576 in Community Development Block Grant (CDBG) funding, a$223,553 decrease in administrative fees expected to be received through the Housing Choice Voucher Program, and the completion ofseveral federal stimulus programs during FY 11-12. The revenue reductions described above are partially offset by the recommendedreduction of staffing resources by $682,000 (11.0 FTE – 9.0 vacant).The CDC’s expenditures for FY 12-13 are supported by federal, state, and local grant funds, program and administrative fees,reimbursements and share of costs from government and community organizations, and for services rendered to the County of Sonomaas Successor Agency, as well as to other governmental entities for the operation of various affordable housing-related programs, andinterest and internal reimbursements. Less than 1.7% of the total funding for CDC activities comes from the County’s General Fund.The winding down of Redevelopment coupled with program and funding reductions over the last two years is reducing the size of theCDC staff. The space the agency currently occupies is larger than currently required and is priced above the current market. The CDC isworking with the General Services Real Estate office to reduce the cost of space by either moving to a new location or negotiating areduction in cost for the current location. The CDC expects to reduce space costs by up to $100,000 in FY 12-13 and has included this inthe recommended budget.Recommended Staffing ChangesRecommended position changes include the reduction of 2.0 FTE Community Development Specialist II, 1.0 FTE Senior CommunityDevelopment Specialist, 1.0 FTE Community Development Associate, 1.0 FTE Construction Services Specialists, 2.0 FTE EmploymentHousing Counselors, 3.0 FTE Housing Negotiator, and 1.0 FTE Administrative Aide. Nine of these positions are currently vacant. Thenecessity of these recommendations is detailed below under Services Eliminated or Reduced.Core Services MaintainedDuring FY 12-13, the Sonoma County Community Development Commission will continue to provide a range of core services, asfollows:Community Development:• Finance development of new rental and ownership housing units that are affordable and restricted for sale or rent to lower-incomehouseholds.• Finance preservation of affordable rental housing complexes that are at risk of conversion to market rates as current subsidy contractsexpire.• Provide low-interest loans to rehabilitate residential properties occupied by lower-income households to address health and safetydeficits and to provide access modifications for people with disabilities.• Use grant funding to complete hazard mitigation measures for residential properties, including installation of Earthquake ResistanceBracing Systems on mobile homes and elevation of flood-prone structures primarily in the lower Russian River area.• Prioritize federal funds for non-profit and public agencies to provide: homeless services; fair housing information and mediation;ADA retrofits for public facilities including parks, community centers, libraries, and other public buildings; new or expanded publicimprovements, such as water and sewer lines, sidewalks, and street lighting in lower-income neighborhoods; micro-enterprise andother economic development programs; and other community development projects benefiting principally low-income countyresidents.County of SonomaFY 2012-2013 Adopted Budget151Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorHousing Authority:• Provide $2 million per month in rental assistance payments to enable very low-income households to rent privately-owned homesscattered throughout the county through the Housing Choice Voucher (HCV), Shelter Plus Care, and HOME Tenant Based AssistancePrograms.• Promote self-sufficiency to 40 HCV participants annually through the Family Self-Sufficiency Program, with a goal of enabling themto transition off of all public assistance within 5 years.Services Eliminated or Reduced:• Discontinue HOME Tenant Based Assistance Program (HOME TBA): the Home Investment Partnership program of the U.S.Department of Housing and Urban Development provides an annual formula grant to Sonoma County as the administrative agent foran eight-jurisdiction partnership including Cloverdale, Cotati, Healdsburg, Rohnert Park, Sebastopol, Sonoma, Windsor and theunincorporated county. By local practice, 45% of the HOME award has been dedicated to a HOME Tenant-Based Assistance (TBA)program, a sliding-scale rental assistance program administered by the Housing Authority. HOME funding is being reduced by 48%in FY 2012-2013. This deep funding cut requires cessation of the HOME TBA program over the course of the next two years. The110 participants of this program will be redirected to the Housing Choice Voucher (Section 8) program as feasible, or will exitthrough natural attrition. Discontinuing this program will allow the balance of HOME funds to be directed toward affordable housingdevelopments and related activities. These reductions result in the elimination of 1.0 FTE Employment Housing Counselor.• Reduction in Housing Rehabilitation Program: the long-standing housing rehabilitation program, initiated in the late 1970’s, has beenfunded in recent years by Community Development Block Grant (CDBG), redevelopment, and State CalHome funds. The programprovides below-market financing and construction management services to enable health and safety repairs for housing stockoccupied by low-income households. CDBG funding is down 37% from its 2003-2004 peak, redevelopment funding is completelyeliminated, and CalHome funding received from previous state grant competitions is now exhausted and a new CalHome grantapplication was not funded. Should the funding request be reconsidered and awarded within FY 12-13, staff will make any requestedadjustments to staffing and budget in supplemental or consolidated budget adjustment actions. Scaling back this program reduces theassistance provided to low income residents, risks deterioration or loss of affordable housing stock. These reductions result in theelimination of 1.0 FTE Community Development Associate and 1.0 FTE Community Development Specialist.• Housing Authority Restricted Reserve Transfer: as part of its 2012 HUD appropriations act, Congress directed HUD to offset aportion of Housing Choice Voucher renewal funding with housing authority restricted reserves. For the Sonoma County HousingAuthority, housing assistance payment funding was reduced by $862,661, requiring the Housing Authority to spend down its reservesby the same amount. In addition, this year HUD reinstated a cash management policy it abandoned in 2005 and re-established HUDheldprogram reserves. Sonoma County Housing Authority’s existing restricted reserve balance will be transitioned to HUD-heldprogram reserves by a process whereby HUD disburses less funding to the housing authority, requiring it to spend down its reserves.At the same time, HUD will add the amount of withheld funding to Housing Authority’s program reserve account to be held by HUD.• Reduction in Housing Authority Administrative Revenues: in recent years, reduced Congressional appropriations for Section 8Housing Choice Voucher administrative funding have required HUD to pro-rate administrative fees. This year, HUD estimates thatthe Sonoma County Housing Authority will receive 75% of the administrative funding for which it is eligible. These decreases will beoffset through a combination of staffing reductions and use of restricted administrative reserves dedicated for the Housing choiceVoucher program that may be recaptured by HUD if unspent. These reductions result in the elimination of 3.0 FTE HousingNegotiator Inspectors and 1.0 FTE Employment and Housing Counselor.oTo help mitigate the loss of administrative funding so that the Sonoma County Housing Authority will be able to continuehandling its ongoing workload, the agency is streamlining the administration of rental assistance programs through theimplementation of updated software providing electronic document management, computerized file notes, handheldinspection technology, online applications and waitlist management. The expected outcomes of this technological changeare increased productivity, improved case management and customer service, and a substantial reduction in the use ofpaper and files.• County Fund for Housing: the County Fund for Housing provides loans to developers of housing projects that meet stringentaffordability standards. This program is funded mainly through fees charged to all commercial and residential developments in theunincorporated areas that do not directly provide for affordable housing. The nature of the current economic environment and itseffect on the real estate industry will severely limit the capacity of this program to fund affordable housing loans. The Fund revenuesaveraged $1.3 million for the period of FY 07-08 to FY 10-11 and the budget estimate for FY 12-13 is $520,000.• Low-Moderate Housing Funds: ABx1 26 provided that all unencumbered cash on hand in the former Redevelopment Agency’sLow/Moderate-Income Housing Fund as of 1/31/2012 would be remitted to the local Auditor-Controller for future disbursement toCounty of SonomaFY 2012-2013 Adopted Budget152Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive Directortaxing entities. ABx1 26 also provided that the properties owned by former redevelopment agencies that were paid for with fundsfrom the low-mod housing fund would remain with a successor housing entity. The Community Development Commission wasdesignated as the successor housing entity for the County and City of Sonoma former redevelopment agencies. ABx1 26 did notprovide for any maintenance or operational funding to cover expenses, such as property management, maintenance and repair, annualmonitoring of compliance with occupancy and affordability restrictions, and other loan servicing and asset management tasks. Cleanuplegislation is currently being discussed at the state level to address this issue. At this time the outcome of the legislation initiative isunknown, but there is support for a result that will leave some or all of the low-mod housing funds with the Successor Housingagencies in each jurisdiction. This budget assumes that $4,000,000, based on estimated potential use for loan and rehab programs, inhousing fund balance will remain with the CDC and provide funding for maintenance and operation of housing properties and fundingfor a small housing rehabilitation program during FY 12-13. If this funding is not realized, $600,000 (15%) would not be available foruse by the CDC to pay administrative expenses and the budget would be revised to reduce associated costs and staffing, estimated tobe 2.0 FTE.• Dissolution of the Sonoma County Redevelopment Agency: The dissolution of redevelopment agencies on 2/ 1/2012 ceased all newredevelopment activities, eliminated economic and community development activities related to redevelopment and canceled projectsnot under contract or under contract between the CDC and the County. The dissolution of the Sonoma County CommunityRedevelopment Agency means a loss of $5.7 million in property tax increment derived from three project areas annually for publicinfrastructure, private projects, rehabilitation of commercial business structures, financing for community parks and recreationalfacilities, tourism and marketing assistance, community clean-up activities, new business development services funding, andfinancing for the creation and preservation of affordable housing and residential rehabilitation. The dissolution of the Sonoma CountyCommunity Redevelopment Agency will result in the elimination of 1.0 FTE Senior Community Development Specialist, 1.0 FTECommunity Development Specialist II, 1.0 FTE Construction Services Specialist, and 1.0 FTE Administrative Aide.Strategic Plan FocusThe CDC’s programs all fall under one or more of the Strategic Plan focus areas and many of the CDC’s programs comprise upstreaminvestments that help to stabilize living situations for assisted households, and create healthier community conditions for all residents.Some examples of Strategic Plan connections include:Safe, Healthy and Caring Communities:• $25,944,930 of this budget supports financial assistance for development and preservation of affordable rental housing units, andmonthly rental subsidies that limit rental costs to an affordable percentage of household income, and enable very low-income familiesthroughout the county to obtain and retain safe, decent, and affordable housing. This addresses Safe, Healthy and CaringCommunities as well as upstream goals, by helping to ensure that residents are well sheltered and safe, and influences the upstreamsuccess indicators of reducing the rate of homelessness, increasing the housing affordability index, while also providing stable livingenvironments for local residents. Rental subsidies also contribute to a healthy economy by enabling owners of private rental propertiesto rent their units to thousands of households who would not otherwise be able to afford to live independently in the area, providing astable stream of rental income for owners to maintain their properties, and reducing the overall vacancy rate for their units.Safe, Healthy and Caring Communities and Investment in the Future:• $119,711 of the budget goes towards providing below market-rate loans to low-income owners single-family houses and mobilehomes to complete health and safety repairs to their homes promoting Safe, Healthy and Caring Communities through positive livingconditions and Invests in the Future of the community’s housing stock.Civic Services and Engagement:• $430,162 are expected in investments in Americans with Disabilities Act (ADA) improvements to public facilities including parks,libraries, sidewalks, community centers, and government buildings, enhancing the ability of people with disabilities and seniors to liveand move around in the community in a safe way and promotes Civic Services and Engagement in government processes. Grants forADA improvements in private homes and rental units allow people to continue to live independently rather than being forced to moveinto congregate care facilities or other supportive housing arrangements.• The CDC relies on advisory committees to provide citizen input and recommendations regarding virtually all policy and fundingdecisions before seeking Board of Commissioners’ approval. These groups, which represent a significant level of Civic Services andEngagement, include the Community Development Committee and Technical Advisory Committee.County of SonomaFY 2012-2013 Adopted Budget153Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive DirectorThe programs of the County as Successor Agency to the Sonoma County Community Redevelopment Agency also support the StrategicPlan.Safe, Healthy, and Caring Communities:• The planned redevelopment, $6,920,200 in total project costs, of the Roseland Shopping Center provides for a safer and healthierRoseland community by removing or mitigating environmental hazards, creating new affordable rental housing units, developing newretail and community services space in a pedestrian-oriented configuration, stimulates construction and long term employmentopportunities. The planned construction of a public plaza to serve as a vibrant community gathering place in conjunction with urbangreen space, and a walkable community design provides a new asset for community health in the center of the RoselandRedevelopment Project Area. It is estimated that approximately $4 million will be expended in furtherance of this project in FY 12-13.• Highway 12 improvements, expected to total $13,003,049 in project costs, in the Sonoma Valley Springs Redevelopment Project Areaare transforming a dangerous 2-mile stretch of roadway running the length of the area’s commercial corridor into a safe area forpedestrians and bicyclists and a safe route to schools in the area, and will enhance the likelihood that pedestrians and motorists alikewill have easier and more frequent access to businesses in the area, improving economic vitality in the area and reducingenvironmental impacts due by reducing vehicle miles traveled. It is expected that approximately $10 million of these funds will beexpended in FY 12-13.County of Sonoma as Successor to the Sonoma County Community Redevelopment AgencyEffective February 1, 2012, the Sonoma County Community Redevelopment Agency was dissolved per ABx1 26. On January 10, 2012,the County of Sonoma elected to serve the role as Successor Agency to the Sonoma County Community Redevelopment Agency fornon-housing programs and appointed the Sonoma County Housing Authority as the Successor Agency for housing activities of theformer Redevelopment Agency, effective February 1, 2012. The County of Sonoma as Successor Agency to the Redevelopment Agencyhas contracted with the Sonoma County Community Development Commission to provide administrative and project delivery staffing tothe Successor Agency. The role of the Successor Agency is to expediently wind down the affairs of the former redevelopment agency inaccordance with the provisions in ABx1 26. The agency accomplishes this with the oversight and approval of the County Board ofSupervisors in their capacity as the Successor Agency’s governing body and subject to the direction of a seven member appointedOversight Board.One of the provisions under ABx1 26 requires a Successor Agency to adopt a Recognized Obligation Payment Schedule (ROPS) whichlists all of the enforceable obligations of the former redevelopment agency, including an administrative budget and expenses associatedto supporting the Successor Agency. The completed ROPS for the six-month period from July through December 2012 is currentlypending State Department of Finance approval. Any edits required by the state after their review will be incorporated into thesupplemental budget and through consolidated budget adjustment during the FY as needed.The County as Successor Agency expenditures for FY 12-13, as shown on the initial ROPS submitted for state approval total$19,517,509. The approved projects and expenditures may change if the state successfully overturns any of the items listed on the ROPS,or if the ROPS for subsequent periods are revised to reduce or eliminate any of the currently listed obligations. These expenditures aresupported through reserves of the Redevelopment Agency as of the dissolution date, rent revenues from properties transferred to theCounty as Successor Agency, remaining bond proceeds, and allocation of Property Taxes to the CDC from the Redevelopment PropertyTax Trust Fund provided through the County Auditor-Controller. The following table shows the total enforceable obligations of theformer redevelopment agency as currently scheduled on the ROPS for FY 12-13.Debt Servicing $1,257,383Projects $17,271,418Project Delivery $738,708Administration$250,000TOTAL $19,517,509Former Roseland Redevelopment Project Area:The ROPS includes expenditure of $4,426,087 in FY 12-13 for completion of two existing projects in the Roseland RedevelopmentProject Area:County of SonomaFY 2012-2013 Adopted Budget154Development Services

COMMUNITY DEVELOPMENT COMMISSIONKathleen Kane, Executive Director• $15,000 to complete façade improvements to the Mekong Market, located along the commercial corridor of Sebastopol Road.• $4,411,087 for environmental clean-up, development of public improvements, and property maintenance for the Roseland Villageshopping center property, also located on Sebastopol Road, and now owned by the Successor Agency. It is expected that this workwill take up to five years to complete, and the property will subsequently be sold to a private entity for completion of a mixed-usedevelopment. The total projected cost of work required to complete this project is $7,015,602.Former Springs (Sonoma Valley) Redevelopment Project Area:The ROPS includes expenditure of $10,211,651 in FY 12-13 for completion of three existing projects in the Springs RedevelopmentProject Area:• $30,000 to complete façade improvements to the exteriors of the Taqueria Hacienda and Rancho Viejo restaurant properties, locatedin the commercial corridor of Highway 12.• $10,151,588 to complete the last phase of Highway 12 improvements, including widening, installation of turn lanes, construction ofcurb, gutter, and sidewalks, installation of street lighting and development of new parking lots to mitigate loss of on-street parking asa result of the widening of the roadbed.• An additional $30,063 is estimated to be expended for management and maintenance of two properties, the old Sheriff Substation andthe E. Thompson parking lot, which are now owned by the CDC and Successor Agency, respectively, until they can be sold ortransferred to another entity as required pursuant to ABx1 26.Former Russian River Redevelopment Project Area:The ROPS includes expenditures of $2,633,680 in FY 12-13 for completion of sixteen existing projects in the Russian RiverRedevelopment Project Area:• $35,267 for completion of renovations to 6 rental housing units and 1 single-family home to be occupied by lower-incomehouseholds.• $219,401 to complete façade and other improvements to nine commercial properties in the Project Area.• $89,344 to complete park design and restoration work at the Riverkeeper Stewardship Park in downtown Guerneville.• $1,012,599 to complete Phases 3 through 6 of repairs to the Sweetwater Springs Water District water delivery system.• $1,187,400 to complete Phase 1 of the Monte Rio Recreation and Park District Creekside Park development project.• $43,641 for Great Destination Strategies to complete plans, and to obtain permits, for installation of wayfinding signage throughoutand leading into the Project Area.• An additional $46,028 will be spent during FY 12-13 to maintain the public restroom facility in downtown Guerneville that is nowowned by the Successor Agency, until they can be sold or transferred to another entity as required pursuant to ABx1 26.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget155Development Services

County of SonomaFY 2012-2013 Adopted Budget156Development Services

FIRE AND EMERGENCY SERVICESMark Aston, DirectorMISSION STATEMENTThe Fire and Emergency Services Department is committed to providingexceptional service, dedicated to protecting life, property, and theenvironment.Budget at a Glance:Total Expenditures $9,185,510Total Revenues $8,220,125DEPARTMENTAL DESCRIPTIONTotal Net Cost $965,385The Fire and Emergency Services Department provides emergencyTotal Staff 21.85preparedness and response activities related to hazardous materials, naturaldisasters, and fire protection throughout the county in conjunction with the% Funded by Local Discretionary Funds 6.2%cities, special districts, and the state. The department acts as lead agency forvarious state and federal grants for emergency management programs and first responder equipment for multi hazard incidents; assistslocal agencies with emergency management programs and coordinates with state and federal agencies; and manages countywide disasterresponse and recovery.The department is comprised of two budgetary divisions: Emergency Services Division and Fire Services Division. The EmergencyServices Division, financed by user fees and the General Fund, carries out the responsibilities associated with hazardous materialsresponse and mitigation, natural and human caused disasters, and other declared states of emergency. In addition, the divisionimplements hazardous material regulatory programs for the unincorporated area and cities of Rohnert Park, Cotati, Cloverdale, Sonoma,and the Town of Windsor. This service implements state laws providing for safe generation, use, and storage of hazardous materials.Funding Sources$1,537,182$390,290$575,095$1,128,695$29,750$1,055,166$2,863,968$246,430$1,358,934Property TaxesSpecial Assessments (Fire)Licenses/PermitsCharges for ServicesInterest on Fund BalancesFunds from Other Govts.General Fund ContributionUse of Special DistrictFund BalanceInternal TransfersThe Fire Services Division provides fireprotection, rescue, emergency medical, fireprevention, code enforcement, and arsoninvestigation services for the unincorporatedareas of the county that are not included in anindependent fire protection district. Theseareas are known collectively as SonomaCounty Fire - County Services Area (CSA)#40. The basic level of fire protectionservices for County Fire - CSA #40 isthrough 15 volunteer fire companiesadministered and managed by the Fire andEmergency Services Department. Specializedcontracts with fire protection districts,municipalities and CALFIRE are utilized tosupplement services. Property taxes and feesFunding Uses$1,026,784$1,406,592$943,749Hazardous Materials ProgramEmergency ManagementHomeland Security OperationalArea ProgramsEnhanced Fire Svcs. (CFD)Assessmentsfor services finance these services. WithinSonoma County Fire Services Area, - CSA#40, there are four zones of benefit whereresidents have elected to provide enhancedlevels of services financed by specialassessments. Three of the zones collect theirspecial assessments through correspondingcommunity facilities districts (CFD).Fire Prevention Activities$3,953,902$868,334$721,019$265,130Fire Suppression ActivitiesInternal TransfersCounty of SonomaFY 2012-2013 Adopted Budget157Development Services

FIRE AND EMERGENCY SERVICESMark Aston, DirectorFY 11-12 ACCOMPLISHMENTS• Managed, coordinated, and administered the HomelandSecurity grants for County and city law enforcement,ambulance providers, fire agencies, and other Countydepartments to improve emergency response capabilityand planning, currently totaling over $12 million since2001.• Completed the requirements and objectives of theFederal FY 11 Emergency Management PerformanceGrant in alignment with Cal EMA priorities.• Completed the update and revision of the local HazardMitigation Plan, focusing on mitigation strategies forour most probable disasters.• Completed the Emergency Operations Centertechnology improvements funded by the Department ofJustice, Community-Oriented Policing Services grantprogram.• Managed the relocation and demobilization of theRussian River Area Command Post to the new GratonFire station facility.• Secured a position for Sonoma County on the Bay AreaUrban Area Security Initiative Approval AuthorityBoard to ensure that the North Bay is better representedin future regional projects and training.• Finalized amendments that establish standards for a FireSuppression Apparatus Storage Facility, similar to therequirements for an agricultural exempt structure.• Updated the Sonoma County Hazardous Materials AreaPlan and disseminated to stakeholders.• Obtained State grant to purchase on-line databasesoftware to replace the current hazardous materialsdatabase and assisted the business community in usingthe California Environmental Reporting System, a webbasedreporting tool, to electronically update theirhazardous materials information. Use of the CaliforniaEnvironmental Reporting System will be required of allbusinesses in 2013.• Responded to and safely mitigated over 1,470emergency incidents during 2011 and conducted 74 FireLife Safety inspections with an emphasis onoccupancies subject to the highest level of hazard to lifeand property.• Continued implementation of the Vision 20/20 StrategicPlan, including developing comprehensive StandardOperating Procedures for response activities; providingcomprehensive training programs; and completing fireservice agreements.FY 12-13 OBJECTIVES• Manage, coordinate, and administer the current and nextround of Homeland Security grants for County and citylaw enforcement, ambulance providers, fire agencies,and other County departments to improve emergencyresponse capability, planning, and preparedness.• Complete the requirements and objectives of theFederal FY 12 Emergency Management PerformanceGrant in alignment with Cal EMA priorities.• Review, revise, and complete an update to the County’sEmergency Operations Plan.• Review, revise, and complete a revision to the LowerRussian River Response Plan, including integratingoperations at Graton Fire as the Russian River AreaCommand.• Complete development to enhance the TelephoneEmergency Notification System and begin marketingefforts to the public to sign up for text warning andnotification.• Perform training and conduct a functional EmergencyOperations Center exercise on the new software forenhanced operations.• Implement use of on-line database software to replacethe current hazardous material business database andprovide a link with California Environmental ReportingSystem. Training on use of the system will be providedto business community to assist them in electronicallyreporting their hazmat information.• Assist restaurants that store large quantities of carbondioxide in complying with hazardous materialsreporting requirements and in implementing appropriatesafety provisions for their customers and employees.• Replace outdated hazardous materials responseequipment, in particular fully-encapsulating (Level A)suits that have exceeded their manufacturers’recommended shelf lives.• Create a roadside hazards abatement program and seekresources to implement the program.• Coordinate and provide leadership training; trainingacademy opportunities; and evaluation of our currenttraining programs to support the Vision 20/20 StrategicPlan.• Complete the County Fire Standard of Cover plan forfire protection services in County Fire - CSA #40.County of SonomaFY 2012-2013 Adopted Budget158Development Services

FIRE AND EMERGENCY SERVICESMark Aston, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeFire and Emergency Services (General Fund)Expenditures 1,880,791 1,699,005 (9.7)Revenues & Reimbursements1,305,696 1,123,910 (13.9)Net Cost575,095 575,095 0.0Hazardous Materials (Special Fund)*Expenditures 1,326,936 1,396,592 5.2Revenues & Reimbursements 1,326,936 1,396,592 5.2Net Cost 0 0 0.0CSA#40 Fire ServicesExpenditures 5,358,445 5,843,283 9.0Revenues & Reimbursements 5,036,301 5,452,993 8.3Net Cost 322,144 390,290 21.2CFD#7 MayacamasExpenditures 22,800 22,800 0.0Revenues & Reimbursements 22,800 22,800 0.0Net Cost 0 0 0.0CFD#4 WilmarExpenditures 89,000 115,830 30.1Revenues & Reimbursements 89,000 115,830 30.1Net Cost 0 0 0.0CFD#5 Dry CreekExpenditures 108,000 108,000 0.0Revenues & Reimbursements 108,000 108,000 0.0Net Cost 0 0 0.0Total Expenditures 8,785,972 9,185,510 4.5Total Revenues & Reimbursement 7,888,733 8,220,125 4.2Total Net Cost 897,239 965,385 7.6STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 19.60 20.60 21.85 1.25 6.1County of SonomaFY 2012-2013 Adopted Budget159Development Services

WORKLOAD SUMMARYFIRE AND EMERGENCY SERVICESMark Aston, DirectorFY 10-11 FY 11-12 FY 12-13Workload IndicatorsActual Estimated RecommendedEmergency ManagementRevise Emergency Operation Plans 14 10 10Table-top & Functional Exercises 27 15 15Public Education and Outreach (hours) 450 250 250Operational Area Coordination / Training (hours) 5,762 4,410 4,410Disaster Response / Recovery / Mitigation (hours) 300 450 300Hazardous MaterialsHazardous Mat. Business Plan Sites 1,047 1,075 1,142Underground Storage Tank Sites 84 83 85Hazardous Waste Generator Sites 777 762 748Above Ground Storage Tank Sites 122 122 124California Accidental Release Program Sites 18 30 25Restaurants with Dewars of CO2 N/A N/A 130Uniform Fire Code Sites 282 276 281CUPA New Businesses 54 45 144CUPA Inspections 615 700 600Enforcement Actions 610 900 700Stormwater Inspections 315 260 250Emergency Response Incidents 15 18 15Fire ServicesPlanning Referrals / Plan Reviews 1,600 1,591 1,867Fire Code Inspections-New Construction 2,200 2,213 2,137Fire Code Inspections-Annual 180 327 642Fire Investigations-(Hours) 55 50 64Fire/EMS Emergency Response Incidents 1,250 1,280 1,310RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $9.1 million, reflecting expenditure increases of $399,538 from the adoptedFY 11-12 budget. Increases in expenditures include $99,856 in additional expenditures for fire suppression activities, $20,000 for hazardmitigation inspection program in the Fitch Mountain area, $232,821 in internal transfer increases, and $125,000 related to the UrbanArea Security Initiative (UASI) Program Manger position approved by the Board on March 13, 2012. Additional increases are associatedwith the addition of positions recommended in this budget, $109,212, and the remaining increases include increased costs associatedwith salaries and benefits for existing staff. These expenditure increases are partially offset by a reduction in expenditures of $337,000related to a decrease in the 2011 Homeland Security Grant. All new positions included for addition in the recommended budget haveoffsetting revenue, and are not funded with General Fund.Total revenues increased by $331,392 from FY 11-12, to $8.7 million. Increases in revenue include $139,000 in additional grantfunding, $171,583 in increases due to internal transfers, $166,332 in reimbursements, $139,644 in charges for services, $69,656 inpermit revenue, and $21,830 in special assessments. Reductions to revenue include a $337,000 decrease in grant funding the 2011Homeland Security Grant, and $35,597 reduction in property taxes.Recommended position changes include the addition of 1.75 FTE Administrative Aide in Fire Prevention Division, an addition of 0.50Senior Office Assistant in the Emergency Services Division, and the deletion of 1.0 FTE Senior Office Assistant (vacant).• The addition of a 1.0 FTE Administrative Aide position is required to provide administrative support to the County FireChief/Department Director and department management positions. The position costs are offset by the deletion of 1.0 Senior OfficeAssistant position. The Administrative Aide position has been determined, with Human Resources Department concurrence, to be amore appropriate classification to provide the level of support and administrative assistance to the Director and department, given theclerical support required as well as program tracking and assistance.County of SonomaFY 2012-2013 Adopted Budget160Development Services

FIRE AND EMERGENCY SERVICESMark Aston, Director• The addition of 0.75 FTE part-time Administrative Aide position is recommended to assist with grant administration, grant reportingand budget monitoring. Extra Help staff have been performing related work, but the ongoing staff needs and ongoing work are not anappropriate use of Extra Help and warrants the addition of a regular, part-time position. This position is funded with grantmanagement and administrative funding and a reduction in extra help expenditures. Through managing the administrative functions ofthe grant processes and reporting requirements, this allows department management to pursue other efforts including pursuing newgrants and providing higher level management program planning, coordination, and oversight functions with Sonoma County Fire,and local law enforcement and emergency services entities.• The addition of 0.50 FTE part-time Senior Office Assistant has been included to assist with Hazardous Material Program mandatoryelectronic reporting requirements. SB2286, which went into effect on January 1, 2009, requires electronic reporting by January 1,2013. This position will decrease the administrative functions performed by Fire Inspectors, thus allowing them to conduct moreHazardous Materials regulatory inspections, and will provide enhanced services by performing database data entry, managingelectronic document systems, and assisting business owners with electronic submittal of Hazardous Materials Business Plans. Theposition costs are included in the proposed Hazardous Materials Program Fees.Core Services MaintainedThe core services of delivering emergency response activities for fire protection, emergency medical, hazardous materials incidents, andother natural disasters are maintained in this recommended budget. Utilizing salary savings recognized by positions filled at lower salarysteps as well as reduced extra help expenditures, services are able to be maintained within the recommended budget. The department willalso continue to act as lead agency for many state and federal grants for emergency management programs and first responder equipmentfor multi hazard incidents on behalf of all the local provider agencies in the county.Strategic Plan FocusThe department supports the Safe, Healthy and Caring Communities, Economic and Environmental Stewardship, and Investment in theFuture focus areas of the County’s Strategic Plan. Key projects in these focus areas include:Safe, Healthy, Caring Communities• Phase 1 of the Emergency Operations Center (EOC) information technology assessment and solution development with the intentionto improve automation of important situational information used by the management/command group working in the EOC. Thetechnology improvements in software and hardware will be defined with a corresponding implementation plan ($190,000).• Development of the Standards of Coverage Plan for the delivery fire protection and emergency medical services in the unincorporatedarea serviced by County Fire CSA #40. This plan will provide assessment and recommendation of performance measures, staffingconfiguration, concentration and distribution of resources, and the corresponding funding requirements to provide service at thedefined “acceptable level of risk.” The Standards of Coverage Plan was recommended for development in the 2009 Fire ServicesAnalytical Review, and is a specific objective of the department’s Fire Strategic Plan “Vision 2020.”• Implement the California Environmental Reporting System, electronic record and data management system for hazardous materialsbusiness site information. Information is maintained in a state-wide central data base accessible by local emergency responderselectronically prior to or during the response or inspection. This information, and its accuracy, is critical for the safe mitigation of ahazardous materials spill or release and to minimize negative impacts upon the environment. The system allows the business owner tocreate the facility's Hazardous Materials Inventory or Building Occupancy reports online.• Complete development of the Community Wild Fire Protection Plan, the comprehensive analysis of wild fire hazard identification andmitigation focus for areas of urbanization within the watershed of the county. The plan provides guidance to homeowners forpreventative measures including building materials, construction styles, vegetation management, and water sources. This plan willguide urban interface fire protection efforts for all areas of the county.Economic and Environmental Stewardship• Protect public, private, and open space lands with emphasis on reducing the risk of wildland fire and environmental contamination.Investing in the Future• Begin construction of two Type 3 County Fire Stations serving the Annapolis and Lakeville fire service areas. The goals andobjectives of the County Fire Strategic Plan “Vision 20/20” approved by the Board in 2009 identified the need for a capitalimprovement plan for fire facilities, and these two priorities have been identified to date.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget161Development Services

FIRE AND EMERGENCY SERVICESMark Aston, DirectorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Budget Hearing ActionsAdded $1.0 million in funds to the Capital Projects budget to be setaside for three Fire Facilities, including one in the Annapolis servicearea, one in the Lakeville service area, and fund u p to $85,000 for thecompletion of the Bodega Fire Department building. Funds areappropriated in the Capital Projects budget.GrossExpendituresRevenue andReimbursementsNet Cost0 0 0County of SonomaFY 2012-2013 Adopted Budget162Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorMISSION STATEMENTThe Transportation and Public Works Department’s mission is to providequality transportation and public works services within Sonoma County in aresponsive and professional manner for the benefit of the general public.DEPARTMENTAL DESCRIPTIONThe Transportation and Public Works Department provides road constructionand maintenance services and directly provides or administers contracts forthe provision of various public utility services. For budgetary purposes, theTransportation and Public Works Department has been grouped into 11divisions.Budget at a Glance:Total Expenditures $220,900,752Total Revenues $198,585,055Total Net Cost $22,315,697Total Staff 185.77% Funded by Local Discretionary Funds 4%Roads Division is the financing vehicle for roadway, sign, and traffic signal maintenance; road and bridge design and constructionactivities; as well as planning and administrative functions for the other Transportation and Public Works divisions. The division’s coremission is to maintain and improve the 1,382 miles of roadway and 330 bridges within the county.Integrated Waste (Refuse) Division is the enterprise fund which finances integrated waste management activities throughout thecounty, including operation of a solid waste landfill and a methane gas recovery-electrical generating facility; five transfer stations; postclosuremonitoring and maintenance of eight closed landfill sites; regulation of two franchise agreements for refuse collections; andimplementation of the applicable portions of the Sonoma County Integrated Waste Management Plan. This division also provides staffsupport to the Sonoma County Waste Management Agency (a joint powers agreement) established for the purpose of waste streamreduction and education.Funding Sources$15,754,403 $7,937,594$18,272,533$97,896,030$45,989,149$35,060,107Funding Uses$7,996,736$27,523,664Federal, State Grants/Taxes/ License/Permits/Franchises/Mitigation FeesCharges for ServicesInternal Reimbursements/Internal Transfer of FundsFund Balance UseMisc. Real Estate/ Equip. Rental/Interest Earnings/Sale of PowerCounty General FundTransit/Paratransit ServicesAirportTransit Division is an enterprise fund andincludes county transit services provided bySonoma County Transit and Sonoma CountyParatransit (Americans with Disabilities Actparatransit). Sonoma County Transit fixed-routeservice is provided under contract by a thirdpartyoperator (Veolia Transportation), andSonoma County Paratransit is operated undercontract by the Volunteer Center of SonomaCounty.Airport Division is an enterprise fund whichfinances the operation, maintenance, and capitalprojects of the Charles M. Schulz-SonomaCounty Airport, a commercial service airportwith facilities for airline passenger service andaircraft for business, recreational, lawenforcement, emergency medical, and firefighting purposes. The division maintains a1,000-acre facility with more than 10 miles ofrunways and taxiways, approximately 395 basedaircraft, covered storage for 367 aircraft, anduncovered tie-down spaces for 120 aircraft.$66,665,623$36,944,686RoadsIntegrated WasteNorthern Sonoma County Air PollutionControl District is a special fund established toprevent the emission of air pollution from"stationary sources” in the northern air basin inthe county, through enforcement of rules andregulations enacted by the District’sAll Other Services$81,770,043County of SonomaFY 2012-2013 Adopted Budget163Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorBoard of Directors. The Board of Directors appoints the Air Pollution Control Officer and the District’s hearing board members. Majoractivities include: issuing permits to businesses and organizations that produce and release pollutants into the atmosphere; burnauthorizations; monitoring ambient air quality; inspection and source testing; and administration of state and regional programs for airpollution monitoring and reduction.Special Projects Division is funded by the general fund and pays for engineering and administration services provided by thedepartment which are not chargeable to one of the other departmental budget divisions, start-up costs for potential new districts,assistance to small water systems, cable television franchises, and other special assignments which arise.The other five divisions are the Heavy Equipment Internal Service Fund Division which finances equipment maintenance and futurereplacement; Rio Nido Geological Hazard Abatement District formed as part of the 1999 Landslide Mitigation Acquisition Program;Permanent Roads to finance maintenance of five non-county roads established prior to passage of Proposition 13; Lighting Districts, adivision with twenty landscape and/or lighting districts plus four county service areas; and the water system services division.County of SonomaFY 2012-2013 Adopted Budget164Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorFY 11-12 ACCOMPLISHMENTS• Completed the following projects: River Road at HiltonSlide Repair, Annapolis Road Bridge over Gualala River,Arnold Drive Shoulder Widening, Cold-In-PlaceRecycling project on Adobe Road, ARRA AsphaltOverlay, Watertrough Road Safe Routes to SchoolsProject, Carriage Lane Storm Water Improvements,Western Avenue Improvements, and Burbank AvenueImprovements.• Continued efforts to prioritize the road network and toseek out alternative funding mechanisms for futurepreventative and corrective maintenance costs.• Completed the Environmental Impact Report for theAirport Master plan implementation project and startedthe design for the short-term project elements withrunway extensions, construction of standard runwaysafety areas, and construction of service roads and newtaxiways• Upgrade and installation of a new security and alarmcontrol system at the Airport.• Submittal of permit applications for additional capacity atthe Central Disposal Site for continued landfill operations.CalRecycle permit issued January 20, 2012, RegionalWater Quality Control Board permit pending.• Completed the negotiations of a franchise agreement forsolid waste collection in the Lake Sonoma unincorporatedcounty zone by adding these customers to the franchiseagreement with Redwood Empire Disposal of SonomaCounty, Inc.• Implemented a system to accept credit cards at disposalsites, to reduce cash handling and increase customerconvenience.• Completed side-by-side quality assurance testing of newair monitoring network and decommission old network.• Completed grants for all available funds under the LowEmission School Bus grant program to replace olderschool buses in the District with new, clean technology.• Deployed electrical vehicle charging network incollaboration with County Fleet Operations and localcities.• Completed construction of a new compressed natural gasfueling facility at the Sonoma County Transit yard.• Introduced three new low-floor minibuses to provide localfixed-route transit service in Sebastopol, Windsor andCloverdale.• Commenced with Phase I implementation of the NextBuspassenger information system, and introduced a newmobile version of sctransit.com, specifically designed fortransit users via iPhone and Android devices.FY 12-13 OBJECTIVES• Implement a County Road Plan financed with newfunding sources to address the needs of the entire CountyRoad Network. The plan will:o Improve Pavement Condition Index, as reported byMetropolitan Transportation Commission, from poorto fair or better.o Restore or extend useful life of roadso Continue to expand the County’s backbone/primaryroad network as additional revenues becomeavailable.• Develop funding partnerships with local, state and tribaljurisdictions for supplemental transportation funding,which may include equipment and resource sharing, salestax, transient occupancy tax, or vehicle licensee fee.• Continue efforts to attract additional commercial airlinesfor service to non-Alaska Air destinations.• Expand Alaska Air services to include a third LosAngeles flight and a daily flight to San Diego.• Continue long-term planning for regional solution forsolid waste and settling respective responsibility forunfunded liabilities between the county and cities.• Begin phased construction of expansion (Phase III ofLandfill 2) at the Central Disposal Site for continuedlandfill operations.• Construct facility improvements including tipping floorrepairs or replacements at the Central and Healdsburgtransfer stations; and complete Guerneville closed landfillnative trees replanting and construction of a burn wasteleachate containment and pumping station.• Negotiate delegation to the Northern Sonoma County AirPollution District to implement Air Resources Board’sLandfill greenhouse gas rule.• Develop and implement a change-out incentive programfor woodstoves and fireplaces.• Secure programmed funding to purchase up to six OrionVII low-floor compressed natural gas buses to replace2000 and 2002 buses.• Work with Metropolitan Transportation Commission on aregional basis to prepare for 2014 implementation ofClipper, the Bay Area transit fare smart card program.• Work with Sonoma-Marin Area Rail Transit and localentities to start construction of the Cotati Intermodal andHealdsburg Intermodal facilities in summer 2012 and tosupport “Bus Bridge” service.County of SonomaFY 2012-2013 Adopted Budget165Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeRoads - Special Revenue FundExpenditures 61,311,074 81,780,429 33.4Revenues & Reimbursements 57,737,972 70,752,906 22.5Net Cost 3,573,102 11,027,523 208.6 1Refuse - Enterprise FundExpenditures 62,961,124 66,659,545 5.9Revenues & Reimbursements 62,048,517 62,762,214 1.2Net Cost 912,607 3,897,331 327.1 2Transit - Enterprise FundExpenditures 29,738,896 27,618,898 (7.1)Revenues & Reimbursements 26,543,896 24,188,664 (8.9)Net Cost 3,195,000 3,430,234 7.4Airport - Enterprise FundExpenditures 9,435,110 36,943,703 291.6Revenues & Reimbursements 8,381,909 34,470,928 311.3Net Cost 1,053,201 2,472,775 134.8General Fund - Board District (Northern Sonoma County Air Pollution Control District)Expenditures 2,206,539 2,402,478 8.9Revenues & Reimbursements 1,872,680 1,936,780 3.4Net Cost 333,859 465,698 39.5Special Projects - General Fund/Other Gen Funds/PEG FeesExpenditures 230,743 609,140 164.0Revenues & Reimbursements 540,371 290,357 (46.3)Net Cost (309,628) 318,783 203.0 4Roads Heavy Equpment - Internal Service FundExpenditures 3,411,295 3,274,873 (4.0)Revenues & Reimbursements 2,741,000 2,538,000 (7.4)Net Cost 670,295 736,873 9.9General Fund - Dist BOS (Rio Nido GHAD, Canon Manor West & Permanent Roads)Expenditures 70,360 63,061 (10.4)Revenues & Reimbursements 56,858 56,005 (1.5)Net Cost 13,502 7,056 (47.7)Internal Service Fund - District BOS (Water System Services)Expenditures 905,797 821,800 (9.3)Revenues & Reimbursements 743,465 801,265 7.8Net Cost 162,332 20,535 (87.3)Various Funds - District BOS (Lighting Districts)Expenditures 951,956 726,825 (23.6)Revenues & Reimbursements 814,995 787,936 (3.3)Net Cost 136,961 (61,111) (144.6)Total Expenditures 171,222,894 220,900,752 29.0Total Revenues & Reimbursement 161,481,663 198,585,055 23.0Total Net Cost 9,741,231 22,315,697 129.11Drawing down available Traffic Mitigation funds to finance Highway 101 & Airport Interchange project.2Reclassifying Refuse Hauler Collection Franchise Fees to General Fund budget structure.3One-time Airport and Airfield Improvements.4Access improvements to the Board of Supervisors' Chambers.3County of SonomaFY 2012-2013 Adopted Budget166Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorSTAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved to Date Recommended Change ChangePermanent Positions 184.56 184.77 185.77 1.00 0.5WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedRoadsCounty Maintained MilesPrimary-Backbone System Miles (also1,382 1,382 1,382included in number above) 150 156 198County & Cities Registered Vehicles* 456,805 466,044 466,044Integrated WasteTonnage 235,450 240,000 240,000Diverted Tonnage 107,356 110,000 110,000TransitPassenger Trips 1,294,754 1,339,892 1,370,710Service Hours 99,992 102,060 103,150Service Miles 1,812,303 1,841,625 1,861,294ParatransitPassenger Trips 36,013 36,733 37,468Service Hours 42,661 43,000 43,800Service Miles 618,015 623,070 634,662AirportAircraft Operations 73,397 78,000 81,500Airline Passengers 201,166 205,000 225,000Based Aircraft 395 395 395Lease Tenants 38 38 38Air Pollution ControlPermits to Operate 30 20 20Field Inspections 500 500 500Complaint investigations 15 12 12Burn Permits 3,344 3,300 3,300*As reported by the state's Board of Equalization for Highway User Tax Account AllocationRECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $221 million, a $50 million or 29% increase from FY 11-12. The increaseincludes: $20 million for bridge improvements, road projects, and pavement preservation contracts; $26 million for Airport expansionand airfield improvements projects; and $4 million for solid waste system capital projects, equipment investments, and environmentalcompliance. Total revenues of $199 million reflect an increase of $37 million or 23% from prior year. Improved revenues are as follows:Roads $11 million from federal resources primarily for bridge structure improvements and use of accumulated mitigation impact fees forthe Highway 101 at Airport interchange cooperative state-county projects; $2.5 million General Fund contribution increase for pavementpreservation allocated by the Board of Supervisors during FY 11-12 from Refuse Collection franchise fees; and $26 million in FederalAviation Administration grants for airport facility investments. The increase is offset by $2.3 million decrease in Transit mostly due tothe end of American Recovery and Reinvestment Act one-time support.County of SonomaFY 2012-2013 Adopted Budget167Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorFY 12-13 budget includes a total of $7.9 million General Fund contribution mostly for Roads and Solid Waste Operations programs,which includes a $2.2 million increase from the prior year as directed by the Board to support Roads pavement preservation program. Ofthe total General Fund contribution to the Roads budget, $500,000 is to comply with the state’s National Pollution DischargeElimination System (NPDES).The recommended budget adds 1.0 full time position in the Integrated Waste Division to monitor the Refuse Collection FranchiseAgreement provisions, such as oversight of reporting requirements, temporary debris box services, unauthorized dumping remediation,and customer complaints.Core Services• Road division staff will continue pavement preservation efforts, compliance with NPDES. In addition, the recommended budget planpreserves, maintains and/or repairs the network of County maintained roads, signals, signs, street lights, and bridges.• The Recommended Road Division Capital Project budgets include the construction, design, environmental review, and right-of-wayacquisition of various projects as listed in the appendix following this narrative. These projects are funded by various state and federaldollars, matched with local funds from Measure M, Proposition 1B, Traffic Mitigation Fees, and developer contributions.• Integrated Waste Division (IWD) staff will continue to provide solid waste management services at four rural transfer stations(Annapolis, Guerneville, Healdsburg, and Sonoma) and at the Central Transfer Station. In addition, landfill operations are anticipatedto continue through the end of FY 12-13. CalRecycle (formerly known as California Integrated Waste Management Board) issued anew solid waste permit on January 20, 2012, and IWD is waiting for a decision by the Regional Water Quality Control Board on thelong-term permit application. IWD will also continue to regulate franchise agreements for refuse collections in the unincorporatedareas of the county.• The Charles M. Schulz-Sonoma County Airport team will provide services to airline passengers and aircraft operators for business,recreational, law enforcement, emergency medical, and fire-fighting purposes. The recommended budget supports public servicesthrough airport and airfield improvements.• Transit services levels will be maintained to continue to serve the public by providing public transportation over 390 square miles inSonoma County. Through cooperative funding agreements with the cities of Cloverdale, Healdsburg, Windsor, Sebastopol, Sonoma,Rohnert Park, Cotati, and Petaluma, Sonoma County Transit provides fixed route service consisting of 7 local, 13 intercity, 2commute, and 1 seasonal route serving the Sonoma Coast.• The Air Pollution District will continue emission prevention programs in the northern air basin in the county, through enforcement ofrules and regulations enacted by the District’s Board of Directors. District resources will continue to respond to specific communityconcerns about air pollution through study or mitigation projects and community outreach. FY 12-13 business plan includesdeveloping a program to replace fireplaces and woodstoves with clean burning natural gas units.Services Reduced or EliminatedNo baseline services are being reduced or eliminated. However, although funding has been identified for primary road segments, theremaining county roads will only receive corrective maintenance services. Corrective maintenance primarily includes: pothole repairs,slope repairs, debris removal, repair/construction of drainage facilities, removal of sight distance obstructive vegetation, guardrail repair,signage, construction of viaducts and retaining walls, and winter storm road damage activities. The majority of county network roads arein a poor condition requiring costly reconstruction repair. The cost for improving the non-primary roads and sustaining them at anacceptable Pavement Condition Index is estimated to be $105 Million annually based upon traditional reconstruction practices. However,product technology is constantly changing and the Department has experience with new techniques that together could reduce thisestimate by as much as 50%. As of this writing, staff is developing a long term plan to address the entire road system.Strategic Plan Focus AreaSafe, Healthy & Caring Communities• The Air District provides grant funding to a number of diverse projects in order to reduce the impact of vehicle emissions withinSonoma County. In FY 12-13, $327,000 is recommended for vehicle emission reduction grants.Economic & Environmental Stewardship• The Road division is an integral part of the County’s successful National Pollution Discharge Elimination System (NPDES) program.Capital project designs are planned for little or no environmental impact to the area. FY 12-13 recommended budget continues toinclude $500,000 annual general fund support for program compliance.County of SonomaFY 2012-2013 Adopted Budget168Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, Director• The IWD is tasked with managing solid waste in a safe and efficient manner to protect the health of the community in accordancewith state and federal regulations. The recommended budget includes $4 million for landfill tipping facility improvements and landfillclosure compliance projects. In addition, IWD, in cooperation with the local refuse collection companies, continues to offer non-profitorganizations the community cleanup program. Organizations and events that use this program include the Day of Caring, RebuildingTogether Santa Rosa, and the Russian River Chamber of Commerce.• The Airport division continues to foster relationships in the community with local businesses, Chambers of Commerce, and TourismBoards in order to enhance local commerce through the availability of local air travel.• Since 2006, Sonoma County Transit’s heavy-duty bus fleet has been 100% powered by natural gas. In 2010, the last of the dieselpowered paratransit vehicles were retired and replaced by gasoline powered minibuses, eliminating all diesel vehicles from theCounty Transit fleet. The use of natural gas powered buses has resulted in a significant cost savings to Sonoma County Transit, aswell as, a countywide environmental benefit. In FY 12-13, $3.5 million is included for the purchase of additional natural gas poweredbuses.Invest in the Future• The FY 12-13 budget includes $20.4 million designated for bridge and road improvement projects, which supports our county’spriority to maintain safe and reliable infrastructure.• Staff will continue to seek out new technology and alternative funding sources in order to enhance the ability of the department toimprove and maintain our aging roads and bridges. Analysis of the roads system current and future needs will allow the department toinvest and improve the most critical components of the network. The recommended budget includes $88,000 for pavement conditioninspection and funding modeling assistance.• On January 20, 2012, CalRecycle issued a solid waste permit for the Central Disposal Site with the permit from the Regional WaterQuality Control Board still pending. Staff will continue to work towards re-permitting the Central Disposal Site for additionalcapacity to continue landfill operations into the future, thereby providing a local solution for solid waste management and reducingthe need for additional trucking to transfer solid waste out of the county. In addition, the use of the new leachate pipeline to transfergray water directly to the Laguna Wastewater Treatment Plant will reduce trucking and the associated greenhouse gas emissions.• The Airport division is continuing efforts to attract additional commercial airlines for passenger service to non-Alaska Airdestinations, and to expand Alaska Air services. Construction of the runway extension is expected to commence in FY 12-13 withcompletion anticipated in fall of 2013. The runway extension will allow the Airport to serve a larger variety of planes which willallow more carriers’ accessibility to the Airport, and the addition of more destinations. The runway will also meet new safetyrequirements from the Federal Aviation Administration. The recommended budget appropriates $27 million for facilityimprovements.• Sonoma County Transit has developed several park and ride facilities throughout the county in an effort to promote carpooling andthe use of public transit. In FY 12-13, Sonoma County Transit will continue to work closely with SMART and local entities tocommence construction of the Cotati Intermodal and Healdsburg Intermodal facilities. These two facilities will be designed to allowfor future parking expansion in conjunction with carpool lanes along Highway 101 and future development of the SMART commuterrail service. Also in FY 12-13, Sonoma County Transit will take advantage of technological advances to improve customer servicewith a new GPS-based passenger information system. The new system will offer enhanced bus status information via the Internet,Smartphone’s, and at bus shelters located at major destinations.Civic Services & EngagementIntegrated Waste Division• The County and IWD are members of the Solid Waste Advisory Group which is tasked with making recommendations on solid wastesystem planning and operations through an open and transparent process that encourages input, cooperation and coordination with allstakeholders. The County and IWD are also members of the Sonoma County Waste Management Agency and the Local Task Force,both of which hold regular public meetings to discuss various items regarding solid waste management and diversion.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget169Development Services

