Fiscal Year 2011-2012 Adopted Budget - County of Sonoma
Fiscal Year 2011-2012 Adopted Budget - County of Sonoma
Fiscal Year 2011-2012 Adopted Budget - County of Sonoma
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<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, California<br />
ADOPTED BUDGET <strong>2011</strong>-<strong>2012</strong>
SONOMA COUNTY<br />
CALIFORNIA<br />
REPUBLIC<br />
AGRICULTURE<br />
INDUSTRY<br />
RECREATION<br />
<strong>Sonoma</strong> <strong>County</strong><br />
miSSion<br />
to EnriCh thE<br />
Quality <strong>of</strong> lifE<br />
in <strong>Sonoma</strong> <strong>County</strong><br />
through SupErior<br />
publiC SErviCES
<strong>Budget</strong> Recommended by<br />
Veronica A. Ferguson<br />
<strong>County</strong> Administrator<br />
<strong>Budget</strong> Compiled by<br />
COUNTY OF SONOMA<br />
ADOPTED BUDGET<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-<strong>2012</strong><br />
and<br />
Statistical Report<br />
2010-<strong>2011</strong><br />
2009-2010<br />
2008-2009<br />
<strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors<br />
Supervisor Valerie Brown First District<br />
Supervisor David Rabbitt Second District<br />
Supervisor Shirlee Zane Third District<br />
Supervisor Mike McGuire Fourth District<br />
Supervisor Efren Carrillo, Chair Fifth District<br />
Donna M. Dunk<br />
Auditor-Controller-Treasurer-Tax Collector<br />
Cover Photo: Jenner Headlands<br />
<strong>Sonoma</strong> <strong>County</strong>, California<br />
Photo Courtesy <strong>of</strong> <strong>Sonoma</strong> Land Trust/Stephen Joseph Photography
Valerie Brown<br />
District 1<br />
David Rabbitt<br />
District 2<br />
Shirlee Zane<br />
District 3<br />
Mike M c Guire<br />
District 4<br />
Efren Carrillo<br />
District 5<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
Board <strong>of</strong> Supervisors<br />
5th<br />
Efren Carrillo<br />
4th<br />
Mike McGuire<br />
3rd<br />
Shirlee Zane<br />
1st<br />
Valerie Brown<br />
2nd<br />
David Rabbitt<br />
575 Administration Drive, Room 104A<br />
Santa Rosa, California 95403<br />
(707) 565-2241<br />
www.sonoma-county.org
GOVERNMENT FINANCE OFFICERS ASSOCIATION<br />
Distinguished<br />
<strong>Budget</strong> Presentation<br />
Award<br />
PRESENTED TO<br />
<strong>Sonoma</strong> <strong>County</strong><br />
California<br />
For the <strong>Fiscal</strong> <strong>Year</strong> Beginning<br />
July 1, 2010<br />
President Executive Director<br />
The Government Finance Officers Association <strong>of</strong> the United States and Canada<br />
(GFOA) presented a Distinguished <strong>Budget</strong> Presentation Award to <strong>Sonoma</strong> <strong>County</strong>,<br />
California for its annual budget for the fiscal year beginning July 1, 2010.<br />
In order to receive this award, a governmental unit must publish a budget document<br />
that meets program criteria as a policy document, as an operations guide, as a<br />
financial plan, and as a communications device.<br />
This award is valid for a period <strong>of</strong> one year only. We believe our current budget<br />
continues to conform to program requirements, and we are submitting it to GFOA to<br />
determine its eligibility for another award.
Need Help?<br />
See A Guide to Reading the <strong>Budget</strong><br />
COUNTY OF SONOMA<br />
ADOPTED BUDGET<br />
<strong>2011</strong> - <strong>2012</strong><br />
TABLE OF CONTENTS<br />
Page Page<br />
<strong>County</strong> Overview Development Services (Cont.)<br />
Board <strong>of</strong> Supervisors' Letter to i Transportation & Public Works 165<br />
<strong>Sonoma</strong> <strong>County</strong> Citizens Water Agency 175<br />
<strong>County</strong> Administrator’s Transmittal Letter iii Economic Development Department 181<br />
A Guide to Reading the Final <strong>Budget</strong> 1 Regional Parks 185<br />
Financial Policies for <strong>Budget</strong> Development 3<br />
Directory <strong>of</strong> Elective & Appointed Officers 9 Other <strong>County</strong> Services<br />
<strong>County</strong> Organization Chart 10 Agricultural Preservation & 195<br />
<strong>Sonoma</strong> <strong>County</strong> Supervisorial Districts 11 Open Space District<br />
<strong>County</strong> Overview & Demographics 12 Agricultural Commissioner 201<br />
U.C. Cooperative Extension 207<br />
Financial Summaries Library 213<br />
Introduction & Changes to Fund Balance 23 Fairgrounds 219<br />
Financing Sources & Uses Summary 24 Advertising 225<br />
<strong>County</strong> Total Funding Sources 25<br />
<strong>Adopted</strong> <strong>Budget</strong> By Function-All Funds 26 Capital Projects<br />
<strong>County</strong> Operating <strong>Budget</strong> Capital Projects 231<br />
General Fund Summary 27<br />
Other Funds Summary 31 Debt<br />
Debt Obligations 245<br />
Administrative Support & <strong>Fiscal</strong> Services Debt Margin 250<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator 35<br />
<strong>County</strong> Counsel 39 State Financial Schedules<br />
Human Resources 43 Introduction 251<br />
General Services 49 <strong>Budget</strong> Summary-All Funds (1) 253<br />
Information Systems 55 <strong>Budget</strong> Summary-Governmental Funds (2) 254<br />
Non-Departmental 61 Fund Balances-Governmental Funds (3) 255<br />
Auditor-Controller-Treasurer-Tax Collector 65 Detail Changes in Fund Balance-Gov't Funds (4) 256<br />
<strong>County</strong> Clerk-Recorder-Assessor 71 Summary <strong>of</strong> Additional Financing Sources- 260<br />
Governmental Funds (5)<br />
Justice Services Detail <strong>of</strong> Additional Financing Sources- 262<br />
Court Support Services & Grand Jury 79 Governmental Funds (6)<br />
Probation 83 Summary <strong>of</strong> Financing Uses-Govt. Funds (7) 274<br />
District Attorney 89 Detail <strong>of</strong> Financing Uses-Govt. Funds (8) 276<br />
Public Defender 95 <strong>Budget</strong> Summary-Non Enterprise 284<br />
Sheriff 99 Special Districts/Agencies (12)<br />
Fund Balances-Non-Enterprise 285<br />
Health & Human Services Special Districts/Agencies (13)<br />
Health Services 109 Detail Changes in Fund Balance-Non Enterprise 286<br />
Human Services 117 Special Districts/Agencies (14)<br />
IHSS Public Authority 125 State Function Categories 289<br />
Child Support Services 129<br />
Community Hospital Enterprise Closeout 133 Position Listing<br />
Position Allocation 292<br />
Development Services Salary Schedule 331<br />
Permit & Resource Management 139<br />
Community Development Commission 145 Glossary<br />
Fire & Emergency Services 159 Glossary <strong>of</strong> <strong>Budget</strong> Terms 341<br />
Index 347
COUNTY OF SONOMA<br />
BOARD OF SUPERVISORS<br />
575 ADMINISTRATION DRIVE, RM. 100A<br />
SANTA ROSA, CALIFORNIA 95403<br />
(707) 565-2241<br />
FAX (707) 565-3778<br />
June 16, <strong>2011</strong><br />
TO: THE RESIDENTS OF SONOMA COUNTY<br />
The fiscal year <strong>2011</strong>-12 <strong>Sonoma</strong> <strong>County</strong> <strong>Adopted</strong> <strong>Budget</strong> for departments and agencies governed by the<br />
Board <strong>of</strong> Supervisors provides the financial resources for a wide variety <strong>of</strong> important services to the<br />
citizens <strong>of</strong> this county. The budget provides funds for services such as road construction and maintenance,<br />
law enforcement, courts, criminal prosecution, development growth management, regional parks, health<br />
and social services. In addition, the budget reflects activities <strong>of</strong> a self-supporting nature such as sanitation<br />
(sewage disposal), refuse disposal, and the Water Agency’s water transmission system.<br />
<strong>Budget</strong> Emphasis<br />
The major emphasis <strong>of</strong> this budget is the preservation <strong>of</strong> the most important services we provide.<br />
We have been challenged to adjust to the downturn <strong>of</strong> the economy which has substantially reduced the<br />
resources available to provide services and, in virtually all areas, increased the demands for those<br />
services.<br />
The budget was prepared recognizing a $42 million gap between on-going <strong>County</strong> General Fund<br />
resources and the on-going costs for the services we have provided in the past. This is the third<br />
consecutive year that the <strong>County</strong> has needed to close a gap caused by a structural imbalance between<br />
costs for services and available levels <strong>of</strong> on-going funds. While the challenge grows more difficult<br />
because each year’s constraints call for cumulatively more reductions in services, the greater <strong>County</strong><br />
family, including employees at all levels and our community vendors and non-pr<strong>of</strong>it partners responded.<br />
They collaboratively contributed to provide a balanced budget recommendation, making the necessary<br />
reductions to services to live within our means and yet preserve the most important services to the public.<br />
The <strong>County</strong> Administrator’s summary <strong>of</strong> this recommended budget follows this letter.<br />
In the public hearings held from June 13 through June 16, the <strong>County</strong> Board <strong>of</strong> Supervisors considered<br />
the recommended budget. The Board chose to restore a number <strong>of</strong> important priority programs. Some <strong>of</strong><br />
the highlights were:<br />
• The Board was able to preserve partial funding for domestic violence, sexual assault, and violent<br />
crimes units and the emergency search and rescue helicopter services in the Sheriff’s Office.<br />
• The Board was able to extend the Sierra Youth Center program within our Probation Department<br />
serving young female <strong>of</strong>fenders with alternatives to incarceration at the Juvenile Hall for one<br />
more year and partially restore Supervised Own Recognizance and Juvenile Hall programming.<br />
• The Board retained Victim Advocate, Investigation and dedicated support for the Redwood<br />
Children’s Center in the District Attorney’s Office.<br />
i<br />
MEMBERS OF THE BOARD<br />
VALERIE BROWN<br />
DAVID RABBITT<br />
SHIRLEE ZANE<br />
VICE CHAIR<br />
MIKE MCGUIRE<br />
EFREN CARRILLO<br />
CHAIR
• Programs in Health and Human Services such as Jail Discharge Planning, Mobile Crisis Team,<br />
Healthy Family premium coverage for an estimated 1,500 children locally, Veteran's Services,<br />
and Employment and Training for food stamp and general assistance clients were partially<br />
supported, allowing for additional time in some <strong>of</strong> these programs as they transition to reduced<br />
funding levels in the future.<br />
• The Board also restored maintenance funding for 100 miles <strong>of</strong> roads and maintained seasonal<br />
river crossings for better access to geographically isolated communities along the Russian River.<br />
• In addition, there were a number <strong>of</strong> other service restorations and the Board <strong>of</strong> Supervisors was<br />
able to retain 45 out <strong>of</strong> the 200 public sector jobs in the local economy slated for elimination.<br />
Total restorations were $9.3 million. Specific changes to departmental and agency budgets made during<br />
the budget hearings are summarized in comments entitled "Board <strong>of</strong> Supervisors' Actions" following<br />
each department's budget summary.<br />
Although the Board and departments worked hard to preserve services, it is clear we are not out <strong>of</strong> the<br />
woods yet. Future budgetary threats loom large on the horizon. They include the state budget actions to be<br />
taken to address their ongoing fiscal crisis including the realignment <strong>of</strong> services from the state to counties<br />
in the areas <strong>of</strong> public safety and health and human services; further "trigger" cuts should state revenue<br />
projections fall short; the federal budget; and the reality that resources will grow very slowly the next<br />
several years as the economy recovers. Additionally, many fixed costs and demands for services will<br />
continue to increase at a faster pace.<br />
The Board and all the county departments are committed to providing the best services to the public with<br />
the resources available and will continue to carefully evaluate on-going financial needs and revenue<br />
availability. We believe multi-year fiscal projections, the continued implementation <strong>of</strong> the county's<br />
strategic plan, and an effort to enact savings measures early and throughout the year led by our <strong>County</strong><br />
Administrator and excellent team <strong>of</strong> department and agency heads will address trends, decrease threats to<br />
the programs and services that the county provides, and where possible, create new opportunities for the<br />
county and the community.<br />
In the judgment <strong>of</strong> the Board <strong>of</strong> Supervisors, the <strong>Adopted</strong> <strong>Budget</strong> is a responsible financial program for<br />
providing services to the residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
Supervisor Efren Carrillo<br />
Chair and Fifth District Supervisor<br />
<strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors<br />
ii
COUNTY OF SONOMA<br />
OFFICE OF THE COUNTY ADMINISTRATOR<br />
575 ADMINISTRATION DRIVE – ROOM 104A<br />
SANTA ROSA, CALIFORNIA 95403-2888<br />
TELEPHONE (707) 565-2431<br />
FAX (707) 565-3778<br />
May 27, <strong>2011</strong><br />
TO: Members <strong>of</strong> the Board <strong>of</strong> Supervisors<br />
FROM: Veronica A. Ferguson, <strong>County</strong> Administrator<br />
SUBJECT: Recommended <strong>Fiscal</strong> <strong>Year</strong> (FY) <strong>2011</strong>-<strong>2012</strong> <strong>Budget</strong><br />
iii<br />
VERONICA A. FERGUSON<br />
COUNTY ADMINISTRATOR<br />
JENNIFER M. MURRAY<br />
DEPUTY COUNTY ADMINISTRATOR<br />
LORI NORTON<br />
DEPUTY COUNTY ADMINISTRATOR<br />
CHRIS THOMAS<br />
DEPUTY COUNTY ADMINISTRATOR<br />
I am pleased to submit the <strong>County</strong> Administrator’s Recommended <strong>Budget</strong> for FY 11-12 for the Board <strong>of</strong><br />
Supervisors’ consideration. The Recommended <strong>Budget</strong> totals $1.2 billion and is balanced. It is a budget<br />
which shrinks the organization yet establishes a baseline for moving forward.<br />
Requested<br />
<strong>Budget</strong><br />
Recommended<br />
<strong>Budget</strong><br />
Difference<br />
Total Expenditures ($1,250,047,000) ($1,208,353,000) -$41,694,000<br />
Total Financing Resources $1,207,884,000 $1,208,353,000 469,000<br />
Difference ($42,163,000) 0 42,163,000<br />
General Fund Expenditures ($422,245,000) ($380,519,000) -$41,725,000<br />
General Fund Financing Resources $379,369,000 $380,519,000 $1,151,000<br />
Difference ($42,876,000) 0 $42,876,000<br />
It faces the financial obstacles <strong>of</strong> the past year directly, remains consistent with prudent financial<br />
management policies while seeking to find ways to meet service demands, invest strategically, and<br />
demonstrate innovation. Through the hard work, thoughtful initiatives and dedication <strong>of</strong> our departments<br />
and our employees, this <strong>Budget</strong> embodies our <strong>County</strong>’s commitment to a vision <strong>of</strong> investing in a<br />
beautiful, thriving and sustainable community for all while working within the context <strong>of</strong> fiscal reality.<br />
The fiscal climate has required our organization to adjust. Departments have embraced the fiscal<br />
challenge and put forth new systems, strategic investments, and creative service models to maintain core<br />
functions. Our efforts have yielded a <strong>Budget</strong> that keeps our core commitments and builds upon them with<br />
new ways to serve our community. The budget signals a move away from doing everything, to focusing<br />
on core services. Some programs are not recommended for continuance. These reductions are difficult<br />
and will be felt in the community as well as throughout the organization.<br />
This memorandum provides a summary <strong>of</strong>:<br />
I. <strong>County</strong> Economy and <strong>Budget</strong> Financial Overview;<br />
II. Core Services Maintained;<br />
III. Services Reduced or Eliminated;<br />
IV. Strategic Plan Initiatives and Investments;
V. State <strong>Budget</strong> Potential Iimpacts;<br />
VI. Next Steps in <strong>Budget</strong> Process.<br />
VII. Acknowledgments and Thank You’s.<br />
I. COUNTY ECONOMY AND BUDGET FINANCIAL OVERVIEW<br />
The <strong>Sonoma</strong> <strong>County</strong> economy, like that <strong>of</strong> the rest <strong>of</strong> the country, has seen an unprecedented recession<br />
driven to a large extent, by the fall in the real estate and stock markets, severe credit tightening, the lack<br />
<strong>of</strong> consumer confidence, and high unemployment. While the recession is <strong>of</strong>ficially over, the recovery is<br />
very slow and government finances have lagged behind the economy as a whole. The job market has not<br />
yet rebounded putting greater demand on our human service network. The housing market reflects prices<br />
well below the June 2006 peak causing lower than expected revenue growth and another wave <strong>of</strong><br />
mortgage rate resets is underway.<br />
The result, for <strong>Sonoma</strong> <strong>County</strong>’s FY 11-12 General Fund budget, was a projected structural deficit <strong>of</strong> just<br />
under $43 million (expenses greater than revenues). We use the term structural deficit because the<br />
majority <strong>of</strong> revenue losses (property and sales taxes) and increases in expenditures are<br />
on-going in nature creating a funding gap for years to come. To live within our reduced means, and<br />
eliminate the structural deficit, expenditures supported by the General Fund had to shrink. The other<br />
portions <strong>of</strong> the <strong>County</strong>’s budget, those outside the General Fund and supported primarily by state and<br />
federal monies or agency specific revenues, have also been affected by the economy. As a result,<br />
reductions are necessary largely across the entire organization. In short, we will all be doing less, with<br />
less in this budget and the following pages provide some more specifics.<br />
The following table summarizes total expenditures in the Recommended <strong>Budget</strong>. We have included<br />
current year estimated expenditures as a point <strong>of</strong> reference. <strong>County</strong> General Fund expenditures decrease<br />
$16.5 million while Special Revenue Funds increase $37.2 million, largely due to the fiduciary<br />
responsibilities <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Open Space Authority transferring to the <strong>County</strong> in April <strong>2011</strong>.<br />
Without the transfer <strong>of</strong> responsibilities from the <strong>Sonoma</strong> <strong>County</strong> Open Space Authority, Special Revenue<br />
Funds totals would have been reduced by $35.4 million and the total <strong>County</strong> <strong>Budget</strong> would have been<br />
$1.17 billion.<br />
<strong>Budget</strong> Expenditure Summary<br />
FY 10-11 FY 10-11 FY 11-12 Change <strong>Adopted</strong> Percent<br />
Fund <strong>Adopted</strong> Estimated Recommended to Recommended Change<br />
<strong>County</strong> General Funds $397,032,352 $397,785,289 $380,519,478 ($16,512,874) -4.2%<br />
(most departments and includes replacement funds)<br />
Special Revenue Funds 387,219,467 370,144,899 424,426,015 37,206,548 9.6%<br />
(Health & Human Services, Roads, etc.)<br />
Debt Service Funds 4,154,502 3,233,000 3,521,400 (633,102) -15.2%<br />
Subtotal <strong>County</strong> Operating 788,406,321 771,163,188 808,466,893 20,060,572 2.5%<br />
<strong>County</strong> Capital Projects 39,161,423 19,801,908 32,123,825 (7,037,598) -18.0%<br />
Subtotal <strong>County</strong> Funds 827,567,744 790,965,096 840,590,718 13,022,974 1.6%<br />
Less Internal Transfers (91,697,702) (67,779,285) (81,862,694) 9,835,008 -10.7%<br />
Total <strong>County</strong> Funds 735,870,042 723,185,811 758,728,024 22,857,982 3.1%<br />
Enterprise Funds 103,291,285 88,169,713 106,315,445 3,024,160 2.9%<br />
(Refuse, Airport, etc.)<br />
iv
Internal Service Funds 58,770,524 46,003,622 58,824,646 54,122 0.1%<br />
(Risk – Self Insurance)<br />
Special Districts 283,825,999 271,438,462 284,484,423 658,424 0.2%<br />
(Water Agency, Open Space, etc.)<br />
Total Requirements $1,181,757,850 $1,128,797,608 $1,208,352,538 26,594,688 2.3%<br />
Total Financing Summary<br />
The following table shows the changes in revenues and other financing sources from the <strong>Adopted</strong><br />
FY 10-11 <strong>Budget</strong> to the Recommended FY 11-12 <strong>Budget</strong> by type.<br />
FY 10-11 FY 10-11 FY 11-12 Change <strong>Adopted</strong><br />
Type <strong>Adopted</strong> Estimated Recommended to Recommended<br />
Taxes $274,867,498<br />
Licenses/Permits/Franchises 17,296,555<br />
Fines/Forfeitures/Penalties 20,492,416<br />
Rents and Interest 23,833,505<br />
Intergovernmental Revenues 446,299,286<br />
Charges for Services 128,888,040<br />
Miscellaneous Revenues 77,442,598<br />
Operating Transfers 55,629,827<br />
Use <strong>of</strong> Fund Balances 137,008,125<br />
$277,758,299<br />
16,760,509<br />
19,794,646<br />
25,531,709<br />
447,115,902<br />
129,760,013<br />
67,174,822<br />
55,629,827<br />
22,734,532<br />
v<br />
$287,110,140<br />
16,804,451<br />
12,878,238<br />
22,992,632<br />
451,326,888<br />
127,252,609<br />
80,790,457<br />
56,050,648<br />
153,146,475<br />
$12,242,642<br />
(492,104)<br />
(7,614,178)<br />
(840,873)<br />
5,027,602<br />
(1,635,431)<br />
3,347,859<br />
420,821<br />
16,138,350<br />
Percent<br />
Change<br />
4.5%<br />
-2.8%<br />
-37.2%<br />
-3.5%<br />
1.1%<br />
-1.3%<br />
4.3%<br />
0.8%<br />
11.8%<br />
Total Financing 1,181,757,850 1,062,260,259 1,208,352,358 26,594,688 2.3%<br />
Notable changes in revenues and financing sources include total taxes increasing by $12.2 million as a<br />
result <strong>of</strong> the transfer <strong>of</strong> responsibilities from the <strong>Sonoma</strong> <strong>County</strong> Open Space Authority. The budget now<br />
reflects the annual receipt <strong>of</strong> $15.8 million in sales tax revenues previously collected by the Authority and<br />
passed to the district. Without the recording <strong>of</strong> these revenues in the total <strong>County</strong> budget, taxes would<br />
show a $3.6 million decrease year to year. In addition, there is a $7.6 million decrease in fines and<br />
penalties which reflects the discontinuance <strong>of</strong> one-time funds in the current year.<br />
The following charts illustrate the relative proportions <strong>of</strong> funding sources and uses for the total<br />
recommended budget, providing another view <strong>of</strong> the information from the tables above.
Total <strong>Budget</strong> - Funding Sources<br />
$1.2 Billion<br />
Other<br />
Financing<br />
Sources<br />
Miscellaneous<br />
Revenues<br />
Charges for<br />
Services<br />
Total <strong>Budget</strong> - All Funds<br />
$1.2 Billion<br />
Administrative<br />
& <strong>Fiscal</strong><br />
Servcies<br />
Justice<br />
Services<br />
Use <strong>of</strong> Fund<br />
Balance/Net<br />
Assets<br />
Development<br />
Services<br />
Taxes<br />
Intergovernmntal<br />
Revenues<br />
Other <strong>County</strong><br />
Services Capital<br />
Projects<br />
<strong>Fiscal</strong> <strong>Year</strong> 11-12<br />
Licenses/<br />
Permits/<br />
Franchises<br />
Fines/<br />
Forfeitures/<br />
Penalties<br />
Use <strong>of</strong><br />
Money/<br />
Property<br />
<strong>Fiscal</strong> <strong>Year</strong> 11-12<br />
vi<br />
Health &<br />
Human<br />
Services<br />
Total <strong>County</strong> <strong>Budget</strong><br />
The largest source <strong>of</strong> <strong>County</strong> finances is<br />
intergovernmental revenues at $451.3<br />
million, increasing $5 million from FY<br />
10-11. These are primarily from the<br />
state and federal government.<br />
The second largest source,<br />
taxes, at $287.1 million, is<br />
mostly property tax related and<br />
also includes sales taxes and<br />
transient occupancy taxes as<br />
well.<br />
More information on each <strong>of</strong><br />
these charts appears in the<br />
financial summaries section <strong>of</strong><br />
the budget beginning on page<br />
19.<br />
The chart on the left displays the<br />
total budget by type <strong>of</strong> service<br />
the <strong>County</strong> provides. These<br />
services are grouped into<br />
categories referred to in our<br />
budget as functional groups.<br />
Information on each<br />
department’s budget is<br />
presented within sections <strong>of</strong> this<br />
document per functional group.<br />
The Development Services<br />
functional group is the largest<br />
portion <strong>of</strong> the total budget at<br />
$425.4 million (35%). The<br />
largest budgets within this group<br />
are the <strong>Sonoma</strong> <strong>County</strong> Water<br />
Agency ($190.4 million) and the<br />
Department <strong>of</strong> Transportation<br />
and Public Works ($169.1<br />
million).
<strong>County</strong> General Fund <strong>Budget</strong><br />
The <strong>County</strong> General Fund comprises about<br />
one third <strong>of</strong> the total budget. It includes<br />
financing sources that can be used for all<br />
departments and services but only about<br />
half <strong>of</strong> the fund’s total resources are<br />
available for the Board <strong>of</strong> Supervisors’<br />
complete discretion.<br />
Taxes ($193.4 million, 51% <strong>of</strong> the total<br />
fund) provide the majority <strong>of</strong> this<br />
discretionary funding. Most state and<br />
federal dollars, charges for services, and fee<br />
revenues can only be spent for specified<br />
purposes. In addition, over $50 million <strong>of</strong><br />
discretionary funds must also be committed<br />
to certain expenditures either as a match in<br />
order to receive other funds from the state<br />
or as a matter <strong>of</strong> law.<br />
The funding uses chart shows the<br />
recommended expenditures in the <strong>County</strong><br />
General Fund by functional group <strong>of</strong><br />
services.<br />
Criminal Justice Services ($193.5 million,<br />
51% <strong>of</strong> the total expenditures) accounts for<br />
the biggest portion <strong>of</strong> expenditures and<br />
includes budgets for the Sheriff ($118.9<br />
million), Probation ($37 million), District<br />
Attorney, and Public Defender as well as<br />
required <strong>County</strong> contributions to the State<br />
Court System.<br />
Administration and <strong>Fiscal</strong> Services includes<br />
the budgets <strong>of</strong> the Board <strong>of</strong> Supervisors, the<br />
Auditor-Controller Treasurer-Tax Collector<br />
and the Clerk Recorder Assessor as well as<br />
the budgets for departments that serve all<br />
others (e.g. <strong>County</strong> Counsel, Information<br />
Systems, General Services, and Human<br />
Resources).<br />
vii<br />
General Fund - Funding Sources<br />
$379.3 Million<br />
Other<br />
State/<br />
Federal<br />
Charges for<br />
Services<br />
Use <strong>of</strong> Prior<br />
<strong>Year</strong> Fund<br />
Balance<br />
General Fund - Funding Uses<br />
$379.3Million<br />
Justice<br />
Services<br />
Other<br />
Capital<br />
Projects<br />
<strong>Fiscal</strong> <strong>Year</strong> 11-12<br />
Health &<br />
Human<br />
Services<br />
Taxes<br />
<strong>Fiscal</strong> <strong>Year</strong> 11-12<br />
Development<br />
Services<br />
Administration<br />
& <strong>Fiscal</strong><br />
Services
<strong>Budget</strong> Policies:<br />
The <strong>Budget</strong> is balanced using existing financial policies <strong>of</strong> the Board. These policies are provided in more<br />
description in the <strong>County</strong> Overview. Importantly, the budget was developed without use <strong>of</strong> one-time<br />
funds being used for on-going costs and maintaining discretionary reserves and one-time funds at target<br />
levels. The budget also relies on departments pursuing full cost recovery and new revenue opportunities<br />
to the extent possible. Below is a table which outlines the <strong>County</strong>’s current reserves. More information on<br />
these can be seen in Schedules 3 and 4 <strong>of</strong> the State Financial Schedules Section <strong>of</strong> this document.<br />
Discretionary Funds<br />
Target (15% General Fund Revenues)<br />
$51,100,000<br />
Total Discretionary (Unassigned General Fund) 35,091,562<br />
Current % 10.3%<br />
Estimated Tax Loss Reserve Fund (Teeter) Balance<br />
$22,000,000<br />
(Less 2% <strong>of</strong> levy reserve requirement) -$14,000,000<br />
Estimated Available $8,000,000<br />
Tobacco Securitization (primarily for capital projects) $17,374,000<br />
Contingencies (in budget to start, 4/5 th vote to use during year) $5,000,000<br />
Staff Position Information<br />
The table below illustrates the changes since FY 08-09 in full-time equivalent (FTE) positions by<br />
department. Total positions drop 201 FTE from the FY 10-11 <strong>Adopted</strong> <strong>Budget</strong> to a total <strong>of</strong> 3,604 FTE as<br />
a result <strong>of</strong> these reductions and others outside <strong>of</strong> the <strong>County</strong> General Fund. Over the last 4 budget years<br />
total <strong>County</strong> positions have decreased nearly 650 FTE or 15%. The Recommended <strong>Budget</strong> actually<br />
reduces 223 FTE from current allocated amounts since some position allocations were increased during<br />
FY 10-11 after budget adoption.<br />
Department<br />
FY 08-09<br />
<strong>Adopted</strong><br />
FY 09-10<br />
<strong>Adopted</strong><br />
FY 10-11<br />
<strong>Adopted</strong><br />
viii<br />
FY 10-11<br />
Currently<br />
Allocated<br />
FY11-12<br />
Recomm<br />
Change<br />
from<br />
FY 10-11<br />
<strong>Adopted</strong><br />
Change<br />
From<br />
FY 10-11<br />
Current<br />
Allocated<br />
BOS/CAO 34.4 32.3 32.1 32.0 27.6 -4.5 -4.5<br />
<strong>County</strong> Counsel 36.3 37.3 37.3 38.2 36.1 -1.2 -2.2<br />
Human Resources 65.3 61.3 55.5 55.8 46.5 -9.0 -9.3<br />
Information Systems 133.0 132.0 119.5 119.5 110.5 -9.0 -9.0<br />
General Services 130.0 123.6 117.0 126.1 112.2 -4.8 -13.9<br />
Clerk-Recorder-Assessor 120.0 112.3 105.3 105.2 100.7 -4.5 -4.5<br />
ACTTC 106.8 106.8 100.8 101.8 91.0 -9.8 -10.8<br />
Permit and Resource Mgmt 166.0 140.0 120.5 120.5 96.0 -24.5 -24.5<br />
Economic Develop Board 3.5 3.5 3.5 3.5 4.5 1.0 1.0<br />
Regional Parks 94.6 93.1 92.6 92.6 81.6 -11.0 -11.0<br />
Transport & Public Works 238.0 208.5 185.8 185.7 183.8 -2.0 -2.0
Department<br />
FY 08-09<br />
<strong>Adopted</strong><br />
FY 09-10<br />
<strong>Adopted</strong><br />
FY 10-11<br />
<strong>Adopted</strong><br />
ix<br />
FY 10-11<br />
Currently<br />
Allocated<br />
FY11-12<br />
Recomm<br />
Change<br />
from<br />
FY 10-11<br />
<strong>Adopted</strong><br />
Change<br />
From<br />
FY 10-11<br />
Current<br />
Allocated<br />
Sheriff/Adult Detention 716.7 694.7 646.6 646.6 590.0 -56.6 -56.6<br />
District Attorney 125.3 125.6 120.6 120.6 108.8 -11.8 -11.8<br />
Probation 313.9 305.9 288.4 288.4 247.6 -40.8 -40.8<br />
Public Defender 52.0 54.0 51.0 51.0 45.0 -6.0 -6.0<br />
Human Services 647.4 631.6 661.6 660.4 652.6 -9.0 -7.8<br />
Health Services 577.4 506.6 424.9 466.7 466.4 41.5 -0.3<br />
Child Support Services 144.0 128.5 114.5 109.5 107.5 -7.0 -2.0<br />
Agricultural Commissioner 66.0 64.8 63.3 35.0 32.8 -30.5 -2.3<br />
UC Cooperative Extension 9.9 8.3 6.0 6.0 3.8 -2.3 -2.3<br />
Fire and Emergency Serv 20.5 20.5 18.0 18.0 19.4 1.4 1.4<br />
Ag Pres/Open Space Dist 24.0 24.0 26.4 26.4 26.5 0.2 0.2<br />
Water Agency 211.0 211.0 197.0 199.0 195.5 -1.5 -3.5<br />
Community Development 41.0 41.0 41.0 43.0 43.0 2.0 0.0<br />
Fairgrounds 39.0 36.8 37.8 37.8 36.8 -1.0 -1.0<br />
Library 138.3 138.3 138.3 138.3 138.3 0.0 0.0<br />
TOTALS (FTE) 4,254.03 4,041.84 3,804.85 3,827.42 3,604.18 -200.67 -223.23<br />
Departments and Agencies have proactively been managing the filling <strong>of</strong> vacancies, to minimize lay<strong>of</strong>fs.<br />
The hiring freeze and voluntary separation incentive programs, authorized by the Board have also<br />
supported these efforts to hold positions vacant. As a result, a significant number <strong>of</strong> employees in filled<br />
positions will be able to find other jobs within the <strong>County</strong> organization. As <strong>of</strong> this writing, an estimated<br />
62 employees will be laid <strong>of</strong>f.<br />
II. CORE SERVICES MAINTAINED<br />
Facing unprecedented reductions in local revenue streams and challenges from the state and federal<br />
government, <strong>County</strong> departments’ embraced new innovation and strove to maintain core services to the<br />
community. Within each department’s budget narrative, the depth <strong>of</strong> remaining services is detailed. Core<br />
continuing services will maintain the basic quality <strong>of</strong> life issues impacting the residents <strong>of</strong> <strong>Sonoma</strong><br />
<strong>County</strong>. From law enforcement and detention, to critical social safety net programs for the vulnerable, as<br />
well as the record keeping needed for our economy, the <strong>County</strong> will provide quality public services with<br />
this <strong>Budget</strong>.<br />
The following table reflects the broad allocation <strong>of</strong> resources in the primary functional areas.<br />
Functional Group <strong>of</strong> Departments<br />
Total <strong>Budget</strong><br />
Expenditures<br />
Percentage <strong>of</strong> <strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Administration and <strong>Fiscal</strong> $157,163,638 13% 524.53<br />
Criminal Justice $201,217,437 17% 991.35<br />
Health and Human $303,717,450 25% 1226.49<br />
Development $546,254,013 45% 861.81<br />
Total $1,208,352,538 100% 3604.18
III. SERVICES REDUCED OR ELIMINATED<br />
All departments were asked to submit 25% General Fund reduction plans as a means to address the<br />
budget deficit. Most <strong>of</strong> these reductions were needed in order to balance the <strong>Budget</strong>. The focus was on<br />
maintaining core services in support <strong>of</strong> the <strong>County</strong>’s mission, vision, values, and strategic plans as much<br />
as possible. As you will see by this chart below, the percentage reduction in the <strong>County</strong> General Fund<br />
contribution toward programs varies from 16% to 24% between the different functional groups.<br />
Individual department reductions varied within the function groups. More information about each<br />
individual department’s reductions is included in the departmental narratives <strong>of</strong> this budget.<br />
Functional Group <strong>of</strong> Departments<br />
Total General Fund<br />
Reductions<br />
x<br />
Percentage Reduction<br />
Recommended in<br />
<strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Reductions<br />
Administration and <strong>Fiscal</strong> $10,326,603 24% 54.07<br />
Criminal Justice $21,694,032 16% 115.19<br />
Health and Human $6,910,329 21% 8.03<br />
Development $3,944,551 23% 40.61<br />
Total $42,875,515 19% 223.24<br />
Administrative and <strong>Fiscal</strong> Services<br />
The reduction <strong>of</strong> 24% or $10.3 million in <strong>County</strong> General Fund support for Administrative and <strong>Fiscal</strong><br />
Services departments will have impact throughout the organization. Although each department has<br />
embraced the reductions and sought new innovation, technology, or new service delivery models to<br />
maintain excellent services, there will be reductions in project coordination, customer service, staff<br />
training, legal, and financial services.<br />
The following table reflects the reductions proposed by this Recommended <strong>Budget</strong>:<br />
Administration and <strong>Fiscal</strong><br />
Total General Fund<br />
Reductions<br />
Percentage Reduction<br />
Recommended in<br />
<strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Reductions<br />
Board <strong>of</strong> Supervisors/CAO $1,126,000 25% 4.49<br />
<strong>County</strong> Counsel $402,463 20% 2.18<br />
General Services $2,942,000 25% 13.90<br />
Human Resources $1,214,000 21% 9.25<br />
Information Systems $1,082,478 61% 9.00<br />
Auditor-Controller Treasurer-<br />
Tax Collector<br />
$1,813,232 25% 10.75<br />
Clerk/Recorder/Assessor $1,746,430 18% 4.50<br />
Total $10,326,603 24% 54.07<br />
In FY 11-12, the diminished capacity will be evident as legal resources for departments is lowered, the<br />
ability to direct, coordinate and oversee the activities <strong>of</strong> county departments and agencies is reduced,<br />
Strategic Plan guided Board initiatives will have less resources, and Board led community engagement<br />
and legislative advocacy will be hampered. In addition, building maintenance and facilities operations<br />
will require prioritization <strong>of</strong> requests to address fire/life safety and maintaining core building systems.<br />
Savings will come through less expensive market based alternatives to preserve service value. Reports<br />
will be available only electronically, no longer printed, reducing staff and supply resources. Mainframe<br />
access will be reduced to standard business hours: 7 a.m. to 5 p.m. Monday through Friday.