TRANSPORTATION AND PUBLIC WORKSPhillip Demery, DirectorBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesIncrease 0.75 FTE to 1.0 FTE for Department Analyst assigned to theSonoma County Waste Management Agency (SCWMA). The increasedhours and expenditures have been approved and will be funded by theSCWMA Board. (Special Funds)GrossExpendituresRevenue andReimbursementsNet Cost34,929 34,929 0Rebudget expenses for Asphalt Patch trucks ($400,000) and associatedtransfers into the Heavy Equipment Internal Service Fund to finance($300,000); rebudget Transit Compressed Natural Gas projectappropriations ($491,000); appropriations for the new consolidatedlighting districts unit ($572,000); appropriation changes needed forGuerneville & Rio Nido lighting districts security and safetyimprovements ($117,000); and increase expenses to address failingmeter reader equipment in Fitch Mountain Water District ($15,000).(Special Funds)1,895,072 790,890 1,104,182Budget Hearing ActionsDirected Staff to make one time designation of Tax Revenue LossReserve (“Teeter”) available balance to Roads for PreventativeMaintenance.8,000,000 8,000,000 0APPENDIXBridgesROADS CAPITAL PROJECTSOverlays/Road ImprovementsBridge Replacement - Porter Creek Rd over Porter Creek 5,020,000 2012 Pavement Preservation Program 4,411,207Jimtown Bridge Reinforcement 700,000 Arnold Drive at Agua Caliente Intersection Improvements 2,100,000Bridge Seismic - Wohler over Mark West Creek 500,000 Airport Blvd at Fulton Road 1,780,000Bridge Replacement - Geysers Road over Big Sulphur Creek 395,000 Hwy 12 at Madrone Approach Improvments - Caltrans Co-op 523,000Bridge Seismic - Wohler over Russian River 350,000 Highway 116 at Mirabel Roundabout 450,000Hauser Bridge Road over South Fork Gualala River - Replacement 325,000 Adobe at East Washington 390,000Chalk Hill Bridge Replacement 305,000 Mirabel Road Shoulder Widening 270,000Bridge Replacement - Boyes Blvd over Sonoma Creek 300,000 Stony Point at Roblar 295,000Bohan Dillon Road over South Fork Gualala River - Replacement 250,000 Safe Routes to School - Sheppard/Roseland 260,000Freestone Flat Road over Salmon Creek - Replacement 225,000 Laughlin Road Reconstruction 240,000Bridge Replacement - Laughlin Rd over Mark West Creek 200,000 Airport Boulevard Crossing Improvements 75,000King Ridge Road over Austin Creek 200,000 Research and Development Future Projects 100,000Monte Rio Bridge Seismic Retrofit Study 200,000 10,894,207Watmaugh Road Bridge 195,000River Road over Gill Creek - Replacement 120,000Geysers Road over Fraiser Creek - Replacement 100,000O'Donnell Lane over Calabazas Creek - Rehabilitation 75,000Research and Development for Future Projects 50,0009,510,000 GRAND TOTAL 20,404,207County of SonomaFY 2012-2013 Adopted Budget170Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General ManagerMISSION STATEMENTThe mission of the Sonoma County Water Agency is to effectively managethe water resources in its care for the benefit of people and the environmentthrough resource and environmental stewardship, technical innovation, andresponsible fiscal management.DEPARTMENTAL DESCRIPTIONThe Sonoma County Water Agency is a countywide special district foundedin 1949 whose Board of Directors is the Sonoma County Board ofSupervisors. In all operations, the Water Agency strives to manage resourcesand make cost effective investments in Water Resources, the Environment,and the Community.Budget at a Glance:Total Expenditures $220,347,682Total Revenues $175,281,696Total Net Cost $45,065,986Total Staff 194.5% Funded by Local Discretionary Funds 0%The four key functions of the Water Agency are water supply, water transmission, flood control, and wastewater collection andtreatment.Funding Sources$68,064,682$494,000$37,410,000Funding Uses$17,861,408$12,072,723$46,860,519$19,700,000$41,200,000$1,200,000$37,900,000$13,600,000$779,000$63,949,851Property TaxSanitation ChargesWater/Power SalesGrants/Loans/OtherInterestMiscellaneousInternal TransfersReimbursementsUse of Fund BalancesWater TransmissionSystemSanitationWater Supply & DebtServiceInternal ServiceFlood ProtectionAs a water supplier, the Water Agency isresponsible for securing and maintaining waterrights and encouraging water conservation andreuse to meet present and future demand.The Water Agency’s water transmission systemprovides for wholesale domestic water supply anddelivery to eight primary contractors (Santa Rosa,Petaluma, Sonoma, Rohnert Park, Cotati, Valley ofthe Moon Water District, Town of Windsor, andNorth Marin Water District), a major noncontractorcustomer, Marin Municipal WaterDistrict, and to other smaller customers.For the flood control function, the Water Agencydesigns, constructs, and maintains flood controlfacilities.The Water Agency provides sanitation functions tocounty sanitation districts (CSD) and zones, forwhich the district of zone Board of Directors is alsothe Sonoma County Board of Supervisors, with theexception of the Sonoma Valley County SanitationDistrict. The Sonoma Valley County SanitationDistrict is governed by the Chair of the Board ofSupervisors, the 1 st District Representative, and theMayor of Sonoma. All of these core functions arekey elements in the overall infrastructure necessaryfor a safe and healthy community.There are two key strategic planning documents$13,883,643Administration & General guiding the Water Agency's activities. The first isthe Water Agency's Strategic Plan, which was$65,719,538adopted in 2007. This Plan is currently beingupdated to cover Water Agency activities for thenext 5 years. The second document is the Water Supply Strategies Action Plan, which was approved by the Water Agency's Board in2010. This plan listed water supply challenges faced by the Water Agency and its water customers and outlined strategies to ensure thesecustomers receive the water they need, when they need it. These documents are reviewed annually for yearly action items, and thenupdated every five years to modify the Plans as appropriate.County of SonomaFY 2012-2013 Adopted Budget171Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General ManagerFY 11-12 ACCOMPLISHMENTS• Continued the planning and implementation of theBiological Opinion, including: design of the Mirabel fishscreen replacement and associated fish ladder upgrade;design of demonstration habitat enhancements in DryCreek; and filling of the Wohler infiltration ponds. Staffalso completed three Dry Creek tributary restorationprojects.• Achieved the 2015 goal of “Carbon Free Water” inJanuary 2012, when the Agency started receiving thepower purchases from the Sonoma County landfill. Thatrenewable power combined with the Agency’shydroelectric and solar power generation is more than thetotal power the Agency consumes annually.• Continued to improve operating procedures,documentation, and the training of employees as requiredby ISO 14000 and ISO 9001 Standards. Theseinternational standards are benchmarks for Environmentaland Quality Management Systems and are an indication ofthe Water Agency’s commitment to operating in anenvironmentally friendly manner and continuallyimproving our processes.• Received a total of $6.4 million in grants for variousprojects. The Agency continues to monitor andaggressively seek alternative funding in order to lower thecosts of infrastructure projects.• Achieved cost savings to match declining revenue andreceived an AA+ bond rating on its water revenue bondsfrom Standard and Poor’s. Received an A+ rating on theSonoma Valley Sanitation Bonds.• Partnered with Human Services to sponsor and expand theSonoma County Youth Ecology Corps summer youthemployment program.• Conducted communications satisfaction survey of theWater Contractors and telephone survey of the publicregarding the Agency.• Completed renovation and occupied operations building at204 Concourse Boulevard, near headquarters at 404Aviation Boulevard.• Used the financial planning model to create multiplefinancial scenarios to allow the Water Agency and itscustomers to make key decisions on future major watersupply and transmission projects over the next 30 years.• Completed 2nd phase of multiyear project on Laguna deSanta Rosa to reduce flooding in Rohnert Park.• Completed and commissioned the Russian River CountySanitation District (CSD) disinfection upgrade project.• Completed the Community Choice Aggregation FeasibilityStudy and proceeded with potential implementationefforts.FY 12-13 OBJECTIVES• Implement pilot habitat enhancement to increase capabilityof Dry Creek to accommodate summer flows whileimproving conditions for coho salmon and steelhead.• Identify and secure federal, state and grant funding forimplementation of the Biological Opinion and continue topursue state and federal funding for natural hazardreliability projects. Expanding non-tax and non-fee basedrevenue sources is a key element in the Water Agency’sstrategic plan.• Continue environmental and technical analyses to modifyminimum instream flow requirements as required and tomake technical adjustments to existing water rights.• Review and revise the Water Agency's strategic plan toguide activities for the 2012 to 2017 period.• Complete implementation of the pilot program for avolume based component to the Sonoma Valley CountySanitation District’s rates.• Conduct rate studies for water services.• Move Service Center into Airport Sanitation Zone facilityand sell or lease 2150 West College Avenue facility.• Prepare a Supervisory Control and Data Acquisition MasterPlan and begin an update to the Information TechnologyMaster Plan.• Prepare environmental documents for Occidental CSDreclamation system improvements.• Construct recycled water expansion projects in the SonomaValley CSD including components of the Napa SonomaMarsh and Sonoma Valley Recycled Water projects, andcontinue replacement of the sewer main into SonomaValley CSD treatment plant.• Complete the planning work with water contractors tocooperatively develop strategic capital projects for theTransmission System, recycled water, and local supplies.• Continue to develop and implement groundwater studiesand Groundwater Management Plans in Sonoma Valley andthe Santa Rosa Plain.• Implement third phase of multiyear project on Laguna deSanta Rosa to reduce flooding in Rohnert Park and ludwigiainfestation in nearby flood control channels.• Continue progress on developing integrated storm waterdetention and groundwater recharge projects in the floodcontrol zones 1, 2, and 3.• Review support provided by the County and reachagreement on necessary service levels and servicereimbursement.• Continue exploring potential implementation of CommunityChoice Aggregation (Sonoma Clean Power).County of SonomaFY 2012-2013 Adopted Budget172Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General ManagerFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeAdministration and General FundExpenditures 43,048,875 46,860,519 8.9Revenues & Reimbursements 44,029,479 45,952,871 4.4Net Cost (980,604) 907,648 192.6Flood ControlExpenditures 17,743,985 17,861,408 0.7Revenues & Reimbursements 11,740,660 13,405,597 14.2Net Cost 6,003,325 4,455,811 (25.8)Water Supply& Debt ServiceExpenditures 16,580,473 13,883,643 (16.3)Revenues & Reimbursements8,318,775 6,281,147 (24.5)Net Cost8,261,698 7,602,496 (8.0)Water TransmissionExpenditures 50,588,282 63,949,851 26.4Revenues & Reimbursements 47,092,559 52,041,847 10.5Net Cost 3,495,723 11,908,004 240.6Sanitation ZonesExpenditures 6,128,521 6,414,442 4.7Revenues & Reimbursements 4,502,633 5,247,127 16.5Net Cost 1,625,888 1,167,315 (28.2)Sanitation DistrictsExpenditures 40,986,983 59,305,096 44.7Revenues & Reimbursements 32,670,264 40,655,759 24.4Net Cost 8,316,719 18,649,337 124.2Internal Services FundExpenditures 15,306,834 12,072,723 (21.1)Revenues & Reimbursements12,195,632 11,697,348 (4.1)Net Cost3,111,202 375,375 (87.9)Total Expenditures 190,383,953 220,347,682 15.7Total Revenues & Reimbursement 160,550,002 175,281,696 9.2Total Net Cost29,833,951 45,065,986 51.1STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 195.50 193.50 194.50 1.00 0.5County of SonomaFY 2012-2013 Adopted Budget173Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General ManagerRECOMMENDED BUDGETADMINISTRATIONThe recommended budget reflects $46.8 million, largely consisting of operating transfers through this budget to other budget units. TheAdministration budget unit collects all salary and benefit revenues and expenses that are then allocated out to the appropriate enterprisebudgets, for operations and maintenance labor expenses, and to other internal service funds for equipment, fleet costs, power, facilities,and other expenditures. The labor associated expenses are posted to Administration and funded by reimbursements from other budgetunits. Additionally, operating transfers and equipment transfers from Administration to other enterprises show up as expenses inAdministration and revenues in other units.The direct expenditures of Administration total $7.4 million, a $2.7 million increase from FY 11-12. This increase is primarily due toincreases in the funding for the Sustainability Fund of $578,100, intended for Agency staff and projects related to renewable energy andclimate change, including continuance of efforts related to Sonoma Clean Power per Board direction in April 2012 to pursue a possibleAggregation Program and joint powers agreement and investigate start-up funding options. Increases are also due to $675,621 inoccupancy costs for the new operations building while continuing to maintain the 2150 West College site and to plan for themaintenance facility; and increases in position costs due to the elimination of Mandatory Time Off and retirement and benefit costincreases, and additional extra help services budgeted to better align with historical usage.The recommended budget reflects $45.9 million in revenues, largely due to revenues received into the Administration fund that aredesignated for other budget divisions and units, which are later transferred out of the Administration fund to those divisions and units,and shown as an expense in the Administration fund. The direct Administration revenues total $7.2 million, which decreased by$206,300 from FY 11-12, primarily due to lower property tax revenues. The balance of expenditures will be covered by usage of WaterAgency general fund and Spring Lake Park Fund balances as needed.Recommended positions increase from 193.5 to 194.5 over FY 11-12. This results from the deletion of two long-term vacant positionsduring FY 11-12 and the recommended position addition of 1.0 FTE Water Agency Program Specialist in FY 12-13 for waterconservation programs funded by a two year grant. This is a limited term position to match the grant funding. The Agency is also addinga 0.25 FTE Account Clerk III to allow recruitment of a full time position when added to the current 0.75 FTE position allocation. TheAgency is also deleting 0.25 FTE Senior Environmental Specialist to match the less than full time status of the position.FLOOD CONTROLThe recommended budget reflects $17.8 million in expenditures for Flood Control and Warm Springs Dam related expenditures. Thedirect expenditures of Flood Control Zones total $9.5 million, a $44,000 decrease from FY 11-12. This decrease is primarily due toprojects being completed in FY 11-12 resulting in discontinuing costs. Total revenues reflect $13.4 million, including revenues to theFlood Control Zones and Warm Springs Dam. Flood Control Zone revenues are $7.6 million, which increased by $1.1 million over FY11-12, primarily due to a $1.3 million state grant and decreases in property taxes of $232,100. The difference between revenues andexpenditures is made up by use of the fund balances of each fund, which have been accumulating for capital and equipment purchases inthe six flood control zones, which include: Zone 1A – Laguna Mark West, Zone 2A-Petaluma, Zone 3A-Valley of the Moon, Zone 5A-Lower Russian River, Zone 7A-North Coast, and Zone 8A-South Coast zones.WATER TRANSMISSIONThe Water Transmission recommended expenditures total $63.9 million, $31.5 million of which are direct expenses and the remainder,$32.4 million, are operating transfers out to other budget units, related to reimbursements of labor and overhead expenses to the GeneralFund. Included in this figure are the four designated funds created by the Restructured Agreement for Water Supply. Revenues reflect$52.0 million, including operating transfers of $19.5 million out to other budget divisions, with actual received revenues totaling $32.5million, following water deliveries of 45,961 acre-feet, a decrease of 4%. Revenues also reflect the proposed FY 12-13 water rateincreases of 5.26% to 5.98% depending on the aqueduct. The increases in rates are primarily attributable to the decreased waterdeliveries, the costs of the Biological Opinion, and water contractors voluntary building fund balances in the aqueduct capital funds inanticipation of future project needs. In past years the Water Agency has been awarded grants totaling $9.1 million for construction oflocal natural hazard mitigation projects from the Federal Emergency Management Agency. These will be paid to the Water Agency overseveral years as the specific projects are completed.WATER SUPPLYThe Water Supply recommended budget reflects $7.5 million in expenditures. Water Supply expenditures decrease by $2.7 million fromFY 11-12, due to $448,330 in decreases related to Russian River projects that are completed or near completion, resulting in reductionsin consultant and labor costs. These projects include the Potter Valley Project, hydrologic index and water rights petitions, and dataCounty of SonomaFY 2012-2013 Adopted Budget174Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General Managersharing optimization projects. Additional expense reductions of $2.2 million are related to Recycled Water projects and reductions inservice and supply and consultant costs, as well as reductions in transfers of ARRA funding due to project wind downs. These reductionsare offset slightly by an increase in transfers to the aqueduct capital funds and storage facilities transfer funds to cover the costs ofcapital projects, including the Sonoma Tank Fence Replacement Project, Petaluma Aqueduct Relocation Projects, the Kawana toSonoma Booster Pipeline design, and Mirabel Fish Screen and Fish Ladder Project. Additional expenditures are related to the QuaggaMussel Prevention Program. Revenues total $6.2 million with revenues decreasing $2.0 million from FY 11-12 due to reduction inARRA grants, reductions in Agency general fund transfers resulting from the reduced expenditures, decreases in other donations, andoffsetting increases in the Russian River Charge paid by Marin Municipal Water District.Additionally, the Water Agency continues to implement the Biological Opinion and Consistency Determination for the Russian Riverwater supply activities which mandate mitigation projects to protect the coho salmon and steelhead in the Russian River and itstributaries. These projects have and will significantly increase the level of expenditures for staff, consultants, and construction over the15 year term of the Biological Opinion. Expenditures specifically related to the Biological Opinion in the Water Transmission budget forFY 12-13, are projected to be $3.6 million. The Water Agency is also aggressively pursuing federal appropriations through the Corpsand other federal sources to help offset the cost to local rate payers.GENERAL SANITATIONThe discussion of each county sanitation district (CSD) or zone operated by the Water Agency includes a statement regarding the levelof service provided under the proposed budget. The levels of service are defined as follows:• Minimum Level of Service: Includes services necessary for the protection of public health and safety, employee safety, and theenvironment.• Standard Level of Service: Includes services necessary to operate and maintain the sanitation systems in order to limit or reduce therisk of (1) service interruption and (2) violations of the respective National Pollutant Discharge Elimination System (NPDES) permitor Waste Discharge Requirements issued by the regional boards.• Asset Preservation Level of Service: Includes services and programs necessary to (1) operate, maintain and replace facilities andequipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on the quality of lifein the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs.The Water Agency establishes and closely monitors fund balance targets (designated fund balance levels) for each of the operationalfunds to ensure the effective financial management of Water Agency operations. The Water Agency will use expenditure control andrate increases where appropriate to bring any projected fund balance shortfalls in line with these targets. From year to year, the WaterAgency may increase fund balances to use for future capital improvements. Later, the fund balance will be decreased to avoid borrowingmoney for the capital project.Occidental CSD – Projected to operate at Minimum Level of Service during FY 12-13The Occidental CSD continues to face very serious financial and operational difficulties, with operating revenues and Occidental CSD’sfund balance being inadequate to fully support operations and maintenance. The Water Agency’s General Fund has contributed nearly$3.8 million since FY 97-98 with contributions of $960,000 anticipated for FY 11-12. For FY 12-13 the budget includes a $550,000transfer from the Water Agency’s General Fund to Occidental CSD. FY 12-13 expenditures total $1.8 million, an increase of $213,945over FY 11-12 primarily due to transfers to finance the Capital Replacement Program. Revenues are budgeted at $1.4 million, a decreaseof $19,880 from FY 11-12. The Occidental CSD operations and maintenance expenses are expected to decrease $79,000 in FY 12-13primarily reflecting decreases in operations and maintenance costs resulting from reduced staff support services. This is offset by an$80,000 increase in transfers to the Construction Fund for California Environmental Quality Act (CEQA) and design costs of increasedstorage and reclamation capacity.Russian River CSD – Projected to operate at Standard Level of Service during FY 12-13The Russian River CSD irrigates approximately 20 acres of forest area adjacent to the treatment plant (referred to as the Burch property)and approximately 40 acres of the Northwood Golf Course. During FY 06-07, it was determined that additional irrigation is necessaryand the initial work to complete Environmental Impact Report and CEQA studies for expansion of irrigation using recycled water began.The FY 08-09 budget included increased expenditures in preparation of the irrigation expansion and a disinfection process capacity(ultraviolet process) capital project. The disinfection project moved ahead to construction in FY 10-11 with funding through a StateRevolving Fund loan. That project will be commissioned when testing and training are completed in April 2012. The FY 12-13expenditures total $5.6 million, increasing by $352,257 over FY 11-12 primarily due to equipment and capital expenditures andincreases resulting from service for permitting and regulatory compliance and hazard assessment. Revenues are budgeted at $4.3 million,an increase of $209,666 from FY 11-12. The operations and maintenance costs are budgeted to decrease, while maintaining transfers of$220,500 to the Construction Fund and $118,750 to the Revenue Bond Fund.County of SonomaFY 2012-2013 Adopted Budget175Development Services

Sonoma Valley CSD – Projected to operate at Asset Preservation Level of Service during FY 12-13SONOMA COUNTY WATER AGENCYGrant Davis, General ManagerThe Sonoma Valley CSD is continuing the program to replace its aging collection system in order to improve capacity and to ensure thereliability and safety of the infrastructure. Funding for most of the replacement costs will be from future rate increases. The CSD’s longterm financial plan anticipates continued annual increases of 5.0% to 5.5 % in order to build revenues and fund balances which willsupport additional debt. Additionally, the Sonoma Valley CSD is seeking assistance through state and federal infrastructure replacementprograms. During FY 12-13, this activity continues. Expenditures are budgeted at $46.2 million, including transfers within the budgetdivision for constructions costs, increased transfer to enhance the capital replacement fund, and debt payments to the appropriate budgetunit. Direct expenses total $23.4 million. Operations and maintenance expenditures are budgeted to increase $640,500, largely due tocontract and consulting services, equipment purchases and rental, and chemical costs. Interest on long term debt also increased by$271,700. Partially offsetting the increases are reductions in staff time, legal services, and power costs. Total revenues are budgeted at$29.8 million, including transfers into and within the budget division, including a State Revolving Loan transferred to the constructionfund for future capital needs. Actual revenues total $11.6 million, an increase of $604,000 due to a 5.5% rate increase, partially offset bya $420,000 decrease in state grants.The Water Agency continues to look at alternatives to the current billing method to make it more responsive to the amount of wastewatercreated by residential customers. Concerns were raised over the fixed rate method, which resulted in the Water Agency exploring thepotential to consider actual usage and associated costs. Pending Board approval at the May 22, 2012 Board of Directors meeting, theSonoma Valley County Sanitation District will pilot a program for residential customers to have 30% of the total charges based on theamount of water used. The remaining 70% of the charge would be a standard charge for all residential customers to account for thesystem costs per household. This calculation will replace the existing system of Equivalent Single Family Dwelling (ESD) index, whichcharges a 100% fixed amount to all single family dwelling units. If this pilot program is successful, it may be studied for feasibility inother county sanitation districts.South Park CSD – Projected to operate at Standard Level of Service during FY 12-13The South Park CSD wastewater is treated and disposed of by the City of Santa Rosa at the Laguna Sub-regional Treatment Plant. Inaccordance with an agreement with the South Park CSD, the City of Santa Rosa is currently responsible for the operation and routinemaintenance of the collection system. The agreement also requires that the South Park CSD replace, slip-line, or repair 41,610 feet of thecollection system and upgrade the Todd Road lift station before the transfer takes place. Approximately 23,500 feet of this work hasbeen completed. Timing of the final replacement of the collection system and other improvements are dependent upon the ability of thedistrict to fund the last $3 million on a pay-as-you go basis in future years. Completion of this work and the need to annex the districtinto the City of Santa Rosa will push the transfer of the district into the future.Expenditures are budgeted at $5.6 million, including internal budget transfers, a $2.1 million decrease over FY 11-12, largely due toreductions in service and supply costs and capital replacement purchases. The operations and maintenance expenditures are budgeted todecrease 0.3%, or $7,000. Revenues are budgeted at $5.0 million, a $102,476 increase from FY 11-12, reflecting increases in rates. Inaddition, transfers to the Construction Fund will increase to $1.5 million to build funds for collection system replacement projects. A2.0% increase in rates will partially offset the increased expenses. Budgets in future years will need to show an increase in fund balancesto pay for the last phase of the collection system replacement.Sea Ranch Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13The Sea Ranch Sanitation Zone consists of two wastewater collection and treatment systems located in Central and North Sea Ranch.The Sea Ranch Association (Association) operates and maintains these systems under contract with the Water Agency. The WaterAgency has offered an option to transfer all assets, liabilities, and management responsibilities to the Association. In the most recentdiscussions the Association has not expressed interest in a transfer of ownership. A complete video inspection of the collection systemwas completed in FY 07-08. Based on this inspection and analysis of the results, the Water Agency completed approximately $100,000of repair work to the system in FY 09-10. No capital improvement projects are planned for FY 12-13. Expenditures total $641,750, anincrease of $22,505 over FY 11-12, reflecting minor increases in operations and maintenance expenditures as well as transfer to theConstruction Fund. Revenues total $539,870, reflecting an increase of $36,494 due to rate increases which will be used to slowly buildfund balances to pay for future capital improvements.Penngrove Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13Water Agency operations in the Penngrove Sanitation Zone are limited to administrative services and operation and maintenance of thecollection system and pumping station. The wastewater collected by the Zone is treated at the City of Petaluma’s treatment plant.Petaluma has notified all its customers of rate increases over the next several years to fund their new wastewater treatment plant thatmeets advanced (tertiary) wastewater standards. The proposed budget for FY 12-13 includes expenditures of $742,557, reflecting adecrease of $10,270 from FY 11-12 resulting from the wind down of building improvement projects and a minor reduction in bondCounty of SonomaFY 2012-2013 Adopted Budget176Development Services

SONOMA COUNTY WATER AGENCYGrant Davis, General Managerinterest. Revenues total $650,375, increasing by $41,780 from FY 11-12 due to rate increases. A $34,500 increase in operating andmaintenance expenditures in the zone from several increases in rental equipment, small tool purchases, permits, and maintenanceprojects will be offset by the proposed 5% rate increase.Geyserville Sanitation Zone – Projected to operate at Asset Preservation Level of Service during FY 12-13Current and future treatment plant inflows are expected to remain lower than the treatment and disposal capacity of the GeyservilleSanitation Zone facilities. Therefore, there are no expansions to the treatment and disposal facilities planned at this time and the Zonehas funding for programs necessary to provide an Asset Preservation Level of Service. Expenditures total $421,277, including operationsand maintenance budgeted expenditures increasing by $11,700 from FY 11-12, due to increases in consulting services for permittingrequirements. This is offset by a proposed 2.0% increase in sanitation charges, with revenues totaling $314,921, a $2,065 increase fromFY 11-12, reflecting the rate increases as well as a reduction in delinquent collections revenue.Airport-Larkfield-Wikiup Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13The Airport-Larkfield-Wikiup Sanitation Zone expenditures total $4.6 million, an increase of $261,986 over FY 11-12. Operations andmaintenance expenditures are increasing by $157,500 due to increases in the cost to haul sludge and for consulting services to help withpermitting and collection system modeling. Additional increases reflect transfers to the Construction Fund for building improvements,including building drain improvements and a drying bed. Revenues total $3.7 million, an increase of $663,660 over FY 11-12, reflectingthe increased transfers and rate increases of 7.5%.Core Services Maintained:The core services in the Administration Division are all maintained and include:• Continuing several activities aimed at empowering the workforce and improving the practices and procedures used to deliver servicesto our customers;• Information technology system upgrades;• Enhancements to the Geographic Information Systems capabilities;• Continuing upgrading and enhancing the Agency’s financial management and billing systems; and• Publishing the updated Strategic Plan.The core services in the Flood Control Division are all maintained and include:• Continuing support for, and possible expansion of, the youth summer job program and use of these resources to help maintain andimprove the flood channels; and• Continuing efforts to provide flood protection in a manner that balances public safety and environmental protection. Work on streammaintenance and creation of riparian habitat will continue similarly to previous years.The core services in the Water Supply and Water Transmission Division are all maintained and include:• Meeting or surpassing public health standards and environmental regulations;• Integrating and protecting available sources of water while responsibly managing infrastructure to meet the current and future needsof the Water Agency’s customers;• Promoting water conservation and recycled water use; and• Investments in capital replacement which are made to extend facilities’ capacity, assure reliable supply including periods soon afterlocal natural hazard events, and reduce operations and maintenance costs.Core Services Eliminated or Reduced:No core functions are being eliminated or reduced.Strategic Plan FocusThe Water Agency Strategic Action Plan Objectives are: 1) protect the health and safety of the public and the environment; 2) managesanitation systems in a cost-effective manner; 3) encourage beneficial use of recycled water; and 4) adequately fund and implementinfrastructure replacement and upgrade projects. The Water Agency objectives relate to the County’s Strategic Plan, as illustrated by thefollowing.County of SonomaFY 2012-2013 Adopted Budget177Development Services

Investment in the Future:SONOMA COUNTY WATER AGENCYGrant Davis, General Manager• Efficient and effective use of resources through investment in water transmission system air valves and adding check valves in thesystem, budgeted at $674,000. ISO 9000 and 14000 recertification is another example of how efficient operations and continualimprovement are being addressed.• Investment in the Future is further supported by enhanced fiscal soundness, and expanded revenues are being addressed throughimplementation of a new billing system, implementation of the pilot volume based rates for sanitation, and emphasis on obtaininggrant funding for projects. The county’s changing demographics have been addressed by the Water Agency for several years thoughour Water Education materials and instruction being in both English and Spanish.• Through maximizing use of real estate, the Agency is further investing in the future through consolidation of Water Agencyoperations and maintenance activities at our 204 Concourse Boulevard facility and moving out of our more distant 2150 West Collegelocation, which will be sold or leased. $600,000 has been allocated to these efforts.Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship:• Infrastructure necessary for Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship is the foundationfor the Water Agency’s activities. FY 12-13 infrastructure projects include various recycled water projects, budgeted at $4,635,350,and compliance with the Biological Opinion, budgeted at approximately $17.6 million. Additionally, infrastructure projects may ariseas needed related to water supply and transmission; wastewater collection and treatment; flood control and stream maintenance; andground water studies and management.Economic and Environmental Stewardship:• The Water Agency is also a leading proponent of sustainability programs through its continuing support of Sonoma County EnergyIndependence Program and through financial and organizational leadership in Sonoma Clean Power, supporting Economic andEnvironmental Stewardship. $15.0 million has been committed to this effort through the purchase of bonds.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesRevenue decrease from deduction of North Marin Water District Fundcash payment for Mirabel Fish Ladder and Water Agency WestsideFacility ($1,240,876) and corresponding decrease in operating transferinto Common Facilities Fund ($1,240,876); decrease in water sales($8,370); increase from common facilities revenue bond ($7,175);increase from North Marin Water District revenue bond ($64,218);increase for interest earned by Santa Rosa and Petaluma AqueductCapital Funds ($49,416); Expenditures increase in permitting expense($6,000); increase in interest payment for loan from Santa Rosa andPetaluma Aqueduct Capital Funds ($49,416); decrease equipment andpower expense ($8,531); decrease in operating transfer in North MarinWater District Fund from deduction of cash payment option($1,240,876). (BOS approved on 4/24/12). (Special Fund)GrossExpendituresRevenue andReimbursementsNet Cost(1,193,991) (2,369,313) 1,175,322County of SonomaFY 2012-2013 Adopted Budget178Development Services

ECONOMIC DEVELOPMENT DEPARTMENTBen Stone, DirectorMISSION STATEMENTTo foster a healthy business environment and provide services that promotesthe local economy.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $3,969,670Total Revenues $409,068Total Net Cost $3,560,602The Sonoma County Economic Development Department (EDD) providesvarious business services and programs to encourage the startup, retention,and expansion of Sonoma County businesses and jobs, particularly smallbusinesses. The EDD promotes the creation of new jobs and employmentopportunities, the diversification of economic activity, and the strengtheningTotal Staff% Funded by Local Discretionary Funds7.0089.7%of the County's tax base. In addition, through tourism and hospitality initiatives, staff manages funding agreements with visitor centersthroughout the county, as well as a contract with the Sonoma County Tourism Bureau (SCTB), a non-profit organization funded both byparticipants of a business improvement area and by a County contribution from transient occupancy taxes (TOT). The EDD alsofacilitates the film program, primarily by responding to film inquiries, referring services, and partnering with local organizations toencourage filming in Sonoma County.Funding Sources$113,000$260,068$36,000IntergovernmentalReimbursementsResearchTransient OccupancyTaxThe "net cost" of the budget is financed bythe County Advertising Fund (TransientOccupancy Tax). However, some programsreceive support and advice from the SonomaCounty Economic Development BoardFoundation, a nonprofit public benefitcorporation specifically organized andoperated as a supporting organization. Thisrelationship helps the foundation and theCounty to maintain the community’seconomic vitality.$3,560,602Funding Uses$51,000Research$1,554,631Business ServiceProgramsWorkshops &Publications$2,260,033Tourism/Hospitality$104,006County of SonomaFY 2012-2013 Adopted Budget179Development Services

ECONOMIC DEVELOPMENT DEPARTMENTBen Stone, DirectorFY 11-12 ACCOMPLISHMENTS• Completed the creation and began implementation of theEconomic Development Strategy and Jobs Plan inNovember 2011, including initiatives for businessretention and assistance, permit assistance, clusterdevelopment, workforce investment strategy, broadbandexpansion, branding and marketing, and internal Countydepartment coordination.• Strengthened the maintenance of local jobs, inconjunction with the General Services Department,through development and implementation of the LocalPreference Policy for Goods and Services, adopted by theBoard of Supervisors in 2011.• Completed and submitted the County of SonomaComprehensive Economic Development Strategy (CEDS)to the U.S. Department of Commerce’s EconomicDevelopment Administration.• Transitioned the Sonoma Green Business Program to adedicated, staffed program which provides businesseswith more focused resources to help them reduce costsand become more competitive and sustainable.• Increased the effectiveness and economic impact ofprograms such as Sonoma County Restaurant Week byleveraging social media and other resources to broadlyexpand marketing and data collection efforts.FY 12-13 OBJECTIVES• Support countywide tourism efforts by managingcontracts for services with the Sonoma County TourismBureau and various Visitors’ Centers as well as providingassistance in the coordination and delivery of visitorservices.• Develop an expanded business retention and expansionprogram with the intent of visiting 200 businessesthroughout unincorporated area of the county in the firstyear as well as collaborating with other local partners.• Build a Cluster Development Program; includingpartnering with local educational institutions, theWorkforce Investment Board, and the Santa RosaChamber of Commerce Building Economic SuccessTogether, (BEST) program to provide educationalprograms and workforce development training specific tothe needs to the cluster groups.• Launch a pilot project focused on providing services tonew and existing business customers related to navigatingthe regulatory environment, and identifying needs andtrouble-shooting obstacles to business establishment andgrowth.• Following approval by the U.S. Economic DevelopmentAgency, the Innovation Action Council will continue tosupport funding requests made in conjunction with theSonoma County Comprehensive Economic DevelopmentStrategy.• The Innovation Action Council will continue its workwith task forces focused on branding, workforce andregulatory assistance.FINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeSpecial Revenue Fund - Operating BudgetExpenditures 1,928,977 2,040,183 5.8Revenues & Reimbursements602,269 409,068 (32.1)Net Cost1,326,708 1,631,115 22.9Special Revenue Fund - Tourism ServicesExpenditures 1,659,713 1,929,487 16.3Revenues & Reimbursements 0 0 0.0Net Cost 1,659,713 1,929,487 16.3Total Expenditures 3,588,690 3,969,670 10.6Total Revenues & Reimbursement 602,269 409,068 (32.1)Total Net Cost 2,986,421 3,560,602 19.2County of SonomaFY 2012-2013 Adopted Budget180Development Services

ECONOMIC DEVELOPMENT DEPARTMENTBen Stone, DirectorSTAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 4.50 7.00 7.00 0.00 0.00WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedEvents 13 13 15Attendees 2,400 2,400 2,500Publications 21 21 23Film Permits 35 35 35OTHER MEASUREMENTSFY 10-11 FY 11-12 FY 12-13Indicators Actual Estimated RecommendedWebsite(s) Visitors 100,989 120,000 145,000RECOMMENDED BUDGETThe recommended budget includes expenditures of $3,560,602, an increase of $380,980. The increases reflect actions taken by theBoard in January 2012 to expand existing business retention and regulatory assistance efforts within the department, including theaddition of 1.5 FTE Program Development Manager and 1.0 FTE Administrative Aide. The expenditures also include the increase infunding provided to the Sonoma County Tourism Bureau under Tourism Services, reflecting increases in TOT collections and formulaadjustment to align with the funding policy of providing 2% of the 9% TOT tax to the Bureau. These increases are supported byincreased funding from the Advertising Fund as well as offset by the elimination of one time funding in FY 11-12 for economicinitiatives, including the development of the Jobs Plan. Total revenues and reimbursements decreased by $193,000, largely reflecting adiscontinuance of a one-time transfer of CalWorks funds to help the Workforce Investment Board leverage federal funding that wasavailable in FY 11-12. The federal funds are no longer available to the Workforce Investment Board; there is no longer the ability orneed to continue the transfer relationship.Core Services Maintained• The department continues to foster and expand upon collaborative relationships with businesses, educational institutions, communitybased organizations and local government and provide support to business and community organizations through access to servicessuch as the small business startup and expansion assistance center, business retention efforts and analysis, industry and clusterdevelopment services, and tourism industry support.• In FY 11-12, the Innovation Action Council (IAC) completed a cluster-based strategy and action plan for generating jobs in SonomaCounty and for advancing workforce development efforts locally. These efforts and action plan are being implemented through thedepartment, to develop industry and aid in workforce development strategies.• In FY 11-12, a Comprehensive Economic Development Strategy (CEDS) was developed and submitted to the federal EconomicDevelopment Administration for approval and to be used in the pursuit of grant funds for County infrastructure and other projectswhich would create economic development and access to jobs. In FY 12-13, the department will continue to work collaboratively withlocal partner organizations and pursue the grant process.• The department will continue to enhance County marketing efforts through tourism and industry services and studies, enhanceregulatory assistance, and enhance workforce development and strategy.County of SonomaFY 2012-2013 Adopted Budget181Development Services

ECONOMIC DEVELOPMENT DEPARTMENTBen Stone, DirectorStrategic Plan FocusThe department’s programs primarily support the County Strategic Plan in the Economic and Environmental Stewardship area.Some of the key examples include:• Jobs Plan implementation: Focus on business retention thru a coordinated effort with other community partners to encourage growthwithin the county’s business economy.• Innovation Action Council Task Force groups, such as branding, permit streamlining and workforce development. Approximately$100,000 has been allocated for funding support with equal amounts coming from the County of Sonoma and a grant from theMorgan Family Foundation.• The EDD will continue working with a variety of groups in the implementation of efforts derived from the cluster studies andbusiness listening sessions to support growth in diverse areas and economy.• EDD will continue to work with the Sonoma County Tourism Bureau and local visitor centers in order to develop new visitorattraction programs and opportunities that will result in more local revenue, sustainable industry, and employment opportunities.$2,260,050 in funding is provided to support these activities.Investment in the Future:• The EDD also supports Investment in the Future through developing enhancements that provide businesses with more focusedresources to help them reduce costs and become more competitive and sustainable through programs such as the Sonoma GreenBusiness Program, and coordination with the Sonoma County Energy Independence Program.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesDelete 1.0 FTE Secretary and add 1.0 FTE Administrative Aide toaddress the increased support needs due to expanded programs andfunctions from Jobs Plan initiatives and other increased efforts.Increased costs ($11,859) are offset by a reduction in extra helpexpenditures ($11,859). Add 1.0 FTE Administrative Aide, funded bythe Department of Health Services ($107,126) to provide coordinationand staffing of the Workplace Wellness Program.GrossExpendituresRevenue andReimbursementsNet Cost107,126 107,126 0Budget Hearing ActionsDirected staff to provide Board with report on economic developmentefforts across all departments and initiatives.County of SonomaFY 2012-2013 Adopted Budget182Development Services

REGIONAL PARKSCaryl Hart, DirectorMISSION STATEMENTThe Sonoma County Regional Parks Department leads in the preservation,conservation, restoration, and promotion of natural, scenic, historical, andcultural resources in Sonoma County. We provide recreational, educational,social, and cultural opportunities for the public.DEPARTMENTAL DESCRIPTIONThe Regional Parks Department includes four distinct divisions, twoenterprise funds, and County Service Area #41 in the Sonoma Valley thatincludes three parks and is supported by property taxes.Park Operations and Maintenance Division operates and maintains the county’s regional parks system, including three regionalrecreation areas, fourteen open space parks and preserves, six paved and seven coastal access trails, seven community/neighborhoodparks, eight Russian River access parks, and six campgrounds. This division also maintains landscaping for the county parks, Veteransbuildings, other county properties, and Open Space District properties.Recreation, Health and Education Programs Division creates, markets, and operates park programs that promote tourism, economicdevelopment, preventative health, andenvironmental sustainability.Funding Sources$2,464,667$3,525,916$1,102,500Funding Uses$279,929$750,880$2,087,086$1,954,279$2,174,519$362,849 $937,537$4,749,643$3,228,277$11,478,302$2,353,606Park Mitigation FeesRents/ConcessionsCharges for ServiceFees (Camping, etc.)Internal ReimbursementsFuel Sales, etc.Transient Occupancy &Other TaxesGeneral FundPark Operations &MaintenancePark Planning &DevelopmentVeterans BuildingsAdministrative & FiscalServicesRecreation Programs,Health, & EducationMarinasBudget at a Glance:Total Expenditures $18,724,995Total Revenues $14,412,077Total Net Cost $4,312,918Total Staff 77.50% Funded by Local Discretionary Funds 25%Responsibilities include program design,web and social media presence, creation ofexhibits and displays, branding, advertisingand customer tracking. The divisiondevelops and implements plans forsponsorships and promotions, workingclosely with associated marketing efforts.The division serves as the primary liaisonbetween the department and the RegionalParks Foundation, and is responsible forenhancing and expanding the department’svolunteer programs.Park Planning and Development Divisioncoordinates planning for new parks, openspace, and trails and manages capitalprojects as well as improvements andrenovation of existing parklands. Thedivision partners with other agencies andorganizations in planning acquisition andimprovements and to pursue fundingopportunities.Administrative and Fiscal ServicesDivision manages all administrativefunctions, including budget and fiscaloperations, human resources, grants, andfacilities.The department operates Spud Point Marina,the Sport Fishing Center, and Mason’sMarina as enterprise funds.County of SonomaFY 2012-2013 Adopted Budget183Development Services

REGIONAL PARKSCaryl Hart, DirectorFY 11-12 ACCOMPLISHMENTS• Co-founded Parks Alliance with Sonoma Land Trust andthe Sonoma County Agricultural Preservation and OpenSpace District to address the proposed closure of fiveSonoma County state parks.• Launched holiday gift membership campaign with a newiconic gift card and generated nearly $46,000.• Began partnering with the County’s largest employers tointegrate the Park Membership as part of an employeewellness benefit package; estimated to enhance revenuesby $50,000 and grow in the coming years.• Initiated a Social Media program for the County allowingthe department to have an interactive presence with aFacebook site, twitter postings and flicker photocommunications.• Began process of transitioning Veterans Halls tocontracted service providers that will allow for continuedaccess by veterans and the community, while decreasingdependence on County resources needed to operate them.• Launched West County Gateway Project with NationalParks Service’s Rivers, Trails, and ConservationAssistance planning grant.• Restored historic Watson School for interpretiveprograms and limited public use.• Opened dry storage lot at Spud Point Marina for boatswith trailers and commercial fishing equipment storage.• Held a number of exciting large scale events to promoteParks, including the Healdsburg Water Carnival, theTolay Fall Festival, and the “Water Bark” at Spring Lake.• Implemented the Park-n-Eat program to provide parkvisitors with meal options in the parks and generate newrevenues to support operations and youth environmentaleducation programs at Spring Lake Park.• Completed Cloverdale River Park Boat Ramp and FEMAwork.FY 12-13 OBJECTIVES• Develop funding sources to create long-term, sustainablepark system, allowing completion of several keyinitiatives that enhance and add to the value of SonomaCounty’s Regional Park system:o Launch the Outdoor Recreation Economic StimulusInitiative to integrate state and regional parks, trailsand available Open Space District lands into acohesive network to expand ecotourism andrecreational opportunities in Sonoma County.o Execute initiatives to provide value-addedprograms and special events in County parks, andincrease overall membership by 10%.o Intensify web-based communication, marketing,and e-commerce strategies.o Work with the Open Space District to acquire MarkWest Creek properties for a future Regional Park.o Develop North Slope Sonoma Mountain trails andpark center in partnership with Sonoma CountyAgricultural Preservation and Open Space District.o Develop long-term sustainability plan for marinas.• Support the opening of a Marine Travel Lift to commencehaul-out operations at Spud Point.• Complete the Tolay Lake Regional Park Master Plan.• Complete Taylor Mountain Master Plan with the SonomaCounty Agricultural Preservation and Open Space Districtand open the park to the public.• Continue work on Central Sonoma Trail linking FloweryElementary School to Larsen Park and providing analternate route to Highway 12.• Install electronic pay stations in at least 12 parks makingit easier to pay parking fees with credit cards.County of SonomaFY 2012-2013 Adopted Budget184Development Services

REGIONAL PARKSCaryl Hart, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeRegional Parks - General FundExpenditures 15,458,755 15,056,922 (2.6)Revenues & Reimbursements 11,872,838 11,531,004 (2.9)Net Cost 3,585,9173,525,918 (1.7)Regional Parks - Equipment Replacement Other - General FundExpenditures 0 0 0.0Revenues & Reimbursements 1,0320 (100.0)Net Cost (1,032)0 (100.0)Regional Parks - Special Fund RevenueExpenditures 1,270,942 1,065,342 (16.2)Revenues & Reimbursements 705,675463,867 (34.3)Net Cost 565,267601,475 6.4Parks CSA - Special FundExpenditures 181,902 235,083 55.5Revenues & Reimbursements 151,198 197,400 30.6Net Cost 30,704 37,683 22.7Spud Point Marina - Enterprise FundExpenditures 2,484,185 2,325,560 (6.4)Revenues & Reimbursements 2,494,6722,191,756 (12.1)Net Cost (10,487)133,804 (1,375.9)Sport Fishing Center - Enterprise FundExpenditures 58,350 42,088 (27.9)Revenues & Reimbursements 26,545 28,050 5.7Net Cost 31,805 14,038 (55.9)Sub-Total Enterprise FundsExpenditures 2,542,535 2,367,648 (6.9)Revenues & Reimbursements 2,521,2172,219,806 (12.0)Net Cost 21,318147,842 593.5Total Expenditures 19,454,134 18,724,995 (3.7)Total Revenues & Reimbursements 15,251,960 14,412,077 (5.5)Total Net Cost 4,202,174 4,312,918 2.6STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 81.55 82.71 77.50 (5.21) (6.3)County of SonomaFY 2012-2013 Adopted Budget185Development Services

REGIONAL PARKSCaryl Hart, DirectorWORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedRegional ParksPark Visitors 4,064,068 5,383,600 5,843,143AcreageDeveloped 751 770 796Undeveloped 49,048 49,112 57,204Total 49,799 49,882 58,000MarinasPermanent/Transient Vessel Berthing Days 119,056 129,816 138,494General Public/Berther User Days 69,153 71,101 68,493Note: Park Attendance & Acreage Workload Indicators assume Regional Parks will manage andoperate Annadel State Park for FY 12-13. Beginning in FY 12-13, Undeveloped Acreage representsacres that are part of the Regional Parks system, acreage at parks which the department maintainsunder an operating agreement, and acres maintained for other entities which are expected to becomepart of the Regional Parks system.RECOMMENDED BUDGETThe recommended budget includes expenditures of $18.5 million, a decrease of $925,000 from the adopted FY 11-12 budget. Thischange is the net result of reduced operational expenses for the Veterans Buildings ($950,000) while increasing expenditures by $25,000for communications expenses ($12,000), sanitation costs ($8,000), and the cost to maintain park equipment ($5,000).Total revenues of $14.4 million decreased by $840,000, reflecting $709,000 in reduced rental income from the Veterans Buildings and$440,000 in reduced revenue from: Spud Point Marina ($303,000), other rents and parking ($63,000), and federal disaster relief funding($74,000). This is off-set with$309,000 in revenue increases, primarily from higher camping revenue ($71,000), day use and parkingrevenue ($62,000), donations ($50,000), miscellaneous revenue ($10,000), County Service Area (CSA) #41 overhead ($15,000), andreimbursement for services including overhead costs for managing Annadel State Park ($44,000) and Taylor Mountain ($56,000).Recommended position changes include adding a 1.0 Administrative Aide/Volunteer Coordinator to increase the use of volunteers toaddress maintenance and program needs, adding a 0.5 Marketing Specialist to support stronger outreach efforts (offset by reducing aSenior Office Assistant position by 0.5), and funding a 1.0 Park Planning Manager (vacant and unfunded in FY 11-12) to providemanagement support for planning functions. Other changes to reduce expenses include converting a 1.0 Account Clerk III position to anAccount Clerk II, eliminating a vacant Parks and Grounds Maintenance Worker II, reducing administrative Extra Help, and holding theBusiness Strategy and Development Manager and a Park Planner II vacant. The department will also eliminate a total of 5.5 positionsfrom the Veterans Halls as operations of these facilities are transitioned to private, third-party operators.The recommended budget adds at mid-year a 1.0 Senior Office Assistant to support the implementation of parking pay stations, whilefurther reducing administrative extra help at that time. The Department also recommends replacing a 1.0 Administrative Services OfficerI and Account Clerk II at Spud Point Marina with a full-time Department Analyst to handle the marinas’ administrative and fiscalfunctions, and increasing the Administrative Services Officer I in the Business Strategy and Development unit from a 0.75 allocation to a1.0 allocation. The recommended budget also includes funding for a second Volunteer Coordinator to expand its volunteer services andaccomplish additional resource management, visitor services and educational opportunities for interested groups and individuals.Included in the budget is the opening of Taylor Mountain as a Regional Park, with partial funding provided by the Open Space District,pending availability of $60,000 in TOT funds, historically used to cover the costs of opening new parks, or additional District funding.County of SonomaFY 2012-2013 Adopted Budget186Development Services

REGIONAL PARKSCaryl Hart, DirectorCore Services Maintained• Keeping all regional parks open to the public and maintaining a satisfactory level of maintenance. The parks will remain safe and ingood condition, with a top priority of responding to the public’s needs and providing valuable visitor services and activities.• Continuing planning for new parks and for improvements in existing parks, and pursuing promising grant opportunities.• Providing meeting space for the county’s Veterans organizations and to the public and non-profit groups, primarily throughcontractors.• Maintaining county grounds and other maintenance service contracts at a basic level.• Operating Spud Point Marina and the Sport Fishing Center in Bodega Bay, including the refurbishment of the Marine TraveLift toprovide haul-out services for boaters that will generate additional revenue, continued funding to address the extensive backlog ofdeferred maintenance (significant progress was made in repairs and maintenance in FY 11/12), and funding a major breakwater repairat the Sport Fishing Center to ensure the Center’s long-term viability.Services Eliminated or ReducedThe Department does not anticipate eliminating or reducing any services.Cost Savings/Redesign• The Department anticipates that $160,000 in savings from the Veterans Buildings will occur in FY 12-13, primarily through a newbusiness model. Projected savings in future years are estimated at $300,000 as one-time transition costs will not be required.Following Board direction, the Department plans to contract operations of most of the Veterans Buildings (including the Santa Rosa,Petaluma, Cotati, Sebastopol, and Guerneville Buildings) to other organizations, while maintaining operations at the SonomaBuilding.• The Department also anticipates transitioning the County’s full management responsibility for the Veterans Buildings to GeneralServices. Currently, Regional Parks handles reservations and services for the Veterans and renters, while General Services handlesmost maintenance and repairs.Strategic Plan FocusSafe, Healthy and Caring Communities• The budget supports this Focus Area by maintaining low-cost access to parks. Evidence demonstrates that those who live closer toparks exercise more and have better health.Economic and Environmental Stewardship• A major priority for Regional Parks in FY 12-13 is establishing a collaborative Outdoor Recreation Economic Stimulus Initiative thatwill integrate state and regional parks, trails and fee Open Space District lands into a cohesive network to expand ecotourism andrecreational opportunities in Sonoma County.• According to the most recent surveys by the Sonoma County Tourism Bureau, outdoor adventure/recreation is the number one interestof people traveling to Sonoma County, and a major passion of County residents. From Bodega Bay to the Russian River, north toCloverdale and east to Sonoma, each area contains limitless possibilities for ecotourism as a pillar of Sonoma County’s newsustainable economy. The Initiative will include other County departments, non-profit organizations, and the Tourism Bureau. It willbuild on the efforts of groups such as the Sonoma County Parks Alliance to keep all state parks in the county open. It will identifyways to provide increased access to lands that the public has already paid for.• In addition to promoting the Strategic Plan goal of Agricultural and Environmental Stewardship, the initiative will also supporttourism as one strategy for Economic Development and Jobs. The initiative will strengthen the connection between the county’sscenic beauty, parks, and other recreational opportunities to make Sonoma County a prime destination for eco-tourism while alsoserving local residents.Invest in the Future• The County regained management responsibility for Mason’s Marina in March, 2012. This creates an opportunity to take a fresh viewof the County’s three marinas in Bodega Bay, which have struggled financially for years. Together with General Services, RegionalParks will develop a long-term plan for all of the marinas. In addition, Regional Parks looks forward to opening Taylor MountainRegional Park to the public in 2012 to serve current and future Sonoma County residents and visitors.County of SonomaFY 2012-2013 Adopted Budget187Development Services

REGIONAL PARKSCaryl Hart, DirectorCivic Services and Engagement• The department will continue to expand public support through the Park Membership program and closer working relationships withother County agencies, cities and the non-profit community, particularly through fundraising and increased volunteerism.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Supplemental ChangesAppropriate revenues and expenditures for the Mason's Marina($462,000) now under County control (BOS approved 3/31/12 and4/24/12). Transfer from the Tidelands Lease Funds to Spud PointMarina ($65,000) for ice plant/maker replacement (BOS approved4/24/12). Increases for contractor services to remediate an oil wastetank buried underground at Spud Pont Marina, as required by the NorthCoast Water Quality Board ($11,400).Increases in extra help costs ($88,967) and services and supplies($57,770) for the agreement with the State to operate Annadel StatePark, offset by payment from the State and in-kind donations; andincreases in administrative costs associated with the agreement($44,248) and offsetting revenue from the Parks Foundation/AnnadelRestricted Fund to offset Annadel operation (BOS approved 6/12/12).Transfer of appropriations to operate Veteran's Buildings fromRegional Parks to General Services (BOS approved 6/12/12).GrossExpendituresRevenue andReimbursementsNet Cost538,400 462,000 76,400(157,673) 76,834 (234,507)County of SonomaFY 2012-2013 Adopted Budget188Development Services

MendocinoCounty1137A!(4Sulphur CreekCloverdaleLakeCounty3433323130South Fork Gualala RiverLakeSonomaRussian RiverDry CreekKÍHealdsburg139AçHNapaCounty42?ÔEC!(GuernevilleRussian River2640497 3 2512 43 10 41 50 28DSalmon Creek?ÔE!(AÜH47Laguna De Santa Rosa4827GWindsor21294619!( 5SebastopolMarinCounty36SantaRosaMark West Creek!(RohnertParkF 39Cotati!(BKÍE1444176 24!(?ÝESanta Rosa Creek35118PetalumaPetaluma River15382320 !( H8 222 SonomaAÜH45?ÈSonoma CreekAàHAàH161. Alder Park2. Arnold Field3. Bird Walk Coastal Access4. Cloverdale River Park5. Colgan Creek Trail6. Crane Creek Regional Park7. Doran Beach Regional Park8. Ernie Smith Community Park9. Foothill Regional Park10. Forestville River Access/Mom's Beach11. Gualala Point Regional Park12. Guerneville River Park13. Healdsburg Veteran's Memorial Beach14. Helen Putnam Regional Park15. Hood Mountain Regional Park16. Hudeman Slough Boat Launch17. Hunter Creek Trail18. Kenwood Plaza Park19. Laguna De Santa Rosa Trail20. Larson Park21. Maddux Ranch Park22. Maxwell Farms Regional Park23. Moran Goodman Park24. North Sonoma Mountain25. Pinnacle Gulch/Short Tail Gulch TrailsSONOMA COUNTY REGIONAL PARK FACILITIESSonoma County Regional Parks26. Porto Bodega Sport Fishing Center27. Ragle Ranch Regional Park28. Riverfront Regional Park29. Santa Rosa Creek Trail30. Sea Ranch Access Trail Black Point31. Sea Rach Access Trail Pebble Beach32. Sea Ranch Access Trail Shell Beach33. Sea Ranch Access Trail Stengel Beach34. Sea Ranch Access Trail Walk On Beach35. Shaw Park36. Shiloh Ranch Regional Park37. Soda Springs Reserve38. Sonoma Valley Regional Park39. Spring Lake Regional Park40. Spud Point Marina41. Steelhead Beach Regional Park42. Stillwater Cove Regional Park43. Sunset Beach River Access44. Taylor Mountain Regional Park45. Tolay Lake Regional Park46. Tom Schopflin Fields47. Watson School48. West County/Joe Rodota Trail49. Westside Regional Park50. Wohler Bridge Fishing Access:Sonoma CountyVeterans Memorial HallsA - CloverdaleB - CotatiC - GuernevilleD - Occidental!(SonomaRegionalData Source: Sonoma County ISDE - PetalumaF - Santa RosaG - SebastopolH - SonomaCity LimitsCounty ParkVeterans HallCountyParks0 3 6 12MilesFebruary 2012County of SonomaFY 2012-2013 Adopted Budget189Development Services

County of SonomaFY 2012-2013 Adopted Budget190Development Services

OTHER COUNTY SERVICESGross Revenues/Appropriations Reimbursements Net CostSC Ag Pres & Open Space District 23,840,356 24,311,888 (471,532)Agricultural Commissioner 4,738,138 3,466,434 1,271,704U.C. Cooperative Extension 737,541 101,635 635,906Library 16,104,267 15,068,195 1,036,072Fairgrounds 9,027,900 9,084,675 (56,775)Advertising 3,752,188 0 3,752,188Justice Services17%Other CountyServices5% Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget191Other County Services