Customer service will be impacted as staff reductions limit person to person interface. Staff reductions<br />
will create longer lines and wait times during peak workloads, and delays in problem resolution and<br />
assessment appeals. Reductions will facilitate <strong>of</strong>fice consolidation; will result in reduced defense efforts<br />
for assessment appeals, and an increased backlog <strong>of</strong> reassessments events, new permits, title transfers,<br />
mandatory audits; and delay the annual closure <strong>of</strong> the assessment roll. The reduction also assumes that the<br />
presidential primary will be moved to June <strong>2012</strong>.<br />
Increased delays in processing tax payments will impact cash flow, related interest earnings, and timely<br />
processing <strong>of</strong> tax payer checks. Non-mandated or revenue producing audits will not be performed and<br />
hours spent on mandatory audits will be reduced, increasing risk material errors or fraud may not be<br />
discovered and corrected timely. Only required auditing procedures will be performed. Collections<br />
services will be reduced to monthly billing and payment posting functions and customer inquiries routed<br />
back to the originating departments. Non-mandated accounting services will be reduced.<br />
Criminal Justice Services<br />
Public safety remains a core priority for the <strong>County</strong>, however, the criminal justice departments were not<br />
spared the impacts <strong>of</strong> budget reductions and saw a reduction <strong>of</strong> 16% or $21.7 million in General Fund<br />
support. These department reductions are reflected in the table below.<br />
Criminal Justice Services<br />
Total General Fund<br />
Reductions<br />
xi<br />
Percentage<br />
Reduction<br />
Recommended in<br />
<strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Reductions<br />
Sheriff Office $12,462,720 16% 56.64<br />
Probation $5,309,440 16% 40.75<br />
District Attorney $2,415,352 16% 11.80<br />
Public Defender $1,499,520 16% 6.00<br />
Grand Jury/Court Support $7,000<br />
0.00<br />
Total $21,694,032 16% 115.19<br />
Staffing at Juvenile Hall and front end diversion services and pre-screen assessments has been reduced.<br />
These reductions will limit the number <strong>of</strong> specialized events and individualized programming for youth in<br />
Juvenile Hall. One <strong>of</strong> the gender specific juvenile camps will be shuttered and home placement<br />
alternatives will be explored to serve the female youth population. Adult detention alternatives such as<br />
Supervised on Own Recognizance and Supervised Electronic Confinement programs have been reduced<br />
or eliminated and may increase overall jail population.<br />
Criminal prosecution and defense will also see reductions. The elimination <strong>of</strong> prosecutors and defense<br />
attorneys will increase time required to represent the people in prosecutions and in defense <strong>of</strong> the accused.<br />
In addition, victim support, investigations, and law enforcement special services are reduced as resources<br />
focus on the most serious crimes. Investigative support will diminish as reductions require specialized law<br />
enforcement units be combined to create new units to maintain core investigative services.<br />
Patrol services and detention reductions have led to innovation and consolidation. With a newly designed<br />
schedule, the Patrol Bureau will reduce shift overlap and use resources more efficiently. Patrol coverage<br />
will improve on weekends when call volume and the types <strong>of</strong> calls that require more deputies in the field<br />
are higher. The closure <strong>of</strong> the 401, 501, and 502 inmate housing units at the North <strong>County</strong> Detention<br />
Facility will result in a cost savings by moving inmates to the Main Adult Detention Facility and<br />
reductions in inmate mental health program services will also occur. Other reductions were necessary and<br />
as a result the helicopter will be grounded, the bomb unit eliminated, and specialized gang enforcement<br />
activities will be reduced.
Health and Human Services<br />
Health and Human Services throughout the community will be lessened. General Fund support is reduced<br />
21% or $6.9 million.<br />
Health and Human Services<br />
Total General Fund<br />
Reductions<br />
xii<br />
Percentage Reduction<br />
Recommended in<br />
<strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Reductions<br />
Health Services $1,682,163 19.0% 0.28<br />
Human Services $5,228,166 22.0% 7.75<br />
Total $6,910,329 21.0% 8.03<br />
Behavioral health, drug and alcohol treatment, animal care and control services, Veterans Services and<br />
General Assistance payments are all reduced by the <strong>Budget</strong>. The impacts will range from less treatment<br />
for those needing substance abuse treatment, including those waiting in jails for placements and those<br />
inmates with mental health issues getting appropriate services after release from the jail, an altered service<br />
model for children at the Redwood Children’s Center, fewer resources for families and Veterans, and<br />
delays in field responses to animal control issues. Also, as the <strong>County</strong> contracts with local community<br />
based providers due to previous cost reductions, those services will be reduced. These local community<br />
based organizations provide residential and outpatient alcohol and drug treatment for those involved with<br />
the criminal justice system as well as for teens and adults with substance abuse disorders.<br />
Additionally, resources for the Human Services Commission will be eliminated. The majority <strong>of</strong> these<br />
funds go to support programs related to homelessness, hunger, domestic violence, legal services, and<br />
short-term counseling serving over 11,000 community residents. Alternatives to continue to support these<br />
programs are being developed.<br />
Development and Other Services<br />
Development and other infrastructure services have also been impacted by budget reductions. General<br />
Fund reductions equal 23% or $3.9 million.<br />
Development Services<br />
Total General Fund<br />
Reductions<br />
Percentage Reduction<br />
Recommended in<br />
<strong>Budget</strong><br />
Total<br />
Full Time Equivalent<br />
Reductions<br />
Permit and Resource Mgmt $990,051 25% -24.50<br />
Community Development $163,000 25% 0.00<br />
Fire & Emergency Services $144,000 25% 1.40<br />
Transport and Public Works $1,122,500 23% -1.97<br />
Regional Parks $949,000 22% -11.00<br />
Agricultural Commissioner $365,000 20% -2.25<br />
U.C. Cooperative Ext. $211,000 23% -2.29<br />
Total $3,944,551 23% -40.61<br />
Planning efforts, General Plan implementations, and customer service across several departments will be<br />
reduced. The range <strong>of</strong> impacts will also be felt for those seeking affordable housing options, code<br />
enforcement, or building inspections. In addition, some emergency services planning will be reduced<br />
necessitating less disaster preparedness training, communication technology upgrades, and delaying the<br />
update <strong>of</strong> the Emergency Operations Plan.
Local parks will have no longer have optimum maintenance and landscaping services and veterans<br />
buildings will have less public access. Maintenance will be deferred at both types <strong>of</strong> facilities and parks<br />
planning and acquisition activities will be limited.<br />
Local agriculture will be impacted by reduced ability for pesticide use enforcement leading to fewer<br />
regulatory inspections as well as decreased opportunities for general surveillance and education. Farm<br />
Market Regulation will be reduced and Weights and Measures staff, as well as support for University <strong>of</strong><br />
California Cooperative Extension programs, will have a decreased capacity.<br />
IV. STRATEGIC PLAN INITIATIVES AND INVESTMENTS<br />
In September 2010, the CAO in partnership with all Department and Agency Heads began the process to<br />
update the <strong>County</strong> Strategic Plan. Through this effort, a new framework including an updated <strong>County</strong><br />
Vision, Mission, Values, and Focus Area Goals emerged. The Board endorsed the Strategic Plan<br />
framework in November. Since that time work has continued to develop a set <strong>of</strong> Outcomes and Success<br />
Measures, by which to evaluate progress towards meeting the Four Focus Area Goals. In the late<br />
Summer/early Fall <strong>of</strong> <strong>2011</strong>, staff will engage the Board in the effort to refine and finalize this effort, and<br />
to discuss ways to more fully integrate the Strategic Plan into the <strong>Budget</strong> development process.<br />
The FY 11-12 Recommended <strong>Budget</strong> includes resources for a number <strong>of</strong> <strong>County</strong> Strategic Plan projects<br />
that are aligned with the four focus area goals. Selected Strategic Plan project investments funded in the<br />
Recommended <strong>Budget</strong> include:<br />
Project Name Funding Lead Department<br />
Job Plans and Economic Development Initiative $ 135,000 Economic Development Board<br />
Comprehensive <strong>County</strong> Facilities Plan $ 240,000 General Services<br />
Health Action Initiative $606,000 Health<br />
Upstream Investments $ 150,000 Human Services<br />
Capital Projects – General Fund Financing $ 3,060,000 Regional Parks, ISD, Gen Serv<br />
Changing Demographics $ 100,000 Health<br />
Total $ 4,291,000<br />
Jobs Plan and Economic Development Initiative<br />
In April <strong>2011</strong>, the Board adopted recommendations from an Ad Hoc Committee including development<br />
<strong>of</strong> the Jobs Plan and Economic Development Initiative for <strong>2011</strong>. This project supports the Strategic Plan<br />
goal <strong>of</strong> Economic and Environmental Stewardship. This initiative will identify and pursue targeted efforts<br />
to spur local job creation and retention in order to strengthen the local economy consistent with a<br />
comprehensive strategy. The strategy will be crafted by listening to the community and leveraging efforts<br />
with our partners for sustainable economic development to improve:<br />
• Job Creation/Business Retention<br />
• Economic Development/Sustainability<br />
• Perception with the business community<br />
Comprehensive Facilities Plan (CCFP)<br />
The <strong>County</strong>’s Strategic Plan outlines the purpose <strong>of</strong> the Comprehensive <strong>County</strong> Facilities Plan (CCFP)<br />
which is to “plan, procure, operate, maintain, and manage <strong>Sonoma</strong> <strong>County</strong>’s facilities and real estate<br />
assets at their highest and best use, such that they provide the best value for the <strong>County</strong>.” The CCFP<br />
xiii
supports the Strategic Plan Goal <strong>of</strong> Invest in the Future and provides a road map for strategic use <strong>of</strong><br />
facilities and real estate. In terms <strong>of</strong> the CCFP, “highest and best use” has been broadened beyond<br />
property values to include the benefit or value that a particular real property can bring to the <strong>County</strong> in<br />
terms <strong>of</strong> increased service delivery effectiveness. Next steps in the process include scenario planning and<br />
financing options. These efforts are underway and will be completed in FY 11-12.<br />
Upstream Initiative<br />
In <strong>2011</strong>, the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, in partnership with many community organizations, launched the<br />
Upstream Investments Initiative. The Upstream Initiative supports the Strategic Plan Goals <strong>of</strong> Safe,<br />
Healthy, and Caring Communities, and Invest in the Future. The Initiative emphasizes prevention-focused<br />
intervention and policies that increase equality and reduce future monetary and societal costs for all<br />
residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>. The Upstream Investments Initiative provides structure that promotes the<br />
development, expansion, prioritization, and funding <strong>of</strong> outcomes-based upstream practices.<br />
To measure the impact <strong>of</strong> upstream investments, the <strong>County</strong> will track 22 indicators <strong>of</strong> success. These<br />
indicators will highlight results and inform ongoing decisions related to the healthy development <strong>of</strong><br />
children, education and training, basic needs, and the economy. These indicators will help to identify and<br />
address local disparities related to race/ethnicity, gender and age, will show long term trends, and suggest<br />
opportunities to celebrate improvements.<br />
A portfolio <strong>of</strong> current and planned <strong>County</strong> and partner programs that reflect upstream principles will be<br />
maintained. To date, the following local programs, some <strong>of</strong> which are funded in the budget, meet the<br />
criteria for the Portfolio (programs delivering the service are listed; funders are not listed).<br />
Tier 1: Evidence Based Practices<br />
• AVANCE (Community Action Partnership)<br />
• Big Brothers Big Sisters (Big Brothers Big Sisters <strong>of</strong> the North Bay)<br />
• Nurse Family Partnership (<strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Health Services)<br />
• Positive Parenting Program (California Parenting Institute, Drug Abuse Alternatives Center, National Alliance<br />
for the Mentally Ill, Petaluma People Services Center, Social Advocates for Youth, West <strong>County</strong> Community<br />
Services)<br />
• Project RESPECT (Drug Abuse Alternatives Center)<br />
• Project SUCCESS (Petaluma City Schools, West <strong>Sonoma</strong> <strong>County</strong> Union High School District, West <strong>County</strong><br />
Community Services, Cotati/Rohnert Park School District, Windsor Unified School District, Healdsburg<br />
Unified School District, Cloverdale Unified School District, Drug Abuse Alternatives Center, National Alliance<br />
for the Mentally Ill, Petaluma People Services Center, Social Advocates for Youth, West <strong>County</strong> Community<br />
Services)<br />
• Structured Decision Making (<strong>Sonoma</strong> <strong>County</strong> Human Services Department)<br />
Tier 2: Promising Practices<br />
• Dependency Drug Court (<strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Health Services, <strong>Sonoma</strong> <strong>County</strong> Human Services<br />
Department)<br />
• Family Justice Center (<strong>Sonoma</strong> <strong>County</strong> District Attorney’s Office)<br />
• Healthy for Life (St. Joseph Health System)<br />
• Reach Out and Read (<strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Health Services)<br />
Tier 3: Emerging Practices<br />
• Life Long Connections (<strong>Sonoma</strong> <strong>County</strong> Human Services Department)<br />
• TRIBES (Boys & Girls Clubs <strong>of</strong> Central <strong>Sonoma</strong> <strong>County</strong>)<br />
• Schools <strong>of</strong> Hope Literacy Initiative (United Way <strong>of</strong> the Wine Country<br />
Many public and private organizations through the community share the commitment to upstream<br />
principles and are funding and implementing outcomes-based upstream programs. To date, the following<br />
organizations have submitted Resolutions <strong>of</strong> Alignment.<br />
xiv
California Parenting Institute Santa Rosa Community Health Center<br />
Community Action Partnership <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Education<br />
Drug Abuse Alternatives Center <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Economic Development Board<br />
Family Justice Center <strong>Sonoma</strong> <strong>County</strong> <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Human Services Department<br />
First 5 <strong>Sonoma</strong> <strong>County</strong> <strong>Sonoma</strong> <strong>County</strong> Superintendent <strong>of</strong> School<br />
Perinatal Alcohol and Other Drug Action Team <strong>Sonoma</strong> <strong>County</strong> Partnership for Children<br />
Petaluma People Services Center United Way<br />
River to Coast Children’s Services Women’s Recovery Services<br />
Health Action<br />
The Department <strong>of</strong> Health Services (DHS) convened Health Action in 2007 as a catalyst to improve the<br />
health <strong>of</strong> the community. Health Action supports the Strategic Plan Goals <strong>of</strong> Safe, Healthy and Caring<br />
Community, and Upstream Investment. Health Action has a 2020 Vision for <strong>Sonoma</strong> <strong>County</strong>: “<strong>Sonoma</strong><br />
<strong>County</strong> will be the healthiest county in California… It will be a healthy place to live, work and play… a<br />
place where people thrive and achieve their life potential”.<br />
Health Action created a set <strong>of</strong> principles to guide its action agenda for the 2020 Vision. These principles<br />
call on the community to maximize impact by focusing on prevention and removing the root causes <strong>of</strong><br />
complex social, economic, and environmental issues. Key determinants are identified below.<br />
Changing Demographics<br />
Key Determinants Such as……<br />
Changing Demographics and Enhancing Community Based Services is another project which arose from<br />
the Strategic Plan and is financed in the budget. The project supports the Civic Services and Engagement<br />
goal and is centered on validating trends in the <strong>County</strong>’s population focused specifically on the Latino,<br />
aging, and low-income populations. The project will identify best practices in reaching these populations -<br />
both in regard to information exchange as well as service delivery – and assess both the <strong>County</strong>’s current<br />
practices as well as best practices that will have the most impact. The project will include a combination<br />
<strong>of</strong> data analysis and focused community input sessions to validate successful strategies.<br />
xv
V. STATE BUDGET POTENTIAL IMPACTS<br />
In January <strong>2011</strong>, the Governor identified a projected $26.6 billion State <strong>Budget</strong> deficit, and as a result,<br />
proposed numerous solutions, many <strong>of</strong> which would have a significant impact on the <strong>County</strong>. In March,<br />
the Legislature passed $13.4 billion in budget solutions, $11 billion <strong>of</strong> which have been signed by the<br />
Governor. Local impacts resulting from the March actions are included in the <strong>County</strong>’s Recommended<br />
<strong>Budget</strong> where they were known.<br />
The Governor’s May Revise contains some good news in the form <strong>of</strong> increased State revenue projections<br />
<strong>of</strong> $6.6 billion. Revenue increases are partially <strong>of</strong>fset by projected cost increases <strong>of</strong> $3 billion resulting in<br />
a remaining deficit <strong>of</strong> $9.6 billion. The May Revise includes budget solutions totaling $10.8 billion which<br />
would address the deficit and create a $1.2 billion State reserve.<br />
Many <strong>of</strong> the Governor’s January budget proposals remain in the May Revise. The Governor is continuing<br />
to press for tax extensions and for the realignment <strong>of</strong> services to counties. Although slight modifications<br />
have been made in the programs to be realigned and the tax extensions necessary to support them, the<br />
concepts remain a central part <strong>of</strong> the State <strong>Budget</strong>. The Governor continues to press for the elimination <strong>of</strong><br />
Redevelopment Agencies.<br />
Once the State <strong>Budget</strong> is finalized, we will return to the Board with recommended adjustments<br />
necessitated by the actions <strong>of</strong> the State. Following is a list <strong>of</strong> some <strong>of</strong> the potential local impacts that are<br />
not included in the Recommended <strong>Budget</strong>:<br />
• CalWorks – ($2.1M reduction in funding)<br />
o Reduced allocation to counties mostly impacting recipients.<br />
• IHSS – ($300k reduction in funding)<br />
o Eliminate Services for Recipients without Medical Certification.<br />
o Implement Pilot Project for Medication Dispensing Machines.<br />
o Eliminate State Funding for IHSS Advisory Committees ($-53k).<br />
o Reduced funding for Administration ($-250k).<br />
• CalFresh – Formerly Food Stamps ($461k increase in funding)<br />
o Increased <strong>County</strong> Administration funding.<br />
• Medi-Cal Eligibility Determination ($ 377k reduction in funding)<br />
o Reduce funding by 3%.<br />
o Shift Healthy Families to Medi-Cal and shift eligibility determination to counties.<br />
• AB 3632 Services for Emotionally Disturbed Youth.<br />
Until the State <strong>Budget</strong> deficit is resolved, <strong>County</strong> resources remain at risk. As an example, the<br />
Recommended <strong>Budget</strong> contains approximately $4 million in State funding spread between Probation, the<br />
Sheriff’s Office, the District Attorney, and Public Defender. If the State does not fund these critical<br />
programs, additional reductions or local resources will be required to continue these services.<br />
VI. BUDGET PROCESS – NEXT STEPS<br />
Moving forward into the <strong>Budget</strong> Hearings, the Board will have opportunities to discuss and direct how to<br />
best enhance efforts to renew, invest in and re-invent our service models. The Board’s direction will<br />
ensure the <strong>County</strong> keeps our promises to the residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> and all <strong>of</strong> our communities are<br />
thriving, sustainable, and beautiful places for all.<br />
This budget is being provided on May 27, <strong>2011</strong> in order for the public to review the document in advance<br />
<strong>of</strong> the <strong>Budget</strong> Hearings. The hearings are scheduled to begin on June 13, <strong>2011</strong> at 8:30 a.m. and may be<br />
xvi
continued from day to day as needed for a maximum <strong>of</strong> 14 calendar days per state law. The Board will<br />
adopt the budget, containing such revisions as the Board determines at the conclusion <strong>of</strong> the hearings.<br />
At the beginning <strong>of</strong> the public hearings, the Board will be presented with a supplemental package<br />
containing additional information and recommendations as necessary to bring the budget picture as up to<br />
date as possible for the hearings. At the conclusion <strong>of</strong> the public hearings, the Board will be asked to<br />
adopt the budget as modified per the Board’s direction and the budget will serve as the operating plan for<br />
<strong>Fiscal</strong> <strong>Year</strong> 11-12.<br />
After the State <strong>of</strong> California adopts its budget and/or as needs arise after the close <strong>of</strong> the property tax roll<br />
and the <strong>County</strong>’s <strong>Fiscal</strong> 2010-<strong>2011</strong> books, staff will return with a collection <strong>of</strong> budget adjustments for the<br />
Board’s consideration.<br />
VII. ACKNOWLEDGEMENTS AND THANK YOU’S<br />
It has been my privilege to work collaboratively with a team <strong>of</strong> exceptionally talented department and<br />
agency heads in reaching consensus recommendations to address our structural deficit in these<br />
unprecedented economic times. The department heads and their fiscal staffs, along with <strong>County</strong><br />
Administrator staff, spent months compiling data and reviewing programs to achieve a balanced budget<br />
which reflects the Board’s priorities and supports our <strong>County</strong>’s Strategic Plan.<br />
In particular, Rod Dole, the Auditor Controller, Donna Dunk and their staff provided great support in<br />
developing the budget document. Information Systems <strong>of</strong>fered technical assistance and systems support<br />
and Reprographics reproduced the budget document with high quality and pr<strong>of</strong>essionalism.<br />
Most importantly, I wish to recognize the dedicated pr<strong>of</strong>essionals in the <strong>County</strong> Administrator’s Office<br />
who put this document together. Those individuals include Chris Thomas, Lori Norton, Jim Leddy,<br />
Christina Rivera, Terri Saunders, Christine Williams, Steve Sharpe, Kathy Hamm, Joanna Lutman, and<br />
Sandra Faus. I thank them for efforts above the call <strong>of</strong> duty to make sure this document is an accurate and<br />
complete picture <strong>of</strong> the <strong>County</strong>’s budget situation.<br />
Finally, I wish to acknowledge the employees <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> organization who remain committed<br />
to superior public services. It is through them that the work <strong>of</strong> the <strong>County</strong> gets done, these budget<br />
numbers come to life, and we are able to achieve positive results for our community. We will be<br />
challenged by the fiscal obstacles facing the <strong>County</strong> this fiscal year and I am very proud to know they will<br />
be on the front lines doing what needs to get done to retain the quality <strong>of</strong> life we all enjoy in <strong>Sonoma</strong><br />
<strong>County</strong>.<br />
xvii
A Guide to Reading the <strong>Budget</strong><br />
Welcome to the budget for the fiscal year <strong>2011</strong>-<strong>2012</strong>, which begins July 1, <strong>2011</strong>. This section <strong>of</strong> the budget document is<br />
designed to help readers understand the purpose and content <strong>of</strong> the budget, as well as to locate data and/or information they<br />
may be looking for.<br />
The Purpose <strong>of</strong> the <strong>Budget</strong><br />
The budget is essentially an operating plan for the coming fiscal year that has been developed based upon policy direction<br />
given by the Board <strong>of</strong> Supervisors to provide services to the public within available resources. It is a vehicle for presenting<br />
plans and opportunities that will make <strong>Sonoma</strong> <strong>County</strong> an even better place to live and work. It includes a narrative from<br />
each department that reports program successes in the prior year, as well as goals for the next year. In the latter case, new<br />
approaches may be presented for more effective and relevant methods <strong>of</strong> delivering services to county residents.<br />
The paramount goal <strong>of</strong> county government is to enhance or protect the quality <strong>of</strong> life for local residents. To that end, the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> acts as an administrative agent for three sets <strong>of</strong> services: municipal type services; countywide local<br />
services; and countywide services provided on behalf <strong>of</strong> the state and federal governments.<br />
Municipal services pertain mainly to unincorporated areas <strong>of</strong> the county and include fire protection, emergency services and<br />
planning, Sheriff’s law enforcement, building and land use regulations, road maintenance, parks, lighting, water and sewer<br />
utilities, etc.<br />
<strong>County</strong>wide local services are common to most counties in the state or country. These include services <strong>of</strong> the <strong>County</strong> Clerk,<br />
Elections, Assessor, Auditor-Controller/Tax Collector, as well as criminal prosecution, public defense, probation, and<br />
detention, etc.<br />
Services provided on behalf <strong>of</strong> the state and federal governments, for the most part, impact all county residents and are<br />
generally related to health and human services. These efforts are funded primarily by state and federal revenues sources.<br />
Developing the <strong>Budget</strong><br />
Each year, the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> goes through a collaborative development process to ensure the preparation <strong>of</strong> a balanced<br />
budget for the coming fiscal year. All county departments compile and submit financial and program information to the<br />
<strong>County</strong> Administrator’s Office where it is reconciled with other factors that may impact county operations. Examples <strong>of</strong><br />
such factors are: Board <strong>of</strong> Supervisors’ policy direction, available financing, state and federal policies, changes in the cost<br />
<strong>of</strong> doing business, and capital asset needs. When the <strong>County</strong> Administrator is satisfied that the budget is a comprehensive<br />
and sound plan, conforming to the constraints <strong>of</strong> available financing and policy, it is made available to the public and the<br />
Board <strong>of</strong> Supervisors as the “Recommended <strong>Budget</strong>.” The budget document is provided at least two weeks before a series <strong>of</strong><br />
hearings by the Board <strong>of</strong> Supervisors.<br />
The Board <strong>of</strong> Supervisors directs whatever modifications it sees fit to the Recommended <strong>Budget</strong> during their public<br />
hearings and adopts the result as the <strong>Adopted</strong> <strong>Budget</strong>. Under state law, the Board <strong>of</strong> Supervisors has until October to adopt<br />
the budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> <strong>Budget</strong> Cycle<br />
Nov/<br />
Dec<br />
Jan Feb Mar Apr May Jun<br />
Develop/Distribute <strong>Budget</strong> Instructions X<br />
BOS <strong>Budget</strong> Policy Session(s) X X X X<br />
Requested <strong>Budget</strong>s due to CAO X<br />
CAO <strong>Budget</strong> Review with Depts. X X X X<br />
<strong>Budget</strong> Hearings and Adoption X<br />
Note: BOS = Board <strong>of</strong> Supervisors, CAO = <strong>County</strong> Administrator<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
1<br />
Overview
How to Locate Information in the <strong>Budget</strong><br />
The document is divided into tabbed sections. It covers a wide range <strong>of</strong> information from general overviews to specific data.<br />
1. SEE THE BUDGET OVERVIEW IF YOU ARE LOOKING FOR:<br />
• Preliminary budget assumptions for the coming fiscal year due to baseline trends, state budget indications, and<br />
the current economic climate.<br />
• A summary <strong>of</strong> accomplishments in the current year.<br />
• Emerging “issues” or opportunities, as well as potential impediments that may impact the financial health <strong>of</strong> the<br />
county organization (many <strong>of</strong> which are not addressed in the departmental budgets).<br />
• Update <strong>of</strong> county financial policies that guide the formulation <strong>of</strong> a balanced budget, as well as management and<br />
protection <strong>of</strong> assets, revenue, expenditures, and the county treasury.<br />
• General organizational information about county government and demographic information about the citizens<br />
and area we serve.<br />
2. SEE THE DIFFERENT FUNCTIONAL AREA TABS FOR DEPARTMENT NARRATIVES IF YOU ARE<br />
LOOKING FOR SPECIFIC INFORMATION ABOUT A PARTICULAR DEPARTMENTAL BUDGET.<br />
<strong>County</strong> departments are grouped together under categories <strong>of</strong> similar service, which are marked by tabs. Check the<br />
Table <strong>of</strong> Contents for a department listing and page numbers. All departments’ narratives include the following:<br />
• An overview <strong>of</strong> the department’s functions.<br />
• A selected listing <strong>of</strong> departmental accomplishments in the previous year and objectives for the coming year.<br />
• A summary <strong>of</strong> anticipated budget expenses, revenues, and the "net cost" or use <strong>of</strong> fund balance as compared to<br />
the prior year. Net cost is simply the expenses minus the departmental specific revenues in the budget. In the<br />
county General Fund, the net cost <strong>of</strong> a departmental budget is financed by the county's general purpose revenues<br />
(recorded in the Non-Departmental budget) and the available beginning balance <strong>of</strong> the General Fund for the<br />
year. For any enterprises, special districts or special revenue funds' budgets, the net cost is financed by using<br />
available beginning fund balances <strong>of</strong> those enterprises, districts or special revenue funds. A negative net cost<br />
indicates that a contribution is anticipated to be made to the individual fund balance as a result <strong>of</strong> the budget (as<br />
opposed to a use <strong>of</strong> available balances).<br />
• A summary <strong>of</strong> recommended budget staffing levels, compared to the prior year’s funded staffing.<br />
• A listing <strong>of</strong> key work requested and/or performed (actual and estimated) during the prior two years, as well as<br />
work requested and/or anticipated to be performed in the upcoming year.<br />
• A summary <strong>of</strong> financial and program changes and policy related matters reflected in the recommended budget.<br />
• A summary <strong>of</strong> changes to the recommended budget approved by the Board <strong>of</strong> Supervisors during budget<br />
hearings.<br />
3. YOU CAN ALSO FIND DATA AND INFORMATION ON THE FOLLOWING TOPICS, MARKED BY<br />
TABS IN THIS DOCUMENT:<br />
• Financial Summaries – Provided by the Auditor, these cover the county budget as a whole and include total<br />
reserves, an analysis <strong>of</strong> financing sources, and funding requirements.<br />
• Capital Projects – Major improvements and/or repairs to county facilities costing $25,000 or more. This may<br />
include anything from parking lot improvements to construction <strong>of</strong> new buildings for county use.<br />
• State Financial Schedules – Provided by the Auditor, these cover summary level information in a format<br />
required by the State <strong>of</strong> California for comparison purposes.<br />
• Position Listings – A comprehensive list <strong>of</strong> county positions followed by a listing <strong>of</strong> annual salaries.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
2<br />
Overview
SONOMA COUNTY FINANCIAL POLICIES<br />
FOR FY 11-12 BUDGET DEVELOPMENT<br />
Balanced <strong>Budget</strong><br />
• The budget must balance resources with expenditure appropriations. The <strong>County</strong> must live within its own means and<br />
avoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from a<br />
balanced budget is not permitted by the California State Government Code, which states: “In the recommended and<br />
adopted budgets the budgetary requirements shall equal the available financing” (Government Code §29009).<br />
• All <strong>County</strong> departments/agencies must submit recommended options for reducing their net county costs as part <strong>of</strong> their<br />
annual budget submittal. These reduction options will be the primary source for balancing the <strong>County</strong> Administrator’s<br />
recommended budget as submitted to the Board <strong>of</strong> Supervisors during difficult financial times. Reduction options will be<br />
accompanied by each department’s analysis <strong>of</strong> the impact on services. Depending upon state budgetary impacts on<br />
<strong>Sonoma</strong> <strong>County</strong>, additional reductions may be requested from the <strong>County</strong> departments.<br />
• <strong>County</strong> departments and agencies will receive monthly reports that compare actual revenues and expenditures to budget.<br />
Mid-year and third quarter reports <strong>of</strong> actual revenues and expenditures, with projections for the remainder <strong>of</strong> the year<br />
compared to budget, will be submitted by departments to the <strong>County</strong> Administrator, and on to the Board with<br />
recommendations, if necessary, for budget adjustments.<br />
Long Range Planning<br />
• Annual budgets will not be increased or changed to the point that ongoing operating costs become overly reliant on<br />
cyclical or unreliable one-time revenues.<br />
• Annual budgets will be compiled with long-term sustainability in mind, except as part <strong>of</strong> a Board approved plan in<br />
response to unilateral state budgeting actions that may include reducing costs, over a specified number <strong>of</strong> years, to within<br />
available ongoing revenues.<br />
• Proposed new services, public facilities, significant technological changes, and major strategy changes should/will be<br />
analyzed for their long term impacts on operations, funding, liability and maintenance before seeking Board approval.<br />
New programs or services will generally not be recommended unless they further Strategic Plan goals, objectives, or<br />
strategies; are provided with a reliable funding stream sufficient to finance their costs; and the Board can be assured that<br />
the <strong>County</strong> can control both the quality and level <strong>of</strong> services provided.<br />
• The <strong>County</strong> Administrator’s Office, in conjunction with the <strong>County</strong> Auditor-Controller, will submit a multi-year financial<br />
projection and solicit budget policy direction prior to compiling the Recommended <strong>Budget</strong>.<br />
• <strong>Budget</strong> growth will be based on 3 to 5 year projections <strong>of</strong> revenues to anticipate and minimize short-term fluctuations in<br />
revenues.<br />
• One-time funding sources (i.e. fund balance, cyclical increases to revenues, grants) will be used to fund one-time<br />
expenditures (i.e. fixed assets, infrastructure, grant programs, Economic Uncertainty Reserves, and special one-time needs<br />
programs). An exception to this policy will be when reducing ongoing costs in accordance with a Board approved multiyear<br />
plan to reach a new reduced ongoing financing base as a result <strong>of</strong> state budgetary action. This plan will be called out<br />
separately in the budget message.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3<br />
Overview
Minimum Fund Balance Policies<br />
• <strong>Sonoma</strong> <strong>County</strong> will create and maintain a prudent level <strong>of</strong> financial resources to protect against the need to reduce<br />
service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Funds<br />
will be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allow<br />
time for the <strong>County</strong> to respond to major actions <strong>of</strong> the State <strong>of</strong> California that materially affect the <strong>County</strong>’s financial<br />
position. Consistent with best practice recommendations from the Government Finance Officers Association <strong>of</strong> the United<br />
States and Canada, the <strong>County</strong> will strive to maintain total General Fund discretionary reserves equal to 5%-15% <strong>of</strong><br />
annual General Fund operating revenues. This range will be further subdivided into “traffic light” increments where 5-<br />
10% represents the red light signaling that no further use <strong>of</strong> reserves should be made except in dire emergencies or where<br />
almost immediate replenishment is assured. Further, priority should be given to increase reserve levels. The 10-15%<br />
increment <strong>of</strong> the range represents the yellow light signaling that caution should be exercised in the use <strong>of</strong> reserves and<br />
only for one-time costs. In addition, consideration should be given to increase reserve levels should resources become<br />
available. Above 15%, a green light is given, adequate reserve levels have been achieved. Additional resources need not<br />
be set aside at this time for economic uncertainties but used to further other Board goals.<br />
• Fund balance, created as a result <strong>of</strong> actual revenue and expenditure deviations from the budget, will be used to achieve<br />
and maintain the <strong>County</strong>’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budget<br />
balancing will be managed judiciously, taking into account its volatility and past actual activity.<br />
• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% <strong>of</strong> the levy. The <strong>County</strong><br />
Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use <strong>of</strong> funds in<br />