County of SonomaFY 2012-2013 Adopted Budget192Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICTWilliam J. Keene, General ManagerMISSION STATEMENTThe mission of the Sonoma County Agricultural Preservation and Open SpaceDistrict (District) is to permanently preserve the diverse landscapes of SonomaCounty for future generations, including working farms and ranches,greenbelts and community separators between and around urban areas, naturalareas and wildlife habitat, and land for public access and passive recreation.Budget at a Glance:Total Expenditures $31,346,956Total Revenues $24,311,888Total Net Cost $7,035,068DEPARTMENTAL DESCRIPTIONTotal Staff 24.75The District partners with willing landowners, public agencies, and non-profit% Funded by Local Discretionary Funds 0%*organizations to permanently protect land from development, through*The District is funded by a voter approved sales tax measure.agreements with landowners (conservation easements) and outright purchaseof land. District acquisitions are guided by a long-range acquisition plan,“Connecting Communities and the Land,” which reflects community desires and values and directs preservation to the highest priorityfarmlands, greenbelts, natural areas, and recreational lands. In addition, the District implements the Agricultural Resources and OpenSpace and Resource Conservation Elements ofthe Sonoma County General Plan.Funding SourcesIn November 1990, Sonoma County votersSales Taxapproved Measures A and C to create a uniqueland protection agency, the AgriculturalPreservation and Open Space District (District)$14,410,999Rentand funded it with a quarter-cent sales tax to2011. In November 2006, voters overwhelmingly$16,128,000approved Measure F to take effect in 2011,Interest Earnings extending the quarter-cent sales tax through2031. Since its inception, the District hasFund Balanceprotected over 87,000 acres. It has received anational award from the National Association of$641,769 $166,188Counties and the Trust for Public Land, rankingit as one of the top open space and farm landconservation programs in the nation.Funding Uses$406,500$494,033$7,506,600$14,336,348Land Acquisition/Conservation PlanningStewardship/Land ManagementPublic Information/EducationMoore Grant-Conservation BenefitsDebt ServicePrimary financing for the District comes from thevoter-approved sales tax. The District’s sales taxfunds currently generate approximately $16million annually. Through March 2011, the OpenSpace Authority levied the sales tax and ensuredthat the District’s open space purchases wereconsistent with the voter-approved expenditureplan. On April 1, 2011, the Authority reorganizedas the Sonoma County Open Space FiscalOversight Commission to provide fiscal oversightof the District’s operations. The Sonoma CountyBoard of Supervisors now levies the sales tax andentered into a contract with the District forfunding the administration of Measure F.The District’s budget currently consists of six$8,603,475distinct funds. The first provides for theoperations of the District to carry out theacquisition and preservation of agricultural and open space lands. The second fund provides for the activities of the Open Space FiscalOversight Commission. The third is for land management needs beyond Measure F. The fourth is for operations and maintenance needsof District owned properties during Measure F and after Measure F, if required. The fifth is for a conservation benefit program funded bythe Moore Foundation. Lastly, the District’s sixth fund is an educational reserve for Cooley Ranch.County of SonomaFY 2012-2013 Adopted Budget193Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICTWilliam J. Keene, General ManagerFY 11-12 ACCOMPLISHMENTS• Protected 3,008 acres of land at a cost of approximately$8.7 million bringing the District’s total acres protected tomore than 87,100 acres. The protection of these landsensures critical access to future parkland, the scenicqualities of a backdrop of the City of Healdsburg, themaintenance of an important wildlife corridor, and the ongoingmanagement of a sustainable working forest that ishome to endangered Coho salmon.• Enhanced the effectiveness of the bi-annual MatchingGrant Program through the revision of the program’sguidelines, selection criteria, and administration. Hostedtwo well-attended program workshops and prepared tofund $2.0 million in grants for this competitive program,which preserves, protects, and enhances urban openspaces.• Stewarded over 85,000 acres of District-protected land.For easement properties, this included monitoring,permitted use requests, and follow up on easementviolations. For fee properties, invasive species removal,reduction of fire fuel load, infrastructure maintenance,and minor improvements were completed. Almost all feeproperties are currently leased for grazing or some otheragricultural use.• In collaboration with partnering organizations andagencies, continued to provide opportunities for the publicto enjoy with District-protected land, through the TaylorMountain Permit program, District Outings program, andthe Agricultural and Environmental Education program.• Leveraged District funds and staff resources to attractoutside funding towards the Laguna de Santa Rosa Trail,Healdsburg Ridge Trail, East Slope Sonoma MountainRidge Trail, Calabazas Creek Preserve Trail, and NorthSlope Sonoma Mountain Ridge Trail projects.• In collaboration with stakeholders, partners, electedofficials, and the community, presented a three-year WorkPlan to the District’s Board of Directors outliningopportunities and challenges in land and natural resourceconservation. The Work Plan will guide the District’spriorities through FY 14-15.• Embarked on the development of a county-widevegetation and habitat map which will increase the qualityof data used by the District and its County partners for avariety of planning and environmental complianceactivities. The updated vegetation and habitat map will beused for planning and prioritizing land acquisition as wellas providing baseline information valuable for landmanagement.• Working in partnership with resource conservationdistricts, non-government organizations, and communityvolunteers, enhanced over a thousand feet of criticalriparian habitat along Mark West Creek for Coho salmon.FY 11-12 ACCOMPLISHMENTS (CONTINUED)• In collaboration with local and regional partners, receiveda $750,000 grant from the Moore Foundation to documentthe economic value of conserving natural ecosystems,park lands, and agricultural lands.• Participated in a $500,000 grant program to map thecounty’s carbon sequestration potential in forest andworking landscapes, and to develop tools for greenhousegas emissions accounting in natural and agriculturallandscapes.• In collaboration with County partners, participated inprojects and programs addressing agriculturalsustainability and local food production such as the FoodSystems Alliance, the Sonoma County Food Forum, theAgricultural Technical Advisory Committee, and theCounty Lands Project.FY 12-13 OBJECTIVES• Develop a fee lands strategy to refine land managementplanning and implementation efforts, evaluate propertydisposition options, and identify areas where volunteers,partnering organizations, and outside funding could beutilized to further District resources.• Begin implementation of conservation valuation initiativein partnership with County agencies and othercollaborators.• Begin implementation of county wide carbonsequestration analysis of forests and open space lands.• Develop a District climate mitigation and adaptationstrategy.• Transfer identified fee lands to park agencies or otherland management partners that have the capacity andmission to protect the conservation values intended by theDistrict; the District will retain conservation easementsover the transferred properties.• Using strategic conservation planning, prioritize andpursue land and easement acquisitions based on importantresource values, partnerships, and available funding.County of SonomaFY 2012-2013 Adopted Budget194Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICTWilliam J. Keene, General ManagerFINANCIAL SUMMARYTotal RevenueFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeSCAPOSDBeginning Cash Balance 60,893,521 42,027,828 (31.0)ExpendituresSCAPOSDOperating 7,132,373 7,612,064 6.7Capital Improvements 3,141,770 3,456,670 10.0Land & CE Purchases 17,200,000 11,513,000 (33.1)Stewardship Reserve 500,000 600,000 20.0Funding of Fiscal Oversight Commission 57,000 52,122 (8.6)Cooley Education Program 20,000 0 (100.0)Moore Grant-Conservation Benefits 0 406,500 0.0SCAPOSD O&M Reserve 0 200,000 0.0Debt Service 7,535,180 7,506,600 (0.4)Total Expenditures 35,586,323 31,346,956 (11.9)Revenues and ReimbursementsSales Tax Earned 16,000,000 16,128,000 0.8Contribution - Measure C 11,867,484 7,375,931 (37.8)Rental Income 167,268 166,188 (0.6)Interest Earned 553,362 641,769 16.0Total Revenues and Reimbursements 28,588,114 24,311,888 (15.0)Net Cost/Use of Fund Balance 6,998,209 7,035,068 0.5Ending Cash Balance 32,305,407 17,715,940 (45.2)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Current Recommended Change ChangePermanent Positions 26.52 24.92 24.75 (0.17) (0.68)RECOMMENDED BUDGETThe recommended budget reflects overall expenditures of $31.3 million, a $4.3 million decrease from FY 11-12. Recommendedexpenditures are supported by $24 million in revenues and $7 million in use of fund balance.Core Services Maintained• Continue stewardship of the more than 78,000 acres of land protected by District-held easements.• Continue resource management, habitat, and public access projects at selected District-owned properties, including Taylor Mountain,Montini Preserve, Healdsburg Ridge, and North Slope Sonoma Mountain.• Support urban space open space conservation through the District’s competitive Matching Grant Program.County of SonomaFY 2012-2013 Adopted Budget195Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICTWilliam J. Keene, General ManagerServices Eliminated or ReducedThe District will not eliminate nor reduce any core services.Strategic Plan Focus• Safe, Healthy & Caring Communities: Support of Health Action’s 2020 Vision and corresponding Priorities for Action throughagricultural initiatives, public access projects, Matching Grant Program, and outings and education programs; provide educational andrecreational opportunities for Sonoma County youth and families.• Economic & Environmental Stewardship: Conservation efforts such as agricultural land preservation support the economic viabilityof the county; land protection and stewardship activities benefit the natural environment (e.g. source watershed protection, climatechange initiatives, restoration).• Invest in the Future: The mission of the District is to preserve open space and agricultural land for future generations of SonomaCounty residents.• Civic Service & Engagement: The District will continue to leverage its resources to attract outside funding. Periodic public workshopsare held to update the Board and the residents of Sonoma County on the activities of the District, and to engage the public in futureacquisition and stewardship planning. The Authority has reorganized as the Sonoma County Open Space Fiscal OversightCommission to provide independent fiscal oversight of the District’s operations.LONG TERM FINANCIAL PLANSCAPOSD Fund FY 11/12 - 15/16 FY 16/17 - 20/21 FY 21/22 - 25/26 FY 26/27 - 30/31Beginning Cash Balance 60,401,056 31,834,778 15,842,200 4,820,914RevenuesSales Tax & Interest Earned 84,940,076 90,624,142 96,092,623 81,495,330ExpendituresOperating 33,205,285 33,785,920 34,376,708 26,349,174Stewardship 9,406,670 6,300,000 7,200,000 6,800,000Land Purchases 33,363,000 29,000,000 28,000,000 23,100,000Debt Service 37,531,400 37,530,800 37,537,200 30,027,050Total Expenditures 113,506,355 106,616,720 107,113,908 86,276,224Ending Cash Balance 31,834,777 15,842,200 4,820,915 40,020Stewardship Reserve Fund 12,669,875 17,780,248 24,622,394 32,552,951DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget196Other County Services

LAND INTERESTS OF THESonoma County Agricultural Preservation and Open Space DistrictMENDOCINOLAKEPreston(SULPHUR CREEKBIG SULPHUR CREEKCLOVERDALELITT L E SULPHUR CREEKAsti(SOUTH FORK GUALALA RIVERSea Ranch(Annapolis(WHEATFIELD FORK GUALALA RIVERGeyserville(Las Lomas(DRY C RE EKStewarts PointLytton( (HEALDSBURGJimtown(Kellogg(NAPAAUST IN CREEK EASTAUSTIN CREE KPACI FICWalsh Landing(Fort Ross(Cazadero(El Bonita( Korbel HaciendaGuerneville(((( Rio DellGuernewood Park( Hollydale( ((Fulton(Mark West Springs(Forestville(Sheridan(( (JennerMonte Rio((Duncans MillsSousa Corner(Graton SANTA ROSAOakmont((Camp Meeker(OccidentalKenwood((SEBASTOPOLCarmetFreestone((CunninghamGlen EllenCadwell(Salmon Creek(( Bodega( Hessel( (Bodega BayKnowles Corner ROHNERT PARK(RUSSIAN RIVERSALMON CREEKESTERO A MER ICANO(Valley FordWINDSORMARK WEST CREEKCOTATISANTA ROSA CR E EK(BloomfieldPenngrove(Two Rock(PE TALUMA RIVERMANTANZAS CREEKSONOMA CREEK(Agua Caliente (El Verano(SONOMA( VineburgOCEANPETALUMASAN ANTO NIO CREEKLakeville(Schellville(Big Bend(Sears Point(MARINLegend0 5 ´MilesMap Date: 3/11/10S:/GISProjects/Miscellaneous/Countywide/PDFs/countywide_for_CAO.pdfDistrict HoldingsAcquisition Plan DesignationOther LandsPublic or Protected LandAgricultureGreenbeltsIncorporated CityNatural ResourcesRecreationCounty of SonomaFY 2012-2013 Adopted Budget197Sources: Sonoma County GIS Group,USGS, Sonoma Land Trust, SCAPOSDOther County Services

County of SonomaFY 2012-2013 Adopted Budget198Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerMISSION STATEMENTTo promote and protect agriculture, health and safety of our community,environment, and economy through education and the enforcement of lawsand regulations.Budget at a Glance:Total Expenditures $4,733,138Total Revenues $3,466,434DEPARTMENTAL DESCRIPTIONTotal Net Cost $1,266,704The Agricultural Commissioner’s Office is mandated to promote and protectagriculture, the environment, and public welfare and safety throughenforcement of local, state, and federal laws and regulations. The departmentis organized into three distinct divisions: Agriculture, Weights and Measures,Total Staff% Funded by Local Discretionary Funds30.2326.45%and Fish and Wildlife Commission. The Agricultural Commissioner’s Office also participates on the County Planning Review Advisoryand Environmental Review Committees.The basic functions of the Agricultural Division are regulatory. The division is charged with environmental protection and protectingagriculture worker health and safety through pesticide regulation and agriculture hazardous materials programs. Natural resources arealso protected through local ordinance programs, including erosion protection during vineyard/orchard site development, and waterutilization for frost protection within the Russian River Watershed. Through the pest exclusion, detection, and eradication programs ournatural resources and agricultural commodities are protected while allowing commerce to occur. Consumers are protected throughinspection of agricultural products at nurseries, certified farm markets, and farms. The Agricultural Division also compiles a crop reportwhich includes an annual accounting of the gross agricultural production value in the county.Funding Sources$1,252,105$60,550$840,105Funding Uses$824,728$60,550$3,847,861$2,580,379State/Federal FundsLicenses/Fines/Charges for ServicesSpecial FundsGeneral FundAgricultural ProgramsWeights & MeasuresProgramsSpecial Fund ExpendituresThe Weights and Measures Division enforceslocal, state, and federal standards for a widerange of commercial devices. Weighing,measuring and timing devices are inspectedfor conformance to acceptable businessapplications and are tested for accuracy.Pricing accuracies are routinely inspected atlocal businesses that operate automated pointof sale systems. In response to consumerconcerns regarding mislabeled quantities,packaged commodities are verified againsttheir label statement. Fuels and otherpetroleum products are tested for quality andoctane specifications. Sales of bulkcommodities are monitored for properdocumentation. The division also administersthe Weights and Measures TransactionVerification Fund, which is used to supportthe price verification program.The Fish and Wildlife Commission(Commission) is an advisory body to theBoard of Supervisors and is responsible formaking recommendations and funding grantsrelative to the conservation and enhancementof fish and wildlife and their habitat inSonoma County. The Commission alsoadministers the Abalone Fund, whichprimarily serves to fund grants to enhance theabalone population on the North Coast. TheAgricultural Commissioner’s Office providesstaff support to the Commission.County of SonomaFY 2012-2013 Adopted Budget199Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerFY 11-12 ACCOMPLISHMENTS• Conducted successful activities to work to eradicate theEuropean Grapevine Moth, resulting in an 85%reduction in moths detected in 2011 as compared to2010. Acreage under quarantine was significantlyreduced in early 2012 and the majority of acreage inSonoma County will be considered for deregulation atthe end of 2012.• Developed and brought to the Board for approval newstandards and best management practices forvineyard/orchard site development involving treeremoval for the Grading, Drainage, and Vineyard andOrchard Site Development Ordinance. This includedholding public meetings to receive input from otherresource agencies, the grower community,environmental groups, and other stakeholders, andcontracting with an engineering firm to develop sciencebased standards and best management practices.• Restructured staffing associated with the Grading andDrainage Ordinance to reflect the newly adoptedstandards, including implementing strategic successionplanning efforts with internal staff as well as leveragingexternal resources to ensure successful programadministration.• Continued working with the other resource protectionagencies, the grower community, and environmentalgroups in response to the State Water Resources ControlBoard’s Frost Protection Regulations and the CountyFrost Protection Ordinance, included updating theVineyard and Orchard Frost Protection Ordinance. Aneducational workshop targeted for growers on waterissues and regulations was hosted by the AgriculturalCommissioner’s Office in collaboration with theSotoyome and Southern Sonoma County ResourceConservation Districts and the Sonoma CountyWinegrape Commission, with over 350 attendees.• Partnered with state agencies, counties and the DistrictAttorney to successfully settle five consumer complaintcases that returned $3.42 million across the state.• Strengthened the Quantity Control Inspection Programby completing over 580 inspections. 21% of businessesfailed their initial price verification inspection. Thisresulted in the issuance of approximately 160 violationnotices and the assessment of $21,000 in re-inspectionfees.• Rebuilt and established new leadership at thedepartment in response to seven vacant supervisory andmanagement positions.FY 12-13 OBJECTIVES• Maintain or enhance the department’s most criticalprograms that protect the health, safety, economy andenvironment of Sonoma County by researching andpursuing grant funding opportunities and by evaluatingopportunities to increase efficiencies.• Deploy and service detection traps for the EuropeanGrapevine Moth and conduct outreach to the wine grapegrowing community on treatment protocols, which areintegral for removing Sonoma County from quarantinestatus.• Conduct inspections to ensure compliance with theEuropean Grapevine Moth quarantine requirements tomove fruit during harvest. These inspections will help toprevent the reintroduction of European Grapevine Mothinto areas eligible for deregulation at the end of 2012.• Continue pursuing strategies to increase efficiencies foran effective pesticide use program with reductions infield staff hours that are the result of budget reductions.• Assist producers in complying with quarantinerequirements for the Light Brown Apple Moth.• Implement newly adopted provisions related to treeremoval in the Grading, Drainage and Vineyard andOrchard Site Development Ordinance.• Sustain an effective quantity control inspection programthrough statistical sampling procedures and closerpartnerships with Sonoma County’s Consumer DistrictAttorney and other counties and state agencies.• Petition the Secretary of the California Department ofFood and Agriculture for approval of a variableinspection plan that will allow Weights and Measuresresources to be strategically shifted toward areas of thegreatest risk for consumer harm.• Continue to investigate and assist with consumercomplaints filed with the Weights and MeasuresDivision.County of SonomaFY 2012-2013 Adopted Budget200Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeAgricultural Commissioner - General FundExpenditures 5,130,535 4,672,588 (8.9)Revenues & Reimbursements3,878,431 3,420,484 (11.8)Net Cost1,252,104 1,252,104 0.0Agricultural Commissioner - Special FundExpenditures 67,150 60,550 (9.8)Revenues & Reimbursements 48,150 45,950 0.0Net Cost 19,000 14,600 (23.2)Total Expenditures 5,197,685 4,733,138 (8.9)Total Revenues & Reimbursement 3,926,581 3,466,434 (11.7)Total Net Cost 1,271,104 1,266,704 (0.3)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 33.50 33.35 30.23 (3.12) (9.4)WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedAgricultural DivisionPesticide Registrant Activites 4,538 4,538 4,538Pesticide Compliance Inspections 51 46 45GWSS Shipment & Trapping Activities Insp. 8,234 7,601 6,499Pest Exclusion Inspections 13,482 12,133 10,785Pest Detection Traps 92,786 90,930 86,010Grading, Drainage, and Vineyard and Orchard Projects 89 93 94Frost Registrants 471 475 125Weights & Measures DivisionDevice Inspections 11,311 11,270 9,240Quantity Control Inspections 241 100 100Price Verification Inspections 24,782 24,238 19,300County of SonomaFY 2012-2013 Adopted Budget201Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerRECOMMENDED BUDGETThe recommended budget includes total expenditure of $4.7 million, a decrease of $465,000 from the adopted FY 11-12 budget. Thechange is the net result of a decrease in salary and benefit costs ($288,000) due to the elimination of two vacant field staff positions andone vacant Senior Office Assistant, and the reduction of one management position to part-time. Savings from these reductions are offsetby general increases in benefit costs. Reductions were also made in non-salary expenditures ($177,000), including vehicle costs andcontractually provided services; the majority of these reductions were made in response to reductions in state and federal contractrevenues that had previously funded various services.Total revenues decrease by $460,000, reflecting a decrease of nearly $431,000 in various state and federally funded contract revenues forspecific quarantine and pest detection work, and a net decrease of approximately $15,000 in other miscellaneous revenues. In addition,unclaimed gas tax revenues (based on prior year net costs) are decreasing by approximately $14,000. Net County cost related toagricultural programs, requiring General Fund appropriations, totals $1,049,446 as compared to approximately $1,500,000 in FY 08-09,causing the decrease in unclaimed gas tax revenues.Recommended position changes include eliminating two (2.0) field staff positions and one (1.0) Senior Office Assistant, reducing onemanagement position to part-time (from 0.75 to 0.68 FTE), and increasing an Office Assistant II from a 0.6 FTE to 0.8 FTE to helpoffset the impact of eliminating the Senior Office Assistant.Core Services MaintainedThe Agricultural Commissioner’s Office developed the FY 12-13 budget with a focus on retaining services that allowed us to: 1)maximize state/federal revenues that allow us to protect the county’s economy; 2) guard the integrity of programs geared towardprotecting the health and safety of Sonoma County residents; 3) protect the environment; and 4) protect consumers by ensuring equity inthe marketplace. As a result of diminishing resources, the department will strive to continue to retain basic services in the followinglisted below. It is important to note that aside from European Grapevine Moth (EGVM)-related work we are no longer providingservices at historic levels in any of these core programs.• Work related to combat EGVM will remain a priority until Sonoma County is no longer under quarantine.• Priority will be given to pesticide use enforcement to the maximum extent possible with the limited resources of the department tohelp ensure the protection of citizens and the environment.• Work will continue at a reduced level in various pest detection and exclusion programs including searching for Glassy-wingedSharpshooter, Sudden Oak Death, Medfly, and other damaging pests.• Continue to implement the Grading, Drainage, and Vineyard and Orchard Site Development Ordinance (VESCO), including newelements that address tree removal during site development.• Continue to collect information regarding water systems used for frost protection purposes.• Under the division of Weights and Measures, continue to have a presence in the market place to inspect devices and truth in labelingactivities to protect consumers purchasing products from any commercial retailer, but at reduced levels, including elimination ofroutine package inspections at retail locations.• Staff will conduct inspections of hazardous materials handlers to ensure safe storage and handling practices.Services Eliminated or ReducedThe Agricultural Commissioner’s Office has balanced its FY 12-13 budget by implementing the following:• Eliminating two (2.0) vacant Agricultural Biologists positions in the Agriculture Division. This is offset by transferring a Weights andMeasures inspector away from package, device and price verification inspections, to focus instead on contract programs in theAgricultural division, and reducing field staff hours worked in general funded agricultural programs by approximately 48% ascompared to FY 08-09, when we implemented the first round of general fund reductions. The impacts of this shifted and reducedworkload are as follows:o Time spent conducting pesticide use enforcement activities will be approximately 45% less than what it had been prior toFY 08-09. Reduced time in this program equates to fewer and infrequent regulatory inspections, as well as decreasedopportunities for general field surveillance and education. While efforts will be strategically directed to the highest riskareas, the department anticipates that over time, these reductions will lead to an increase in non-compliance by pesticideapplicators. Ultimately, this has the potential to threaten the environment, field worker safety, and residents. Thedepartment will strive to increase time available in this program through the implementation of efficiencies.County of SonomaFY 2012-2013 Adopted Budget202Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerooDiverting one full-time Weights and Measures field staff toward programs in the agricultural division decreases Weightsand Measures field staff from 5.0 to 4.0 FTEs; a 20% reduction compared to FY 11-12 and a 33% reduction compared toFY 10-11. As a result, Weights and Measures staff will have a decreased presence in the market place. Staff will strive tocontinue to protect consumers to the maximum extent possible by ensuring that commercial weighing and measuringdevices are accurate, that consumers are charged the prices as they are posted at retail locations, and that consumercomplaints are responded to. However, with this level of reductions, fee and rate payers as well as consumers will nolonger receive the same level of services as they have come to expect from our department. For example, staff may not beable to respond to all complaints, response times will be slower, inspection intervals will lengthen, and commodity packageinspections, which assure accurate quantity labeling in retail locations, will be conducted only on a complaint basis.All other non-contract and partially funded programs in the Agricultural division have been eliminated or reduced to thesmallest number of hours possible. This generally means program work occurs only based on responding to complaints anddoing the minimum level of work necessary to meet fee payer or funding obligations. These programs include: certifiedfarmers’ market and organic registrations and inspections, pest detection, management and eradication, and othercertification programs that allow for shipment of agricultural products. All of these programs support the agricultural sectorof the County’s economy.• The elimination of a recently vacated Senior Office Assistant equates to a 25% reduction in our administrative and fiscal support staffsince FY 10-11, and may lead to an increase in customer service response times both on the phone and at the counter and a possibledecrease in field staff productivity resulting from decreased availability of administrative support. The Department’s office hours willcontinue to be limited to the 8am-11am and 1pm-4pm schedule that was implemented at the beginning of FY 11-12. In addition, theDepartment will no longer provide administrative support to the Fish and Wildlife Commission. The Commission will consideroptions for providing administrative support, including potentially funding their own extra help assistance, and act on this by the endof FY 11-12. Any necessary budget amendments will be brought forth once approved by the Commission.• The reduction of the ASO I to a part-time position means that special administrative and fiscal projects will take longer to execute.This includes a potential delay in implementation of policies and procedures that will help promote departmental efficiencies orgenerate revenues. The reduction in hours is anticipated to be offset by a more strategic and targeted use of ASO time to focus on themost critical projects.Strategic Plan FocusThe reductions in the FY 12-13 budget were developed with specific consideration of the County’s Strategic Plan. Specifically, thefollowing components of the Strategic Plan are reflected in the department’s FY 12-13 budget:Safe, Healthy, & Caring Communities• Implementing efficiencies in a manner that allows the greatest possible amount of staff time to be spent conducting pesticide useenforcement and hazardous materials activities to protect the health and safety of residents. Total expenditures associated withpesticide use enforcement will be approximately $407,000.Economic & Environmental Stewardship• The activities associated with preventing the spread and deregulation of EGVM and preventing the introduction of the Glassy-wingedSharpshooter (GWSS) are critically important to protecting the County’s $8 billion winegrape crop and related industries. The EGVMprogram is nearly fully funded by federal and state funds, with a total program cost of approximately $1.2 million in FY 12-13. TheGWSS program is fully funded by state funds, with total program costs of approximately $264,000 in FY 12-13.• Investment of staff time in the Grading, Drainage, and Vineyard and Orchard Sited Development Ordinance, and the Frost ProtectionOrdinance ensure that the activities associated with agricultural industry are conducted in a manner that protects both the environmentand our local economy. These programs are anticipated to have a total cost of approximately $198,000, and generate approximately$111,000 in fee revenue.• A continued presence by Weights and Measures inspectors in the marketplace protects consumers and ensures fair businesscompetition. The FY 12-13 budget includes approximately $709,000 in expenditures.• Continued funding for two wildlife specialists protects the diversity of our agricultural commodities and the local food movement byassisting livestock and poultry producers. The FY 12-13 budget includes approximately $100,000 for wildlife specialist services.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.County of SonomaFY 2012-2013 Adopted Budget203Other County Services

AGRICULTURAL COMMISSIONERTony Linegar, Agricultural Commissioner/SealerBOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Budget Hearing ActionsGrossExpendituresRevenue andReimbursementsNet CostRestored Fish and Wildlife Commission administrative support. 5,000 0 5,000County of SonomaFY 2012-2013 Adopted Budget204Other County Services

MISSION STATEMENTOur mission is to sustain a vital agriculture environment and community inSonoma County by providing University of California research-basedinformation in agriculture, natural resource management, and nutrition andyouth development.DEPARTMENTAL DESCRIPTIONU.C. COOPERATIVE EXTENSIONStephanie Larson, DirectorBudget at a Glance:Total Expenditures $737,541Total Revenues $101,635Total Net Cost $635,906Total Staff 4.65The University of California Cooperative Extension (UCCE) providesscience-based research and educational programming to assist people inSonoma County to solve problems and create opportunities in agriculture,% Funded by Local Discretionary Funds 86.22%natural resources, and youth development. Examples of high priority topics addressed by University academic staff include restoration ofdegraded salmon habitat, monitoring recovery of endangered Coho salmon, watershed management, identification and prevention ofpests that effect wine grapes, supporting Master Gardeners, and maintaining high standards and expanding the Sonoma County 4-Hprogram. Through an agreement between the County of Sonoma and the University of California, these academic and staff appointmentsare supported by a University budget that exceeds $1 million dollars in FY 12-13 while the County provides clerical and field assistantsupport staff, office space, and operational support.The Sonoma County Department of UCCE brings the research and educational strengths of the entire University of California (U.C.)system to address needs of the localagricultural industry and disseminateFunding Sources$635,906Funding Uses$83,536$72,765$102,265$81,030$49,590$16,600$32,932$23,069$29,034$170,265$51,795$35,265$91,030Compost GrantSOD GrantDonations &ReimbursementsGas Tax RevenueGeneral Fund4-H Youth DevelopmentMaster GardenersWatershed ManagementLivestock & RangeManagementSea GrantViticultureIntegrated PestManagementSpeciality CropsSudden Oak Deathinformation to the community at large.UCCE is a statewide program. Mutuallybeneficial exchange of expertise betweenneighboring counties occurs through arevenue or in-kind service reciprocity.Services provided by the U.C. staff includeeducation and research assistance inhorticulture, marine science, viticulture,rangeland and watershed management, andlivestock industries. In addition, U.C. andCounty support staff, along with trainedvolunteers, provide information to thecommunity on integrated pest management,home composting, and gardening. Thedepartment is a resource on Sudden OakDeath, wastewater utilization, and pesticideuse reduction. The 4-H program withinUCCE serves 1,200 youth with the help of450 adult volunteers in 29 clubs with 64projects, such as public speaking, welding,lapidary, and husbandry of rabbits and otherfarm animals. The Master GardenerVolunteer Program provides 280 trainedmaster gardeners to conduct publicpresentations and answer an increasingnumber of public service calls for gardeningtips and information on alternatives topesticides, pesticide use reduction in lawnsand gardens, home composting, foodgardening, irrigation systems and SuddenOak Death.County of SonomaFY 2012-2013 Adopted Budget205Other County Services

U.C. COOPERATIVE EXTENSIONStephanie Larson, DirectorFY 11-12 ACCOMPLISHMENTS• Received United States Department of Agriculture (USDA).Beginning Farmers and Ranchers grant to develop aprogram that will provide educational opportunities forpotential new farmers and ranchers.• Coordinated the development of the County Lands Program,working with other County departments, agencies, localgrowers and producers and consumers.• In conjunction with the Board of Supervisors, coordinatedthe formation of a regional food system network in a fivecounty area, including: Sonoma, Napa, Marin, Mendocinoand Lake.• Conducted research to explore management practices toenhance ecosystem services, i.e. carbon sequestration andwater capture, to increase income possibilities for ranchersand dairy producers, while enhancing natural resources onlocal rangelands.• Expanded 4-H program outreach efforts through the newDiversity and Leadership program.• Continued a comprehensive ongoing monitoring program todocument the success of efforts to recover endangered Cohosalmon populations in Russian River tributaries incollaboration with local landowners, the Department of Fishand Game, National Oceanic and AtmosphericAdministration Fisheries, the Army Corp of Engineers, andthe Sonoma County Water Agency. Surveys conductedduring the summer in 2011 confirmed the presence of wildCoho in several non-project streams, indicating that adultfish are recolonizing and spawning in historical habitats.• Provided support to monitor and correctly time insecticidetreatments for the control of European Grapevine Moth(EGVM). Developed brochures to assist in key larvaeidentification. Provided identification of vine mealybug andadvice on control.• Introduced farmers to new specialty crop variety andorganic growing techniques, such as heirloom apples,peaches, cherries, raspberries, cut flowers, tomatoes, sweetpeppers, and hot chili peppers.• Sudden Oak Death (SOD) public outreach was conducted at43 major events and one-on-one with oak tree owners andarborists reaching 6,697 people. Additional contacts weremade through brochures and the SOD website.• Over 20% of Master Gardener Compost Programparticipants started or increased their home composting,which reduced the input of yard waste and kitchen scrapsinto the landfill by 2,629 tons. Additionally 66% ofsurveyed gardener participants indicated they had changedtheir attitude toward the use of pesticides in the homegarden, 40% responding they no longer use any pesticides atall. This has reduced the amount and cost for disposal ofunused toxic home garden pesticides and helped to cleanwaterways.FY 12-13 OBJECTIVES• Increase awareness of University of CaliforniaCooperative Extension through the web site:cesonoma.ucdavis.edu and educational meetings for theagricultural community and the general public.• Implement the County Lands for Food ProductionProgram, working with key County partners, to encouragefood production that provides locally grown food onCounty owned land.• Educate new and existing farmers about the technicalaspects of growing specialty crops profitably throughshort courses, cooperative efforts with the Santa RosaJunior College Agriculture Department, and one-on-onewith hands-on trainings.• Provide support for monitoring and correctly timeinsecticide treatments for the control of EuropeanGrapevine Moth. Study more effective tools to monitorpopulations under low levels.• Study the uptake of systemic insecticides in vineyards tooptimize control of mealybugs and sharpshooters, anddevelop guidelines for growers and pest managers.• Establish a field trial to evaluate the performance of PinotNoir clones that may be infected with virus that causes“grapevine necrotic union” disease.• Continue to monitor temperatures at key vineyard siteswithin the Russian River watershed to determineinversion strength and assess the possibility of the use ofwind machines for frost protection.• Provide information to grower stakeholders regarding thevineyard conditional waiver for the Sonoma Creekwatershed including options for water qualitymanagement plans.• The Master Gardner Food Gardening Specialists willcontinue to partner with the iGrow consortium to teachfamilies how to grow their own food in backyard gardens.• Expand 4-H programs to develop a variety of newprojects that address healthy living, science, engineeringand technology, and citizenship; provide leadershipopportunities for our 1,200 youth and 450 adultvolunteers.• Work with the Agricultural Commissioner’s Office topursue options for shared resources to increaseefficiencies and cost effectiveness.County of SonomaFY 2012-2013 Adopted Budget206Other County Services

U.C. COOPERATIVE EXTENSIONStephanie Larson, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeU.C. Cooperative ExtensionExpenditures 789,133 737,541 (6.5)Revenues & Reimbursements153,227 101,635 (33.7)Net Cost635,906 635,906 0.0Total Expenditures 789,133 737,541 (6.5)Total Revenues & Reimbursement 153,227 101,635 (33.7)Total Net Cost 635,906 635,906 0.0STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Adopted Recommended Change ChangePermanent Positions 4.67 4.65 4.65 0.00 0.00WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedNewsletter Circulation 12,000 15,600 15,600# of Volunteers 800 700 700# of Public Contacts 85,000 100,000 100,000Research Projects 20 20 13Educational Meetings 1,250 1,500 1,500RECOMMENDED BUDGETThe recommended budget includes total expenditures of $ $737,541, a $51,592 decrease from FY 11-12, due to a decrease in unclaimedgas tax revenue assumptions to better align with actual revenues received in FY 11-12, as well as a $7,068 decrease in the Sudden OakDeath grant from the USDA/Forest Service. These revenue decreases are offset by reduced expenses related to Sudden Oak Death aswell as reductions in contracts and supply costs, and reduced building rent negotiated in FY 11-12. As such, no services are proposed tobe eliminated or reduced in this budgetUniversity of California Cooperative Extension (UCCE) provides expertise to preserve agriculture through education and research basedinformation, assisting the sustainability of agriculture producers, improving natural resources and strengthening community developmentand leadership in youth and adults. UCCE has many priorities to meet the needs of the County. One priority will be to address the needfor major innovation in local food systems, through implementing several issues raised at the 2011 Food Forum. Using staff expertiseand extra help funding, many issues will be developed into successful programs, including the County Lands for Food ProductionProgram, Agritourism, and streamlining the permit processCore Services MaintainedThe UCCE office will continue to provide core services and programs, through educational outreach and research, to address the criticalagricultural and natural resource needs for the County of Sonoma. Core services include education and research support in horticulture,marine science, viticulture, livestock management, and watershed management, providing information in integrated pest management,home composting, and gardening. UCCE will continue to support 4-H and Master Gardener programs.County of SonomaFY 2012-2013 Adopted Budget207Other County Services

U.C. COOPERATIVE EXTENSIONStephanie Larson, DirectorStrategic Plan FocusUCCE will provide core services focusing on Economic and Environmental Stewardship, and Safe, Healthy and Caring Communities.Economic & Environmental Stewardship• UCCE will continue to develop Agritourism industry for local farmers and ranchers, working with tourism industries to increaseeconomic opportunities. UCCE will also continue to assist agricultural producers through the permit process, including developingwritten resources to define the permitting requirements, allowing for enterprise diversity. (Program supported by County fundingestimated at $20,000.)• UCCE will lead educational programs and research to improve water quality and coordinate the monitoring program that documentsthe survival of juvenile Coho salmon reintroduced in seven tributaries of the Russian River. (Program funded by the University ofCalifornia, estimated at $500,000 each year for 2 years, with partial administrative staff support by the County.)• UCCE is researching the feasibility of using wind machines in specific locations as an alternative to the use of water for vineyard frostprotection. (Program funded and staffed by the University of California, estimated at $100,000.)• Global warming from greenhouse gas accumulation could be tackled in part by improved understanding of pasture management andthe potential for significant carbon sequestration on rangelands. UCCE will continue to conduct research to devise means wherebyranchers and dairies may improve their bottom line by using management practices that capitalize on opportunities inherent tosustainable pasture systems. (Program funded and staffed by the University of California, estimated at $50,000.)Safe, Healthy, Caring Communities• Access to locally grown foods will to continue to be explored by building partnerships with other County departments, local growersand producers and Sonoma County consumers. The County Land for Food Production Program (CLFP) will be further developed andimplemented. The Beginning Farmers and Ranchers Development Program (BFRDP) will provide educational opportunities andincrease the number of farmers and ranchers in the area, to increase local food production and access. (Both programs funded by aUSDA grant received by the University of California for $700,000 over a 3 year period – CLFP ~$20,000, BFRDP ~$680,000, withpartial administrative support staff provided by the County.)• Inadequate crop diversity and the limited number of new, young farmers threaten the availability of locally produced fruits andvegetables. UCCE will continue to teach farmers about cultural practices and marketing for new specialty crops in order to meet thedemand for high quality, locally grown produce. (Program funded and staffed by the University of California, estimated at $100,000,with partial administrative staff support by the County.)• Limited water resources and reduced water quality from urban runoff threatens our waterways. UCCE Master Gardeners will continueto reach out with educational programs that teach home gardeners how to reduce or eliminate the use of toxic garden products.(Program supported by University of California staff as County staff estimated at $50,000.)• The UCCE 4-H program continues to give youth leadership and educational experiences through hundreds of hands-on, learn-bydoingprojects and activities. The UCCE 4-H program provide youths with opportunities to develop responsibility, resolve conflicts,master skills and practice making choices that will impact their future in positive ways. (Program supported by County fundingestimated at $100,000.)DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Budget Hearing ActionsDirected staff to report to the Board and provide an update on theCounty Lands for Food Program, land locations, and value chaininformation.GrossExpendituresRevenue andReimbursementsNet Cost0 0 0County of SonomaFY 2012-2013 Adopted Budget208Other County Services

MISSION STATEMENTOrganize and provide access to information and universal knowledge. Protectintellectual freedom and promote the value and joy of reading, in order toenrich the lives of the people of our community.DEPARTMENTAL DESCRIPTIONBudget at a Glance:LIBRARYSandra M. Cooper, DirectorTotal Expenditures $16,104,267Total Revenues $15,068,195Total Net Cost $1,036,072The Sonoma County Library is a joint powers agency established by the countyTotal Staff 138.33and cities to provide library service on an equal basis throughout the county. % Funded by Local Discretionary Funds 0%The Library Joint Powers Authority (JPA) is governed by a seven-memberLibrary Commission, which includes five appointees of the Board ofSupervisors and one appointee each from the cities of Petaluma and Santa Rosa. Under the terms of the JPA the Commission providespolicy and direction over the staffing, budget, operations, and development of the library system and the Board of Supervisors isresponsible for approval of the library budget. Current services are financed through property tax revenues, fees, fines, public donations,and state and federal aid.Funding Sources$63,700$962,300Funding Uses$1,846,200$1,567,837$67,840$565,000$1,036,072$898,608$13,974,355$11,226,622Property TaxesInvestment RevenueFines, Fees & MiscellaneousIntergovernmental - State &CountiesUse of Fund BalanceLibrary FacilitiesSalaries & BenefitsLibrary MaterialsOther OperatingCapital Outlay &ContingencyThe Sonoma County Library is a countywidesystem that provides services through tenregional libraries, two rural library stations,and the Central Library located in SantaRosa, which also serves as the headquartersfor the library system. The library provides ageneral and comprehensive collection ofmaterials in a variety of formats forreference and public borrowing. Theprograms and collections for children underage twelve are especially wide-ranging.County residents can find information on theavailability and location of books and othermaterials using the online catalog. Peopleliving anywhere in the county may request abook, and it is made available to them at thenearest library building. This is madepossible through the library’s van deliveryservice that operates five days a weekmoving materials from one library toanother. The library is available 24/7through its Internet website with the librarycatalog, an increasing number of licensedelectronic information resources, andorganized links to the “free” Internetresources. Public computers and Internetaccess are provided to the public at alllibraries in the system. There is free wirelessaccess to the Internet for people withproperly equipped personal electronicdevices. The library contracts with theMendocino County Library for bookmobileservice to Sea Ranch and Stewarts Point andshares its online integrated library catalog with Mendocino County Library and Lake County Library on a cost-recovery contract basis,giving residents of all three counties access to the collections and delivery of requested items. The Wine Library at the HealdsburgRegional Library has a unique collection on the history and business of the wine industry. The library serves as the county archives, andprovides a comprehensive collection in Sonoma County history and genealogy and provides access to state and federal information andpublications.County of SonomaFY 2012-2013 Adopted Budget209Other County Services

LIBRARYSandra M. Cooper, DirectorFY 11-12 ACCOMPLISHMENTS• Continued efforts to streamline materials handlingprocesses by reconfiguring the staff workspace andswitchboard area at the Central Library.• Streamlined work processes and reduced workload byinitiating a web-based system to manage facilities workorders.• Continued to work with cities to remodel libraries toupdate service, integrate self-check technology, andenhance the functionality of each facility.• Completed remodel of the Sonoma Valley Library andwill have completed the remodel of the SebastopolLibrary by June 2012.• Continued work to develop a comprehensive, readilyavailable set of policies and procedures, on topics such asInjury & Illness Prevention ,Workplace Security, andFund Balance; and began drafting the Family MedicalLeave Policy; and continued work on theEmployer/Employee Relations Policy and Regulations.• Improved services by a upgrading the software forHorizon, the Integrated Library System (ILS) catalog.FY 12-13 OBJECTIVES• Create financial management systems and procedures tosupport continuous improvement in budget management andreport creation.• Launch Sonoma Heritage Collection, online digital exhibitsbased on the Library’s unique holdings in the Wine Libraryand the History and Genealogy Library.• Create a digital library branch that is available 24x7 andupgrade the Library’s web site.• Complete project evaluating the feasibility of adding e-books to the Library’s collections.• Complete implementation of RFID for all circulationfunctions and install security gates where feasible.• Continue efforts to streamline materials handling processesand reduce staff workload.• Continue implementation of performance managementsystem, and development of a comprehensive set of policiesand procedures.• Implement new telephone system for entire library.• Work with County Administrator and cities’ staffs to reviewthe 1975 Joint Powers Agreement in an effort to determine ifstructure and governance changes will result in servicedelivery improvements to Sonoma County residents.County of SonomaFY 2012-2013 Adopted Budget210Other County Services

LIBRARYSandra M. Cooper, DirectorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeLibrary-JPA Operating FundExpenditures 15,847,358 15,277,367 (3.6)Revenues & Reimbursements 14,743,426 14,761,595 0.1Net Cost/Use of Fund Balance 1,103,932 515,772 (53.3)Capital Equipment FundExpenditures 540,000 365,000 (32.4)Revenues & Reimbursements 0 0 0Net Cost/Use of Fund Balance 540,000 365,000 (32.4)Gifts and Donations - Special Revenue FundExpenditures 135,000 157,000 16.3Revenues & Reimbursements156,600 90,100 (42.5)Net Cost/Use of Fund Balance(21,600) 66,900 409.7Library & Branch Projects - Special Revenue FundExpenditures 311,000 260,500 (16.2)Revenues & Reimbursements 190,200 194,400 2.2Net Cost/Use of Fund Balance 120,800 66,100 (45.3)Cromwell Equest - Special Revenue FundExpenditures 25,000 25,000 0Revenues & Reimbursements 5,000 6,000 20.0Net Cost/Use of Fund Balance 20,000 19,000 (5.0)Wine Library - Special Revenue FundExpenditures 30,400 19,400 (36.2)Revenues & Reimbursements23,250 16,100 (30.8)Net Cost/Use of Fund Balance7,150 3,300 (53.8)Total Expenditures 16,888,758 16,104,267 (4.6)Total Revenues & ReimbursementsTotal Net Cost/Use of Fund Balance15,118,476 15,068,195 (0.3)1,770,282 1,036,072 (41.5)STAFFING SUMMARYFY 11-12 FY 11-12 FY 12-13 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 138.33 138.33 138.33 0.00 -WORKLOAD SUMMARYFY 10-11 FY 11-12 FY 12-13Workload Indicators Actual Estimated RecommendedItems Added & Processed 66,302 66,302 67,268Reference Questions Handled 243,035 243,035 247,896Items Checked Out 3,760,318 3,760,318 3,835,524Items Checked Out per FTE 27,186 27,186 27,729Requests Filled 691,804 691,804 705,640County of SonomaFY 2012-2013 Adopted Budget211Other County Services

LIBRARYSandra M. Cooper, DirectorRECOMMENDED BUDGETThe recommended budget includes total expenditure of $16.1 million a $785,000 decrease compared to the FY 11-12 adopted budget.Net decrease is primarily the result of completion of the Sonoma and Sebastopol remodel projects $868,000, offset by an increase inoperating expenditures of $268,000 due to an increase in salaries and benefits resulting from: 1) increased cost of health insurance, 2)end of negotiated 5.5 furlough days, and 3) discontinuing the delay of step increases. Funding sources include property tax, state tax andgrants and donations/gifts. Overall revenues of $15 million are decreasing by $50,000 from the prior year, as a result of one-time fundsfor branch projects.• Total beginning FY 12-13 fund balance (excluding special revenue funds discussed on the next page) is projected to be $4.1 million.When the budgeted revenues and expenditures are accounted for, the ending fund balance is estimated at $3.0 million. The committed“rainy day” portion of the total fund balance will remain at approximately $1.9 million, which meets the Library Commission’sadopted fund balance policy of either $1.5 million or 12.5% of annual operating expenditures (12.5% will equal $1.9 million in FY12-13), whichever is greater.• At the April 5, 2012 Commission meeting, an FY 2012-13 budget was approved. However, the Library Commission hasrecommended savings be found and implemented to attain a zero use of fund balance. Based on the Library's Interim Budget Policiesfor FY 2012-13, "Annual budgets must be created with long-term sustainability in-mind, and operating expenditures will not beincreased to the point that the Library becomes overly reliant on reserves or unreliable one-time revenue." The Library will pursueopportunities for expenditure savings and bring budget adjustments to the Board of Supervisors for approval in late summer. TheLibrary’s contract with SEIU expires on June 30, 2012. Thus, the results of those negotiations may necessitate budget adjustments.• Due to the timing of employee negotiations, the library budget comparison on the previous page does not reflect budget adjustmentsbased on negotiated agreements and revenue changes.Special Revenue FundsThe Sonoma County Library created special revenue funds over the years for specific purposes, and generally receives revenues fromdonations, gifts, and interest earnings. This year’s budget includes expenditures for various activities including facilities, programs, andstaff development. The details of these expenditures are highlighted below:• Gifts and Donations. In FY 12-13, expenditures related to equipment, special departmental supplies, the Summer Reading Programand other library programs, books/materials, and facilities improvements total $157,000. Revenue from interest and donations equals$90,100. An estimated $599,372 will remain in the fund at the end of FY 12-13. The fund includes activity for the Santa RosaFriends, facilities and special collections, the Sebastopol Friends, the Petaluma History Room, the Sonoma Branch gifts, the Millergifts, the John Thomas Smith gift, the Central Branch building funds, special projects, and other miscellaneous gifts.• Library & Branch Projects. FY 12-13 recommended expenditures include staff development and materials from the Sadowsky Fund,and books/materials from the Memorial Book fund and facilities improvements from the Petaluma funds, all totaling $260,500.Revenue from interest and donations equal $194,400. An estimated $1,736,070 will remain in the fund at the end of FY 12-13. TheLibrary and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Arnoldo Fund, Sadowsky Fund,Cogsdell Fund, Petaluma Building Fund, Buffum Fund, Hopkins Fund, Crider Fund, Matz Fund, Nobles Fund, Harris Fund, andCurtis Fund.• The Cromwell Bequest. In FY 12-13, expenditures include library equipment and furniture/fixtures for a total of $25,000. Revenuefrom interest equals $6,000. An estimated $688,002 will remain in the fund at the end of FY 12-13.The bequest established in 1987, isa major endowment for the Petaluma Library. The funds are to be used for substantial enrichment and/or enhancement of thePetaluma Library in the areas of facilities, collections, and services. A contribution from this bequest will be evaluated as a potentialsource of partial funding for the self-check project and facility improvement projects, mentioned previously.• The Wine Library. In FY 12-13, expenditures include office supplies, professional services, and equipment for a total $19,400.Revenue from interest and donations equals $16,100. An estimated $9,389 will remain in fund balance at the end of FY 12-13.Thisfund is primarily used to report expenditures for the Wine Library, a joint public/private partnership, providing business and technicalinformation to the wine industry. The library provides space, utilities, support, and staff. Partners in the wine industry provide fundsfor books, periodicals, supplies, and resources for the Wine On-Line project.Core Services MaintainedThe Library core services include providing access to comprehensive collection of materials in a variety of formats for reference and toborrow. The library catalog and online resources is available on-line 24 hours each day.County of SonomaFY 2012-2013 Adopted Budget212Other County Services

LIBRARYSandra M. Cooper, DirectorServices Eliminated or ReducedoIn order to balance the FY 11-12 operating budget, starting on July 31, 2011 Library public service hours were reduced byabout 25%. The recommended budget assumes reduced hours will continued into FY 12-13. Commission and managementwill continue to review operational changes and bring, if needed, necessary changes to the Board in the fall.Strategic Plan Focus• The Library’s mission and services aligns with the County’s strategic plan focus area of investing in the future by providingeducational materials to the general public and children and families.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe Library Commission concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget213Other County Services

County of SonomaFY 2012-2013 Adopted Budget214Other County Services

FAIRGROUNDSTawny Tesconi, Fair ManagerMISSION STATEMENTPromote and protect agricultural and social values; enrich educational,cultural, and recreational well-being; and contribute to the economicdevelopment of our service area by utilizing the fairgrounds for attractive andfinancially responsible programs and events on a year-round basis.DEPARTMENTAL DESCRIPTIONBudget at a Glance:Total Expenditures $10,071,643Total Revenues $9,470,325Total Net Cost $601,318Total Staff 33.75The Sonoma County Fair and Exposition, Inc., under an agreement with theCounty of Sonoma, acts as the County’s agent with regard to operation of thecounty fair and the year-round management of the fairgrounds. The fair is% Funded by Local Discretionary Funds 0%budgeted on a calendar year basis and is accounted for as an enterprise fund. Reimbursements to the County for support servicesprovided to the fair are received through the Non-Departmental revenue budget. The agreement between the County and the fair includesthe following:• The Sonoma County Board of Supervisors appoints fair directors.• The Sonoma County Board of Supervisors approves the fair budget.• All assets, liabilities, and net revenues of the fair belong to the County.• All permanent employees of the fair are employees of the County.The Sonoma County Board of Supervisors approved the fair budget for calendar year 2012 on December 13, 2011.Funding Sources$1,708,500$18,000$180,000$416,900$385,650$1,396,700601,318$5,364,575County FairInterim EventsSatellite WageringHarvest Fair(Cost Recovery)OtherHorse RacingOutside ContributionsFund BalanceFunding Uses$694,280 $122,000349,463$1,946,700$3,159,450County FairInterim EventsSatellite WageringRacingAdministrationMaintenanceDebt Service$1,308,250$1,121,950$326,300$1,043,250Capital ImprovementsFunded by FairOtherCounty of SonomaFY 2012-2013 Adopted Budget215Other County Services

FAIRGROUNDSTawny Tesconi, Fair Manager2011 ACCOMPLISHMENTS• Production of a 17-day Fair versus a 13-day Fair that wasfinancially successful.• Golf Course management bidding and contracting processto a more viable management structure.• Through an aggressive competitive bidding process, theSonoma County Fair continues to see savings in expensesand increased profits in revenue related contracts.• Construction of a new saddling paddock at the racetrackwith all construction funding provided by an outsidesource.• In-house management of Fair ATM services has resulted inincreased revenues. In 2011 the fair also assumedmanagement of the Satellite Wagering facility ATMservices.• More aggressive sponsorship development program at theFair.• Completion of the Brookwood Parking Lot Storm WaterImprovement Project on November 30, 2011.2012 OBJECTIVES• Restructuring of debt related to Photovoltaic system to morefavorable terms.• Multi-year Naming Rights sponsorship opportunity for thenew racing paddock.• Performance of an energy audit to determine if additionalupgrades can be effectively made that result in cost savings.• Development of a charitable foundation to support Fairactivities.• With the addition of the Deputy Fair Manager, a focusedeffort on booking more public events and consumer showsto the Fairgrounds.• Research revenue generating uses for the Jockey Club thatcompliment the satellite wagering operations that currentlyexist in that facility.• Repurpose the “Z” Barn property on Aston Avenue to arevenue generating partnership since these stalls are nolonger needed for racing.• Collaborate with other organizations to research bonds orother funding mechanisms to do community benefit facilityimprovements.FINANCIAL SUMMARYCalendar 2011 Calendar 2012 %Budget Division/Fund Adopted Recommended ChangeFairgrounds-Special Fund OperationsExpenditures 9,495,600 9,027,900 (4.9)Revenues & Reimbursements9,495,700 9,084,675 (4.3)Net Cost(100) (56,775) 56,675.0Fairgrounds-Special Fund CapitalExpenditures 1,342,780 1,043,743 (22.3)Revenues & Reimbursements882,010 385,650 (56.3)Net Cost460,770 658,093 42.8Total Expenditures 10,838,380 10,071,643 (7.1)Total Revenues & Reimbursements 10,377,710 9,470,325 (8.7)Total Net Cost 460,670 601,318 30.5County of SonomaFY 2012-2013 Adopted Budget216Other County Services

FAIRGROUNDSTawny Tesconi, Fair ManagerSTAFFING SUMMARYCalendar 2011 Calendar 2011 Calendar 2012 FTE %Staffing Adopted Approved Recommended Change ChangePermanent Positions 36.75 33.75 33.75 0.00 0.00WORKLOAD SUMMARYCalendar Year Calendar Year Calendar Year2010 2011 2012Workload Indicators Estimated Estimated ProjectedTotal Fair Attendance 270,245 300,000 340,000Youth/Adults Entering Competitive Exhibits 5,100 5,100 5,500Junior Livestock Exhibitors 1,105 1,105 1,000Harvest Fair Attendance 26,023 28,000 25,000Events not Sponsored by the FairNumber of event days 190 200 200Estimated attendance 704,342 750,000 750,000RECOMMENDED BUDGETThe recommended budget includes total expenditure of $10 million, which is a decrease of $767,000 from the adopted 2011 CalendarYear budget. $345,000 of this change is the result of the completion of capital projects funded through grants and an additional decreaseis resulting from the transfer of management of the Golf Course from internal management to contracted management. Total revenuesdecrease by $907,000; reflecting a $500,000 decrease in capital grant funding available in this budget year and the gross changes inrevenues previously reported from the Golf Course operations.Core Services Maintained• All core services have been maintained in this budget year, although management of the Golf Course will be provided by an outsidecontractor.COMPARATIVE INCOME STATEMENT & WORKING CAPITAL2009-20122009 2010 2011 2012Description Actual Actual Actual BudgetOperating Revenues 8,623,217 9,081,358 9,495,700 9,084,675Operating Expenses8,605,090 9,167,644 9,495,600 9,027,900Net Operating Income (Loss)Plus: Non-Operating Revenues18,127 (86,286) 100 56,77520,998 319,231 882,010 385,650Net Income (Loss)39,125 232,945 882,110 442,425Loan Payment (For Turf Track) (147,681) (151,522) (165,000) (163,652)State Loan (For Photovoltaic System) (175,747) (178,879) (175,000) (185,811)Racing ShorfallCapital Expenditures(59,987) (389,786) (1,002,780) (694,280)Net Change in Working Capital (Fund Balance)(344,291) (487,242) (460,670) (601,318)County of SonomaFY 2012-2013 Adopted Budget217Other County Services

FAIRGROUNDSTawny Tesconi, Fair ManagerPROJECTED FUND BALANCE2011 2012 2013 2014 2015Actual Projected Projected Projected ProjectedBeginning Fund Balance 3,984,727 3,192,209 2,595,039 2,221,743 1,890,055Total Operating Revenue 9,241,936 9,084,675 9,150,000 9,250,000 9,250,000Total Operating Expense (9,566,630) (9,027,900) (9,100,000) (9,150,000) (9,150,000)Net Gain (Loss) (324,694) 56,775 50,000 100,000 100,000Less Debt Service - Turf Track (principal only) (155,462) (159,505) (163,653) (167,947) 1Less Debt Service - Photovoltaic (principal only) (182,228) (185,810) (189,643) (193,741) (198,126)Less Capital Projects and Equipment (863,063) (646,780) (200,000) (50,000) (50,000)Equipment Purchased >$5K (20,987) (47,500) (20,000) (20,000) (20,000)Capital Contributions from Outside Sources 753,916 385,650 150,0002Ending Fund Balance 3,192,209 2,595,039 2,221,743 1,890,055 1,721,9291 The final payment for the Turf Track loan is scheduled for November 2014.2Division of Fairs and Expositions reserve level practice is 15% or annual revenues. A specific Sonoma County Fair & Exposition policy regardingreserves is under construction.Services Eliminated or ReducedNoneStrategic Plan Focus• Environmental and Economic Stewardship –The fair’s $5 million 2012 investment in the annual county fair will generate tangiblebenefits beyond the educational, cultural and agricultural tradition. Using the California Department of Food & Agriculture‘s 2009economic spending factor of 46.26, the 340,000 fairgoers estimated for 2012 have the capacity to generate $16 million in totalspending impact for our economy. In addition, the Sonoma County Harvest Fair is recognized as the primary wine event thatpromotes the County's wine industry. Over 300 events are held at the fairgrounds annually, and this event generate revenues for localsmall businesses such as hoteliers and gas stations; and provides substantial tax support to local municipalities from transientoccupational and sales taxes. The fair board will continue to focus on securing funds for projects that improve the carbon footprint ofthe fair such as storm water management.• Safe, Healthy & Caring Communities –The fair does annual ADA improvement projects and through funds provided directly fromdepartment operations and through grants, over $250,000 in restroom facility improvements is planned for 2012. Also, in 2011 thefacility adopted a Smoke-Free Policy for the fair and non-fair events and continues to educate the public about the hazards ofsmoking.DEPARTMENT HEAD CONCURRENCE OR COMMENTThe department head concurs with the County Administrator’s recommended budget.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended.County of SonomaFY 2012-2013 Adopted Budget218Other County Services

ADVERTISINGVeronica A. Ferguson, County AdministratorPROGRAM DESCRIPTIONThe Advertising Fund was established in 1973 to account for revenuesgenerated by the county Transient Occupancy Tax (TOT). The AdvertisingFund is made up of 75% of the tax proceeds, with the remaining 25%allocated to the County General Fund. Tax revenues are derived from a ninepercent tax on the rental of hotel, motel, inn beds, and campgrounds in theunincorporated (non-city) areas.Budget at a Glance:Total Expenditures $3,727,188Total Staffn/a% Funded by Local Discretionary Funds 100%Through use of Advertising Fund allocations, the County seeks to encouragetourism, agriculture, and economic development in the County by supporting promotional, community and cultural activities. Annually,the Board of Supervisors approves the use of Advertising Funds to provide grants to Chambers of Commerce and other local privatenon-profit organizations whose purpose is to promote cultural activities, historical preservation activities, agricultural promotionactivities which enhance tourism and industry, and local events. These grants are dedicated to be used for advertising and promotionalactivities and are essential to the outreach and awareness activities local non-profits are able to perform to promote their events andorganizations locally and beyond the community.A portion of the Advertising Funds is dedicated to affordable housing resources within the county to support workforce housing.Another portion provides grants to public safety entities in the incorporated areas to address the impacts of tourists and visitors on theirability to provide services. The Advertising Funds finance a significant portion of the Regional Parks Department and are utilized in theoperations and maintenance of various parks throughout the county and to aid in opening and maintaining new parks and facilities.Funding Sources$3,727,188$25,000Transient Occupancy TaxUse of Retained EarningsThe Advertising Funds are also used tofinance the Economic DevelopmentDepartment (budgeted separately). TheEconomic Development Department servesto encourage economic activity throughbusiness startup, retention and expansion, tocreate employment opportunities within thecounty. Through the Economic DevelopmentDepartment budget, the Advertising Fundsare also used to finance a large portion of theSonoma County Tourism Bureau, a nonprofitdedicated to marketing and promotingSonoma County as a tourist destination ofchoice, spurring economic impact and localjobs.Funding Uses$129,643$465,737$245,000$150,000$30,000$30,000$448,040$90,000Agricultural PromotionChambers of CommerceHistorical OrganizationCultural & Art Events/Org.Should tourist tax proceeds increase,increased funding would be available toassist with Advertising Program initiatives,including greater support to the RegionalParks Department and other countyinfrastructure, and increased grant fundingavailable to non-profits to encourage andpromote new events and organizations andmonies to spur economic development andgrowth within the county.Community Safety ImpactsRegional Parks Maint/OpsAffordable HousingCollections & AdministationContingencies$2,163,768County of SonomaFY 2012-2013 Adopted Budget219Other County Services