excess <strong>of</strong> the established reserve to the Board <strong>of</strong> Supervisors for the purpose <strong>of</strong> balancing the budget.<br />
Fund Balance Classifications<br />
• Effective beginning in FY <strong>2011</strong>-12, the three fund balance classifications previously used for accounting and tracking <strong>of</strong><br />
reserved, designated and unreserved/undesignated balances will be replaced with five new categories: nonspendable,<br />
restricted, committed, assigned and unassigned. These changes are based on the Government Accounting Standards Board<br />
(GASB) statement #54, issued to improve the usefulness and understandability <strong>of</strong> governmental fund balance<br />
information. The statement provides more clearly defined categories to make the nature and extent <strong>of</strong> the constraints<br />
placed on a government’s fund balance more transparent. The statement only impacts governmental fund types (General,<br />
Special Revenue, Capital Projects and Debt Service). The following more clearly defines the new fund balance<br />
classifications and examples <strong>of</strong> fund balance amounts that would generally be reported within these classifications.<br />
� Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form or legally<br />
or contractually required to be maintained intact. Examples include Inventory, prepaid amounts, long-term accounts<br />
receivable and any other amounts that are not expected to be converted to cash.<br />
� Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors or<br />
laws/regulations <strong>of</strong> other governments) or restricted by law through constitutional provisions or enabling legislation.<br />
The majority <strong>of</strong> the <strong>County</strong>’s Special Revenue Funds (i.e. Health & Human Services, Child Support Services, Road<br />
Fund, etc.) and Debt Service Funds have restricted fund balances.<br />
� Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposed by<br />
formal action <strong>of</strong> the government’s highest level <strong>of</strong> decision making authority. An example <strong>of</strong> committed fund<br />
balance is the Board <strong>of</strong> Supervisors’ commitment to use 75% <strong>of</strong> Transient Occupancy Tax (TOT) revenues to<br />
provide funding to promote county economic development and tourism.<br />
� Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes that are<br />
neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetary<br />
deficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body or<br />
<strong>of</strong>ficial to which the governing body has delegated the authority. General Fund carryover fund balance,<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4<br />
Overview
Accumulated Capital Outlay (ACO) funds and Capital Project Funds are examples <strong>of</strong> balances that can be assigned<br />
for specific purposes.<br />
� Unassigned Fund Balance – a residual classification for the general fund. The total fund balance less restricted,<br />
committed or assigned equals unassigned fund balance. The general fund is the only fund that should report a<br />
positive unassigned fund balance amount. A negative fund balance is possible in other governmental funds.<br />
Examples <strong>of</strong> unassigned fund balance include the general reserve fund and other discretionary general fund<br />
economic uncertainty funds.<br />
Asset Inventory/Protection<br />
• <strong>Sonoma</strong> <strong>County</strong> will regularly assess the condition <strong>of</strong> its assets that support delivery <strong>of</strong> <strong>County</strong> services (i.e. public<br />
facilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement.<br />
• Assets with an initial cost <strong>of</strong> more than $5,000 to $100,000 will be capitalized as summarized in the table below:<br />
Capital Asset Type Capitalization Threshold Depreciation/Amortization Period<br />
Land All costs Non-Depreciable<br />
Buildings $25,000 50 years<br />
Building Improvements $25,000 50 years<br />
Infrastructure $100,000 30-50 years<br />
S<strong>of</strong>tware $100,000 7 years<br />
Non-Amortizable Intangibles $5,000 Non-Amortizable<br />
Machinery and Equipment $5,000 5 years<br />
• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available. Capital<br />
assets used in operations will be depreciated or amortized using the straight-line method over the lesser <strong>of</strong> the capital<br />
lease period or their estimated useful lives.<br />
• The Board requires all departments to certify a detailed listing <strong>of</strong> all fixed asset inventory within their possession no later<br />
than December 15 <strong>of</strong> every other year.<br />
• Capital replacement funds will be used to accumulate financial resources for future replacement <strong>of</strong> assets (mainly vehicles<br />
and equipment) that will be retired from service.<br />
Revenue Management<br />
• <strong>Sonoma</strong> <strong>County</strong> will continue to advocate for more discretion over its revenue sources and to diversify and maximize<br />
discretionary revenue sources in order to resist state erosion to local revenues and improve the <strong>County</strong>’s ability to manage<br />
individual revenue fluctuations.<br />
• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fair<br />
share <strong>of</strong> all direct and indirect costs to the extent feasible and legally permitted.<br />
• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests to the<br />
Board <strong>of</strong> Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shall<br />
include annual service improvement plans to identify efficiency and productivity measures taken or planned to minimize<br />
the level <strong>of</strong> rate increases, while improving customer service. If permissible by law, fees and charges should cover all<br />
costs <strong>of</strong> the services provided, unless otherwise directed by the Board, to provide for public benefit.<br />
• Staff will use conservative but defensible estimates for major revenue sources and not unduly anticipate changes in<br />
revenue trends.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
5<br />
Overview
Expenditure Management & Control<br />
• <strong>Sonoma</strong> <strong>County</strong>, in conjunction with employee groups, will consider temporary salary and benefit cost saving programs<br />
(e.g. Mandatory Time Off, Voluntary Time Off) in lieu <strong>of</strong> service reductions or lay<strong>of</strong>fs when the fiscal problem is <strong>of</strong> a<br />
temporary nature where one can reasonably predict when the fiscal problem will end.<br />
• Federal and state program reductions will not be backfilled with <strong>County</strong> discretionary revenues except by Board direction.<br />
The Board typically does not backfill these programs due to their sheer size and magnitude on the <strong>County</strong>’s financial<br />
position.<br />
• Board policy direction is required prior to changing one-time expenses into ongoing expenses. In addition, departments<br />
will not engage in internal cost shifting to the <strong>County</strong> General Fund.<br />
Treasury Management<br />
• Other than amounts held with trustees under bond indenture or other restrictive agreements, the <strong>County</strong>’s cash and<br />
investments shall be invested by the <strong>County</strong> Treasurer. The Treasury Oversight Committee has regulatory oversight for<br />
all monies deposited in the Treasury Pool. Such amounts are invested in accordance with investment policy guidelines<br />
established by the <strong>County</strong> Treasurer and reviewed by the Board. The objectives <strong>of</strong> the policy are, in order <strong>of</strong> priority,<br />
safety <strong>of</strong> principal, liquidity, and yield. The policy addresses the soundness <strong>of</strong> financial institutions in which the <strong>County</strong><br />
will deposit funds, types <strong>of</strong> investment instruments as permitted by the California Government Code, and the percentage<br />
<strong>of</strong> the portfolio that may be invested in certain instruments with longer terms to maturity.<br />
• Debt is incurred for the purpose <strong>of</strong> spreading capital project costs to the years in which the improvement will benefit.<br />
Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds,<br />
certificates <strong>of</strong> participation) at lower interest rates.<br />
• <strong>Sonoma</strong> <strong>County</strong> will not exceed its legal maximum debt amount. This amount calculated annually based on 2% <strong>of</strong> the<br />
county’s total assessed valuation. <strong>Sonoma</strong> <strong>County</strong> currently has no debt applicable to the legal maximum debt, leaving a<br />
100% debt margin.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6<br />
Overview
Other policies and methodologies that may be helpful for understanding the <strong>County</strong>’s budget:<br />
<strong>Budget</strong>ary Amendments<br />
After the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have the<br />
authority to amend budgets for changes within a category (e.g., Services & Supplies). <strong>County</strong> Administrator approval is<br />
required for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets within<br />
the department.<br />
<strong>Budget</strong>ary amendments that change total revenues or appropriations for a department require Board <strong>of</strong> Supervisors approval.<br />
These include: (1) the appropriation <strong>of</strong> revenues not included in the adopted budget, (2) reductions to estimated revenues<br />
and related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supported<br />
by use <strong>of</strong> available fund balance or Appropriations for Contingencies, and (4) the transfer <strong>of</strong> monies or appropriations from<br />
one fund or department to another.<br />
The Accounting Basis Used in the <strong>Budget</strong><br />
The budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds,<br />
Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrances<br />
are included and appropriations for expenditures against prior year encumbrances are excluded.<br />
Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues are<br />
recognized when they become both measurable and available to finance current year obligations. Proprietary fund types<br />
(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, but<br />
revenues are also recognized when they are incurred or owed to the <strong>County</strong>.<br />
The government-wide, proprietary and investment trust fund financial statements are reported using the economic resources<br />
measurement focus and the accrual basis <strong>of</strong> accounting. Revenues are recorded when earned and expenses are recorded<br />
when liabilities are incurred, regardless <strong>of</strong> what the related cash flows take place. Nonexchange transactions, in which the<br />
<strong>County</strong> gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and sales<br />
taxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year for<br />
which the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenues<br />
from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been<br />
satisfied.<br />
For business-type activities and enterprise funds, the <strong>County</strong> has elected under GASB Statement No. 20, Accounting and<br />
Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply<br />
applicable GASB pronouncements as well as any applicable pronouncements <strong>of</strong> the Financial Accounting Standards Board,<br />
the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless<br />
those pronouncements conflict with or contradict GASB pronouncements.<br />
Fund Types Used by the <strong>County</strong><br />
Governmental Fund Types:<br />
• General Fund: The General Fund is the general operating fund <strong>of</strong> the <strong>County</strong>. All financial resources except for those<br />
required to be accounted for in other funds are included in the General Fund.<br />
• Special Revenue Funds: Special Revenue Funds account for the proceeds <strong>of</strong> specific revenue sources that are<br />
restricted or committed to expenditure for specified purposes other than debt service or capital projects. <strong>Sonoma</strong><br />
<strong>County</strong> Special Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and<br />
various other restricted and committed funds.<br />
• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, or<br />
assigned to expenditure for principal and interest.<br />
• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, or<br />
assigned to expenditure for capital outlays, including the acquisition or construction <strong>of</strong> capital facilities and other<br />
capital assets (other than those in Proprietary Fund Types).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7<br />
Overview
Proprietary Fund Types<br />
• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to<br />
private business enterprises, where the intent <strong>of</strong> the Board is that the costs (expenses, including depreciation) <strong>of</strong><br />
providing goods or services to the general public on a continuing basis are financed primarily through user charges or<br />
(b) where the Board has decided that periodic determination <strong>of</strong> revenues earned, expenses incurred, and net income or<br />
loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.<br />
Internal Service Funds<br />
• Internal Service Funds: Internal Service Funds (ISF) account for the financing <strong>of</strong> goods or services provided by one<br />
department or agency to other departments or agencies <strong>of</strong> the <strong>County</strong> or other governmental units on a cost<br />
reimbursement basis. A common use <strong>of</strong> these fund types is to account for the <strong>County</strong>’s self-insurance programs. The<br />
following describes the funding and budgeting methodologies the <strong>County</strong> uses for some <strong>of</strong> the self-insurance programs.<br />
The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish<br />
charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary.<br />
The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with<br />
the intent <strong>of</strong> maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity.<br />
Cash reserves above and below the 70% confidence levels for outstanding liabilities for individual insurance funds are<br />
amortized on a rolling three-year basis, by decreasing or increasing rates by one-third <strong>of</strong> the difference, in accordance with<br />
Board policy. The rolling three-year amortization policy was implemented to: 1) alleviate large fluctuations in rates caused<br />
by changes in actuarial estimates or funding status; 2) facilitate long-term rate planning; and 3) provide consistent financial<br />
policy for the internal service funds.<br />
For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’s<br />
estimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficient<br />
appropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expense<br />
for the Health ISF is based on mid-year projections multiplied by the actuarially estimated claims expense trend (expected<br />
percent increase or decrease).<br />
At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When this<br />
information becomes available from the actuary during the budget year, the change in the total outstanding liability is posted<br />
against the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This budgetary<br />
figure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash revenue or<br />
expenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% <strong>of</strong> the total<br />
liability. The accrued benefit adjustment for the <strong>County</strong> Health Plan is budgeted using the most recent 1-year trend and 10%<br />
<strong>of</strong> the total liability. The total liability is based on the prior year estimate <strong>of</strong> total liability projected forward using the most<br />
recent claims expense trend.<br />
Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basis<br />
because expenditures and use <strong>of</strong> cash reserves are related to past years’ claims experience, as well as the fiscal year for<br />
which the budget is presented. Claims payments fluctuate depending on year <strong>of</strong> settlement, rather than occurrence <strong>of</strong> the<br />
claim, so payments may be made in excess <strong>of</strong> a current year's expected claims costs. In addition, actuarial estimates <strong>of</strong> total<br />
liability may vary substantially from year to year, depending on claims history, population changes, legislation, and other<br />
factors.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
8<br />
Overview
DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS<br />
ELECTIVE OFFICERS<br />
Auditor-Controller-Treasurer-Tax Collector ............................................... Donna M. Dunk<br />
Board <strong>of</strong> Supervisors ....................................................................................... Valerie Brown, District One<br />
David Rabbitt, District Two<br />
Shirlee Zane, District Three<br />
Mike McGuire, District Four<br />
Efren Carrillo, District Five<br />
<strong>County</strong> Clerk-Recorder-Assessor .................................................................. Janice Atkinson<br />
District Attorney .............................................................................................. Jill Ravitch<br />
Sheriff-Coroner ............................................................................................... Steve Freitas<br />
APPOINTIVE OFFICERS & DEPARTMENT HEADS<br />
Agricultural Commissioner-Sealer <strong>of</strong> Weights & Measures ....................... Vacant<br />
Agricultural Preservation &<br />
Open Space District General Manager............................................. Bill Keene<br />
Child Support Services Director ............................................... ..................... Julie Paik<br />
Community Development Commission Director .......................................... Kathleen Kane<br />
<strong>County</strong> Administrator ..................................................................................... Veronica A. Ferguson<br />
<strong>County</strong> Counsel................................................................................................ Bruce Goldstein<br />
Economic Development Director ................................................................... Ben Stone<br />
Fair Manager ......................................................................... .......................... Tawny Tesconi<br />
Fire & Emergency Services Director ................................... .......................... Mark Aston<br />
General Services Director ............................................................................... Jose Obregon<br />
Health Services Director ................................................................................. Rita Scardaci<br />
Human Resources Director ............................................................................ Wendy Macy<br />
Human Services Director ................................................................................ Jo Weber<br />
Information Systems Director ........................................................................ Ken Hightower (Interim)<br />
Permit & Resource Management Director ................................................... Pete Parkinson<br />
Probation Officer, Chief ................................................................................. Robert Ochs<br />
Public Defender ............................................................................................... John Abrahams<br />
Regional Parks Director ................................................................................. Caryl Hart<br />
<strong>Sonoma</strong> <strong>County</strong> Library Director .................................................................. Sandra Cooper<br />
Transportation & Public Works Director ........................... .......................... Philip Demery<br />
U.C. Cooperative Extension Director .................................. .......................... Stephanie Larson<br />
Water Agency General Manager ................................................................... Grant Davis<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
9<br />
Overview
COUNTY OF SONOMA<br />
CHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS<br />
E L E C T O R A T E<br />
STATE<br />
JUDICIAL<br />
COUNCIL<br />
Local Agency<br />
Formation<br />
Commission<br />
BOARD OF<br />
SUPERVISORS*<br />
(Five Supervisors)<br />
LAFCO<br />
Exec. Officer<br />
COUNTY<br />
ADMINISTRATOR<br />
(CLERK OF THE BOARD)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
SUPERIOR<br />
COURT JUDGES<br />
SHERIFF -<br />
CORONER<br />
DISTRICT<br />
ATTORNEY<br />
COUNTY CLERK-<br />
RECORDER-ASSESSOR<br />
AUDITOR-CONTROLLER<br />
TREASURER-TAX COLLECTOR<br />
GRAND<br />
JURY<br />
COURT<br />
EXECUTIVE<br />
OFFICER<br />
CHIEF<br />
PROBATION<br />
OFFICER<br />
PUBLIC<br />
DEFENDER<br />
DIRECTOR FIRE &<br />
EMERGENCY<br />
SERVICES<br />
GENERAL<br />
SERVICES<br />
DIRECTOR<br />
INFORMATION<br />
SYSTEMS<br />
DIRECTOR<br />
10<br />
ECONOMIC<br />
DEVELOPMENT<br />
DIRECTOR<br />
DIR. OF PERMIT<br />
& RESOURCE<br />
MGMT.<br />
GENERAL MGR.<br />
SONOMA COUNTY<br />
WATER AGENCY*<br />
DIRECTOR OF<br />
TRANSPORTATION<br />
& PUBLIC WORKS<br />
COMMUNITY<br />
DEVELOPMENT<br />
DIRECTOR*<br />
DIRECTOR<br />
CHILD SUPPORT<br />
SERVICES<br />
DIRECTOR<br />
HEALTH<br />
SERVICES<br />
DIRECTOR<br />
HUMAN<br />
SERVICES<br />
University <strong>of</strong><br />
California<br />
UC COOPERATIVE<br />
EXTENSION<br />
DIRECTOR<br />
AGRICULTURAL<br />
COMMISSIONER-<br />
SEALER<br />
GENERAL MGR.<br />
AGRICULTURE PRES.<br />
& OPEN SPACE*<br />
DIRECTOR<br />
REGIONAL<br />
PARKS<br />
HUMAN<br />
RESOURCES<br />
DIRECTOR<br />
Civil Service<br />
Commission<br />
IHSS PUBLIC<br />
AUTHORITY<br />
MANAGER*<br />
COUNTY<br />
COUNSEL<br />
Legend<br />
ELECTED<br />
OFFICIALS<br />
Board <strong>of</strong><br />
Retirement<br />
Fair<br />
Board<br />
Library<br />
Joint Powers Agency<br />
Commission<br />
APPOINTED<br />
OFFICIALS<br />
RETIREMENT<br />
ADMINISTRATOR<br />
COUNTY<br />
FAIR<br />
MANAGER<br />
LIBRARY<br />
DIRECTOR<br />
Commission or Board with<br />
Separate Appointing Authority<br />
Administrative Coordination<br />
Administrative Reporting Relationships<br />
*Board <strong>of</strong> Supervisors sit as Board <strong>of</strong> Directors for the Water Agency, Ag Pres Open Space District, and IHSS Public Authority and also Commissioners <strong>of</strong> the Community Development Commission .<br />
<strong>County</strong> Overview
<strong>Sonoma</strong> <strong>County</strong>, California<br />
You are welcome to attend the meetings <strong>of</strong> the Board <strong>of</strong> Supervisors, held most Tuesdays at 8:30 a.m. For<br />
specific dates and times <strong>of</strong> meetings please visit the Board’s Website at http://supervisors.sonoma-county.org/<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Mike McGuire<br />
Fourth District<br />
Shirlee Zane<br />
Third District<br />
Board <strong>of</strong> Supervisors<br />
Efren Carrillo<br />
Fifth District<br />
Supervisors’ Chambers<br />
<strong>Sonoma</strong> <strong>County</strong> Administration Building<br />
575 Administration Drive, Room 102A<br />
Santa Rosa, CA 95403<br />
Phone (707) 565-2241<br />
11<br />
Valerie Brown<br />
First District<br />
David Rabbitt<br />
Second District<br />
Overview
<strong>County</strong> Overview<br />
<strong>Sonoma</strong> <strong>County</strong>, California, is a special place.<br />
Its environments range from the surf-pounded cliffs <strong>of</strong> the coast to the golden Mayacamas Mountains, from<br />
the cool stillness <strong>of</strong> redwood forests to the muddy marshes that feed San Francisco Bay. From the vineyards <strong>of</strong><br />
the Alexander Valley to high-tech Telecom Valley, the economy is strong and equally diverse.<br />
This informational brochure <strong>of</strong>fers an overview on the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, including population<br />
characteristics, environment, and the various services and facilities provided to citizens.<br />
Governance<br />
<strong>County</strong> government functions as a local government body to<br />
serve the needs <strong>of</strong> its residents. As geographical and political<br />
subdivisions <strong>of</strong> the state, counties serve a dual role, providing<br />
municipal services in unincorporated areas and acting as<br />
administrative agents for state and federal government programs<br />
and services. As a general-law county, <strong>Sonoma</strong> <strong>County</strong> is bound<br />
by state law as to the number and duties <strong>of</strong> county elected<br />
<strong>of</strong>ficials. Districts that are approximately equal in population<br />
elect members <strong>of</strong> the Board <strong>of</strong> Supervisors. Boundaries are<br />
adjusted every ten years following the federal census.<br />
The Board <strong>of</strong> Supervisors establishes policies and sets priorities for all activities<br />
within its jurisdiction. In addition, they oversee the functions and activities <strong>of</strong> the<br />
many branches <strong>of</strong> county government that provide county-wide service including<br />
health and welfare programs, elections, and public protection programs. The Board<br />
<strong>of</strong> Supervisors also acts as the governing body that provides municipal services to<br />
the unincorporated areas <strong>of</strong> the county such as fire protection and law enforcement,<br />
land use regulations, road maintenance, parks, and lighting and water utilities.<br />
The Board <strong>of</strong> Supervisors appoints the <strong>County</strong> Administrator, who assists the Board<br />
in managing, directing, and coordinating the operations <strong>of</strong> all county departments.<br />
The <strong>County</strong> Administrator also prepares the county budget and makes<br />
recommendations to the Board to promote economy and efficiency in county<br />
government operations.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Bodega Bay<br />
12<br />
Hood Mountain Regional Park<br />
The Board <strong>of</strong><br />
Supervisors<br />
The <strong>County</strong><br />
Administrator<br />
Overview
Population<br />
Population Growth Fueled by job growth and quality <strong>of</strong> life, <strong>Sonoma</strong> <strong>County</strong> has continued a modest<br />
growth rate, reaching an estimated 493,285 residents by 2010. 1 Since 2000, the<br />
population has increased by 34,671 residents, or 7.6%. A majority <strong>of</strong> these<br />
residents, 69%, live within the boundaries <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>’s nine cities. The<br />
City <strong>of</strong> Santa Rosa has led this growth in total population gain, adding 15,841<br />
residents, or 10.7%, to attain its current population <strong>of</strong> 163,436.<br />
Race/Ethnicity % <strong>of</strong> Total (2010)<br />
White<br />
Hispanic<br />
Asian<br />
Black<br />
American Indian<br />
Other<br />
1 Source: <strong>Sonoma</strong> <strong>County</strong> <strong>2011</strong> Economic & Demographic Pr<strong>of</strong>ile<br />
2 Source: <strong>Sonoma</strong> <strong>County</strong> <strong>2011</strong> Economic & Demographic Pr<strong>of</strong>ile<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Total<br />
100.0%<br />
Source: US Census Bureau, Population Estimates Program<br />
Between 1990 and 2000, <strong>Sonoma</strong><br />
<strong>County</strong>’s population increased by<br />
70,392 persons, with an average<br />
annual growth rate <strong>of</strong> 1.9%. From<br />
2000 through 2010, population in<br />
<strong>Sonoma</strong> <strong>County</strong> grew by 34,671<br />
persons at an average annual rate <strong>of</strong><br />
0.7%. The population in 2015 is<br />
projected to increase to 519,042<br />
residents. 2<br />
65.9%<br />
24.3%<br />
4.7%<br />
1.6%<br />
1.0%<br />
2.5%<br />
Age Groups % <strong>of</strong> Total (2010)<br />
0-9 yrs. 13.4%<br />
10-19 yrs. 13.5%<br />
20-29 yrs. 14.8%<br />
30-39yrs. 11.1%<br />
40-49 yrs. 12.9%<br />
50-59 yrs. 14.9%<br />
60-69 yrs. 10.9%<br />
70-79 yrs. 4.7%<br />
80+ 3.7%<br />
Total 100%<br />
13<br />
Overview
Cities Sq. Miles 1990 Population % <strong>of</strong> <strong>County</strong> 2010 Population % <strong>of</strong> <strong>County</strong><br />
Cloverdale 2.45 4,924 1.3% 8,636 1.8%<br />
Cotati 1.86 5,714 1.5% 7,476 1.5%<br />
Healdsburg 3.87 9,469 2.4% 11,931 2.4%<br />
Petaluma 13.66 43,166 11.1% 58,401 11.8%<br />
Rohnert Park 6.45 36,326 9.4% 43,398 8.8%<br />
Santa Rosa 40.63 113,261 29.2% 163,436 33.1%<br />
Sebastopol 1.86 7,008 1.8% 7,943 1.6%<br />
<strong>Sonoma</strong> 2.60 8,168 2.1% 10,078 2.0%<br />
Windsor 6.67 - 0.0% 26,955 5.5%<br />
Incorporated Total 80.05 228,036 58.7% 338,254 68.6%<br />
Unincorporated 1499.95 160,186 41.3% 155,031 31.4%<br />
<strong>County</strong> Total 1580.00 388,222 100.0%* 493,285 100.0%*<br />
Source: U.S. Census, California Department <strong>of</strong> Finance<br />
*Note: 100% shown in table; total <strong>of</strong> 100.1% and 99.9% respectively due to rounding.<br />
Source: California Department <strong>of</strong> Justice<br />
Education Completed<br />
(25+years)<br />
Less than 9 th grade<br />
9 th -12 th grade, no diploma<br />
High school diploma/GED<br />
Some college, no degree<br />
Associates degree<br />
Bachelor’s degree<br />
Graduate or pr<strong>of</strong>essional degree<br />
Total<br />
Source: US Census, American Community Survey 2009<br />
% <strong>of</strong> Total (2009)<br />
7.8%<br />
6.0%<br />
19.1%<br />
25.3%<br />
9.2%<br />
20.5%<br />
12.1%<br />
100.0%<br />
Based on the five-year trends outlined in the table<br />
to the left, <strong>Sonoma</strong> <strong>County</strong> is becoming safer.<br />
However, in 2009 the county has seen a slight<br />
increase in the number <strong>of</strong> total larceny-theft crimes<br />
as well as a slight increase in property crimes. In<br />
2009 <strong>Sonoma</strong> was lower in each crime rate than the<br />
state wide rate per 100,000 residents.<br />
The percentage <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong><br />
residents over the age <strong>of</strong> 25 with college<br />
degrees has risen over the past five years.<br />
According to the US Census, more than<br />
32% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents over 25<br />
years <strong>of</strong> age possessed a bachelor’s degree<br />
or higher education in 2009.<br />
Historical Turnout <strong>of</strong> Registered Voters<br />
<strong>Year</strong> Registered Voters Total Ballots Cast Registered Voters that Voted<br />
1998 234,559 162,310 69.2%<br />
2000 248,179 198,562 80.0%<br />
2002 232,808 149,663 64.0%<br />
2004 248,997 222,538 89.4%<br />
2006 234,891 177,328 75.5%<br />
2008 248,122 231,817 93.4%<br />
2010 248,527 186,920 75.2%<br />
%<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Registrar <strong>of</strong> Voters<br />
Note: All yearly data obtained from November election results<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
14<br />
Overview
Economics and Employment<br />
Median Household Income<br />
1979 (from 1980 Census) $20,607<br />
1989 (from 1990 Census) $36,299<br />
1999 (from 2000 Census) $53,076<br />
2009 (Census Estimate) $62,386<br />
Source: US Census, American Community Survey 2009<br />
Percent Below Poverty Line<br />
<strong>Sonoma</strong> Co. California<br />
2004 8.1% 13.3%<br />
2005 9.1% 13.3%<br />
2006 9.9% 13.1%<br />
2007 8.9% 12.4%<br />
2008 10.4% 13.3%<br />
2009 9.3% 14.2%<br />
Source: US Census, American Community Survey 2004-2008<br />
Per Capita Personal Income<br />
<strong>Sonoma</strong> Co. California<br />
2004 $40,400 $36,904<br />
2005 $42,345 $38,767<br />
2006 $45,960 $41,567<br />
2007 $47,929 $43,402<br />
2008 $47,755 $43,852<br />
Source: US Department <strong>of</strong> Commerce, Bureau <strong>of</strong> Economic<br />
Analysis<br />
Unemployment Rates<br />
<strong>Sonoma</strong> Co. California<br />
2003 5.50% 6.80%<br />
2004 5.00% 6.20%<br />
2005 4.50% 5.40%<br />
2006 4.00% 4.90%<br />
2007 4.30% 5.30%<br />
2008 5.70% 7.20%<br />
2009 9.70% 11.40%<br />
Source: Bureau <strong>of</strong> Labor Statistics<br />
3 Source: US Census, American Community Survey 2008<br />
4 Source: U.S. Department <strong>of</strong> Commerce<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
The U.S. Census reports that 10.4% <strong>of</strong> all families in<br />
<strong>Sonoma</strong> <strong>County</strong> lived below poverty level in 2008.<br />
Even with this poverty rate the median household<br />
income for <strong>Sonoma</strong> <strong>County</strong> residents outperformed<br />
California and the United States as it has done for<br />
over the past 10 years. 3<br />
The percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>’s population that lives<br />
below the poverty line has continued to remain well<br />
below California’s average. Recent data provided by<br />
the US Census reveals that the percent <strong>of</strong> <strong>Sonoma</strong><br />
<strong>County</strong> residents who live below the poverty line<br />
increased in 2008, following the general statewide<br />
trend, but fell 1.6 percent in 2009. Official poverty<br />
calculations assume that a family earning a given<br />
income is equally well-<strong>of</strong>f anywhere in the country;<br />
however, due to the above-average costs <strong>of</strong> living in<br />
<strong>Sonoma</strong> <strong>County</strong>, the Public Policy Institute <strong>of</strong><br />
California estimates the adjusted poverty rate for<br />
<strong>Sonoma</strong> <strong>County</strong> is significantly higher.<br />
According to the U.S. Department <strong>of</strong> Commerce,<br />
Bureau <strong>of</strong> Economic Analysis, the per capita income<br />
in <strong>Sonoma</strong> <strong>County</strong> as <strong>of</strong> 2008 was $47,755, 9% over<br />
California’s average per capita income <strong>of</strong> $43,852 and<br />
19% over the national per capita income <strong>of</strong> $40,166.<br />
<strong>Sonoma</strong> <strong>County</strong>’s per capita income ranks twelfth out<br />
<strong>of</strong> California’s 58 counties. 4<br />
While unemployment rates for <strong>Sonoma</strong> <strong>County</strong> have<br />
increased over the past few years, the <strong>County</strong> has<br />
consistently maintained a level lower than the<br />
California average unemployment rate. Between 2008<br />
and 2009, employment levels in <strong>Sonoma</strong> <strong>County</strong><br />
decreased by 13,300 jobs, representing a 5.4%<br />
decrease. Statewide employment decreased by<br />
approximately 774,000 jobs, representing a 4.6 %<br />
decrease. Despite the noted job losses <strong>Sonoma</strong> <strong>County</strong><br />
remains below the state unemployment rate.<br />
15<br />
Overview
Projections from the State <strong>of</strong> California’s Employment Development Department show that the Pr<strong>of</strong>essional and<br />
Business Services Industry will post the greatest amount <strong>of</strong> growth in jobs from 2006-2016, with growth <strong>of</strong><br />
approximately 6,600 jobs. This sector includes administrative and support services, management <strong>of</strong> companies<br />
and enterprises, and scientific/technical services. Total employment is expected to increase 13.2% during this time<br />
frame. 5 In addition, the county remains an attractive option for small and medium sized businesses and<br />
corporations looking for new or expansion sites.<br />
Percent <strong>of</strong> Employment by Industry, 2008<br />
Trade, Trans. & Utilities<br />
(18%)<br />
Government (17%)<br />
Education & Health Services<br />
(14%)<br />
Manufacturing (11%)<br />
Leisure & Hospitality (11%)<br />
Pr<strong>of</strong>essional & Business<br />
Services (11%)<br />
Construction (6%)<br />
Financial Activities (4%)<br />
Other Services (3%)<br />
Farm (3%)<br />
Information Services (2%)<br />
Trade, Transportation, and Utilities<br />
is the largest employing sector<br />
followed by Government and<br />
Education & Health Services. The<br />
Trade, Transportation, and Utilities<br />
industry includes wholesale trade,<br />
grocery stores, and more. This<br />
industry will continue to increase<br />
total employment through 2016,<br />
along with all other major<br />
industries in <strong>Sonoma</strong> <strong>County</strong>.<br />
Agriculture and Agriculture and tourism are two major drivers <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> economy.<br />
Tourism Agricultural production reached $653.2 million in 2009, with the two largest<br />
categories being wine grapes ($416.5 million) and livestock and poultry products<br />
($91.1 million). Total grape tonnage increased 26% in 2009 to 212,700 tons. 6<br />
Demographic trends suggest healthy long-term prospects for the <strong>Sonoma</strong> <strong>County</strong><br />
wine industry. The easing <strong>of</strong> drought conditions will set the stage for a second<br />
consecutive year <strong>of</strong> increased wine grape production in 2010. 7<br />
5 Source: Employment Development Department<br />
6 <strong>Sonoma</strong> <strong>County</strong> Agricultural Crop Report 2009<br />
7 <strong>Sonoma</strong> <strong>County</strong> Economic Development Board, Wine Industry Insider 2010<br />
8 California Travel & Tourism Commission<br />
The tourism industry generates over $1.3 billion<br />
annually driven by the diversity <strong>of</strong> natural beauty and<br />
recreation opportunities in the county. More than 7<br />
million visitors come to the county each year, which<br />
generates close to 17,000 jobs from visitor spending.<br />
Occupancy rates in <strong>Sonoma</strong> <strong>County</strong> hotels dropped to<br />
56% in 2009. 8 Tourism marketing is supported by a<br />
non-pr<strong>of</strong>it agency formed in 2005, the <strong>Sonoma</strong><br />
<strong>County</strong> Tourism Bureau.<br />
16
The Environment and Other Resources<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Water Agency<br />
Efforts to conserve and recycle water have increased<br />
in recent years. From 1998 to 2008, water<br />
conservation and recycling increased from 3.7% to<br />
19%. In 2008, 17,536 acre-feet <strong>of</strong> water were<br />
recycled, which is equal to 5.7 billion gallons <strong>of</strong><br />
water. Over the last 12 years, total water usage has<br />
increased by just 6 percent, while the county<br />
population has increased by 13.5%.<br />
Air Quality Levels, 2008 (by Days) Air quality in <strong>Sonoma</strong> <strong>County</strong> was classified to be <strong>of</strong><br />
Good 254<br />
Moderate 11<br />
Unhealthy for Sensitive Groups 0<br />
Unhealthy 0<br />
Source: Environmental Protection Agency<br />
Source: Pacific Gas & Electric<br />
17<br />
“good” quality for 254 days <strong>of</strong> the 265 days monitored<br />
in 2008. The remaining 11 days were classified as<br />
“moderate.” <strong>Sonoma</strong> <strong>County</strong> had no days where the<br />
air quality was “unhealthy for sensitive groups.”<br />
<strong>Sonoma</strong> <strong>County</strong> continues to lead the way<br />
in total installed renewable energy,<br />
demonstrating more capacity than many<br />
nearby and comparable counties. Unique<br />
incentive programs in <strong>Sonoma</strong> <strong>County</strong>, such<br />
as the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program (SCEIP), have<br />
helped bolster the existing California Solar<br />
Incentive and Self-Generation Incentive<br />
Program rebates. Furthermore, PG&E’s<br />
recent 500mw initiative and power purchase<br />
agreement, which allows utility companies<br />
to purchase excess energy from small<br />
producers, has also created a favorable<br />
environment for the installation <strong>of</strong><br />
renewable energy.
Land Use<br />
<strong>Sonoma</strong> <strong>County</strong> encompasses over one million acres <strong>of</strong> land and water, rich in scenic<br />
beauty with an array <strong>of</strong> parks, recreational facilities, campsites and lakes. Open space<br />
and agricultural land accounts for a great majority <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> acreage. The<br />
county has approximately 123,070 acres <strong>of</strong> surface water area, <strong>of</strong> which 8,580 are bay<br />
waters.<br />
Type <strong>of</strong> Use % <strong>of</strong> Total Acres<br />
Commercial & Industrial 5.05%<br />
Residential 25.84%<br />
Agricultural* 60.96%<br />
Government 8.00%<br />
Recreation 0.02%<br />
Other 0.13%<br />
*Includes active and inactive agricultural lands, agricultural preserves, and open space<br />
contracts.<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Assessor’s Office<br />
Roadways in Maintained by: Bridges Road/Highway Miles<br />
<strong>Sonoma</strong> <strong>County</strong> City 51 942<br />
<strong>County</strong> 327 1,382<br />
State 200 227<br />
Federal 0 7<br />
<strong>Sonoma</strong> <strong>County</strong> Regional Parks<br />
Number <strong>of</strong> Parks 49<br />
Developed Acreage 519<br />
Undeveloped Acreage 8,336<br />
Trails (miles) 110<br />
Park Users (Annual) 4,958,390<br />
Vet/Community Buildings. 8<br />
Events (Annual) 4,145<br />
Attendance 387,500<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Regional Parks<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Transportation and Public Works, CalTrans<br />
West <strong>County</strong>/Joe Rodota Regional Trail
Principal Taxpayers<br />
(Amounts in Thousands)<br />
Total Taxes Percentages<br />
Geysers Power Co LLC $ 13,949<br />
1.77<br />
Pacific Gas and Electric Company 7,904 1.00<br />
Pacific Bell 1,639 0.21<br />
Agilent Technologies 1,392 0.18<br />
Simi Real Estate LLC 953 0.12<br />
SC <strong>Sonoma</strong> Development LLC 875 0.11<br />
EMI Santa Rosa LTD 867 0.11<br />
Varenna at Fountaingrove LLC 853 0.11<br />
Silverado <strong>Sonoma</strong> Vineyards LLC 842 0.11<br />
Constellation Wines US Inc 821 0.10<br />
Total taxes <strong>of</strong> 10 largest taxpayers $ 30,094<br />
4<br />
Total taxes <strong>of</strong> all taxpayers $ 788,486<br />
100.00<br />
Source: Auditor-Controller/Treasurer–Tax Collector, June <strong>2011</strong><br />
Top Ten<br />
Taxpayers<br />
4%<br />
Principal Taxpayers<br />
19<br />
All Others<br />
96%
HEALTH CARE EMPLOYMENT<br />
Employer Nature <strong>of</strong> Enterprise<br />
Kaiser Permanente Health Maintenance Organization 2,686<br />
St. Joseph's Health System Private Non-Pr<strong>of</strong>it Hospital 2,310<br />
Sutter Medical Center Public Non-Pr<strong>of</strong>it Hospital 1,197<br />
RETAIL EMPLOYMENT<br />
Safeway Food Stores 1,200<br />
WalMart Discount Stores 650<br />
Lucky Food Stores 552<br />
Hansel Dealer Group Auto Dealership 450<br />
The Home Depot Home Improvement Stores 392<br />
G&G Supermarket Food Stores 350<br />
MANUFACTURING EMPLOYMENT<br />
Agilent Technologies Electronic Instruments 1,100<br />
Amy's Kitchen Natural Frozen Foods 900<br />
Medtronic Surgical Devices 800<br />
OTHER EMPLOYMENT<br />
Major Employers<br />
<strong>2011</strong><br />
River Rock Entertainment Authority Casino 660<br />
Kendall Jackson Wine Estates Winery 640<br />
AT&T Telephone Utility 597<br />
Wells Fargo Banking 519<br />
PG&E Electric & Gas Utilities 500<br />
Korbel Winery 426<br />
Petaluma Acquisitions Poultry Processing 425<br />
Exchange Bank Banking 415<br />
Note: Excludes Government, Non-Pr<strong>of</strong>it, & Education Employment<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Economic Development Board, Local Economic Report - Spring <strong>2011</strong><br />
20<br />
Number <strong>of</strong><br />
Employees
WHERE DOES YOUR PROPERTY TAX DOLLAR GO?<br />
Distribution <strong>of</strong> the <strong>2011</strong>-12 Property Tax Dollar<br />
Total Prop 13 Tax Levy: $655.0 Million<br />
<strong>County</strong><br />
$190.9M,<br />
29%<br />
*Redevelopment<br />
Agencies<br />
$51.9M,<br />
8%<br />
Schools<br />
$313.7M,<br />
48%<br />
Cities<br />
$58.4M,<br />
9%<br />
Special Districts<br />
$40.1M,<br />
6%<br />
*Pursuant to California Law, redevelopment agencies are established for the purpose <strong>of</strong><br />
eliminating blight that hinders private development and growth within a community.<br />
21
FINANCIAL SUMMARIES<br />
This section contains a number <strong>of</strong> different summary level presentations <strong>of</strong> the total Recommended <strong>Budget</strong> information. It<br />
shows the use <strong>of</strong> fund balance for each <strong>of</strong> the major fund groups (such as the General Fund or Special Revenue Funds), total<br />
financing sources by type (such as taxes or monies from other governments), total financing uses by groups <strong>of</strong> functions or<br />
services (such as Administration and <strong>Fiscal</strong> Services or Justice Services), and total financing uses by types <strong>of</strong> expenditures<br />
(such as salaries and benefits or fixed assets).<br />
In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget.<br />
For more information on individual departmental budgets, see the following sections <strong>of</strong> this budget document which are<br />
grouped according to similar functions or types <strong>of</strong> services.<br />
For financial summaries presented in the required State <strong>of</strong> California schedule format, see the section labeled "State<br />
Financial Schedules" toward the end <strong>of</strong> the document.<br />
CHANGES IN FUND BALANCES<br />
Total <strong>Adopted</strong> Total <strong>Adopted</strong> Estimated<br />
Estimated Available Fund Financing Sources Financing Uses Available Fund<br />
Balance/Retained (Revenues & Use <strong>of</strong> (Expenditures & Balance/Retained<br />
Earnings Fund Balance/Net Increases to Fund Earnings<br />
Description June 30, <strong>2011</strong> Assets*) Balance/Net Assets) June 30, <strong>2012</strong><br />
General Funds 92,785,503 368,797,829 387,137,394 74,445,938<br />
Special Revenue Funds 166,799,534 378,423,884 428,077,829 117,145,589<br />
Debt Service Funds 9,624,537 3,520,000 3,521,400 9,623,137<br />
Subtotal - <strong>County</strong> Operating 269,209,574 750,741,713 818,736,623 201,214,664<br />
Capital Projects 315,895 33,635,388 33,951,283 0<br />
Subtotal <strong>County</strong> Funds 269,525,469 784,377,101 852,687,906 201,214,664<br />
Less: Operating Transfers 0<br />
(84,068,082) (84,068,082) 0<br />
Total <strong>County</strong> Funds 269,525,469<br />
700,309,019 768,619,824 201,214,664<br />
Enterprise Funds 11,112,771 98,548,421 107,158,338 2,502,854<br />
Internal Service Funds 76,715,061 41,228,967 58,824,646 59,119,382<br />
Special Districts 226,981,743 226,037,865 285,004,423 168,015,185<br />
Grand Total 584,335,044 1,066,124,272 1,219,607,231 430,852,085<br />
*Use <strong>of</strong> fund balance/net assets included in this column is limited to the amount needed to finance increases to fund balance/<br />
net assets.<br />
All other uses <strong>of</strong> fund balance/net assets are determined based on the excess <strong>of</strong> Financing Uses over Financing Sources<br />
and reflected as a decrease to the estimated ending fund balance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
23<br />
Financial Summaries
Description<br />
Financing Sources:<br />
COUNTY OF SONOMA<br />
COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY<br />
FY 2009-10 THROUGH FY <strong>2011</strong>-12<br />
Taxes 280,779,885 277,758,299 287,110,140 287,710,140<br />
Licenses/Permits/Franchises 15,967,316 16,760,509 16,804,451 16,804,451<br />
Fines/Forfeitures/Penalties 17,868,690 19,794,646 12,878,238 14,780,835<br />
Use <strong>of</strong> Money/Property 31,614,469 25,531,709 22,992,632 23,021,086<br />
Intergovernmental Revenues 420,340,871 447,115,902 451,326,888 457,092,990<br />
Charges for Services 203,163,277 129,760,013 127,252,609 127,604,679<br />
Miscellaneous Revenues 62,178,618 67,844,822 80,790,457 80,595,221<br />
Other Financing Sources 67,597,015 121,497,176 56,050,648 56,893,541<br />
Use <strong>of</strong> Fund Balance/Net Assets 86,268,922 57,509,267 153,146,475 155,104,288<br />
Total Financing Sources 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231<br />
Uses <strong>of</strong> Financing by Function:<br />
Administrative & <strong>Fiscal</strong> Services 157,763,155 138,130,971 157,163,638 153,051,346<br />
Justice Services 215,273,574 209,989,890 201,217,437 208,858,789<br />
Health & Human Services 298,824,654 307,843,996 303,717,450 305,336,951<br />
Development Services 345,123,165 402,747,863 425,358,158 429,518,596<br />
Other <strong>County</strong> Services 68,998,502 50,328,066 87,670,701 87,788,937<br />
Capital Projects 32,529,488 19,756,822 31,603,825 33,431,283<br />
Increase to Fund Balance/Net Assets 67,266,525 34,774,735 1,621,329 1,621,329<br />
Total Financing Uses 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231<br />
Uses <strong>of</strong> Financing by Type:<br />
Actual<br />
2009-10<br />
Estimated<br />
2010-11<br />
Recommended<br />
<strong>2011</strong>-12<br />
<strong>Adopted</strong><br />
<strong>2011</strong>-12<br />
Salaries & Benefits* 493,636,178 466,523,348 464,208,144 471,474,177<br />
Services & Supplies 403,064,958 433,675,377 438,024,515 441,184,476<br />
Other Charges 1<br />
264,576,530 273,783,313 316,136,763 317,309,240<br />
Fixed Assets 97,757,160 90,181,292 113,132,765 114,974,869<br />
Operating Transfers 63,682,460 60,938,592 67,592,930 68,435,823<br />
Reimbursements (204,204,748) (196,304,314) (198,129,608) (198,969,569)<br />
Appropriations for Contingencies 0 0 5,765,700 3,576,886<br />
Increase to Fund Balance/Net Assets 67,266,525 34,774,735 1,621,329 1,621,329<br />
Total Financing Uses 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231<br />
*Total Permanent Positions (FTE) 4,042 3,805 3,604 3,657<br />
1 The FY 11-12 increase in Other <strong>County</strong> Services is from $35 million in new appropriations for Open Space<br />
land acquisitions, financed by voter approved Open Space sales tax revenues.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
24<br />
Financial Summaries
Miscellaneous<br />
Revenues<br />
7%<br />
($80.6)<br />
Charges for<br />
Services<br />
10%<br />
($127.6)<br />
Other Financing<br />
Sources<br />
5%<br />
($56.9)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> Funding Sources<br />
(In Millions)<br />
Use <strong>of</strong> Fund<br />
Balance/Net Assets<br />
13%<br />
($155.1)<br />
Total <strong>Budget</strong> $1.2 Billion<br />
25<br />
Taxes<br />
24%<br />
($287.7) Licenses/Permits/<br />
Franchises<br />
1%<br />
($16.8)<br />
Intergovernmental<br />
Revenues<br />
37%<br />
($457.1)<br />
Fines/<br />
Forfeitures/<br />
Penalties<br />
1%<br />
(14.8)<br />
Use <strong>of</strong> Money/<br />
Property<br />
2%<br />
($23.0)<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong> - All Funds<br />
$1.2 Billion<br />
These Functions correspond to the groups <strong>of</strong> departmental budgets located in the<br />
tabbed sections <strong>of</strong> this document. This total includes all budgets recommended by<br />
the <strong>County</strong> Administrator.<br />
Administrative &<br />
<strong>Fiscal</strong> Services<br />
13%<br />
Justice Services<br />
17%<br />
Development<br />
Services<br />
35%<br />
Other <strong>County</strong><br />
Services<br />
7%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
25%<br />
*Administrative Support & <strong>Fiscal</strong> Services also includes Non-Departmental, which<br />
contains revenues and expenditures not allocated directly to departments, and Risk<br />
Management, the Couty's self-insurance funds, which are already reflected in<br />
department charges. Without these budget units, Administrative & <strong>Fiscal</strong> Services<br />
would represent 6.6% <strong>of</strong> the total.<br />
The next few pages provide a closer look at the county General Fund only. The<br />
General Fund accounts for a little under a third <strong>of</strong> the total budget recommended by<br />
the <strong>County</strong> Administrator.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
26<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> General Fund Financing Sources<br />
(In Millions)<br />
Other*<br />
10.0%<br />
State/Federal<br />
24.8%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
$95.6<br />
$38.8<br />
Charges for Services<br />
10.2%<br />
$39.4<br />
$18.1<br />
Use <strong>of</strong> Prior <strong>Year</strong>*<br />
Fund Balance<br />
4.7%<br />
$194.0<br />
Total <strong>Adopted</strong> <strong>Budget</strong> $385.9 Million<br />
(Excludes General Reserve Fund and<br />
Accumulated Capital Outlay (ACO) Funds)<br />
*Other - Includes Licenses/Permits/Franchises ($9.9),<br />
Fines/Forfeitures/Penalties ($12.1), Use <strong>of</strong> Money/Property ($6.3)<br />
Miscellaneous Revenues ($5.7), and Other Financing Sources ($4.8)<br />
Taxes<br />
50.3%<br />
*Use <strong>of</strong> Prior <strong>Year</strong> Fund Balance - Includes $10 million carryover fund<br />
balance and $8.1 million in assigned balances such as Information Systems<br />
Replacement and rebudgets <strong>of</strong> Tobacco Settlement Funding for projects<br />
approved in prior years.<br />
27<br />
Financial Summaries
TAXES (50.3% OF TOTAL):<br />
GENERAL FUND - FINANCING SOURCES (REVENUES)<br />
<strong>Sonoma</strong> <strong>County</strong>’s largest General Fund revenue source is from Taxes. Tax revenues are derived mainly from<br />
our local share <strong>of</strong> Property Taxes and Sales Tax. Property Taxes, which are regulated by the State <strong>of</strong><br />
California and locally administered and distributed by the county, are based on one percent <strong>of</strong> property value.<br />
Property Taxes can increase, or decrease, annually based on the California Consumer Price Index (CCPI), but<br />
are limited to a two percent maximum increase per year unless the property is sold or construction occurs, in<br />
which case the property value for taxation purposes is adjusted to market value. Property values may also be<br />
temporarily reduced due to declines in the real estate market, as has been the case for the last 4 years.<br />
Total tax revenues are projected to increase by $1.0 million (0.5%) to $194.0 million in FY <strong>2011</strong>-<strong>2012</strong>. The<br />
projected increase is primarily related to sales and transient occupancy taxes. The increase in local sales and<br />
transient occupancy tax revenues is based on recent financial forecasts that indicate consumer spending is<br />
likely to increase slightly during FY <strong>2011</strong>-<strong>2012</strong>.<br />
INTERGOVERNMENTAL REVENUES (24.8% OF TOTAL):<br />
<strong>Sonoma</strong> <strong>County</strong>’s second largest General Fund revenue source is from Intergovernmental Revenues. These<br />
revenues, received primarily from state and federal government agencies, help finance a variety <strong>of</strong> programs,<br />
including Public Protection.<br />
Intergovernmental Revenues are projected to increase by $5.1 million (5.7%) to $95.6 million in FY <strong>2011</strong>-<br />
<strong>2012</strong>. Projected increases <strong>of</strong> $1.3 million in state funding for court security, $2.3 million in Prop 172 statewide<br />
sales tax revenues that provide dedicated funding for public safety and a $3.5 million mitigation payment from<br />
the Dry Creek Rancheria are primarily responsible for the increased revenue. The projected increases are<br />
somewhat <strong>of</strong>fset by decreased contract revenue <strong>of</strong> $1.7 million from the City <strong>of</strong> Santa Rosa and Town <strong>of</strong><br />
Windsor for Animal Care and Control now part <strong>of</strong> the Department <strong>of</strong> Health Services, a Special Revenue Fund.<br />
ALL OTHER REVENUES/FINANCING SOURCES (24.9% OF TOTAL):<br />
In the General Fund, the remaining revenues and financing sources include Licenses/Permits/Franchises<br />
(mainly building and planning permits), Fines/Forfeitures/Penalties, Use <strong>of</strong> Money & Property (mainly interest<br />
earnings), Charges for Services, Use <strong>of</strong> Prior <strong>Year</strong> Reserves & Designations (fund balance), Miscellaneous<br />
Revenues, and Other Financing Sources.<br />
Other Revenues/Financing Sources are projected to decrease by $16.0 million (14.2%) to $96.3 million in FY<br />
<strong>2011</strong>-<strong>2012</strong>. Fines/Forfeitures/Penalties are projected to decrease by $4.9 million as a result <strong>of</strong> less reliance on<br />
the one-time use <strong>of</strong> additional property tax delinquency penalties (Teeter). Licenses/Permits/Franchises are<br />
projected to decrease by $2.6 million due to the shift <strong>of</strong> Animal Care & Control to the Department <strong>of</strong> Health<br />
Services as well as certain permit revenues now being recorded in the Hazardous Materials Fund, both Special<br />
Revenue Funds. Other Financing Sources are projected to decrease by $4.5 million primarily as a result <strong>of</strong> $2.5<br />
million in debt proceeds that were budgeted in FY 2010-<strong>2011</strong> but not in FY <strong>2011</strong>-<strong>2012</strong> as well as reduced<br />
transfers <strong>of</strong> $2.0 million from other Funds. Use <strong>of</strong> Money & Property are projected to decrease by $2.4 million<br />
due to historically low interest rates.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
28<br />
Financial Summaries
Justice Services<br />
52.1%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> General Fund Appropriations<br />
(In Millions)<br />
$201.1<br />
Other*<br />
2.9%<br />
$11.1<br />
Capital Projects<br />
1%<br />
$3.9<br />
Health & Human<br />
Services<br />
13%<br />
Total <strong>Adopted</strong> <strong>Budget</strong> $385.9 Million<br />
(Excludes General Reserve Fund and<br />
Accumulated Capital Outlay (ACO) Funds)<br />
Development<br />
Services<br />
7.8%<br />
Administration &<br />
<strong>Fiscal</strong> Services<br />
23.2%*<br />
*Other - Includes General Government Transfers ($5.0), Other <strong>County</strong> Services<br />
($5.8), and Increases to Fund Balance ($0.3)<br />
*Administration and <strong>Fiscal</strong> Services - Includes all expenditures for departments that<br />
serve all others like Auditor-Controller/Treasurer-Tax Collector, Human Resources,<br />
and Information Systems, as well as expenditures serving the entire organization but<br />
budgeted centrally as opposed to included in individual departmental budgets.<br />
Without the latter the total share <strong>of</strong> General Fund would be 20.3%.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
29<br />
$50.3<br />
$89.5<br />
$30.0<br />
Financial Summaries
JUSTICE SERVICES (52.1% OF TOTAL):<br />
GENERAL FUND – APPROPRIATIONS<br />
The primary purpose <strong>of</strong> Justice (public safety) Services is to provide a lawful and secure environment for<br />
persons and property. These services are mainly from the Sheriff, District Attorney, Probation, and the Public<br />
Defender. Funding <strong>of</strong> Justice Services programs continues to be one <strong>of</strong> the highest priorities for the Board <strong>of</strong><br />
Supervisors.<br />
Justice Services’ appropriations are projected to decrease by $5.0 million (2.4%) to $201.1 million in FY <strong>2011</strong>-<br />
<strong>2012</strong>. An overall reduction <strong>of</strong> 2.5% in available general fund resources and the need to address the continuing<br />
structural deficit resulted in decreases in staffing and related appropriations for many Justice Services<br />
programs, including $1.0 million in reductions to the Sheriff’s Department, $2.4 million for the Probation<br />
Department and $1.1 million for the Office <strong>of</strong> the District Attorney. The overall percentage <strong>of</strong> budget cuts to<br />
public safety departments was less severe than the prior year, commensurate with the Board <strong>of</strong> Supervisors<br />
priority to preserve public safety.<br />
ADMINISTRATION & FISCAL SERVICES (23.2% OF TOTAL):<br />
Administration and <strong>Fiscal</strong> Services departments, which provide external and internal services to the public and<br />
all the other county departments and other agencies, include the Board <strong>of</strong> Supervisors, <strong>County</strong> Administrator,<br />
<strong>County</strong> Counsel, Information Systems (technology and communications services), Human Resources, General<br />
Services (architectural and real estate management, facilities maintenance, fleet, purchasing, utilities, etc.),<br />
<strong>County</strong> Clerk/Recorder/Assessor (elections, recording services, property assessments, etc.) and the Auditor-<br />
Controller-Treasurer-Tax Collector (accounting, auditing, payroll, tax collection, treasury services, etc.).<br />
Administration & <strong>Fiscal</strong> Services appropriations are projected to increase by $1.4 million (1.6%) to $89.5<br />
million in FY <strong>2011</strong>-<strong>2012</strong>. The appropriation increases are primarily found in Non-Departmental which contains<br />
costs not allocated directly to departments (e.g. pr<strong>of</strong>essional development, tuition/textbook etc). Appropriation<br />
decreases are spread throughout this entire group <strong>of</strong> departments, which rely heavily on general fund<br />
discretionary revenues to finance their budgets and exclusive <strong>of</strong> Non-Departmental decreased 10% due to<br />
reduced general fund support.<br />
ALL OTHER APPROPRIATIONS (24.7% OF TOTAL):<br />
All Other Appropriations include Development Services (planning and permitting, parks, emergency services,<br />
etc.), general fund support <strong>of</strong> Health and Human Services programs, General Government Transfers<br />
(contributions to reserves, Road Fund, Capital Projects, etc.), Other <strong>County</strong> Services (agricultural protection)<br />
and Provisions for Reserves/Designations.<br />
Other Appropriations are projected to decrease by $6.3 million (6.2%) to $95.3 million in FY <strong>2011</strong>-<strong>2012</strong>. The<br />
most significant decreases in this category include $4.2 million in reductions for Development Services, $1.5<br />
million for Permit and Resource Management Department, $1.4 million for the Regional Parks Department and<br />
$1.3 million due to the transition <strong>of</strong> the Hazardous Materials Fund to a Special Revenue Fund. Other <strong>County</strong><br />
Services saw a decline <strong>of</strong> $3.4 million primarily due to the transition <strong>of</strong> Animal Care and Control to Health<br />
Services and a reduction <strong>of</strong> $2.4 million in general fund support to Health Services program. These reductions<br />
are somewhat mitigated by a $3.9 million increase in contributions to Capital Projects.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
30<br />
Financial Summaries
SPECIAL REVENUE FUNDS:<br />
ALL OTHER FUNDS ACTIVITY – SOURCES AND USES<br />
This group <strong>of</strong> funds is used to account for specific revenue sources that are legally restricted or committed to<br />
expenditures for specified purposes. The largest <strong>of</strong> these are for state and federal programs in the Health and<br />
Human Services areas, but this fund group also includes Roads and the Advertising Fund. Special Revenue<br />
fund activity increased $40.9 million (10.6%) to $428.1 million. Increases include appropriations <strong>of</strong> $35.4<br />
million for voter-approved Measure F, the <strong>Sonoma</strong> <strong>County</strong> Open Space, Clean Water and Farmland Protection<br />
Measure which levies a quarter cent sales tax by the <strong>County</strong> instead <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Open Space<br />
Authority as under Measure C. The Road Fund saw an increase <strong>of</strong> $11.3 million attributable to a $5.0 million<br />
pass through funding for federal pavement preservation, a $2.0 million increase for three large bridge projects<br />
and $3.0 million in Prop 1B funds for specific capital projects.<br />
DEBT SERVICE FUNDS:<br />
This group <strong>of</strong> funds accounts for the interest and principal payments on all general obligation debt other than<br />
those that appear within non-county special assessments or individual enterprise funds. Total activity decreased<br />
$0.6 million (15.2%) based on a decrease in the repayment schedule for the outstanding debt.<br />
CAPITAL PROJECTS:<br />
This group <strong>of</strong> funds accounts for the acquisition and construction activities <strong>of</strong> capital facilities. Total activity<br />
decreased by $5.2 million (13.3%) driven mainly by a $3.1 million decrease in county energy improvement<br />
projects.<br />
ENTERPRISE FUNDS:<br />
This group <strong>of</strong> funds accounts for operations that are financed and operated in a manner similar to private<br />
business enterprise. The largest <strong>of</strong> these are the Refuse Disposal Enterprise and the Transit Services Enterprise.<br />
Total activity increased $3.9 million (3.7%) driven primarily by Transit Services. The Transit increases are for<br />
a combination <strong>of</strong> capital asset acquisitions including several new buses as well as a natural gas facility with<br />
funding coming from federal, state and local sources.<br />
INTERNAL SERVICE FUNDS:<br />
This group <strong>of</strong> funds accounts for the self-funded insurance programs in the county, IT system maintenance<br />
(e.g. Human Resource Management System) and use and replacement <strong>of</strong> the heavy equipment fleet in the<br />
Roads Department, total activity increased (0.1%).<br />
SPECIAL DISTRICT FUNDS:<br />
These funds are for independent units <strong>of</strong> local government, generally established to perform a single specified<br />
service and, in this document, are those that are governed by the <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors. The<br />
largest <strong>of</strong> these are the <strong>Sonoma</strong> <strong>County</strong> Water Agency, the Community Development Commission, and the<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space District. Total activity increased $1.2 million<br />
(0.4%) driven primarily by increases in various projects for the Community Development Commission.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
31<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
32<br />
Financial Summaries
ADMINISTRATIVE SUPPORT<br />
& FISCAL SERVICES<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator 5,483,922 1,661,928 3,821,994<br />
<strong>County</strong> Counsel 6,979,109 5,270,873 1,708,236<br />
Human Resources 61,695,283 40,577,935 21,117,348<br />
General Services 37,829,781 20,999,359 16,830,422<br />
Information Systems 40,535,422 34,115,705 6,419,717<br />
Non-Departmental 83,829,943 252,992,752 (169,162,809)<br />
Auditor-Controller/Treasurer-Tax Collector 28,014,425 20,410,670 7,603,755<br />
<strong>County</strong> Clerk-Recorder-Assessor 15,770,823 5,256,388 10,514,435<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
33<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Administrative Support & <strong>Fiscal</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
34<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
The Board <strong>of</strong> Supervisors is committed to enriching the quality <strong>of</strong> life in<br />
<strong>Sonoma</strong> <strong>County</strong> through superior public service.<br />
The <strong>County</strong> Administrator’s Office serves the public by collaboratively<br />
leading and supporting the county organization, in partnership with the<br />
community, to enact the Board <strong>of</strong> Supervisors’ goals.<br />
DEPARTMENTAL DESCRIPTION<br />
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $5,483,922<br />
Total Revenues $1,661,928<br />
Total Net Cost $3,821,994<br />
Total Staff 27.55<br />
% Funded by Local Discretionary Funds 70%<br />
The Board <strong>of</strong> Supervisors enacts legislation to serve and protect county<br />
residents and establishes general policies for the operation <strong>of</strong> county<br />
government. The Board also acts as the governing body for certain special districts. In addition, each Supervisor provides constituent<br />
services within the county’s five Supervisorial Districts and serves on various local, regional, state, and national boards and committees.<br />
The Clerk <strong>of</strong> the Board provides administrative support to the Board <strong>of</strong> Supervisors and maintains the <strong>of</strong>ficial records <strong>of</strong> all Board <strong>of</strong><br />
Supervisors’ actions and proceedings. The duties <strong>of</strong> the Clerk <strong>of</strong> the Board <strong>of</strong> Supervisors fall under the responsibility <strong>of</strong> the <strong>County</strong><br />
Administrator. The Assessment Appeals Board (AAB) acts as the county Board <strong>of</strong> Equalization, pursuant to the California<br />
Administrative Code, and hears all appeals regarding the valuation <strong>of</strong> property determined by the <strong>Sonoma</strong> <strong>County</strong> Assessor.<br />
The <strong>County</strong> Administrator’s Office acts as the agent <strong>of</strong> the Board <strong>of</strong> Supervisors in managing, directing, and coordinating the operation<br />
<strong>of</strong> all departments over which the Board <strong>of</strong> Supervisors exercises control. Major activities <strong>of</strong> the <strong>of</strong>fice include: Launching and guiding<br />
the comprehensive reinvigoration and update <strong>of</strong> the county Strategic Plan; ensuring implementation <strong>of</strong> Board <strong>of</strong> Supervisors policy<br />
objectives; reviewing all agenda items for the weekly meetings <strong>of</strong> the Board <strong>of</strong> Supervisors; assisting with performance evaluation <strong>of</strong><br />
appointed department heads; implementing the county’s legislative platform for the Board <strong>of</strong> Supervisors and all county departments,<br />
and overseeing the county’s legislative advocacy program including supporting all Board led efforts to secure additional state and federal<br />
resources on behalf <strong>of</strong> the <strong>County</strong>; preparing studies and analyses including fiscal and programmatic performance assessments;<br />
preparing the county budget; overseeing preparation <strong>of</strong> the county's Capital Improvement Program; and providing staff services to the<br />
Local Agency Formation Commission (LAFCO), an independent agency established by state law.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> General Fund<br />
Charges for Services &<br />
Other Misc.<br />
LAFCO<br />
Reimbursement<br />
35<br />
Funding Uses<br />
CAO Administration<br />
LAFCO Services<br />
Clerk/Assessment<br />
Appeals Board<br />
Board <strong>of</strong> Supervisors<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• The Board adopted the <strong>2011</strong> Board Work Plan with five<br />
elements: 1) Pension and Benefits Sustainability; 2)<br />
Ensuring a Balanced <strong>Budget</strong>; 3) Launching a robust and<br />
coordinated Economic Development Initiative; 4)<br />
Developing a coordinated a Sustainable Energy and<br />
Water policy; and 5) creating regional opportunities for<br />
shared services across jurisdictions.<br />
• The Board <strong>of</strong> Supervisors created a number <strong>of</strong> Ad Hoc<br />
committees including: Upstream Investment, Pension<br />
Reform, Economic Development, Marijuana Issues and<br />
others to address pressing needs and carryout <strong>2011</strong> Board<br />
Work Plan.<br />
• The Board launched the Jobs Plan and Economic<br />
Development Initiative for <strong>2011</strong> (Element 3 <strong>of</strong> Board<br />
Work Plan).<br />
• The <strong>County</strong> Administrator’s Office led an organizationwide<br />
effort to update and reinvigorate the <strong>County</strong>’s<br />
Strategic Plan.<br />
• The Board and <strong>County</strong> Administrator’s Office led an<br />
unprecedented, statewide <strong>County</strong> negotiation with the<br />
Governor over realignment proposals to help address the<br />
state’s fiscal crisis.<br />
• The Board <strong>of</strong> Supervisors and <strong>County</strong> Administrator’s<br />
Office successfully defended against the federal<br />
reduction <strong>of</strong> $2 million in geothermal royalty payments<br />
to serve <strong>Sonoma</strong> <strong>County</strong> residents.<br />
• The Board and the <strong>County</strong> Administrator’s Office<br />
implemented an innovative vendor cost reduction<br />
program saving nearly $2 million countywide.<br />
• The <strong>County</strong> Administrator’s Office produced with first<br />
ever <strong>County</strong> Annual Report highlighting services from<br />
all county departments.<br />
• The Board and <strong>County</strong> Administrator’s Office built upon<br />
online broadcasting <strong>of</strong> Board meetings by creating new<br />
channels <strong>of</strong> public access through the use <strong>of</strong> social<br />
networking and enhanced online resources thus creating<br />
greater access to county information.<br />
• The Board launched the first ever community garden at<br />
Larson Regional Park.<br />
• The Board approved the purchase <strong>of</strong> Roseland Plaza<br />
approving the movement <strong>of</strong> one <strong>of</strong> the community’s most<br />
vital redevelopment efforts.<br />
• The Board represented the <strong>County</strong> on the national and<br />
statewide level in leadership roles with the National<br />
Association <strong>of</strong> Counties, California State Association <strong>of</strong><br />
Counties, Association <strong>of</strong> Bay Area <strong>of</strong> Governments, and<br />
Association <strong>of</strong> California Water Agencies. Major policy<br />
initiatives included health care reform implementation,<br />
water, and energy sustainability.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
36<br />
FY 11-12 OBJECTIVES<br />
• Complete enactment <strong>of</strong> Board <strong>2011</strong> Work Plan and initiate a<br />
<strong>2012</strong> Work Plan.<br />
• Complete the <strong>County</strong> Redesign Effort to align an organization<br />
with available on-going resources ensuring congruence to<br />
Board adopted <strong>County</strong> Strategic Plan.<br />
• Complete the implementation <strong>of</strong> the Jobs Plan and Economic<br />
Development Initiative for <strong>2011</strong>.<br />
• Determine the feasibility and steps required to become a<br />
Community Choice Aggregation <strong>County</strong> in order to further<br />
our sustainability efforts and meet the Community wide<br />
Climate Protection goals for 2015.<br />
• Complete long term pension sustainability efforts for the<br />
<strong>County</strong>.<br />
• Successfully address realignment <strong>of</strong> state functions in adult<br />
and juvenile corrections to develop more effective recidivism<br />
reduction efforts.<br />
• Continue efforts to increase access to key state and federal<br />
policy makers to ensure county issues are addressed by the<br />
legislature and Congress as well as Executive <strong>of</strong>ficials.<br />
Administrative Support & <strong>Fiscal</strong> Services
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Total Expenditures 5,970,240 5,483,922 (8.1)<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
RECOMMENDED BUDGET<br />
STAFFING SUMMARY<br />
1,544,754 1,661,928 7.6<br />
4,425,486 3,821,994 (13.6)<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 32.04 27.55 (4.49) (14.01)<br />
The recommended budget reflects overall expenditures <strong>of</strong> $5.5 million, a $400,000 decrease from FY 10-11. These expenditures are<br />
supported by $1.7 million in revenues and internal reimbursements for services provided to other departments and agencies and <strong>County</strong><br />
General Fund support <strong>of</strong> $3.8 million. These revenues and reimbursements were increased about $120,000 and overall <strong>County</strong> General<br />
Fund net cost decreased as a result by nearly $600,000 from FY 10-11. This equates to a 25% reduction in <strong>County</strong> General Fund support<br />
as a contribution to reducing the projected countywide gap <strong>of</strong> $43 million. Reductions in <strong>County</strong> General Fund support were made<br />
primarily in staff positions (eliminating the Community and Government Affairs Manager, an Administrative Analyst, two Secretaries<br />
and holding the Assistant <strong>County</strong> Administrator vacant) and by relying more heavily on project work for implementing the Strategic<br />
Plan.<br />
Core Services Maintained<br />
• The Board will continue to serve and protect county residents and the <strong>County</strong> Administrator and will continue to support the Board by<br />
managing, directing, and coordinating the operations <strong>of</strong> the departments over which the Board has control. All core services <strong>of</strong> the<br />
Board and <strong>County</strong> Administrator are maintained in this budget.<br />
Services Eliminated or Reduced<br />
The reduction <strong>of</strong> 25% in <strong>County</strong> General Fund support ($1.1 million) will result in the following:<br />
o Diminished capacity to direct and coordinate county services and oversee the activities <strong>of</strong> county departments and agencies.<br />
o Diminished support to Board and departments in the areas <strong>of</strong> budget, policy, and major project leadership. Reduced ability for<br />
<strong>County</strong> Administrator’s Office staff to lead or participate in analytical studies related to organization, budget administrative and<br />
management issues. Only mandated budget and board support will remain.<br />
o Diminished capacity to carry out the Board's Strategic Plan goal to engage the community and interested stakeholders (various<br />
boards, commissions, citizen's groups, <strong>of</strong>fices <strong>of</strong> public agencies, and employee organization representatives), reduced public<br />
information and education, reduced ability to advocate for issues <strong>of</strong> concern at the state and federal level.<br />
o Departments will be required to make copies <strong>of</strong> all board materials in advance <strong>of</strong> meetings and will no longer receive paper<br />
distributions after meetings. Information will be made available on line and departments will be required to self serve.<br />
Strategic Plan Focus<br />
The recommended budget for the Board <strong>of</strong> Supervisors and the <strong>County</strong> Administrator supports all the focus areas <strong>of</strong> the <strong>County</strong> Strategic<br />
Plan and implementing the Board’s Work Plans for <strong>2011</strong> and <strong>2012</strong>.<br />
• Safe, Healthy and Caring Communities – The Board <strong>of</strong> Supervisors and <strong>County</strong> Administrator Office’s efforts to maintain and<br />
enhance the foundations <strong>of</strong> safe, healthy and caring communities is supported by this budget. As the State shifts more responsibilities<br />
in criminal justice, social services and health care to the <strong>County</strong>, it is critical the Board and CAO have the ability to nimbly and<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
37<br />
Administrative Support & <strong>Fiscal</strong> Services
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
effectively redirect and reallocate county resources to preserve vital services. The recommended budget provides resources for the<br />
analysis needed and ability to provide the Board with the most informed and efficient options from which to direct county action.<br />
• Environmental and Economic Stewardship – In FY 2010-<strong>2011</strong>, the Board launched a number <strong>of</strong> initiatives to strengthen the local<br />
economy and continue to maintain and protect the environment. The Board’s Jobs Plan and Economic Development Initiative is<br />
supported by this budget. In addition, the recommended budget provides the resources to support the ongoing Board direction around<br />
the energy and water sustainability efforts, the feasibility study <strong>of</strong> a community choice aggregation and the advocacy efforts needed to<br />
fend <strong>of</strong>f any reduction in state or federal resources for county services. Further, the recommended budget funds the CAO’s ability to<br />
produce and provide to the Board a recommended balanced county budget for FY <strong>2012</strong>-2013 aligned with available resources, a<br />
keystone to guiding the organization forward through a time <strong>of</strong> reductions into one <strong>of</strong> rebuilding and renewal.<br />
• Invest in the Future – Board led and CAO supported efforts to prioritize and direct resources to critical infrastructure, energy and<br />
water sustainability efforts, local job creation and economy strengthening are dependent on comprehensive analysis, access to vital<br />
information and the ability to manage and support strategic projects. The recommended budget supports the functions needed to<br />
provide the Board with pertinent, critical and required information to set policy and monitor its implementation.<br />
• Civic Services and Community Engagement – The Board is the primary body for effective legislative advocacy, board based and<br />
issue specific community engagement. The recommended budget supports Board led community engagement efforts and supports, at<br />
a reduced level, the <strong>County</strong> Administrator’s Office role in staffing them.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
38<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Counsel’s <strong>of</strong>fice is committed to providing the highest<br />
quality legal representation and advice, in a timely and responsive manner,<br />
to assist the <strong>County</strong>, its governing Board <strong>of</strong> Supervisors, and other <strong>of</strong>fice<br />
clients, to promote the public interest, achieve programmatic and strategic<br />
goals, and protect financial resources.<br />
DEPARTMENTAL DESCRIPTION<br />
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $6,979,109<br />
Total Revenues $5,384,873<br />
Total Net Cost $1,594,236<br />
Total Staff 36.05<br />
% Funded by Local Discretionary Funds 22.8%<br />
The <strong>Sonoma</strong> <strong>County</strong> Counsel is the primary provider <strong>of</strong> legal services to<br />
<strong>County</strong> departments, over 25 special districts, as well as to the Board <strong>of</strong><br />
Supervisors, Grand Jury, Agricultural Preservation and Open Space District, <strong>Sonoma</strong> Marin Area Rail Transit District, <strong>Sonoma</strong> <strong>County</strong><br />
Water Agency, Local Agency Formation Commission, <strong>Sonoma</strong> <strong>County</strong> Transportation Authority, and the Regional Climate Protection<br />
Agency. The <strong>County</strong> Counsel’s <strong>of</strong>fice provides legal staff to many <strong>County</strong> commissions, and its attorneys, regularly provides counsel to<br />
the Board <strong>of</strong> Supervisors, Planning Commission, Civil Service Commission, and Board <strong>of</strong> Zoning Adjustments at public meetings and<br />
hearings. In addition to providing daily advice on issues such as contract compliance, employment conditions, and land use planning,<br />
<strong>County</strong> Counsel attorneys regularly appear in court on behalf <strong>of</strong> <strong>County</strong> departments on such matters as juvenile dependency cases, code<br />
enforcement actions, bail recovery, and mental health competency hearings. <strong>County</strong> Counsel either directly handles or coordinates<br />
outside counsel in the defense <strong>of</strong> all claims filed against the <strong>County</strong>, and proactively works with departments to minimize risk and assist<br />
in policy development and implementation. <strong>County</strong> Counsel is also responsible for claims approval and management <strong>of</strong> criminal defense<br />
conflict counsel contracts.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Charges for Services<br />
Miscellaneous Revenue<br />
Cost Reimbursement<br />
Net Cost - General Fund<br />
Contribution<br />
39<br />
Funding Uses Admin Support & <strong>Fiscal</strong><br />
Services<br />
Justice Services<br />
Health & Human Services<br />
Development Services<br />
Other <strong>County</strong> Services<br />
Outside Legal Services<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Provided legal assistance to the Board <strong>of</strong> Supervisors in its<br />
consideration <strong>of</strong> several major land use projects, including<br />
the Sutter Medical Project, Syar Alexander Valley<br />
Instream Mining Project, Roblar Road Quarry Project, and<br />
the Dutra Asphalt Plant Project.<br />
• Provided legal support to the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program (SCEIP), including responding to<br />
challenges by the Federal Housing Finance Agency<br />
(FHFA); and advising on SCEIP's successful $3 million<br />
grant application to the California Energy Commission.<br />
• Pursued 33 code enforcement litigation actions and<br />
developed strategies for improving collection efforts.<br />
• Represented the Human Services Department in all phases<br />
<strong>of</strong> juvenile dependency cases for over 600 children in<br />
foster care including 1,967 court appearances, 215<br />
settlement conferences, 99 contested hearings, and 14<br />
appeals.<br />
• Represented the <strong>County</strong> in federal litigation filed by the<br />