ADVERTISINGVeronica A. Ferguson, County AdministratorFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeSpecial Revenue Fund - AdvertisingExpenditures 3,861,027 3,752,188 (2.8)Revenues & Reimbursements 0 0 0Net Cost 3,861,027 3,752,188 (2.8)RECOMMENDED BUDGETThe FY 12-13 recommended budget is $3.7 million, reflecting a decrease in expenditures of $108,839 mainly due to a reduction in onetimedesignations from the FY 11-12 budget, including costs for increased audit enforcement and Vacation Rental registrationcompliance, the Veterans Building transition project and a pilot visitor resources calendaring project with the Sonoma Valley VisitorsBureau. These decreases are offset by increases in certain program categories and new program categories, following amendments to theAdvertising and Promotions Policy approved by the Board in March 2012.Increases in appropriations to the Regional Parks Department are also recommended, in order to finance the operations and maintenancecosts associated with the opening of Taylor Mountain Regional Park and Open Space Preserve, anticipated to be operational in FY 12-13. TOT revenues are estimated to remain consistent with FY 11-12, which experienced an 8% average increase in TOT revenues. Thisbudget requires the use of $706,110 in fund balance, with a remaining fund balance of $332,709 estimated for FY 12-13 followingrecommended appropriations.Core Services• The FY 12-13 recommended appropriations, if approved, will continue to support the Advertising Program including grants to nonprofitsto increase visitor attendance and awareness through advertising. According to travel industry reports each year SonomaCounty hosts more than 7 million domestic and international visitors. These visitors contributed more than $1.3 billion in 2010 to thearea's economy. The tourism industry supports more than 16,500 jobs, and brings in more than $80 million in taxes. Therecommended budget follows the County’s goal to support the tourism industry by granting funds to small and large events andcultural organizations.• As a result of the Advertising and Promotions Policy update process in FY 11-12 and the resulting implemented annual competitiveapplication funding process for grants, the Board will be afforded the opportunity to annually review and approve grants through thecompetitive process, to be undertaken each winter.• This budget provides $65,000 in continued one-time support for Permit & Resource Management Department Housing Elementimplementation which is still in process.• The recommend budget includes continued support to the Regional Parks Department through the allocation of $2.1 million topartially finance department baseline expenses. The recommended allocation includes $60,000 in additional support for new parkoperations and maintenance costs associated with the opening of Taylor Mountain Regional Park and Open Space Preserve inFY 12-13.• During FY 01-02, the Board of Supervisors approved an Economic Uncertainty Reserve (EUR) in the event TOT revenues fellsignificantly short of projections, with the goal being to set aside 5% of the estimated revenues for this reserve. The current EUR fallsshort of this goal by $16,481. Staff recommends this amount be allocated to the EUR, to reach a set aside of 5% of estimated revenuesin FY 12-13.• This budget also recommends an Appropriation to Contingencies of $129,643, to provide an avenue for funding unforeseen needsduring the fiscal year.Strategic Plan Focus Areas• The Advertising Program continues to support Economic and Environmental Stewardship through $580,000 in support of agriculturalpromotions, non-profit entities and many economic development efforts and initiatives as well as reinvesting into projects andinitiatives that strengthen major county industries, including tourism.County of SonomaFY 2012-2013 Adopted Budget220Other County Services

ADVERTISINGVeronica A. Ferguson, County Administrator• The Advertising Program further continues to support Economic and Environmental Stewardship through $2.1 million in support tomaintain and manage parks and public lands.• The Program also continues and formalizes support of Safe, Healthy and Caring Communities through the addition of the CommunitySafety Impacts category into the Program Policy, funded at $90,000, approved by the Board in March 2012.• The Program also supports Investment in the Future through $245,000 in affordable housing set aside funds, which are used for theimplementation on the General Plan’s Housing Element, and have historically also been used to support housing and homelessservices programs.ADVERTISING FUND ALLOCATIONSFY 11-12 FY 12-13 DollarCategory Description Estimate Recommended ChangeA1 Chambers of Commerce 27,500 30,000 2,500B2 Community Safety Impacts 100,000 90,000 (10,000)C Agricultural Promotion 153,000 150,000 (3,000)D Historical Commissions 44,500 30,000 (14,500)E Local Events/Orgs 23,130 100,000 76,870F Major County Events & Org 350,020 300,000 (50,020)Advertisers Sub-total 698,150 700,000 1,850B1 Regional Parks 2,231,768 2,163,768 (68,000)G1 Departmental Activities 43,540 48,040 4,500PRMD - Housing ElementG2 Project 100,000 65,000 (35,000)G2 Affordable Housing Set Aside 126,706 180,000 53,294County Program Sub-Total 2,502,014 2,456,808 (45,206)G3 ACTTC Collection 130,819 130,819 0G3 ACTTC Audit 200,000 181,500 (18,500)G3 VRBO Program 100,000 0 (100,000)Consultant 100,000 0 (100,000)G4 Legal Services 77,500 77,500 0G5 CAO 52,544 75,918 23,374Program Admin Sub-total 660,863 465,737 (195,126)Contingencies 0 129,643 129,643TOTAL EXPENSES 3,861,027 3,752,188 (108,839)BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Budget Hearing ActionsApproved specific grant award allocations as displayed in the table below.County of SonomaFY 2012-2013 Adopted Budget221Other County Services

ADVERTISINGVeronica A. Ferguson, County AdministratorADVERTISING PROGRAM GRANT AWARDSCounty of SonomaFY 2012-2013 Adopted BudgetA1B2CDFChambers of CommerceFY 12-13AwardsGeyserville Chamber of Commerce 1,900Russian River Chamber of Commerce 4,600Sonoma Valley Chamber of Commerce 16,000Mone Rio Chamber of Commerce 800Sebastopol Area Chamber of Commerece and VisitorsCenter 7,100Community SafetyBodega Bay Fire Protection District 25,000Geyserville Fire Protection District 20,000Schell-Vista Fire Protection District 11,100Valley of the Moon Fire Protection District 3,500Agricultural PromotionSonoma County AgGregate 150,000Historical CommissionsHistorical Records Commission 3,000Sonoma County Landmarks Commission 26,700Western Sonoma County Historical Society 300Major County Events and OrganizationsSonoma County Fair & Exhibition 20,000Healdsburg Jazz Festival 10,000Luther Burbank Rose Paragde & Festival 5,000Sonoma County Harvest Fair 10,000Sonoma International Film Festival 8,000Sebastopol Area Chamber of Commerce & VisistorCenter 5,000Sonoma County Farm Trails 10,000Sonoma Valley Visitors Bureau 10,000Sonoma County Regional Parks - Discover Sonomacampagin 10,000Wells Fargo Center for the Arts 35,000Sebastopol Center for the Arts 30,000Santa Rosa Symphony 25,000Cultural Arts Council of Sonoma County 25,000Pacific Coast Air Museum 19,0006th Street Playhouse 15,000Cinnabar Theater 15,000Sonoma County Regional Parks - camping campaign10,000Sonoma County Regional Parks - iPhone applicationdevelopment 50,000Sonoma County Museum 30,000Sonoma Valley Museum of Art 10,000222Other County Services

ADVERTISINGVeronica A. Ferguson, County AdministratorADVERTISING PROGRAM GRANT AWARDS (Cont'd)FY 12-13AwardsGCounty Govenmernt Departmental ActivitiesAgricultural Commissioner's Office - State Fair 14,000Sonoma County Library - History & GeneaologyLibrary 22,840Signage FundsSonoma Valley Visitors BureauCloverdale Chamber of Commerce & Visitors Center20,00010,000County of SonomaFY 2012-2013 Adopted Budget223Other County Services

County of SonomaFY 2012-2013 Adopted Budget224Other County Services

CAPITAL PROJECTSGross Revenues/Appropriations Reimbursements Net CostCapital Projects 32,939,890 31,069,215 1,870,675Justice Services17%Other CountyServices5%Capital Projects3%Health & HumanServices25%AdministrativeSupport & FiscalServices13%DevelopmentServices37%County of SonomaFY 2012-2013 Adopted Budget225Capital Projects

County of SonomaFY 2012-2013 Adopted Budget226Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRSVeronica A. Ferguson, County AdministratorDEPARTMENTAL DESCRIPTIONThe Capital Projects budget contains financing (exclusive of enterprise funds,road funds, and special funds) for capital projects, which by definition cost$25,000 or more and either add value or prevent impairment to a capital asset.Budget at a Glance:Total Expenditures $31,939,890Total Revenues $30,069,215Capital projects are included and described in the annual Five-Year CapitalProject Plan, presented to the Board of Supervisors in the spring of each year.The Capital Project Plan is a planning tool, and does not commit the Board ofSupervisors to specific expenditures or projects.The recommended Capital Projects budget includes new projects andpreviously identified projects contained within the Capital Project Plan thatTotal Net CostTotal Staff% Funded by Local Discretionary Funds$1,870,67500.0018%are scheduled for implementation within the resources available in the current fiscal year, and includes projects funded by the GeneralFund and Regional Parks’ budget.Funding Sources*$4,840,686$1,413,213$2,779,861$8,121,671General FundTobacco SecuritizationJustice/CourthouseConstructionPark Mitigation FeesLocal Sales Tax/Transportation TaxState/Federal$2,754,259Long Term Debt$1,010,314Cities/Other$9,425,719$1,594,167*78% or $25 million of fundingis carryover from PY project budgets; 17% or $5.5 million isfrom new General Fund; 4% or $1.4 million is new revenue from other sources.In addition to the narrative, this documentcontains the FY 12-13 Capital ProjectFinancing Table composed of a completelisting of recommended repair andreplacement projects and improvementprojects; a funding source recap; and briefdescriptions of the work included in the FY12-13 Budget.Funding Uses$9,431,126$1,689,028$4,833,113$3,543,204$53,308$532,088$632,463$11,225,560County AdministrationCenterAdult Detention FacilitiesChanate & Health ServicesLos Guilicos & JuvenileDetentionVeterans/CommunityService BuildingsOther FacilitiesSheriff's CommunicaitonsProjectRegional ParksCounty of SonomaFY 2012-2013 Adopted Budget227Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRSVeronica A. Ferguson, County AdministratorFY 11-12 ACCOMPLISHMENTSCompleted over 40 Capital Projects, some highlightsinclude:• Construction of the Family Justice Center.• Relocated divisions of Probation and Information Systemsto a newly remodeled 370 Administration Drive.• Relocated hydronic water line infrastructure inanticipation of proposed court site transfer.• Renovated Sebastopol Library in partnership with theSonoma County Library System.• Repaired gas line at Santa Rosa Veteran’s Hall.• Completed server room expansion in the Sheriff’s Officebuilding.• Completed Phase 3 construction of the CloverdaleRegional Park.• Construction of Russian River access at Sunset BeachPark.FY 12-13 OBJECTIVES• Further implement physical barrier removal in year four(of twelve) of the County’s updated ADA Transition Plan.• Continue to promote shared services on constructionprojects for the County Library system and for otherinterested public agencies.• Continue implementation of initial recommendations ofthe Comprehensive County Facilities Plan, includingmore efficient space use guidelines, standardizedworkstation layouts, and mobile work strategies; presentfull report findings and recommendations to the Board ofSupervisors.• Continue installation of electric vehicle charginginfrastructure in support of the county-wide “electrictrail” concept.• Support the delivery of the Phase II solar array at LosGuilicos under a power purchase agreement, helpingachieve net energy neutrality for that campus.• Relocate Fleet Operations and the Transportation andPublic Works Material Laboratory from their currentlocation to a new, updated facility, clearing the way fornew court house construction activity on their former site.• Support the Sheriff’s Office Radio Bureau upgrade ofexisting County radio communications towerinfrastructure and related implementation of the BayWEBregional interoperability project.• Initiate master planning and public improvements to theRoseland project, pending funding.• Various improvements to the Main Adult DetentionFacility to improve inmate population managementcapability.• Initiate the phased remodel of the La Plaza A building insupport of divisional consolidations and co-locations forimproved space utilization and more efficient operations.• Continue to refine the Criminal Justice master plan inlight of latest findings and strategies, and also in light ofpotential future AB 900 funding that could allowconstruction of a Community Corrections Center forSonoma County.County of SonomaFY 2012-2013 Adopted Budget228Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRSVeronica A. Ferguson, County AdministratorFINANCIAL SUMMARYFY 11-12 FY 12-13 %Budget Division/Fund Adopted Recommended ChangeGeneral GovernmentExpenditures 24,062,809 22,508,764 (6.5)Revenues & Reimbursements21,425,204 20,942,683 (2.3)Net Cost2,637,605 1,566,081 (40.6)Regional ParksExpenditures 9,888,474 9,431,126 (4.6)Revenues & Reimbursements12,210,184 9,126,532 (25.3)Net Cost(2,321,710) 304,594 (113.1)Total Expenditures 33,951,283 31,939,890 (5.9)Total Revenues & Reimbursements 33,635,388 30,069,215 (10.6)Total Net Cost 315,895 1,870,675 492.2STAFFING SUMMARYNo staff is allocated to this department.RECOMMENDED BUDGETThe recommended budget of $32 million includes 144 capital projects (94 General Government and 50 Regional Parks). Projectappropriations fall into the following categories: General Government Repair/Replacement and Improvement Projects $22.5 million andRegional Parks $9.4 million.General GovernmentThe General Fund capital project target for FY 12-13 is $5.5 million for general government projects, of which $1.4 million has beenappropriated directly into the Sheriff’s Office budget for equipment investment in the County’s radio system. An additional $1.6 millionis allocated specifically for fourth year funding of A.D.A. Transition Plan projects. A brief summary of project types follows:• Projects that add value to capital assets: These projects address a range of needed improvements, including seismic performance,space reorganization or expansion, preparing for new programs, and removing physical barriers. Example projects this year includethe Data Processing Center’s seismic retrofit and the LaPlaza Buildings reconfiguration.• Projects that protect the value of existing assets and systems: Several projects focus on critical sustainment of operations andprotection of existing asset value.• Communications Projects: These projects help sustain and improve critical public safety communications. Examples of projectsscheduled in FY 12-13 include: infrastructure improvements at sites throughout the County to improve communication coverage;beginning development of a 700MHz radio system; and several infrastructure replacement projects to replace aging equipment andimprove reliability.• Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. TheComprehensive County Facilities Plan evaluates County facilities and service delivery needs, developing a plan for how facilities canbe used or reconfigured to meet those needs more efficiently and effectively, and provide an implementation and finance plan to payfor the improvements.County of SonomaFY 2012-2013 Adopted Budget229Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRSVeronica A. Ferguson, County AdministratorThe following table shows the complete listing of projects financed with the $5,500,000 General Fund contribution:Project Title General FundFleet/Materials Lab Relocation* $280,000MADF A&B Dayroom and Rec Yard Subdivision $450,000MADF Grinder/Auger System $443,000MADF R-Mod Dayroom Divider $155,000MADF R-Mod Metal Door Replacement $475,000La Plaza A&B Interim Reconfiguration $233,000CCFP Site Assessment (Implementation) $50,000MADF Door Hardening $150,000ADA Barrier Removal $1,600,000Roseland Groundwater Well Monitoring $60,000Groundwater Contamination Investigation $20,000Data Processing Building - Seismic Retrofit $184,000Radio - County Microwave System Processors $200,000Radio Infrastructure - Various Communications Towers $1,200,000Total $5,500,000*At the time of this writing, the costs of relocating the Fleet/Materials Lab have not been fully estimated. If the final estimationindicates a need for greater General Fund contribution to this project, then other project appropriations may be reduced. Anyadjustments to project budgets would be made with Board of Supervisors review and approval in supplemental budgetaryadjustments.Regional ParksThe proposed Regional Parks Capital Projects budget includes $9.4 million in appropriations. Major sources of funding are $1.2 millionin state and federal funding, $1.3million in federal and state disaster relief for storm damage projects, and $831,000 in park mitigationfees. Other sources include $983,000 in transportation funds, $1.8 million from the Open Space District, $1.4 million in state park funds,$850,000 in foundation and donated funds, and $625,000 from cities. On-going operations costs associated with these projects areincluded in the Regional Parks budget.Major Regional Parks projects proposed for Fiscal Year 2012-2013 are summarized below:• Trail and Access Projects: Hood Mountain – Bay Area Ridge Trail, Sea Ranch Trail and Coastal Access, Doran Park Access,Laguna de Santa Rosa Trail, Copeland Creek Trail, North Slope Sonoma Mountain Trail, SMART Trail, Hudeman Slough Access,West County Trail, Sonoma Schellville Trail, Santa Rosa Creek Trail, Healdsburg Beach Access, Central Sonoma Valley Trail, andBodega Bay Trail.• New Park Acquisition and Development: Hood Mountain Expansion, Mark West Creek, Tolay Lake, Guerneville Park Expansion,and Taylor Mountain.• Park and Trail Planning Projects: Lower Russian River Access Sites, Timber Cove Trail Plan, West Sonoma County Gateway,Sonoma Valley Trail, Estero Trail, Petaluma to Sebastopol Trail, San Francisco Bay Trail, and Upper Russian River Access Sites.• Park Development Projects: Helen Putnam Park, Doran Park Boat Launch, Sonoma Valley Regional Park, Ragle Ranch, FoothillPark, Occidental Community Center, Westside Boat Launch, Steelhead Beach, Schopflin Fields, Riverfront Park, and HealdsburgDam.Strategic PlanInvest in the Future• The County owns a large inventory of facilities used for general government programs and services which serve the community.Many of these buildings were constructed before 1970 and are reaching the end of their useful lives. Department space is ofteninefficient and splintered among several locations. County programs and services are not always strategically located for public accessor optimum customer service. At the same time, County real estate assets, which tend to be underdeveloped, are valuable because ofCounty of SonomaFY 2012-2013 Adopted Budget230Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRSVeronica A. Ferguson, County Administratortheir size and location. The Strategic Plan recognizes these challenges and opportunities, and concludes that the County must invest inthe future. The County must plan, procure, operate, maintain, and manage its facilities and real estate assets at their highest and bestuse, such that they provide the best value to the residents of Sonoma County. One strategic implementation project nearingcompletion is the Comprehensive County Facilities Plan (C.C.F.P.) which is evaluating County facilities and service delivery needs,developing a plan for how facilities can be used or reconfigured more efficiently and effectively, and providing an implementationand finance plan to pay for the improvements. Concurrently, the County is evaluating adult detention facilities and developing plansfor both expansion and consolidation. Once completed, the C.C.F.P., together with the Adult Detention Facility Plan, will provide a“road map” for future County facility development and capital improvements. In the meantime, the Capital Projects budget addressesthe more immediate facility needs, while making use of preliminary findings from the C.C.F.P.Safe, Healthy, and Caring Communities• The state is in process of planning a new criminal court building for Sonoma County. The new court building will be constructed atthe County Administration Center (C.A.C.), located in proximity to the Main Adult Detention Facility in order to provide securecirculation of in-custody inmates to the courts and to avoid the cost of transporting inmates. The state has approved the purchase of itspreferred site at the C.A.C. This move will displace the County’s Fleet Operations center which presents an opportunity to create amore efficient center by combining fleet operations with the County’s heavy equipment fleet operations.SIGNIFICANT OPERATIONAL RESULTSCertain capital investments for FY 12-13 will result in positive operational improvements, more efficient use of resources, extension ofthe useful life of existing assets, and/or enhancement of public service delivery. Some of the more notable are: Radio InfrastructureCommunication Towers upgrades, providing improved public safety coverage county-wide; MADF Dayroom Divider projects toenhance inmate management and operational efficiency; Fleet/Materials Lab Relocation, allowing consolidation of Light and HeavyFleet maintenance operations while complying with the terms of the state court house project site transfer; the La Plaza A InterimReconfiguration, serving to implement a pilot example of more efficient County space standards and furniture management, and ADABarrier Removal projects facilitating equal access to County -provided public services and programs.BOARD OF SUPERVISORS’ ACTIONSAdopted as recommended with the following changes:Budget Hearing ActionsAdded $1.0 million in funds to the Capital Projects budget to be setaside for three Fire Facilities, including one in the Annapolis servicearea, one in the Lakeville service area, and fund u p to $85,000 for thecompletion of the Bodega Fire Department building.GrossExpendituresRevenue andReimbursementsNet Cost1,000,000 0 1,000,000APPENDIXFor additional project information, please refer to the attached document.• FY 12-13 Capital Projects Financing TableCounty of SonomaFY 2012-2013 Adopted Budget231Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)County Administration CenterHazard Mitigation Plan Implementation/102160GENERAL GOVERNMENT CAPITAL PROJECTSHazard mitigation assessments of County facilitiesbased on priorities in the County Hazard MitigationPlan.902,938 850,515 52,423% of Project Expended 94.2%Administration Center Security Improvements/109025Evaluate the security needs at the CountyAdministration Center and prepare a list ofrecommended improvements with a budget and workplan.50,000 - 50,000% of Project Expended 0.0%2755 Mendocino Avenue Office Building/109090 Renovation of 2755 Mendocino for Family Justice7,425,823 6,188,906 1,236,917Center.% of Project Expended 83.3%Data Processing Building Seismic Retrofit/109223 Retrofit the ISD Data Processing building to current259,000 32,040 184,000 226,960standards for Essential Services buildings.% of Project Expended 12.4%Sheriff Building Server Room Expansion/109249Build out additional existing interior shell space,including environmental controls and fire suppressionsystems, to add more server rack and equipment space.200,172 84,774 115,398% of Project Expended 42.4%Administration Center Paving/109256 Closeout project.N/A N/A 266% of Project Expended 0.0%Administration Center Switchgear Repairs/109280 Replace deteriorated electrical cones, insulators,105,000 561 104,439transformers and line fluids on 12kV power loop.% of Project Expended 0.5%La Plaza A & B Space Reorganization/109363 Reconfigure existing interior space in the La Plaza395,000 119,270 233,000 275,730buildings to make more efficient use of space.% of Project Expended 30.2%Architect/Fac Ops Space Reorganization/109389 Operational program development for consolidation of 35,000 16,463 18,538GS F.O./Arch/R.E. Divisions.% of Project Expended 47.0%New Sheriff Building/109413 Closeout project.N/A N/A 543% of Project Expended 0.0%Dispatch Comm Replacement/109579 Complete replacement of obsolete computer system 3,052,668 3,047,306 5,362supporting radio consoles in the Sheriff Dispatch Center. % of Project Expended 99.8%CMP Energy Improvements/109587Adminstration Center Irrigation/Landscaping/109611Installation of additional energy eficiency measuresidentified in the September, 2008 Investment GradeAudit Report prepared by Aircon Energy.Complete landscaping retrofit at the CountyAdministration Center to reduce water consumption andcreate a demonstration of low water usage, xeriscapelandscaping.23,825,464 22,357,821 947,643% of Project Expended 93.8%468,174 368,174 100,000% of Project Expended 78.6%370 Administration Drive/109850 Renovation of 370 Administration Drive for divisions of 2,865,591 2,580,026 285,565ISD and Probation.% of Project Expended 90.0%ACTTC Re-model/109892 Closeout project.N/A N/A 12,052% of Project Expended 0.0%Sheriff's Building - Covered Parking/109926 Complete construction of protected parking for S.O.223,766 217,932 5,834emergency response vehicles.% of Project Expended 97.4%Admin Building Re-model/109934 Complete re-model of Administration Building.189,000 132,055 56,945% of Project Expended 69.9%County of SonomaFY 2012-2013 Adopted Budget232Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Administration Building HVAC Repair/Replacement/109942Condition assessment, design and cost estimating toreplace the old equipment and ducts with new, energyefficient equipment that will save money and reducegreenhouse gas.90,000 - 90,000% of Project Expended 0.0%Data Processing Building Cooling/109959 Close out project.333,000 331,351 1,649% of Project Expended 99.5%Comprehensive County Facilities Plan/109983Planning "roadmap" for county facility and real estateresources; promote better and higher resource use,increased efficency and effectiveness of delivery ofcounty services.1,258,254 1,019,691 50,000 238,563% of Project Expended 81.0%Criminal Justice Expansion/109991 Expansion efforts, re-route existing infrastructure lines 12,558,681 11,982,966 150,000 575,715to bypass old jail site.% of Project Expended 95.4%HOJ South Elevator Repair/110056 Perform the repairs to the elevator as recommended in 252,000 - 252,000the assessment report.% of Project Expended 0.0%HOJ Elevator Repair/110338 Perform the repairs to the elevator as recommended in 475,822 296,478 179,344the assessment report.% of Project Expended 62.3%HOJ Cafeteria Re-model/110353 Closeout project.N/A N/A 1,227% of Project Expended 0.0%Subtotal County Administration Center 54,965,353 49,626,328 617,000 4,833,113County of SonomaFY 2012-2013 Adopted Budget233Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Adult Detention FacilitiesMADF Observation Cell Padding/111161 Install "safety cell" padding to four observation cells in 40,000 29,084 10,916the Mental Health Module, reducing risk of injury.% of Project Expended 72.7%yMADF Touchscreens/111252 Information Justice System (IJS) for intregrated1,286,493 1,212,704 73,789reporting.% of Project Expended 94.3%MADF HVAC Controls/111294 MADF HVAC controls upgrade.119,000 89,085 29,915% of Project Expended 74.9%MADF Bunk Installation/111310 Continue phased installation of additional bunks in331,162 260,602 70,560single bunk cells in order to increase capacity.% of Project Expended 78.7%MADF Doors/111328Upgrade cell doors; continue installation of new highsecurity doors and frames for increasing population ofmentally ill and higher risk inmates.876,000 512,101 150,000 363,899% of Project Expended 58.5%MADF Recreation Yards/111393 Closeout project.N/A N/A 49 -% of Project Expended 0.0%MADF Sewer Improvements/111419 Ongoing project to assess and mitigate the presence of 120,000 77,290 42,710unwanted materials in the City's sewer system.% of Project Expended 64.4%MADF Expansion Wall Reseal/111468 Ongoing maintenance effort by Fac Ops.83,000 37,781 45,219% of Project Expended 45.5%MADF Recreation Yard Resurfacing/111476 Ongoing maintenance project to resurface worn118,000 32,935 85,065recreation yard surfaces throughout the MADF.% of Project Expended 27.9%MADF Showers Retrofit/111484 Retrofit selected old and detriorayed tile showers with 126,000 112,950 13,050stainless steel liners.% of Project Expended 89.6%yMADF Male Special Visiting Modification/111534 floor visting area from the bridge in MS housing46,503 29,154 17,349module.% of Project Expended 62.7%MADF Underground Fuel Tank/111559 Provide a new, larger underground diesel tank for the 200,000 49,905 150,095existing MADF emergenecy generator.% of Project Expended 25.0%MADF F-Mod Mezzanine Security Barrier/111567 Housing module dividers for inmate management and 475,000 463,111 11,889out of cell time.% of Project Expended 97.5%MADF MH Day Room Divider/111583 Closeout project.N/A N/A 651% of Project Expended 0.0%MADF PTZ Cameras/111591 Install new pan-tilt-zoom cameras in housing modules; 191,000 4,923 186,078provide increased monitoring for safety of officers.% of Project Expended 2.6%MADF Camera Replacement/111609 Ongoing replacement older cameras.45,000 - 45,000% of Project Expended 0.0%MADF Air Flow Improvements/111617 Clean ductwork, adjust equipment, and air registers to 360,000 156,924 203,076bring the system into compliance.% of Project Expended 43.6%MADF Fire System Upgrade/111625Upgrade and/or replace fire alarm system components inHousing Modules E, G, H, and J, and all corridors andoffices within the Expansion.352,000 81,831 270,169% of Project Expended 23.2%MADF Booking Carpet Replacement/111633 Complete replacement worn out flooring.50,000 38,558 11,442% of Project Expended 77.1%County of SonomaFY 2012-2013 Adopted Budget234Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)MADF Court Holding Area/111641 Modify doors to improve cell security in holding.110,000 1,955 108,046% of Project Expended 1.8%MADF Toilets/Sinks/111658 Complete replacement of existing fixtures with stainless 85,000 81,369 3,631steel; existing fixtures present a safety risk.% of Project Expended 95.7%MADF Elevator Repairs/111666 Assess and repair malfunctioning elevator.32,230 - 32,230% of Project Expended 0.0%MADF A/B Dayroom and Rec YardSubdivision/111674Divide housing modules A & B, into sub-dayrooms(upper & lower) and rec yards to facilitate jail450,000 - 450,000 450,000population management and increase out of cellactivitity.% of Project Expended 0.0%MADF Grinder/Auger System/111682Install a grinder/auger in the MADF main sewer line tointercept and remove unwanted materials from the wastestream entering the City's sewer system per CityAdministrative Order.443,000 - 443,000 443,000% of Project Expended 0.0%MADF R-Mod Dayroom Divider/111690 Sub-divide existing dayroom to allow inmates more time 155,000 - 155,000 155,000out of their cells per Title 15 guidelines.% of Project Expended 0.0%MADF R-Mod Metal Door Replacement/111708 Replace existing doors with high security metal doors 475,000 - 475,000 475,000commensurate with the population in this module.% of Project Expended 0.0%CCC Pilot Project/112110 Plan the pilot Community Corrections Center at70,000 - 70,000N.C.D.F. Utilize Building 100 and part of Building 400.% of Project Expended 0.0%Adult Detention Exp. Planning/112227Schematic design phase, only, funding of the M.A.D.F.expansion per the Pre-Schematic MADF designpresented to the Board in January 2011; consolidate &expand facilities.3,773,259 3,685,639 87,620% of Project Expended 97.7%NCDF - 200 Unit Re-roof/112342 Complete roofing replacement.503,773 489,390 14,383% of Project Expended 97.1%NCDF 100 Unit Dry Rot Repairs/112367 Closeout project.N/A N/A 729% of Project Expended 0.0%NCDF 300 Unit Re-roof/112375 Roofing replacement.215,000 159,820 55,180% of Project Expended 74.3%NCDF Dining Hall Flooring/112383 Flooring replacement.40,000 22,486 17,514% of Project Expended 56.2%Subtotal Adult Detention Facilities 11,171,420 7,629,596 1,673,049 3,543,204County of SonomaFY 2012-2013 Adopted Budget235Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Chanate and Health ServicesOrenda Center HVAC/124040 HVAC upgrade.50,000 - 50,000% of Project Expended 0.0%Orenda Center Re-roof/150763 Closeout project.N/A N/A 210% of Project Expended 0.0%Orenda Center Window Replacement/150813 Complete window replacement.55,000 51,902 3,098% of Project Expended 94.4%Subtotal Health Services 105,000 51,902 - 53,308Los Guilicos and Juvenile DetentionJJC Flooring Repairs/113159 Replace failing carpeting, stair treads and nosings at40,000 - 40,000areas of high use at the Juvenile Justice Center.% of Project Expended 0.0%Juvenile Hall Replacement/113308 Closeout project.N/A N/A 7,021% of Project Expended 0.0%Juvenile Justice Center/113431 Closeout project.N/A N/A 6,197% of Project Expended 0.0%VMCH Phase III/113498 Phase III construction of new VCMH-VMCC ; also 12,037,161 11,691,661 345,500construct a new ball field near the new VMCC.% of Project Expended 97.1%Los Guilicos Water System Replacement/113555 Replace private, on-site water system installed in the75,000 - 75,0001950s; migrate JJC/VOMCC irrigation to city water. % of Project Expended 0.0%Los Guilicos Photovoltaic System/113563 Expand proposed photovoltaic array to increase solar 4,388,500 4,330,131 30,000 58,369capacity from 0.75 MW to 1.5 MW.% of Project Expended 98.7%Subtotal Los Guilicos 16,540,661 16,021,791 30,000 532,088Veterans' Memorial/Commmunity Svc. Bldgs.Vets Buildings Repairs/145177 Various repairs at Veterans Memorial Buildings.3,433,052 2,803,434 629,618% of Project Expended 81.7%Santa Rosa Vets ADA/150797 Closeout project.N/A N/A 2,845% of Project Expended 0.0%Subtotal Memorial Buildings 3,565,856 2,936,238 - 632,463County of SonomaFY 2012-2013 Adopted Budget236Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Other FacilitiesADA Projects/109371Animal Shelter Expansion/150060Various ADA barrier removal projects, including thepreparation of the 2009 update of the Self Evaluationand Transition Plan.Renovate existing Animal Shelter to improve efficiencyand be more in line with current best practices for theoperation of the shelter.5,483,129 5,344,089 139,040% of Project Expended 97.5%4,581,584 4,548,753 32,831% of Project Expended 99.3%Spud Pt. Transformer Replacement/150136 Replace aging transformer.45,000 752 44,248% of Project Expended 1.7%Sonoma Vly SO Substation/150219 Installed 12kW PV system at Sonoma Sheriff's2,920,022 2,889,912 30,000 30,110Substation. Will cut GHGs by 5.7 tons/yr.% of Project Expended 99.0%Electric Vehicle Infrastrucure/150235 Install Electric Vehicle Charging Stations; adding 15 to 50,000 5,050 44,95120 EV and chargers per year to the County over 5 years. % of Project Expended 10.1%Facility Planning/150268Various planning efforts: Secure MADF to new CourtHouse connection study, consolidated MADF kitchen,furniture and space guidelines, security electronicsassessment at JJC.1,076,000 317,936 758,064% of Project Expended 29.5%Water Conservation/150300 Initial landscape water conservation projects at CAC. 152,000 141,344 10,656% of Project Expended 93.0%2009 ADA SETP Improvements/150326Remove physical barriers per the approved County ofSonoma 2009 updated ADA Transition Plan; Barrierremovalprojects per approved, prioritizedimplementation schedule.7,513,660 1,320,791 1,600,000 5,792,869% of Project Expended 17.6%HSD/DAFSU Relocation/150342 Closeout project.N/A N/A 6,213% of Project Expended 0.0%Redevelopment Improvements/150375Hazardous Materials Mgt/Abatement/150532Roseland property - Maintain groundwater monitoringwell and on-going sampling and reporting test results tothe Water Quality Board.Continuation of phased abatement to address hazmatfound in County facilities in the course of other projectsfor which abatement was otherwise not foreseen.927,458 474,584 60,000 452,874% of Project Expended 51.2%1,263,243 942,333 320,910% of Project Expended 74.6%SCERA Re-model/150540 Complete re-model of SCERA offices.47,950 42,270 5,680% of Project Expended 88.2%Ground Water Contam. Monitor/Remed./150573 Continue monitoring and/or remediation as required by 606,401 504,426 20,000 101,975California Regional Water Quality Control Board.% of Project Expended 83.2%Human Services Improvement Projects/150722 Improvments to HSD facilities.2,546,297 968,436 1,577,861% of Project Expended 38.0%Morgue Retaining Wall/150748 Repairs of storm-damaged retaining wall.206,000 149,960 56,040% of Project Expended 72.8%Emergency Generator Projects/150755 Provide emergency generators at various County360,000 283,187 76,813facilities.% of Project Expended 78.7%County of SonomaFY 2012-2013 Adopted Budget237Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Water Hazards in Electrical Rooms/150771Implement hazard mitigation measures; install hoodsand/or shrouds over electrical panels to avoid damageand outages from potential water leaks from waterpiping at 8 buildings at the County AdministrationCenter.86,679 11,679 75,000% of Project Expended 13.5%TPW Sonoma Road Yard Renovation/150847 Complete assessment of conditions and determine the39,854 39,708 146scope and cost of improving the buildings and site.% of Project Expended 99.6%Emergency Services Warehouse/150862Needs Assessment for storage facilitiy for Fire andEmergency Services department to replace currentinadequate facilities in Los Guilicos.25,000 12,922 12,078% of Project Expended 51.7%Smoking Ordinance/150870 Support implementation of smoking ordinance with140,000 22,630 117,370Designated Smoking Area design & construction.% of Project Expended 16.2%Fleet/Materials Lab Relocation/150888The budget includes funds for a portion of the projectmanagement of the Fleet Maintenance facility move.Project Budget will be adjusted to reflect the full cost ofthe move when the Board approves the relocation plan.280,000 - 280,000 280,000% of Project Expended 0.0%QECB Projects/150896 Various QCEB-funded energy efficiency preojcts.1,289,832 - 1,289,832 1,289,832% of Project Expended 0.0%Subtotal Other Facilities 29,640,109 18,020,762 3,679,832 11,225,561SUBTOTAL GENERAL GOVERNMENT 115,988,399 94,286,617 5,999,881 20,819,736Sheriff's Office Communications ProjectsCommunications Sites Obtain/Develop/150094 Closeout project.N/A N/A 1,148% of Project Expended 0.0%Mobile Data Terminals/150276 Reprogram all UHF channels and all mobile radios on 100,000 - 100,000those channels to comply with mandated regulations.% of Project Expended 0.0%Communications-Towers/150706Improve emergency response, assess and addressexisting deficiencies: Mount Burdell, Moonraker Road,Infineon, Rockpile Ridge, Tracen, Mt Barham, Pine Mt,Timber Cove. Project includes FCC licenses, leaseagreements, and permits as required.1,587,880 - 1,587,880% of Project Expended 0.0%TOTAL SHERIFF'S OFFICE COMMUNICATIONS 1,687,880 - - 1,689,028TOTAL GENERAL GOVERNMENT 117,676,279 94,286,617 5,999,881 22,508,764County of SonomaFY 2012-2013 Adopted Budget238Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Helen Putnam Park/140053Hood Mountain/140095REGIONAL PARKSPlanning and constructing expanded access to regionalpark.Complete resources studies and master plan amendmentto add 247-acre Lawson property from District.Complete feasibility studies considering acquisition forexpansion. Construct .3 mile of Bay Area Ridge Trail.Prepare Hood Mansion public use study.65,179 15,063 - 50,116% of Project Expended 23.1%660,523 109,096 4,000 551,427% of Project Expended 16.5%Sea Ranch Trail Work/140111Relocate sections of the Bluff Top Trail public accesseasement and access to Walk On Beach, prepare finaldesign and C.E.Q.A. and complete improvements.71,804 50,772 - 21,032% of Project Expended 70.7%Doran Park/140137 Planning and environmental review for a new boat ramp, 315,075 104,636 - 210,439parking and associated improvements.% of Project Expended 33.2%Mark West Creek/140145 Proposed new 1,100-acre regional park in the Mark511,294 46,294 15,000 465,000West Creek watershed.% of Project Expended 9.1%Healdsburg Ridge/140152 Design and construction management for recreation395,661 207,947 - 187,714access to Healdsburg open space, funded by Open SpaceDistrict.% of Project Expended 52.6%Laguna de SR Trail/140160 New trail development is underway with funding from 1,563,501 987,790 - 575,711the Open Space District.% of Project Expended 63.2%Copeland Creek Trail/140178 Plan trail connecting Sonoma State University to Crane 55,000 1,000 - 54,000Creek Regional Park.% of Project Expended 1.8%North Sonoma Mountain Trail/140194 Phase I trail construction underway, funded by the Open 1,961,660 1,337,952 - 623,708Space District.% of Project Expended 68.2%Stillwater Cove Park/140236 Closeout project.N/A N/A - 1,453% of Project Expended 0.0%Russian River Access Sites - Lower/140251 Feasibility study to identify Russian River access areas 25,000 - 25,000 25,000below Wohler Bridge to the coast.% of Project Expended 0.0%Sonoma Valley Regional Park/140269 Closeout project.N/A N/A 20,000% of Project Expended 0.0%Ragle Ranch/140285 Planning and design for permanent restroom near the25,000 - 25,000 25,000volleyball and tennis courts.% of Project Expended 0.0%SMART Trail SW-Santa Rosa/140319Design and construction of a 1.3 mile Class 1 trailparallel to the rail corridor. 1,128,460 171,443 - 957,017% of Project Expended 15.2%County of SonomaFY 2012-2013 Adopted Budget239Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Timber Cove Trail Plan/140327 Feasibility study is underway to identify a 3 mile trail199,465 53,495 - 145,970parallel to Hwy 1 for the California Coastal Trail.% of Project Expended 26.8%Hudeman Slough/140368 Planning for boat launch redevelopment and A.D.A.175,000 2,000 150,000 173,000improvements.% of Project Expended 1.1%West County Trail/140376 Bridge replacement design on the existing trail between 438,641 306,236 - 132,405Petaluma Ave and Merced Ave.% of Project Expended 69.8%Park Paystations/140384 Install pay stations at various parks to provide options 122,454 - - 122,454for paying for park use, reduce field staff fee collectiontime, and increase parking revenue.% of Project Expended 0.0%Shiloh Ranch/140392 Complete trail improvement work.295,018 294,558 - 460% of Project Expended 99.8%Crane Creek Park/140434 Closeout project.N/A N/A - 8,093% of Project Expended 0.0%Foothill Park/140442 Phase 4 includes construction of a well, restroom,268,533 19,939 74,000 248,594connections to utilities, and picnic area.% of Project Expended 7.4%West Sonoma County Gateway/140459Plan for access to public and publicly-used open spaceincluding trailheads, access easements, use agreements,and access operating agreements.82,000 6,280 5,000 5,720% of Project Expended 7.7%Sonoma Schellville Trail/140475 Planning and acquisition for 4.8-mile trail.274,125 55,921 130,000 218,204% of Project Expended 20.4%Sonoma Valley Trail/140491 Feasibility study for a 13 mile Class I trail connecting 211,175 - 21,175 21,175Santa Rosa with Sonoma.% of Project Expended 0.0%Estero Trail/140509 Planning for a trail connection on the Open Space50,000 - 50,000 50,000District's conservation easement on Bordessa Ranch.% of Project Expended 0.0%Occidental Community Center/140517Redevelop existing building, centralizing recreationalsupport services and providing a tourism base forrecreational access to parks and open space properties inWest County.100,000 - 100,000 100,000% of Project Expended 0.0%Petaluma - Sebastopol Trail/140525 Feasibility Study for a 12 mile Class I trail connecting 182,000 - 6,000 6,000Petaluma with Sebastopol.% of Project Expended 0.0%Santa Rosa Creek Trail/140541 Complete construction repair of 2.14 mile Class 1 trail 825,680 677,274 - 148,406from Fulton to Willowside roads.% of Project Expended 82.0%Westside Boat Launch/140558 Planning and environmental review for a new boat ramp, 272,500 12,500 - 260,000parking and associated improvements.% of Project Expended 4.6%Kenwood Plaza/140582 Fabricate and install interpretive signs.34,501 30,269 - 4,232% of Project Expended 87.7%County of SonomaFY 2012-2013 Adopted Budget240Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Birdwalk Coastal Access/140632 Complete interpretive signs.602,116 601,183 - 933% of Project Expended 99.8%Bohemia Ranch/140640 Closeout project.N/A N/A 5,000% of Project Expended 0.0%Steelhead Beach/140657 Develop walk-in campground area and park entry95,553 43,916 - 51,637improvements.% of Project Expended 46.0%Cloverdale Regional Park/140665Sonoma Valley Park/140681Complete Phase 3 construction of boat ramp, parking,family picnic sites, and pathways along with river bankrestoration and planting.Plan and develop a trail extension into the 41-acreexpanded park area, opening it for public use.918,769 693,692 - 225,077% of Project Expended 75.5%82,287 53,653 - 28,634% of Project Expended 65.2%Tolay Lake Regional Park/140707 Comprehensive Master Plan and studies for a 3,434-acre 2,276,573 1,660,556 150,000 616,017regional park between Petaluma and Sonoma Valley.% of Project Expended 72.9%Schopflin Fields/140715 Construct additional baseball/soccer field.25,000 - 25,000 25,000% of Project Expended 0.0%Sonoma Mtn. Park/140723 Planning for access and public recreational use.25,000 9,822 - 15,178% of Project Expended 39.3%Guerneville River Park/140772Taylor Mountain Regional Park/140806Bodega Bay Breakwater/140830Phase 2 includes acquisition for park expansion andaccess along with construction of boat launch, parking,picnic area, and pathway.Complete Master Plan and design Phase 1 including thedriveway, parking, trails, restroom, picnic areas, and anatural play course off of Petaluma Hill Road.Planning and environmental review for marina andBodega Harbor channel dredging.366,593 18,568 5,000 348,025% of Project Expended 5.1%61,169 51,689 5,000 9,480% of Project Expended 84.5%284,917 176,530 - 108,387% of Project Expended 62.0%SF Bay Trail/140863 Planning and acquisition for over 9 miles of regional137,328 128,253 - 9,075trail in southern Sonoma County.% of Project Expended 93.4%Sunset Beach Park/140871Riverfront Park/140889Complete new Russian River access including parking,picnic area, trail, boat portage, landscape restoration,and road improvements.Phase 3 constructs Lake Benoist and Russian Riveraccess including trails, park driveway extension, picnicand rest areas, boat portages, entry kiosk, and lakeshoreand river planting restoration.1,069,746 1,066,898 - 2,848% of Project Expended 99.7%479,520 216,315 - 263,205% of Project Expended 45.1%Healdsburg Dam/140897 Finalize design and obtain permits for renovation of135,000 15,291 15,000 119,709seasonal dam on Russian River.% of Project Expended 11.3%Occidental to Coast Trail/140905 Closeout project.N/A N/A - 5,877% of Project Expended 0.0%County of SonomaFY 2012-2013 Adopted Budget241Capital Projects

Capital Projects Financing TableFY 2012-2013Project Title/IndexProject DescriptionTotal ProjectBudgetTotalExpendituresTo DateNewFundingFY 12-13TotalAppropriation(Gross Exp.)Central Sonoma Valley Trail/140921 Planning and construction of Class I trail parallel to384,845 270,602 5,000 114,243Highway 12 connecting schools and parks.% of Project Expended 70.3%Bodega Bay Bike and Ped. Trail/140962Construct 1.1 mile of Class I trail from Keefe Ave southto Bell Tower site. Plan 2 miles of trail continuing southto connect to existing Birdwalk Coastal Access trail andDoran Beach.1,485,622 709,005 20,000 776,617% of Project Expended 47.7%Russian River Access Sites/140970Prepare acquisition plan and complete C.E.Q.A. for sitesfor future acquisition. This includes the Russian Riverarea from the Mendocino County line to HealdsburgMemorial Beach.44,000 10,837 25,000 33,163% of Project Expended 24.6%Storm Damage Projects/140988 Repair storm damage from 2005-06 Flood.3,439,906 2,179,215 - 1,260,691% of Project Expended 63.4%TOTAL REGIONAL PARKS 22,223,193 12,396,490 875,175 9,431,126GENERAL GOVERNMENT CAPITAL PROJECTS 117,676,279 94,286,617 5,999,881 22,508,764REGIONAL PARKS CAPITAL PROJECTS 22,223,193 12,396,490 875,175 9,431,126GRAND TOTAL CAPITAL PROJECTS 139,899,472 106,683,107 6,875,056 31,939,890County of SonomaFY 2012-2013 Adopted Budget242Capital Projects

SHORT TERM DEBT OBLIGATIONSThe County General Fund experiences cash flow shortages during the year. While expenditures occur somewhatconsistently throughout the Fiscal Year (FY), property taxes are collected primarily in December and April. Sonoma Countyhas issued tax and revenue anticipation notes in recent years to meet cash requirements for General Fund operations.Tax and revenue anticipation notes for FY 2011-12 totaled $130,000,000. The notes have a stated interest rate of 2.50%with a yield of .18%, reflective of the County’s excellent credit rating, and will mature in October of 2012. Principal andinterest payments are funded by unrestricted revenues of the county.The following chart shows tax and revenue anticipation notes issued from FY 2007-08 through FY 2011-12.Tax and Revenue Anticipation Notes$150$140$130$120$110$100$90$80$70$60$50$40$302007-08 2008-09 2009-10 2010-11 2011-12County of SonomaFY 2012-2013 Adopted Budget243Debt

LONG TERM DEBT OBLIGATIONSSonoma County’s long term debt obligations, excluding enterprise and special district funds, are summarized below.Long Term Debt (estimated as of June 30, 2012):Certificates of Participation $ 36,989,634Bonds, Leases and Notes Payable 690,461,780Accrued Vacation and Sick Leave 35,924,697$ 763,076,111Estimated Certificates of Participation: $36,989,6342010 Certificates - $1,339,272A total of $1,475,000 was issued to finance the acquisition, construction, rehabilitation and installation of certainimprovements to the County’s 370 Admin Building and the acquisition and installation of equipment and other property fora security management system at the County’s regional airport. Interest rates range from 2.89 percent to 3.80 percent and thecertificates fully mature in 2023. Principal and interest payments are financed by legally available funds of the county andare collateralized by a first security interest in the security management system equipment.2009 Certificates - $19,647,430A total of $18,900,000 was issued to finance the Comprehensive Energy Efficiency Project. The interest rate is 4.98 percentand the certificates fully mature in 2026. Principal and interest payments are financed by legally available funds of thecounty and are fully collateralized by a combination of the Fuel Cell and the County’s Sheriff Building.2007 Certificates - $1,822,932A total of $2,776,000 was issued to make improvements to the Fiscal Services Building - ACTTC office. The interest rate is4.40 percent and the certificates fully mature in 2018. Principal and interest payments are financed by legally availablefunds of the county and are fully collateralized by the facility.2003 Certificates - $12,365,000A total of $24,255,000 was issued to: 1) refinance the 1993 certificates of participation originally issued for the main adultdetention facility (jail) expansion project, 2) finance the acquisition and improvement of an emergency homeless shelter,and 3) finance the acquisition and construction of two courtrooms and administrative office space for the county’s JuvenileJustice Center. Interest rates range from 2.00 percent to 4.00 percent. 2003 certificates fully mature in 2017. Principal andinterest payments are financed by legally available funds of the county.2002 Certificates - $1,815,000A total of $14,065,000 was issued to refinance 1992 certificates, which was issued to refinance 1987 certificates, originallyissued for the acquisition, construction, and installation of the main adult detention facility (jail) and a central mechanicalplant. Interest rates range from 4.00 percent to 5.00 percent. 2002 certificates fully mature in 2012. Principal and interestpayments are financed by legally available funds of the county and are fully collateralized by the facilities.County of SonomaFY 2012-2013 Adopted Budget244Debt

Estimated Bonds, Leases and Notes Payable: $690,461,7802012 Loan totaling $106,806 was issued by Pacific Gas & Electric. The loan is an energy efficiency retrofit loan payabletotaling $106,806. The interest rates will be 0.00 percent. The Loan Payable will fully mature in 2018. The outstanding debtas of June 30, 2012 totals $101,110.2010 Bonds totaling $289,335,000 were issued by Sonoma County to finance unfunded pension benefit obligations. Interestrates range from 0.555 percent to 6.00 percent. The bonds fully mature in 2029. Payments are financed by legally availablefunds of the county. Annual debt service payments are required to be deposited one year in advance with the trustee.Outstanding debt as of June 30, 2012 totals $286,390,000.2008 Bonds totaling $14,345,000 were issued by the Sonoma County Community Redevelopment Agency for the SpringsRedevelopment project. Interest rates range from 4.00 percent to 6.50 percent. The bonds fully mature in 2034. Paymentsare financed by legally available funds of the county, pledged tax revenues, and other revenues recorded by theRedevelopment Agency. Outstanding debt as of June 30, 2012 totals $13,570,000.2007 Bonds totaling $96,885,000 were issued by Sonoma County to finance Sonoma County Agricultural Preservation andOpen Space District land acquisitions. Interest rates range from 4.00 percent to 5.00 percent. The bonds fully mature in2031. Payments are financed by a voter-approved sales tax. Outstanding debt as of June 30, 2012 totals $93,845,000.2005 Loan Payable totaling $83,060,000 was issued to The Sonoma County Tobacco Securitization Corporation from theCalifornia County Tobacco Securitization Agency. The proceeds of the series 2005 Tobacco Settlement Asset-BackedRefunding Bonds to provide additional resources and to refund the Series 2002 A and B Tobacco Settlement Asset-BackedBonds used by the Agency. Loan repayments will be funded by future tobacco settlement revenues. Interest rates range from4.25 percent to 5.25 percent. The bonds fully mature in 2045. Outstanding debt as of June 30, 2012 totals $77,860,000.2003 Bonds totaling $231,200,000 were issued by Sonoma County to finance unfunded pension benefit obligations and forfuture retirement benefits related to retirement program enhancements. Interest rates range from 1.55 percent to 5.07percent. The bonds fully mature in 2023. Payments are financed by legally available funds of the county. Annual debtservice payments are required to be deposited one year in advance with the trustee. Outstanding debt as of June 30, 2012totals $194,965,000.1993 bonds totaling $97,400,000 were issued by Sonoma County to finance its unfunded pension benefit obligation and toprepay its 1994 pension contribution to the Retirement Association. Interest rates range from 5.00 percent to 6.625 percent.The bonds fully mature in 2013. Payments are financed by legally available funds of the county. Annual debt servicepayments are deposited one year in advance with the trustee. Outstanding debt as of June 30, 2012 totals $13,865,000.1986 bonds totaling $3,330,000 were issued by the Redevelopment Agency to provide redevelopment activities in theRoseland and Sonoma Valley areas. The outstanding balance of $1,030,000 for Sonoma Valley Redevelopment Bonds wasrepaid in FY 2008-09. The interest rate on the remaining 1986 Roseland Redevelopment Bonds is 7.90 percent. Annualprincipal and interest payments are due until the bonds fully mature in 2014. Payments are financed by legally availablefunds of the county, pledged tax revenues, and other revenues recorded by the Redevelopment Agency. Outstanding debt asof June 30, 2012 totals $345,000.Notes payable in the amount of $1,260,000 were issued by the Community Development Commission to assist in operatinga local housing program administered by the Burbank Housing Development Corporation. Outstanding debt as of June 30,2012 totals $750,000.Special Assessment outstanding debt, as of June 30, 2012, totals $4,130,000. Under the Improvement Bond Act of 1915,facilities and improvements authorized by the Act are constructed by special assessment districts and financed by bondissues. Principal and interest payments are funded by assessments against the property parcels benefiting from the projects.Failure to pay assessments results in foreclosure and sale of the property involved. The county is obligated to the extent thatproceeds from foreclosure are not sufficient to retire the debt.The present value of future minimum lease payments under building and equipment capital leases, as of June 30, 2012,totals $4,640,670.County of SonomaFY 2012-2013 Adopted Budget245Debt

Annual ExpendituresLong Term DebtMaturityDateActual2007-08Actual2008-09Actual2009-10Actual2010-11Estimated2011-12Certificates of Participation:2010 370 Admin Drive 12/2023 72,419 144,8382009 Energy Project 10/2026 678,098 1,405,2822007 ACTTC Remodel 11/2018 349,000 349,000 349,000 349,0002003(A) 1993 Refinance 11/2017 1,840,265 1,841,415 1,841,365 1,840,115 1,835,5132003(B) Juvenile Just Center 11/2017 481,038 478,756 475,150 475,025 473,5202002 Detention Refinance 11/2012 1,913,000 1,893,625 1,900,750 1,884,125 1,869,1251991 La Plaza Building 10/2011 719,669 722,988 723,269 741,500 788,9254,953,972 5,285,784 5,289,534 6,040,282 6,866,203Annual ExpendituresLong Term DebtMaturityDateActual2007-08Actual2008-09Actual2009-10Actual2010-11Estimated2011-12Bonds, Leases & Notes:2012 Energy Efficiency Loan 05/2018 5,6962010 Pension Obligation 12/2029 15,205,098 16,341,3492008 Redevelopment 08/2034 139,076 1,029,900 1,125,400 1,123,6002007 Open Space 06/2031 1,433,173 4,565,860 4,565,860 4,565,860 7,535,1802005 Tobacco Securitization 06/2045 4,796,006 4,775,619 4,751,806 4,748,250d i2003 Pension Obligation 12/2022 14,347,803 15,084,454 15,857,030 16,659,277 17,493,5191993 Pension Obligation 06/2013 11,642,125 12,206,906 12,806,463 13,433,838 14,092,0751986 Redevelopment 08/2014 317,398 317,980 125,030 128,315 126,008Note Payable 03/2014 61,360 58,520 55,680 52,840 0Special Assessments Varies 1,774,597 1,246,558 966,664 886,412 505,411Capital Leases Varies 794,613 784,822 928,956 1,257,056 1,133,72130,371,069 39,200,182 41,111,202 58,065,902 63,104,809Total Expenditures 35,325,041 44,485,966 46,400,736 64,106,184 69,971,012Estimated Vacation and Sick Leave: $35,924,697Vacation pay, which may be generally accumulated up to six weeks, is payable upon termination. Sick leave may beaccumulated without limitation. The monetary equivalent of 25 percent of all unused sick leave is vested and payable toemployees who separate from the county for reasons other than disability. Vacation and sick leave expected to be paid in theensuing year is accrued in the governmental fund types, and the remainder is recorded in the General Long Term DebtAccount Group. The accrued amount, as of June 30, 2012, will be included in Sonoma County’s FY 2011-12Comprehensive Annual Financial Report (CAFR).County of SonomaFY 2012-2013 Adopted Budget246Debt

DEBT POLICIESDebt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit. Debtis also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds, certificates ofparticipation) at lower rates.Sonoma County will not exceed its legal maximum debt amount. This amount is calculated annually based on 2% of thecounty’s total assessed valuation. As shown in the chart on the following page, the County has no debt applicable to thelegal maximum debt, leaving a 100% legal debt margin.CREDIT RATINGThe County of Sonoma rated debt ranges from an A1 to AAA insured under the Moody’s rating system and an A+ to aAAA (long term), and an SP1+ (short term) insured under the Standard and Poor’s rating system.County of SonomaFY 2012-2013 Adopted Budget247Debt

Computation of Legal Debt MarginJune 30, 2012Assessed Valuations:Estimated Assessed Value $ 65,828,722,749Estimated Debt limitation – 2 percent of total assessed value $ 1,316,574,455Total Debt applicable to limit $Legal debt margin $Legal Debt MarginExisting Debt0%- 0%1,316,574,455 100%AvailableDebt Margin100%Notes:(1) Assessed value does not include tax exempt property.(2) The legal debt limit is 2% of full cash value.(3) The legal debt margin is the County's available borrowing authority under state finance statutes and is calculated bysubtracting the debt applicable to the legal debt limit from the legal debt limit.(4) Bonded debt applicable to the limit only includes general obligation bonds. In prior years certain County and non-County1915 Act debt was included in the calculation of the legal debt margin. The following listing of 1915 Act debt balances atJune 30, 2012 is included for informational purposes only.1915 Act Debt:Municipal Bonds:County Debt – Special assessment bonds 4,130,000Sonoma Valley County Sanitation District 795,000Non-County Debt:City of Healdsburg 450,000Occidental Community Services District 992,825Forestville County Water District 1,458,800Russian River County Water District 4,025,900Town of Windsor 4,250,0004,925,00011,177,52516,102,525County of SonomaFY 2012-2013 Adopted Budget248Debt

STATE FINANCIAL SCHEDULESThe following section of this budget document includes a number of financial summary schedulesrequired by State Budget law that allow for comparability with other counties.They include:Budget Summary-All Funds (Schedule 1)Budget Summary-Governmental Funds (Schedule 2)Fund Balances-Governmental Funds (Schedule 3)Detail of Changes in Fund Balance-Governmental Funds (Schedule 4)Summary of Additional Financing Sources-Governmental Funds ((Schedule 5)Detail of Additional Financing Sources-Governmental Funds (Schedule 6)Summary of Financing Uses-Governmental Funds (Schedule 7)Detail of Financing Uses-Governmental Funds (Schedule 8)Budget Summary-Non-Enterprise Special Districts/Agencies (Schedule 12)Fund Balances-Non-Enterprise Special Districts/Agencies (Schedule 13)Detail of Changes in Fund Balance-Non-Enterprise Special Districts/Agencies (Schedule 14)Some of the State’s functional categories are slightly different than those functional categories used topresent groups of similar services in this budget document.The last page in this section provides a cross-reference for the portions of the County Operating Budget asthey appear in this document with the corresponding State functional category.Additional note:The state formatted detail reports supporting these financial summaries include the following:Financing Sources and Uses by Budget Unit-Governmental Funds (Schedule 9)Internal Service Fund Operational Statement (Schedule 10)Enterprise Fund Operational Statement (Schedule 11)Financing Sources & Uses-Non-Enterprise Special Districts/Agencies (Schedule 15)Road Fund Cost Center DetailCapital Asset DetailThese are presented under separate cover and are incorporated in this document by reference. See alsowww.sonoma-county.org/auditor for these schedules as they become available each year.County of SonomaFY 2012-2013 Adopted Budget249State Financial Schedules

County of SonomaFY 2012-2013 Adopted Budget250State Financial Schedules

State Controller Schedules County of Sonoma Schedule 1County Budget Act State of CaliforniaJanuary 2010 All Funds SummaryFiscal Year 2012-13Total Financing SourcesTotal Financing UsesUnallocated Decreases to Additional Total Increases to TotalFund Balance Fund Balance/ Financing Financing Financing Fund Balance/ FinancingFund Name June 30,2012 Net Assets Sources Sources Uses Net Assets Uses(1) (2) (3) (4) (5) (6) (7) (8)General Fund 0 22,587,990 370,885,841 393,473,831 392,536,462 937,369 393,473,831Special Revenue Funds 0 59,940,144 416,848,126 476,788,270 472,996,381 3,791,889 476,788,270Capital Project Funds 0 1,870,675 31,069,166 32,939,841 32,939,841 0 32,939,841Debt Service Funds 0 0 11,727,974 11,727,974 11,232,507 495,467 11,727,974Subtotals - Governmental Funds 0 84,398,809 830,531,107 914,929,916 909,705,191 5,224,725 914,929,916Less: Operating Transfers 0 0 (95,138,047) (95,138,047) (95,138,047) 0 (95,138,047)Total Governmental Funds 0 84,398,809 735,393,060 819,791,869 814,567,144 5,224,725 819,791,869Enterprise Funds 0 11,270,014 123,710,541 134,980,555 134,980,555 0 134,980,555Internal Service Funds 0 16,040,201 50,265,748 66,305,949 66,305,949 0 66,305,949Special Districts & Other Agencies 0 48,725,160 226,772,317 275,497,477 275,497,477 0 275,497,477Total Other Funds 0 76,035,375 400,748,606 476,783,981 476,783,981 0 476,783,981Total All Funds 0 160,434,184 1,136,141,666 1,296,575,850 1,291,351,125 5,224,725 1,296,575,850County of SonomaFY 2012-2013 Adopted Budget251State Financial Schedules

State Controller Schedules County of Sonoma Schedule 2County Budget Act State of CaliforniaJanuary 2010 Governmental Funds SummaryFiscal Year 2012-13Total Financing SourcesTotal Financing UsesUnallocated Additional Total TotalFund Balance Decreases to Financing Financing Financing Increases to FinancingFund Name June 30,2012 Fund Balance Sources Sources Uses Fund Balance Uses(1) (2) (3) (4) (5) (6) (7) (8)10-010-XXX General 0 21,749,693 368,677,384 390,427,077 390,416,644 10,433 390,427,07710-020-XXX General Reserve 0 0 500,000 500,000 0 500,000 500,00010-065-XXX ACO Funds 0 838,297 1,708,457 2,546,754 2,119,818 426,936 2,546,75410 Total General 0 22,587,990 370,885,841 393,473,831 392,536,462 937,369 393,473,83111-110-XXX Advertising 0 709,995 6,908,863 7,618,858 7,618,858 7,618,85811-140-XXX Fish/Wildlife 0 11,150 45,800 56,950 56,950 56,95011-160-XXX Road 0 11,377,523 57,224,113 68,601,636 68,551,636 50,000 68,601,63611-190-XXX Tobacco Tax 0 182,394 182,394 182,394 182,39411-300-XXX Mandated 0 41,003,926 41,100,243 82,104,169 78,852,870 3,251,299 82,104,16911-400-XXX Public Safety Realignment 0 981,832 38,349,738 39,331,570 39,331,570 39,331,57011-580-XXX Human Svcs-Realign 0 30,169,169 30,169,169 30,169,169 30,169,16911-590-XXX Human Services Dept 0 125,034,349 125,034,349 125,034,349 125,034,34911-600-XXX DCSS-Child Support Enf 0 10,017 14,571,820 14,581,837 14,581,837 14,581,83711-610-XXX Dept of Health Services 0 52,462,883 52,462,883 52,462,883 52,462,88311-640-XXX Health-Realign 0 582,053 23,869,540 24,451,593 24,451,593 24,451,59311-650-XXX Mental Health-Realign 0 13,332,135 13,332,135 12,841,545 490,590 13,332,13511-660-XXX Mental Health Svcs Act 0 5,263,648 13,597,079 18,860,727 18,860,727 18,860,72711 Total Special Revenue 0 59,940,144 416,848,126 476,788,270 472,996,381 3,791,889 476,788,27012 Total Capital Projects 0 1,870,675 31,069,166 32,939,841 32,939,841 0 32,939,84113 Total Debt Service 0 0 11,727,974 11,727,974 11,232,507 495,467 11,727,974Subtotals 0 84,398,809 830,531,107 914,929,916 909,705,191 5,224,725 914,929,916XX Operating Transfers* 0 0 (95,138,047) (95,138,047) (95,138,047) 0 (95,138,047)Total Governmental Funds 0 84,398,809 735,393,060 819,791,869 814,567,144 5,224,725 819,791,869*Transfers within a fund totalling $34,706,188 have been eliminated from the above fund totals. Transfers between funds are included within the abovefunds and eliminated here before consolidating General County totals.County of SonomaFY 2012-2013 Adopted Budget252State Financial Schedules

State Controller Schedules County of Sonoma Schedule 3County Budget ActState of CaliforniaJanuary 2010Fund Balance-Governmental FundsFiscal Year 2012-13Less: Obligated Fund BalanceTotalTotalEstimated Less: UnallocatedFund Balance Unassigned Fund BalanceFund Name June 30, 2012 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2012(1) (2) (3) (4) (5) (6) (7) (8)10-010-XXX General 66,127,938 30,386,835 30,372,338 5,368,765 010-020-XXX General Reserve 28,369,186 28,369,186 010-065-XXX ACO Funds 4,434,934 4,434,934 010 Total General 98,932,058 30,386,835 0 0 34,807,272 33,737,951 011-110-XXX Advertising 1,371,363 15,000 1,356,363 011-140-XXX Fish/Wildlife 151,542 151,542 011-160-XXX Road 17,791,589 669,355 17,122,234 011-300-XXX Mandated 127,651,185 127,651,185 011-400-XXX Public Safety Realignment 1,664,360 1,664,360 011-590-XXX Human Services Dept 413,051 413,051 011-600-XXX DCSS-Child Support Enf 10,017 10,017 011-610-XXX Dept of Health Services 43,656 43,656 011-640-XXX Health-Realign 2,694,041 2,694,041 011-650-XXX Mental Health-Realign 2,344,121 2,344,121 011-660-XXX Mental Health Svcs Act 9,994,092 9,994,092 011 Total Special Revenue 164,129,017 684,355 162,088,299 1,356,363 0 0 012 Total Capital Projects 1,870,675 0 0 0 1,870,675 0 013 Total Debt Service 20,247,440 0 20,247,440 0 0 0 0Total Governmental Funds 285,179,190 31,071,190 182,335,739 1,356,363 36,677,947 33,737,951 0*Fund Balance Component Definitions (encumbrances are excluded):1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.3) Committed - Formal action required by the Board of Supervisors.4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.County of Sonoma253FY 2012-2013 Adopted BudgetState Financial Schedules

State Controller Schedules County of Sonoma Schedule 4County Budget Act State of CaliforniaJanuary 2010Detail of Changes in Fund Balance-Governmental FundsFiscal Year 2012-13Decreases or Cancellations Increases or New TotalEstimatedDescription Estimated Adopted by Adopted by Fund Balance(Identified by Fund Fund Balance the Board of the Board of for theBalance Component*) June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year(1) (2) (3) (4) (5) (6) (7)General Fund - Nonspendable:10-010-000 Inventory 39,699 39,69910-010-000 Retirement Deposits 30,078,081 30,078,08110-010-371 P.W.-Water Systems-Advances 69,055 69,05510-010-776 Tobacco Deallocation-LT Receivables 200,000 200,000Subtotal - Nonspendable 30,386,835 0 0 0 0 30,386,835General Fund - Assigned:10-010-000 General Fund Balance 11,000,000 11,000,000 11,000,000 010-010-070 IS Replacement-A 2,960,160 1,822,223 1,822,223 1,137,93710-010-071 IS Replacement-B 406,553 2,518 2,518 404,03510-010-072 Technology Investment Fund 1,578,109 1,537,312 1,537,312 40,79710-010-110 County Center Parking 53,344 16,293 16,293 37,05110-010-120 So Co Energy Watch 273,602 3,572 3,572 277,17410-010-251 ARM-Mitigation 189,178 1,100 1,100 190,27810-010-320 Parks-Equip Replace 180,365 180,36510-010-370 P.W.-District Formation 85,206 5,044 5,044 80,16210-010-371 P.W.-Water Systems 308,635 3,761 3,761 312,39610-010-400 Sheriff-Radio Replacement 218,884 2,000 2,000 220,88410-010-403 Sheriff-Radio Infrastructure 1,079,265 1,079,26510-010-440 Probation-SAC Ops & Replacement 222,728 222,72810-010-775 Tribal Development Impact Mitigation 3,500,000 3,500,00010-010-776 Tobacco Deallocation 6,659,581 5,709,575 5,709,575 950,00610-010-777 Refuse Franchise Fees 1,156,728 1,156,728 1,156,728 010-010-779 Assessment Appeals 500,000 500,000 500,000 0Subtotal - Assigned 30,372,338 21,749,693 21,749,693 10,433 10,433 8,633,078General Fund - Unassigned:10-010-000 State Mandates 508,662 508,66210-010-000 JMS System 500,000 500,00010-010-000 OPEB 3,000,000 3,000,00010-010-000 Supplemental Tax Processing 1,360,103 1,360,103Subtotal - Unassigned 5,368,765 0 0 0 0 5,368,765Subtotal General Fund 66,127,938 21,749,693 21,749,693 10,433 10,433 44,388,678General Reserve - Unassigned10-020-000 General Reserve 28,369,186 500,000 28,869,1860ACO Funds - Assigned 010-065-100 Fleet ACO 2,284,982 688,051 358,066 2,643,04810-065-200 Reprographics ACO 2,007 2,00710-065-400 Communications ACO 1,072,120 838,297 838,297 233,82310-065-500 Facilities ACO 770,721 66,638 66,638 837,35910-065-600 Records ACO 305,104 2,232 2,232 307,336Total ACO Funds 4,434,934 838,297 838,297 756,921 426,936 4,023,57310 Total General Fund 98,932,058 22,587,990 22,587,990 767,354 937,369 77,281,437County of SonomaFY 2012-2013 Adopted Budget254State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Changes in Fund Balance-Governmental FundsFiscal Year 2012-13Schedule 4Description(Identified by FundBalance Component*)(1)EstimatedFund BalanceJune 30,2012(2)Decreases or Cancellations Increases or New TotalRecommended(3)Adopted bythe Board ofSupervisors(4)Recommended(5)Adopted bythe Board ofSupervisors(6)EstimatedFund Balancefor theBudget Year(7)11-110-00011-110-00011-110-000Advertising - Nonspendable:Long Term ReceivablesAdvertising - Committed:AdvertisingEconomic Uncertainties15,0001,042,704313,659709,995 709,99515,00000332,709313,659Total Advertising1,371,363 709,995 709,995 0 0 661,36811-140-00011-140-100Fish/Wildlife - Restricted:Fish/WildlifeAbalone Preservation151,15938311,150 11,150 140,009383Total Fish/Wildlife151,542 11,150 11,150 0 0 140,392Road Fund - Nonspendable:11-160-060 Maint Division-Inventory 669,355 669,3550Road Fund - Restricted: 011-160-000 Road 3,257,383 159,266 159,266 3,098,11711-160-020 Bridges 85,200 85,20011-160-030 Overlays/Road Improvements 28,260 28,26011-160-060 Maintenance Division 3,754,389 1,330,288 1,630,288 2,124,10111-160-080 Co-operative Cap Projects 38,667 50,000 50,000 88,66711-160-090 State Tribal Casino Fund 30,423 30,42311-160-403 Sonoma Vly Dev Fee 1,142,108 802,235 802,235 339,87311-160-404 Moorland Ave Dev Fee 70 7011-160-409 Countywide Developer Fees 8,785,734 8,785,734 8,785,734 0Total Road Fund 17,791,589 11,077,523 11,377,523 50,000 50,000 6,464,066Mandated Funds - Restricted:11-300-100 Tidelands Leases 543,297 255,306 255,306 287,99111-300-210 Assessor-Prop Characteristics 507,701 10,792 10,792 518,49311-300-211 Assessor-Prop Tax Admin 3,801 832 832 4,63311-300-240 Recorder-Modernization 7,017,138 205,336 205,336 7,222,47411-300-241 Recorder-Micrographics 739,927 37,945 37,945 777,87211-300-242 Clerk/Recorder VRIP 362,408 11,500 11,500 373,90811-300-243 Social Security Truncation 39,376 122,655 122,655 162,03111-300-245 Recorder Operations 421,191 8,517 8,517 412,67411-300-250 Survey-Monument Preservation 75,995 400 400 76,39511-300-251 PRMD-Planning Admin Fund 421,753 3,000 3,000 424,75311-300-320 Reg Parks Restricted Fund 644,129 91,935 91,935 552,19411-300-321 Sonoma/Gualala Park Mit 135,548 67,656 67,656 67,89211-300-322 Clov/Healds Park Mit 258,540 91,781 91,781 166,75911-300-323 Russ Riv/Seb Park Mit 146,090 56,912 56,912 89,17811-300-324 Santa Rosa Park Mit 129,000 110,540 110,540 18,46011-300-325 RP-Cot/Pet Park Mit 370,331 35,995 35,995 406,32611-300-326 Sonoma Vly Park Mit 201,688 196,949 196,949 4,73911-300-327 Lark-Wik Spec Plan Park Mit 25,654 21,697 21,697 3,95711-300-371 Pub Educ Govt Access Fees 1,033,218 181,808 181,808 851,41011-300-400 Sheriff-AB1109 Fees 627,422 65,525 65,525 692,94711-300-401 Sheriff-AB709 Fees 194,120 28,667 28,667 165,45311-300-402 Sheriff-Fed Forfeiture-DOJ 898,284 78,700 178,700 719,584County of SonomaFY 2012-2013 Adopted Budget255State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Changes in Fund Balance-Governmental FundsFiscal Year 2012-13Schedule 4Description(Identified by FundBalance Component*)(1)EstimatedFund BalanceJune 30,2012(2)Decreases or CancellationsAdopted bythe Board ofIncreases or NewAdopted bythe Board ofTotalEstimatedFund Balancefor theRecommended Supervisors Recommended Supervisors Budget Year(3) (4)(5) (6)(7)11-300-40311-300-40411-300-40511-300-40611-300-41011-300-42111-300-42211-300-42311-300-42411-300-42511-300-42611-300-42711-300-43211-300-43311-300-44011-300-46011-300-46111-300-46311-300-51211-300-59411-300-61011-300-65011-300-65211-300-65311-300-65411-300-65511-300-67811-300-67911-300-68011-300-68111-300-68211-300-68311-300-68411-300-68511-300-68611-300-69111-300-69211-300-69311-300-69611-300-69711-300-69811-300-69911-300-70011-300-70011-300-70111-300-70211-300-77011-300-774Mandated Funds - Restricted (cont):Sheriff-Fed Forfeiture-US TreasSheriff-DMV ID FeeAsset Forfeiture FundJAGDetention-Jail IndustriesD.A.-Auto Insurance FraudD.A.-Consumer ProtectionD.A.-SCATTD.A.-Family Justice CenterD.A.-Asset ForfeitureD.A.-FJC-SB635D.A.-Treasury ForfeitureJJCPAProbation-CCPIFProb-Juv FundsCourthouse ConstructionCriminal Justice ConstructionPenalty AssessmentAlternate Dispute ResolutionDependent Child FundAODS-Memorial FundMH-Interim FundPH-PHERPH-HPPPH-HPP-H1N1Medi-Cal System ExpansionAODS-JAG FundsAODS-OTPP&P-C&FC-Dedicated FundP&P-Children & Families FirstPH-EMSEH-Solid Waste-EAGP&P-Child Safety SeatsAODS-Residential Tox & DetoxAODS-Alc Abuse Educ/PrevAODS-AB 1916AODS-SACPAPH-Vital Statistics FundAdmin-MAA/TCM Audit ReservePH-Bioterrorism ProgramPH-SB 1773Childrens FundACC-Public Educ FundACC-Public Educ-EquipmentW & M Transaction VerificationAnimal Welfare FundSecuritization/Endowment AOpen Space Spec Tax Account-Meas F5,3631,789,518672,92933195,410114,273966,74248,304375,83915,24719,9732,894790223,1622871,129,1493,862,76811,859207,43238,84524,31533,29428,68076811,823,88511,12412,25626,477,330100,289140,3042,1535,9434,85651729,35522,5797,1171,326,664185,933123,22440,87520,99469,33620,564158,52420,304,61252,198,8771,789,51823,57557,886257,91214,13419,8592,894790221,829287461,6521,371,98945,56224,3157,70076813,283,07715,6142,1535,9434,85651729,3553,613101,0543,4509,651,29414,506,4731,789,51823,57557,886257,91214,13419,8592,894790221,829287461,6521,371,98945,56224,3157,700768110,089,07715,6142,1535,9434,85651729,3553,613101,0543,45010,651,29414,506,47312,87322,2242,637,64467,6118,6678,30012,87322,2242,637,64467,6118,6678,3005,3630672,92933171,83556,387708,83061,177398,0631,113114001,3330667,4972,490,77911,859161,87038,845025,59428,680004,461,52911,12412,25616,388,253100,289124,6900000022,5793,5041,394,275185,93322,17040,87520,99478,00317,114166,8249,653,31837,692,404Total Mandated Funds127,651,185 33,097,926 41,003,926 3,251,299 3,251,299 89,898,558County of SonomaFY 2012-2013 Adopted Budget256State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Changes in Fund Balance-Governmental FundsFiscal Year 2012-13Schedule 4Description(Identified by FundBalance Component*)(1)EstimatedFund BalanceJune 30,2012(2)Decreases or Cancellations Increases or New TotalRecommended(3)Adopted bythe Board ofSupervisors(4)Recommended(5)Adopted bythe Board ofSupervisors(6)EstimatedFund Balancefor theBudget Year(7)11-400-11011-400-12011-400-13011-400-310Public Safety Realignment - Restricted:Prob-YOBGProb-Juv Prob/Camp FundingProb-JJCPAD.A.-Local Law Enf Services740,348397,121526,84150411,330300,000270,502411,330300,000270,502329,01897,121256,33950Total Public Safety Realignment1,664,360 981,832 981,832 0 0 682,52811-590-10011-590-11011-590-120Human Services Dept - Restricted:Human Services DeptWP-Federal AssistanceWP-WrapAround187,993157,10567,953187,993157,10567,953Total Human Services Dept413,051 0 0 0 0 413,05111-600-02011-610-10011-640-71011-650-81011-660-42011-660-43011-660-44011-660-45011-660-46011-660-470DCSS-Child Support Enforce - Restricted:DCSS-Child Support EnforcementDept of Health Services - Restricted:Dept of Health Services 43,656Health Realignment - Restricted:Health Realign-Operating 2,694,041 545,595 582,05310,017 10,017 10,017 00043,6560Mental Health Realignment - Restricted:MH Realign-Operating 2,344,121 566,724 490,59002,111,988002,834,7110Mental Health Services Act - Restricted: 0MHSA-CSS68,698 68,698 68,6980MHSA-Capital4,240,817 1,717,176 1,717,1762,523,641MHSA-Early Intervention3,084,479 1,929,108 1,929,1081,155,371MHSA-Educ/Training1,138,869 651,012 651,012487,857MHSA-Innovation563,575563,575MHSA-Prudent Reserve897,654 897,654 897,6540Total Mental Health Svcs Act 9,994,092 5,263,648 5,263,648 0 0 4,730,44411 Total Special Revenue Funds 164,129,017 51,697,686 59,940,144 3,868,023 3,791,889 107,980,76212 Capital Projects (Assigned) 1,870,675 1,870,675 1,870,675 0 0 013 Debt Service (Restricted) 20,247,440 0 0 495,467 495,467 20,742,907Total Governmental Funds 285,179,190 76,156,351 84,398,809 5,130,844 5,224,725 206,005,106County of SonomaFY 2012-2013 Adopted Budget257State Financial Schedules

State Controller Schedules County of Sonoma Schedule 5County Budget ActState of CaliforniaJanuary 2010Summary of Additional Financing Sources by Source and FundGovernmental FundsFiscal Year 2012-13Adopted bythe Board ofActual Estimated Recommended SupervisorsDescription 2010-11 2011-12 2012-13 2012-13(1) (2) (3) (4) (5)Summarization By Source:10 Taxes:Property Taxes-CY Secured 174,053,278 172,367,983 171,913,721 171,913,721Property Taxes-CY Supplemental 1,002,941 620,000 1,000,000 1,000,000Property Taxes-CY Unsecured 5,316,900 5,369,000 5,000,000 5,000,000Property Taxes-PY Secured 578,786 (100,000) 0 0Property Taxes-PY Supplemental (26,872) (15,000) 0 0Property Taxes-PY Unsecured 132,006 75,000 75,000 75,000Penalties/Costs on Taxes 52 0 0 0In Lieu Local Sales/Use Taxes 3,050,836 3,498,190 3,136,500 3,136,500Sales/Use Taxes 12,876,927 25,850,422 26,430,000 26,430,000Other Taxes 11,575,626 11,627,232 11,683,795 11,683,795208,560,480 219,292,827 219,239,016 219,239,01613 Licenses, Permits and Franchises 16,216,263 15,688,659 17,950,036 17,950,03615 Fines, Forfeitures and Penalties 21,314,424 16,348,583 12,759,902 20,759,90217 Revenue From Use of Money and Property 10,491,627 10,035,854 6,960,927 6,960,92720 Intergovernmental Revenues:Intergovernmental-State 273,033,127 269,388,357 295,836,751 298,634,239Intergovernmental-Federal 65,985,899 52,948,172 66,298,825 66,412,921Intergovernmental-Other 25,384,080 26,475,658 34,594,442 34,594,442364,403,106 348,812,187 396,730,018 399,641,60230 Charges for Current Services 104,462,295 56,005,348 52,140,229 52,165,55740 Miscellaneous Revenues 24,656,701 14,795,011 16,937,456 17,188,11346 Other Financing Sources* 63,904,695 950,966 1,487,907 1,487,907Total Summarization by Source 814,009,591 681,929,435 724,205,491 735,393,060*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, 2012-13 Recommended transferstotalling $113,731,559, and 2012-13 Adopted transfers totalling $129,844,235.County of SonomaFY 2012-2013 Adopted Budget258State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaSummary of Additional Financing Sources by Source and FundGovernmental FundsFiscal Year 2012-13Schedule 5Description(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Summarization by Fund:10-010-XXX10-020-XXX10-065-XXXGeneralGeneral ReserveACO Funds386,751,7560768,705362,411,17602,255,651360,885,5000465,686368,677,384500,0001,708,45710 General Fund 387,520,461 364,666,827 361,351,186 370,885,84111-110-XXX11-140-XXX11-160-XXX11-190-XXX11-300-XXX11-400-XXX11-580-XXX11-590-XXX11-600-XXX11-610-XXX11-640-XXX11-650-XXX11-660-XXXAdvertisingFish/WildlifeRoadTobacco TaxMandatedPublic Safety RealignmentHuman Svcs-RealignHuman Svcs DeptDCSS-Child Support EnfDept of Health ServicesHealth-RealignMental Health-RealignMental Health Services Act6,095,27831,28538,144,825210,45487,026,861016,278,527152,220,26613,789,84156,248,41023,633,10013,823,85023,930,0126,902,06433,05033,145,874189,97438,863,02417,562,19627,396,613132,155,38612,218,86952,144,48023,593,72512,701,08211,951,4356,908,86345,80049,224,113182,39441,100,24337,598,46530,169,169124,695,93614,571,82052,092,97923,869,54013,332,13513,597,0796,908,86345,80057,224,113182,39441,100,24338,349,73830,169,169125,034,34914,571,82052,462,88323,869,54013,332,13513,597,07911 Special Revenue Funds 431,432,709 368,857,772 407,388,536 416,848,12612 Capital Projects 18,581,233 8,809,745 30,069,166 31,069,16613 Debt Service 54,423,729 11,165,479 11,727,974 11,727,974Subtotal 891,958,132 753,499,823 810,536,862 830,531,107XX Transfers* (77,948,541) (71,570,388) (86,331,371) (95,138,047)Total Summarization by Fund 814,009,591 681,929,435 724,205,491 735,393,060*The following transfers within a fund have been eliminated from the above fund totals: 2010-11 Actuals - $13,101,032, 2011-12 Estimated -$22,052,689, 2012-13 Recommended - $27,400,188, and 2012-13 Adopted - $34,706,188. Transfers between funds are included within theabove funds and eliminated here before consolidating General County totals.County of SonomaFY 2012-2013 Adopted Budget259State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6County Budget ActState of CaliforniaJanuary 2010Detail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Adopted bythe Board ofFinancing Source Category, Account and Fund Actual Estimated Recommended Supervisors(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13(1) (2) (3) (4) (5)10 Taxes:100 Property Taxes-CY Secured:10-010-XXX General 173,573,451 172,038,330 171,590,236 171,590,23613-XXX-XXX Debt Service 479,827 329,653 323,485 323,485174,053,278 172,367,983 171,913,721 171,913,721102 Property Taxes-CY Supplemental 1,002,941 620,000 1,000,000 1,000,000104 Property Taxes-CY Unsecured 5,316,900 5,369,000 5,000,000 5,000,000106 Property Taxes-PY Secured:10-010-XXX General 555,108 (100,000) 0 013-XXX-XXX Debt Service 23,678 0 0 0578,786 (100,000) 0 0108 Property Taxes-PY Supplemental (26,872) (15,000) 0 0110 Property Taxes-PY Unsecured 132,006 75,000 75,000 75,000112 Penalties/Costs on Taxes 52 0 0 0113 In Lieu Local Sales/Use Tax 3,050,836 3,498,190 3,136,500 3,136,500114 Sales/Use Taxes:10-010-XXX General 9,965,427 10,100,000 10,302,000 10,302,00011-300-XXX Mandated 2,911,500 15,750,422 16,128,000 16,128,00012,876,927 25,850,422 26,430,000 26,430,000126 Other Taxes:10-010-XXX General 4,970,588 5,007,500 5,106,000 5,106,00011-110-XXX Advertising 5,947,242 6,577,795 6,577,795 6,577,79511-160-XXX Road 557,796 41,937 0 012-XXX-XXX Capital Projects 100,000 0 0 011,575,626 11,627,232 11,683,795 11,683,79510 Total Taxes 208,560,480 219,292,827 219,239,016 219,239,016County of SonomaFY 2012-2013 Adopted Budget260State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)13130Licences, Permits and Franchises:Animal Licenses10-010-XXX11-610-XXXGeneralDept of Health Services691,025000198 699,904 699,000 699,000691,223 699,904 699,000 699,000132Business Licenses:10-010-XXX11-610-XXXGeneralDept of Health Services51,050 43,631 19,180 19,1802,749,215 2,612,271 2,659,067 2,659,0672,800,265 2,655,902 2,678,247 2,678,247134Construction Permits:10-010-XXX11-300-XXX11-610-XXXGeneralMandatedDept of Health Services6,801,835350,939336,0916,892,542362,849284,1109,070,564316,500312,2989,070,564316,500312,2987,488,865 7,539,501 9,699,362 9,699,362136Road Privileges/Permits:10-010-XXX11-300-XXXGeneralMandated45,202 28,685 28,176 28,17604,3000045,202 32,985 28,176 28,176138Zoning Permits:11-610-XXXDept of Health Services0 295 0 00 295 0 0140Franchises:10-010-XXX11-300-XXX11-610-XXXGeneralMandatedDept of Health Services3,056,801346,193185,0002,600,000282,737189,6002,600,000275,000186,9002,600,000275,000186,9003,587,994 3,072,337 3,061,900 3,061,900146Other Licenses/Permits:10-010-XXX11-300-XXX11-610-XXXGeneralMandatedDept of Health Services1,472,9715,411124,332291,5321,274,909121,294300,9411,362,934119,476300,9411,362,934119,4761,602,714 1,687,735 1,783,351 1,783,35113 Total Licenses, Permits and Franchises 16,216,263 15,688,659 17,950,036 17,950,036County of SonomaFY 2012-2013 Adopted Budget261State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)15150Fines, Forfeitures and Penalties:Vehicle Code Fines:10-010-XXX11-160-XXX11-300-XXXGeneralRoadMandated80,655285,585090,611270,0009,50396,851270,0005,15096,851270,0005,150366,240 370,114 372,001 372,001152Other Court Fines:10-010-XXX General 1,936,146 1,791,346 1,760,724 1,760,72411-140-XXX Fish/Wild Life 30,259 31,790 44,500 44,50011-160-XXX Road 22,046 35,691 25,000 25,00011-300-XXX Mandated 3,044,843 3,378,573 3,100,957 3,100,95711-610-XXX Dept of Health Services57,260 47,090 17,800 17,8005,090,554 5,284,490 4,948,981 4,948,981160Forfeitures/Penalties:10-010-XXX General 2,414,635 2,517,463 2,498,134 2,498,13411-300-XXX Mandated 408,152 304,322 32,324 32,32411-610-XXX Dept of Health Services (19) 77,313 73,600 73,60012-XXX-XXX Capital Projects0 0 100,000 100,0002,822,768 2,899,098 2,704,058 2,704,058169Penalties/Costs on Taxes13,034,862 7,794,881 4,734,862 12,734,86215 Total Fines, Forfeitures and Penalties 21,314,424 16,348,583 12,759,902 20,759,902County of SonomaFY 2012-2013 Adopted Budget262State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)17170Revenue From Use of Money and Property:Interest:10-010-XXX10-065-XXX11-110-XXX11-140-XXX11-160-XXX11-190-XXX11-300-XXX11-400-XXX11-580-XXX11-590-XXX11-600-XXX11-610-XXX11-640-XXX11-650-XXX11-660-XXX12-XXX-XXX13-XXX-XXXGeneralACO FundsAdvertisingFish/Wild LifeRoadTobacco TaxMandatedPublic Safety RealignmentHuman Svcs-RealignHuman Services DeptDCSS-Child Support EnfDept of Health ServicesHealth-RealignMental Health-RealignMental Health Svcs ActCapital ProjectsDebt Service8,431,63232,18128,2361,026115,559265554,311015,472(22,485)6,910(143,371)24,81619,23546,4105,232244,5638,241,07530,35625,0001,260197,102500488,5965029,502(77,551)0(121,000)37,98528,694158,035611,9725,248,56226,15825,0001,30061,500270939,7495013,22525,0006,000(111,492)40,12019,87391,47903,2135,248,56226,15825,0001,30061,500270939,7495013,22525,0006,000(111,492)40,12019,87391,47903,2139,359,992 9,041,637 6,390,007 6,390,007180Rents/Concessions:10-010-XXX11-300-XXX12-XXX-XXXGeneralMandatedCapital Projects921,827118,43291,376921,52627,87244,819453,697117,2230453,697117,22301,131,635 994,217 570,920 570,92017 Total Revenue From Use of Money and Property 10,491,627 10,035,854 6,960,927 6,960,92720202Intergovernmental Revenues:State-Highway Users Tax:11-160-XXXRoad12,910,255 13,584,334 13,451,351 13,451,35112,910,255 13,584,334 13,451,351 13,451,351208State-Other In-Lieu6,0991,00000210State-Public Assist Admin:11-590-XXX11-600-XXX11-610-XXXHuman Services DeptDCSS-Child Support EnfDept of Health Services57,802,8623,267,36911,965,87251,941,5573,968,85310,823,80652,182,2174,952,37913,186,48352,386,5344,952,37913,414,88773,036,103 66,734,216 70,321,079 70,753,800County of SonomaFY 2012-2013 Adopted Budget263State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)20214Intergovernmental Revenues (cont):State-Public Assist Programs:11-590-XXX11-610-XXXHuman Services DeptDept of Health Services35,062,582 21,293,135 13,508,909 13,508,909236,773 129,940 167,530 167,53035,299,355 21,423,075 13,676,439 13,676,439220State-CA Children Services:11-610-XXXDept of Health Services2,978,119 3,148,335 3,362,140 3,365,6402,978,119 3,148,335 3,362,140 3,365,640224State-Mental Health:11-590-XXX11-610-XXXHuman Services DeptDept of Health Services295,3730 243,387 243,3874,602,698 3,425,309 3,160,006 3,160,0064,898,071 3,425,309 3,403,393 3,403,393226State-Tuberculosis Control:11-610-XXXDept of Health Services25,325 25,544 29,991 29,99125,325 25,544 29,991 29,991228State-Health:11-190-XXX11-300-XXX11-590-XXX11-610-XXXTobacco TaxMandatedHuman Services DeptDept of Health Services210,189666,24165,78613,253,397189,474670,68256,13011,866,046182,124658,62155,84112,019,125182,124658,62155,84112,031,12514,195,613 12,782,332 12,915,711 12,927,711230State-Agriculture3,003,4683,418,3782,556,2612,556,261232State-Civil Defense241,035193,510215,468215,468234State-Construction:11-160-XXXRoad1,949,716 2,632,216 4,385,845 4,385,8451,949,716 2,632,216 4,385,845 4,385,845236State-Corrections:10-010-XXX11-300-XXX11-400-XXX12-XXX-XXXGeneralMandatedPublic Safety RealignmentCapital Projects10,358,2851,491,424001,543,005148,2731,185,68202,047,8130015,7502,180,2130015,75011,849,709 2,876,960 2,063,563 2,195,963County of SonomaFY 2012-2013 Adopted Budget264State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)20240Intergovernmental Revenues (cont):State-Disaster Relief:10-010-XXX11-160-XXX12-XXX-XXXGeneralRoadCapital Projects16,69752,534120,081868,620104,27900168,95500168,955189,312 112,985 168,955 168,955242State-Veterans' Affairs:11-590-XXXHuman Services Dept64,602 60,000 60,000 60,00064,602 60,000 60,000 60,000244State-HOPTR1,329,4021,323,0001,300,0001,300,000245State-Realignment-Sales Tax:11-400-XXX11-580-XXX11-640-XXX11-650-XXXPublic Safety RealignmentHuman Svcs-RealignHealth-RealignMental Health-Realign015,610,8905,852,2628,364,25816,374,19526,745,0365,574,24211,381,42037,598,41529,533,8695,574,24211,752,01038,349,68829,533,8695,574,24211,752,01029,827,410 60,074,893 84,458,536 85,209,809247State-Prop 172-Public Safety31,994,50233,766,45534,919,93234,919,932248State-Trial Courts563,754373,017350,782350,782249State-Realignment-VLF20,728,68117,972,83818,439,01818,439,018250State-Other:10-010-XXX10-065-XXX11-160-XXX11-300-XXX11-590-XXX11-610-XXX11-660-XXX12-XXX-XXXGeneralACO FundsRoadMandatedHuman Services DeptDept of Health ServicesMental Health Svcs ActCapital Projects3,867,79319,92060,0007,308,822584,6092,442,94312,700,131958,3783,909,686006,253,695442,1432,673,18611,793,400387,8504,759,510006,480,098564,6122,853,79213,505,6001,594,6754,982,3331,242,77106,480,098564,6122,853,79213,505,6001,594,67527,942,596 25,459,960 29,758,287 31,223,881Total State Revenue273,033,127 269,388,357 295,836,751 298,634,239County of SonomaFY 2012-2013 Adopted Budget265State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)20260Intergovernmental Revenues (cont):Fed-Public Assist Admin:11-590-XXX12-XXX-XXXHuman Services DeptCapital Projects15,242,769 16,560,420 17,091,096 17,091,09600 13,750 13,75015,242,769 16,560,420 17,104,846 17,104,846262Fed-Public Assist Program:11-590-XXXHuman Services Dept8,398,762 8,410,316 8,790,459 8,790,4598,398,762 8,410,316 8,790,459 8,790,459268Fed-Disaster Relief:10-010-XXX11-160-XXX12-XXX-XXXGeneralRoadCapital Projects1,633710,480339,6953525,637764,711001,077,986001,077,9861,051,808 790,383 1,077,986 1,077,986278Fed-Other:10-010-XXX11-160-XXX11-300-XXX11-590-XXX11-600-XXX11-610-XXX12-XXX-XXXGeneralRoadMandatedHuman Services DeptDCSS-Child Support EnfDept of Health ServicesCapital Projects7,715,9148,326,230472,62810,575,04210,235,7993,797,058169,8895,138,7315,219,780639,1347,154,8998,250,016711,31673,1774,083,92117,067,893187,8457,377,9069,613,441387,342607,1864,083,92117,067,893187,8457,492,0029,613,441387,342607,18641,292,560 27,187,053 39,325,534 39,439,630Total Federal Revenue65,985,899 52,948,172 66,298,825 66,412,921290 Other Government Agencies:10-010-XXX10-065-XXX11-110-XXX11-160-XXX11-300-XXX11-590-XXX11-610-XXX12-XXX-XXX13-XXX-XXXGeneralACO FundsAdvertisingRoadMandatedHuman Services DeptDept of Health ServicesCapital ProjectsDebt Service18,198,96980,105100,8731,549,13870,612112,938703,4121,928,9342,639,09916,490,330870,701113,0002,067,38841,000(3,000)1,757,1992,264,7352,874,30517,201,68360,415113,0002,808,9955,018,03101,898,0894,447,4663,046,76317,201,68360,415113,0002,808,9955,018,03101,898,0894,447,4663,046,763Total Other Revenue 25,384,080 26,475,658 34,594,442 34,594,44220 Total Intergovernmental Revenues 364,403,106 348,812,187 396,730,018 399,641,602County of SonomaFY 2012-2013 Adopted Budget266State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)30300Charges for Current Services:Assessment/Tax Coll Fees:10-010-XXX11-300-XXX13-XXX-XXXGeneralMandatedDebt Service7,121,39423,231(13,076)8,092,16725,8535,5138,269,20821,8755,5138,269,20821,8755,5137,131,549 8,123,533 8,296,596 8,296,596302Special Assessments:13-XXX-XXXDebt Service1,125 5,036 0 01,125 5,036 0 0304Audit/Accounting Fees:10-010-XXX11-610-XXXGeneralDept of Health Services3,027,383 3,138,495 4,844,329 4,844,329190,151 190,268 236,304 236,3043,217,534 3,328,763 5,080,633 5,080,633306Communication Services265,023257,000284,541284,541308Election Services833,463473,605638,800638,800310Legal Services2,670,3362,827,3692,815,4112,815,411312Personnel Services:11-610-XXXDept of Health Services274,310525225225274,310 525 225 225314Planning/Engineering Services:10-010-XXX11-160-XXX11-300-XXX11-610-XXXGeneralRoadMandatedDept of Health Services2,540,6715,470237,2612,2773,636,9722,004277,3002,5002,234,0955,500260,00002,234,0955,500260,00002,785,679 3,918,776 2,499,595 2,499,595318Agricultural Services:10-010-XXX11-610-XXXGeneralDept of Health Services725,304 688,607 643,221 643,2210 88,858 84,552 84,552725,304 777,465 727,773 727,773320Civil Process Service:10-010-XXX11-300-XXXGeneralMandated193,635 192,169 192,106 192,106215,837 168,000 168,000 168,000409,472 360,169 360,106 360,106322Court Fees/Costs:10-010-XXX11-300-XXXGeneralMandated1,130,420 844,056 807,810 807,810123,514 145,542 136,500 136,5001,253,934 989,598 944,310 944,310County of SonomaFY 2012-2013 Adopted Budget267State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)30324Charges for Current Services (cont):Estate Fees:11-590-XXXHuman Services Dept58,952 126,644 125,000 125,00058,952 126,644 125,000 125,000326Humane Services:10-010-XXX11-300-XXX11-610-XXXGeneralMandatedDept of Health Services70,14211,6400041,71069,421037,90068,500037,90068,50081,782 111,131 106,400 106,400328Law Enforcement Services409,912405,687397,000397,000330Recording Fees:10-010-XXX11-300-XXX11-610-XXXGeneralMandatedDept of Health Services455,2302,636,689159,750448,7292,592,568171,211445,3832,638,499149,000445,3832,638,499149,0003,251,669 3,212,508 3,232,882 3,232,882332Road/Street Services:10-010-XXX11-160-XXXGeneralRoad345,616 659,986 385,183 385,1831,546,340 1,653,473 1,646,409 1,646,4091,891,956 2,313,459 2,031,592 2,031,592334Health Fees:10-010-XXX11-610-XXXGeneralDept of Health Services85,592 106,305 109,859 109,8591,355,734 1,297,174 1,344,228 1,344,2281,441,326 1,403,479 1,454,087 1,454,087337Mental Health Services:11-300-XXX11-610-XXXMandatedDept of Health Services2,053,554 1,932,983 2,085,470 2,085,470232,716 254,503 215,042 215,0422,286,270 2,187,486 2,300,512 2,300,512338California Childrens Services:11-610-XXXDept of Health Services640 480 0 0640 480 0 0344Institutional Care/Services1,027,322657,199491,512491,512347Educational Services29,9785,6925,6545,654County of SonomaFY 2012-2013 Adopted Budget268State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)30350Charges for Current Services (cont):Park/Recreation Services:10-010-XXX11-300-XXXGeneralMandated2,517,808 2,941,515 3,024,630 3,049,95852,0680 25,000 25,0002,569,876 2,941,515 3,049,630 3,074,958360Other Charges for Services:10-010-XXX General 14,510,039 14,429,800 15,256,965 15,256,96510-065-XXX ACO Funds 219,872 251,981 129,113 129,11311-160-XXX Road 360 150 100 10011-300-XXX Mandated 80,816 95,777 90,408 90,40811-590-XXX Human Services Dept 753,826 1,001,362 962,397 962,39711-610-XXX Dept of Health Services 463,153 414,993 219,611 219,61112-XXX-XXX Capital Projects 0 0 6,213 6,21313-XXX-XXX Debt Service45,491,482 0 0 061,519,548 16,194,063 16,664,807 16,664,807398Revenue Applicable to Prior Year:10-010-XXX General 3,372,124 1,039,465 609,163 609,16310-065-XXX ACO Funds (40,603) 0 0 011-110-XXX Advertising 1,748 0 0 011-160-XXX Road (327,726) 19,266 0 011-300-XXX Mandated 211,837 2,945,318 0 011-590-XXX Human Services Dept 357,045 201,116 0 011-600-XXX DCSS-Child Support Enf 27,997 0 0 011-610-XXX Dept of Health Services 166,770 1,922,923 24,000 24,00011-640-XXX Health Realignment 47,042 (278,020) 0 011-650-XXX MH Health Realignment 74,335 (397,356) 0 011-660-XXX Mental Health Svcs Act 11,183,471 0 0 012-XXX-XXX Capital Projects (278,321) (68,546) 0 013-XXX-XXX Debt Service (4,470,384) 0 0 010,325,335 5,384,166 633,163 633,16330 Total Charges for Current Services 104,462,295 56,005,348 52,140,229 52,165,557County of SonomaFY 2012-2013 Adopted Budget269State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)40402Miscellaneous Revenues:Other Sales:10-010-XXX10-065-XXX11-300-XXX11-600-XXX11-610-XXXGeneralACO FundsMandatedDCSS-Child Support EnfDept of Health Services2,097,810227,230127,8363,63001,752,480257,095134,6570126,7101,642,197250,000143,9600130,9971,642,197250,000143,9600130,9972,456,506 2,270,942 2,167,154 2,167,154404Miscellaneous Revenues:10-010-XXX General 2,958,658 3,825,654 4,255,913 4,466,57010-065-XXX ACO Funds 5,000 845,518 0 011-110-XXX Advertising 6,689 184,000 184,000 184,00011-160-XXX Road 3,426,330 1,750,563 2,465,000 2,465,00011-300-XXX Mandated 1,285,418 752,585 814,599 814,59911-590-XXX Human Services Dept 1,441,216 3,340,508 4,457,560 4,477,56011-600-XXX DCSS-Child Support Enf 797 0 0 011-610-XXX Dept of Health Services 1,059,182 1,483,111 999,772 1,019,77212-XXX-XXX Capital Projects 3,331,251 342,130 1,593,458 1,593,45813-XXX-XXX Debt Service 8,685,654 0 0 022,200,195 12,524,069 14,770,302 15,020,95940 Total Miscellaneous Revenues 24,656,701 14,795,011 16,937,456 17,188,113County of SonomaFY 2012-2013 Adopted Budget270State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Additional Financing Sources by Account and FundGovernmental FundsFiscal Year 2012-13Schedule 6Financing Source Category, Account and Fund(General Fund Unless Otherwise Indicated)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)4646XOther Financing Sources:Operating/Residual Equity Transfers:10-010-XXX11-160-XXX11-300-XXX11-610-XXX12-XXX-XXXGeneralRoadMandatedDept of Health ServicesCapital Projects58,721222,64662,100,53027,79820,00085,836842,89322,2370085,838024,237058,00085,838024,237058,00062,429,695 950,966 168,075 168,075468Long Term Debt Proceeds:12-XXX-XXXCapital Projects1,475,000 0 1,319,832 1,319,8321,475,000 0 1,319,832 1,319,83246 Total Other Financing Sources* 63,904,695 950,966 1,487,907 1,487,907Total All Governmental Funds 814,009,591 681,929,435 724,205,491 735,393,060*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, 2012-13 Recommended transferstotalling $113,731,559, and 2012-13 Adopted transfers totalling $129,844,235County of SonomaFY 2012-2013 Adopted Budget271State Financial Schedules