Mishewal Wappo Tribe <strong>of</strong> Alexander Valley seeking<br />
federal recognition and trust lands eligible for gaming and<br />
played a key role in advocating for tribal fee to trust<br />
policy reform on state and national level.<br />
• Provided legal assistance to the <strong>Sonoma</strong> Marin Area Rail<br />
Transit (SMART) district in its development <strong>of</strong> the Initial<br />
Operating Segment <strong>of</strong> the commuter rail project and in<br />
operational development.<br />
• Assisted with the development <strong>of</strong> first-ever Frost<br />
Protection Ordinance, to provide an inventory <strong>of</strong> waterusing<br />
vineyard and orchard frost protection systems and<br />
set the stage for future frost water use and stream<br />
monitoring program.<br />
• Provided legal support to the Human Services<br />
Department, the juvenile court, and school districts to<br />
develop and implement a new procedure to obtain<br />
warrants to conduct in-school interviews <strong>of</strong> children who<br />
are reported to have been abused or neglected.<br />
• Successfully defended against challenge to <strong>Sonoma</strong><br />
<strong>County</strong> Water Agency's 2005 Urban Water Management<br />
Plan.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
40<br />
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
FY 11-12 OBJECTIVES<br />
• Provide legal support and coordination to the <strong>County</strong>’s<br />
continued efforts to identify a long term regional solid<br />
waste disposal and diversion strategy which will meet the<br />
region’s diversion goals and address unfunded landfill<br />
liabilities.<br />
• Provide legal support and analysis to help bring to fruition<br />
the Airport Master Plan and Runway Expansion project.<br />
• Assist General Services on significant property planning<br />
legal issues including courthouse siting and<br />
Comprehensive <strong>County</strong> Facilities Plan.<br />
• Provide effective general counsel support on transportation<br />
issues including the <strong>Sonoma</strong>-Marin Area Rail Transit<br />
project.<br />
• Continue legal support <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program, including assisting in resolving<br />
litigation with Federal Housing Finance Administration<br />
(FHFA), working on legislation to further the goals <strong>of</strong> the<br />
program and reduce program costs to participants, and<br />
developing documents and models for replication <strong>of</strong> the<br />
program in other communities.<br />
• Provide legal guidance to the Auditor-Controller<br />
Treasurer-Tax Collector in addressing and implementing<br />
legal changes in realignment as the state develops its<br />
budget.<br />
• Provide legal assistance for development and<br />
implementation <strong>of</strong> the next phase (monitoring) under the<br />
Frost Protection Ordinance.<br />
• Continue to provide legal advice to assist the <strong>County</strong>,<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency, and Regional Climate<br />
Protection Agency (RCPA) on programs that reduce<br />
greenhouse gas emissions and promote alternative<br />
sustainable energy programs in cooperation with federal,<br />
state, and other local agencies.<br />
• Coordinate negotiations and provide legal and advocacy<br />
support to insure that impacts <strong>of</strong> tribal development<br />
projects are fully mitigated and that fee to trust reform is<br />
adopted.<br />
• Continue to assist <strong>Sonoma</strong> <strong>County</strong> Water Agency and<br />
<strong>County</strong> staff on possible implementation <strong>of</strong> "Community<br />
Choice Aggregation" program.<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
<strong>County</strong> Counsel<br />
Total Expenditures 7,045,022 6,979,109 (0.9)<br />
Total Revenues & Reimbursement 5,052,271 5,384,873 6.6<br />
Total Net Cost 1,992,751 1,594,236 (20.0)<br />
RECOMMENDED BUDGET<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 38.21 36.05 (2.16) (5.7)<br />
The recommended budget reflects overall expenditures <strong>of</strong> $7.0 million, a $66,000 decrease from FY 10-11. Recommended expenditures<br />
are supported by $5.4 million in revenues and internal reimbursements for services provided to other departments and agencies and<br />
<strong>County</strong> General Fund support <strong>of</strong> $1.6 million. Revenues and reimbursements increased about $333,000 and overall <strong>County</strong> General<br />
Fund net cost decreased as a result by nearly $399,000 from FY 10-11. This equates to a 20% reduction in <strong>County</strong> General Fund support<br />
for continuing programs from the prior year. Reductions in total expenditures were made primarily in Salaries and Benefits. The<br />
increases in revenues and reimbursements were charges for services.<br />
Core Services Maintained<br />
The Office <strong>of</strong> the <strong>County</strong> Counsel is committed to meeting its mandated functions and the highest priority needs <strong>of</strong> its clients including<br />
essential contract review, legal analysis, and advice response. The budget depends upon both general fund contributions and billed<br />
revenues. Legal services for General Fund clients such as the Sheriff, Board <strong>of</strong> Supervisors, <strong>County</strong> Administrator’s Office, Permit and<br />
Resource Management Department, and Human Resources will continue to face reductions. Services supported by revenue, such as the<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency, the Agricultural Preservation and Open Space District, Health Services Department, and <strong>Sonoma</strong>-Marin<br />
Area Rail Transit District will continue at current levels. These services run the gamut <strong>of</strong> assisting departments with contract negotiation,<br />
real estate transactions, environmental analysis, and litigation.<br />
<strong>County</strong> Counsel will continue to provide the following services:<br />
• Serve as primary legal adviser to the Board <strong>of</strong> Supervisors;<br />
• Attend as counsel for all Board <strong>of</strong> Supervisors’ meetings;<br />
• Oppose claims and accounts against the <strong>County</strong> that are unjust and illegal;<br />
• Defend or prosecute all civil actions and proceedings in which the <strong>County</strong> or any <strong>of</strong> its <strong>of</strong>ficers is concerned or is a party in his or her<br />
<strong>of</strong>ficial capacity;<br />
• Represent the Human Services Department in juvenile dependency cases;<br />
• Represent the Health Services Department (Mental Health Division) in conservatorship and other proceedings;<br />
• Provide legal representation to the Grand Jury; and<br />
• Prepare impartial analysis <strong>of</strong> <strong>County</strong> and special district ballot measures.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
41<br />
Administrative Support & <strong>Fiscal</strong> Services
Services Eliminated or Reduced<br />
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
The recommended budget reduces legal support to general fund clients by eliminating approximately 1,845 legal services hours, which<br />
equates to losing approximately 1.4 attorneys. Attorney service hours will drop to 7,673 hours (approximately 5 attorneys) to meet all<br />
mandated and discretionary general fund legal needs. These reductions will eliminate the <strong>County</strong> Counsel’s ability to provide legal<br />
advice on significant unanticipated general fund projects. The Office has historically worked proactively to assist general fund client<br />
departments to minimize risk, address emerging legal issues, and achieve policy objectives. Recent general fund budget reductions will<br />
now limit but not eliminate the Office’s capacity to serve in this “general counsel” capacity for general fund clients.<br />
The reduction <strong>of</strong> Legal Service hours to various departments will result in the following:<br />
• The Human Resources Department management will have to prepare for and present cases to the Civil Service Commission;<br />
• Fewer <strong>of</strong> PRMD’s code enforcement cases will be pursued in court which could result in a direct impact on the surrounding properties<br />
in the community (e.g. public nuisances, health hazards, etc.);<br />
• More PRMD Planning Commission projects will come to the Board <strong>of</strong> Supervisors with unresolved legal issues resulting in delays to<br />
the project and increased exposure to litigation for the <strong>County</strong>;<br />
• Review and responses to Public Records Act requests will be reduced.<br />
These reductions, overall, could expose the <strong>County</strong> to a higher risk <strong>of</strong> liability in the effected areas and lead to a reduction <strong>of</strong> disciplinary<br />
cases being filed and code enforcement actions prosecuted.<br />
Strategic Plan Focus<br />
o <strong>County</strong> Counsel <strong>of</strong>fers legal advice on virtually every significant project undertaken by departments and agencies to advance the<br />
<strong>County</strong> Strategic Plan. For revenue clients, the Office will continue to play a robust role in promoting Economic and<br />
Environmental Stewardship in support <strong>of</strong> the efforts <strong>of</strong> the Opens Space District, the Water Agency, the Regional Climate<br />
Protection Agency, and <strong>Sonoma</strong>-Marin Area Rail Transit (SMART). Such initiatives include, implementing greenhouse gas<br />
emission reduction programs; supporting transportation issues including the SMART project to keep development on track for rail<br />
service by 2014; providing support on regional solid waste disposal and addressing unfunded landfill liabilities; bringing to<br />
fruition the Airport Master Plan and Runway Expansion Project; and providing legal services on the <strong>County</strong>’s energy<br />
independence program.<br />
o Legal support and assistance for general fund programs that remain a high priority such as those supporting the <strong>County</strong>’s Strategic<br />
Plan Upstream Investments will continue to be prioritized. However, there are many strategic initiatives for which the Office may<br />
not be able to continue to provide legal support without the identification <strong>of</strong> resources. Such programs include providing legal<br />
guidance for Regional Park’s development <strong>of</strong> the Tolay Master Plan or alternative uses and management <strong>of</strong> Veterans Buildings;<br />
assisting General Services with the courthouse siting and Comprehensive <strong>County</strong> Facilities Plan; and assistance with development<br />
<strong>of</strong> new planning initiatives and ordinances. The Department, however, will continue to align its limited General Fund resources<br />
with departmental priorities and <strong>County</strong> strategic plan objectives.<br />
o <strong>County</strong> Counsel will provide legal support and assistance for ongoing redesign efforts among all the internal administrative<br />
departments proposing consolidations and realignments between departments consistent with the Strategic Plan focus <strong>of</strong> Investing<br />
in the Future.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Reduce General Fund revenue to reflect shift to Code Enforcement<br />
activities.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
42<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
0 (114,000) 114,000<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
Provide comprehensive, quality human resources and risk management<br />
services to the Board <strong>of</strong> Supervisors, <strong>County</strong> Administrator’s Office<br />
(CAO), county departments, and employees so they in turn can provide<br />
essential public services to the citizens <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENTAL DESCRIPTION<br />
<strong>Budget</strong> at a Glance:<br />
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
Total Expenditures $61,695,283<br />
Total Revenues $40,577,935<br />
Total Net Cost $21,117,348<br />
Total Staff 46.50<br />
The Human Resources Department provides a wide variety <strong>of</strong> human % Funded by Local Discretionary Funds 7.0%<br />
resources, employee relations, and risk management services to<br />
departments and agencies governed by the Board <strong>of</strong> Supervisors. The<br />
department also provides staff support to the Civil Service Commission, and limited assistance to the Status <strong>of</strong> Women & Human Rights<br />
Commissions. Human Resource services include: recruitment, selection, classification and compensation services; position allocation<br />
administration; overall responsibility for the <strong>County</strong>’s compliance with local, state, and federal laws governing Equal Employment<br />
Opportunity, non-discrimination, and compliance with the Americans with Disabilities Act (ADA) programs. Human Resources<br />
negotiates and administers Memorandums <strong>of</strong> Understanding (MOU), the Salary Resolution, and advises departments on employee labor<br />
relations issues. Although the department will no longer administer training academies, Human Resources will <strong>of</strong>fer redesigned<br />
supervisory and management training in core areas, including ADA and EEO compliance, Progressive Discipline, and Leave<br />
Management. The department will also continue to <strong>of</strong>fer mandated training in Sexual Harassment Prevention as well as workplace<br />
safety.<br />
Human Resources’ Risk Management Division manages and administers all purchased and self-insurance programs covering <strong>County</strong><br />
operations including: general liability, employee and retiree health and welfare benefits, workers’ compensation, long-term disability,<br />
medical malpractice, educational assistance, and fringe benefit programs. The division is also responsible for procurement and<br />
management <strong>of</strong> all miscellaneous insurance programs to protect county assets from loss, including property, earthquake, airport and<br />
marina liability, employee faithful performance bond, and watercraft. Division staff is responsible for administration <strong>of</strong> the <strong>County</strong>’s<br />
programs for medical leaves <strong>of</strong> absence, including transitional duty, Americans with Disabilities Act (ADA) employment<br />
accommodations and medical review management. The Division provides consultation and support to <strong>County</strong> departments on the<br />
<strong>County</strong>’s Safety Management Program which includes all occupational safety and loss prevention efforts in compliance with Cal-OSHA<br />
regulations.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund Contribution<br />
Self-Insurance Revenues<br />
Reimbursements (All)<br />
Interest & Other<br />
Use <strong>of</strong> Internal Svcs Fund<br />
Balances<br />
43<br />
Funding Uses<br />
Recruitment & Classification<br />
EEO/ADA<br />
Employee Relations<br />
Property Insurance<br />
Health Insurance<br />
Workers' Compensation<br />
Liability<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Completed labor negotiations with ten <strong>of</strong> the county’s<br />
labor organizations. Agreements’ language includes<br />
cost savings measures <strong>of</strong> Mandatory Time Off (MTO)<br />
for fiscal years 10-11 and 11-12.<br />
• In partnership with Auditor-Controller Payroll and<br />
Information Systems staff, launched ePersonality, the<br />
<strong>County</strong>’s first automated human resources<br />
management system (HRMS).<br />
• Accomplished the first year objectives <strong>of</strong> the ADA<br />
Self-Evaluation and Transition Plan Update plan with<br />
General Services Architecture and Information<br />
Systems Department partners; maximized funding by<br />
supplementing county funds with federal stimulus<br />
funds and Community Development Block grants;<br />
adopted a Web Site Accessibility Policy; and expanded<br />
EEO Programs to include training on Title I (employee<br />
accommodation) and Title II (buildings, programs and<br />
services.)<br />
• Increased training and support to Departments on<br />
preventing harassment and discrimination complaints<br />
focusing on increasing the <strong>County</strong>’s ability to<br />
recognize and respond to employment discrimination<br />
complaints earlier and resolve employment concerns at<br />
the lowest level.<br />
• Redesigned HR’s intranet/internet site to make it user<br />
friendly and better serve our customers by allowing<br />
direct access to information and documents.<br />
• Implemented <strong>County</strong>wide Employee Wellness<br />
Program supported by the <strong>County</strong>’s health provider<br />
partners, Kaiser, Sutter, St. Joseph, and <strong>Sonoma</strong><br />
<strong>County</strong> Health Services in collaboration with the Joint<br />
Labor Management Benefits Committee.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
44<br />
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
FY 11-12 OBJECTIVES<br />
• Review Civil Service Rules, policies and procedures to<br />
maximize operational efficiencies.<br />
• Complete and implement <strong>County</strong>-wide Extra Help Policy to<br />
assist <strong>County</strong> departments to maintain sound extra help<br />
employment practices<br />
• Conduct classification analysis with a focus on the <strong>County</strong>’s<br />
strategic goals, including streamlining the organization<br />
• In support <strong>of</strong> Core Training efforts, implement monthly/bimonthly<br />
HR Liaison Group providing an educational and<br />
network forum (similar to Dept Safety Coordinator forum)<br />
focusing on Core Training areas and different HR topics each<br />
session.<br />
• Collaborate in the Comprehensive <strong>County</strong> Facilities Plan to<br />
identify earthquake priorities <strong>of</strong> <strong>County</strong>-owned properties to<br />
determine appropriate insurance coverage and other risk<br />
mitigation options.<br />
• Continue the integration <strong>of</strong> the HRMS system to complete<br />
Benefits Self Service, leave tracking and case management<br />
modules<br />
• Continue safety communication with all departments via webbased<br />
communications, enhanced SharePoint resources, and<br />
bimonthly safety council providing an educational and network<br />
forum supporting the efforts <strong>of</strong> Department Safety<br />
Coordinators.<br />
• Facilitate long term pension reform for the <strong>County</strong>.<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 55.75 46.50 (9.25) (16.6)<br />
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Human Resources - General Fund<br />
Expenditures 6,613,728 5,555,578 (16.0)<br />
Revenues & Reimbursements 1,082,764 1,238,614 14.4<br />
Net Cost 5,530,964 4,316,964 (21.9)<br />
ADA Program - Other General Fund<br />
Expenditures 2,000,000 400,000 (80.0)<br />
Revenues & Reimbursements<br />
2,000,000 400,000 (80.0)<br />
Net Cost<br />
0 0 N/A<br />
Risk Management - Internal Service<br />
Expenditures 58,522,590 55,739,705 (4.8)<br />
Revenues & Reimbursements<br />
43,062,668 38,939,321 (9.6)<br />
Net Cost<br />
15,459,922 16,800,384 8.7<br />
Total Expenditures 67,136,318 61,695,283 (8.1)<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
45<br />
46,145,432 40,577,935 (12.1)<br />
20,990,886 21,117,348 0.6<br />
Administrative Support & <strong>Fiscal</strong> Services
WORKLOAD SUMMARY<br />
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Recruitments Completed 198<br />
200<br />
Job Applications Received 12,936<br />
15,600<br />
Classification Studies: New/Revised Class Specs 41<br />
50<br />
Classification Studies: Positions Reviewed 33<br />
35<br />
Memorandums <strong>of</strong> Understanding* (Negotiations) 8 10<br />
Training Participants 5,064<br />
6,500<br />
Public Meetings and Events (Womens/Human Rights) 38<br />
40<br />
Health Plan Enrollees 6,280<br />
6,074<br />
Workers' Compensation Cases 316<br />
350<br />
Long-term Disability Cases 86<br />
85<br />
Liability Cases 913<br />
745<br />
Temporary Transitional Duty Cases 237<br />
200<br />
190<br />
13,110<br />
20<br />
7<br />
2<br />
500<br />
38<br />
6,000<br />
350<br />
85<br />
820<br />
200<br />
* MOUs have two or three year terms. Negotiations will begin in FY 11-12 with 7 bargaining groups, and will be completed in FY<br />
12-13.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $61.7 million, a $5.4 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $40.6 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $4.3 million. Revenues and reimbursements decreased about $5.6 million and overall<br />
<strong>County</strong> General Fund net cost decreased by nearly $1.2 million from FY 10-11. This equates to a 21% reduction in <strong>County</strong> General Fund<br />
support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund expenditures were made primarily in reduced<br />
staff resources. The significant decreases in revenues were in reimbursements from the Human Resources Management System project<br />
funding.<br />
Core Services Maintained<br />
• All Human Resources and Risk Management divisions will focus on delivering upstream services designed to prevent future<br />
litigation, unsafe or unlawful employment practices, and poor working conditions. As all <strong>County</strong> departments evolve, Human<br />
Resources is committed to providing assistance and important input into redesigning and reshaping the <strong>County</strong>’s workforce and how<br />
it can best provide services.<br />
• Labor relations will continue to provide recommendations and seek Board direction on the approach the <strong>County</strong> must take as nine<br />
bargaining units enter in to negotiations. The employee contracts will expire starting early in the next fiscal year (<strong>2012</strong>/13) but the<br />
<strong>County</strong>’s direction and desired outcomes must be identified, approved, and associated costs/savings must be fully researched months<br />
in advance. Labor Relations will also continue to respond to and process grievance and Unfair Labor Practice Submissions, and meet<br />
and confer with bargaining unit representatives on changes in employment conditions.<br />
• HR will continue to provide recruitment services at all levels <strong>of</strong> the organization. The unit will also continue to provide classification<br />
reviews, organizational analysis related to reorganizations, and lay<strong>of</strong>f administration and assistance. One <strong>of</strong> the primary objectives for<br />
this unit during FY 11-12 will be to review, update, and clarify Civil Service Rules to eliminate any outdated sections and rules, as<br />
well as modifications that maintain and respect the merits <strong>of</strong> our Civil Service system while enhancing clarity and practical<br />
application.<br />
• Human Resources and Risk Management will develop a training plan to provide mandatory training on Sexual Harassment<br />
Prevention, as well as a revised and streamlined grouping <strong>of</strong> “Core” supervisory and management training addressing: Disciplinary<br />
Process; Leave Administration; Transitional Duty; Occupational Safety; and Disability Management.<br />
• Through the Equal Employment Opportunity unit HR will continue to ensure <strong>County</strong> compliance with local, state and federal laws<br />
governing EEO, non-discrimination, and Americans with Disabilities Act (ADA) programs. Risk Management units will continue to<br />
manage and administer all purchased and self insurance programs including general liability, employee and retiree health and welfare<br />
benefits, workers’ compensation, long-term disability, medical malpractice, leave and return to work programs, occupational safety<br />
and loss prevention, and newly reinstated staff development fund management and disbursement.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
46<br />
Administrative Support & <strong>Fiscal</strong> Services
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
• Human Resources will continue to invest in recognizing the value <strong>of</strong> both volunteers and employees by administering the Volunteer<br />
Program, including coordinating departmental volunteer needs, planning and hosting volunteer recognition events, marketing<br />
volunteer opportunities, and monitoring use <strong>of</strong> volunteers. HR will also continue to support the Jefferson Awards, and coordinate<br />
most <strong>County</strong>-wide Employee Recognition Programs, including the annual Service Awards event, and Public Service Recognition<br />
Week.<br />
• In order to continue to support each <strong>County</strong> employee’s role as a designated disaster worker, the department will continue to<br />
coordinate the Disaster Service Worker Staffing program (maintaining current list <strong>of</strong> emergency call-back contacts and contact<br />
“phone trees” to deploy the Emergency Operations Center).<br />
Services Eliminated or Reduced<br />
The recommended budget includes $1.4 million in reduced General Fund support, mostly represented in significant staffing reductions,<br />
and were chosen to minimize impact on the department’s long and short term ability to provide and enhance/improve the core services<br />
identified above. The FY 11-12 recommended budget represents:<br />
o Elimination <strong>of</strong> the in house Leadership Development. This includes Supervisory Academy, Management Academy and Executive<br />
Development, as well as all non-mandatory training previously conducted by consultants;<br />
o Elimination <strong>of</strong> the county’s internal Reporter Employee Newsletter;<br />
o Reduction <strong>of</strong> Civil Service Commission meetings from two to one per month. From the first and third Thursday <strong>of</strong> the month to<br />
the first Thursday only.<br />
o Staff will provide modified staff support for Commission on the Status <strong>of</strong> Women and Human Rights Commission. to assist with<br />
meeting scheduling, agenda development, and purchasing support<br />
Strategic Plan Focus<br />
• Human Resources programs and efforts will contribute to the county’s strategic plan focus area <strong>of</strong> Investing in the Future by revisiting<br />
existing policies and procedures so the county can best provide and deliver public services in the most effective way.<br />
• Recruitment/Classification and the Employee Relations Divisions will continue to perform pivotal roles in assisting departments with<br />
reorganization reviews, and providing insight and assistance as the <strong>County</strong> streamlines and reshapes its workforce.<br />
• One <strong>of</strong> the county’s most important assets is its Human Capital investment, which is the collective sum <strong>of</strong> the attributes, life<br />
experience, knowledge, inventiveness, energy, and enthusiasm that our workforce invest in their day to day activities. Consequently,<br />
HR will also be participating in an ongoing redesign effort among all the administrative and internal service provider departments to<br />
look at consolidations and realignments between departments that will enable the county to strategically manage and deploy staff<br />
resources.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
47<br />
Administrative Support & <strong>Fiscal</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
48<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the General Services Department is to efficiently plan,<br />
provide, and manage quality facilities, vehicle and equipment procurement,<br />
and energy and sustainability services to support <strong>Sonoma</strong> <strong>County</strong><br />
departments and agencies in the accomplishment <strong>of</strong> their goals.<br />
<strong>Budget</strong> at a Glance:<br />
GENERAL SERVICES<br />
Jose Obregon, Director<br />
Total Expenditures $37,829,781<br />
Total Revenues $21,175,270<br />
Total Net Cost $16,654,511<br />
Total Staff 112.20<br />
DEPARTMENTAL DESCRIPTION<br />
% Funded by Local Discretionary Funds 43.5%<br />
The General Services Department provides a variety <strong>of</strong> internal service<br />
functions that support departmental activity in county government, including: major and small construction improvements to county<br />
facilities; building, equipment, and janitorial maintenance; leasing, acquisition and sale <strong>of</strong> real property, facility debt service;<br />
architecture and capital project planning; central purchasing; acquisition, maintenance, and management <strong>of</strong> fleet equipment; and<br />
management <strong>of</strong> facilities’ energy usage.<br />
Additionally, General Services manages the operations <strong>of</strong> the customer service center serving the <strong>Sonoma</strong> <strong>County</strong> Energy Independence<br />
Program (SCEIP).<br />
The department manages four special funds: Fleet Accumulated Capital Outlay funded with a portion <strong>of</strong> vehicle usage rates charged to<br />
county programs provides for vehicle replacement, capital investment, and equipment improvements that benefit the county’s fleet;<br />
<strong>County</strong> Center facilities established to accumulate funds from lease savings for future major repairs or replacements <strong>of</strong> certain facilities;<br />
parking enforcement financed by revenue collected from parking citations at the <strong>County</strong> Center, which pays for enforcement contract<br />
services; and the Bodega Bay Tidelands established to meet the statutory requirement that all Bodega Bay Tidelands lease revenues be<br />
used for development and maintenance <strong>of</strong> the Tidelands.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund Contribution<br />
Use <strong>of</strong> Money/Property<br />
Intergovernmental Revenue<br />
Charges for Services<br />
Miscellaneous Revenue<br />
PG&E Partnership/CEP<br />
Internal Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
49<br />
Funding Uses<br />
Administration<br />
Capital Projects Management<br />
Small Const. & Maint. Projects<br />
Purchasing<br />
Energy & Utilities<br />
Property Mgmt & Debt Svc<br />
Facilities Operations<br />
Fleet Operations<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Substantially completed the Comprehensive <strong>County</strong><br />
Facilities Plan.<br />
• Completed first and started second year barrier removal<br />
projects identified in the updated American with<br />
Disabilities Act Transition Plan for <strong>County</strong> Facilities<br />
• Completed demolition <strong>of</strong> old jail structure at the <strong>County</strong><br />
Administration Center for future campus development.<br />
• Completed the Comprehensive Energy Project achieving<br />
5,490 Tons in Green House Gas reduction, which exceed<br />
the 4,697 Ton target for internal county operations. The<br />
work included the installation <strong>of</strong> a 1.4 megawatt fuel cell<br />
at the <strong>County</strong> Administration Center, additional electric<br />
vehicle charging stations, photovoltaic system at Los<br />
Guilicos, and other energy saving measures.<br />
• Jointly with the Regional Climate Protection Authority<br />
developed a regional retr<strong>of</strong>it initiative in conjunction with<br />
the Energy Upgrade California to provide education and<br />
outreach to property owners and building contractors for<br />
energy conservation and efficiency improvements.<br />
Created and implemented <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program guidelines to meet the new<br />
California Energy Commission grant requirement <strong>of</strong><br />
attaining 10% energy efficiencies before solar installation<br />
on properties.<br />
• Achieved Leadership in Energy and Environmental<br />
Design (LEED) Silver Certification on the Valley <strong>of</strong><br />
Moon’s Children Center, with certification pending for<br />
the Auditor-Controller-Treasurer-Tax Collector Building<br />
renovation.<br />
• Implemented 10% vendor reduction costs, resulting in<br />
$1.86 million in savings countywide.<br />
• Implemented the outcome based performance measures<br />
and tracking mechanism for the department to meet<br />
established performance metric targets, such as complete<br />
85% <strong>of</strong> capital projects within cost and cycle time and<br />
achieve 85% customer satisfaction responses <strong>of</strong><br />
satisfactory or better.<br />
• Received an award from the City <strong>of</strong> Santa Rosa for water<br />
conservation projects completed at the <strong>County</strong> Center as<br />
part <strong>of</strong> the Comprehensive Energy Project. The <strong>County</strong> is<br />
now using 16 million gallons less water annually than<br />
before.<br />
• Received the <strong>County</strong>’s first Nissan Leaf all electric<br />
highway speed sedan. These vehicles are part <strong>of</strong> the<br />
<strong>County</strong>’s effort to reduce GHG emissions.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
50<br />
GENERAL SERVICES<br />
Jose Obregon, Director<br />
FY 11-12 OBJECTIVES<br />
• Continue barrier removal projects identified in the updated<br />
American with Disabilities Act Transition Plan for <strong>County</strong><br />
Facilities.<br />
• Coordinate with the Administrative Office <strong>of</strong> the Courts to<br />
construct a new Criminal Courthouse at the <strong>County</strong><br />
Administration Center.<br />
• Present findings, and initiate Comprehensive <strong>County</strong><br />
Facilities Implementation Plan; clarify entitlements,<br />
develop draft Request for Proposals for surplus land<br />
redevelopment.<br />
• Develop the Main Adult Detention Facility interim<br />
improvement planning and design to position for needed<br />
housing expansion.<br />
• Assist the Community Development Corporation with the<br />
Roseland Redevelopment Project, including completion <strong>of</strong><br />
environmental reports, management <strong>of</strong> the existing property<br />
and development <strong>of</strong> a master plan that will lead to future<br />
development <strong>of</strong> the site.<br />
• Replicate the <strong>Sonoma</strong> <strong>County</strong> Energy Independence<br />
Program for the California Energy Commission as a model<br />
for other Property Assessed Clean Energy programs across<br />
the country to increase marketing, education and outreach<br />
and implement energy audits for both residential and<br />
commercial participants.<br />
• Explore opportunities with outside public agencies to<br />
develop and provide comprehensive and affordable services<br />
that are provided by General Services to interested local<br />
government agencies.<br />
• Coordinate efforts with Regional Parks staff on the<br />
Veterans Buildings Redesigned project, which focus is to<br />
maintain their access and use, and eliminate the operational<br />
deficit these buildings currently experience.<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
GENERAL SERVICES<br />
Jose Obregon, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund<br />
Expenditures 34,593,017 33,559,540 (3.0)<br />
Revenues & Reimbursements<br />
17,972,182 17,168,316 (4.5)<br />
Net Cost<br />
16,620,835 16,391,224 (1.4)<br />
Other General Fund<br />
Expenditures 3,311,071 3,861,688 16.6<br />
Revenues & Reimbursements 3,523,439 3,955,396 12.3<br />
Net Cost (212,368) (93,708) 55.9<br />
Special Revenue - <strong>County</strong><br />
Expenditures 134,100 408,553 204.7<br />
Revenues & Reimbursements<br />
65,000 51,558 (20.7)<br />
Net Cost<br />
69,100 356,995 416.6<br />
Total Expenditures 38,038,188 37,829,781 (0.5)<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
21,560,621 21,175,270 (1.8)<br />
16,477,567 16,654,511 1.1<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 126.10 112.20 (13.90) (11.0)<br />
51<br />
Administrative Support & <strong>Fiscal</strong> Services
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Architecture<br />
Number <strong>of</strong> Projects 146 148 137<br />
Funding Available 20,300,000 * 12,795,000 14,793,000<br />
Purchasing<br />
Requisitions/Purchase Orders 945 925 885<br />
Request for Proposals 18 32 42<br />
Pr<strong>of</strong>essional Services Contracts 566 600 600<br />
Real Estate<br />
Total Real Estate Transactions 117 105 94<br />
Facilities Operations<br />
Maintenance (hours) 73,730 69,254 60,454<br />
Maint. Responsibility (square feet) 1,836,357 1,857,788 1,857,788<br />
Number <strong>of</strong> Small Construction Projects 239 414 * 339<br />
RECOMMENDED BUDGET<br />
GENERAL SERVICES<br />
Jose Obregon, Director<br />
The recommended budget reflects overall expenditures <strong>of</strong> $16.8 million, a $353,000 increase from FY 10-11. Recommended<br />
expenditures are supported by $21 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $16.6 million. Revenues and reimbursements decreased about $561,000 and overall<br />
<strong>County</strong> General Fund net cost decreased by nearly $54,000 from FY 10-11. The recommended budget includes a 25% reduction in<br />
<strong>County</strong> General Fund baseline support for continuing programs from the prior year. Note that total recommended General Fund support<br />
includes $10.7 million for Debt Service, Real Estate, and Energy obligations as the department budgets for these expenses centrally<br />
although it benefits multiple county departments. Department reductions in <strong>County</strong> General Fund support were made primarily in<br />
Salaries & Benefits. The significant increases in revenues and reimbursements were Energy Efficiency initiative funding, partially <strong>of</strong>fset<br />
by decreases in Charges for Services to other departments.<br />
Core Services Maintained<br />
The General Services department includes general fund reductions totaling $2.9 million for a total general fund support <strong>of</strong> $16.4 million.<br />
A portion <strong>of</strong> the reductions are reflected in the Capital Project <strong>Budget</strong> (under a separate tab) as a lower General Fund annual<br />
contribution. Reduced funding for projects translates to less Architect staff resources assigned to General Fund financed projects. 100%<br />
<strong>of</strong> General Fund support will be dedicated to maintaining the county facilities and fleet assets and providing procurement and contract<br />
services, leased facility real estate assistance and energy and sustainability services to support <strong>Sonoma</strong> <strong>County</strong> departments and agencies<br />
in the accomplishment <strong>of</strong> their goals.<br />
Services Eliminated or Reduced<br />
Reductions include $1.14 M in the annual building maintenance program designed to maintain and preserve the useful life <strong>of</strong> county<br />
buildings. Facilities Operations reduced level <strong>of</strong> resources will prioritize requests that address fire/life safety and maintaining core<br />
building systems. Low to mid-level priority work will no longer be accomplished including unforeseen building damage response,<br />
painting, pressure washing and window cleaning, moving, furniture setup and event coordination. Additionally, janitorial services will<br />
be reduced to one day per week <strong>of</strong> service in most buildings with some exceptions for 24 hour facilities. This will result in a larger<br />
service need two years from now, but due to limited resources and the current acceptable condition <strong>of</strong> the county’s building assets, staff<br />
recommends these reductions now, while we work on redesign and other efficiencies in service.<br />
Reductions in the administration unit will decrease internal information technology and accounting support provided to all operating<br />
divisions.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
52<br />
Administrative Support & <strong>Fiscal</strong> Services
Strategic Plan Focus<br />
GENERAL SERVICES<br />
Jose Obregon, Director<br />
The county is proactive in mitigating the causes and impacts <strong>of</strong> climate change to safeguard the environment, human health and the<br />
economy. General Services supports these efforts in the Economic and Environmental Stewardship focus <strong>of</strong> the county’s strategic plan.<br />
General Services does this by implementing best practices for the <strong>County</strong>’s fleet management, procurement <strong>of</strong> goods, construction<br />
methods and utility consumption including energy, water and solid waste in order to achieve greenhouse gas emissions reduction for<br />
internal county operations.<br />
o In FY 11-12, fuel-efficient vehicles will be 30.3% <strong>of</strong> the total automotive fleet and 75.3% <strong>of</strong> the total eligible fuel-efficient<br />
sedans. In addition, the county is working with the Metropolitan Transportation Commission on a funding proposal to implement<br />
expansion <strong>of</strong> the electric vehicle infrastructure and continues to work with Nissan on a partnership to deploy electric fleet<br />
vehicles. Additionally, two programs, the <strong>Sonoma</strong> <strong>County</strong> Energy Watch (S.C.E.W.) Local Government Partnership Program<br />
with PG&E and the California Public Utilities Commission, and <strong>Sonoma</strong> <strong>County</strong>’s Energy Independence Program (S.C.E.I.P),<br />
continue to provide outreach to community residents, businesses, and local government agencies to assist in implementing energy<br />
efficiency and renewable energy measures.<br />
o The planning phase <strong>of</strong> the Strategic Project Plan #37: Comprehensive <strong>County</strong> Facilities Plan (C.C.F.P.) is concluding. The draft<br />
C.C.F.P. will be recommend strategies for service delivery efficiencies, partnering, co-locations with internal and other entities,<br />
mobility, community/customer access to services and sustainability. The C.C.F.P. will provide a road map for achieving the<br />
Strategic Plan objectives for county facilities, such as the reduction <strong>of</strong> facility costs and use <strong>of</strong> county facility and real estate<br />
assets to their highest and best use.<br />
o Staff anticipates the C.C.F.P. will be a vehicle for Administrative and Internal Service provider departments to collaborate in the<br />
developing <strong>of</strong> alternative internal services delivery methods that will enable the county to strategically determine the use <strong>of</strong><br />
county facilities assets and staff resources. The department is participating in a targeted redesign effort among all internal<br />
administrative departments to look at consolidations and realignments for greater efficiencies<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
53<br />
Administrative Support & <strong>Fiscal</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
54<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
Provide technological leadership in the management and distribution <strong>of</strong><br />
information by providing excellent and cost effective products and services<br />
to support the mission <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENTAL DESCRIPTION<br />
<strong>Budget</strong> at a Glance:<br />
INFORMATION SYSTEMS<br />
Ken Hightower, Director<br />
Total Expenditures $44,268,835<br />
Total Revenues $37,147,791<br />
Total Net Cost $7,121,044<br />
The primary areas <strong>of</strong> technological expertise and responsibility include:<br />
Total Staff 110.50<br />
business applications, geographic information systems, personal computers,<br />
the central computer environment and networks, radio and telephone<br />
communications, records management, and reprographic services. The<br />
% Funded by Local Discretionary Funds 3.5%<br />
department makes policy recommendations to the <strong>County</strong> Administrator for major new systems, integration with emerging technologies,<br />
and standards for the utilization <strong>of</strong> technology in all departments. Most expenditures are financed by revenues and charges to user<br />
departments and agencies. Records management costs for storing and maintaining records and courier service are recovered through the<br />
county wide cost plan. The General Fund finances the Radio Division.<br />
The department’s key responsibilities are:<br />
• Supplying public safety computing and radio services to law enforcement agencies and fire departments.<br />
• Creating and maintaining the Integrated Justice System used by the court, District Attorney, Public Defender, Probation, Sheriff, and<br />
other state and local law enforcement agencies.<br />
• Implementing policies and programs for storage and retrieval <strong>of</strong> public records.<br />
• Implementing projects providing new or enhanced technology tools for county departments.<br />
• Providing and maintaining the infrastructure necessary for the county’s information processing needs.<br />
• Responding to network and computing emergencies at county departments and external agencies.<br />
Supporting and developing services for over one hundred business applications, including the financial and budget systems, property tax<br />
system, email, county intranet and website, purchasing, and geographic information systems.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> General Fund<br />
Charges for Services<br />
Replacement Funds<br />
55<br />
Funding Uses<br />
<strong>Fiscal</strong> & Admin. Services<br />
Justice Services<br />
Health & Human Services<br />
Development Services<br />
Other Government Services<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• In partnership with Auditor-Controller Treasurer-Tax<br />
Collector (ACTTC) and Human Resources, introduced a<br />
new payroll system (Human Resources Management<br />
System) replacing a 35 year old system running on the<br />
mainframe. This is part <strong>of</strong> the ISD Strategic Plan to<br />