State Controller Schedules County of Sonoma Schedule 7County Budget ActState of CaliforniaJanuary 2010Summary of Financing Uses by Function and FundGovernmental FundsFiscal Year 2012-13Adopted bythe Board ofActual Estimated Recommended SupervisorsDescription 2010-11 2011-12 2012-13 2012-13(1) (2) (3) (4) (5)Summarization By Function:General/Capital Projects 109,723,188 121,480,332 154,600,513 156,401,545Public Protection 239,545,245 238,267,277 246,672,099 248,806,319Public Ways/Facilities 33,481,773 35,676,718 60,357,970 68,657,970Health/Sanitation 113,340,909 112,146,739 119,070,032 126,252,528Public Assistance 184,163,381 171,712,764 188,109,486 188,447,899Education 620,865 611,405 703,833 703,833Recreation/Cultural Services 12,896,677 12,147,737 11,984,558 12,175,543Debt Service* 58,932,083 3,546,401 11,232,507 11,232,507Total Financing Uses by Function 752,704,121 695,589,373 792,730,998 812,678,144Appropriations for Contingencies:10-010-XXX General 2,500,000 1,889,000Subtotal Financing Uses 752,704,121 695,589,373 795,230,998 814,567,144Increases to Fund Balance:10-010-XXX General 10,433 10,43310-020-XXX General Reserve 0 500,00010-065-XXX ACO Funds 756,921 426,93611-160-XXX Road 50,000 50,00011-300-XXX Mandated 3,251,299 3,251,29911-650-XXX Mental Health-Realign 566,724 490,59013-XXX-XXX Debt Service 495,467 495,467Total Increases to Fund Balance 0 0 5,130,844 5,224,725Total Financing Uses 752,704,121 695,589,373 800,361,842 819,791,869*Prior year actual debt service expenditures are higher than current year estimated and next year's budgeted amounts due mainly to paymentson pension obligation and other bond requirements that do not require annual appropriations in the county budget.County of SonomaFY 2012-2013 Adopted Budget272State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaSummary of Financing Uses by Function and FundGovernmental FundsFiscal Year 2012-13Schedule 7Description(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Summarization By Fund:10-010-XXX10-020-XXX10-065-XXXGeneralGeneral ReserveACO Funds386,497,2510233,744367,358,09102,576,031382,635,19301,303,983390,427,077500,0002,546,75410 Total General 386,730,995 369,934,122 383,939,176 393,473,83111-110-XXX11-140-XXX11-160-XXX11-190-XXX11-300-XXX11-400-XXX11-580-XXX11-590-XXX11-600-XXX11-610-XXX11-640-XXX11-650-XXX11-660-XXXAdvertisingFish/WildlifeRoadTobacco TaxMandatedPublic Safety RealignmentHuman Svcs-RealignHuman Svcs DeptDCSS-Child Support EnfDept of Health ServicesHealth-RealignMental Health-RealignMental Health Services Act6,389,44844,97333,335,923169,08832,289,493016,260,443153,841,89813,869,82656,248,42123,663,10911,701,82314,377,9587,372,00349,91535,563,501231,34050,092,13014,716,54127,396,613132,366,3869,732,03252,174,48021,966,89611,893,99817,906,8807,618,85856,95060,301,636182,39474,198,16938,580,29730,169,169124,695,93614,581,83752,092,97924,415,13513,332,13518,860,7277,618,85856,95068,601,636182,39482,104,16939,331,57030,169,169125,034,34914,581,83752,462,88324,451,59313,332,13518,860,72711 Total Special Revenue 362,192,403 381,462,715 459,086,222 476,788,27012 Total Capital Projects 22,797,181 12,216,523 31,939,841 32,939,84113 Total Debt Service 58,932,083 3,546,401 11,727,974 11,727,974Subtotals 830,652,662 767,159,761 886,693,213 914,929,916XX Operating Transfers* (77,948,541) (71,570,388) (86,331,371) (95,138,047)Total Financing Uses 752,704,121 695,589,373 800,361,842 819,791,869*The following transfers within a fund have been eliminated from the above fund totals: 2010-11 Actuals - $13,101,032, 2011-12 Estimated -$22,052,689, 2012-13 Recommended - $27,400,188 and 2012-13 Adopted - $34,706,188. Transfers between funds are included within theabove funds and eliminated here before consolidating General County totals.County of SonomaFY 2012-2013 Adopted Budget273State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8County Budget ActState of CaliforniaJanuary 2010Detail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Adopted bythe Board ofDescription Actual Estimated Recommended Supervisors(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13(1) (2) (3) (4) (5)General:Legislative/AdministrativeBoard of Supervisors 05-01-01 2,781,033 2,338,208 2,625,954 2,625,954County Administrator 05-02-01 2,501,924 2,041,163 2,152,479 2,152,479General Services-Admin 05-10-10 871,013 796,611 806,384 806,384Total Legislative/Administrative 6,153,970 5,175,982 5,584,817 5,584,817FinanceAssessment Appeals Board 05-01-10 5,955 85,000 100,000 100,000Purchasing Agent 05-10-20 1,053,903 1,104,370 1,099,605 1,099,605Assessor 10-21-01 8,224,595 8,372,543 8,221,964 8,221,964Administrative Services 10-21-02 901,802 803,079 796,748 796,748Assessor-Prop Char Data 10-21-10 23,120 43,855 43,481 43,481Assessor-Prop Tax Admin 10-21-11 94 81,950 0 0Auditor-Controller 10-22-01 9,575,481 7,918,086 8,878,236 8,878,236Treasury 10-22-10 2,190,031 1,311,497 1,437,331 1,437,331Tax Collector 10-22-20 2,905,785 3,028,775 3,151,831 3,151,831ACTTC-Administration 10-22-90 839,480 681,055 902,915 902,915Total Finance 25,720,246 23,430,210 24,632,111 24,632,111CounselCounty Counsel 05-05-01 4,606,986 4,549,394 4,623,248 4,623,248Total Counsel 4,606,986 4,549,394 4,623,248 4,623,248Human ResourcesHuman Resources 05-06-01 4,286,710 3,752,127 3,826,198 3,826,198Human Resources-Training 05-06-10 23,759 0 0 0Total Human Resources 4,310,469 3,752,127 3,826,198 3,826,198ElectionsCounty Clerk 05-19-10 529,578 521,432 542,951 542,951Registrar of Voters 05-19-30 3,478,053 3,226,341 3,594,629 3,594,629Total Elections 4,007,631 3,747,773 4,137,580 4,137,580CommunicationsCommunication-Radio 05-07-16 1,330,620 0 0 0Communications-Telephone 05-07-17 69,831 848,615 1,282,796 1,282,796Total Communications 1,400,451 848,615 1,282,796 1,282,796County of SonomaFY 2012-2013 Adopted Budget274State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)General (Cont):Property ManagementEnergy DivisionReal Estate ProgramFacilities OperationsSonoma Co Energy WatchTidelands Leases Fund05-10-5305-10-5405-10-5505-10-5705-10-956,382,3125,776,6424,734,979285,67262,3907,651,1955,564,3703,812,750598,865364,4597,720,2704,716,3013,660,567507,928300,8647,720,2704,716,3013,660,567507,928300,864Total Property ManagementCapital ImprovementsCapital ImprovementsTotal Capital Improvements40-XX-XX17,241,995 17,991,639 16,905,930 16,905,93022,604,744 11,622,326 31,932,530 32,932,53022,604,744 11,622,326 31,932,530 32,932,530PromotionEconomic DevelopmentTourism CouncilAdvertising15-30-0115-30-0335-75-011,391,9861,440,1451,148,8001,561,3651,659,7131,521,7731,930,6801,929,4871,489,5021,930,6801,929,4871,489,502Total Promotion 3,980,931 4,742,851 5,349,669 5,349,669Other GeneralInsuranceADA ProgramISD-AdministrationApplications-MaintenanceTechnical ServicesWork Group SupportRecordsReprographicsIS Replacement-BHRMS FundArchitectArchitect-Local ProjectsCounty GarageCo Car Replacement ACOSurvey Monument PreservationPub Educ Govt Access Fees (PEG)Employee BenefitsOther General GovernmentOther Financing Sources/UsesSecuritization/Endowment ATobacco DeallocationRefuse Franchise FeesAssessment AppealsOpen Space Spec Tax Account-Measure F05-06-3005-06-4005-07-1005-07-1105-07-1305-07-1505-07-1805-07-1905-07-2405-07-2805-10-1205-10-1305-10-6005-10-6115-25-6915-37-1135-76-0135-77-0135-77-0235-77-0435-77-0635-77-0735-77-0935-77-311,327,559116,83537,1081,631,5924,251,108(647,909)1,716,206607,57922,3001,842,723284,8731,241,3853,026,071(425,899)388,8336,292902,1984,127,217(2,392,293)2,37514,859001,614,7531,472,615400,000(3)3,117,4624,814,424191,0021,458,737560,49959,444280,00040,5411,101,9892,961,8042,058,6879,00085,0003,490,2504,190,901540,997000018,786,0661,655,633400,00003,889,4824,802,360207,7301,238,720581,27063,2440162,6951,063,9523,676,592(292,938)20,000460,8403,125,0005,527,7611,421,15503,921,100767,549500,00023,133,4891,655,633400,00003,889,4824,802,360207,7301,238,720581,27063,2440162,6951,063,9523,676,5921,279,81820,000460,8403,125,0005,527,761649,43103,921,100767,549500,00023,133,489Total Other General 19,695,765 45,619,415 56,325,634 57,126,666Total General 109,723,188 121,480,332 154,600,513 156,401,545County of SonomaFY 2012-2013 Adopted Budget275State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Public Protection:JudicialSheriff-Court SecurityD.A.-CriminalD.A.-Victim WitnessD.A.-Auto Insurance FraudD.A.-SLESFD.A.-Consumer Protection FundD.A.-SCATTD.A.-Family Justice CenterD.A.-FJC-SB635D.A. Asset ForfeitureD.A. Treasury ForfeitureD.A. Local Law Enforcement ServicesPublic DefenderGrand JuryCourts-Non-Court OperationsCourts-Alternate Public Defender SvcsCourts-Alternate Dispute Res20-40-7520-42-1020-42-1220-42-4020-42-5020-42-6020-42-7020-42-8020-42-8520-42-9020-42-9120-42-9620-45-0120-48-0120-51-4020-51-6020-51-926,628,84318,403,657686,0290132,298386,411444,943653,22400009,170,94970,4098,494,7052,778,24196,673465,52716,401,5111,316,69258,5865,000468,216437,131542,85746,84929,1840114,6499,098,97079,6328,518,2032,766,42096,682522,62016,899,8551,503,04058,5860511,412466,037439,95989,25929,1842,904114,7499,438,75170,7368,560,3582,602,084183,562522,62017,456,0761,503,04058,5860511,412466,037439,95989,25929,1842,904114,7499,438,75170,7368,560,3582,602,084183,562Total Judicial 47,946,382 40,446,109 41,493,096 42,049,317Police ProtectionSheriff-Admin 20-40-10 6,795,237 6,437,992 6,383,147 5,983,823Law Enforcement-Admin 20-40-12 2,799,988 2,583,235 2,811,557 2,914,039Sheriff-Revenue Tracking Fund 20-40-14 0 468,674 0 0Sheriff-Dispatch 20-40-20 3,960,152 4,057,321 4,234,000 4,234,000Sheriff-Radio 20-40-25 0 2,671,291 2,054,198 2,054,198Sheriff-Helicopter 20-40-30 1,686,794 1,088,824 1,524,404 1,524,404Sheriff-Civil 20-40-40 669,901 645,127 689,594 689,594Sheriff-Marine Unit 20-40-45 1,221,725 1,162,095 859,966 859,966Sheriff-Patrol 20-40-50 26,466,840 25,785,829 27,105,124 27,002,642Sheriff-Windsor 20-40-55 4,107,965 4,519,662 4,802,271 4,802,271Sheriff-Sonoma 20-40-56 2,969,178 3,017,997 3,236,024 3,236,024Sheriff-Investigation 20-40-60 7,615,518 7,250,078 7,296,070 7,396,070Sheriff-Services-Records 20-40-70 1,861,254 1,877,147 2,038,803 2,038,803Sheriff Trial Court Security 20-40-83 0 6,086,058 6,674,532 7,094,892Shf Local Law Enf Svc St Cops 20-40-84 0 164,042 100,000 100,000Shf Local Law Enf Svc Cal-Ema 20-40-85 0 224,000 224,914 224,914Shf Local Comm Corp AB 109 (LED) 20-40-86 0 161,000 212,390 212,390JAG 20-40-87 289,167 246,044 0 0Sheriff-DMV ID Fee 20-40-89 665,757 243,250 2,169,454 2,148,418Sheriff-SLESF 20-40-91 154,785 335 0 0Sheriff - Fed Forf - DOJ 20-40-93 0 0 31,700 31,700Sheriff-Training20-40-94 396,102 290,917 495,185 495,185Total Police Protection61,660,363 68,980,918 72,943,333 73,043,333County of SonomaFY 2012-2013 Adopted Budget276State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Public Protection (Cont):Detention & CorrectionSheriff-TransportationDetention-Honor FarmDetention-Main JailDetention-AdministrationDetention-Jail IndustriesDetention-SLESFShf Local Law Enf Svc BookingShf Local Law Enf Svc St CopsShf Local Comm Corr AB 109 (DD)Probation DepartmentProbation-Juvenile SvcsProbation-AdministrationProb - State/Fed RevenuesProbation-Grant FundsJail ProgramsJJCPAProbation-CCPIFPorbation Services AB 109Prob - Youthful Offender Block GraProb - Juv Probation & Camp FundingProb - Juv Justice Crime Prevent AJuvenile HallsSonoma County Youth CampSierra Youth CenterSupervised Adult CrewsProbation-SAC Ops & ReplacementProb-Juvenile Funds20-40-7620-41-2020-41-3020-41-5020-41-6020-41-6120-41-7520-41-7620-41-7720-43-1020-43-1120-43-1220-43-1320-43-1420-43-4020-43-9220-43-9320-43-9420-43-9520-43-9620-43-9720-44-2020-44-3020-44-4020-44-6020-44-7020-44-801,507,1597,425,10230,110,92515,475,71193,227114,8110007,172,5995,655,4333,125,561035,2881,989,8441,194,755170,203000014,157,0182,188,5071,773,5021,091,4231,914,678764,6321,382,0265,825,00730,420,38114,726,685117,800197791,066117,201815,5157,276,5054,484,9833,385,847(76,989)(14,778)1,154,206164,320269,9131,538,465570,5381,835,100883,43912,772,3191,787,4231,713,900724,1011,275,634662,6001,332,0914,996,28528,925,51717,126,122115,5750791,066100,0001,396,4707,191,0594,308,2983,678,845063,350478,13801,178,0493,262,5231,318,7262,470,5221,661,11613,543,0571,769,268339,127736,4922,626,3512,5671,332,0914,996,28528,925,51717,126,122115,5750791,066100,0001,543,1637,191,0594,718,7983,724,071063,350478,13801,178,0493,867,1031,318,7262,470,5221,661,11613,543,0571,769,268499,127736,4922,626,3512,567Total Detention & Correction 95,960,378 94,603,404 99,410,614 100,777,613Protection InspectionAgricultural Commissioner 30-70-10 4,566,291 4,797,526 3,829,659 3,834,659Sealer Weights & Measures 30-70-20 863,307 853,540 822,834 822,834W & M Transaction Verification 30-70-21 3,993 1,091 3,600 3,600Total Protection Inspection5,433,591 5,652,157 4,656,093 4,661,093Other ProtectionCo Ctr Parking Enforce 05-10-90 128,438 67,957 156,413 156,413Recorder-Modernization 10-24-10 323,004 365,459 290,317 290,317Recorder-Micrographics 10-24-20 57,725 89,152 93,045 93,045Clerk/Recorder VRIP 10-24-30 13,778 43,800 31,800 31,800Social Security Truncation Prog 10-24-40 247,500 150,000 0 0Recorder-Operations Fund 10-24-50 1,486,609 1,833,585 1,814,444 1,814,444County of SonomaFY 2012-2013 Adopted Budget277State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Public Protection (Cont):Other Protection (Cont)PRMD-AdministrationARM-Mitigation FundPRMD Planning Admin FundSheriff-CoronerAnimal Care & ControlACC-Pub Educ FundAnimal Welfare FundFish & WildlifeAbalone Preservation FundAnimal Care & ControlACC - Pub Educ FundAnimal Welfare FundEmergency Svcs-Hazardous MaterialsEmergency ManagementEmergency Mgmt-Oper Area GrantsHazardous Materials Fund15-25-0115-25-4915-25-7020-40-8024-64-3524-68-3524-68-3630-70-3030-70-3130-70-4030-70-4130-70-4235-79-2035-79-3035-79-3135-79-5017,001,04475,27602,158,6041,001,3510040,2464,7272,611,71645,10137,2721,273,491839,4321,199,217016,118,60215,000109,8002,059,1273,892,87429,31814,22049,0658500000855,1411,568,4501,322,28916,172,096237,145260,0002,191,7723,716,16530,93332,50056,4505000000972,419721,0191,391,94516,172,096237,145260,0002,191,7723,822,16530,93332,50056,4505000000972,419721,0191,391,945Total Other Protection 28,544,531 28,584,689 28,168,963 28,274,963Total Public Protection 239,545,245 238,267,277 246,672,099 248,806,319Public Ways/Facilities:Public WaysRoad DepartmentPublic Works-Special ProjectsPublic Works-District FormationPublic Works-Water Systems15-35-XX15-37-0115-37-0215-37-0333,291,587138,48618,58133,11935,521,535132,99313,9658,22560,209,670135,6925,5547,05468,509,670135,6925,5547,054Total Public Ways 33,481,773 35,676,718 60,357,970 68,657,970Total Public Ways/Facilities 33,481,773 35,676,718 60,357,970 68,657,970Health/Sanitation:HealthHS-Administration 24-61-10 820,494 1,044,591 736,459 736,459PH-Environmental Health 24-64-05 5,238,446 5,001,410 5,041,510 5,041,510PH-Program Support 24-64-10 1,311,697 885,982 1,172,381 1,172,381PH-Access to Health Care 24-64-15 718,947 718,947 718,947 718,947PH-Disease Control & Surv 24-64-20 1,985,682 2,161,489 2,874,538 2,634,565PH-Prevention & Planning 24-64-21 3,442,088 3,300,440 2,276,106 0PH-MCH 24-64-30 3,367,451 3,476,053 3,558,091 3,570,091PH-WIC 24-64-40 2,925,883 2,539,212 2,654,844 2,654,844County of SonomaFY 2012-2013 Adopted Budget278State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Health/Sanitation (Cont):Health (Cont)PH-HIV Prevention & CarePH-Juv Prob Health SvcsPH-Special Clinical ServicesPH-EMSPH-Childrens Medical ServicesPH-Clinical LabPH-PH PreparednessPH-RevenueMH-Program SupportMH-Psych Emergency SvcsMH-Adult ServicesMH-Youth & Family ServicesMH-Mental Health Svcs ActMH-MHSA One-Time CostsBH-AODS-Program SupportBH-AODS-Treatment & Case MgmtMH-RevenueHealth Policy, Planning & EvaluationHealthy CommunitiesP&P-TT-EducationP&P-Children & Families FirstPH-EMS FundPH-SB 1773EH-Solid Waste-EAGP&P-Child Safety SeatsMHSA CSSMHSA Cap/TechMHSA Early PlanningMHSA-Educ/TrainingMHSA-InnovationAOD Memorial FundMH-Interim FundPH-PHERPH-HPPPH-HPP-H1N1Health Realign-OperatingHealth Services - Drug CourtHealth Services - Drug Medi-CalHealth Services - Non Drug Medi-CaMH Realign-OperatingAODS-JAG FundsAODS-DUI ProgramPH-Vital Statistics FundPH-Bioterrorism ProgramMedical System Expansion24-64-5024-64-6524-64-6624-64-7024-64-7524-64-8024-64-8524-64-9024-65-1024-65-2124-65-3024-65-3124-65-5024-65-5124-65-6124-65-6224-65-9024-67-0524-67-1024-68-1524-68-1624-68-2024-68-2124-68-3024-68-4024-68-4224-68-4324-68-4424-68-4524-68-4624-68-6124-68-6524-68-6724-68-6824-68-6924-68-7124-68-7624-68-7724-68-7824-68-8124-68-8824-68-9024-68-9424-68-9824-68-99586,39236,367177,926982,0055,122,0181,162,780199,218(5,519,426)2,611,8807,200,0236,849,4479,969,4875,353,5301,505,281972,7109,639,337(11,701,824)00169,0885,937,155354,820576,05622,8522,8148,878,67715,7513,751,004356,9841,375,5438055,130205,493213,489021,663,10900011,701,823160,3892,258,22466,828667,0360261,20224,000218,644840,3404,719,1251,075,60085,786(6,397,128)2,678,3837,326,3466,340,5419,732,0323,655,2961,684,376305,8418,267,067(11,893,998)00231,3407,912,347313,260611,82123,4445,97510,628,3801,463,7812,386,769329,4741,262,3181,0509,25217,654330,877021,166,896322,686943,121149,66111,893,99867,8972,089,12940,360871,5331,022,139024,000320,995873,9325,247,7581,149,88987,237(7,694,118)2,349,9066,991,4737,494,28210,307,2604,165,2401,990,884353,5218,067,061(12,765,411)150,0000182,3947,419,910358,326648,12726,32511,10811,782,4281,754,2604,665,328658,711024,65415,0000311,0658123,415,135352,8421,143,121173,64712,765,41102,138,58545,000683,4022,348,387024,000320,995873,9325,252,2581,149,88987,237(6,833,093)2,654,4446,991,4737,494,28210,307,2604,165,2401,990,884353,5218,067,061(12,841,545)(1,346,397)3,170,451182,39414,225,910358,326648,12726,32511,10811,782,4281,754,2604,665,328658,711024,65415,0000311,0658123,451,593352,8421,143,121173,64712,841,54502,138,58545,000683,4022,348,387Total Health 113,340,909 112,146,739 119,070,032 126,252,528Total Health/Sanitation 113,340,909 112,146,739 119,070,032 126,252,528County of SonomaFY 2012-2013 Adopted Budget279State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Public Assistance:AdministrationDiscretionary General FundWP-RealignmentWP-AdoptionsWP-Case ServiceWP-Adult Other Case ServicesWP-IHSS & Public AuthorityWP-RefugeesWP-Federal Assistance ReserveWP-WraparoundHuman Svcs Realign-OperatingCal Works MOEHuman Services AB 118Program AdminV M Childrens CenterHuman Svcs Grant Programs23-50-5323-52-1023-52-2023-52-3023-52-3123-52-3223-52-4023-52-9523-52-9623-58-1123-58-1223-58-5623-59-0123-59-0623-59-08199,727(14,136,595)7,413,7492,221,384167,28614,213,88923,16075,3251,235,89016,260,4430081,590,5935,572,2080235,620(17,200,710)3,626,4111,023,757194,89115,526,23322,44402,600,00019,429,7117,966,902077,889,8676,584,328269,214353,270(19,787,505)3,475,7161,331,123187,89115,801,20326,37303,800,00022,202,2677,966,90218,163,31978,231,3216,550,691263,109353,270(19,787,505)3,475,7161,331,123187,89115,801,20326,37303,800,00022,202,2677,966,90218,163,31978,569,7346,550,691263,109Total Administration 114,837,059 118,168,668 138,565,680 138,904,093Aid ProgramsWP-Foster CareWP-TANFDependent Child Fund23-52-6023-52-8023-58-5421,264,33323,225,68449,48715,677,48620,089,393145,95516,161,27412,279,039145,95516,161,27412,279,039145,955Total Aid ProgramsGeneral ReliefWP-General Assistance 23-52-7044,539,504 35,912,834 28,586,268 28,586,2681,382,082 973,573 971,583 971,583Total General Relief 1,382,082 973,573 971,583 971,583Veterans ServicesVeterans Services 23-59-04 443,562 484,097 520,780 520,780Total Veterans Services 443,562 484,097 520,780 520,780Other AssistanceProgram AdministrationArea Agency on Aging (AAA)Senior Services-MSSPHuman Svcs Grant ProgramsPA/PG/PCHuman Services CommissionDCSS-Child Support Enforcement23-59-0123-59-0223-59-0323-59-0823-59-0923-59-1225-60-021,347,1822,637,6531,205,6991,777,504946,3291,176,98113,869,82602,506,034829,05901,117,656152,65311,568,19002,575,6851,015,53101,016,653275,46914,581,83702,575,6851,015,53101,016,653275,46914,581,837Total Other Assistance 22,961,174 16,173,592 19,465,175 19,465,175Total Public Assistance 184,163,381 171,712,764 188,109,486 188,447,899County of SonomaFY 2012-2013 Adopted Budget280State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Financing Uses by Function, Activity and Budget UnitGovernmental FundsFiscal Year 2012-13Schedule 8Description(Function, Activity and Budget Unit)(1)Actual2010-11(2)Estimated2011-12(3)Recommended2012-13(4)Adopted bythe Board ofSupervisors2012-13(5)Education:Agricultural EducationAgricultural Extension 30-71-01 620,865 611,405 703,833 703,833Total Agricultural Education 620,865 611,405 703,833 703,833Total Education 620,865 611,405 703,833 703,833Recreation/Cultural Services:Recreation FacilitiesRegional Parks Ops & MaintenancePark PlanningRecreation, Health & EducationBusiness Strategy & DevelopmentSpring Lake ParkCounty Grounds Maintenance15-32-1015-32-1115-32-1215-32-1315-32-2015-32-408,754,9810002,003,567549,6628,300,225455,745640,646(342,280)1,948,50608,563,993417,351798,679(443,159)2,300,33108,608,241417,351798,679(443,159)2,447,0680Total Recreation Facilities 11,308,210 11,002,842 11,637,195 11,828,180Veterans Memorial BuildingsVeterans/Community Buildings 05-10-25 1,588,467 1,144,895 347,363 347,363Total Veterans Memorial Buildings 1,588,467 1,144,895 347,363 347,363Total Recreation/Cultural Services 12,896,677 12,147,737 11,984,558 12,175,543Debt Service:Retirement of Long-Term DebtRetirement of Long-Term Debt 35-XX-XX 58,932,083 3,546,401 11,232,507 11,232,507Total Retirement of Long-Term Debt 58,932,083 3,546,401 11,232,507 11,232,507Total Debt Service** 58,932,083 3,546,401 11,232,507 11,232,507Grand Total Financing Uses by Function* 752,704,121 695,589,373 792,730,998 812,678,144*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, 2012-13 Recommended transferstotalling $113,731,559, and 2012-13 Adopted transfers totalling $129,844,235.**Prior year actual debt service expenditures are higher than next year's budgeted amounts due mainly to payments on pension obligation bonds andother bond requirements that do not require annual appropriations in the county budget.County of SonomaFY 2012-2013 Adopted Budget281State Financial Schedules

State Controller Schedules County of Sonoma Schedule 12County Budget ActState of CaliforniaJanuary 2010Special Districts and Other Agencies SummaryFiscal Year 2012-13Total Financing SourcesTotal Financing UsesUnallocated Additional Total TotalFund Balance Decreases to Financing Financing Financing Increases to FinancingDistrict Name June 30,2012 Fund Balance Sources Sources Uses Fund Balance Uses(1) (2) (3) (4) (5) (6) (7) (8)County Service Areas:50-049-XXX #40-Fire Services 0 390,290 5,452,993 5,843,283 5,843,283 5,843,28351-XXX-XXX #41-Lighting 0 616,639 93,241 709,880 709,659 221 709,88051-035-XXX #41-Parks-Sonoma Valley 0 37,683 197,400 235,083 235,083 235,083Total County Service Areas 0 1,044,612 5,743,634 6,788,246 6,788,025 221 6,788,24650-043-000 Rio Nido GHAD 0 9,352 648 10,000 10,000 10,00050-045-XXX No Air Poll Control 0 465,698 1,936,780 2,402,478 2,402,478 2,402,47850-XXX-XXX Lighting Districts 0 141,168 681,685 822,853 689,182 133,671 822,85350-XXX-XXX Community Facilities 0 246,630 246,630 246,630 246,63050-XXX-XXX Permanent Road Districts 0 55,357 55,357 53,061 2,296 55,357Sonoma County Water Agency:52-720-100 General Fund 0 725,304 5,425,882 6,151,186 6,151,186 6,151,18652-720-300 Spring Lake Park 0 240,434 1,873,799 2,114,233 2,114,233 2,114,23352-720-500 Waste/Recycled Wat Loan 0 3,190 3,190 3,190 3,19052-720-800 Sustainability Fund 0 1,400,000 1,400,000 1,345,100 54,900 1,400,00053-730-XXX Special Revenue Funds 0 4,680,822 13,405,597 18,086,419 17,861,408 225,011 18,086,41954-740-200 Warm Springs Dam-DS 0 6,244,323 41,250 6,285,573 6,285,573 6,285,573Total Sonoma County Water Agency 0 11,890,883 22,149,718 34,040,601 33,757,500 283,101 34,040,60150-930-000 IHSS Public Authority 0 1,070,785 1,070,785 1,070,785 1,070,78550-950-XXX So Co Library-Jt Powers 0 1,036,072 15,068,195 16,104,267 16,104,267 16,104,26750-960-XXX So Co Ag Pres/OSD 0 414,468 24,311,888 24,726,356 23,840,356 886,000 24,726,356Community Development:65-XXX-XXX Community Development 0 351,861 37,880,282 38,232,143 38,232,143 38,232,14366-XXX-XXX Redevelopment-Set Asides 0 3,000,000 3,000,000 3,000,000 3,000,000Total Community Development 0 351,861 40,880,282 41,232,143 41,232,143 0 41,232,143Total Special Districts & Other Agencies 0 15,354,114 112,145,602 127,499,716 126,194,427 1,305,289 127,499,716County of SonomaFY 2012-2013 Adopted Budget282State Financial Schedules

State Controller Schedules County of Sonoma Schedule 13County Budget ActState of CaliforniaJanuary 2010Fund Balance-Special Districts and Other AgenciesFiscal Year 2012-13Less: Obligated Fund BalanceTotalTotalEstimated Less: UnallocatedFund Balance Unassigned Fund BalanceFund Name June 30, 2012 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2012(1) (2) (3) (4) (5) (6) (7) (8)County Service Areas:50-049-XXX #40-Fire Services 2,711,137 2,711,137 051-XXX-XXX #41-Lighting 268,176 268,176 051-035-XXX #41-Parks-Sonoma Valley 265,049 265,049 0Total County Service Areas 3,244,362 0 3,244,362 0 0 0 050-043-000 Rio Nido GHAD 108,607 108,607 050-045-XXX No Air Poll Control 2,616,085 2,616,085 050-XXX-XXX Lighting Districts 5,850,516 5,850,516 050-XXX-XXX Community Facilities 50,864 50,864 050-XXX-XXX Permanent Road Districts 665,253 665,253 0Sonoma County Water Agency:52-720-100 General Fund 2,129,993 2,129,993 052-720-300 Spring Lake Park 1,484,937 1,484,937 052-720-500 Waste/Recycled Water 579,848 579,848 052-720-800 Sustainability Fund 30,663 30,663 053-730-XXX Special Revenue Funds 19,692,231 19,692,231 054-740-200 Warm Springs Dam-DS 73,954,955 73,954,955 0Total Sonoma County Water Agency 97,872,627 0 97,872,627 0 0 0 050-930-000 IHSS Public Authority 428,051 428,051 050-950-XXX So Co Library-Jt Powers 9,203,892 9,203,892 050-960-XXX So Co Ag Pres/OSD 17,365,645 17,365,645 065-XXX-XXX Community Development 10,889,602 10,889,602 00Total Special Districts & Other Agencies 148,295,504 0 148,295,504 0 0 0 0*Fund Balance Component Definitions (encumbrances are excluded):1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.3) Committed - Formal action required by the Board of Supervisors.4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.County of SonomaFY 2012-2013 Adopted Budget283State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14County Budget ActState of CaliforniaJanuary 2010Detail of Changes in Fund Balance-Special Districts and Other AgenciesFiscal Year 2012-13District Name(1)Decreases or Cancellations Increases or New TotalEstimatedEstimated Adopted by Adopted by Fund BalanceFund Balance the Board of the Board of for theJune 30,2012 Recommended Supervisors Recommended Supervisors Budget Year(2) (3) (4) (5) (6) (7)County Service Areas:50-049-100 #40-Fire Services 2,065,859 276,064 276,064 1,789,79550-049-100 #40-Fire Services-Equip 10,000 10,00050-049-200 #40-Dry Creek 136,459 136,45950-049-300 #40-Sea Ranch 294,415 83,776 83,776 210,63950-049-400 #40-Fitch Mountain 156,582 30,450 30,450 126,13250-049-700 #40-Wilmar 47,822 47,822Subtotal CSA #40 2,711,137 390,290 390,290 0 0 2,320,84751-003-000 #41-Light-Roseland 168,643 31,697 31,697 136,94651-004-000 #41-Light-Meadowlark 16,870 221 221 17,09151-031-310 #41-Light-A.L.W.-Z5 9,876 9,876 9,876 051-035-000 #41-Parks-Sonoma Vly 247,071 37,683 37,683 209,38851-035-210 #41-Parks-SV-Ernie Smith 17,570 17,57051-035-220 #41-Parks-SV-Larson 408 40851-036-010 #41-Light-ABC 72,787 3,384 3,384 69,40351-050-XXX #41-Lighting Services * 5,850,516 23,668 712,850 133,671 133,671 5,271,337Subtotal CSA #41 6,383,741 106,308 795,490 133,892 133,892 5,722,143Total County Service Areas 9,094,878 496,598 1,185,780 133,892 133,892 8,042,990Hazardous Abatement:50-043-000 Rio Nido GHAD 108,607 9,352 9,352 99,255Total Hazardous Abatement 108,607 9,352 9,352 0 0 99,255Air Pollution Control:50-045-000 No Air Poll Control 1,155,665 88,891 88,891 1,066,77450-045-010 NSCAPCD-VPMP 480,140 239,561 239,561 240,57950-045-040 NSCAPCD-DMV Moyer 486,955 68,971 68,971 417,98450-045-050 NSCAPCD-Carl Moyer 181,856 2,158 2,158 179,69850-045-100 NSCAPCD-GAMP 143,560 37,124 37,124 106,43650-045-300 NSCAPCD-Community Prog 167,909 28,993 28,993 138,916Total Air Pollution Control 2,616,085 465,698 465,698 0 0 2,150,387Community Facilities:50-082-001 CFD #4 Wilmar 10,180 10,18050-083-001 CFD #5 Dry Creek 10,600 10,60050-084-001 CFD #7 Mayacamas 30,084 30,084Total Community Facilities 50,864 0 0 0 0 50,864County of SonomaFY 2012-2013 Adopted Budget284State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Changes in Fund Balance-Special Districts and Other AgenciesFiscal Year 2012-13Schedule 14District Name(1)EstimatedFund BalanceJune 30,2012(2)Decreases or CancellationsAdopted bythe Board ofIncreases or NewAdopted bythe Board ofTotalEstimatedFund Balancefor theRecommended Supervisors Recommended Supervisors Budget Year(3) (4)(5) (6)(7)Permanent Roads:50-09X-000 Permanent Roads 665,253 2,296 2,296 667,549Total Permanent Roads 665,253 0 0 2,296 2,296 667,549Sonoma County Water Agency:52-720-100 General52-720-100 General-Contingencies52-720-300 Spring Lake Park52-720-500 Waste/Recycled Wat Loan52-720-800 Sustainability Fund53-730-200 Laguna Mark (1A)53-730-300 Petaluma (2A)53-730-400 Vly of the Moon (3A)53-730-500 Low Russ Riv (5A)53-730-600 North Coast (7A)53-730-700 South Coast (8A)53-730-800 Warm Springs Dam54-740-200 Warm Springs Dam-DS2,054,99375,0001,484,937579,84830,6634,024,4776,426,6022,223,8641,677,85171,0561,853,3583,415,02373,954,955725,304240,434454,601656,4909,725144,9833,415,0236,244,323725,304240,434454,601656,4909,725144,9833,415,0236,244,3233,19054,900202,20122,8103,19054,900202,20122,8101,329,68975,0001,244,503583,03885,5634,226,6785,972,0012,246,6741,021,36161,3311,708,375067,710,632Total Sonoma County Water Agency97,872,627 11,890,883 11,890,883 283,101 283,101 86,264,845IHSS Public Authority:50-930-000 IHSS Public AuthorityTotal IHSS Public Authority428,051 428,051428,051 0 0 0 0 428,051Sonoma County Library:50-950-010 JP-So Co Library50-950-010 JP-So Co Library-Equip50-950-010 JP-Self Check Systems50-950-010 JP-Branch Improvements50-950-120 Gifts & Donations50-950-130 Library Branch Projects50-950-140 Cromwell Bequest50-950-150 Wine Library2,348,087380,3421,201,8232,085,507666,2721,802,170707,00212,689880,77266,90066,10019,0003,300880,77266,90066,10019,0003,3001,467,315380,3421,201,8232,085,507599,3721,736,070688,0029,389Total Sonoma County Library9,203,892 1,036,072 1,036,072 0 0 8,167,820County of SonomaFY 2012-2013 Adopted Budget285State Financial Schedules

State Controller SchedulesCounty Budget ActJanuary 2010County of SonomaState of CaliforniaDetail of Changes in Fund Balance-Special Districts and Other AgenciesFiscal Year 2012-13Schedule 14District Name(1)EstimatedFund BalanceJune 30,2012(2)Decreases or Cancellations Increases or New TotalRecommended(3)Adopted bythe Board ofSupervisors(4)Recommended(5)Adopted bythe Board ofSupervisors(6)EstimatedFund Balancefor theBudget Year(7)Open Space District:50-960-010 So Co Ag Pres/OSD50-960-010 SCAPOSD-Restricted Assets50-960-040 SCAPOSD-Install Pymt50-960-050 SCAPOSD-SR Creek50-960-070 SCAPOSD-Stew Reserve50-960-080 SCAPOSD-Cooley Reserve50-960-090 SCAPOSD-Moore Grant Conserv50-960-100 SCAPOSD-Land Acq50-960-120 SCAPOSD-O & M50-960-300 SCAPOSD-Measure F8,033,848311,1511,55049,3797,933,056178,017750,00032,964075,6809,168405,3009,168405,300685,000201,000.685,000201,0008,024,680311,1511,55049,3798,618,056178,017344,70032,964201,00075,680Total Open Space District17,365,645 414,468 414,468 886,000 886,000 17,837,177Community Development:65-XXX-XXXCommunity Development10,889,602 351,861 351,861 10,537,741Total Community Development 10,889,602 351,861 351,861 0 0 10,537,741Total Special Districts & Other Agencies 148,295,504 14,664,932 15,354,114 1,305,289 1,305,289 134,246,679* Per Board Resolution No. 12-0181 dated 04/23/2012 Special Districts' individual funds were moved under CSA # 41County of SonomaFY 2012-2013 Adopted Budget286State Financial Schedules

Cross Reference of County Services to State Function CategoriesDEPARTMENT OR DIVISION BUDGETS(as presented in this document)STATE FUNCTION CATEGORYGeneralPublicProtectionPublicWays/FacilitiesHealth/SanitationPublicAssistanceEducationRecreation/CulturalDebtServiceADMINISTRATIVE AND FISCAL SERVICESBoard of Supervisors/County AdministratorCounty CounselHuman ResourcesGeneral ServicesInformation SystemsEmployee BenefitsOther General GovernmentAuditor-Controller-Treasurer-Tax CollectorCounty Clerk/AssessorRecorderRetirement of Long-Term DebtXXXXXXXXXXXJUSTICE SERVICESCourt SupportGrand JuryProbationDistrict AttorneyPublic DefenderSheriffXXXXXXHEALTH & HUMAN SERVICESHealth ServicesHuman ServicesChild Support ServicesXXXDEVELOPMENT SERVICESPermit and Resources ManagementFire and Emergency ServicesTransportation and Public WorksEconomic DevelopmentRegional ParksXXXXXOTHER COUNTY SERVICESAgricultural CommissionerUniversity of California Cooperative ExtensionAdvertisingXXXCAPITAL IMPROVEMENTSCapital ImprovementsXCounty of SonomaFY 2012-2013 Adopted Budget287State Financial Schedules

County of SonomaFY 2012-2013 Adopted Budget288State Financial Schedules

PERMANENT POSITION SUMMARY (BY DEPARTMENT HEAD)Department2010-11Allocated2011-12Allocated2012-13Recommended2012-13AdoptedBoard of Supervisors 15.50 14.00 16.00 16.00County Administrator 16.55 13.55 14.55 14.55County Counsel 37.25 36.05 36.05 36.05Human Resources 55.47 46.50 48.50 48.50Information Systems 119.50 105.50 106.50 106.50General Services 117.00 112.20 111.60 113.10County Clerk/ 20.00 20.00 20.00 20.00Registrar of VotersAssessor 72.25 71.73 73.73 73.73Auditor-Controller/Treasurer- 100.75 91.00 94.00 94.00Tax CollectorRecorder 13.00 13.00 13.00 13.00Permit and Resource Mgmt 120.50 101.00 102.00 102.00Economic Development Board 3.50 4.50 7.00 8.00Regional Parks 92.55 81.55 77.50 76.00Public Works 185.75 184.77 185.77 186.02Sheriff/Adult Detention 646.64 607.00 610.50 614.00District Attorney 120.55 111.75 108.75 111.75Probation/Juvenile Institutions 288.35 264.60 258.10 263.10Public Defender 51.00 47.00 49.00 49.00Human Services 661.60 656.85 686.10 688.10Health Services 424.93 468.59 507.49 511.54Dept of Child Support Services 114.50 107.50 101.50 101.50Agricultural Commissioner 63.25 33.75 30.23 30.23UC Cooperative Extension 6.04 4.65 4.65 4.65Fire and Emergency Svcs Dept 18.00 19.60 21.85 21.85Ag Pres/Open Space Dist 26.35 26.52 24.75 24.75Water Agency 197.00 195.50 194.50 194.50Community Development 41.00 43.00 34.00 34.00Fairgrounds 37.75 36.75 33.75 33.75Library 138.32 138.32 138.33 138.33TOTALS (FTE) 3,804.85 3,656.73 3,709.70 3,728.50The FY2012-13 increase in approximately 72 allocated positions in various county departments ispartially due to recovery of the combined 385 allocated positions reduced in FY2010-11 and 2011-12 andpartially due to an increase of 43 allocated positions in Health Services to support the expansion ofservices and an increase of 28 allocated positions in Human Services mostly due to larger thananticipated Cal Fresh, Medi-Cal and Cal-Works state allocations.County of SonomaFY 2012-2013 Adopted Budget289Position Listing