upgrade the <strong>County</strong>’s financial systems and retire the<br />
IBM mainframe and supports the <strong>County</strong> Strategic Plan<br />
focus <strong>of</strong> investing in the future and economic and<br />
environmental stewardship by enabling more efficient<br />
and less paper intensive internal systems.<br />
• In partnership with the <strong>County</strong> Administrator’s Office<br />
(CAO), established the Information Technology<br />
Governance Council to oversee Information Technology<br />
(IT) investments for the <strong>County</strong>’s many systems.<br />
• Initiated a governance structure for departments using<br />
the <strong>County</strong> radio system to ensure that collaborative<br />
decisions will be made about the <strong>County</strong>’s future in<br />
radio communications.<br />
• Completed projects to modernize the ISD data center<br />
and to virtualize eligible servers. These projects resulted<br />
in reducing energy consumption, providing for energy<br />
rebates and reducing departmental contributions for<br />
application servers.<br />
• Implemented projects to improve <strong>County</strong> staff<br />
productivity, including self-service s<strong>of</strong>tware and a pilot<br />
project for single network sign on. These projects will<br />
reduce Help Desk staffing.<br />
• Launched the ISD Service Catalog describing service<br />
areas, accessibility and costs.<br />
• Developed technical solutions to support the <strong>County</strong>’s<br />
Americans with Disabilities Act (ADA) policy,<br />
including an Accessibility Guidance Website as a<br />
reference for departments.<br />
• Activated a county wide records management system<br />
giving departments the ability to electronically track the<br />
location <strong>of</strong> physical files both at ISD’s Records<br />
warehouse and in their <strong>of</strong>fices.<br />
• Continued to evaluate service areas that can be<br />
outsourced at a savings to the <strong>County</strong> General Fund<br />
including telephone support, printer maintenance, <strong>of</strong>f<br />
site back up data storage, mobile radio repair and<br />
maintenance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
56<br />
FY 11-12 OBJECTIVES<br />
INFORMATION SYSTEMS<br />
Ken Hightower, Director<br />
• Establish a Business Services Group that will focus on<br />
developing and expanding ISD service opportunities with<br />
other governments and non-pr<strong>of</strong>it agencies.<br />
• Develop and manage projects that will increase <strong>County</strong><br />
staff productivity and reduce operating costs including:<br />
automating online reprographics ordering, simplified<br />
password management, automating hardware and s<strong>of</strong>tware<br />
purchase requests, installing s<strong>of</strong>tware to allow department<br />
web page updates.<br />
• Launch a pilot electronic document management system<br />
with several departments to move <strong>County</strong> work processes<br />
to paperless, increase staff productivity, reduce litigation<br />
exposure, and reduce use <strong>of</strong> paper.<br />
• Deploy enterprise data storage systems that are more costeffective<br />
to reduce the <strong>County</strong>’s carbon footprint, and<br />
enhance disaster recovery abilities.<br />
• Partner with ACTTC and CAO to implement a new<br />
county-wide financial system that will improve the ability<br />
<strong>of</strong> all <strong>County</strong> departments to manage their businesses and<br />
allow decommissioning <strong>of</strong> the aging IBM mainframe.<br />
• Pilot a teleconferencing systems project to reduce travel<br />
for meetings and conferences to increase productive and<br />
reduce travel costs.<br />
• Enhance radio network to align with Federal<br />
Communication Commission (FCC) narrow banding<br />
requirements for public safety agencies.<br />
• Build permanent public safety radio site at Infineon<br />
Raceway to replace current improvised site.<br />
• Complete updated disaster recovery and information<br />
security plans to meet evolving industry and audit<br />
standards.<br />
• Implement agreement with Marin <strong>County</strong> to share<br />
s<strong>of</strong>tware they developed for access to Department <strong>of</strong><br />
Motor Vehicles information for public safety departments<br />
and the Child Support Services Department.<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
INFORMATION SYSTEMS<br />
Ken Hightower, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund <strong>County</strong><br />
Expenditures 36,903,787 35,634,964 (3.4)<br />
Revenues & Reimbursements<br />
35,238,166 34,389,972 (2.4)<br />
Net Cost<br />
1,665,621 1,244,992 (25.3)<br />
Other Funds <strong>County</strong><br />
Expenditures 8,964,958 8,633,871 (3.7)<br />
Revenues & Reimbursements<br />
4,353,520 2,757,819 (36.7)<br />
Net Cost<br />
4,611,438 5,876,052 27.4<br />
Total Expenditures 45,868,745 44,268,835 (3.5)<br />
Total Revenues & Reimbursement 39,591,686 37,147,791 (6.2)<br />
Total Net Cost 6,277,059 7,121,044 13.4<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 119.50 110.50 (9.00) (7.5)<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Records<br />
Transfers/Retrievals <strong>of</strong> Storage Boxes 18,323 13,914 16,900<br />
U.S. Mail Pieces 3,221,838 3,238,706 2,752,980<br />
Percent Revenue from other Govt's 42.6% 41.2% 33.6%<br />
Courier Envelopes Delivered 419,280 372,080 316,285<br />
Reprographics<br />
Printed Pieces 9,304,542 8,762,000 8,700,000<br />
Copies 3,970,005 4,397,621 4,300,000<br />
Percent Revenue from other Govt's 39.9% 38.7% 39.0%<br />
Personal Computing Support<br />
Personal Computers Supported 3,403 3,100 2,900<br />
Network Users 3,743 3,400 3,100<br />
Radio<br />
Public Safety Channels Maintained 148 148 148<br />
Public Safety Agencies Served 81 81 81<br />
Public Safety Users 3,028 3,028 3,028<br />
Telephone<br />
Number <strong>of</strong> Telephones 5,050 4,750 4,650<br />
Voice Mailboxes 3,650 3,350 3,500<br />
Pagers & Cell Phones 1,700 1,400 1,200<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
57<br />
Administrative Support & <strong>Fiscal</strong> Services
RECOMMENDED BUDGET<br />
INFORMATION SYSTEMS<br />
Ken Hightower, Director<br />
The recommended budget reflects overall expenditures <strong>of</strong> $44 million, a $1.6 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $37.1 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $1.2 million. Revenues and reimbursements decreased about $2.4 million and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $221,000 from FY 10-11. This equates to a 25% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support were made primarily in<br />
Salaries and Benefits and Services and Supplies. The significant decreases in revenues and reimbursements were charges for services<br />
and contributions to equipment replacement funds.<br />
Core Services Maintained<br />
ISD will be focusing on initiatives to maintain core services while reducing costs and improving the efficiency <strong>of</strong> <strong>County</strong> employees.<br />
ISD surveyed and met with each <strong>County</strong> department to assess service needs. With a few exceptions, ISD is reducing rather than<br />
eliminating services that will meet the core needs <strong>of</strong> departments.<br />
• Computer services to General Fund departments are reduced by $2.5 million dollars. More than half <strong>of</strong> these savings came from<br />
reducing the staffing assigned to running the IBM mainframe. With the successful implementation <strong>of</strong> the payroll module <strong>of</strong> the new<br />
HRMS system, the only remaining major system running on the mainframe is FAMIS, the <strong>County</strong>’s financial system. Through<br />
retirements and cross training, the number <strong>of</strong> technical staff supporting the mainframe been reduced to 3 along with a few outside<br />
consultants. In 2001, twenty staff supported the mainframe, but it was clear at the time systems were moving to modern server<br />
technology. ISD is working closely with ACTTC and CAO to replace FAMIS. ISD will also be participating in an ongoing redesign<br />
effort among all internal administrative departments to look at consolidations and realignments between these departments.<br />
• Records Management, Reprographics and Radio services will be maintained. Savings in these divisions will be achieved by<br />
consolidating the management <strong>of</strong> ISD’s Records and Reprographics divisions under one manager. The Telephone and Radio divisions<br />
are also under one manager. The reduction in the number <strong>of</strong> managers is consistent with the recommendations in the Archstone<br />
management performance review.<br />
• Courier services will be charged directly to departments on a per stop basis rather than under the General Fund and recovered through<br />
the <strong>County</strong>’s cost. The Records manager has been successful in selling courier services to other governments such as Santa Rosa. The<br />
managers <strong>of</strong> these three areas have been given the goal and the opportunity to be more entrepreneurial<br />
Services Eliminated or Reduced<br />
Savings will come from eliminating or reducing services, and by charging for services that are covered by county-wide shared computer<br />
service costs. These were chosen based on the cost, less expensive alternatives in the market, and service value.<br />
These include the following services:<br />
o The Radio division will no longer provide repair and maintenance <strong>of</strong> mobile and portable radios. Eliminating this workload will<br />
allow the Radio Technicians to focus on critically important FCC mandated upgrades to the public safety radio system.<br />
Departments will rely on commercial vendors for this service.<br />
o Several non-critical computer services will be eliminated including support for WordPerfect and new development in Micros<strong>of</strong>t<br />
Access databases. Also, the laptop loaner program will be eliminated resulting in labor savings for maintenance as well as for<br />
wireless subscriptions. In addition, Mainframe reports will be available electronically through the intranet and no longer printed<br />
reducing staff and supply resources<br />
o Programming support for the more than 100 systems ISD supports will now be prioritized. ISD will be testing the reduction <strong>of</strong><br />
desktop and laptop support and working with departments to make their usage <strong>of</strong> this service more efficient.<br />
o Mainframe direct access hours will be reduced to standard business hours: 7 a.m. to 5 p.m. Monday through Friday creating<br />
savings in staff time and premium pay.<br />
o Custom Geographic Information Systems and Web services will be done on a fee for service basis.<br />
Strategic Plan Focus<br />
ISD provides foundational services to facilitate <strong>County</strong> departments’ Strategic Plan goals. ISD Objectives support the Strategic Plan<br />
mission by using its resources to provide superior services.<br />
• The Strategic Plan focus <strong>of</strong> Investment in the Future is supported by development <strong>of</strong> process improvements including automation and<br />
innovation. ISD is developing productivity improvement systems such as electronic document management, web content<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
58<br />
Administrative Support & <strong>Fiscal</strong> Services
INFORMATION SYSTEMS<br />
Ken Hightower, Director<br />
management, and business intelligence as well as making changes in business processes to get the most benefit out <strong>of</strong> these systems.<br />
ISD is reducing staff assigned to day to day production and focusing them on these projects funded with $1.9 million from ISD’s<br />
Technology Investment Fund. In addition, ISD will be rolling out a number <strong>of</strong> new value-added services to improve productivity on a<br />
fee for service basis including teleconferencing, single network sign on, and enhancements to Outlook.<br />
• Increasing the use <strong>of</strong> technology to deliver services and provide direct access to data, information, and records supports the focus <strong>of</strong><br />
Civic Services and Engagement by making services more accessible. For FY 11-12, ISD has created a new unit, the Business Services<br />
Group, which will focus on selling services to other governments and the development <strong>of</strong> an inter-governmental shared services<br />
business model. For example, ISD manages the network, hardware, s<strong>of</strong>tware, and radio technology for the <strong>Sonoma</strong> <strong>County</strong> Public<br />
Safety Consortium, which provides voice and data support to public safety agencies for most <strong>of</strong> the cities, <strong>Sonoma</strong> State, and Santa<br />
Rosa Junior College. ISD will partner with the United States Geological Service to split the cost <strong>of</strong> high resolution aerial photography<br />
<strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> which will be available to the public through the USGS and the <strong>County</strong>’s web sites. USGS was only planning on<br />
photographing the areas close to San Pablo Bay but ISD put together funding from the Water Agency, the Open Space District, and<br />
several General Fund departments to get all <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> covered. This data will be invaluable for land use planning and open<br />
space monitoring.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Transfer Radio Division appropriations and responsibility from ISD to<br />
the Sheriff's Office, the biggest user <strong>of</strong> the radio system. This division<br />
aligns with the public safety mission, whereas radio technology is outside<br />
<strong>of</strong> ISD’s core technology. The transfer includes 4.0 FTE Communication<br />
Technicians and 1.0 FTE Senior Communications Technician (see<br />
Sheriff's balancing Supplemental Adjustment). There is no general fund<br />
cost created by this move. Increase position allocations by 1.0 FTE<br />
Graphic Designer and delete 2.0 FTE Reprographic Technician positions<br />
(vacant) to address increased work load preparing sophisticated media<br />
presentations, performing web site work, and ensuring ADA compliance.<br />
Savings from changes will be reflected in reduced costs to users.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
59<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
(3,733,413) (3,032,086) (701,327)<br />
Administrative Support & <strong>Fiscal</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
60<br />
Administrative Support & <strong>Fiscal</strong> Services
DESCRIPTION<br />
This budget includes expenditures and revenues which are not directly<br />
associated with a specific department. Appropriations for employee<br />
benefits, financial contributions to other agencies, departments, and<br />
programs, contingencies, and revenues not associated with a specific<br />
department, such as tax revenues, are accounted for in Non-Departmental,<br />
as are certain reserves<br />
The Non Departmental recommended budget includes three funds: General<br />
Government and Unallocated Revenues, Tribal Development Impact<br />
Mitigations and Construction, Advertising and Other Special Revenue<br />
funds. These are summarized below.<br />
NON DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
<strong>Budget</strong> at a Glance:<br />
The General Government and Unallocated Revenues fund accounts for the majority <strong>of</strong> non-departmental expenditures and revenues and<br />
includes five divisions:<br />
The Employee Benefits division funds tuition reimbursement, employee development, pre-employment and other medical expenses,<br />
employee recognition programs, administrative, and other memoranda <strong>of</strong> understanding costs.<br />
Other General Government division includes funding for judgment and damage claims, litigation costs, contracts for services benefiting<br />
multiple departments, evidentiary sexual assault examinations, and transfers to other funds, such as the annual General Fund transfer to<br />
the Department <strong>of</strong> Transportation and Public Works-Roads budget.<br />
Appropriations for Contingencies are the budgeted operating reserves <strong>of</strong> the <strong>County</strong> General Fund.<br />
Total Expenditures* $84,885,803<br />
Total Revenues $251,874,279<br />
Total Net Cost $(166,988,476)<br />
Total Staff n/a<br />
% Funded by Local Discretionary Funds 89.9%<br />
Non-Proposition 4 Unallocated Revenues are “general revenues” not assigned to a specific operating department. These revenues help<br />
finance the “net cost” <strong>of</strong> budgets in the general fund and certain other funds. They include federal revenues not earned by any particular<br />
department, property tax administration fees, and support service reimbursements.<br />
Proposition 4 Unallocated Revenues include “general revenues” which are subject to the appropriations limit <strong>of</strong> the <strong>County</strong>. These are<br />
tax, interest, and shared state revenues over which the <strong>County</strong> has some discretion. These revenues also provide the majority <strong>of</strong> the<br />
financing for the “net cost” <strong>of</strong> General Fund departments and certain other funds.<br />
The Non-Departmental budget also includes other funds, such as special revenue funds and sub-funds <strong>of</strong> the General Fund. The major<br />
Special Revenue funds include revenues and operating transfers related to the Tobacco Endowment Fund, Open Space Special Tax<br />
Account (bond proceeds), Courthouse Construction Fund, Criminal Justice Construction Fund, and the Advertising Fund.<br />
* Total expenditures in the “<strong>Budget</strong> at a Glance” box represent only those expenditures that are appropriated in this budget unit and<br />
described below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the <strong>County</strong>’s discretionary revenue that<br />
fund the recommended net cost in the General Fund department budgets throughout the rest <strong>of</strong> this document.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Property Tax<br />
Tribal Develop Mitigation Funds<br />
Sales/Use Taxes<br />
Transient Occupancy Tax (TOT)<br />
Open Space Sales Tax<br />
Interest<br />
Internal Reimbursements*<br />
Charges for Serrvices<br />
Federal/State/Local<br />
Other<br />
61<br />
Funding Uses<br />
Employee Benefits<br />
Debt Service<br />
Roads<br />
Capital Investment<br />
Contingency Fund<br />
Other General Govt. Exp.<br />
Court/Criminal Construction<br />
Open Space Debt &<br />
Purchases<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
NON DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Government & Unallocated Revenue - General Fund<br />
Expenditures 15,954,745 26,514,804 66.2<br />
Revenues & Reimbursements<br />
236,004,150 224,833,304 (4.7)<br />
Net Cost<br />
(220,049,405) (198,318,500) 9.9<br />
Tribal Development Impact Mitigation & Tobacco<br />
Endowment - Other General Funds<br />
Expenditures 2,972,012 5,835,000 96.3<br />
Revenues & Reimbursements 0 3,500,000 100.0<br />
Net Cost 2,972,012 2,335,000 (21.4)<br />
Construction/Advertising/Other - Special Revenue<br />
Expenditures 26,386,230 52,535,999 99.1<br />
Revenues & Reimbursements 6,980,513 23,540,975 237.2<br />
Net Cost 19,405,717 28,995,024 49.4<br />
Total Expenditures 45,312,987 84,885,803 87.3<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
STAFFING SUMMARY<br />
There is no staff allocated to the division.<br />
RECOMMENDED BUDGET<br />
General Fund<br />
242,984,663 251,874,279 3.7<br />
(197,671,676) (166,988,476) 15.5<br />
The recommended budget results in $198 million negative net cost , which reflects the discretionary revenue that funds the<br />
recommended General Fund support for programs across the county.<br />
Revenues<br />
As a result <strong>of</strong> the continued economic slowdown, the FY 11-12 recommended unallocated General Fund revenues from all funding<br />
sources are expected to decrease. These revenues, together with anticipated current year-end fund balance, support the majority <strong>of</strong><br />
discretionary spending in the <strong>County</strong> General Fund. Significant revenue changes are discussed below.<br />
• Property Taxes <strong>of</strong> $171.6 million are budgeted based on the Assessor’s April <strong>2011</strong> estimates <strong>of</strong> a 2% secured property value decline,<br />
which represents a $3.1 million reduction in secured property tax revenue from current year estimates. The decline includes estimates<br />
<strong>of</strong> Proposition 8 valuation reduction requests. Unsecured property tax and supplemental secured property tax are budgeted at $6.2<br />
million, which is $600,000 more than the prior year mostly due to better than budgeted unsecured tax collection estimates.<br />
• Sales Taxes are budgeted at $12.4 million, which represents a 2.5% or $400,000 increase from the prior year budget, based on current<br />
year estimates and statewide sales tax projections ranging from flat to (at best) modest growth in consumer activity.<br />
• Total interest earnings <strong>of</strong> $5.2 million are based on a 0.5 to 1.0% annual average rate. This represents $2.4 million less than was<br />
budgeted in FY 10-11. The projected interest revenue assumes reduced cash balances in the <strong>County</strong>’s Treasury pool, and assumes a<br />
modest interest premium from tax revenue anticipation notes.<br />
• Revenues and reimbursements from departments for support services (commonly referred to as A-87 costs) are budgeted at $7.8<br />
million, which is a 26%, or $2.7 million, decrease when compared to FY 10-11. This is mainly a result <strong>of</strong> reduced county operations<br />
costs due to a second year <strong>of</strong> reductions in the current year and additional cost reductions in FY 11-12.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
62<br />
Administrative Support & <strong>Fiscal</strong> Services
NON DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
• Another significant revenue change in the recommended budget is the absence <strong>of</strong> the $6.6 million one-time draw from the Tax Loss<br />
Reserve Fund used in FY 10-11 to <strong>of</strong>fset significant property tax value declined.<br />
Expenditures<br />
Support provided by the above revenues generally takes the form <strong>of</strong> the net cost reported in each <strong>of</strong> the <strong>County</strong> General Fund<br />
departments. In addition, the recommended budget includes specific expenditure allocations intended to benefit all county programs and<br />
direct funding contributions to other departments. The $11.2 million recommended expenditure increases are the result <strong>of</strong> following<br />
adjustments:<br />
• The budget also includes $5.3 million in General Fund support for General Government Capital Project ($1.9 M), upgrades to the<br />
<strong>County</strong>’s radio communications systems ($1.4M), and a third year funding <strong>of</strong> $2 million for the implementation <strong>of</strong> the updated<br />
Americans with Disability Act (ADA) Self Evaluation and Transition Plan (SETP) approved by the Board <strong>of</strong> Supervisors on<br />
December 8, 2009. The estimated cost <strong>of</strong> the removal <strong>of</strong> the identified barriers is between $20 and $25 million. A 12-year schedule is<br />
established in the SETP to remove these barriers. The Board <strong>of</strong> Supervisors approved $2 million to begin the barrier removal in FY<br />
09-10, and agreed with a funding goal <strong>of</strong> $2 million per year for two additional years.<br />
• General Fund Appropriations for Contingencies is recommended at $5 million to meet increased unanticipated needs resulting from<br />
county programs stepping down their service models to meet a reducing funding structure.<br />
• Offsetting the increases, as a result <strong>of</strong> the <strong>County</strong>’s FY 11-12 budget balancing strategy, contributions to the Road Fund and the<br />
Community Development Commission (CDC) were reduced by 16% to 25%. The total $4.2 million annual contribution to Roads is<br />
$872,500 less. It is important to note that the <strong>County</strong> has 3-year average maintenance <strong>of</strong> effort (MOE) obligation associated with the<br />
<strong>Sonoma</strong> <strong>County</strong> Transportation Authority agreement, which distributes Measure M local sales tax, approved by the electorate to<br />
support transportation, which will require a careful annual review if future General Fund support reductions are programmed. The<br />
total contribution to the CDC <strong>of</strong> $436,000 was reduced by $163,000 from this year’s estimate. As described in the CDC budget in the<br />
Development Services section <strong>of</strong> this document, reduced support to CDC will translate into reduced emergency homeless shelter beds<br />
mitigated by increases in transitional housing for large families.<br />
• The recommended budget also includes the <strong>County</strong>’s contribution <strong>of</strong> $162,000 (no change from FY 09-10) to the Local Agency<br />
Formation Commission (LAFCO).<br />
Other General Fund – TRIBAL DEVELOPMENT IMPACT MITIGATION FUND<br />
• The FY 11-12 amount includes a $3.5 million from Tribal Development Impact Mitigation. These funds pay for costs borne by a<br />
variety <strong>of</strong> <strong>County</strong> General Fund departments to mitigate the <strong>of</strong>f-reservation impacts associated with the River Rock Casino.<br />
Special Revenue Funds<br />
• Other General Government Special Revenue – This budget includes non-General Fund expenditures financed from specially<br />
established sources for a dedicated purpose either dictated by the nature <strong>of</strong> the revenues and/or created by the Board <strong>of</strong> Supervisors.<br />
Total recommended expenses reflect $13.8 million Tobacco Endowment funds designated in prior years for Capital Projects and ADA<br />
SETP implementation that are being re-budgeted, $5.1 million for debt service payments for courts facilities and financing for<br />
Criminal Justice programs capital investment; and $35 million in the Open Space Special Tax Account to transfer to funds to Open<br />
Space for property purchases, and to the <strong>County</strong>’s Debt fund for annual debt service <strong>of</strong> the Open Space Series 2007 Measure F Sales<br />
Tax Bonds.<br />
• Non-Proposition 4 Unallocated Revenues (Criminal Justice Construction) – This budget records parking penalties surcharge revenue<br />
which are to be used for Criminal Justice Construction projects. The total budgeted revenues are $1.7 million which are flat from the<br />
prior year.<br />
• Proposition 4 Unallocated Revenues (Advertising) – This budget records 75% <strong>of</strong> the transient occupancy tax (TOT) collected from<br />
lodging facilities located in the county’s unincorporated area, which is projected at $5.9 million; representing a 5% projected increase<br />
from current year estimated collections based on recent tourism industry information. Detailed uses <strong>of</strong> these funds are included in the<br />
Advertising <strong>Budget</strong> found elsewhere in this document. The remaining 25% <strong>of</strong> collected taxes is directly apportioned to the General<br />
Fund.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
63<br />
Administrative Support & <strong>Fiscal</strong> Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Decrease expenditures in Non-Departmental budget to reallocate the<br />
expenditure authority to Regional Parks ($60,000) for Veterans<br />
Building Transition Project costs, and to Community Development<br />
Commission to administer the Human Services Commission contracts<br />
($380,000). Adjust Interest Earnings to reflect minor projection<br />
improvement.<br />
<strong>Budget</strong> Hearings Actions<br />
Restore Transportation and Public Works: Seasonal Summer Crossings<br />
Summer <strong>2012</strong> installation ($52,500), and School Crossing Guards<br />
subsidy ($22,000).<br />
Allocated Tobacco Funding for Family Justice Center Phase II building<br />
improvement project.<br />
NON DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
(31,546) 28,454 (60,000)<br />
74,500 0 74,500<br />
900,000 0 900,000<br />
Adjust down Contingencies balance for Board Restoration actions. (2,138,814) 0 (2,138,814)<br />
Release Tax Loss Reserve Funds (aka Teeter) to maintain General Fund<br />
contingency level ($490,019), and recognize improved sales tax<br />
projection ($600,000).<br />
Restore Human Services providers to 9 months <strong>of</strong> required funding (to<br />
be managed by CDC starting in FY 11-12).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
64<br />
0 1,090,019 (1,090,019)<br />
140,000 0 140,000<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
The Mission <strong>of</strong> the Auditor-Controller-Treasurer-Tax Collector is to<br />
provide reliable and relevant financial information and quality financial<br />
services in an efficient, ethical, and effective manner to the citizens <strong>of</strong><br />
<strong>Sonoma</strong> <strong>County</strong>, while promoting fiscal responsibility and accountability.<br />
DEPARTMENTAL DESCRIPTION<br />
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
Total Staff 91.00<br />
The Auditor-Controller-Treasurer-Tax Collector Department (ACTTC) was<br />
established in 2006 by consolidating the elected <strong>of</strong>fice <strong>of</strong> the Auditor-<br />
Controller with the elected <strong>of</strong>fice <strong>of</strong> the Treasurer-Tax Collector. The<br />
% Funded by Local Discretionary Funds 19%<br />
following summarizes the various functions <strong>of</strong> the department under direction <strong>of</strong> the Auditor-Controller-Treasurer-Tax Collector.<br />
The Auditor-Controller is the chief financial <strong>of</strong>ficer <strong>of</strong> the county and exercises general supervision over the accounting <strong>of</strong> all<br />
organizations under the control <strong>of</strong> the Board <strong>of</strong> Supervisors, and all districts whose funds are kept in the county treasury. The Auditor-<br />
Controller provides various levels <strong>of</strong> accounting services to county departments and local government agencies and is responsible for the<br />
preparation <strong>of</strong> financial statements; receipt and disbursement <strong>of</strong> county funds; compilation <strong>of</strong> the county's budgets; payroll processing;<br />
and financial audits.<br />
The Treasurer is responsible for the safekeeping and investment <strong>of</strong> funds for the county, school districts, and other local agencies. The<br />
Revenue and Debt Division <strong>of</strong> the Treasurer is responsible for the administration <strong>of</strong> the county’s deferred compensation program; the<br />
collection <strong>of</strong> delinquent payments for other county departments; collection and disbursement <strong>of</strong> assessments for the <strong>Sonoma</strong> <strong>County</strong><br />
Tourism Business Improvement Area; collection <strong>of</strong> unincorporated area Transient Occupancy Taxes; collections <strong>of</strong> parking fines for<br />
many governmental agencies; and the management and facilitation <strong>of</strong> county issued debt and bonds.<br />
The Tax Collector-Auditor is responsible for the collection and distribution <strong>of</strong> all property taxes for school districts, special districts,<br />
cities, redevelopment agencies, and the county government. The Property Tax Division <strong>of</strong> the Tax Collector-Auditor also performs<br />
billing and collection <strong>of</strong> 1915 Act special assessment bond debt. Special assessment bonds are used to fund infrastructure improvements<br />
such as streets, water distribution systems, sewer lines, and other improvements.<br />
The <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program (SCEIP) provides financing <strong>of</strong> energy and water conservation improvements to<br />
qualifying property owners through voluntary assessments on their property tax bills. The Auditor-Controller- Treasurer-Tax Collector is<br />
the program administrator for the SCEIP Enterprise Fund (in conjunction with the General Services Department, the <strong>Sonoma</strong> <strong>County</strong><br />
Water Agency, and <strong>County</strong> Counsel), and is authorized to enter into contractual assessments on behalf <strong>of</strong> the county.<br />
The Unemployment Self-Insurance Internal Service Fund (ISF) provides reimbursement to the state for unemployment claims filed by<br />
<strong>Sonoma</strong> <strong>County</strong> employees. Payments from the fund are financed through charges to county departments. The Auditor-Controller<br />
administers the program with assistance from the Human Resources Department.<br />
The Enterprise Resource Planning (ERP) System Administration Internal Service Fund provides funding for the administration <strong>of</strong> the<br />
Kronos Timekeeping System and the Human Resources Management System (HRMS). Costs associated with the administration <strong>of</strong> these<br />
global systems are allocated to departments who utilize the systems, based on full time equivalents (FTE’s).<br />
Funding Sources General Fund Support<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Charges for Services<br />
Special Assessment Charges<br />
SCEIP<br />
ERP System<br />
Unemp-ISF/Other Revenues<br />
Internal <strong>County</strong><br />
Reimbursements<br />
65<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $27,964,425<br />
Total Revenues $20,360,670<br />
Total Net Cost $7,603,755<br />
Funding Uses<br />
General Accounting<br />
<strong>Fiscal</strong> Services<br />
Audit Services<br />
Payroll Services<br />
Tax Collection/Accounting<br />
Treasury<br />
Revenue & Debt<br />
SCEIP<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• The <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program<br />
(SCEIP) celebrated its second full year <strong>of</strong> operation,<br />
having funded Clean Energy or Energy Conservation<br />
Measures for 1,329 properties totaling $42.4 million,<br />
and projecting to reach 1,500 properties totaling $48.4<br />
million by fiscal year end. SCEIP was awarded $3<br />
million from the California Energy Commission for<br />
program replication and long-term bonding solutions.<br />
• Increased recovery <strong>of</strong> the county’s Transient Occupancy<br />
Tax revenue by redesigning collection and enforcement<br />
with an added emphasis on collection <strong>of</strong> delinquent<br />
taxes and nearly doubling lodging establishment audits.<br />
• The FY 2010-11 Final <strong>Budget</strong>, 2009-10 Comprehensive<br />
Annual Financial Report (CAFR) and 2009-10 Popular<br />
Annual Financial Report (PAFR) were once again<br />
recognized as exemplary by the Government Finance<br />
Officers Association (GFOA). <strong>Sonoma</strong> <strong>County</strong> is one <strong>of</strong><br />
only a few counties in the state to annually receive this<br />
national award for all 3 documents.<br />
• Successfully completed phase 1 <strong>of</strong> the implementation<br />
<strong>of</strong> a new Human Resource Management System<br />
(HRMS).<br />
• Successfully issued a $135 million tax anticipation note,<br />
with a favorable interest rate during a difficult credit<br />
environment, to cover county cash flow needs until<br />
property taxes were received and to help cover delayed<br />
payments from the state; issued $289 million in taxable<br />
Pension Obligation Bonds to help lower the county’s<br />
future pension contributions.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
66<br />
FY 11-12 OBJECTIVES<br />
• Complete the selection process and begin implementation<br />
<strong>of</strong> a new Financial Accounting and <strong>Budget</strong> System.<br />
• Decrease reliance on <strong>County</strong> General Fund financing by<br />
increasing audit revenues and efficiencies. Increase audit<br />
revenues by providing audit services to cities that have<br />
Transient Occupancy Tax and Business Improvement<br />
Areas clients.<br />
• Utilize the newly implemented Human Resources<br />
Management System to gain further efficiencies in Human<br />
Resources Management and bi-weekly payroll processing.<br />
• Expand service delivery to the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program (SCEIP) and to Special Districts,<br />
<strong>County</strong> Departments, and others in need on contracted<br />
accounting services.<br />
• Continue to provide more flexible payment options for<br />
taxpayers, including use <strong>of</strong> debit/credit cards for front<br />
counter payments.<br />
• Utilize grant funding to facilitate the development <strong>of</strong> a<br />
sustainable long term bonding strategy for SCEIP.<br />
Administrative Support & <strong>Fiscal</strong> Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund <strong>County</strong> (ACTTC)<br />
Expenditures 17,422,283 15,104,690 (13.3)<br />
Revenues & Reimbursements 10,344,056<br />
9,693,156 (6.3)<br />
Net Cost 7,078,227<br />
5,411,534 (23.5)<br />
Debt Service (Special Assessments)<br />
Expenditures 4,154,502 3,521,400 (15.2)<br />
Revenues & Reimbursements 3,734,814<br />
3,520,000 (5.8)<br />
Net Cost 419,688<br />
1,400 (99.7)<br />
Enterprise (SCEIP)<br />
Expenditures 6,587,025 5,465,607 (17.0)<br />
Revenues & Reimbursements 7,079,883<br />
3,399,786 (52.0)<br />
Net Cost (492,858)<br />
2,065,821 519.2<br />
Internal Service Fund (Unemployment Insurance)<br />
Expenditures 1,734,000 1,614,000 (6.9)<br />
Revenues & Reimbursements 1,810,000<br />
1,489,000 (17.7)<br />
Net Cost (76,000)<br />
125,000 264.5<br />
Internal Service Fund (Enterprise Resource System Administration)<br />
Expenditures 0 2,258,728 100.0<br />
Revenues & Reimbursements 0 2,258,728 100.0<br />
Net Cost 0 0 0.0<br />
Total Expenditures 29,897,810 27,964,425 (6.5)<br />
Total Revenues & Reimbursement 22,968,753<br />
Total Net Cost 6,929,057<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
20,360,670 (11.4)<br />
7,603,755 9.7<br />
*FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 101.75 91.00 (10.75) (10.6)<br />
*Includes 1.0 FTE added for SCEIP in FY 10-11.<br />
67<br />
Administrative Support & <strong>Fiscal</strong> Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Accounting Division:<br />
Accounting Transactions 211,069 205,000 196,000<br />
(Documents and/or Lines posted-claims, J.V.'s/deposits)<br />
Audit Division:<br />
Revenue Audits - Mandated 43 42 38<br />
Revenue Audits - Discretionary 14 18 21<br />
Percent <strong>of</strong> Audits performed by June 30 67% 100% 100%<br />
<strong>of</strong> the year scheduled<br />
<strong>Fiscal</strong> Division:<br />
Accounts Receivable Bills Processed 15,500 15,500 15,642<br />
Reports/Statements Prepared by due date 1,198 1,198 1,173<br />
Percent year-end financial statements prepared timely 100% 100% 100%<br />
Payroll Division:<br />
Warrants and Advice Deposits Issued<br />
107,000 107,000 105,000<br />
Adjustments and Corrections Processed 2,973 2,973 1,800<br />
Requests for Payroll information 1,127 1,127 1,500<br />
Property Tax Division:<br />
Direct Charges/Tax Bill Assessments 524,779 524,779 526,000<br />
Tax Code Areas 924 927 927<br />
Tax Roll Changes 9,504 8,070 8,500<br />
Refund warrant mailed to taxpayer within 100% 100% 100%<br />
9 working days <strong>of</strong> receipt <strong>of</strong> correction<br />
Special Assessment Districts 29 30 30<br />
Special Assessment Parcels 4,847 4,847 4,865<br />
Tax Collection Division:<br />
Secured Tax Bills 176,111 176,118 176,500<br />
Unsecured Tax Bills 22,813 21,306 21,000<br />
Supplemental Bills 24,111 23,000 22,000<br />
Revenue & Debt Division:<br />
Collections Accounts Opened 13,712 14,000 14,100<br />
Letters/Statements 109,341 112,000 115,000<br />
Revenue/Cash Collections for other departments $4,758,917 $5,600,000 $5,500,000<br />
Transient Occupancy Collections 1,647 1,900 2,000<br />
Parking Citation Billings 14,535 15,700 16,000<br />
Treasury Division:<br />
Warrants Processed 311,700 320,000 320,000<br />
Checks Deposited 511,500 520,000 520,000<br />
Deferred Comp Accounts 6,300 6,400 6,500<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
68<br />
Administrative Support & <strong>Fiscal</strong> Services
RECOMMENDED BUDGET<br />
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
The Recommended <strong>Budget</strong> reflects overall expenditures <strong>of</strong> $28 million, a $1.9 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $20.4 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies, <strong>County</strong> General Fund support <strong>of</strong> $5.4 million and $2.2 million in fund balances (primarily in the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program - SCEIP) where revenues have been received in prior years for work to be performed in the current year.<br />
Revenues and reimbursements decreased about $2.6 million and overall <strong>County</strong> General Fund net cost decreased by nearly $1.7 million<br />
from FY 10-11. Reductions in <strong>County</strong> General Fund support were made primarily in position costs. Other significant expenditure<br />
changes occurred in SCEIP where grant funded project costs decrease as that project is completed and to reflect ongoing levels <strong>of</strong> SCEIP<br />
funded projects. The significant decreases in revenues and reimbursements were primarily associated with the one-time grant received<br />
by SCEIP in FY 10-11 but also reflect reduced need for unemployment insurance contributions.<br />
Core Services Maintained<br />
• All mandatory services provided by the Auditor-Controller, including preparation <strong>of</strong> financial statements, receipt and disbursement <strong>of</strong><br />
county funds, compilation <strong>of</strong> the county’s budgets, payroll processing, and financial audits.<br />
• Safekeeping and investment <strong>of</strong> funds in the <strong>County</strong> Treasury for the county, school districts, and other local agencies and<br />
management and facilitation <strong>of</strong> county issued debt.<br />
• Collection and distribution <strong>of</strong> all property taxes for schools, special districts, cities, redevelopment agencies, and the county and<br />
billing and collection <strong>of</strong> 1915 Act special assessments bond debt. Collections services provided for the Tourism Business<br />
Improvement Area, unincorporated area collections <strong>of</strong> Transient Occupancy Taxes, and parking fine collections for many<br />
governmental agencies.<br />
• Administration <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program (SCEIP).<br />
• Revenue funded accounting services provided to county departments and agencies. Special District Accounting Services charges for<br />
Independent Special Districts will increase to 70% <strong>of</strong> actual costs (Dependent Districts will remain at 100%). Due to significant<br />
reductions in FY 11-12 ACTTC costs (mainly from ISD reductions), the overall increase in charges to independent districts from this<br />
increase in cost reimbursement is only about 14% higher than FY 10-11 charges, as opposed to the 40% increase in order to achieve a<br />
70% cost <strong>of</strong> recovery rate.<br />
Services Eliminated or Reduced<br />
The 25% reduction in <strong>County</strong> General Fund support for programs and services ($1.8 Million) will result in the following:<br />
• Public wait times at the front counter and on the phone will increase and delays in processing tax payments are also possible, which<br />
will impact cash flow, related interest earnings for all taxing agencies and timely processing <strong>of</strong> tax payer checks.<br />
• Audits that are not mandatory or revenue producing will not be performed and hours spent on mandatory audits will be reduced,<br />
increasing risk that material errors or fraud may not be discovered and corrected timely. Only required auditing procedures will be<br />
performed.<br />
• Collections services provided to county departments will be reduced to monthly billing and payment posting functions. Customer<br />
inquiries will be routed back to the originating departments.<br />
• Non-mandated accounting services provided to departments and the <strong>County</strong> Administrator’s Office will be reduced such as limiting<br />
assistance with budgetary resolutions and delaying Cost Plan information requests, audit report preparation and document scanning.<br />
• Delays in processing vendor payments which may result in increased late fees and reduced auditing <strong>of</strong> claims which may increase the<br />
risk that material errors or fraud may not be discovered and corrected in a timely fashion.<br />
Strategic Plan Focus<br />
Investment in the Future:<br />
The <strong>County</strong>'s current financial system, FAMIS, was implemented in 1985, and is currently running on the <strong>County</strong> mainframe. The<br />
budget system also is an older "homegrown" system that runs on the mainframe. Both <strong>of</strong> these systems utilize older technology that is<br />
difficult and expensive to maintain and does not provide user friendly access to the data or support other best practice integration with<br />
related processes such as procurement and grant management. In addition, the mainframe itself is no longer supported by its<br />
manufacturer and our agreement with a third party maintenance provider will expire January 2014. In response, staff has begun the<br />
procurement process for replacing the finance and budget systems. If approved to move forward, ACTTC will provide leadership in the<br />
coming year to replace these systems in what is expected to be a two year project and then will manage the future systems as a part <strong>of</strong> a<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
69<br />
Administrative Support & <strong>Fiscal</strong> Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector<br />
set <strong>of</strong> enterprise systems that will also include the new HRMS system. These efforts are examples <strong>of</strong> where ACTTC is supporting the<br />
<strong>County</strong> Strategic Plan Focus Area <strong>of</strong> Investing in the Future.<br />
Economic and Environmental Stewardship:<br />
The <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program (SCEIP), is creating hundreds <strong>of</strong> jobs while at the same time allowing property<br />
owners to do their share for the environment. SCEIP has pumped $43 million into the <strong>Sonoma</strong> <strong>County</strong> economy over the last two years.<br />
The $43 million has created new green building industry and other green industry related jobs. Through energy improvements to<br />
properties, we have generated 5 Mega Watts <strong>of</strong> new clean energy and removed from our atmosphere several thousands <strong>of</strong> tons <strong>of</strong> carbon.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Increase Auditor division's extra help to expand Vacation Rentals tax<br />
collection compliance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
70<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
50,000 50,000 0<br />
Administrative Support & <strong>Fiscal</strong> Services
MISSION STATEMENT<br />
Fulfill the legally and locally mandated functions <strong>of</strong> the <strong>County</strong> Clerk-<br />
Recorder-Assessor in an accurate, timely, pr<strong>of</strong>essional, and courteous<br />
manner.<br />
DEPARTMENTAL DESCRIPTION<br />
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $15,528,268<br />
Total Revenues $5,256,388<br />
Total Net Cost $10,271,880<br />
The <strong>County</strong> Clerk-Recorder-Assessor department was established in 2001<br />
Total Staff 100.73<br />
when the elected <strong>of</strong>fices <strong>of</strong> <strong>County</strong> Clerk/Public Administrator, Recorder,<br />
and Assessor were combined. The <strong>County</strong> Clerk is responsible, under state<br />
law, for issuing marriage licenses, performing marriage ceremonies, filing<br />
% Funded by Local Discretionary Funds 65.9%<br />
and maintaining fictitious business name statements, Conflict <strong>of</strong> Interest Statements for statutory filers and notary bonds, and processing<br />
environmental documents. This division has also assumed the Recorder’s responsibility for filing and issuing certificates <strong>of</strong> birth, death,<br />
and marriage.<br />
The Registrar <strong>of</strong> Voters is responsible, under state law, for conducting all elections in <strong>Sonoma</strong> <strong>County</strong> (federal, state, county, city,<br />
school, and special district) and administration <strong>of</strong> all other election-related functions.<br />
The Recorder Division, under state law, is responsible for recording and maintaining public documents associated with land transactions,<br />
including deeds, liens, and maps, in addition to documents associated with vital statistics including births, deaths, and marriages.<br />
The Assessor Division is responsible, under state law, for the identification <strong>of</strong> all taxable property and the valuation/appraisal <strong>of</strong> all real<br />
and personal property in <strong>Sonoma</strong> <strong>County</strong> for property taxation purposes.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund<br />
Charges for Services<br />
Internal Reimbursements<br />
Other<br />
71<br />
Funding Uses<br />
<strong>County</strong> Clerk<br />
Registrar <strong>of</strong> Voters<br />
Assessor<br />
Recorder<br />
Administrative Support & <strong>Fiscal</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Completed work to make website and all posted<br />
documents accessible to the disabled community, and<br />
redesigned the Registrar <strong>of</strong> Voters website to provide a<br />
more user-friendly environment.<br />
• Completed upgrade to land and vital records making<br />
accessible online and providing the ability to purchase<br />
online vital records.<br />
• Initiated consolidation <strong>of</strong> the positions <strong>of</strong> Chief Deputy<br />
<strong>County</strong> Clerk and Chief Deputy Recorder in anticipation<br />
<strong>of</strong> the collocation <strong>of</strong> divisions, thereby developing further<br />
efficiencies and savings.<br />
• Implemented new Vote by Mail Sorter and Signature<br />
verification system. This equipment is designed to<br />
increase speed and accuracy in processing Vote by Mail<br />
ballots. <strong>Sonoma</strong> <strong>County</strong>’s high voter turnout is due to the<br />
high percentage <strong>of</strong> Vote by Mail ballots cast in the<br />
elections (67.9% <strong>of</strong> votes cast in June 2010, 63.4% <strong>of</strong><br />
votes cast in November 2010.)<br />
• Launched new online Campaign Finance Reports website.<br />
Provides timely access to campaign finance reports,<br />
including late contribution reports. Anyone who wishes to<br />
access redacted copies <strong>of</strong> campaign financial reports filed<br />
by candidates, committees or <strong>of</strong>ficeholders, can do so, at<br />
their convenience, on the <strong>County</strong>’s website.<br />
• Completed desk manuals for positions in the Division to<br />
use as cross-training tools. Implemented an ongoing<br />
cross-training program to increase flexibility <strong>of</strong> staff.<br />
• Reviewed over 110,000 parcels for potential declines in<br />
value. Revalued over 43,000 commercial and residential<br />
properties to reflect the ongoing changes in the real estate<br />
market, and continued effort to translate forms into<br />
Spanish<br />
• Completed installation <strong>of</strong> the first module <strong>of</strong> the<br />
Computer Aided Mass Appraisal System (CAMA), for<br />
property re-valuation (Prop. 8) program to increase the<br />
number <strong>of</strong> re-appraisals completed while utilizing fewer<br />
appraisers and gaining efficiencies.<br />
• Maintained a high level <strong>of</strong> pr<strong>of</strong>essional customer service<br />
to the public.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
72<br />
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
FY 11-12 OBJECTIVES<br />
• Consolidate the department’s four <strong>of</strong>fices and three<br />
warehouses to further optimize limited resources,<br />
improve operational efficiencies, and customer services.<br />
• Complete upgrade to the existing Clerkdocs application<br />
including the Pr<strong>of</strong>essional Registration modules for<br />
Process Server, Pr<strong>of</strong>essional Photocopier, Legal<br />
Document Assistant, Unlawful Detainer Assistant<br />
registrations, Notary Public Oaths and Environment<br />
Impact CEQA filings.<br />
• Establish agreement with the Attorney General’s Office<br />
for an electronic recording delivery system, which will<br />
allow the <strong>County</strong> to accept documents submitted in<br />
electronic format in a secure environment monitored by<br />
the Attorney General’s Office, and in compliance with<br />
the Electronic Recording Delivery System statutes.<br />
• Completion <strong>of</strong> the <strong>2011</strong> statewide and local redistricting.<br />
• Prepare to make changes in the ballot process due to Prop<br />
14/SB 6, that now permits all voters to vote for any<br />
candidate in the jurisdiction, regardless <strong>of</strong> political<br />
affiliation (with the exception <strong>of</strong> nominees for President<br />
and Vice-President).<br />
• Make necessary changes to all voting materials to comply<br />
with the federal Voting Rights Act, should <strong>Sonoma</strong><br />
<strong>County</strong> be designated a bi-lingual county based on the<br />
outcome <strong>of</strong> the 2010 Census data.<br />
• Implement on-line poll worker training, and Management<br />
Employee Election Worker Program whereby <strong>County</strong><br />
management employees to assist the election process.<br />
• Close <strong>2011</strong>-12 assessment roll after no more than a one<br />
month time extension from the California State Board <strong>of</strong><br />
Equalization, and continue the re-valuation <strong>of</strong> properties.<br />
Current re-valuation total stands at over 43,000 parcels.<br />
• Install the second module <strong>of</strong> CAMA. This s<strong>of</strong>tware has<br />
the potential to increase the number <strong>of</strong> change in<br />
ownership appraisals, while utilizing fewer staff<br />
appraisers and thus gain further operational efficiencies<br />
Administrative Support & <strong>Fiscal</strong> Services
FINANCIAL SUMMARY<br />
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
<strong>County</strong> Clerk/Registrar <strong>of</strong> Voters - General Fund<br />
Expenditures 3,692,839 3,698,699 0.2<br />
Revenues & Reimbursements<br />
1,900,955 1,196,109 (37.1)<br />
Net Cost<br />
1,791,884 2,502,590 39.7<br />
Assessor-General Fund<br />
Expenditures 9,231,583 9,140,082 (1.0)<br />
Revenues & Reimbursements 1,025,893 1,410,012 37.4<br />
Net Cost 8,205,690 7,730,070 (5.8)<br />
Assessor - Special Revenue Fund<br />
Expenditures 42,926 43,855 2.2<br />
Revenues & Reimbursements<br />
70,992 52,343 (26.3)<br />
Net Cost<br />
(28,066) (8,488) 69.8<br />
Recorder - Special Revenue Fund\<br />
Expenditures 2,566,748 2,645,632 3.1<br />
Revenues & Reimbursements<br />
2,839,612 2,597,924 (8.5)<br />
Net Cost<br />
(272,864) 47,708 117.5<br />
Total Expenditures 15,534,096 15,528,268 (0.0)<br />
Total Revenues & Reimbursement 5,837,452 5,256,388 (10.0)<br />
Total Net Cost 9,696,644 10,271,880 5.9<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 105.23 100.73 (4.50) (4.3)<br />
73<br />
Administrative Support & <strong>Fiscal</strong> Services
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
<strong>County</strong> Clerk<br />
Vital Statistics Copies 20,292 18,881 19,310<br />
Marriage Licenses 2,651 2,645 2,950<br />
Fictitious Name Filings 4,637 4,825 4,800<br />
Notary Bonds 492 490 525<br />
Marriages Performed 790 700 1,000<br />
Registrar <strong>of</strong> Voters<br />
Registered Voters 256,405 248,527 260,000<br />
Scheduled Elections 4 1 2<br />
Ballot types 204 109 200<br />
Abentee Ballots Issued 180,810 143,638 190,000<br />
Polling Place Precincts (set-up task) 166 180 200<br />
Ballot Cards Processed 130,966 186,920 200,000<br />
Assessor<br />
Title Transfers Processed 28,496 28,500 28,500<br />
New Lots/Parcels 281 290 290<br />
Permits Processed 8,603 8,500 8,500<br />
Total Secured Parcels 181,500 181,600 181,600<br />
Unsecured Assessments 35,200 35,300 35,300<br />
Recorder<br />
Recordings 129,106<br />
130,800<br />
135,000<br />
Filmed Images 461,506<br />
507,000 508,000<br />
Vital Statistics Filings 12,634 12,200 12,300<br />
Number <strong>of</strong> Pages Copied 53,087 47,500 51,250<br />
Deeds Recorded 19,279<br />
20,000<br />
21,000<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $15.5 million. Recommended expenditures are supported by $5.3 million in<br />
revenues and internal reimbursements for services provided to other departments and agencies and <strong>County</strong> General Fund support <strong>of</strong><br />
$10.2 million. Revenues and reimbursements decreased about $580,000 as a result <strong>of</strong> election year with low outside agencies<br />
reimbursements, thus overall <strong>County</strong> General Fund net cost increased by nearly $235,000 from FY 10-11. The recommended budget<br />
includes a 17.5% reduction in <strong>County</strong> General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General<br />
Fund total expenditures were made primarily by not programming February Presidential Primary election expenses assuming legislation<br />
will successfully reconsolidate into the June General Primary election; by reducing staff resources, and increasing reimbursements from<br />
non-General fund department programs.<br />
Core Services Maintained<br />
• The recommended FY 11-12 budget relies in $10.3 M <strong>of</strong> General Fund Support. The combination <strong>of</strong> General Fund, Charges for<br />
Services, and Reimbursement provides for ongoing maintenance <strong>of</strong> voter registration files, the conduct <strong>of</strong> two elections, ongoing<br />
assessments for real and business property, <strong>County</strong> Clerk services, including marriage licenses and miscellaneous filings, and<br />
recording services for real property and vital records, including documents for all <strong>Sonoma</strong> <strong>County</strong> properties and events as well as<br />
providing certified copies <strong>of</strong> birth, death and marriage records. These represent core county services that are constitutionally or<br />
statutorily mandated, and are not duplicated elsewhere in the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
74<br />
Administrative Support & <strong>Fiscal</strong> Services
Services Eliminated or Reduced<br />
The reduction <strong>of</strong> $1.2 M <strong>of</strong> General Fund support will result in the following measures:<br />
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
• Elimination <strong>of</strong> the Chief Deputy <strong>County</strong> Clerk position will further reduce the amount <strong>of</strong> staff support available to the <strong>County</strong> Clerk’s<br />
<strong>of</strong>fice on a regular basis, until the <strong>of</strong>fices <strong>of</strong> the Clerk and Recorder (currently at three different locations) are physically consolidated.<br />
Impacts will include long lines and wait times during peak workloads, and continuing delays in getting answers to complex questions<br />
and the resolution <strong>of</strong> problems. Processing transactions and fulfilling document requests will take longer.<br />
• Included reductions will require closure <strong>of</strong> the Assessor satellite <strong>of</strong>fice located in Petaluma; reduced defense efforts for assessment<br />
appeals, and will increase backlog <strong>of</strong> reassessments events, new permits, title transfers, mandatory audits, and delay the annual<br />
closure <strong>of</strong> the assessment roll. In addition, reduced front counter staff to assist the public and answer questions may ultimately<br />
necessitate reduced hours available to the public.<br />
• Reductions in the Registrar <strong>of</strong> Voters (ROV) division staffing may result in reduced front counter services to the public depending<br />
upon other <strong>of</strong>fice workload demands, which fluctuate throughout the elections cycle. In addition data entry updates for maintenance<br />
<strong>of</strong> the voter files may likely be impacted.<br />
Strategic Plan Focus<br />
Civic Services and Engagement<br />
o The Registrar <strong>of</strong> Voters division has focused on increasing access to and greater citizen participation in government by increasing<br />
voter turnout through voter outreach. <strong>Sonoma</strong> <strong>County</strong> consistently has one <strong>of</strong> the highest percentages <strong>of</strong> voter participation in<br />
statewide elections. FY 11-12 objectives include increasing online services provided to the public through online Campaign<br />
Finance Reports, voter information look-up screens and future implementation <strong>of</strong> on-line poll worker training. An average <strong>of</strong><br />
about 6 hours per manager/department head will supplant normally scheduled extra-help support for the Registrar <strong>of</strong> Voters<br />
during the June Primary election in <strong>2011</strong>. This may impact all <strong>County</strong> departments’ operations during election, unless managers<br />
assist the election team during weekends or evenings.<br />
o As part <strong>of</strong> the <strong>County</strong>’s redesign efforts a <strong>Sonoma</strong> <strong>County</strong> Managers Election Worker Program estimated to contribute<br />
approximately 2,430 staff hours to elections services during peak times is being proposed to lessen general fund need. The<br />
recommended budget assumes a successful implementation, which will result in the <strong>County</strong>’s ability to reduce Extra Help<br />
support.<br />
o The 2010 federal census completed the count <strong>of</strong> people living in California as well as other states. The California Constitution<br />
requires the Citizens Redistricting Commission to redraw the boundary lines <strong>of</strong> the districts <strong>of</strong> members <strong>of</strong> (1) the U.S. House <strong>of</strong><br />
Representatives, (2) the state Legislature (Assembly and Senate) and (3) the state Board <strong>of</strong> Equalization (BOE) immediately<br />
following each federal census. This Commission will establish districts <strong>of</strong> each type that are “reasonably” equal in population.<br />
The Registrar <strong>of</strong> Voters will input the new boundaries and shift voters to the new districts in <strong>2011</strong>, for use in the <strong>2012</strong> elections,<br />
beginning with Petitions-in-Lieu (which are available to candidates January 3, <strong>2012</strong>). The district boundaries for the Board <strong>of</strong><br />
Supervisors will be reviewed by a Redistricting Advisory Committee and submitted to the Board for revision in order to meet<br />
population fluctuations. The Registrar <strong>of</strong> Voters Division will be integrally involved in developing boundary options, as well as<br />
implementing whatever boundaries are adopted by the Board. The effort affirms our <strong>County</strong>’s commitment to civic services and<br />
engagement through adequate district representation.<br />
o Also following the census, the Secretary <strong>of</strong> State will determine those counties that are covered by language provisions <strong>of</strong> the<br />
Federal Voting Rights Act. While it is anticipated that <strong>Sonoma</strong> <strong>County</strong> will be designated as a bi-lingual (Spanish) county for<br />
voting materials, due to the lack <strong>of</strong> certainty, no funds have been included in the recommended budget request to cover the costs<br />
<strong>of</strong> compliance. If the bi-lingual designation is determined prior to the November <strong>2011</strong> election, Staff will implement requirements<br />
to assure that Spanish speaking voters receive sufficient civic services to engage the community in the <strong>County</strong>’s democratic effort.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
75<br />
Administrative Support & <strong>Fiscal</strong> Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Add back 1.0 FTE Chief Deputy <strong>County</strong> Clerk position to the <strong>County</strong><br />
Clerk division. Offset with salary savings contingent upon collocation<br />
<strong>of</strong> the Recorder and <strong>County</strong> Clerk divisions to achieve operational<br />
efficiencies.<br />
<strong>Budget</strong> Hearings Actions<br />
CLERK-RECORDER-ASSESSOR<br />
Janice Atkinson, Clerk-Recorder-Assessor<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
0 0 0<br />
Restore 1.0 Election Specialist II and 2.0 Assessment Clerk Positions. 242,555 0 242,555<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
76<br />
Administrative Support & <strong>Fiscal</strong> Services
JUSTICE SERVICES<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
Court Support & Grand Jury 11,492,162 3,750,937 7,741,225<br />
Probation 46,397,866 16,859,027 29,538,839<br />
District Attorney 21,232,900 7,136,204 14,096,696<br />
Public Defender 9,147,658 116,251 9,031,407<br />
Sheriff 127,788,646 55,537,085 72,251,561<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
77<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
78<br />
Justice Services
DEPARTMENTAL DESCRIPTION<br />
The Court Support Services budget provides for various court-related<br />
expenses for which the <strong>County</strong> is financially responsible.<br />
Court Support Services<br />
Court Support Services includes two General Fund budget sections: Court<br />
Support Operations and Alternate Indigent Defense, and a special revenue<br />
fund; the Alternate Dispute Resolution Special Revenue Fund.<br />
COURT SUPPORT AND GRAND JURY<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
The Court Support Operations section includes all revenues received by the<br />
<strong>County</strong> under Trial Court Funding including percentages <strong>of</strong> specific court<br />
fines and fees. This section also includes the <strong>County</strong>’s Maintenance <strong>of</strong> Effort (MOE) and Court Facility Payment (CFP) payments, and<br />
the cost <strong>of</strong> certain limited judicial benefits. The Auditor-Controller manages this budget unit.<br />
The annual MOE payment ($8,028,571) is the <strong>County</strong>’s share <strong>of</strong> financing trial court operation costs as a result <strong>of</strong> the Lockyer-Isenberg<br />
Trial Court Funding Act <strong>of</strong> 1997 (AB 233). The CFP ($925,500) is the <strong>County</strong>’s share <strong>of</strong> financing the court occupied facility costs. The<br />
<strong>County</strong> transferred responsibility for the court space in December 2008.<br />
The Alternate Public Defense section was established to account for all costs associated with indigent defense when the Public Defender<br />
is unable to provide representation. The expenditures include contract conflict counsel, court appointed attorneys, and associated costs.<br />
<strong>County</strong> Counsel manages this budget unit.<br />
The Alternate Dispute Resolution (ADR) Special Revenue Fund is a depository for filing fees, from which expenditures are made for<br />
ADR services, which provide the general public alternatives to civil court proceedings. In 1986 the state legislature gave counties the<br />
authority, under the Dispute Resolutions Program Act, to add up to $8.00 to the total fees for the filing <strong>of</strong> the first paper or petition as<br />
identified in specified government code sections, which fund the ADR program. <strong>Sonoma</strong> <strong>County</strong> Superior Court manages this budget<br />
unit.<br />
Grand Jury<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $11,492,162<br />
Total Revenues $3,750,937<br />
Total Net Cost $7,741,225<br />
Total Staff 0<br />
% Funded by Local Discretionary Funds 67.7%<br />
The Grand Jury is composed <strong>of</strong> 19 individuals whose primary function is to examine all aspects <strong>of</strong> county and city government and<br />
special districts. The Grand Jury is impaneled by the Superior Court on a fiscal year basis, and prepares an annual report <strong>of</strong> their findings<br />
to the Presiding Judge <strong>of</strong> the Superior Court. The costs <strong>of</strong> the Grand Jury, as allowed pursuant to the penal code, are charged to the<br />
<strong>County</strong> General Fund budget.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> General Fund<br />
Charges for Services<br />
Fines/Fees/Interest/Misc.<br />
79<br />
Funding Uses<br />
Grand Jury<br />
Maintenance <strong>of</strong> Effort (MOE)<br />
MOE Facility Payment<br />
Alternate Public Defense<br />
Alternate Dispute Resolution<br />
Judicial Benefits<br />
Justice Services
FINANCIAL SUMMARY<br />
COURT SUPPORT AND GRAND JURY<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Court Support Services - General Fund<br />
Expenditures 11,323,359 11,326,778 0<br />
Revenues & Reimbursements 3,632,674<br />
3,609,592 (0.6)<br />
Net Cost 7,690,685<br />
7,717,186 0.3<br />
Grand Jury - General Fund<br />
Expenditures 75,723 68,702 (9.3)<br />
Revenues & Reimbursements 0 0 0<br />
Net Cost 75,723 68,702 (9.3)<br />
Alternative Dispute Resolution - Special Fund Revenue<br />
Expenditures 96,682 96,682 0<br />
Revenues & Reimbursements 147,042<br />
141,345 (3.9)<br />
Net Cost (50,360)<br />
(44,663) 11.3<br />
Total Expenditures 11,495,764 11,492,162 (0)<br />
Total Revenues & Reimbursement 3,779,716 3,750,937 (0.8)<br />
Total Net Cost 7,716,048 7,741,225 0.3<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $11.5 million, a $4,000 decrease from FY 10-11. Recommended expenditures<br />
are supported by $3.7 million in revenues and internal reimbursements for services provided to other departments and agencies and<br />
<strong>County</strong> General Fund support <strong>of</strong> $7.7 million. Revenues and reimbursements decreased about $29,000 and overall <strong>County</strong> General Fund<br />
net cost increased as a result by nearly $25,000 from FY 10-11.<br />
The Grand Jury is the only discretionary budget in this unit. The Court Support budget unit contains Maintenance <strong>of</strong> Effort costs and<br />
Alternate Defense costs which cannot be reduced. The Alternate Dispute Resolution program is supported by filing fees and is not<br />
subject to General Fund reductions.<br />
Core Services Maintained<br />
• The Grand Jury will continue to provide investigative services under the direction <strong>of</strong> the Presiding Judge as mandated by government<br />
code. A published report on the findings <strong>of</strong> their investigations will be presented at the conclusion <strong>of</strong> their service.<br />
• Alternate indigent defense contracts are maintained at existing levels and will provide the county with continued services <strong>of</strong> up to<br />
3,500 cases where the Public Defender has identified a conflict <strong>of</strong> interest and is unable to provide legal defense.<br />
• The alternative dispute resolution program will be maintained at existing levels. Funding for this program is provided by non general<br />
fund sources.<br />
Alternate Defense<br />
• The budget does not provide funding for extra-ordinary cases, capital cases, or cases requiring a change <strong>of</strong> venue. Should cases <strong>of</strong> this<br />
nature occur or if current cases become protracted, the department will request mid-year appropriations to fund any additional<br />
expenditure requirements.<br />
Services Eliminated or Reduced<br />
• Grand Jury expenditures are reduced by 9.3% based on the county wide effort to realign costs to available revenues. The expenditure<br />
reduction <strong>of</strong> $7,000 will require changes in training, meeting, publishing and distribution practices. The Grand Jury Final report will<br />
be managed with reduced costs for print media and increased use <strong>of</strong> web site and library access.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
80<br />
Justice Services
Strategic Plan Focus<br />
COURT SUPPORT AND GRAND JURY<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
• The Grand Jury meets the civic services and engagement strategic plan focus area by providing an opportunity for citizens <strong>of</strong> the<br />
community an opportunity to examine processes and procedures <strong>of</strong> government and district agencies and report on findings promoting<br />
transparency and accountability.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
Not applicable.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
81<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
82<br />
Justice Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Probation Department is committed to providing the<br />
criminal justice system with pr<strong>of</strong>essional services. Our staff is dedicated to<br />
protecting our diverse community, serving the court, supporting crime<br />
victims and their rights, and providing justice through accountability and<br />
rehabilitation <strong>of</strong> <strong>of</strong>fenders.<br />
DEPARTMENTAL DESCRIPTION<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $44,209,835<br />
Total Revenues $15,623,501<br />
Total Net Cost $28,586,334<br />
Total Staff 247.6<br />
% Funded by Local Discretionary Funds 63.3%<br />
The Probation Department is charged with the responsibility <strong>of</strong> community<br />
protection and <strong>of</strong>fender rehabilitation. This is accomplished through mandated services to the court, specifically investigative reports and<br />
recommendations, and departmental efforts to guide <strong>of</strong>fenders granted probation through the use <strong>of</strong> specialized caseloads, intensive<br />
supervision, and referral to appropriate therapeutic services.<br />
The Probation Department consists <strong>of</strong> two major divisions: Probation Services and Juvenile Institutions. The Probation Services<br />
Division includes: Administration, Adult and Juvenile Probation Services, Jail Services, Juvenile Grants, and Juvenile Justice Crime<br />
Prevention Act (JJCPA), which supports the goal <strong>of</strong> reducing juvenile crime and promoting juvenile accountability through the use <strong>of</strong><br />
community-based resources dedicated to strengthening families. The Juvenile Institutions Division includes the three juvenile<br />
detention/commitment facilities: Juvenile Hall, Sierra Youth Center (SYC), and Probation Camp. Additionally, the Juvenile Institution<br />
Division includes the Supervised Adult Crew Program (SAC), a program that allows <strong>of</strong>fenders to participate in work crews doing<br />
landscaping, and/or major maintenance and construction projects for government and non-pr<strong>of</strong>it agencies. This permits <strong>of</strong>fenders to live<br />
at home and maintain employment while completing their court ordered obligation, or allows them to complete community service while<br />
serving time in the North <strong>County</strong> Detention Center.<br />
Funding Sources General Fund<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Fines, Fees & Interest<br />
State Funding<br />
Federal Funding<br />
Internal Reimbursements<br />
Supervised Adult Crews - Camp<br />
Projects<br />
83<br />
Funding Uses<br />
Administration<br />
Adult Supervision & Investigations<br />
Juvenile Hall<br />
Juvenile Intake & Investigations<br />
Probation Camp<br />
Juvenile Supervision, Placement &<br />
Programs<br />
Supervised Adult Crews - Camp<br />
Projects<br />
Justice Services
FY 10-11 ACCOMPLISHMENTS<br />
• Implemented Vista Academy, an Evening Reporting<br />
Center, providing a structured afternoon & evening<br />
program, six days per week, to gang members and<br />
minors at risk for gang involvement.<br />
• Supported 11 girls, and 18 boys through graduation<br />
from the Department’s camp programs, and continued<br />
enhancements <strong>of</strong> employment services for these youth<br />
as they return to the community.<br />
• Implemented pilot program using GPS tracking <strong>of</strong><br />
identified gang <strong>of</strong>fenders as a supervision tool to deter<br />
further crime and prevent negative affiliations.<br />
• Provided Scenario Based Field Officer Safety Training<br />
to all supervision <strong>of</strong>ficers, enhancing their ability to<br />
safely supervise <strong>of</strong>fenders while protecting the<br />
community.<br />
• Took over supervision <strong>of</strong> youth being paroled from the<br />
Department <strong>of</strong> Juvenile Justice.<br />
• Completed over $1.5 million worth <strong>of</strong> projects for<br />
California State Parks through the SAC program.<br />
• Collaborated with a number <strong>of</strong> agencies to enhance<br />
services, e.g.:<br />
o With California Parenting Institute, coordinated a<br />
pilot program to provide voluntary trauma counseling<br />
for children <strong>of</strong> substance abusing domestic violence<br />
<strong>of</strong>fenders;<br />
o With Human Services and Alcohol and Other Drugs,<br />
on the Family Recovery Project, a system integration<br />
effort to improve referral processes and service<br />
delivery;<br />
o With Mental Health, Human Services, and Social<br />
Advocates for Youth, developed a Wraparound<br />
Model <strong>of</strong> services for minors and their families as an<br />
alternative to home removal.<br />
• Incorporated additional Evidence Based Practices,<br />
improving supervision, & reducing risk, e.g.:<br />
o Trained staff in targeting criminogenic risk factors,<br />
delivering Aggression Replacement Therapy, and<br />
Interactive Journaling;<br />
o Implemented use <strong>of</strong> a validated lethality assessment<br />
tool for Domestic Violence (DV) <strong>of</strong>fenders;<br />
o Transitioned to an evidence based Containment<br />
Model program for treatment <strong>of</strong> juvenile sexual<br />
<strong>of</strong>fenders.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
84<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
FY 11-12 OBJECTIVES<br />
• Continue to align Department’s efforts consistent with<br />
evidence based practices, e.g.,<br />
o assess risk;<br />
o dedicate resources towards higher risk <strong>of</strong>fenders;<br />
o develop case plans consistent with risks and needs;<br />
o provide programming demonstrated by research to<br />
reduce recidivism.<br />
• Develop alternatives for girls who in past years had<br />
been placed in Sierra Youth Center.<br />
• In consultation with Court, modify Adult and Juvenile<br />
Probation reports to mitigate impact <strong>of</strong> staffing<br />
reductions.<br />
• Leverage SB 678 (2009) funding to continue improving<br />
success rate <strong>of</strong> adults on felony probation. SB 678<br />
Establishes a Community Corrections Performance<br />
Incentive Fund (CCPIF) that transfers state savings to<br />
counties for reduced probation failures.<br />
• In response to state public-safety realignment, develop<br />
plan with partners to safely, effectively, and efficiently<br />
manage anticipated new population <strong>of</strong> low-level<br />
<strong>of</strong>fenders and parolees.<br />
• Work with Sheriff’s Office to rework system <strong>of</strong><br />
detention alternatives in wake <strong>of</strong> program cuts, allowing<br />
appropriate release <strong>of</strong> adult <strong>of</strong>fenders and maintaining<br />
public safety.<br />
• Develop SAC into a self-sustaining program by<br />
generating a broader customer-base and improving<br />
efficiency, while maintaining safety record.<br />
• Re-work Juvenile Hall operations to reflect staffing<br />
cuts, in particular, method <strong>of</strong> initially assessing<br />
risks/needs for all minors entering the juvenile justice<br />
system.<br />
• Enhance collection <strong>of</strong> restitution through improved<br />
collaboration with the District Attorney’s Office, front<br />
evaluation <strong>of</strong> <strong>of</strong>fender’s ability to pay, and<br />
establishment and tracking <strong>of</strong> payment plans.<br />
• Evaluate effectiveness <strong>of</strong> expanding use <strong>of</strong> GPS on<br />
high-risk gang <strong>of</strong>fenders, based on results from pilot<br />
program.<br />
• Enhance Evidence-based programming at Probation<br />
Camp, including expansion <strong>of</strong> cognitive behavioral and<br />
after-care programs.<br />
• Improve Juvenile services by, establishing satellite<br />
locations, and expanding use <strong>of</strong> Skype Conferencing<br />
between Placement youth and their families.<br />
Justice Services
FINANCIAL SUMMARY<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Probation Services - General Fund<br />
Expenditures 19,162,418 17,807,238 (7.1)<br />
Revenues & Reimbursements 4,045,769 4,359,346 7.8<br />
Net Cost 15,116,649 13,447,892 (11.0)<br />
Institutions - General Fund<br />
Expenditures 21,847,070 19,194,130 (12.1)<br />
Revenues & Reimbursements 4,761,666<br />
4,657,646 (2.2)<br />
Net Cost 17,085,404 14,536,484 (14.9)<br />
Total GF Expenditures 41,009,488 37,001,368 (9.8)<br />
Total Revenues & Reimbursement 8,807,435 9,016,992 2.4<br />
Total GF Net Cost 32,202,053 27,984,376 (13.1)<br />
Camp/SAC - Special Fund<br />
Expenditures 3,359,101 3,359,101 0<br />
Revenues & Reimbursements 3,359,101 3,359,101 0<br />
Net Cost 0 0 0<br />
Juvenile Justice Crime Prevention Act (JJCPA) - Special Fund<br />
Expenditures 1,357,777 1,313,445 (3.3)<br />
Revenues & Reimbursements 1,357,777<br />
1,313,445 (3.3)<br />
Net Cost 0<br />
0 0<br />
Youthful Offender Block Grant - Special Fund<br />
Expenditures 1,411,046 1,518,027 7.6<br />
Revenues & Reimbursements 858,800 916,069 6.7<br />
Net Cost 552,246 601,958 9.0<br />
Community Corrections Program Incentive Fund (CCPIF)- Special Fund<br />
Expenditures 317,568 1,017,894 220.5<br />
Revenues & Reimbursements 317,568 1,017,894 220.5<br />
Net Cost 0 0 0<br />
Total Expenditures 47,454,980 44,209,835 (6.8)<br />
Total Revenues & Reimbursement 14,700,681 15,623,501 6.3<br />
Total Net Cost 32,754,299 28,586,334 (12.7)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 288.35 247.60 (40.75) (14.1)<br />
85<br />
Justice Services
RECOMMENDED BUDGET<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Probation Services<br />
Investigations 7,922 6,261 7,000<br />
Supervision 7,349 6,919 6,320<br />
Instituitions<br />
Juvenile Hall<br />
Average Daily Population 85 89 95<br />
Average Length <strong>of</strong> Stay 23 24 23<br />
Camp & Sierra Youth Center<br />
Average Daily Population 32 34 18<br />
Average Length <strong>of</strong> Stay 190 186 180<br />
Supervised Adult Crews<br />
Days Worked 12,996 10,956 6,000<br />
Jail Days Saved 10,287 7,970 4,114<br />
The recommended budget reflects overall expenditures <strong>of</strong> $44.2 million, a $3.2 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $15.6 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $28.0 million. Revenues and reimbursements increased about $923,000 and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $4.2 million from FY 10-11. This represents a 16% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were<br />
made primarily in salary and benefits. The significant increases in revenues include the Supervised Adult Crews charges for services.<br />
Core Services Maintained<br />
Probation Department core services include: juvenile intake; detention operations; preparation <strong>of</strong> disposition and pre-sentence reports for<br />
the Superior Court; and supervision <strong>of</strong> adult and youthful <strong>of</strong>fenders. Within these service areas, there are specific requirements dictated<br />
by State regulations and/or the Superior Court.<br />
The department’s juvenile intake unit will continue to process detention hearing documents, and conduct disposition investigations for<br />
the court.<br />
The Juvenile Hall will continue to detain minors for temporary stays. All operations including staffing levels and training, programming<br />
and case plans for youth, housing standards, and medical services are mandated by Corrections Standards Authority. In fiscal year 11-12,<br />
the department will continue to run a safe and secure facility incorporating high standards <strong>of</strong> care, and evidence based programming.<br />
The Community Detention program, a detention alternative using electronic monitoring, will also continue.<br />
Probation Camp will be maintained for high-risk male youth to allow for treatment, rehabilitation, and vocational training.<br />
Supervision <strong>of</strong> juvenile and adult <strong>of</strong>fenders will continue, and will be maintained at an appropriate level.<br />
Juvenile Division Probation Officers will supervise approximately 1,000 youth annually, monitoring compliance with court conditions,<br />
and delivering individualized case management services that address key risk factors, thereby lowering chances <strong>of</strong> recidivism.<br />
In the Adult Division, supervision <strong>of</strong>ficers will monitor approximately 3,100 felony probationers, as well as misdemeanants who have<br />
committed violent or sexual <strong>of</strong>fenses. Utilization <strong>of</strong> risk assessment tools allows the department to allocate resources based on the level<br />
<strong>of</strong> risk to re<strong>of</strong>fend. Specialty caseloads, e.g., domestic violence, mental health, gang, and sex <strong>of</strong>fenders, allow for staff expertise in<br />
community resources, treatment approaches, and monitoring techniques that enhance public safety.<br />
Presentence investigations services will continue for 5 felony judges. In addition, Probation Officers will continue to support the<br />
collaborative Early Case Resolution Court, providing bail and case information, and custody calculations.<br />
The Supervised Adult Crews (SAC) program will continue to provide a detention alternative. Probation peace <strong>of</strong>ficer staff supervises<br />
work crews <strong>of</strong> adult <strong>of</strong>fenders who have been sentenced by the Court to “serve time”. Working on a SAC crew provides an alternative to<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
86<br />
Justice Services
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
low risk <strong>of</strong>fenders to work <strong>of</strong>f their time, while preserving jail beds for the higher risk population. In addition, these crews can provide<br />
valuable work experience for <strong>of</strong>fenders. For FY 11-12, General Fund support is withdrawn from SAC, and the program will be 100%<br />
funded by revenues generated from the work performed by the <strong>of</strong>fenders.<br />
Services Eliminated or Reduced<br />
Diversion<br />
Front-end diversion program services for youth and families were redirected to focus on high-risk youth who have committed more<br />
serious <strong>of</strong>fenses. All diversion programming services, as well as the Probation Officer which conducted pre-screen assessments at police<br />
locations throughout the county, were eliminated.<br />
Detention Alternatives<br />
Eliminated in this budget are two adult detention alternative programs, Supervised Electronic Confinement (SEC), and Supervised Own<br />
Recognizance (SOR). Elimination <strong>of</strong> these programs is anticipated to impact the jail population, and Probation is working with the<br />
Sheriff’s Office on options to mitigate this impact.<br />
Institutions<br />
Proposed in this budget are several staffing reductions in the Juvenile Hall:<br />
• The reduction <strong>of</strong> three security positions will be managed by reducing the availability <strong>of</strong> outside recreation, occasional unescorted<br />
movements <strong>of</strong> juveniles, and other adjustments in staff assignments;<br />
• Cuts in Programming staff will reduce the quantity <strong>of</strong> specialized events, and <strong>of</strong> individualized programming for difficult residents.<br />
• With the reduction <strong>of</strong> floater positions, the Juvenile Hall will no longer provide the initial risk/needs assessment on all minors booked.<br />
The department will re-engineer how, when, and where minors are assessed as they enter the juvenile system;<br />
• A change in the Community Detention program will necessitate a review <strong>of</strong> current processes, and likely additional triage, distributing<br />
minors into differing levels <strong>of</strong> supervision.<br />
The Sierra Youth Center, the department’s gender responsive commitment program for girls, is eliminated in this budget. It is anticipated<br />
that most youthful female <strong>of</strong>fenders who otherwise would have been committed to Sierra will be sent to placement, while some may be<br />
placed in their home on Probation, and/or spend longer time in the Juvenile Hall.<br />
Strategic Plan Focus<br />
Probation Department core services align with several focus areas <strong>of</strong> the <strong>County</strong>’s Strategic Plan.<br />
As a public safety agency, Probation’s primary goal is to help ensure a safe community. Every department program begins with this goal<br />
– e.g., minors are detained in the Juvenile Hall to prevent them from hurting themselves or others; and Probation Officers supervise<br />
<strong>of</strong>fenders in the community to monitor their behavior, and provide programs to decrease the chance <strong>of</strong> future crimes.<br />
In addition, Probation increasingly provides evidence based practices - those shown by research to yield the greatest recidivism<br />
reduction. These practices are anticipated to lead to more probationers returning to the community as contributing members, which is an<br />
investment in their future, and the future <strong>of</strong> this community, and provides enormous economic benefits.<br />
The difficult choices required for this budget have led to elimination <strong>of</strong> some programs that are upstream, and which would further<br />
Probation’s efforts towards the <strong>County</strong>’s Strategic Plan. However, as core services are generally maintained, and as the department is<br />
committed to research based techniques to reduce recidivism, this budget allows Probation to maintain its alignment with the Plan.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
87<br />
Justice Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
<strong>Budget</strong> Hearings Actions<br />
Restoration <strong>of</strong> 3.0 FTE Probation Officer (PO) III to continue<br />
Supervised Own Recognizance program.<br />
Restoration <strong>of</strong> 1.0 FTE PO III Juvenile Probation for youth diversion<br />
programming.<br />
Restoration <strong>of</strong> 4.0 FTE for Juvenile Hall Programming & Security (1.0<br />
Juvenile Corrections Counselor (JCC) II, 2.0 JCC III, and 1.0 JCC IV).<br />
Restoration <strong>of</strong> 9.0 FTE, including 1.0 Division Director (DD), 1.0 JCC<br />
IV, 4.0 JCC III, and 3.0 JCC II, for Sierra Youth Center with one-time<br />
use <strong>of</strong> Teeter Funds ($870,000) and Title IVe and state reimbursements<br />
($300,181).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