County of SonomaAdopted Budget FY 12-13Position AllocationandSalary ScheduleThe “RANGE” values in the following Position Allocation andSalary Schedules reflect the beginning of each approved salaryrange in effect at the time the Board of Supervisors adopted thebudget.See the Human Resources Department website(www.sonoma-county.org/hr/) for the current salary levels ineffect at anytime.County of SonomaFY 2012-2013 Adopted Budget290Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DBOARD OF SUPERVISORSBOARD OF SUPERVISORSSUPERVISORCHIEF DEPUTY CLERK OF BOARDBRD OF SUPS STAFF ASSISTANTOFFICE SUPPORT SUPERVISOR BOSSECRETARY CONFIDENTIALSENIOR OFFICE ASSISTANT-C6425359131722569205918815.001.005.001.003.001.005.001.005.001.003.001.005.001.005.001.003.001.005.001.005.001.003.001.00-------- -------- -------- --------PERMANENT POSITIONS 16.00 16.00 16.00 16.00EXTRA HELP .50 .79 .79 .79COUNTY ADMINISTRATORCOUNTY ADMINISTRATORCOUNTY ADMINISTRATORASSISTANT COUNTY ADMINISTRATORDEPUTY COUNTY ADMINISTRATORPRINCIPAL ADMIN ANALYSTLAFCO EXECUTIVE OFFICERADMINISTRATIVE ANALYST IIIEXECUTIVE ASST CAO CONFADMINISTRATIVE AIDE CONFIDENSECRETARY CONFIDENTIAL11260777656244778433540102547233320591.001.003.001.004.801.001.751.001.003.001.001.004.801.001.00.751.001.003.001.001.004.801.001.00.751.001.003.001.001.004.801.001.00.75-------- -------- -------- --------PERMANENT POSITIONS 13.55 14.55 14.55 14.55EXTRA HELP .20 .20 .20OVERTIME .01 .01 .01 .01COUNTY COUNSELCOUNTY COUNSELCOUNTY COUNSELASST COUNTY COUNSELCHIEF DEPUTY COUNTY COUNSELDEPUTY COUNTY COUNSEL IVDEPUTY COUNTY COUNSEL IIIADMIN SERVICES OFFICER ILEGAL ASSISTANT CONFIDENTIALACCOUNTING TECH CONFIDLEGAL SECRETARY II CONFIDRECEPTIONIST CONFIDENTIAL98576513591853844781348623312196216118811.001.004.0014.304.751.007.001.001.001.001.001.004.0014.304.751.007.001.001.001.001.001.004.0014.304.751.007.001.001.001.001.001.004.0014.304.751.007.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 36.05 36.05 36.05 36.05HUMAN RESOURCESHUMAN RESOURCESDIRECTOR HUMAN RESOURCESASSISTANT HR DIRECTOREMPLOYEE RELATIONS MANAGERRECRUITMENT CLASSIFICATION MGRDEPT INFO SYS MANAGERHUMAN RESOURCES MANAGERHUMAN RESOURCES ANALYST IIIADMIN SERVICES OFFICER I697757875690460642104005348634861.001.001.001.001.006.001.001.001.001.001.001.007.001.001.001.001.001.001.007.001.001.001.001.001.001.007.001.00County of SonomaFY 2012-2013 Adopted Budget291Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DHUMAN RESOURCESHUMAN RESOURCESADMINISTRATIVE AIDE CONFIDENEXECUTIVE SECRETARY CONFIDHUMAN RESOURCES TECH-CONFPAYROLL CLERK CONFIDENTIALSENIOR OFFICE ASSISTANT-C233323142244220218812.001.005.001.001.002.001.005.001.001.002.001.005.001.001.002.001.005.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 22.00 23.00 23.00 23.00EXTRA HELP .35 .35 .35OVERTIME .06 .06 .06 .06ADA PROGRAMHUMAN RESOURCES ANALYST III 3486 1.00 1.00 1.00-------- -------- -------- --------PERMANENT POSITIONS 1.00 1.00 1.00INFORMATION SYSTEMSISD ADMINISTRATIONINFORMATION SYSTEM DIRECTORADMIN SERVICES OFFICER IIINFO TECHNOLOGY ANALYST IIDEPARTMENT ANALYSTADMINISTRATIVE AIDEADMINISTRATIVE AIDE CONFIDENEXECUTIVE SECRETARY CONFID68044010303429522333233323141.001.001.752.001.001.001.001.001.001.752.001.001.001.001.001.001.752.001.001.001.001.001.001.752.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 8.75 8.75 8.75 8.75APPLICATIONS-MAINTENANCEINFO SYS DIVISION DIRECTORINFO SYSTEMS PROJECT MANAGERSYSTEMS SOFTWARE ANALYSTSENIOR PROGRAMMER ANALYSTSR BUSINESS SYSTEMS ANALYSTPROGRAMMER ANALYSTINFO TECHNOLOGY ANALYST IIGEOGRAPHIC INFO TECH II524745644023383138313204303427571.006.003.0014.502.005.001.002.001.006.003.0014.502.005.001.002.001.006.003.0014.502.005.001.002.001.006.003.0014.502.005.001.002.00-------- -------- -------- --------PERMANENT POSITIONS 34.50 34.50 34.50 34.50OVERTIME .19 .19 .19 .19TECHNICAL SVCS (MAINFRAME)INFO SYS DIVISION DIRECTORINFO SYSTEMS PROJECT MANAGERSENIOR NETWORK ANALYSTSYSTEMS SOFTWARE ANALYSTNETWORK ANALYSTINFO TECHNOLOGY ANALYST IIIINFO TECHNOLOGY ANALYST IIGEOGRAPHIC INFO TECH IISR SYSTEMS SUPPORT TECHNICIAN524745644200402339073734303427572498.894.002.008.004.004.009.252.002.00.894.002.008.004.004.009.252.002.00.894.002.008.004.004.009.252.002.00.894.002.008.004.004.009.252.002.00County of SonomaFY 2012-2013 Adopted Budget292Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DINFORMATION SYSTEMSTECHNICAL SVCS (MAINFRAME)SYSTEMS SUPPORT TECHNICIAN20821.00--------1.00--------1.00--------1.00--------PERMANENT POSITIONS37.1437.1437.1437.14OVERTIME1.031.031.031.03WORK GROUP SUPPORTINFO SYS DIVISION DIRECTORINFO SYSTEMS PROJECT MANAGERNETWORK ANALYSTSR BUSINESS SYSTEMS ANALYSTADMINISTRATIVE AIDE524745643907383123331.001.001.001.001.00--------1.001.001.001.001.00--------1.001.001.001.001.00--------1.001.001.001.001.00--------PERMANENT POSITIONS 5.00 5.00 5.00 5.00COMMUNICATION-RADIOSENIOR COMMUNICATIONS TECHCOMMUNICATIONS TECHNICIAN II320629161.001.00--------1.001.00--------1.001.00--------1.001.00--------PERMANENT POSITIONS 2.00 2.00 2.00 2.00COMMUNICATIONS-TELEPHONEINFO SYS DIVISION DIRECTORCOMMUNICATIONS MANAGERADMIN SERVICES OFFICER I524743583486.111.001.00--------.111.001.00--------.111.001.00--------.111.001.00--------PERMANENT POSITIONS 2.11 2.11 2.11 2.11RECORDSRECORDS MANAGERDEPARTMENT ANALYSTMAIL MATERIALS RECORD SUPVSENIOR OFFICE ASSISTANTMAIL MATERIALS RECORD HNDLR II33942952208718261815.501.001.001.005.00--------.501.001.001.005.00--------.501.001.001.005.00--------.501.001.001.005.00--------PERMANENT POSITIONS8.508.508.508.50EXTRA HELP.19.19.19.19OVERTIME.03.03.03.03REPROGRAPHICSRECORDS MANAGERADMINISTRATIVE AIDEREPROGRAPHICS SUPERVISORGRAPHICS DESIGNER PHOTOGRAPHERREPROGRAPHICS TECHNICIAN IIIREPROGRAPHICS TECHNICIAN II339423332175217519711810.501.001.002.003.001.00--------.501.001.002.003.001.00--------.501.001.002.003.001.00--------.501.001.002.003.001.00--------County of SonomaFY 2012-2013 Adopted Budget293Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DINFORMATION SYSTEMSREPROGRAPHICSPERMANENT POSITIONS 8.50 8.50 8.50 8.50OVERTIME .16 .16 .16 .16GENERAL SERVICESGENERAL SERVICES-ADMINGENERAL SERVICES DIRECTORDEP DIRECTOR GENERAL SERVICESADMIN SERVICES OFFICER IISUPERVISING ACCOUNTANTADMIN SERVICES OFFICER IEXECUTIVE SECRETARY CONFIDPAYROLL CLERK CONFIDENTIALACCOUNTING TECHNICIANACCOUNT CLERK IIISECRETARYACCOUNT CLERK II680146084010351134862314220221322013199918261.001.001.001.001.001.001.001.00.501.601.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.00.501.601.001.001.001.00.501.601.001.001.001.00.501.60-------- -------- -------- --------PERMANENT POSITIONS 10.10 10.10 10.10 10.10ARCHITECTCOUNTY ARCHITECTDEP DIRECTOR GENERAL SERVICESASSOCIATE ARCHITECTMAJOR PROJECT ARCHITECTSENIOR PROJECT SPECIALISTBUSINESS SYSTEMS ANALYSTPROJECT SPECIALISTDEPARTMENT ANALYSTADMINISTRATIVE AIDESENIOR OFFICE ASSISTANT47964608416838883621320431512952233318261.002.002.003.001.004.001.002.003.001.001.002.002.003.001.004.001.001.002.002.003.001.004.001.001.002.002.003.001.004.002.00 2.00 2.003.00 3.00 3.00-------- -------- -------- --------PERMANENT POSITIONS 19.00 19.00 19.00 19.00EXTRA HELP .14 .14 .14 .14PURCHASING AGENTBUSINESS DEVELOPMENT MANAGERPURCHASING AGENTASSISTANT PURCHASING AGENTDEPARTMENT ANALYSTBUYERSECRETARY4291401134872952248219991.001.001.003.001.001.001.001.001.001.001.001.003.001.001.003.001.001.003.001.00-------- -------- -------- --------PERMANENT POSITIONS 7.00 7.00 7.00 7.00VETERANS/COMMUNITY BUILDINGSEVENTS SERVICES SUPERVISOREVENT SERVICES WORKER279120291.00.50-------- -------- -------- --------PERMANENT POSITIONS 1.50County of SonomaFY 2012-2013 Adopted Budget294Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DGENERAL SERVICESVETERANS/COMMUNITY BUILDINGSEXTRA HELP .63ENERGY DIVISIONENERGY & SUSTAIN PROGRAM MGRADMIN SERVICES OFFICER IHUMAN SERVICES PROGRAM MANAGERDEPARTMENT ANALYSTADMIN AIDE PROJ-CONFSR OFFICE ASST PROJECT4378348632202952233318261.002.001.003.002.003.001.001.002.003.003.003.001.001.002.003.003.003.001.001.002.003.003.003.00-------- -------- -------- --------PERMANENT POSITIONS 12.00 13.00 13.00 13.00REAL ESTATE PROGRAMREAL ESTATE MANAGERDEPARTMENT ANALYSTLEGAL SECRETARY IISECRETARY45672952209819991.001.001.00.501.001.001.00.501.001.001.00.501.001.001.00.50-------- -------- -------- --------PERMANENT POSITIONS 3.50 3.50 3.50 3.50FACILITIES OPERATIONSFACILITY MANAGERASST FACILITY MANAGERASSISTANT BUILDING SUPTPROJECT SPECIALISTDEPARTMENT ANALYSTBUILDING MECHANIC IIADMINISTRATIVE AIDESENIOR OFFICE ASSISTANTOFFICE ASSISTANT II4358416433153151295228042333182616031.001.003.001.001.0028.001.001.001.501.003.001.001.0028.001.002.001.001.003.001.001.0028.001.002.001.001.003.001.001.0028.001.002.001.00-------- -------- -------- --------PERMANENT POSITIONS 38.50 38.00 38.00 38.00EXTRA HELP 2.00 2.00 2.00 2.00OVERTIME 2.13 2.13 2.13 2.13FLEET OPERATIONSFLEET MANAGERASSISTANT FLEET MANAGERHEAVY EQ FLEET MAINT SUPDEPARTMENT ANALYSTAUTO FLEET MAINT SUPERVISORWELDERHEAVY EQUIPMENT MECHANIC IIAUTOMOTIVE TECHNICIANSENIOR OFFICE ASSISTANTOFFICE ASSISTANT IIMOTOR POOL ATTENDANT435837483169295229222696269624981826160314781.001.001.001.001.001.005.006.002.001.001.001.001.001.001.001.001.005.006.003.001.001.001.001.001.001.005.006.003.001.001.001.001.001.001.005.006.003.001.00 1.00 1.00-------- -------- -------- --------PERMANENT POSITIONS 21.00 21.00 21.00 21.00County of SonomaFY 2012-2013 Adopted Budget295Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DGENERAL SERVICESFLEET OPERATIONSOVERTIME.14.14.14.14COUNTY CLERKCOUNTY CLERKCHIEF DEPUTY COUNTY CLERKLEGAL STAFF SUPERVISORSENIOR LEGAL PROCESSORLEGAL PROCESSOR II35912346200618261.001.001.003.00--------1.001.001.003.00--------1.001.001.003.00--------1.001.001.003.00--------PERMANENT POSITIONS 6.00 6.00 6.00 6.00REGISTRAR OF VOTERSASSISTANT REGISTRAR OF VOTERSPROGRAM DEVELOPMENT MANAGERDIS SPECIALIST IIELECTION SERVICES SUPERVISORSR ELECTION SPECIALISTSECRETARYELECTION SPECIALIST IISTOREKEEPER497937053130249620081999182818151.001.001.001.003.001.005.001.00--------1.001.001.001.003.001.005.001.00--------1.001.001.001.003.001.005.001.00--------1.001.001.001.003.001.005.001.00--------PERMANENT POSITIONS14.0014.0014.0014.00EXTRA HELP4.964.964.964.96OVERTIME1.791.791.791.79ASSESSORASSESSORCHIEF DEPUTY ASSESSORCHIEF APPRAISERASSESSMENT PROCESS MANAGERSUPERVISING AUDITOR-APPRAISERAPPRAISER IVDIS SPECIALIST IIDEPARTMENT ANALYSTAUDITOR-APPRAISER IIAPPRAISER IIIASSESSORS CHNG OWNERSHIP SUPVCADASTRAL MAPPING SUPERVISORASSESSMENT PROCESS SUPERVISORCADASTRAL MAPPING TECH IIASSESSMENT PROCESS SPECIALISTAPPRAISER AIDEASSESSMENT CLERK53994374397834163287313029522921285127932652228322572073193118461.001.001.001.004.002.751.006.0017.981.001.002.003.009.003.0010.00--------1.001.001.001.004.002.751.006.0018.981.001.002.003.009.004.0010.00--------1.001.001.001.004.002.751.006.0018.981.001.002.003.009.004.0010.00--------1.001.001.001.004.002.751.006.0018.981.001.002.003.009.004.0010.00--------PERMANENT POSITIONS64.7366.7366.7366.73EXTRA HELP.62.62.62OVERTIME.48.48.48.48County of SonomaFY 2012-2013 Adopted Budget296Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DASSESSORADMINISTRATIVE SERVICESCOUNTY CLERK-RECORDER-ASSESSORDEPARTMENT ACCOUNTING MANAGERADMIN SERVICES OFFICER IACCOUNTANT II-CONFACCOUNTANT IIEXECUTIVE SECRETARY CONFIDACCOUNT CLERK II80423821348628932809231418261.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 7.00 7.00 7.00 7.00AUD-CONT/TREAS-TAX COLLAUDITOR-CONTROLLERASSISTANT AUDITOR-CONTROLLERAUDIT MANAGERACCOUNTING MANAGER AUD CONT OFPAYROLL MANAGER AUD CONT OFFSR BUSINESS SYSTEMS ANALYSTSUPERVISING ACCOUNTANTACCOUNTANT/AUDITOR IIDEPARTMENT ANALYSTACCOUNTANT II-CONFACCOUNTANT IIAUDITORS PAYROLL TECHNICIAN CACCOUNTING ASSISTANTACCOUNTING TECHNICIANACCOUNT CLERK IIIACCOUNT CLERK II5460432443244111383135113220295228932809231422262132201318261.001.002.001.005.0012.001.001.007.006.006.001.008.003.001.001.003.001.001.006.0014.002.001.007.006.006.001.006.002.001.001.003.001.001.006.0014.002.001.007.006.006.001.006.002.001.001.003.001.001.006.0014.002.001.007.006.006.001.006.002.00-------- -------- -------- --------PERMANENT POSITIONS 55.00 58.00 58.00 58.00TREASURYASSISTANT TREASURERREVENUE AND DEBT MANAGERTREASURY MANAGERDEPARTMENT ANALYSTADMINISTRATIVE AIDEADMINISTRATIVE AIDE CONFIDENACCOUNTING TECHNICIANACCOUNT CLERK III495541113978295223332333213220131.001.001.001.001.001.002.002.001.001.001.001.001.001.002.002.001.001.001.001.001.001.002.002.001.001.001.001.001.001.002.002.00-------- -------- -------- --------PERMANENT POSITIONS 10.00 10.00 10.00 10.00OVERTIME .09 .09 .09 .09TAX COLLECTORASST TAX COLLECTOR-AUDITORTAX ACCOUNT MANAG AUD CONT OFFTAX COLLECTION MANAGERACCOUNTANT/AUDITOR IIACCOUNTANT IIACCOUNTING ASSISTANTACCOUNTING TECHNICIANACCOUNT CLERK IIICOLLECTIONS ASSISTANTACCOUNT CLERK II49554111397832202809222621322013200618261.001.001.002.001.003.002.005.001.003.001.001.001.002.001.003.002.006.001.001.001.002.001.003.002.006.001.001.001.002.001.003.002.006.003.00 3.00 3.00-------- -------- -------- --------County of SonomaFY 2012-2013 Adopted Budget297Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DAUD-CONT/TREAS-TAX COLLTAX COLLECTORPERMANENT POSITIONS 20.00 20.00 20.00 20.00OVERTIME .03 .03 .03 .03ACTTC-ADMINISTRATIONAUD CONTROLLER/TREAS TAX COLLADMIN SERVICES OFFICER IDEPARTMENT ANALYSTADMINISTRATIVE AIDE CONFIDEN99973486295223331.001.001.002.001.001.001.002.001.001.001.002.001.001.001.002.00-------- -------- -------- --------PERMANENT POSITIONS 5.00 5.00 5.00 5.00OVERTIME .04 .04 .04 .04RECORDERRECORDER OPERATIONS FUNDCHIEF DEPUTY RECORDERDOCUMENT RECORDER IIIDOCUMENT RECORDER IIRECEPTIONISTMICROGRAPHIC TECHNICIAN II397823462006182618261.001.006.001.004.001.001.006.001.004.001.001.006.001.004.001.001.006.001.004.00-------- -------- -------- --------PERMANENT POSITIONS 13.00 13.00 13.00 13.00EXTRA HELP 1.61 1.61 1.61 1.61OVERTIME .05 .05 .05 .05PERMIT AND RESOURCE MGMTPRMD-ADMINISTRATIONDIRECTOR PRMDDEP DIR ENGINEERING CONSTRUCTIDEPUTY DIRECTOR/PLANNINGENGINEERING DIVISION MANAGERBUILDING DIVISION MANAGERSENIOR ENGINEERPRMD DIVISION MANAGERADMIN SERVICES OFFICER IIENGINEERLICENSED LAND SURVEYORCODE ENFORCEMENT SUPERVISORSUPERVISING PLANNERSUPERVISING BUILDING INSPECTORCUSTOMER SERVICE SUPERVISORSUPV E H SPECIALISTACCOUNTANT IIISR CODE ENFORCEMENT INSPECTORSR BUILDING PLANS EXAMINERPLANNER IIISENIOR ENVIROMENTAL SPECIALISTSENIOR BUILDING INSPECTORENVIRON HEALTH SPECIALIST IIIDIS SPECIALIST IICODE ENFORCEMENT INSPECTOR IIBLDG PLANS EXAMINER II65995514499747964796437543424010397237373639363435983471338933263309330733033195315031353130305930581.001.001.001.001.002.003.001.005.001.001.002.001.001.001.001.004.002.0014.001.003.005.002.003.002.001.001.001.001.001.002.003.001.006.001.001.002.001.001.001.001.004.002.0014.001.003.005.002.003.002.001.001.001.001.001.002.003.001.006.001.001.002.001.001.001.001.004.002.0014.001.003.005.002.003.002.001.001.001.001.001.002.003.001.006.001.001.002.001.001.001.001.004.002.0014.001.003.005.002.003.002.00County of SonomaFY 2012-2013 Adopted Budget298Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DPERMIT AND RESOURCE MGMTPRMD-ADMINISTRATIONENVIROMENTAL SPECIALISTDEPARTMENT ANALYSTSR GEOGRAPHIC INFO TECHENVIRON HEALTH SPECIALIST IIBUILDING INSPECTOR IIENGINEERING TECHNICIAN IIIGEOGRAPHIC INFO TECH IIPERMIT TECHNICIAN IIADMINISTRATIVE AIDEACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTACCOUNT CLERK IITELEPHONE OPERATOROFFICE ASSISTANT II2972295229512939291127682757237523332013199918261826162916033.001.001.004.006.005.001.004.001.001.003.008.002.001.001.003.001.001.004.006.004.001.005.001.001.003.008.001.001.001.003.001.001.004.006.004.001.005.001.001.003.008.001.001.001.003.001.001.004.006.004.001.005.001.001.003.008.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 102.00 102.00 102.00 102.00OVERTIME 1.19 1.19 1.19 1.19ECONOMIC DEVELOPMENTBOARDECONOMIC DEVELOPMENTECONOMIC DEVELOPMENT COORDINATHUMAN SERVICES PROGRAM MANAGERADMINISTRATIVE AIDESECRETARY58073220233319991.002.502.501.001.002.502.501.001.002.502.501.001.002.504.50-------- -------- -------- --------PERMANENT POSITIONS 7.00 7.00 7.00 8.00EXTRA HELP 3.00 3.00 3.00 3.00REGIONAL PARKSPARK OPS & MAINTPARK MANAGERDEPARTMENT ANALYSTAQUATIC SPECIALISTPARK RANGER IIIPARK RANGER IIPARKS GROUNDS MAINT SUPERVISORPARK RANGER IPLANNING TECHNICIANPARKS GROUNDS MAINT WORKER II4348295227912791235223482146204620291.001.001.003.003.002.009.001.0015.001.001.001.003.003.002.009.001.0014.001.001.001.003.003.002.009.001.0014.001.001.001.003.003.002.009.001.0014.00-------- -------- -------- --------PERMANENT POSITIONS 36.00 35.00 35.00 35.00EXTRA HELP 27.46 27.46 27.46 27.46OVERTIME .64 .64 .64 .64PARK PLANNINGPARK PLANNING MANAGERSENIOR PARK PLANNERPARK PLANNER IISENIOR OFFICE ASSISTANT50883731310818261.001.002.001.001.001.002.00.501.001.002.00.501.001.002.00.50-------- -------- -------- --------County of SonomaFY 2012-2013 Adopted Budget299Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DREGIONAL PARKSPARK PLANNINGPERMANENT POSITIONS5.004.504.504.50EXTRA HELP.66.66.66RECREATION, HEALTH & EDUCREC & EDUCATION SVCS MANAGERMARKETING SPECIALISTADMINISTRATIVE AIDEADMINISTRATIVE AIDE CONFIDENPARK PROGRAM ASSISTANT401024742333233320021.001.001.00--------1.00.501.001.001.00--------1.00.501.001.001.00--------1.00.501.001.001.00--------PERMANENT POSITIONS3.004.504.504.50EXTRA HELP1.661.001.001.00OVERTIME.04.04.04BUSINESS STRATEGY & DEVELOPDIRECTOR OF REGIONAL PARKSDEPUTY DIRECTOR REGIONAL PARKSBUSINESS DEVELOPMENT MANAGERADMIN SERVICES OFFICER IDEPARTMENT ANALYSTEXECUTIVE SECRETARY CONFIDPAYROLL CLERK CONFIDENTIALBOOKING & RESERVATION COORDACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTACCOUNT CLERK IIOFFICE ASSISTANT II63615088429134862952231422022122201319991826182616031.001.001.00.752.001.001.001.001.001.001.003.002.00--------1.001.001.001.002.001.001.001.001.001.002.003.002.00--------1.001.001.001.002.001.001.001.001.001.002.003.002.00--------1.001.001.001.002.001.001.001.001.001.002.003.002.00--------PERMANENT POSITIONS16.7518.0018.0018.00EXTRA HELP1.16.33.33.33OVERTIME.12.12.12.12SPRING LAKE PARKENVIRON DISCOVERY CTR COORDPARK RANGER IIIPARK RANGER IIPARKS GROUNDS MAINT SUPERVISORPARK RANGER IPARKS GROUNDS MAINT WORKER IIPARK PROGRAM ASSISTANT29522791235223482146202920021.001.001.001.003.002.001.00--------1.001.001.001.003.002.001.00--------1.001.001.001.003.002.001.00--------1.001.001.001.003.002.001.00--------PERMANENT POSITIONS10.0010.0010.0010.00EXTRA HELP9.6610.2210.2210.22OVERTIME.55.55.55.55County of SonomaFY 2012-2013 Adopted Budget300Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DREGIONAL PARKSVETERANS/COMMUNITY BUILDINGSPUBLIC FACILITIES MANAGEREVENTS SERVICES SUPERVISOREVENT SERVICES WORKEROFFICE ASSISTANT II43482791202916031.001.004.001.001.00.501.00.50-------- -------- -------- --------PERMANENT POSITIONS 7.00 1.50 1.50EXTRA HELP 2.39 .63 .63OVERTIME .24ROAD DIVISIONROAD DEPARTMENTDIRECTOR OF TRAN/PUBLIC WORKSDEP DIR-TRANSPORT/OPERATIONDEP DIR-ENGINEERING/MAINTSENIOR ENGINEERROAD OPS DIVISION MGRDEPT INFO SYS MANAGERADMIN SERVICES OFFICER IIENGINEERPUBLIC WORKS OPS COORDINATORLICENSED LAND SURVEYORSUPERVISING RIGHT OF WAY AGENTADMIN SERVICES OFFICER IENGINEERING TECHICIAN IVPUBLIC WORKS FLEET EQUIP MGRBRIDGE SUPERVISORDEPARTMENT ANALYSTTRAFFIC SIGNAL TECHNICIANMAINTENANCE SUPERVISORTRAFFIC MAINTENANCE SUPERVISORVEGETATION CONTROL ADVISORENGINEERING TECHNICIAN IIISENIOR BRIDGE WORKERGEOGRAPHIC INFO TECH IMAINTENANCE WORKER IIITRAFFIC PAINT & SIGN WORKEREXECUTIVE SECRETARY CONFIDBRIDGE WORKERMATERIALS EQUIPMENT SPECIALISTPAYROLL CLERK CONFIDENTIALVEGETATION SPECIALISTMAINTENANCE WORKER IIACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTYARD CLERK768462866286437543504210401039723782373735333486332332783036295228962866286628212768248924802348234823142214220222022093202920131999182618261.001.001.005.001.001.001.005.002.001.001.001.006.001.001.004.001.004.501.001.006.003.001.0025.504.001.004.001.001.001.0023.003.001.002.002.001.001.001.005.001.001.001.005.002.001.001.001.006.001.001.004.001.004.501.001.006.003.001.0025.504.001.004.001.001.001.0023.003.001.002.002.001.001.001.005.001.001.001.005.002.001.001.001.006.001.001.004.001.004.501.001.006.003.001.0025.504.001.004.001.001.001.0023.003.001.002.002.001.001.001.005.001.001.001.005.002.001.001.001.006.001.001.004.001.004.501.001.006.003.001.0025.504.001.004.001.001.001.0023.003.001.002.002.00-------- -------- -------- --------PERMANENT POSITIONS 119.00 119.00 119.00 119.00EXTRA HELP 9.46 9.46 9.46 9.46OVERTIME 3.47 3.47 3.47 3.47SHERIFF-LAW ENFORCEMENTSHERIFF-ADMINSHERIFF-CORONER 9197 1.00 1.00 1.00 1.00County of SonomaFY 2012-2013 Adopted Budget301Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSHERIFF-LAW ENFORCEMENTSHERIFF-ADMINSHERIFFS CAPTAINSHERIFFS LIEUTENANTDEPT ADMIN SERVICES DIRECTORSHERIFFS SERGEANTDEPT INFO SYS MANAGERADMIN SERVICES OFFICER IIDEPARTMENT ACCOUNTING MANAGERCORRECTIONAL SERGEANTDEPUTY SHERIFF IIADMIN SERVICES OFFICER IDIS SPECIALIST IIDEPARTMENT ANALYSTACCOUNTANT IIDIS TECHNICIAN IIADMINISTRATIVE AIDEEXECUTIVE SECRETARY CONFIDPAYROLL CLERK CONFIDENTIALACCOUNT CLERK III CONFIDSECRETARY CONFIDENTIALACCOUNT CLERK IIISENIOR OFFICE ASSISTANTACCOUNT CLERK IISTOREKEEPER599952414516426542104010382136403629348631302952280923762333231422022073205920131826182618151.001.001.003.001.001.001.001.002.002.005.001.001.002.001.001.002.001.003.001.001.001.001.001.001.003.001.001.001.001.001.002.002.005.001.001.002.001.001.002.001.003.001.001.001.001.001.001.003.001.001.001.001.001.002.002.005.001.001.002.001.001.002.001.003.001.001.001.001.001.001.003.001.001.001.001.001.002.003.505.001.002.001.001.002.001.003.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 35.00 36.00 36.00 36.50EXTRA HELP .17 .60 .60 .60OVERTIME .47 .48 .48 .48LAW ENFORCEMENT-ADMINASSISTANT SHERIFFDEPARTMENT ANALYSTCOMMUNITY SERVICES OFFICER II6844295219711.001.002.001.001.001.001.001.001.001.001.002.00-------- -------- -------- --------PERMANENT POSITIONS 4.00 3.00 3.00 4.00OVERTIME .08 .06 .06 .06SHERIFF-DISPATCHCOMMUNICATIONS DISPATCH MANAGESUPERVISING COMMUNICATIONS DISSENIOR COMMUNICATIONS DISPATCHCOMMUNICATIONS DISPATCHER II39853115274726211.005.008.0014.501.005.008.0014.501.005.008.0014.501.005.008.0015.50-------- -------- -------- --------PERMANENT POSITIONS 28.50 28.50 28.50 29.50EXTRA HELP .58 .19 .19 .19OVERTIME 3.44 3.71 3.71 3.71SHERIFF-RADIOSENIOR COMMUNICATIONS TECHCOMMUNICATIONS TECHNICIAN II320629161.00 1.00 1.00 1.002.00 2.00 2.00 2.00-------- -------- -------- --------County of SonomaFY 2012-2013 Adopted Budget302Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSHERIFF-LAW ENFORCEMENTSHERIFF-RADIOPERMANENT POSITIONS3.003.003.003.00OVERTIME.11.52.52.52SHERIFF-HELICOPTERHELICOPTER PILOTDEPUTY SHERIFF IISHERIFFS PARAMEDIC3710362927101.001.001.00--------1.001.00--------1.001.00--------1.001.00--------PERMANENT POSITIONS3.002.002.002.00EXTRA HELP1.041.041.04OVERTIME.45.41.41.41SHERIFF-CIVILDEPUTY SHERIFF IIHUMAN SERVICES PROGRAM MANAGERCOMMUNITY SERVICES OFFICER IILEGAL PROCESSOR II36293220197118261.001.001.002.00--------1.001.001.002.00--------1.001.001.002.00--------1.001.001.002.00--------PERMANENT POSITIONS5.005.005.005.00EXTRA HELP.01.01.01.01OVERTIME.04.04.04.04SHERIFF-MARINE UNITSHERIFFS SERGEANTDEPUTY SHERIFF II426536291.002.00--------1.002.00--------1.002.00--------1.002.00--------PERMANENT POSITIONS3.003.003.003.00OVERTIME.82.82.82.82SHERIFF-PATROLSHERIFFS CAPTAINSHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF IICOMMUNITY SERVICES OFFICER II599952414265362919711.004.0011.0098.003.00--------1.004.0011.0098.003.00--------1.004.0011.0098.003.00--------1.004.0011.0098.003.00--------PERMANENT POSITIONS117.00117.00117.00117.00EXTRA HELP.29.29.29.29OVERTIME20.6625.2125.2125.21County of SonomaFY 2012-2013 Adopted Budget303Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSHERIFF-LAW ENFORCEMENTSHERIFF-WINDSORSHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF IIADMINISTRATIVE AIDECOMMUNITY SERVICES OFFICER IILEGAL PROCESSOR II5241426536292333197118261.002.0017.001.001.001.00--------1.002.0017.001.001.001.00--------1.002.0017.001.001.001.00--------1.002.0017.001.001.001.00--------PERMANENT POSITIONS23.0023.0023.0023.00EXTRA HELP1.161.161.161.16OVERTIME2.893.173.173.17SHERIFF-SONOMASHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF IIADMINISTRATIVE AIDECOMMUNITY SERVICES OFFICER II524142653629233319711.002.0010.001.002.00--------1.002.0010.001.002.00--------1.002.0010.001.002.00--------1.002.0010.001.002.00--------PERMANENT POSITIONS16.0016.0016.0016.00OVERTIME2.132.102.102.10SHERIFF-INVESTIGATIONSHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF IISECRETARYSENIOR OFFICE ASSISTANT524142653629199918261.006.0022.002.001.00--------1.006.0022.002.001.00--------1.006.0022.002.001.00--------1.006.0022.002.001.00--------PERMANENT POSITIONS32.0032.0032.0032.00EXTRA HELP.72.72.72.72OVERTIME3.783.873.873.87SHERIFF-SVCS-RECORDSSHERIFFS INFO BUREAU MANAGERLEGAL STAFF SUPERVISORSENIOR LEGAL PROCESSORCOMMUNITY SERVICES OFFICER IILEGAL PROCESSOR II348623462006197118261.002.004.006.006.00--------1.002.004.006.006.00--------1.002.004.006.006.00--------1.002.004.006.006.00--------PERMANENT POSITIONS19.0019.0019.0019.00EXTRA HELP.66.66.66.66OVERTIME.42.41.41.41SHERIFF-COURT SECURITYSHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF II524142653629.802.0028.001.002.0028.001.002.0028.001.002.0028.00County of SonomaFY 2012-2013 Adopted Budget304Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSHERIFF-LAW ENFORCEMENTSHERIFF-COURT SECURITYCORRECTIONAL OFFICER II28406.00--------6.00--------6.00--------6.00--------PERMANENT POSITIONS36.8037.0037.0037.00EXTRA HELP9.759.809.809.80OVERTIME.82.38.38.38SHERIFF-TRANSPORTATIONSHERIFFS LIEUTENANTSHERIFFS SERGEANTDEPUTY SHERIFF II524142653629.201.004.00--------1.004.00--------1.004.00--------1.004.00--------PERMANENT POSITIONS5.205.005.005.00EXTRA HELP1.351.441.441.44OVERTIME.41.37.37.37SHERIFF-CORONERSHERIFFS SERGEANTDEPUTY SHERIFF IIFORENSIC ASSISTANT4265362921181.004.002.00--------1.004.002.00--------1.004.002.00--------1.004.002.00--------PERMANENT POSITIONS7.007.007.007.00OVERTIME.81.81.81.81SHERIFF-TRAINING-------- -------- -------- --------SHERIFF-DETENTION DIVISIONNORTH COUNTY DETENTION FACILITYCORRECTIONAL SERGEANTCORRECTIONAL OFFICER IILEGAL PROCESSOR II3640284018264.0022.004.40--------4.0022.004.40--------4.0022.004.40--------4.0022.004.40--------PERMANENT POSITIONS30.4030.4030.4030.40EXTRA HELP.461.271.271.27OVERTIME2.826.656.656.65DETENTION-MAIN JAILSHERIFFS CAPTAINCORRECTIONAL LIEUTENANTCORRECTIONAL SERGEANTCORRECTIONAL OFFICER IILEGAL STAFF SUPERVISORSENIOR LEGAL PROCESSORSECRETARY59995142364028402346200619991.004.0014.00135.002.002.001.001.004.0014.00135.002.002.001.001.004.0014.00135.002.002.001.001.004.0014.00135.002.002.001.00County of SonomaFY 2012-2013 Adopted Budget305Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSHERIFF-DETENTION DIVISIONDETENTION-MAIN JAILLEGAL PROCESSOR II 1826 24.60 23.60 23.60 23.60-------- -------- -------- --------PERMANENT POSITIONS 183.60 182.60 182.60 182.60EXTRA HELP 1.85 1.74 1.74 1.74OVERTIME 25.79 16.86 16.86 16.86DETENTION-ADMINISTRATIONASSISTANT SHERIFFSHERIFFS CAPTAINCORRECTIONAL LIEUTENANTCORRECTIONAL SERGEANTSHERIFFS INFO BUREAU MANAGERHUMAN SERVICES PROGRAM MANAGERCORRECTIONAL OFFICER IISUPERVISING DETENTION ASSTCHEFSECRETARYDETENTION ASSISTANTLEGAL PROCESSOR IICOOKASSISTANT COOKJANITOR6844599951423640348632202840214920681999191218261748159415791.001.003.002.001.001.0013.002.002.001.0016.002.009.003.005.001.001.003.002.001.0013.002.002.001.0016.002.009.003.005.001.001.003.002.001.0013.002.002.001.0016.002.009.003.005.001.001.003.002.001.001.0013.002.002.001.0016.002.009.003.005.00-------- -------- -------- --------PERMANENT POSITIONS 62.00 61.00 61.00 62.00EXTRA HELP .58 .81 .81 .81OVERTIME 3.01 2.98 2.98 2.98DISTRICT ATTORNEYD A-CRIMINALDISTRICT ATTORNEYASST DA LIMITED TERMCHIEF DEPUTY DISTRICT ATTORNEYCHIEF CRIMINAL INVESTIGATORDEPUTY DIST ATTY IVSENIOR DA INVESTIGATORADMIN SERVICES OFFICER IIDA INVESTIGATOR IIDIS SPECIALIST IIDEPARTMENT ANALYSTEXECUTIVE LEGAL SECRETARY CONFLEGAL STAFF SUPERVISORLEGAL ASSISTANTACCOUNTING TECH CONFIDLEGAL SECRETARY IIACCOUNT CLERK III CONFIDSENIOR LEGAL PROCESSORSECRETARYLEGAL PROCESSOR II96706513591856225384441240103883313029522447234622632196209820732006199918261.001.004.001.0042.001.001.0012.001.001.001.002.004.001.006.001.001.001.7516.001.001.004.001.0041.001.001.0010.001.001.001.002.004.001.006.001.001.001.7516.001.001.004.001.0041.001.001.0010.001.001.001.002.004.001.006.001.001.001.7516.001.001.004.001.0042.001.001.0012.001.001.001.002.004.001.006.001.001.001.7516.00-------- -------- -------- --------PERMANENT POSITIONS 98.75 95.75 95.75 98.75EXTRA HELP 1.00 2.13 2.13 2.13County of SonomaFY 2012-2013 Adopted Budget306Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DDISTRICT ATTORNEYD A-CRIMINALOVERTIME.24.24.24.24D A - VICTIM WITNESSHUMAN SERVICES PROGRAM MANAGERVICTIM WITNESS ADVOCATE IIVICTIM CLAIMS SUPERVISORLEGAL ASSISTANTVICTIM CLAIMS SPECIALIST IILEGAL PROCESSOR II3220242523732263208318261.007.001.001.002.001.00--------1.007.001.001.002.001.00--------1.007.001.001.002.001.00--------1.007.001.001.002.001.00--------PERMANENT POSITIONS 13.00 13.00 13.00 13.00PROBATION DIVISIONADULT PROBATION SERVICESPROBATION DIVISION DIRECTOR IIPROBATION OFFICER IVPROBATION OFFICER IIIPROBATION OFFICER IILEGAL STAFF SUPERVISORSENIOR LEGAL PROCESSORLEGAL PROCESSOR II41793561296226232346200618261.005.0029.009.001.004.004.00--------1.005.0027.009.001.004.004.00--------1.005.0027.009.001.004.004.00--------1.005.0027.009.001.004.004.00--------PERMANENT POSITIONS53.0051.0051.0051.00EXTRA HELP1.211.211.211.21OVERTIME.37.37.37.37JUVENILE PROBATION SERVICESPROBATION DIVISION DIRECTOR IIPROBATION OFFICER IVPROBATION OFFICER IIIDEPARTMENT ANALYSTPROBATION OFFICER IILEGAL STAFF SUPERVISORSENIOR LEGAL PROCESSORSECRETARYPROBATION ASSISTANTLEGAL PROCESSOR II41793561296229522623234620061999191218261.004.0017.001.007.001.005.00.501.002.00--------1.004.0017.001.006.001.005.001.001.002.00--------1.004.0017.001.006.001.005.001.001.002.00--------1.004.0018.001.006.001.005.001.001.002.00--------PERMANENT POSITIONS39.5039.0039.0040.00EXTRA HELP1.151.151.151.15OVERTIME.28.28.28.28PROB-ADMINISTRATIONCHIEF PROBATION OFFICERDEPUTY CHIEF PROBATION OFFICERDEPT INFO SYS MANAGERADMIN SERVICES OFFICER IIACCOUNTANT IIIDIS SPECIALIST II6426514042104010332631301.002.001.001.001.001.001.002.001.001.001.001.001.002.001.001.001.001.001.002.001.001.001.001.00County of SonomaFY 2012-2013 Adopted Budget307Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­12-13 12-13 12-13 12-13DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'DPROBATION DIVISIONPROB-ADMINISTRATIONDEPARTMENT ANALYSTACCOUNTANT IIADMINISTRATIVE AIDEEXECUTIVE SECRETARYACCOUNTING TECHNICIANACCOUNT CLERK IIIACCOUNT CLERK II29522809233322472132201318263.001.001.001.001.001.005.10--------3.001.001.001.001.001.005.10--------3.001.001.001.001.001.005.10--------3.001.001.001.001.001.005.10--------PERMANENT POSITIONS 20.10 20.10 20.10 20.10EXTRA HELP .75 .90 .90 .90PROB-STATE/FED REVENUESPROBATION OFFICER IVPROBATION OFFICER IIIDEPARTMENT ANALYSTSENIOR LEGAL PROCESSOR35612962295220061.007.001.00--------1.007.001.00--------1.007.001.00--------1.009.001.002.00--------PERMANENT POSITIONS 9.00 9.00 9.00 13.00OVERTIME .03 .03 .03PROB-GRANT FUNDSPROBATION OFFICER IIIPROBATION OFFICER IIADMINISTRATIVE AIDE2962262323334.004.001.00--------4.004.001.00--------4.004.001.00--------4.004.001.00--------PERMANENT POSITIONS 9.00 9.00 9.00 9.00OVERTIME .05 .05 .05JAIL PROGRAMSPROBATION OFFICER IIIPROBATION OFFICER IISENIOR LEGAL PROCESSORPROBATION ASSISTANT29622623200619122.001.002.001.00--------1.001.001.00--------1.001.001.00--------1.001.001.00--------PERMANENT POSITIONS 6.00 3.00 3.00 3.00EXTRA HELP .08 .08 .08 .08OVERTIME .02 .02 .02 .02JJCPAOVERTIME .08PROBATION-CCPIFPROBATION OFFICER III 2962 4.00--------4.00--------4.00--------4.00--------County of SonomaFY 2012-2013 Adopted Budget308Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DPROBATION DIVISIONPROBATION-CCPIFPERMANENT POSITIONS4.004.004.004.00EXTRA HELP1.611.611.611.61OVERTIME.34.34.34INSTITUTIONSJUVENILE HALLSPROBATION DIVISION DIRECTOR IIPROBATION DIVISION DIRECTOR IJUVENILE CORRECTION CNSLR IVJUVENILE CORRECTION CNSLR IIIJUVENILE CORRECTION CNSLR IICHEFSECRETARYPROBATION ASSISTANTCOOKRESIDENTIAL SERVICE WORKER41793797297926742339206819991912174815501.002.008.007.0072.001.001.001.004.001.00--------1.002.008.007.0071.001.001.001.004.001.00--------1.002.008.007.0071.001.001.001.004.001.00--------1.002.008.007.0071.001.001.001.004.001.00--------PERMANENT POSITIONS98.0097.0097.0097.00EXTRA HELP3.954.194.194.19OVERTIME2.242.242.242.24PROBATION CAMPPROBATION DIVISION DIRECTOR IJUVENILE CORRECTION CNSLR IVJUVENILE CORRECTION CNSLR IIIPROBATION INDUSTRIES CREW SUPVJUVENILE CORRECTION CNSLR IICHEFSECRETARYPROBATION ASSISTANT379729792674266523392068199919121.001.008.001.004.001.001.001.00--------1.001.007.001.004.001.001.001.00--------1.001.007.001.004.001.001.001.00--------1.001.007.001.004.001.001.001.00--------PERMANENT POSITIONS18.0017.0017.0017.00EXTRA HELP2.342.412.412.41OVERTIME.20.20.20.20SIERRA YOUTH CENTERPROBATION DIVISION DIRECTOR IJUVENILE CORRECTION CNSLR IVJUVENILE CORRECTION CNSLR IIIJUVENILE CORRECTION CNSLR IISECRETARYPERMANENT POSITIONSEXTRA HELPOVERTIME379729792674233919991.001.004.003.00.50-------- -------- -------- --------9.501.14.41County of SonomaFY 2012-2013 Adopted Budget309Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DINSTITUTIONSSUPERVISED ADULT CREWSPROBATION DIVISION DIRECTOR IPROBATION INDUSTRIES FLD SUPVPROBATION INDUSTRIES CREW SUPV3797299126651.001.007.001.001.007.001.001.007.001.001.007.00-------- -------- -------- --------PERMANENT POSITIONS 9.00 9.00 9.00 9.00EXTRA HELP 2.57 3.21 3.21 3.21OVERTIME .92 .92 .92 .92PUBLIC DEFENDERPUBLIC DEFENDERPUBLIC DEFENDERASSISTANT PUBLIC DEFENDERCHIEF DEPUTY PUBLIC DEFENDERDEPUTY PUBLIC DEFENDER IVSR PUB DEFENDER INVESTIGATORPUB DEF INVESTIGATOR IIADMIN SERVICES OFFICER ILEGAL STAFF SUPERVISORLEGAL SECRETARY IILEGAL PROCESSOR II76276513591853844159388334862346209818261.001.001.0024.001.007.001.001.006.004.001.001.001.0026.001.007.001.001.006.004.001.001.001.0026.001.007.001.001.006.004.001.001.001.0026.001.007.001.001.006.004.00-------- -------- -------- --------PERMANENT POSITIONS 47.00 49.00 49.00 49.00EXTRA HELP 3.00 3.00 3.00 3.00ADMINISTRATIONPROGRAM ADMINISTRATIONDIRECTOR OF HUMAN SERVICESASST DIRECTOR HUMAN SERVICESSR DEPT INFO SYSTEMS MANAGERHUMAN SERVICES DIVISION DIRDEPT ADMIN SERVICES DIRECTORDEPT INFO SYS MANAGERCHIEF WELFARE FRAUD INVESTIGATHUMAN SERVICES SECTION MANAGERADMIN SERVICES OFFICER IIPROGRAM DEVELOPMENT MANAGERHUMAN SERVICES NETWORK ANALYSTSUPERVISING ACCOUNTANTADMIN SERVICES OFFICER IHUMAN SERVICES SYS PRG ANALYSTWELFARE FRAUD INV IIACCOUNTANT IIIPUBLIC ASSISTANCE SYSTEMS SPECSOCIAL SERVICE SUPERVISOR IIDIS SPECIALIST IISOCIAL SERVICE SUPERVISOR ISUPV EMP & TRNG COUNPROGRAM PLANNING ANALYSTDEPARTMENT ANALYSTSOCIAL SERVICE WORKER IVSUPV PUBLIC ASSTANCE SYS TECHACCOUNTANT IIPROGRAM SPECIALISTEMPL & TRNG COORDSUPV EMP & TRNG SPEC869260604841482845164210419941204010370535683511348634643417332632253219313030683068305929522879282828092770269926821.001.001.005.001.002.001.007.001.005.002.001.003.005.004.003.005.0014.005.005.005.0021.002.0085.251.003.002.004.006.001.001.001.005.001.002.001.007.001.005.002.001.003.005.004.003.005.0014.005.005.005.0022.001.0087.251.003.002.005.006.001.001.001.005.001.002.001.007.001.005.002.001.003.005.004.003.005.0014.005.005.005.0021.001.0084.251.003.002.004.006.001.001.001.005.001.002.001.007.001.005.002.001.003.005.004.003.005.0014.005.005.005.0021.002.0084.251.003.002.006.006.00County of SonomaFY 2012-2013 Adopted Budget310Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DADMINISTRATIONPROGRAM ADMINISTRATIONSOCIAL SERVICE WORKER IIIEMPL & TRNG COUNS IIPUBLIC ASSISTANCE SYSTEMS TECHELIGIBILITY SUPERVISORSENIOR EMPLOYMENT & TRNG SPECSOCIAL SERVICE WORKER IICOMPUTER LAB SUPPORT SPECIALSTADMINISTRATIVE AIDEADMINISTRATIVE AIDE CONFIDENEXECUTIVE SECRETARY CONFIDELIGIBILITY WORKER IIIEMPLOYMENT & TRNG SPECIALISTOFFICE SUPPORT SUPERVISOR CONFPAYROLL CLERK CONFIDENTIALOFFICE SUPPORT SUPERVISORPAYROLL CLERKACCOUNTING TECHNICIANELIGIBILITY WORKER IISECRETARY CONFIDENTIALSENIOR STOREKEEPERACCOUNT CLERK IIISECRETARYHOME CARE SUPPORT SPECIALISTSOCIAL WORK ASSISTANTSENIOR OFFICE ASSISTANTRECEPTIONISTMICROGRAPHIC TECHNICIAN IIACCOUNT CLERK IISTOREKEEPERHUMAN SERVICES AIDE IIMICROGRAPHIC TECHNICIAN ITELEPHONE OPERATOROFFICE ASSISTANT IIMAIL CLERKPUBLIC HEALTH AIDE II2572257225702552243724082376233323332314225922592228220221632138213220832059201420131999186118581826182618261826181517301656162916031603149922.5033.003.0015.005.001.001.009.001.001.0026.0032.501.003.0011.001.003.00111.254.001.007.001.002.509.0045.003.001.0014.752.0015.009.003.0017.503.002.0022.5033.003.0016.005.001.001.009.001.001.0028.0032.501.003.0011.002.003.00119.254.001.007.001.002.509.0049.503.001.0014.752.0016.009.003.0018.503.002.0022.5033.003.0015.005.001.001.009.001.001.0027.0032.501.003.0011.002.003.00111.254.001.007.001.002.509.0048.503.001.0014.752.0016.009.003.0017.503.002.0022.5031.003.0015.005.001.001.009.001.001.0027.0032.501.003.0011.002.003.00112.254.001.007.001.002.509.0048.503.001.0014.752.0016.009.003.0017.503.002.00-------- -------- -------- --------PERMANENT POSITIONS 621.25 642.75 625.75 627.75EXTRA HELP 1.17 1.87 1.87 1.87OVERTIME .34 .89 .89 .89AREA AGENCY ON AGINGPROGRAM DEVELOPMENT MANAGERACCOUNTANT IIIPROGRAM PLANNING ANALYSTACCOUNT CLERK III37053326305920131.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 4.00 4.00 4.00 4.00EXTRA HELP .23 .23 .23 .23MSSP-SENIOR SERVICESSOCIAL SERVICE SUPERVISOR IISOCIAL SERVICE WORKER IVSENIOR OFFICE ASSISTANT3219287918261.004.301.001.005.30.501.004.30.501.004.30.50-------- -------- -------- --------PERMANENT POSITIONS 6.30 6.80 5.80 5.80County of SonomaFY 2012-2013 Adopted Budget311Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DADMINISTRATIONVETERANS SERVICESVETERANS SERVICE OFFICERVETERANS CLAIMS WORKER IIIVETERANS CLAIMS WORKER II3494231621121.001.002.001.001.002.001.001.002.001.001.002.00-------- -------- -------- --------PERMANENT POSITIONS 4.00 4.00 4.00 4.00VOM CHILDRENS HOMEVM CHILDRENS HOME MGRSUPV CHILDRENS RESIDENT CNLRJUVENILE CORRECTION CNSLR IVCHILDRENS RESIDENTIAL CNSLR IIJUVENILE CORRECTION CNSLR IICHEFCOOKRESIDENTIAL SERVICE WORKER370529792979233923392068174815501.002.004.0021.005.00.752.002.001.002.004.0021.005.00.752.002.001.002.004.0021.005.00.752.002.001.002.004.0021.005.00.752.002.00-------- -------- -------- --------PERMANENT POSITIONS 37.75 37.75 37.75 37.75EXTRA HELP 7.51 7.51 7.51 7.51OVERTIME 3.24 3.24 3.24 3.24PA/PG/PCCHF DEP PUB ADM/GUARD/CONSERVSENIOR PUB ADMIN/GUARD/CONSERVDEP PUBLIC ADMIN/GUARD/CONSERVACCOUNT CLERK IIISENIOR OFFICE ASSISTANT359127902468201318261.001.003.00.801.001.001.005.00.802.001.001.003.00.802.001.001.003.00.802.00-------- -------- -------- --------PERMANENT POSITIONS 6.80 9.80 7.80 7.80HS-ADMINISTRATIONHEALTH SVCS ADMINISTRATIONPUBLIC HEALTH OFFICERDIRECTOR OF HEALTH SERVICESASSISTANT DIRECTOR OF HEALTH SDEPT ADMIN SERVICES DIRECTORCOMPLIANCE AND DEPT RISK MGRDEPT INFO SYS MANAGERADMIN SERVICES OFFICER IIDEPARTMENT ACCOUNTING MANAGERSUPERVISING ACCOUNTANTADMIN SERVICES OFFICER IACCOUNTANT IIIDIS SPECIALIST IIPROGRAM PLANNING ANALYSTDEPARTMENT ANALYSTACCOUNTANT IIADMINISTRATIVE AIDEEXECUTIVE SECRETARY CONFIDPAYROLL CLERK CONFIDENTIALACCOUNTING TECHNICIANACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTRECEPTIONIST798575546131451642704210401038213511348633263130305929522809233323142202213220131999182618261.001.001.001.001.001.002.001.002.001.002.005.001.004.008.903.001.002.004.003.501.001.001.001.001.001.001.001.001.002.001.002.001.002.005.001.004.008.903.001.002.004.003.501.001.001.001.001.001.001.001.001.002.001.002.001.002.005.001.004.008.903.001.002.004.003.501.001.001.001.001.001.001.001.001.002.001.002.001.002.005.001.004.008.903.001.002.004.003.501.001.001.00County of SonomaFY 2012-2013 Adopted Budget312Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DHS-ADMINISTRATIONHEALTH SVCS ADMINISTRATIONACCOUNT CLERK IISTOREKEEPERMICROGRAPHIC TECHNICIAN IOFFICE ASSISTANT II18261815165616034.002.002.001.004.002.002.001.004.002.002.001.004.002.002.001.00-------- -------- -------- --------PERMANENT POSITIONS 58.40 58.40 58.40 58.40EXTRA HELP 4.49 .40 .40 .40OVERTIME .23 .40 .40 .40PUBLIC HEALTHPH - ENVIRONMENTAL HEALTHENVIRON HLTH & SAFETY SECT MGRENVIRO HEALTH PROGRAM MANAGERSUPV E H SPECIALISTENVIRON HEALTH SPECIALIST IIIDAIRY INSPECTORDEPARTMENT ANALYSTENVIRON HEALTH SPECIALIST IIACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTACCOUNT CLERK IIENVIRONMNTL HLTH TECHOFFICE ASSISTANT II45223912338931352998295229392013199918261826174716031.001.003.007.002.001.009.501.001.002.00.501.001.001.001.003.007.002.001.009.501.001.002.00.501.001.001.001.003.007.002.001.009.501.001.002.00.501.001.001.001.003.007.002.001.009.501.001.002.00.501.001.00-------- -------- -------- --------PERMANENT POSITIONS 31.00 31.00 31.00 31.00EXTRA HELP .10 .10 .10 .10OVERTIME .10 .12 .12 .12PH-PROGRAM SUPPORTMENTAL HEALTH SERVICE DIRECTORADMIN SERVICES OFFICER IIHEALTH PROGRAM MANAGERPROGRAM PLANNING ANALYSTADMINISTRATIVE AIDE613140103601305923331.001.001.002.001.001.001.001.002.001.001.001.001.002.001.001.001.001.002.001.00-------- -------- -------- --------PERMANENT POSITIONS 6.00 6.00 6.00 6.00PH-DISEASE CONTROL & SURVDEPUTY PUBLIC HEALTH OFFICERSUPERVISING PUBLIC HEALTH NURSSR PUBLIC HEALTH NURSEPUBLIC HEALTH NURSE IIBIOSTATISTICIANPUBLIC HEALTH INVESTIGATORADMINISTRATIVE AIDEVITAL STATISTICS TECHNICIANSENIOR OFFICE ASSISTANT7604381536563401318723382333196218261.001.001.004.902.001.00.503.001.501.001.001.004.902.001.00.503.001.501.001.001.004.902.001.00.503.001.501.001.001.004.901.00.503.001.50-------- -------- -------- --------PERMANENT POSITIONS 15.90 15.90 15.90 13.90County of SonomaFY 2012-2013 Adopted Budget313Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DPUBLIC HEALTHPH-DISEASE CONTROL & SURVEXTRA HELP .80 .80 .80PH - PREVENTION & PLANNINGHEALTHY COMMUNITIES SECT MGRHEALTH PROGRAM MANAGERHEALTH INFO SPECIALIST IIADMINISTRATIVE AIDESENIOR OFFICE ASSISTANT436936012696233318261.002.008.25.501.002.007.251.00.501.002.007.251.00.50-------- -------- -------- --------PERMANENT POSITIONS 11.75 11.75 11.75PH-MCHFAMILY HEALTH SECTION MANAGERSUPERVISING PUBLIC HEALTH NURSSR PUBLIC HEALTH NURSEHEALTH PROGRAM MANAGERPUBLIC HEALTH NURSE IISOCIAL SERVICE SUPERVISOR ISOCIAL SERVICE WORKER IIIPUBLIC HEALTH ASSISTANTSENIOR OFFICE ASSISTANT453638153656360134013068257218611826.553.001.801.0013.701.006.751.804.00.553.001.801.0015.701.006.751.804.00.553.001.801.0015.701.006.751.804.00.553.001.801.0015.701.006.751.804.00-------- -------- -------- --------PERMANENT POSITIONS 33.60 35.60 35.60 35.60EXTRA HELP .40 .40 .40ANIMAL CARE & CONTROLANIMAL CARE AND CONTROL DIRADMIN SERVICES OFFICER ISUPV ANIMAL CONTROL OFFICERADMINISTRATIVE AIDEANIMAL CONTROL OFFICER IIANIMAL HEALTH TECHNICIANACCOUNT CLERK IILEAD ANIMAL CARE ASSTANIMAL CARE ASSISTANT4218348624462333204719501826149913631.001.001.751.0010.754.005.501.002.001.001.001.7510.754.005.501.002.001.001.001.7510.754.005.501.002.001.001.001.751.0010.754.005.501.002.00-------- -------- -------- --------PERMANENT POSITIONS 28.00 27.00 27.00 28.00OVERTIME .46 .46 .46 .46PH-WICFAMILY HEALTH SECTION MANAGERHEALTH PROGRAM MANAGERSENIOR LACTATION CONSULTANTSUPERVISING NUTRITIONISTNUTRITIONISTPUBLIC HEALTH ASSISTANTSENIOR OFFICE ASSISTANTPUBLIC HEALTH AIDE II45363601304329032601186118261499.101.001.001.002.306.701.008.40.101.001.001.002.306.701.008.40.101.001.001.002.306.701.008.40.101.001.001.002.306.701.008.40-------- -------- -------- --------PERMANENT POSITIONS 21.50 21.50 21.50 21.50County of SonomaFY 2012-2013 Adopted Budget314Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DPUBLIC HEALTHPH-WICEXTRA HELP .12 .12 .12 .12PH-JUV PROB HEALTH SVCSFORENSIC PSYCHIATRISTHEALTH PROGRAM MANAGERSTAFF NURSE IIMARRIAGE FAMILY THERAPISTAODS COUNSELOR IICLINIC CLERK879636013520303025881826.24.753.552.50.101.00.24.753.552.50.101.00.24.753.552.50.101.00.24.753.552.50.101.00-------- -------- -------- --------PERMANENT POSITIONS 8.14 8.14 8.14 8.14EXTRA HELP .73 .63 .63 .63PH-SPECIAL CLINICAL SERVICESFAM NURSE PRACT/PHYS ASSISTHEALTH PROGRAM MANAGERSTAFF NURSE IIACCOUNT CLERK II39163601352018261.05.25.15.201.05.25.15.201.05.25.15.201.05.25.15.20-------- -------- -------- --------PERMANENT POSITIONS 1.65 1.65 1.65 1.65EXTRA HELP .48 .40 .40 .40PH-EMSREG EMERG MED SERVICES MGREMERG MED SERVICES COORDADVANCED LIFE SUPPORT CORRDADMINISTRATIVE AIDE43693272311923331.002.001.00.501.002.001.00.501.002.001.00.501.002.001.00.50-------- -------- -------- --------PERMANENT POSITIONS 4.50 4.50 4.50 4.50PH-CHILDRENS MEDICAL SERVICESPUBLIC HEALTH PHYSICIANFAMILY HEALTH SECTION MANAGERCHIEF THERAPIST CTPSUPERVISING PUBLIC HEALTH NURSSR PUBLIC HEALTH NURSEHEALTH PROGRAM MANAGERPUBLIC HEALTH NURSE IIOCCUPATIONAL THERAPIST II CTPPHYSICAL THERAPIST II CTPSOCIAL SERVICE SUPERVISOR ISOCIAL SERVICE WORKER IIACCOUNT CLERK IIISECRETARYMEDICAL SECRETARYPUBLIC HEALTH ASSISTANTSENIOR OFFICE ASSISTANTOFFICE ASSISTANT IIPUBLIC HEALTH AIDE II723945363870381536563601340132533253306824082013199919991861182616031499.50.351.001.002.001.006.504.003.351.003.001.501.00.753.003.751.002.50.50.351.001.002.001.006.504.003.351.003.001.501.00.753.003.751.002.50.50.351.001.002.001.006.504.003.351.003.001.501.00.753.003.751.002.50.50.351.001.002.001.006.504.003.351.003.001.501.00.753.003.801.002.50-------- -------- -------- --------County of SonomaFY 2012-2013 Adopted Budget315Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DPUBLIC HEALTHPH-CHILDRENS MEDICAL SERVICESPERMANENT POSITIONS 37.20 37.20 37.20 37.25EXTRA HELP .10 .10 .10 .10PH-CLINICAL LABPUBLIC HEALTH LAB DIRECTORPUBLIC HEALTH MICROBIOLOGISTIIACCOUNT CLERK IIIPH LAB TECHNICIAN IISENIOR OFFICE ASSISTANT465029762013188418261.002.25.403.001.001.002.25.403.001.001.002.25.403.001.001.002.25.403.001.00-------- -------- -------- --------PERMANENT POSITIONS 7.65 7.65 7.65 7.65OVERTIME .06 .06 .06 .06PH-PH PREPAREDNESSPROGRAM PLANNING ANALYSTPUBLIC HEALTH MICROBIOLOGISTIISENIOR OFFICE ASSISTANT3059297618261.001.501.001.001.501.001.001.501.001.001.501.00-------- -------- -------- --------PERMANENT POSITIONS 3.50 3.50 3.50 3.50EXTRA HELP .90 .90 .90MENTAL HEALTHMH-PROGRAM SUPPORTMENTAL HEALTH MEDICAL DIRECTORMENTAL HEALTH SERVICE DIRECTORPATIENT CARE ANALYSTADMIN SERVICES OFFICER IIADMIN SERVICES OFFICER IDEPARTMENT ANALYSTSECRETARY CONFIDENTIALMEDICAL RECORD CLERK IIIACCOUNT CLERK IIISECRETARYSENIOR OFFICE ASSISTANTACCOUNT CLERK IIMEDICAL RECORD CLERK II8554613140384010348629522059201620131999182618261719.45.201.50.501.00.75.752.002.501.001.002.00.50.45.201.50.501.00.75.752.002.501.001.002.00.50.45.201.50.501.00.75.752.002.501.001.002.00.50.45.203.50.501.00.75.752.002.501.001.002.00.50-------- -------- -------- --------PERMANENT POSITIONS 14.15 14.15 14.15 16.15MH-ACUTE/FORENSIC SVCSFORENSIC PSYCHIATRISTSTAFF PSYCHIATRISTACUTE FORENSICS SECT MGRCLIENT CARE MANAGERFAM NURSE PRACT/PHYS ASSISTHEALTH PROGRAM MANAGERPSYCHIATRIC NURSEMARRIAGE FAMILY THERAPIST SPECMARRIAGE FAMILY THERAPISTLICENSED CLINICAL SOCIAL WKR87967578453642093916360135523260303030301.33.90.902.00.651.004.901.006.738.901.33.90.902.00.651.004.901.006.738.901.33.90.902.00.651.004.901.006.738.901.33.90.902.00.651.004.901.006.738.90County of SonomaFY 2012-2013 Adopted Budget316Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DMENTAL HEALTHMH-ACUTE/FORENSIC SVCSSENIOR CLIENT SUPPORT SPECADMINISTRATIVE AIDELICENSED VOCATIONAL NURSE IIELIGIBILITY WORKER IISECRETARYSENIOR OFFICE ASSISTANT2342233322382083199918261.701.002.501.001.002.251.701.002.501.001.002.251.701.002.501.001.002.251.701.002.501.001.002.25-------- -------- -------- --------PERMANENT POSITIONS 37.76 37.76 37.76 37.76EXTRA HELP 2.89 2.93 2.93 2.93OVERTIME 1.30 1.30 1.30 1.30MH-YOUTH & FAMILY SERVICESSTAFF PSYCHIATRISTADULT YOUTH FAMILY SVS SCT MGRHEALTH PROGRAM MANAGERMARRIAGE FAMILY THERAPISTLICENSED CLINICAL SOCIAL WKRAODS COUNSELOR IISENIOR CLIENT SUPPORT SPECSENIOR OFFICE ASSISTANTRECEPTIONIST7578436936013030303025882342182618261.301.002.0014.804.501.752.002.001.501.301.002.0014.804.501.752.002.001.501.301.002.0014.804.501.752.002.001.501.301.002.0014.804.501.752.002.001.50-------- -------- -------- --------PERMANENT POSITIONS 30.85 30.85 30.85 30.85MH-MENTAL HEALTH SVCS ACTMENTAL HEALTH MEDICAL DIRECTORSTAFF PSYCHIATRISTMENTAL HEALTH SERVICE DIRECTORCOMMUNITY MH SECT MANAGERCLIENT CARE MANAGERPATIENT CARE ANALYSTHEALTH PROGRAM MANAGERPSYCHIATRIC NURSEMARRIAGE FAMILY THERAPIST SPECLIC CLIN SOC WKR SPECIALISTMARRIAGE FAMILY THERAPISTLICENSED CLINICAL SOCIAL WKRSENIOR CLIENT SUPPORT SPECADMINISTRATIVE AIDEELIGIBILITY WORKER IIIELIGIBILITY WORKER IISECRETARYCLIENT SUPPORT SPECIALISTSENIOR OFFICE ASSISTANTRECEPTIONISTMEDICAL RECORD CLERK II855475786131436942094038360135523260326030303030234223332259208319991851182618261719.453.90.401.00.801.005.007.551.002.0014.007.2513.00.501.002.001.002.507.751.50.50.453.90.401.00.801.005.007.551.002.0014.007.2513.00.501.002.001.002.007.751.50.50.453.90.401.00.801.005.007.551.002.0014.007.2513.00.501.002.001.002.007.751.50.50.453.90.401.00.801.005.007.551.002.0014.007.2513.00.501.002.001.002.007.751.50.50-------- -------- -------- --------PERMANENT POSITIONS 74.10 73.60 73.60 73.60MH-MHSA OTHER PROGRAMSSTAFF PSYCHIATRISTMENTAL HEALTH SERVICE DIRECTORACUTE FORENSICS SECT MGRCLIENT CARE MANAGERPATIENT CARE ANALYST75786131453642094038.85.40.10.201.50.85.40.10.201.50.85.40.10.201.50.85.40.10.201.50County of SonomaFY 2012-2013 Adopted Budget317Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DMENTAL HEALTHMH-MHSA OTHER PROGRAMSADMIN SERVICES OFFICER IIHEALTH PROGRAM MANAGERPSYCHIATRIC NURSEMARRIAGE FAMILY THERAPIST SPECMARRIAGE FAMILY THERAPISTLICENSED CLINICAL SOCIAL WKRDEPARTMENT ANALYSTAODS COUNSELOR IISENIOR CLIENT SUPPORT SPECADMINISTRATIVE AIDESECRETARY CONFIDENTIALSENIOR OFFICE ASSISTANT401036013552326030303030295225882342233320591826.502.002.502.005.201.001.25.754.30.50.251.50.502.002.502.005.201.001.251.004.30.50.251.50.502.002.502.005.201.001.251.004.30.50.251.50.502.002.502.005.201.001.251.004.30.50.251.50-------- -------- -------- --------PERMANENT POSITIONS 24.80 25.05 25.05 25.05EXTRA HELP 3.13 4.11 4.11 4.11BH - AODS - PROGRAM SUPPORTAODS SECTION MANAGERADMIN SERVICES OFFICER IADMINISTRATIVE AIDEACCOUNT CLERK IIISENIOR OFFICE ASSISTANTOFFICE ASSISTANT II4369348623332013182616031.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.001.00-------- -------- -------- --------PERMANENT POSITIONS 6.00 6.00 6.00 6.00BH - AODS - TREATMENT & CASE MGMTSTAFF PSYCHIATRISTMARRIAGE FAMILY THERAPISTLICENSED CLINICAL SOCIAL WKRAODS SPECIALISTAODS COUNSELOR IIAODS ASSISTANT II757830303030269925881851.152.00.504.008.842.00.152.001.004.008.592.00.152.001.004.008.592.00.152.001.004.008.592.00-------- -------- -------- --------PERMANENT POSITIONS 17.49 17.74 17.74 17.74EXTRA HELP 1.11 .84 .84 .84OVERTIME .06 .06 .06 .06CMSPCMSPDIRECTOR HLTH POLICY PLAN EVALBUSINESS DEVELOPMENT MANAGERHEALTH PROGRAM MANAGERBIOSTATISTICIANPROGRAM PLANNING ANALYSTHEALTH INFO SPECIALIST IIADMINISTRATIVE AIDE48304291360131873059269623331.001.001.001.004.002.001.001.001.001.001.004.002.001.001.001.001.001.004.002.001.00.801.003.001.601.00.80-------- -------- -------- --------PERMANENT POSITIONS 11.00 11.00 11.00 8.20County of SonomaFY 2012-2013 Adopted Budget318Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DCMSPHEALTHY COMMUNITIESDIRECTOR HLTH POLICY PLAN EVALHEALTHY COMMUNITIES SECT MGRHEALTH PROGRAM MANAGERPROGRAM PLANNING ANALYSTHEALTH INFO SPECIALIST IIADMINISTRATIVE AIDESENIOR OFFICE ASSISTANT4830436936013059269623331826.201.003.002.409.251.20.50-------- -------- -------- --------PERMANENT POSITIONS 17.55SPECIAL REVENUE FUNDSP&P-CHILDREN & FAMILIES FIRSTFIRST 5 SONOMA SECTION MANAGERHEALTH INFO SPECIALIST IIADMINISTRATIVE AIDESENIOR OFFICE ASSISTANT43692696233318261.003.751.001.501.003.751.001.501.003.751.001.501.003.751.001.50-------- -------- -------- --------PERMANENT POSITIONS 7.25 7.25 7.25 7.25EXTRA HELP .56 .56 .56 .56AODS-DUI PROGRAMHEALTH PROGRAM MANAGERAODS SPECIALISTAODS COUNSELOR IIAODS INTAKE INTERVIEWERSENIOR OFFICE ASSISTANTACCOUNT CLERK IIOFFICE ASSISTANT II36012699258818511826182616031.001.006.302.001.25.752.001.001.006.302.001.25.752.001.001.006.302.001.25.752.001.001.006.302.001.25.752.00-------- -------- -------- --------PERMANENT POSITIONS 14.30 14.30 14.30 14.30EXTRA HELP 2.31 2.00 2.00 2.00OVERTIME .10 .10 .10DEPT OF CHILD SUPPORT SERVICESDCSS-CHILD SUPPORT ENFORCEMENTDIRECTOR OF CHILD SUPPORT SVCCHIEF CHILD SUPPORT ATTORNEYCHILD SUPPORT ATTORNEY IVASST DIR CHILD SUPPORT SVSHUMAN SERVICES SECTION MANAGERADMIN SERVICES OFFICER IIDIS SPECIALIST IIPROGRAM PLANNING ANALYSTSUPV CHILD SUPPORT OFFICEREXECUTIVE LEGAL SECRETARY CONFCHILD SUPPORT OFFICER IIILEGAL STAFF SUPERVISORCHILD SUPPORT FINANCIAL SUPVCHILD SUPPORT OFFICER IIPAYROLL CLERKSR CHILD SUPPRT FINANCIAL WKRLEGAL SECRETARY II629859185384469541204010313030592695244723542346234621932138213220981.001.004.001.002.001.002.001.005.001.0014.503.001.0032.001.001.002.001.004.001.002.001.002.001.005.001.0014.503.001.0032.001.001.002.001.004.001.002.001.002.001.005.001.0014.503.001.0032.001.001.002.001.004.001.002.001.002.001.005.001.0014.503.001.0032.001.001.002.00County of SonomaFY 2012-2013 Adopted Budget319Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DDEPT OF CHILD SUPPORT SERVICESDCSS-CHILD SUPPORT ENFORCEMENTCHILD SUPPRT FINANCIAL WRKR IISENIOR LEGAL PROCESSORLEGAL PROCESSOR IIACCOUNT CLERK II20132006182618268.0011.009.001.00--------8.0011.009.001.00--------8.0011.009.001.00--------8.0011.009.001.00--------PERMANENT POSITIONS102.50101.50101.50101.50AGRICULTURAL COMMAGRICULTURAL COMMISSIONERAGRICULTURAL COMMR-SEALERASSISTANT AGRICULTURAL COMMAG & VINEYARD CONSERV COORDADMIN SERVICES OFFICER ICHIEF DEP AG COMMISSIONERDEPUTY AGRICULTURAL COMMISSIONDEPARTMENT ANALYSTSR AG BIOLOGIST\STANDARD SPECAG BIOLOGIST\STANDARD SPEC IIIEXECUTIVE SECRETARYWILDLIFE SPECIALISTACCOUNT CLERK IIISENIOR OFFICE ASSISTANTRECEPTIONISTACCOUNT CLERK IIOFFICE ASSISTANT II63313999373834863476295829522689255922472047201318261826182616031.001.001.001.001.003.001.003.009.001.001.001.001.001.00.75.60--------1.001.001.00.681.003.001.003.007.001.001.001.001.00.75.80--------1.001.001.00.681.003.001.003.007.001.001.001.001.00.75.80--------1.001.001.00.681.003.001.003.007.001.001.001.001.00.75.80--------PERMANENT POSITIONS27.3524.2324.2324.23EXTRA HELP9.476.476.476.58SEALER WEIGHTS & MEASURESCHIEF DEPUTY SEALERSR AG BIOLOGIST\STANDARD SPECAG BIOLOGIST\STANDARD SPEC III3476268925591.001.004.00--------1.001.004.00--------1.001.004.00--------1.001.004.00--------PERMANENT POSITIONS6.006.006.006.00U C COOPERATIVE EXTU C COOPERATIVE EXTDEPARTMENT ANALYSTPUBLIC INFORMATION SPECIALISTSENIOR AG PROGRAM ASSISTANTSENIOR OFFICE ASSISTANT2952233219671826.501.002.75.40--------.501.002.75.40--------.501.002.75.40--------.501.002.75.40--------PERMANENT POSITIONS4.654.654.654.65EXTRA HELP.30.46.46.46DEPT OF EMERGENCY SERVICESEMERGENCY MANAGEMENTEMERGENCY SERVICES COORDINATOR 4140 1.00 1.00 1.00 1.00County of SonomaFY 2012-2013 Adopted Budget320Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DDEPT OF EMERGENCY SERVICESEMERGENCY MANAGEMENTHUMAN SERVICES PROGRAM MANAGERDEPUTY EMER SVS COOR322029521.002.00--------1.002.00--------1.002.00--------1.002.00--------PERMANENT POSITIONS4.004.004.004.00EXTRA HELP1.521.481.481.48OVERTIME.03.03.03.03HAZARDOUS MATERIALS FUNDFIRE SERVICES OFFICERFIRE INSPECTOR IISENIOR OFFICE ASSISTANT4557354618261.004.00--------1.004.00.50--------1.004.00.50--------1.004.00.50--------PERMANENT POSITIONS5.005.505.505.50OVERTIME.21.16.16.16SCEIPSCEIP PROGRAM FUNDACCOUNTANT II 2809 1.00--------1.00--------1.00--------1.00--------PERMANENT POSITIONS1.001.001.001.00EXTRA HELP2.602.602.602.60OVERTIME.06.06.06.06REFUSE DISPOSAL ENTINTEGRATED WASTESENIOR ENGINEERINTEG WSTE OPS DIV MGR PROJWASTE MANAGEMENT AGCY EXEC DIRENGINEERLANDFILL FACILITIES SPECIALISTGEOLOGISTCODE ENFORCEMENT INSPECTOR IIDEPARTMENT ANALYSTBUILDING MECHANIC IIWASTE MANAGEMENT SPECIALIST IIDISPOSAL SUPERVISORENGINEERING TECHNICIAN IIIDISPOSAL WORKER IIADMINISTRATIVE AIDEDISPOSAL WORKER ISENIOR OFFICE ASSISTANT43754350435039723337313530592952280428022780276823482333203318261.001.001.002.001.001.00.751.003.002.002.006.001.0015.021.00--------1.001.001.002.001.001.001.00.751.003.002.002.006.001.0015.021.00--------1.001.001.002.001.001.001.00.751.003.002.002.006.001.0015.021.00--------1.001.001.002.001.001.001.001.001.003.002.002.006.001.0015.021.00--------PERMANENT POSITIONS38.7739.7739.7740.02EXTRA HELP.78.78.78.78OVERTIME1.941.941.941.94County of SonomaFY 2012-2013 Adopted Budget321Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSPUD PT MARINA ENTSPUD PT MARINA ENTADMIN SERVICES OFFICER IMARINA SUPERVISORDEPARTMENT ANALYSTSENIOR MARINA ATTENDANTMARINA ATTENDANTACCOUNT CLERK II348631872952217120291826.961.001.001.001.00--------1.001.001.001.00--------1.001.001.001.00--------1.001.001.001.00--------PERMANENT POSITIONS4.964.004.004.00EXTRA HELP2.602.102.102.10OVERTIME.07.07.07.07AIRPORT ENTERPRISEAIRPORT ENTERPRISEAIRPORT MANAGERASSISTANT AIRPORT MANAGERRIGHT OF WAY AGENT IIAIRPORT OPERATIONS SUPERVISORMARKETING SPECIALISTADMINISTRATIVE AIDEAIRPORT OPERATIONS SPECIALISTSENIOR OFFICE ASSISTANTOFFICE ASSISTANT II4795378231262595247423332230182616031.001.001.001.001.001.006.001.001.00--------1.001.001.001.001.001.006.001.001.00--------1.001.001.001.001.001.006.001.001.00--------1.001.001.001.001.001.006.001.001.00--------PERMANENT POSITIONS14.0014.0014.0014.00EXTRA HELP.58.58.58.58OVERTIME.13.13.13.13SO CO AREA TRANSIT SVCSTRANSIT-GEN ADMIN-ART 4TRANSIT SYSTEMS MANAGERTRANSIT SPECIALIST IIOFFICE SUPPORT SUPERVISORSENIOR OFFICE ASSISTANTOFFICE ASSISTANT II456331322163182616031.003.001.001.001.00--------1.003.001.001.001.00--------1.003.001.001.001.00--------1.003.001.001.001.00--------PERMANENT POSITIONS7.007.007.007.00EXTRA HELP.13.13.13.13OVERTIME.07.07.07.07SELF FUNDED INS PROG-ISFSELF FUNDED INS PROG-ADMINRISK MANAGEREQUAL EMPLOY OPPORTUNITY MGRRISK MANAGEMENT ANALYST IIIRISK MANAGEMENT ANALYST IIACCOUNTANT IIIADMINISTRATIVE AIDE CONFIDENACCOUNT CLERK III CONFID45804294398334623326233320731.001.005.007.001.001.001.001.001.005.007.001.001.001.001.001.005.007.001.001.001.001.001.005.007.001.001.001.00County of SonomaFY 2012-2013 Adopted Budget322Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATIONRANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSELF FUNDED INS PROG-ISFSELF FUNDED INS PROG-ADMINSECRETARY CONFIDENTIALSENIOR OFFICE ASSISTANT-C205918811.006.50--------1.006.50--------1.006.50--------1.006.50--------PERMANENT POSITIONS24.50 24.5024.5024.50EXTRA HELP1.001.001.00CSA #40 FIRE SERVICESCSA #40 FIRE SERVICESDIRECTOR FIRE/EMERGENCY PROGRAFIRE MARSHALLSENIOR FIRE INSPECTORFIRE INSPECTOR IIACCOUNTANT IIADMINISTRATIVE AIDESENIOR OFFICE ASSISTANTACCOUNT CLERK IIMATERIALS HANDLER6585525739003546280923331826182617371.001.001.001.001.002.001.001.60--------1.001.001.001.001.001.751.001.001.60--------1.001.001.001.001.001.751.001.001.60--------1.001.001.001.001.001.751.001.001.60--------PERMANENT POSITIONS9.6010.3510.3510.35EXTRA HELP3.532.562.562.56OVERTIME.44.40.40.40FIRE PREVENTION DIVISIONFIRE MARSHALLFIRE INSPECTOR II525735461.001.00--------1.001.00--------1.001.00--------1.001.00--------PERMANENT POSITIONS2.002.002.002.00EXTRA HELP.52.76.76.76OVERTIME.18.18.18.18NSC AIR POLL CONTROLNO AIR POLLUTION CONTROLAIR QUALITY MANAGERAIR QUALITY ENGINEERAIR QUALITY SPECIALIST IIISENIOR OFFICE ASSISTANT45713894300918261.001.003.001.00--------1.001.003.001.00--------1.001.003.001.00--------1.001.003.001.00--------PERMANENT POSITIONS6.006.006.006.00EXTRA HELP.14.14.14.14OVERTIME.03.03.03.03IHSS PUBLIC AUTHORITYIHSS PUBLIC AUTHORITYIHSS PUBLIC AUTHORITY MGR 4731 1.00 1.00 1.00 1.00County of SonomaFY 2012-2013 Adopted Budget323Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DIHSS PUBLIC AUTHORITYIHSS PUBLIC AUTHORITYIHSS PUBLIC AUTHRTY SECRTRY OF 2059 1.00-------- -------- -------- --------PERMANENT POSITIONS 2.00 1.00 1.00 1.00EXTRA HELP .40 .40 .40 .40SC AG PRES/OPEN SPACE DISTSC AG PRES/OPEN SPACE DISTOSD GENERAL MANAGEROSD PROGRAM MANAGEROSD ADMIN & FISCAL SRVCS MGROSD COMMUNITY RELATIONS MGROSD LAND ACQUISITION SPECIALISOSD STEWARD COORDINATOROSD ASSOCIATE PLANNEROSD CONSERVATION GIS ANALYSTOSD ASSISTANT PLANNEROSD ACQUISITION ASSISTANTADMINISTRATIVE AIDEOSD EXECUTIVE SECRETARYOSD TECHNICIANACCOUNTING TECHNICIANOSD RECEPTIONIST6361409138233661364134162974255025292412233323142231213218811.003.001.001.002.001.005.501.001.001.002.501.172.00.751.001.003.001.001.002.001.005.501.001.001.002.501.002.00.751.001.003.001.001.002.001.005.501.001.001.002.501.002.00.751.001.003.001.001.002.001.005.501.001.001.002.501.002.00.751.00-------- -------- -------- --------PERMANENT POSITIONS 24.92 24.75 24.75 24.75EXTRA HELP 2.15 2.75 2.75 2.75OVERTIME .12 .12 .12 .12SCWA - ADMIN/GENERALSCWA - GENERAL FUNDGENERAL MANAGER/CHIEF ENGINEERWATER AGENCY ASST GENERAL MGRWATER AGENCY CHIEF ENGINEERDEPUTY CHIEF ENGINEERWATER AGENCY DIV MNGR ENV RESOWATER AGENCY DIV MNGR ADM SERVWATER AGENCY PRINCIPAL ENGINRENGINEERING PROGRAM MANAGERENVIRONMENTAL RESOURCES COORDWATER AGENCY COORDINATORWATER AGENCY GOVRN AFFAIR CORDWATER AGENCY ENGINEER IVWATER AGENCY HYDROGEOLOGIST IVWA PRINCIPAL PROGRAM SPECTECHNICAL WRITING MANAGERPRINCIPAL ENVIRONMENTAL SPECWATER AGENCY LAND SURVEYORADMIN SERVICES OFFICER IIRISK MANAGEMENT ANALYST IIIWATER AGNCY SR NETWORK ANALYSTWATER AGENCY CAD/GIS COORDINATW A PUBLIC INFORMATION OFFICERWA NETWORK ANALYSTADMIN SERVICES OFFICER IRISK MANAGEMENT ANALYST IIENVIRO COMPLIANCE INSPECTOR842867476498591555445460500248224822482248184543454341904190419041854010398339263823366135683486346233541.002.001.001.001.001.006.001.001.009.001.0013.001.002.001.002.001.001.001.001.001.003.001.002.001.002.001.002.001.001.001.001.006.001.001.009.001.0013.001.002.001.002.001.001.001.001.001.003.001.002.001.002.001.002.001.001.001.001.006.001.001.009.001.0013.001.002.001.002.001.001.001.001.001.003.001.002.001.002.001.002.001.001.001.001.006.001.001.009.001.0013.001.002.001.002.001.001.001.001.001.003.001.002.001.002.00County of SonomaFY 2012-2013 Adopted Budget324Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DSCWA - ADMIN/GENERALSCWA - GENERAL FUNDWATER AGENCY CHEMISTELECTRICIAN/INSTRMNTATION TECHWATER AGENCY LEAD MECHANICWATER AGENCY SENIOR PLANT OPERPROGRAMMER ANALYSTSENIOR ENVIROMENTAL SPECIALISTRIGHT OF WAY AGENT IITECHNICAL WRITING SPECIALISTWATER AGENCY MECHANICENVIROMENTAL SPECIALISTWA PROGRAMS SPECIALISTDEPARTMENT ANALYSTSR GEOGRAPHIC INFO TECHACCOUNTANT IIWATER AGENCY LEAD MAINTENANCEENGINEERING TECHNICIAN IIIGEOGRAPHIC INFO TECH IIHEAVY EQUIPMENT MECHANIC IIWATER AGENCY MAINT WORKER IIIAUTOMOTIVE MECHANICADMINISTRATIVE AIDEEXECUTIVE SECRETARY CONFIDEXECUTIVE SECRETARYMATERIALS EQUIPMENT SPECIALISTPAYROLL CLERK CONFIDENTIALWATER AGENCY MAINT WORKER IIACCOUNTING TECHNICIANACCOUNT CLERK IIISENIOR OFFICE ASSISTANTACCOUNT CLERK IIOFFICE ASSISTANT II33543340333733203204319531263050302029722953295229512809277727682757269625242461233323142247220222022178213220131826182616034.007.006.0016.004.0010.001.005.7518.002.005.002.001.001.004.0014.001.002.007.001.002.001.001.001.001.005.001.002.754.002.003.004.007.006.0016.004.009.751.005.7518.002.006.002.001.001.004.0014.001.002.007.001.002.001.001.001.001.005.001.003.004.002.003.004.007.006.0016.004.009.751.005.7518.002.006.002.001.001.004.0014.001.002.007.001.002.001.001.001.001.005.001.003.004.002.003.004.007.006.0016.004.009.751.005.7518.002.006.002.001.001.004.0014.001.002.007.001.002.001.001.001.001.005.001.003.004.002.003.00-------- -------- -------- --------PERMANENT POSITIONS 193.50 194.50 194.50 194.50EXTRA HELP 34.54 48.58 48.58 48.58OVERTIME 7.00 10.00 10.00 10.00GENERAL ADMINISTRATIVECDC GENERAL ADMINEXEC DIRECTOR SOCO CDCCOMMUNITY DEVELOPMENT MANAGERLEASED HOUSING MANAGERREDEVELOPMENT MANAGERCONTROLLER-CDCADMIN SERVICES OFFICER ICOMMUNITY DEVELOP ASSOCIATEACCOUNTANT II-CONFHOUSING REHABILITATION SPECIALSUPERVISING COMMUNITY DEV SPECSR COMMUNITY DEVELOP SPECHOUSING NEGOTIATOR/INSPECTOREMPLOYMENT HOUSING COUNSELORADMINISTRATIVE AIDE CONFIDENEXECUTIVE SECRETARY CONFIDCOMMUNITY DEVELOP SPEC IIACCOUNTING TECHNICIANSENIOR OFFICE ASSISTANTRECEPTIONISTACCOUNT CLERK IIOFFICE ASSISTANT II6439469246924692432434863330289328422812265225562408233323142209213218261826182616031.001.001.001.001.001.004.001.004.002.003.003.003.001.001.009.501.001.001.001.003.001.001.001.001.001.001.003.001.003.002.002.001.001.001.001.001.001.001.003.001.003.002.002.001.001.001.001.001.001.001.003.001.003.002.002.001.001.008.001.001.001.001.003.001.008.001.001.001.001.003.001.008.001.001.001.001.003.00-------- -------- -------- --------County of SonomaFY 2012-2013 Adopted Budget325Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­DIV SECT CLASSIFICATION RANGE12-13BASE12-13REQ'D12-13RECOM12-13ALL'DGENERAL ADMINISTRATIVECDC GENERAL ADMINPERMANENT POSITIONS 44.50 34.00 34.00 34.00County of SonomaFY 2012-2013 Adopted Budget326Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION12-13 12-13 12-13 12-13DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'DLIBRARYDirector 7251 1.00 1.00 1.00 1.00Administrative Svcs Manager 4029 1.00 1.00 1.00 1.00Librarian IV +2% 4029 2.00 2.00 2.00 2.00Librarian IV 3950 3.00 3.00 3.00 3.00Facilities Manager 3837 1.00 1.00 1.00 1.00Human Resources Manager 3837 1.00 1.00 1.00 1.00Central Branch Manager 3521 1.00 1.00 1.00 1.00Branch Manager 3353 10.00 10.00 10.00 10.00Librarian III + 2.5% (IT Team Co-Lead) 3197 1.00 1.00 1.00 1.00Librarian III 3119 4.00 4.00 4.00 4.00Sr Info Technology Specialist 3119 1.00 1.00 1.00 1.00Tech Supp Spec II + 5% (IT Team Co-Lead) 2941 1.00 1.00 1.00 1.00Building Mechanic II + 5% - Lead 2878 1.00 1.00 1.00 1.00Technical Support Specialist II 2801 1.00 1.00 1.00 1.00Librarian I/II - BiLing 2797 2.50 2.50 2.50 2.50Librarian II + 2.5% 2764 1.00 1.00 1.00 1.00Building Mechanic II 2741 1.00 1.00 1.00 1.00Librarian I/II 2697 28.69 28.69 28.69 28.69Business Analyst 2571 1.00 1.00 1.00 1.00Technical Support Specialist I 2386 1.50 1.50 1.50 1.50Graphic Artist 2380 1.00 1.00 1.00 1.00Accounting Assistant 2343 2.00 2.00 2.00 2.00Administrative Aide 2343 2.50 2.50 2.50 2.50Supervising Library Technician 2292 5.00 5.00 5.00 5.00Account Clerk III 2182 1.00 1.00 1.00 1.00Library Associate 2070 5.41 5.41 5.41 5.41Library Technician III - BiLing 1859 2.50 2.50 2.50 2.50Account Clerk II 1822 1.00 1.00 1.00 1.00Delivery Person 1822 2.00 2.00 2.00 2.00Library Services Specialist 1822 1.00 1.00 1.00 1.00Library Technician III 1759 38.57 38.57 38.57 38.57Library Technician II - BiLing 1577 0.75 0.75 0.75 0.75Library Technician II 1477 10.91 10.91 10.91 10.91TOTAL FTE 138.33 138.33 138.33 138.33FAIRGROUNDS (2011) (2012) (2012) (2012)Fair Manager 5516 1.00 1.00 1.00 1.00Deputy Fair Manager 4038 1.00 1.00 1.00 1.00Fair Financial Services Officer (.50 filled) 3823 1.00 1.00 1.00 1.00Accounting Technician 2132 2.00 2.00 2.00 2.00Secretary 1999 1.00 1.00 1.00 1.00Premium Exhibit Coord. 3409 1.00 1.00 1.00 1.00FG Premium Exhibit Asst (.75 filled/.25 unfilled) 1999 1.00 1.00 1.00 1.00Mktg/Promotion Coord. 3315 1.00 1.00 1.00 1.00Interim Event Coord. 3315 1.00 1.00 1.00 1.00Senior Office Assistant 1826 1.00 1.00 1.00 1.00FG Building Supt. 3581 1.00 1.00 1.00 1.00Bldg. Mechanic II 2696 1.00 1.00 1.00 1.00Auto Mechanic 2366 1.00 1.00 1.00 1.00Bldg. Mechanic I 2382 1.00 2.00 2.00 2.00Painter 2375 1.00 0.00 0.00 0.00Storekeeper 1815 1.00 1.00 1.00 1.00Sr. FG Maint. Worker 2077 5.00 5.00 5.00 5.00FG Maint. Worker 1711 11.00 9.00 9.00 9.00Sr Simulcast Attendant 2008 1.00 1.00 1.00 1.00Simulcast Attendant 1826 0.75 0.75 0.75 0.75Janitor (unfilled) 1579 1.00 1.00 1.00 1.00FG Golf Manager 2766 1.00 0.00 0.00 0.00TOTAL FTE 36.75 33.75 33.75 33.75County of SonomaFY 2012-2013 Adopted Budget327Position Listing

County of SonomaFY 2012-2013 Adopted Budget328Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI456 9,517 11,563 1594 33,269 40,448 1753 36,587 44,497847 17,678 21,476 1603 33,457 40,657 1766 36,859 44,790863 18,012 21,894 1604 33,477 40,678 1771 36,963 44,9571041 21,727 26,402 1606 33,519 40,741 1774 37,026 45,0191082 22,583 27,467 1616 33,728 41,012 1775 37,046 45,0401200 25,045 30,430 1627 33,957 41,262 1800 37,568 45,6661221 25,484 30,973 1629 33,999 41,325 1801 37,589 45,6871245 25,985 31,578 1632 34,062 41,429 1810 37,777 45,9381254 26,172 31,829 1640 34,229 41,596 1815 37,881 46,0421329 27,738 33,707 1651 34,458 41,909 1826 38,111 46,3341350 28,176 34,250 1656 34,563 42,014 1827 38,132 46,3551357 28,322 34,437 1658 34,604 42,055 1828 38,153 46,3761363 28,447 34,584 1664 34,730 42,202 1829 38,173 46,3971390 29,011 35,293 1667 34,792 42,306 1831 38,215 46,4591398 29,178 35,460 1684 35,147 42,702 1839 38,382 46,6471420 29,637 36,024 1687 35,210 42,807 1844 38,486 46,7931438 30,013 36,483 1688 35,231 42,828 1846 38,528 46,8351448 30,222 36,733 1693 35,335 42,953 1847 38,549 46,8561475 30,785 37,401 1696 35,398 43,036 1851 38,633 46,9601478 30,848 37,526 1705 35,585 43,266 1854 38,695 47,0231481 30,910 37,589 1711 35,711 43,412 1858 38,779 47,1481485 30,994 37,673 1715 35,794 43,516 1861 38,841 47,2321494 31,182 37,881 1719 35,878 43,621 1864 38,904 47,2941499 31,286 38,048 1727 36,045 43,809 1881 39,259 47,7321513 31,578 38,382 1730 36,107 43,892 1882 39,280 47,7531542 32,183 39,113 1732 36,149 43,955 1883 39,300 47,7741543 32,204 39,134 1737 36,253 44,080 1884 39,321 47,7951550 32,350 39,321 1747 36,462 44,310 1886 39,363 47,8371565 32,663 39,697 1748 36,483 44,330 1912 39,906 48,5051579 32,956 40,052 1751 36,545 44,435 1913 39,927 48,526County of SonomaFY 2012-2013 Adopted Budget329Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI1915 39,968 48,609 2047 42,723 51,907 2159 45,061 54,7661924 40,156 48,797 2050 42,786 52,032 2161 45,103 54,8081931 40,302 48,985 2052 42,828 52,074 2162 45,124 54,8501936 40,407 49,131 2059 42,974 52,241 2163 45,144 54,8701939 40,469 49,193 2066 43,120 52,408 2164 45,165 54,8911940 40,490 49,214 2068 43,162 52,470 2168 45,249 55,0161941 40,511 49,235 2073 43,266 52,595 2171 45,311 55,1001950 40,699 49,486 2075 43,308 52,637 2175 45,395 55,1831954 40,782 49,590 2077 43,349 52,700 2178 45,457 55,2461959 40,887 49,694 2078 43,370 52,721 2184 45,583 55,3921962 40,949 49,778 2082 43,454 52,825 2193 45,771 55,6431967 41,054 49,882 2083 43,475 52,846 2196 45,833 55,7051971 41,137 50,028 2087 43,558 52,950 2202 45,958 55,8511978 41,283 50,195 2092 43,663 53,075 2207 46,063 55,9971979 41,304 50,216 2093 43,683 53,096 2209 46,104 56,0391981 41,346 50,258 2095 43,725 53,159 2214 46,209 56,1641999 41,722 50,717 2096 43,746 53,180 2216 46,251 56,2062002 41,784 50,780 2098 43,788 53,222 2221 46,355 56,3522006 41,868 50,884 2107 43,976 53,451 2224 46,418 56,4362007 41,889 50,905 2108 43,996 53,472 2226 46,459 56,4772008 41,909 50,926 2112 44,080 53,576 2228 46,501 56,5192013 42,014 51,093 2118 44,205 53,743 2230 46,543 56,5822014 42,035 51,114 2122 44,289 53,827 2231 46,564 56,6032016 42,076 51,155 2132 44,497 54,098 2238 46,710 56,7912027 42,306 51,406 2138 44,623 54,244 2244 46,835 56,9372028 42,327 51,427 2145 44,769 54,411 2247 46,898 56,9992029 42,348 51,468 2146 44,790 54,432 2250 46,960 57,0832033 42,431 51,594 2149 44,852 54,495 2254 47,044 57,1662041 42,598 51,781 2151 44,894 54,599 2257 47,106 57,2712046 42,702 51,886 2156 44,998 54,703 2258 47,127 57,312County of SonomaFY 2012-2013 Adopted Budget330Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI2259 47,148 57,333 2390 49,882 60,652 2500 52,178 63,4282263 47,232 57,417 2397 50,028 60,819 2501 52,199 63,4482274 47,461 57,688 2408 50,258 61,069 2502 52,220 63,4692283 47,649 57,918 2411 50,320 61,194 2507 52,324 63,5952285 47,691 57,959 2412 50,341 61,215 2510 52,387 63,6782291 47,816 58,126 2425 50,613 61,507 2517 52,533 63,8662300 48,004 58,356 2428 50,675 61,591 2524 52,679 64,0332304 48,087 58,439 2429 50,696 61,633 2529 52,783 64,1372314 48,296 58,732 2432 50,759 61,716 2547 53,159 64,5962316 48,338 58,773 2437 50,863 61,820 2549 53,201 64,6802318 48,379 58,815 2446 51,051 62,050 2550 53,222 64,7222324 48,505 58,961 2447 51,072 62,071 2552 53,263 64,7632331 48,651 59,149 2448 51,093 62,113 2554 53,305 64,8052332 48,672 59,170 2449 51,114 62,134 2556 53,347 64,8472333 48,693 59,212 2450 51,134 62,175 2559 53,409 64,9092338 48,797 59,316 2451 51,155 62,196 2561 53,451 64,9512339 48,818 59,337 2461 51,364 62,426 2567 53,576 65,1392342 48,880 59,420 2462 51,385 62,468 2569 53,618 65,1812346 48,964 59,504 2468 51,510 62,614 2570 53,639 65,2232347 48,985 59,525 2470 51,552 62,676 2572 53,681 65,2642348 49,006 59,546 2474 51,635 62,760 2588 54,015 65,6612349 49,026 59,566 2477 51,698 62,843 2593 54,119 65,7862352 49,089 59,692 2480 51,761 62,927 2595 54,161 65,8282354 49,131 59,733 2482 51,802 62,968 2601 54,286 65,9952373 49,527 60,213 2483 51,823 62,989 2603 54,328 66,0572375 49,569 60,276 2489 51,948 63,135 2604 54,349 66,0782376 49,590 60,297 2493 52,032 63,240 2621 54,703 66,5172379 49,653 60,360 2495 52,074 63,302 2623 54,745 66,5582380 49,673 60,380 2496 52,095 63,344 2638 55,058 66,9342382 49,715 60,422 2498 52,136 63,386 2646 55,225 67,122County of SonomaFY 2012-2013 Adopted Budget331Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI2652 55,350 67,289 2802 58,481 71,066 2962 61,820 75,1362660 55,517 67,497 2804 58,523 71,129 2966 61,904 75,2622665 55,622 67,602 2809 58,627 71,254 2970 61,987 75,3662674 55,810 67,831 2812 58,690 71,359 2972 62,029 75,4082682 55,977 68,040 2821 58,878 71,567 2974 62,071 75,4492683 55,997 68,061 2828 59,024 71,734 2976 62,113 75,4912689 56,123 68,207 2840 59,274 72,047 2979 62,175 75,5542690 56,144 68,249 2842 59,316 72,110 2982 62,238 75,6582694 56,227 68,353 2844 59,358 72,152 2991 62,426 75,8882695 56,248 68,395 2851 59,504 72,340 2998 62,572 76,0552696 56,269 68,416 2866 59,817 72,694 3008 62,781 76,3052699 56,331 68,478 2870 59,900 72,820 3009 62,801 76,3262700 56,352 68,499 2875 60,005 72,945 3014 62,906 76,4512702 56,394 68,541 2879 60,088 73,049 3016 62,948 76,5142710 56,561 68,750 2880 60,109 73,070 3017 62,968 76,5352714 56,644 68,875 2893 60,380 73,425 3020 63,031 76,6392725 56,874 69,125 2896 60,443 73,488 3030 63,240 76,8692733 57,041 69,355 2898 60,485 73,529 3034 63,323 76,9732747 57,333 69,668 2903 60,589 73,634 3036 63,365 77,0152757 57,542 69,960 2911 60,756 73,884 3043 63,511 77,2032766 57,730 70,148 2916 60,860 73,988 3050 63,657 77,3902768 57,771 70,211 2921 60,965 74,093 3058 63,824 77,5992770 57,813 70,273 2922 60,986 74,114 3059 63,845 77,6202777 57,959 70,461 2923 61,007 74,135 3060 63,866 77,6412778 57,980 70,482 2939 61,340 74,552 3068 64,033 77,8292780 58,022 70,524 2950 61,570 74,865 3071 64,095 77,9122783 58,085 70,586 2951 61,591 74,886 3072 64,116 77,9332790 58,231 70,816 2952 61,612 74,907 3082 64,325 78,1842791 58,252 70,837 2953 61,633 74,928 3083 64,346 78,2042793 58,293 70,879 2958 61,737 75,032 3091 64,513 78,413County of SonomaFY 2012-2013 Adopted Budget332Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI3100 64,701 78,643 3242 67,664 82,253 3417 71,317 86,6783108 64,868 78,831 3253 67,894 82,525 3429 71,567 86,9703111 64,930 78,935 3254 67,915 82,546 3441 71,818 87,3043114 64,993 79,018 3260 68,040 82,713 3462 72,256 87,8263115 65,014 79,039 3268 68,207 82,900 3464 72,298 87,8893119 65,097 79,144 3270 68,249 82,963 3468 72,381 87,9723126 65,243 79,290 3272 68,291 83,005 3470 72,423 88,0353130 65,327 79,415 3278 68,416 83,172 3471 72,444 88,0563132 65,369 79,457 3287 68,604 83,380 3473 72,486 88,0973135 65,431 79,561 3300 68,875 83,714 3474 72,507 88,1393148 65,703 79,853 3303 68,938 83,777 3476 72,548 88,2023150 65,744 79,916 3304 68,958 83,798 3481 72,653 88,3273151 65,765 79,937 3307 69,021 83,881 3486 72,757 88,4313154 65,828 80,041 3309 69,063 83,944 3487 72,778 88,4523158 65,911 80,125 3315 69,188 84,111 3494 72,924 88,6403169 66,141 80,375 3320 69,292 84,215 3502 73,091 88,8493172 66,203 80,500 3323 69,355 84,278 3511 73,279 89,0783183 66,433 80,730 3326 69,418 84,382 3520 73,467 89,3083186 66,496 80,813 3330 69,501 84,507 3528 73,634 89,4753187 66,517 80,834 3337 69,647 84,654 3531 73,696 89,5793195 66,683 81,064 3340 69,710 84,716 3533 73,738 89,6633201 66,809 81,189 3349 69,898 84,967 3546 74,009 89,9343204 66,871 81,272 3354 70,002 85,092 3549 74,072 90,0173206 66,913 81,335 3361 70,148 85,259 3552 74,135 90,1433213 67,059 81,523 3386 70,670 85,906 3553 74,155 90,1643219 67,184 81,648 3389 70,733 85,968 3555 74,197 90,2053220 67,205 81,690 3394 70,837 86,094 3561 74,322 90,3313224 67,289 81,794 3401 70,983 86,302 3568 74,468 90,5183225 67,310 81,815 3414 71,254 86,615 3575 74,615 90,7063226 67,330 81,836 3416 71,296 86,657 3587 74,865 90,998County of SonomaFY 2012-2013 Adopted Budget333Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI3591 74,948 91,124 3783 78,956 95,987 3930 82,024 99,7233598 75,095 91,270 3784 78,977 96,008 3946 82,358 100,0983601 75,157 91,353 3788 79,060 96,091 3952 82,483 100,2863621 75,575 91,875 3797 79,248 96,321 3966 82,775 100,6203625 75,658 91,959 3800 79,311 96,425 3972 82,900 100,7873629 75,742 92,063 3812 79,561 96,717 3978 83,026 100,9123634 75,846 92,188 3815 79,624 96,780 3979 83,047 100,9333639 75,950 92,334 3819 79,707 96,905 3983 83,130 101,0583640 75,971 92,355 3820 79,728 96,926 3985 83,172 101,1003641 75,992 92,376 3821 79,749 96,947 3993 83,339 101,3093656 76,305 92,772 3823 79,791 96,988 3999 83,464 101,4343660 76,389 92,856 3826 79,853 97,051 4000 83,485 101,4973661 76,409 92,877 3828 79,895 97,114 4005 83,589 101,6013688 76,973 93,545 3831 79,958 97,197 4007 83,631 101,6433697 77,161 93,795 3832 79,978 97,218 4010 83,694 101,7473700 77,223 93,858 3843 80,208 97,489 4011 83,714 101,7683705 77,328 93,983 3868 80,730 98,116 4023 83,965 102,0603710 77,432 94,150 3870 80,772 98,178 4027 84,048 102,1443720 77,641 94,359 3872 80,813 98,220 4038 84,278 102,4573730 77,850 94,651 3882 81,022 98,491 4068 84,904 103,1873731 77,870 94,672 3883 81,043 98,512 4076 85,071 103,4173734 77,933 94,734 3888 81,147 98,616 4083 85,217 103,5633735 77,954 94,755 3894 81,272 98,783 4091 85,384 103,8133737 77,996 94,797 3900 81,398 98,950 4098 85,530 103,9593738 78,017 94,818 3902 81,439 98,992 4105 85,676 104,1473748 78,225 95,089 3907 81,544 99,096 4111 85,802 104,3143752 78,309 95,194 3912 81,648 99,243 4112 85,822 104,3353756 78,392 95,277 3916 81,732 99,368 4115 85,885 104,3983762 78,517 95,444 3917 81,752 99,389 4120 85,989 104,5023782 78,935 95,966 3926 81,940 99,577 4125 86,094 104,648County of SonomaFY 2012-2013 Adopted Budget334Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI4130 86,198 104,794 4348 90,748 110,304 4608 96,174 116,9004140 86,407 105,024 4350 90,790 110,367 4634 96,717 117,5474154 86,699 105,379 4358 90,957 110,555 4650 97,051 117,9644156 86,741 105,441 4366 91,124 110,763 4651 97,072 117,9854159 86,803 105,504 4368 91,165 110,805 4678 97,635 118,6954164 86,908 105,650 4369 91,186 110,826 4691 97,907 119,0284168 86,991 105,734 4373 91,270 110,951 4692 97,928 119,0494179 87,221 106,005 4374 91,291 110,972 4695 97,990 119,1334185 87,346 106,172 4375 91,312 110,993 4708 98,262 119,4464187 87,388 106,214 4378 91,374 111,056 4722 98,554 119,7804189 87,429 106,255 4409 92,021 111,828 4731 98,742 120,0304190 87,450 106,318 4412 92,084 111,932 4744 99,013 120,3644199 87,638 106,506 4451 92,898 112,934 4759 99,326 120,7194200 87,659 106,568 4480 93,503 113,644 4778 99,723 121,2204209 87,847 106,777 4495 93,816 114,040 4781 99,785 121,3034210 87,868 106,819 4516 94,254 114,562 4795 100,077 121,6584217 88,014 106,965 4522 94,380 114,708 4796 100,098 121,6794218 88,035 107,007 4524 94,421 114,771 4797 100,119 121,7004232 88,327 107,361 4536 94,672 115,084 4815 100,495 122,1594237 88,431 107,487 4543 94,818 115,251 4818 100,557 122,2434262 88,953 108,134 4557 95,110 115,606 4822 100,641 122,3264265 89,016 108,196 4563 95,235 115,773 4828 100,766 122,4514270 89,120 108,322 4564 95,256 115,793 4830 100,808 122,5564291 89,558 108,864 4567 95,319 115,856 4841 101,037 122,8064294 89,621 108,948 4571 95,402 115,981 4911 102,498 124,6014304 89,830 109,177 4572 95,423 116,002 4955 103,417 125,7074307 89,892 109,240 4580 95,590 116,169 4979 103,918 126,2924324 90,247 109,678 4582 95,632 116,253 4997 104,293 126,7514335 90,477 109,991 4585 95,694 116,315 5000 104,356 126,8554342 90,623 110,137 4606 96,133 116,858 5002 104,398 126,918County of SonomaFY 2012-2013 Adopted Budget335Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI5006 104,481 127,001 5807 121,199 147,309 6844 142,842 173,6075007 104,502 127,022 5886 122,848 149,313 6977 145,618 177,0095026 104,899 127,502 5904 123,224 149,772 7091 147,998 179,8895032 105,024 127,648 5915 123,453 150,064 7129 148,791 180,8495088 106,193 129,047 5918 123,516 150,147 7187 150,001 182,3105111 106,673 129,673 5999 125,206 152,193 7239 151,087 183,6465132 107,111 130,195 6047 126,208 153,382 7281 151,963 184,6895140 107,278 130,403 6060 126,479 153,737 7288 152,109 184,8985142 107,320 130,445 6131 127,961 155,553 7500 156,534 190,2625181 108,134 131,447 6177 128,921 156,722 7554 157,661 191,6395241 109,386 132,950 6218 129,777 157,745 7578 158,162 192,2655247 109,511 133,096 6286 131,196 159,477 7604 158,705 192,8925257 109,720 133,367 6298 131,447 159,790 7627 159,185 193,4555260 109,783 133,430 6300 131,489 159,832 7684 160,374 194,9375300 110,617 134,452 6331 132,136 160,604 7775 162,274 197,2545384 112,371 136,602 6348 132,490 161,021 7776 162,294 197,2755399 112,684 136,978 6361 132,762 161,376 7887 164,611 200,0925433 113,393 137,854 6371 132,970 161,647 7905 164,987 200,5515437 113,477 137,938 6425 134,097 162,983 7985 166,657 202,5555460 113,957 138,522 6426 134,118 163,004 8042 167,846 203,9955469 114,145 138,731 6439 134,390 163,359 8090 168,848 205,2475514 115,084 139,900 6498 135,621 164,841 8137 169,829 206,4375516 115,126 139,941 6513 135,934 165,237 8428 175,902 213,8055544 115,710 140,651 6540 136,498 165,926 8500 177,405 215,6415565 116,148 141,173 6585 137,437 167,053 8554 178,532 217,0195622 117,338 142,613 6599 137,729 167,408 8572 178,908 217,4785624 117,380 142,676 6715 140,150 170,372 8665 180,849 219,8365690 118,757 144,366 6747 140,818 171,165 8692 181,412 220,5045761 120,239 146,140 6801 141,945 172,542 8796 183,583 223,1555787 120,782 146,808 6804 142,008 172,605 9197 191,952 233,319County of SonomaFY 2012-2013 Adopted Budget336Position Listing

SALARY SCHEDULE 2012/2013ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIESSALARYRANGESTEPASTEPISALARYRANGESTEPASTEPISALARYRANGESTEPASTEPI9670 201,825 245,3419857 205,727 250,0799997 208,649 253,6279999 208,691 253,66910000 208,712 253,68910609 221,423 269,13411260 235,010 285,66412260 255,881 311,043County of SonomaFY 2012-2013 Adopted Budget337Position Listing

Sonoma County Library JPA 2012-2013Effective June 17, 2012 - June 15, 2013Annual SalariesRANGE STEP 1 STEP 10Student Worker 10.74 22,339 22,339Lib. Tech. II 14.77 30,722 38,293Lib.Tech.II-BiLing 15.77 32,802 40,373Lib.Tech.III 17.59 36,587 45,573Acct.Clerk II 18.22 37,898 47,195Delivery Person 18.22 37,898 47,195Lib Svcs Specialist 18.22 37,898 47,195Lib.Tech.III-BiLing 18.59 38,667 47,653Lib. Assoc. 20.70 43,056 53,664Acct.Clerk III 21.82 45,386 56,534Bldg.Mch.I 22.92 47,674 59,405Supv Lib Tech 22.92 47,674 59,405Adm Aide 23.43 48,734 60,715Accting Asst 23.43 48,734 60,715Graphic Artist 23.80 49,504 61,672Tec Sup Spec I 23.86 49,629 61,838Lib.I 25.71 53,477 66,643Business Analyst-Lead 26.35 54,808 68,286Lib. I - BiLing 26.71 55,557 68,723Lib. II 26.97 56,098 69,909Bldg.Mch.II 27.41 57,013 71,032Lib. II+2.5% 27.64 57,491 71,614Lib. II- BiLing 27.97 58,178 71,989Tec Sup Spec II 28.01 58,261 72,571Bldg.Mch.II - Lead 28.78 59,862 74,589Bldg.Mch.II - + 5% (IT Co-Lead) 28.78 59,862 74,589Lib.III 31.19 64,875 80,850Sr Inf Tec Spec 31.19 64,875 80,850Lib.III+2.5% (IT Co-Lead) 31.97 66,498 82,846Branch Manager 33.53 69,742 86,902Central Branch Mgr 35.21 73,237 91,250Facility Mgr 38.37 79,810 99,445Human Res Mgr 38.37 79,810 99,445Info Tech Mgr. 38.30 79,810 99,445Lib.IV 39.50 82,160 102,378Div Mgr: Admin Svc 40.29 83803 104,395Div Mgr: Mat. Mgt. 40.29 83803 104,395Div Mgr: Pub. Svc. 40.29 83803 104,395Director N/A N/A 150,821County of SonomaFY 2012-2013 Adopted Budget338Position Listing

GLOSSARY OF BUDGET TERMSA-87 COSTS - Those costs allocated to County departments under the Countywide Cost Allocation Plan to cover centraladministrative and overhead expenses. (A-87 refers to the federal circular that provides guidelines for these costs.)ADOPTED BUDGET – The budget approved by the Board of Supervisors as the spending plan for the year. The Board firstapproves an interim spending plan that relies upon preliminary estimates of available resources until such time as updated estimatesor actual available resources are known. At that point, the Board holds a series of public hearings to review the spending plan and toinstruct staff to make any adjustments accounting for the updated information or other direction they may wish to provide. Thebudget as adjusted is then formally adopted. The Board must approve the Adopted Budget by October 2 each year.ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to whencash is received or spent.APPROPRIATION - An authorization granted by the Board of Supervisors to make expenditures and to incur obligations forspecific purposes. An appropriation expires at the end of the fiscal year.APPROPRIATION LIMITS - Refers to the Gann Initiative (Proposition 4 on the November 1979 ballot), which imposed limits onthe allowable annual appropriations of the state, schools, and most local agencies; limit is generally prior year appropriationsfactored by per capita cost increases and population changes.APPROPRIATIONS FOR CONTINGENCIES - A budgetary amount, not to exceed 15% of specified appropriations of the fund inwhich it is appropriated, which is set aside to meet unforeseen expenditure requirements.ASSESSED VALUATION - A valuation set upon real estate or other property by the County or State Board of Equalization as abasis for levying taxes.ASSET - Resources owned or held by the County, which have monetary value.AVAILABLE FINANCING - All the components of financing a budget; primarily fund balance available, revenues, equitytransfers, and reductions of reserves.AVAILABLE FUND BALANCE - The amount of funding available at year-end to finance the next year's budget after deductingencumbrances and reserves.BASELINE BUDGET - Baseline is generally considered to be the financial and staff resources needed to provide the same level ofongoing services included in the prior year’s budget.BUDGETARY BASIS - This refers to the basis of accounting used to estimate financing sources and uses in the budget. Thisgenerally takes one of three forms: GAAP, cash, or modified accrual.CAPITAL EXPENDITURES – Expenditures resulting in the acquisition of or addition to the government’s general fixed assets.CAPITAL PROJECTS PLAN (CPP) - A multi-year plan for expenditures related to acquisition, expansion or rehabilitation to meetcapital asset needs (e.g., land, buildings, and equipment related to construction).CAPITAL PROJECTS FUND - Funds that account for the financial resources used for the acquisition or construction of majorcapital facilities.CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased.CERTIFICATES OF PARTICIPATION (COP) – Certificates issued for the financing of capital assets. COPs represent undividedinterests in the rental payments under a tax-exempt lease.CHARACTER - A major category of appropriation. Example: "Salaries and Employees Benefits" (Character 50) and "Services andSupplies" (Character 60).COMMUNITY FACILITIES DISTRICT (CFD) – A special financing entity through which a local government is empowered tolevy special taxes and issue bonds when authorized by a 2/3 vote.CONTINGENCY - An amount not to exceed 15% of specified appropriations of the fund in which it is allocated; appropriated forunforeseen expenditure requirements.CONTRACTED SERVICES - Expense of services rendered under contract by personnel who are not on the payroll of thejurisdiction, including all related expenses covered by the contract.COST ACCOUNTING - The method of accounting that provides for assembling and recording of all the elements of cost incurredto accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.County of SonomaFY 2012-2013 Adopted Budget339Budget Glossary

COST ALLOCATION PLAN - This plan, established under Federal guidelines, identifies, distributes, and allows the County to bereimbursed for the costs of services by support groups (such as Purchasing, Human Resources, CAO, County Counsel) to thosedepartments performing functions supported by Federal/State funds.COST-OF-LIVING ADJUSTMENT (COLA) - An increase in salaries to offset the adverse effect of inflation on compensation.CURRENT REVENUE - Revenues of a governmental unit that are available to meet expenditures of the current fiscal year.DEBT SERVICE FUND - A fund established to finance and account for the payment of interest and principal on all generalobligation debt, other than that payable exclusively from special assessments and revenue debt issued for and serviced by agovernmental enterprise.DEPARTMENT – The portion of the total county organization reporting to one individual who has overall management, appointingauthority and budgetary responsibility for a specified group of programs and services.DEPRECIATION – A reduction in value over time of capital assets, attributable to wear and tear, deterioration, action of thephysical elements, inadequacy or obsolescence.DESIGNATION - For governmental fund types, a segregation of a portion of the unreserved fund balance to indicate tentative plansfor financial resource utilization in a future period, such as for general contingencies, equipment replacement, financing receivables,etc.DISCRETIONARY REVENUE - Monies that are not legally earmarked by the state or federal government for a specified programor use. Included in this category are sales and use taxes, business license and utility user taxes, and property taxes.DIVISION – As used in the County budget, the division is a subset of a department’s or agency’s budget that is comprised ofactivities, programs, and services with common objectives but as a whole are distinct from other groups of activities, programs, andservices that the department or agency provides.EARMARKED - Revenues designated by statute or constitution for a specified purpose.EMPLOYEE BENEFITS - Amounts paid on behalf of employees; these amounts are not included in the gross salary. They arefringe benefit payments and, while not paid directly to employees, they are nevertheless a part of the cost of salaries and benefits.Examples are group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers'compensation payments, and unemployment insurance payments.ENCUMBRANCES - An obligation in the form of a purchase order, contract, or other commitment that is chargeable to anappropriation. Available appropriations and fund balance are reduced by the amount of outstanding encumbrances.ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a manner similar to privatebusiness enterprises, where the intent of the government body is that the costs of providing goods or services to the general publicon a continuing basis is financed or recovered primarily through user charges.EXPENDITURES – Use of appropriation to purchase goods and services necessary to carry out the responsibilities of a departmentor organization.EXPENSES – Outflows or other using-up of assets or incurrence of liabilities (or a combination of both) from delivering orproducing goods, rendering services or carrying out other activities that constitute the entity’s ongoing major or central operations.FISCAL YEAR – Twelve month period for which a budget is prepared. The County's fiscal year is July 1 to June 30.FIXED ASSETS – Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixedassets include land, buildings, improvements and equipment.FULL-TIME EQUIVALENT POSITION (FTE) - A part-time position converted to the decimal equivalent of a full-time positionbased on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a fulltimeposition.FUNCTION/FUNCTIONAL AREAS - A group of related activities aimed at accomplishing a major service for which agovernmental unit is responsible. Example: "Public Protection" and “Health and Human Services” are examples of functions orfunctional areas in our state reporting and budget groupings, respectively.FUND - A legal entity that provides for the segregation of monies or other revenue sources for specific restrictions, or limitations. Aseparate set of accounts must be maintained for each fund to show its assets, liabilities, reserves, and surplus (fund balance), as wellas its income and expenditures. The assets of a fund may also be placed into separate accounts to provide for limitations on specifiedfund income or expenditures.County of SonomaFY 2012-2013 Adopted Budget340Budget Glossary

FUND BALANCE - The excess of assets of a fund over its liabilities. A portion of this balance may be available to finance thesucceeding year's budget.GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial accounting and recording,encompassing the conventions, rules, and procedures that define accepted accounting principles.GASB (Governmental Accounting Standards Board) - The authoritative accounting and financial reporting standard-setting bodyfor government entities.GENERAL FUND - The fund used to account for all countywide operations except those required to be accounted for in anotherfund.GENERAL OBLIGATION BONDS – A pledge of the general taxing power for the payment of debt obligations. Bonds carryingsuch pledges are referred to as general obligation bonds or full faith and credit bonds.GENERAL RESERVE - A separate fund or equity restriction within a fund to provide for dry period financing.GOVERNMENTAL FUND TYPES – Funds used to account for acquisitions and other uses of balances of expendable financialresources and related current liabilities, except for transactions and accounted for in proprietary and fiduciary funds. Under currentGAAP, there are five governmental fund types: general, special revenue, debt service, capital projects and permanent fund.GRANT - A contribution from one governmental unit to another, usually made for a specific purpose and time period.INDIRECT COST - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned toone service. Includes support services like Budget Preparation, Accounting, Payroll Preparation, Treasury Management, LegalServices, and Human Resources (Personnel). See Cost Allocation Plan for further discussion.INFRASTRUCTURE - The physical assets of the County (e.g., street, water, sewer, public buildings and parks).INTERGOVERNMENTAL REVENUE - Funds received from federal, state and other local government sources in the form ofgrants, shared revenues and payments in lieu of taxes.INTERNAL SERVICE FUND - A fund used to account for the financing of goods or services provided by one department oragency to another department or agency of a government.LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance.MAINTENANCE OF EFFORT (MOE) – A requirement that a county use a specific amount of its General Fund, in order to receivea funding from specific state or federal sources.MANDATED PROGRAMS - Mandated programs are those programs and services that the County is required to provide byspecific state and/or federal law.MATCH - The term "match" refers to the percentage of local discretionary County monies in the General Fund which, by law, mustbe used to match a certain amount of state and/or federal funds. For example, for the majority of welfare aid payments, the Countymust match every 95 state dollars they receive with 5 dollars from the County's General Fund.MODIFIED ACCRUAL BASIS - The accrual basis of accounting adapted to the governmental fund-type measurement focus.Under it, revenues and other financial resource increments (e.g., bond proceeds) are recognized when they become susceptible toaccrual, which is when they become both “measurable” and “available” to finance expenditures of the current period. Allgovernmental funds, expendable trust funds and agency funds, are accounted for using the modified accrual basis of accounting.NET COUNTY COST - The amount of the operation financed by discretionary sources, principally property taxes.OBJECT - A subcategory of a Character. Example: "Salaries” (Object 510) and “Retirement” (Object 520) are Objects under the“Salaries and Benefits” Character (Character 50).OBJECTIVE - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within aspecific time frame.OBLIGATIONS - Amounts that the County may be legally required to meet out of its resources. They include not only actualliabilities, but also encumbrances not yet paid.OPERATING TRANSFERS - Interfund and intrafund transfers, other than residual equity transfers, legally authorized from a fundreceiving revenue to the fund through which the resources are to be expended.OTHER CHARGES - An object of expenditure that reflects costs not directly associated with the daily expenses of running anoperation. Includes such things as interest and principal charges, taxes and assessments from other governmental agencies, andlitigation settlements.County of SonomaFY 2012-2013 Adopted Budget341Budget Glossary

OTHER FINANCING SOURCES – Long-term debt proceeds, proceeds from the sale of general fixed assets, and incomingoperating transfers from another governmental fund.OTHER POST EMPLOYMENT BENEFITS – Non-pension benefits, such as contributions toward medical insurance that theemployer may offer retirees.OTHER FINANCING USES - Operating transfers out from one governmental fund to another.PER CAPITA - Amount per individual.POSITION - A position is an employment slot, an approved job for a person or persons working full-time or part-time. A position isusually listed in terms of its classification.POSITION ALLOCATION - Documentation depicting the number and classification of regular full-time, regular part-time andlimited term positions in the County, by department, as authorized by the Board of Supervisors.PRIOR-YEAR ENCUMBRANCES - Obligations from previous fiscal years in the form of purchase orders, contracts or salarycommitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to beencumbrances when the obligations are paid or otherwise terminated.PROGRAM REALIGNMENT – Also known simply as “Realignment,” refers to a circa 1990 transfer of program funding betweenthe state and the counties to more accurately reflect responsibilities. Realigned programs include mental health, indigent health,foster care, welfare services, In-Home Supportive Services, certain juvenile justice programs, and other miscellaneous programs.Revenue from increased vehicle license fees and sales taxes finances the increased County program shares.PROPOSITION 13 - A tax limitation initiative approved by the voters in 1978. Proposition 13 provided for: 1) a 1% tax limitexclusive of tax rates to repay existing voter-approved bonded indebtedness, 2) assessment restrictions establishing 1975 levelvalues for all property with allowable increase of 2% annually and reappraisal to current value upon change in ownership and newconstruction, 3) a two-thirds vote requirement to increase state taxes, and 4) a two-thirds vote of the electorate for local agencies toimpose "special taxes."REAL PROPERTY - Land and the structures attached to it.REIMBURSEMENT - Payment for expenses incurred by one agency/budget unit that are properly applicable to anotheragency/budget unit within or between certain Government Funds. Reimbursements are recorded as a negative expenditure in theagency/budget unit that initially incurred the expense so that when grand totals of expenditures reported including those of bothbudget units, the totals are not overstated by doubling counting the same expenses in both units. An example might be a departmentthat chooses to record the salaries and other operating expenses of a group of accounting staff in one distinct budget unit that thencharges its services out to other budget units in the same department. The accounting budget unit would record the initial expensesto pay the salaries and other operating expenses. Each of the other units would record their share of the expenses as an accountingservices cost and provide a reimbursement to the accounting budget unit.RESERVE - An account used to earmark a portion of fund equity that is legally or contractually restricted for future use or notavailable for expenditure.RESIDUAL EQUITY TRANSFERS - Nonrecurring or non-routine transfers of equity between funds (e.g., contributions ofEnterprise or Internal Service Fund capital by the General Fund), subsequent return of all or part of such contributions to theGeneral Fund, and transfers of residual balances of discontinued funds to the General Fund or other fund.RESOLUTION - An order by the Board of Supervisors requiring less legal formality than an ordinance or statute.RETAIL SALES TAX - A tax levied on the sale of goods or services to the consumer.REVENUE - Money received to finance ongoing County services. Examples: property taxes, sales taxes, fees, and state and federalgrants.SALARY SAVINGS - The dollar amount of salaries that can be expected to be saved due to vacancies and turnover of employees.SCHEDULE - A listing of financial data in a form and manner prescribed by the state.SECURED ROLL - Assessed value of real property, such as land, buildings, secured personal property, or anything permanentlyattached to land as determined by each County Assessor.SECURED TAXES - Taxes levied on real properties in the county, which are "secured" by a lien on the properties.SERVICES AND SUPPLIES – A Character of expenditure reflecting the County’s costs for services and supplies necessary for theoperations of County departments and programs.County of SonomaFY 2012-2013 Adopted Budget342Budget Glossary

SOURCE OF REVENUE - Revenues are classified according to their source or point of origin.SPECIAL ASSESSMENTS - Fees that are charged to property owners in certain geographical areas for public improvements. A feeis levied only to those property owners who receive a direct benefit.SPECIAL DISTRICTS - An independent unit of local government established to perform a single specified service. The SpecialDistricts listed in this document are governed by the Board of Supervisors.SPECIAL REVENUE FUND - A revenue fund used to account for the proceeds of specific revenue sources (other than specialassessments, or for major capital projects) that are legally restricted to expenditures for specified purposes. The Advertising Fundand Road Fund are examples of special revenue funds.SUB-OBJECT – A subcategory of appropriations, sometimes referred to as a “line item.” Examples of Sub-Objects in the “Salariesand Benefits” Character (Character 50) include “Permanent Positions” (Sub-Object 5100), “Extra-Help” (Sub-Object 5110), and“Overtime” (Sub-Object 5120).SUBVENTION - Payments by an outside agency (usually from a higher governmental unit) for costs that originate in the County(i.e., federal/state payments to the County to offset the cost of providing Health and Welfare services).SUPPLEMENTAL TAX ROLL - The Supplemental Property Tax Roll is a result of legislation enacted in 1983 and requires anassessment of property when change to the status of the property occurs, rather than once a year, as was previously the case.TAXES - Compulsory charges levied by a governmental unit for the purpose of financing services performed for the commonbenefit.TAX LEVY - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.TEETER PLAN - A plan whereby 100% of the secured property taxes levied are apportioned to eligible agencies instead of thehistorical practice of apportioning 100% of taxes that have been collected. This allows the County to finance all delinquent propertytaxes.TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services for the recipient fund.TRANSIENT OCCUPANCY TAX - A tax collected by a motel/hotel operator for a percentage of the room rent paid by eachtransient, which is then due the County. This is sometimes referred to as T.O.T.TRUST FUND - Used to account for money or other property received by the County in its capacity as trustee or agent to bedistributed in accordance with the conditions of the trust.UNANTICIPATED REVENUE - The amount of revenues which had not been estimated in the budget and which are appropriatedfor expenditure or applied to the increase of specific reserves during the fiscal period.UNDESIGNATED/UNRESERVED FUND BALANCE - The portion of a fund's balance that is available for spending orappropriation, not “earmarked” for specified purposes by the legislative body.UNENCUMBERED BALANCE - The amount of an appropriation that is neither expended nor encumbered. It is essentially theamount of money still available for future purposes.UNINCORPORATED AREA - The areas of the county outside the city boundaries.UNSECURED TAX - A tax on properties such as office furniture, equipment, and boats that are not secured by real property ownedby the assessee.County of SonomaFY 2012-2013 Adopted Budget343Budget Glossary

County of SonomaFY 2012-2013 Adopted Budget344Budget Glossary

COUNTY OF SONOMAADOPTED BUDGET2012 - 2013INDEXPagePageAdvertising 219 Environmental Health 111Agricultural Commissioner-Sealer 199 (see Health Services)Airport Enterprise 163(see Transportation & Public Works) Fairgrounds 215Alcohol & Other Drug Services 111 Financial Policies for Budget Development 3(see Health Services) Fire Services (see Fire & Emergency Services) 157Appropriations for Contingencies 63 Flood Control Districts (see Water Agency) 171(see Non-Departmental)Assessor (see Clerk/Recorder/Assessor) 73 General Services 51Auditor-Controller 67 Glossary of Budget Terms 339Grand Jury (see Court Support Services) 81Board of Supervisors/County Administrator 37 Guide to Reading the Budget 1Capital Projects 227 Health Services 111Child Support Services 133 Heavy Equipment 163Community Development Commission 147 (see Transportation & Public Works)County Administrator 37 Hospital Enterprise Closeout 137(see Board of Supervisors/County Admin.) Human Resources 45County Administrator’s Transmittal Letter iii Human Services 119County Clerk/Recorder/Assessor 73County Operating Budget IHSS Public Authority 129County Funding Sources - Total Budget 27 Information Systems 57General Fund Financing Sources 29 Institutions (see Probation) 85General Fund Financing Uses 29 Integrated Waste (Refuse) Enterprise 163Other Funds Activities Sources & Uses 33 (see Transportation & Public Works)County Counsel 41County Medical Services Program 111 Law Enforcement (see Sheriff) 101(see Health Services) Library 209County Service Area #41, Sonoma Valley Parks 183 Lighting Districts 163(see Regional Parks)(see Transportation & Public Works)County Service Area #41, Zone 2 Sea Ranch 141(see Permit & Resource Management Department) Marinas (see Regional Parks) 183Court Support Services & Grand Jury 81 Mental Health (see Health Services) 111Cross Reference of County Services to 287State Function Categories Non-Departmental 63Non-Proposition 4 Unallocated Revenue 63Debt Margin 248 (see Non-Departmental)Debt Obligations 243 Northern Sonoma County Air Pollution 163Debt Services - Special Assessments 67 Control District(see Auditor-Controller-Treasurer-Tax Collector)(see Tranportation & Public Works)Demographics - Sonoma County 12Detention (see Sheriff’s Department) 101 Organizational Chart 10District Attorney 91 Other General Government 63(see Non-Departmental)Economic Development Department 179Elective & Appointed Officers 9 Permit & Resource Management Dept. 141Emergency Services 157 Position Allocation (see Position Listing) 289(see Fire & Emergency Services) Prevention & Planning (see Health Services) 111Employee Benefits 63 Probation 85(see Non-Departmental)County of SonomaFY 2012-2013 Adopted Budget345Index

COUNTY OF SONOMAADOPTED BUDGET2012 - 2013INDEXPagePageProposition 4 Unallocated Revenue 63 U.C. Cooperative Extension 205(see Non-Departmental) Unemployment Insurance ISF 67Public Administrator/Guardian/Conservator 119 (see Auditor-Controller/Treasurer-Tax Collector)(see Human Services)Public Defender 97 Water Agency 171Public Health (See Health Services) 111 Water Service Areas 163(see Transportation & Public Works)Recorder (see Clerk/Recorder/Assessor) 73 Water Supply (see Water Agency) 171Water Transmission Systems 171Redevelopment Agency 147 (see Water Agency)(see Community Development Commission) Welfare Administration (see Human Services) 119Regional Parks 183 Welfare Programs (see Human Services) 119Registrar of Voters 73(see Clerk/Recorder/Assessor)Rio Nido Geologic Hazard Abatement 163(see Transportation & Public Works)Road Maintenance Districts 163(see Transportation & Public Works)Roads (see Transportation & Public Works ) 163Salary Schedule (see Position Listing) 329Sanitation Districts & Zones 171(see Water Agency)Self-Insurance Fund (see Human Resources) 45Sheriff 101Sonoma County Agricultural Preservation 193& Open Space DistrictSpecial Projects 163(see Transportation & Public Works)State Financial SchedulesBudget Summary All Funds 251Budget Summary Govt. Funds 252Fund Balances Govt. Funds 253Reserves/Designations Govt. Funds 354Summary Addit Financing Sources Govt. Funds 258Detail Addit Financing Sources Govt. Funds 260Summary Financing Uses-Govt. Funds 272Detail of Financing Uses-Govt. Funds 274Summary Non-Enterprise Spec. Dist./Agencies 282Fund Balance Non-Enterprise Spec. Dist. Agencies 283Detail Fund Balance Spec. Dist./Agencies 284State Function Categories 287Supervisorial Districts 11Transit Enterprise 163(see Transportation & Public Works)Transportation & Public Works 163Treasurer-Tax Collector 67County of SonomaFY 2012-2013 Adopted Budget346Index