88<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
422,670 32,670 390,000<br />
120,357 535 119,822<br />
444,823 2,140 442,683<br />
1,140,000 1,140,000 0<br />
Justice Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> District Attorney’s <strong>of</strong>fice is dedicated to providing the<br />
members <strong>of</strong> our community with a safe place to live by holding the guilty<br />
accountable, protecting the innocent, and preserving the dignity <strong>of</strong> victims<br />
and their families. We shall seek truth and justice in a pr<strong>of</strong>essional manner,<br />
while maintaining the highest ethical standards.<br />
DEPARTMENTAL DESCRIPTION<br />
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $20,817,999<br />
Total Revenues $6,909,780<br />
Total Net Cost $13,908,219<br />
Total Staff 108.75<br />
% Funded by Local Discretionary Funds 64.7%<br />
The District Attorney’s <strong>of</strong>fice conducts all prosecutions for public <strong>of</strong>fenses<br />
in <strong>Sonoma</strong> <strong>County</strong>, and institutes proceedings for the arrest <strong>of</strong> persons charged with public <strong>of</strong>fenses. This includes felony and<br />
misdemeanor prosecutions involving daily court calendar proceedings, felony preliminary hearings, court trials, jury trials, sentencing<br />
hearings, violation <strong>of</strong> probation hearings, appellate hearings, charging <strong>of</strong> juvenile petitions and presentation <strong>of</strong> evidence in delinquency<br />
hearings in Juvenile Court. The District Attorney also prosecutes county ordinance violations, handles weapon forfeiture cases, files<br />
petitions to hospitalize developmentally disabled persons if they are a danger to themselves or others, investigates public (open)<br />
meetings violation allegations, and implements the California Witness Relocation and Assistance Program in <strong>Sonoma</strong> <strong>County</strong>. The<br />
District Attorney’s <strong>of</strong>fice has the following specialized teams: Domestic Violence/Sexual Assault Unit, Elder Protection Unit, Gangs and<br />
Hate Crime Unit, Writs and Appeals Unit, Narcotics Unit, Auto Theft Prosecution Unit, and the Environmental Consumer Law and<br />
Fraud Unit.<br />
The District Attorney has partnered with federal and local law enforcement agencies in an effort to combat criminal street gangs, with a<br />
District Attorney Investigator assigned to the North Bay Regional Gang Task Force (Safe Streets). A District Attorney Investigator is<br />
also assigned to the High Tech Task Force, and is one <strong>of</strong> several such task forces funded by the State. Headquartered in Napa, the task<br />
force conducts computer forensic investigations and combats identify fraud, piracy, fraud via computers, and child pornography.<br />
Crime prevention efforts include participating in the following collaborative efforts: Gun Information for Teens (GIFT) program,<br />
Truancy Program, Child Death Review Team, Family Violence Prevention Council, Domestic Violence Death Review Team, Santa<br />
Rosa Mayor’s Gang Task Force, and the Gang Resistance Education and Training Program.<br />
The Victim Assistance Center provides services to victims and witnesses <strong>of</strong> crimes, including providing victims with: court support<br />
services; information on the criminal justice system; information on victims’ rights under Marsy’s Law; assistance in filing restitution<br />
claims; referrals to public or private social service agencies; referrals to treatment services; information on the status and disposition <strong>of</strong><br />
cases.<br />
The District Attorney is the lead fiscal and administrative agency for the multi-agency collaborative Family Justice Center <strong>Sonoma</strong><br />
<strong>County</strong> (FJCSC). The FJCSC combines law enforcement, prosecution, and community-based organizations to provide a coordinated,<br />
multi-disciplinary single point <strong>of</strong> access for family violence services. Comprehensive health, safety, legal, and support services for<br />
victims have already been enhanced with teams working in anticipation <strong>of</strong> opening the doors <strong>of</strong> a facility in the near future. FJCSC goals<br />
include increasing victim safety and family violence reporting; increasing successful prosecutions and <strong>of</strong>fender accountability; reducing<br />
recidivism; and increasing efficiencies within and among family violence services. The Family Justice Center is fully funded by grants<br />
and donations and does not rely on General Fund support. A Special Revenue Fund was established in FY 10-11 to manage expenditures<br />
for the FJSCS.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund<br />
Fines/Fees/Interest<br />
Grants/Misc.<br />
Prop 172<br />
State Reimbursement<br />
Transfers/use <strong>of</strong> Special<br />
Revenue Funds<br />
89<br />
Funding Uses<br />
Early Case Resolution Court<br />
Environmental/Consumer Unit<br />
Family Justice Center<br />
Felony/Misdemeanor Trial Teams<br />
Juvenile Division<br />
Gang Unit<br />
Domestic Violence/Sexual Assault<br />
Victim Assistance Program<br />
Justice Services
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
There are several special revenue funds managed by the District Attorney, most notably the Consumer Protection Fund; the <strong>Sonoma</strong><br />
<strong>County</strong> Auto Theft Taskforce (SONCATT) Fund; and the DA-Family Justice Center Fund. The Consumer Protection Fund retains court<br />
ordered penalties used to help fund enforcement <strong>of</strong> consumer protection laws. The SONCATT Fund was established to deposit funds<br />
received from a portion <strong>of</strong> vehicle registration fees, which are utilized for programs that enhance the capacity <strong>of</strong> local police and<br />
prosecutors to deter, investigate and prosecute vehicle theft crimes.<br />
FY 10-11 ACCOMPLISHMENTS<br />
• Implemented a web-based tool on our website which<br />
allows victims and witnesses <strong>of</strong> a crime to get<br />
information about their upcoming court dates, which<br />
assists us in meeting our obligations under the<br />
Victims’ Bill <strong>of</strong> Rights Act <strong>of</strong> 2008 known as Marsy’s<br />
Law.<br />
• A Marsy's Law policy was enacted to ensure all crime<br />
victims are provided prompt notice concerning the<br />
status <strong>of</strong> their case, they are treated with fairness, and<br />
their privacy and dignity are guarded and respected.<br />
• On behalf <strong>of</strong> a broad group <strong>of</strong> stakeholders<br />
representing city, county, and community-based<br />
organizations, the DA’s Office sought approval from<br />
the <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors to<br />
implement the Family Justice Center <strong>Sonoma</strong> <strong>County</strong><br />
(FJCSC). The Board authorized the use <strong>of</strong> the<br />
building located at 2755 Mendocino Avenue, Santa<br />
Rosa. A groundbreaking ceremony marked the start <strong>of</strong><br />
the site’s renovations. In April 2010, six FJCSC<br />
Advocate staff were hired by partner agencies and<br />
began working with prosecution and law enforcement<br />
partners and 1 Inter-Tribal Council Advocate. The<br />
FJCSC advocate staff have served over 900 victims,<br />
and made over 1,200 referrals to partner agencies.<br />
Partner staff co-location has been enhanced in<br />
advance <strong>of</strong> opening the FJCSC and victims’ services<br />
being carefully tracked with new s<strong>of</strong>tware.<br />
• Along with five other counties, the District Attorney’s<br />
<strong>of</strong>fice reached a $1.1 million settlement in a civil law<br />
enforcement action filed against Sears and Kmart<br />
stores for charging customers more than the lowest<br />
advertised price for items, and for Kmart’s charging<br />
consumers more for beverage containers than allowed<br />
under the state’s recycling law.<br />
• FY 10-11 restitution orders are in excess <strong>of</strong><br />
$5,000,000. This is a direct result <strong>of</strong> increased<br />
awareness by and communication with our criminal<br />
justice partners.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
90<br />
FY 11-12 OBJECTIVES<br />
• Continue collaborating with law enforcement to<br />
enhance prosecution <strong>of</strong> gang <strong>of</strong>fenses and other violent<br />
crimes. Provide opportunities for newer <strong>of</strong>fice members<br />
to work with the most experienced lawyers to build a<br />
successful prosecution team.<br />
• Prosecution teams will continue efforts in Early Case<br />
Resolution Court to resolve less complex cases at the<br />
earliest opportunity and allow for more focused efforts<br />
on complex cases.<br />
• The Elder Protection Unit will vigorously investigate<br />
and prosecute those who prey on elders, handling cases<br />
<strong>of</strong> sexual and physical abuse, the infliction <strong>of</strong> mental<br />
abuse, and neglect, as well as residential burglary,<br />
identity theft, fraud, and forgery.<br />
• Prosecute violations <strong>of</strong> California’s unfair competition<br />
and false advertising laws to protect <strong>Sonoma</strong> <strong>County</strong><br />
citizens, and to maintain a level playing field for our<br />
businesses. Examples <strong>of</strong> the types <strong>of</strong> prosecutions, in<br />
both the civil and criminal area include, misleading<br />
telephone solicitations, false advertising, harmful health<br />
products, retail price overcharges, mobile home rent<br />
control, slack fill products, Proposition 65, adulterated<br />
or misbranded products, and public nuisance abatement.<br />
• Continue outreach through education in the schools<br />
with the Gang Resistance Education and Training<br />
(G.R.E.A.T.) and the Gun Information for Teens<br />
(G.I.F.T.) programs and by continued participation in<br />
programs to combat DUIs.<br />
• Complete business requirements for a case management<br />
system that will allow information to be acquired<br />
electronically, and streamline work processes to<br />
efficiently manage cases from entry to completion while<br />
managing with reduced staffing.<br />
• The Family Justice Center <strong>Sonoma</strong> <strong>County</strong>, which plans<br />
to provide comprehensive services to family violence<br />
victims through a single access point, will open this<br />
year. Meanwhile, partner agencies are enhancing their<br />
collaboration and co-location <strong>of</strong> staff to support victims<br />
more efficiently.<br />
Justice Services
FINANCIAL SUMMARY<br />
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
District Attorney - General Fund<br />
Expenditures 20,492,944 19,039,288 (7.1)<br />
Revenues & Reimbursements 5,473,994 5,564,591 1.7<br />
Net Cost 15,018,950 13,474,697 (10.3)<br />
Auto Insurance Fraud - Special Fund<br />
Expenditures 10,000 63,586 535.9<br />
Revenues & Reimbursements<br />
3,000 750 (75.0)<br />
Net Cost<br />
7,000 62,836 797.7<br />
Consumer Protection - Special Fund<br />
Expenditures 433,477 512,466 18.2<br />
Revenues & Reimbursements 255,000 255,000 0<br />
Net Cost 178,477 257,466 44.3<br />
So Co Auto Theft Taskforce - Special Fund<br />
Expenditures 472,066 472,832 0.2<br />
Revenues & Reimbursements 481,000 485,038 0.8<br />
Net Cost (8,934) (12,206) (36.6)<br />
Supplemental Law Enforcement - Special Fund<br />
Expenditures 100,500 100,040 (0.5)<br />
Revenues & Reimbursements<br />
100,500 100,040 (0.5)<br />
Net Cost<br />
DA Asset Forfeiture - Special Fund<br />
0 0 0<br />
Expenditures 0 29,184 100.0<br />
Revenues & Reimbursements 0 25,050 100.0<br />
Net Cost 0 4,134 100.0<br />
Family Justice Center - Special Fund<br />
Expenditures 804,336 600,603 (25.3)<br />
Revenues & Reimbursements<br />
606,000 479,311 (20.9)<br />
Net Cost<br />
198,336 121,292 (38.8)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Total Expenditures 22,313,323 20,817,999 (6.7)<br />
Total Revenues & Reimbursements 6,919,494 6,909,780 (0.1)<br />
Total Net Cost 15,393,829 13,908,219 (9.7)<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 120.55 108.75 (11.80) (9.8)<br />
91<br />
Justice Services
RECOMMENDED BUDGET<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Cases Referred/Reviewed 25,943 25,000 26,000<br />
Adult Criminal Activity<br />
Court Filings<br />
Felony Complaints 2,533 2,425 2,600<br />
Misdemeanor Complaints 16,608 16,000 18,000<br />
Subpoenas Issued 21,522 23,500 25,000<br />
Court Activity<br />
Preliminary Hearings Held 342 370 500<br />
Jury Trials Held 81 130 16<br />
Court Trials Held 28 10 20<br />
Court Appearances 126,841 140,000 145,000<br />
Juvenile Activity<br />
Law Violation Reports Rec'd 2,097 2,050 2,100<br />
Original Charges-Petitions 1,657 1,650 1,675<br />
Violation <strong>of</strong> Prob. Petitions 575 840 875<br />
Court Hearings 20,984 19,100 19,500<br />
Subpoenas Issued 958 650 675<br />
Victim/Assistance Program<br />
Total Clients 2,661 2,930 3,223<br />
Total Claims 926 1,018 1,120<br />
Claims Paid to Victims $734,977 $770,000 $808,500<br />
Restitution Ordered $9,066,878 $10,000,000 $11,000,000<br />
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
The recommended budget reflects overall expenditures <strong>of</strong> $20.8 million, a $1.5 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $6.9 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $13.5 million. Revenues and reimbursements decreased about $9,000 and overall <strong>County</strong><br />
General Fund net cost decreased as a result by nearly $1.5 million from FY 10-11. This equates to a 16% reduction in <strong>County</strong> General<br />
Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were made<br />
primarily in salary and benefits. The significant changes in revenues and reimbursements were the result <strong>of</strong> the transfer <strong>of</strong> fines and fees<br />
from Asset forfeiture and Consumer Protection funds.<br />
Core Services Maintained<br />
• The District Attorney will focus on the core services <strong>of</strong> the <strong>of</strong>fice prosecuting criminal <strong>of</strong>fenses, and acting as the voice <strong>of</strong> victims.<br />
• Environmental violations and violations <strong>of</strong> California’s unfair competition and false advertising laws will be vigorously prosecuted.<br />
• The Elder Protection Unit will continue to focus on keeping the growing senior community protected from financial and physical<br />
elder abuse and neglect.<br />
• The felony, misdemeanor and juvenile courts will continue to be staffed, properly charge cases, and seek appropriate dispositions.<br />
• Participation in will continue in Early Case Resolution Court, where felony cases resolve earlier, while achieving the same justice.<br />
• Aggressively prosecute the most serious crimes through the vertically staffed Domestic Violence/Sexual Assault (DVSA) and Gang<br />
units. DVSA prosecutors receive highly specified training in intimate partner, child and sexual abuse prosecutions, encompassing<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
92<br />
Justice Services
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
forensic interviews, forensic evidence gathering and trial presentation, and dealing with recanting and fearful victims, expert<br />
testimony, and specialized Penal Code sections. These cases are extremely labor intensive, involving complex issues and traumatic<br />
violent felonies, and include the handling <strong>of</strong> specialized Sexually Violent Predator cases. Consistency and specialization is critical to<br />
victim confidence in and participation in the criminal justice system, which in turn increases public safety.<br />
Services Eliminated or Reduced<br />
The impacts to the District Attorney <strong>Budget</strong> are primarily focused in three areas: prosecutions, victim support, and investigations<br />
• Prosecutions will be impacted by the elimination <strong>of</strong> an Assistant District Attorney, two Deputy District Attorneys, and two support<br />
staff. The District Attorney will no longer have a dedicated attorney assigned to the Redwood Children’s Center, which may result in<br />
not having a prosecutor present during multi-disciplinary interviews <strong>of</strong> vulnerable child victims, necessitating additional interviews<br />
prior to court testimony, or may result in delayed case filing decisions and court proceedings. Reduced staffing for DUI, Drug and<br />
Domestic Violence Courts, may lead to increased recidivism for those who normally would participate in these courts, resulting in<br />
increased crimes and average daily jail bed figures. The vertical prosecution teams will be reduced, causing delays in filing cases and<br />
increased caseloads in special crime prosecution.<br />
• The reduction <strong>of</strong> support staff will slow down the processing <strong>of</strong> complaints, risking missed court deadlines. Complaints will be<br />
prioritized based on custody status, charges, and court dates, and attorneys may not have all <strong>of</strong> the necessary information in court. The<br />
elimination <strong>of</strong> one position <strong>of</strong> Assistant District Attorney will impact the department’s transition leadership in future years and create<br />
a loss <strong>of</strong> critical support in creating and carrying out organizational policies and in providing critical input to the District Attorney.<br />
The <strong>of</strong>fice will have reduced management and day-to-day guidance, oversight and support <strong>of</strong> units, supervisors, and staff impacting<br />
training and supervision, as well as responsiveness to the public and law enforcement and community partners on public safety, and<br />
upstream and outreach efforts.<br />
• The loss <strong>of</strong> a Victim Advocate will limit court support for victims and may impact the ability to meet the constitutional mandate <strong>of</strong><br />
Marsy's Law; ensuring victims' rights are upheld in carrying out criminal prosecutions. Victims may become less cooperative in the<br />
criminal justice process, leading to adverse case outcomes, impacting law enforcement and other criminal justice partners as well as<br />
public safety.<br />
• The reductions in the Bureau <strong>of</strong> Investigations include the loss <strong>of</strong> a Senior Investigator and three Investigator positions, as well as the<br />
loss <strong>of</strong> support staff. These reductions will limit the department’s ability to provide investigative support on environmental, consumer,<br />
and most fraud complaints as the Bureau shifts toward covering basic trial support. Limited investigations support at preliminary<br />
hearing stage or earlier will occur, which means adequate assessment <strong>of</strong> cases may be jeopardized. Emergency follow up investigative<br />
work will likely be eliminated in all but the most serious cases, jeopardizing convictions. Due to the reduction in vehicles,<br />
investigators will not be able to conduct sufficient follow-up investigations, pre-trial interview and evidence gathering, as well as<br />
various trial support tasks such as serving subpoenas in a timely manner.<br />
Strategic Plan Focus<br />
A safe community, and one where the public perceives that it is safe, is the necessary foundation to a healthy and thriving community.<br />
The District Attorney’s role in ensuring justice, holding <strong>of</strong>fenders accountable, and upholding victims’ rights are critical to the <strong>County</strong>’s<br />
strategic plan <strong>of</strong> providing a “Safe, Healthy and Caring Community”. The strategic plan focus <strong>of</strong> the District Attorney has been and will<br />
continue to be working with our law enforcement and criminal justice partners to keep this community safe.<br />
Focused prosecutions in environmental, fraud and consumer crimes assist the county in meeting its strategic goal <strong>of</strong> “Economic and<br />
Environmental Stewardship” <strong>of</strong> the community.<br />
The District Attorney programs “Invest in the Future” by holding <strong>of</strong>fenders accountable and breaking the cycle <strong>of</strong> family violence,<br />
through the Elder Protection Unit and the G.R.E.A.T. program by <strong>of</strong>fering <strong>of</strong>fenders who have a minimal criminal history the<br />
opportunity to avoid involvement in the criminal justice system by participating in one <strong>of</strong> the diversion programs, which significantly<br />
reduce the rate <strong>of</strong> recidivism.<br />
Finally, participation and leadership in implementing the Family Justice Center <strong>Sonoma</strong> <strong>County</strong> to provide one-stop wrap-around<br />
services for victims <strong>of</strong> domestic and family violence, meets the <strong>County</strong>’s strategic plan goals <strong>of</strong> Safe, Healthy & Caring Communities<br />
and Investing in the Future.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head does not concur with the Recommended <strong>Budget</strong>. The District Attorney understands and respects the difficult<br />
financial situation the <strong>County</strong> is facing. The Recommended <strong>Budget</strong>, if adopted, cannot ensure the level <strong>of</strong> public safety expected by the<br />
community.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
93<br />
Justice Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
<strong>Budget</strong> Hearings Actions<br />
Restore 1.0 Victim Advocate position ($91,992), 1.0 Investigator<br />
position ($177,686) and 1.0 Deputy District Attorney position<br />
($145,223).<br />
Recognize increased Proposition 172 Public Safety Revenue to reflect<br />
increase actual revenue received in FY 10-11.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
94<br />
Gross<br />
Expenditures<br />
DISTRICT ATTORNEY<br />
Jill R. Ravitch, District Attorney<br />
Revenue and<br />
Reimbursements Net Cost<br />
414,901 0 414,901<br />
0 (226,424) (226,424)<br />
Justice Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Public Defender’s <strong>of</strong>fice is to protect<br />
the life, liberty, property, and constitutional rights <strong>of</strong> each <strong>of</strong> our clients as<br />
we serve the interests <strong>of</strong> society to ensure a fair, efficient, and unbiased<br />
system <strong>of</strong> justice.<br />
DEPARTMENTAL DESCRIPTION<br />
PUBLIC DEFENDER<br />
John R. Abrahams, Public Defender<br />
% Funded by Local Discretionary Funds 98.6%<br />
The Public Defender provides legal representation to indigent defendants<br />
and juveniles in all court proceedings where no conflict or caseload impairment exists. The <strong>of</strong>fice functions in collaboration with other<br />
participants in the criminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights <strong>of</strong><br />
accused persons. The Public Defender also represents persons who are not charged with a crime, alleged to be mentally ill,<br />
developmentally disabled or in need <strong>of</strong> conservatorship, and cannot afford an attorney.<br />
Funding Sources<br />
FY 10-11 ACCOMPLISHMENTS<br />
General Fund Contribution<br />
Charges for Services/Other<br />
• Through full support <strong>of</strong> the Early Case Resolution<br />
Court, allowed the felony trial courts to expand the time<br />
they devote to jury trials and reduce the time spent on<br />
calendar matters.<br />
• Helped formulate strategies for upstream investment<br />
and programs that will, in the future, reduce the need for<br />
criminal justice services and other Health and Human<br />
Services programs.<br />
• Continued to support successful collaborative court<br />
models such as Drug Court, Domestic Violence Court,<br />
Mental Health Court, and DUI Court which have proven<br />
to reduce recidivism.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
95<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $8,731,620<br />
Total Revenues $116,251<br />
Total Net Cost $8,615,369<br />
Total Staff 45<br />
Funding Uses<br />
FY 11-12 OBJECTIVES<br />
Adult Representation<br />
Juvenile Representation<br />
Admin, Support, Investigations<br />
• Maintain effective representation <strong>of</strong> clients in a time <strong>of</strong><br />
reduced resources.<br />
• Continue search and preparation for implementation <strong>of</strong><br />
case management system to allow for more effective<br />
workflow and better manage personnel resources within<br />
the Public Defender’s Office.<br />
Justice Services
FINANCIAL SUMMARY<br />
PUBLIC DEFENDER<br />
John R. Abrahams, Public Defender<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund<br />
Expenditures 9,596,314 8,731,620 (9.0)<br />
Revenues & Reimbursements<br />
221,500 116,251 (47.5)<br />
Net Cost<br />
9,374,814 8,615,369 (8.1)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 51.00 45.00 (6.00) (11.8)<br />
WORKLOAD SUMMARY<br />
FY 09/10 FY 10/11 FY 11/12<br />
Workload Indicators Actual Estimated Recommended<br />
Felony<br />
New Cases 2,378 1,856 1,468<br />
Court Appearances 33,941 32,438 25,950<br />
Jury Trials 27 28 22<br />
Court Trials 13 10 8<br />
Preliminary Hearings 516 578 434<br />
Death Penalty<br />
Misdemeanors<br />
New Cases 11,414 10,736 5,950<br />
Court Appearances 53,169 54,568 27,284<br />
Jury Trials 16 45 22<br />
Court Trials 13 12 6<br />
DUI Court 3,049 3,342 1,672<br />
Collaborative Court<br />
Drug, 1210, Mental Health & DV<br />
Court Appearances 16,949 11,072 11,072<br />
Juvenile<br />
New Cases/Reopended 2,583 2,152 2,150<br />
Court Appearances 9,318 9,250 9,250<br />
Contested Hearings 23 12 12<br />
Civil 1<br />
New Cases 89 134 67<br />
Re-Opened 765 682 341<br />
Court Appearances 1,788 1,304 652<br />
1 Civil cases include Conservatorships, Contempt, Probate, Developmentally Disabled.<br />
96<br />
Justice Services
RECOMMENDED BUDGET<br />
PUBLIC DEFENDER<br />
John R. Abrahams, Public Defender<br />
The recommended budget reflects overall expenditures <strong>of</strong> $8.7 million, an $865,000 decrease from FY 10-11. Recommended<br />
expenditures are supported by $116 thousand in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $8.6 million. Revenues and reimbursements decreased about $105,000 and overall <strong>County</strong><br />
General Fund net cost decreased as a result by nearly $759,000 from FY 10-11. This equates to a 16% reduction in <strong>County</strong> General Fund<br />
support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were made<br />
primarily in salary and benefits. The significant decreases in revenues and reimbursements were State mandate reimbursements.<br />
Core Services Maintained<br />
The <strong>Sonoma</strong> <strong>County</strong> Public Defender’s will concentrate its resources on Constitutionally mandated representation in criminal cases and<br />
will continue to accept appointments that support the <strong>County</strong>’s Strategic Plan and consistent with the notion <strong>of</strong> upstream investments.<br />
• The Constitution <strong>of</strong> the United States provides that no person shall face the loss <strong>of</strong> liberty without the presence <strong>of</strong> counsel. The county<br />
is responsible for providing legal representation to indigent criminal defendants and others who face the loss <strong>of</strong> liberty. The Public<br />
Defender will continue to maintain the highest level <strong>of</strong> defense services within the parameters <strong>of</strong> the changing environment.<br />
• The Public Defender will continue to staff the Early Case Resolution felony department as it contributes to lowering jail population.<br />
This will be vital to the county system should state realignment take place.<br />
• The Public Defender will also continue to provide representation in the Drug Court, Domestic Violence Court, Mental Health Court,<br />
Driving Under the Influence (DUI) Court and the DUI Compliance Court as long as they exist in the system. These courts provide<br />
needed services to clients and help participants avoid continued and future entanglement in the criminal justice system.<br />
Services Eliminated or Reduced<br />
The impacts <strong>of</strong> eliminating 5 Attorney positions will reduce the number <strong>of</strong> criminal and other cases handled by the Public Defender’s<br />
Office. The Public Defender’s Office represents approximately 78% <strong>of</strong> defendants in felony cases and 68% <strong>of</strong> misdemeanor cases filed<br />
by the <strong>Sonoma</strong> <strong>County</strong> District Attorney’s Office.<br />
• If no changes occur in the structure and workload <strong>of</strong> potential indigent cases, the <strong>Sonoma</strong> <strong>County</strong> Public Defender’s Office will be<br />
unable to provide full staffing in all <strong>of</strong> the current criminal courtrooms. If the public defender is unable to accept appointments in<br />
misdemeanor and felony trial departments’, cases will be assigned by the court to private counsel at county expense.<br />
Strategic Plan Focus<br />
• Continuation <strong>of</strong> support for the Early Case Resolution program and full participation in the juvenile courts is consistent with the<br />
county strategic plan focus area safe, healthy and caring communities by providing upstream services to youth who benefit from a<br />
quick and just juvenile court process and by directing limited resources toward the most serious and complex cases.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
<strong>Budget</strong> Hearings Actions<br />
Restore 2.0 Deputy Public Defender positions in order to reduce costs<br />
associated with private indigent counsel appointments.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
97<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
416,038 0 416,038<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
98<br />
Justice Services
MISSION STATEMENT<br />
In partnership with our communities, we commit to provide pr<strong>of</strong>essional,<br />
firm, fair, and compassionate law enforcement and detention services, with<br />
integrity and respect.<br />
DEPARTMENTAL DESCRIPTION<br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
Total Staff 590<br />
The Sheriff, under state law, is responsible for the delivery <strong>of</strong> law<br />
% Funded by Local Discretionary Funds 58.7%<br />
enforcement and related emergency services to the unincorporated areas <strong>of</strong><br />
the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>. In addition, the Town <strong>of</strong> Windsor and the City <strong>of</strong><br />
<strong>Sonoma</strong> contract with the Sheriff’s Office for law enforcement services. Law enforcement services include Patrol, Investigations,<br />
Marine, Helicopter, Search and Rescue; support services consist <strong>of</strong> Dispatch, Central Information Bureau, the Civil Bureau, and<br />
Administration. <strong>County</strong>wide services consist <strong>of</strong> execution <strong>of</strong> judgments, enforcement <strong>of</strong> certain court orders, provision <strong>of</strong> a central<br />
repository <strong>of</strong> all criminal warrants issued by the courts, and the performance <strong>of</strong> investigations through the Coroner’s Bureau to determine<br />
cause <strong>of</strong> death. Other special services include those performed by the Hazardous Materials Team, Special Weapons and Tactical<br />
(SWAT) Team, Hostage Negotiations Team (HNT), Bomb Squad, Canine Unit, and Crime Analysis and Prevention Unit. The Law<br />
Enforcement Division also provides prisoner transportation functions, and provides court security services to the <strong>Sonoma</strong> <strong>County</strong><br />
Superior Court in, and around, <strong>Sonoma</strong> <strong>County</strong> courtrooms.<br />
The Detention Division is responsible for the operation <strong>of</strong> two adult detention facilities designed for the incarceration <strong>of</strong> criminal<br />
<strong>of</strong>fenders and persons charged with criminal <strong>of</strong>fenses. The Sheriff’s Office maximum security Main Adult Detention Facility (MADF)<br />
serves as the intake location where all arrestees are brought for booking and processing. The facility primarily houses pre-trial men and<br />
women, plus any inmates requiring special medical and/or mental health services. The North <strong>County</strong> Detention Facility (NCDF) houses<br />
most sentenced males and females and some unsentenced males and females. Specific programs operated at NCDF include alcohol and<br />
drug treatment services and an agricultural industries program. A sentenced inmate may be incarcerated for up to one year for each<br />
<strong>of</strong>fense for which he/she has been convicted. While incarcerated, the county must provide all the basic living needs <strong>of</strong> an inmate,<br />
including food, clothing, and medical and mental health care. Inmates are also provided with a variety <strong>of</strong> other services, as mandated by<br />
state regulations, including library services and educational programs. The inmate capacity at the MADF is 915, and the capacity at<br />
NCDF is 561, for a total capacity <strong>of</strong> 1,476 inmate beds.<br />
Funding Sources General Fund<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Proposition 172 Revenues<br />
Special Fund Revenues<br />
State/Federal/Local Revenues<br />
Contract City Police Revenue<br />
Booking Fee Revenues<br />
Court Security Services<br />
Charges for Services<br />
99<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $121,727,338<br />
Total Revenues $50,228,974<br />
Total Net Cost $71,498,364<br />
Funding Uses<br />
Jail Operations<br />
Patrol Operations<br />
Admin. and Support Services<br />
Investigation Services<br />
Court Security and Transportation<br />
Contract City Police Services<br />
Coroner and Marine Operations<br />
Justice Services
FY 10-11 ACCOMPLISHMENTS<br />
• Implemented an operational change in the Bomb Squad’s<br />
model from a full time unit to part time to meet an<br />
anticipated decrease in revenues from the countywide<br />
agency Bomb and Weapons <strong>of</strong> Mass Destruction<br />
Agreement and developed a Bomb Squad call-out fee that<br />
was instituted for FY 10-11.<br />
• Implemented an integrated booking photo and fingerprint<br />
system. The combined system reduced costs, increased<br />
staff efficiency and provided booking photo copies to<br />
<strong>of</strong>ficers in the field using Mobile ID, handheld fingerprint<br />
identification devices.<br />
• The Sheriff's Office SWAT team placed first in the<br />
annual "Best in the West" SWAT competition held in<br />
Santa Clara. The largest invitational SWAT competition<br />
in the western United States included teams from Federal,<br />
State, <strong>County</strong> and Municipal jurisdictions and challenged<br />
each in tactical, physical, decision making, and<br />
marksmanship situations.<br />
• In collaboration with General Services, established the<br />
composting project to include a vermiculture program<br />
utilizing food waste from both the detention facilities. In<br />
just under 12 months, almost six (6) tons <strong>of</strong> food waste<br />
has been composted, greatly reducing the amount <strong>of</strong><br />
waste deposited into the <strong>County</strong> landfill. The compost is<br />
used to propagate Jail Industries’ nursery plants.<br />
• Relocated the Starting Point Program for female inmates<br />
to MADF, increasing the average class size from 12 to 20<br />
participants and providing needed alcohol and drug<br />
treatment services.<br />
• In conjunction with General Services, MADF completed<br />
2 "green" projects including an upgrade allowing<br />
connectivity to the <strong>County</strong>’s Fuel Cell, efficiently utilized<br />
energy and other natural resources. The second was the<br />
completion <strong>of</strong> a Comprehensive Energy Water Retr<strong>of</strong>it<br />
project that reduced water usage from 116 gallons to 62<br />
gallons per inmate per day.<br />
• Completed the Cold Case DNA Project resulting in the<br />
establishment <strong>of</strong> a centralized database system <strong>of</strong> 53 cold<br />
homicide cases and identification <strong>of</strong> 12 cases containing<br />
DNA evidence to assist in the identification <strong>of</strong> a suspect.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
100<br />
FY 11-12 OBJECTIVES<br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
• Focus on providing the highest possible level <strong>of</strong> public<br />
safety and detention services in an environment <strong>of</strong><br />
declining resources.<br />
• Continue to work with the <strong>County</strong> Administrator’s Office<br />
(CAO) and other Criminal Justice Partners, to evaluate and<br />
prioritize the recommendations in the Phase 2 Criminal<br />
Justice Master Plan in an effort to meet the <strong>County</strong>’s<br />
immediate and long term goals during difficult fiscal<br />
times.<br />
• In collaboration with other local law enforcement and<br />
emergency service agencies, enhance the <strong>County</strong>’s ability<br />
to respond to gangs, terrorism, and other catastrophic<br />
events through training and procurement <strong>of</strong> special<br />
equipment with federal grant funding.<br />
• Continue to work with the California State Sheriff’s<br />
Association, CAO, <strong>County</strong> Counsel, and our Criminal<br />
Justice Partners on legislative impacts arising from the<br />
Governor's realignment plan and efforts to divert low level,<br />
non serious, non violent <strong>of</strong>fenders to the local level.<br />
• Continue to work closely with <strong>County</strong> Information<br />
Systems Department (ISD) to update the Criminal Justice<br />
computer system for data retrieval ability and move<br />
forward with preparation, justification, and funding to<br />
realize a Jail Management System, making detention<br />
operations more efficient.<br />
• Review and enhance computer forensic procedures to<br />
reduce queuing time for criminal cases. With the<br />
increasing computer or cell phone evidence components <strong>of</strong><br />
criminal cases, continuing to improve on solid standards<br />
and processes will provide a reasonable response time and<br />
better outcomes to key cases.<br />
• Translate the Silent Witness Program into Spanish and<br />
advertise in the Latino Community to solicit information<br />
on gang activity in order to help solve crimes that have<br />
been unreported or gone "cold" due to the lack <strong>of</strong><br />
information.<br />
Justice Services
FINANCIAL SUMMARY<br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Law Enforcement - General Fund<br />
Expenditures 71,669,628 67,818,090 (5.4)<br />
Revenues & Reimbursements 44,086,180 45,730,613 3.7<br />
Net Cost 27,583,448 22,087,477 (19.9)<br />
Detention - General Fund<br />
Expenditures 52,867,021 51,086,650 (3.4)<br />
Revenues & Reimbursements<br />
3,907,711 3,555,595 (9.0)<br />
Net Cost<br />
48,959,310 47,531,055 (2.9)<br />
Sub-total General Fund Expenditures 124,536,649 118,904,740 (4.5)<br />
Sub-total General Fund Revenues & Reimbursement 47,993,891 49,286,208 2.7<br />
Sub-total General Fund Net Cost 76,542,758 69,618,532 (9.0)<br />
Other Law Enforcement - Special Fund<br />
Expenditures 1,494,621 2,605,298 74.3<br />
Revenues & Reimbursements 660,473 750,766 13.7<br />
Net Cost 834,148 1,854,532 122.3<br />
Other Detention - Special Fund<br />
Expenditures 278,414 217,300 (22.0)<br />
Revenues & Reimbursements<br />
217,000 192,000 (11.5)<br />
Net Cost<br />
61,414 25,300 (58.8)<br />
Total Expenditures 126,309,684 121,727,338 (3.6)<br />
Total Revenues & Reimbursement 48,871,364 50,228,974 2.8<br />
Total Net Cost 77,438,320 71,498,364 (7.7)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Law Enforcement 352.64 323.00 (29.64) (8.4)<br />
Detention<br />
Total Positions<br />
294.00 267.00 (27.00) (9.2)<br />
646.64 590.00 (56.64) (8.8)<br />
101<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended*<br />
Law Enforcement<br />
Sworn Officers per 1,000 Population 1.20 1.19 0.95<br />
Dispatch<br />
Law Enforcement Incident Calls 101,635 102,604 103,500<br />
City <strong>of</strong> Windsor Incident Calls 18,912 21,596 22,800<br />
City <strong>of</strong> <strong>Sonoma</strong> Incident Calls 12,431 12,980 13,200<br />
Helicopter<br />
Total Flights 814 869 0<br />
Emergency Medical Service Missions 60 65 0<br />
Search and Rescue Missions 114 134 0<br />
Law Enforcement Missions 494 510 0<br />
Hours Flown 422 487 0<br />
Central Information Bureau<br />
Incoming Calls- Front Desk 36,951 37,344 37,000<br />
Evidence Items Booked 21,282 21,202 21,000<br />
Civil Cases<br />
Civil Actions 7,086 5,750 5,800<br />
Crime Prevention<br />
Community Outreach Activities 261 506 559<br />
Graffiti Removed 544 700 720<br />
Marine Unit<br />
Hours <strong>of</strong> Water Patrol 3,362 2,850 1,870<br />
Accident Investigations 7 6 7<br />
Searches 21 20 20<br />
Verbal Warnings 1,814 1,500 1,000<br />
Patrol<br />
Calls for Service 47,048 48,532 49,988<br />
Officer Initiated 54,559 58,119 55,872<br />
Arrests/Citations 8,762 9,141 9,415<br />
Reports Written 13,600 14,536 14,972<br />
Average Emergency Response Time (Minutes) 8 min 40 sec 8 min 40 sec 9 min 0 sec<br />
Field Deputies to 1,000 Population 0.66 0.64 0.66<br />
Investigations<br />
Homicide/Attempted Homicide Investigations 10 10 11<br />
Total Crimes/Crimes Assigned to Investigations 4,049/1,341 3,890/2,521 3,644/1,108<br />
Coroner<br />
Autopsies 335 329 337<br />
Detention<br />
Combined NCDF & MADF<br />
Average Daily Population (ADP) 1,060 950 985<br />
Bookings 20,890 19,784 19,610<br />
Sentenced ADP 477 450 460<br />
Unsentenced ADP 583 560 570<br />
Female ADP 137 108 110<br />
Gang Population ADP 270 240 250<br />
Mental Health Population ADP 210 310 315<br />
Total Inmates Attending Programs 3,483 3,442 3,450<br />
Prescription Meds Administered 745,000 750,000 760,000<br />
Number <strong>of</strong> Sick Calls 15,100 14,900 15,000<br />
*FY 11-12 estimates are based on 3 to 4 year averages <strong>of</strong> baseline services adjusted for reductions.<br />
102<br />
Justice Services
RECOMMENDED BUDGET<br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
The recommended budget reflects overall expenditures <strong>of</strong> $121.7 million, a $4.6 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $50.2 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $69.9 million. Revenues and reimbursements increased about $1.4 million and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $6.9 million from FY 10-11. This equates to a 16% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were<br />
made primarily in salaries and benefits. The significant increases in revenues and reimbursements were related to charges for services for<br />
law enforcement and court security service contracts.<br />
Under state law, the Sheriff-Coroner is responsible for the delivery <strong>of</strong> law enforcement and related emergency services to the<br />
unincorporated areas <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>. Additionally, the Sheriff-Coroner is responsible for the housing and all basic living needs <strong>of</strong><br />
incarcerated criminal <strong>of</strong>fenders and persons charged with criminal <strong>of</strong>fenses. By law, the Sheriff-Coroner must provide food, clothing,<br />
medical, and mental health care as well as a variety <strong>of</strong> other services including library and educational programs to the inmates while<br />
they are incarcerated within the <strong>County</strong> detention facilities.<br />
Core Services Maintained<br />
The Sheriff's Office main mission and core service is to provide safe, healthy and caring communities, and any reductions in the Sheriff's<br />
Office budget will negatively affect the safety <strong>of</strong> the communities within <strong>Sonoma</strong> <strong>County</strong>.<br />
• The Sheriff's Office will maintain patrol services in the unincorporated areas <strong>of</strong> the county, providing law enforcement response to<br />
emergency dispatch calls for service and initiating service delivery when possible. Contracts with <strong>Sonoma</strong> and Windsor, which are<br />
fully funded by the cities, are maintained at existing levels.<br />
• The Coroner's Bureau will retain a high level <strong>of</strong> expertise in forensic death investigation and pathology examination.<br />
• The Marine Unit will provide limited law enforcement and patrol services on the waterways <strong>of</strong> the county and along the coast,<br />
maintaining life saving equipment, watercraft, and staffing.<br />
• The Sheriff's Office will continue to provide an effective and efficient Dispatch Unit, receiving calls for emergency services and<br />
dispatching response personnel 24 hours per day, seven days a week.<br />
• Prisoner transportation functions and court security services for the <strong>Sonoma</strong> <strong>County</strong> Superior Court will continue to be provided.<br />
• The Sheriff's Office will keep, to a limited extent, its Investigative Bureau where most felony crimes and other complex matters are<br />
investigated. Services include narcotic/drug enforcement within <strong>Sonoma</strong> <strong>County</strong> and investigations <strong>of</strong> property crimes, violent crimes,<br />
domestic violence/sexual assaults (DVSA), and crime scene investigations.<br />
• The Central Information Bureau will continue to maintain the Records Management System containing crime reports and call-for<br />
service information, the Central Warrant System including all criminal warrants issued in the county as well as the storing <strong>of</strong> physical<br />
evidence, found property, and property for safekeeping. Visitors to the Sheriff's Office will be assisted at the main building front<br />
counter Monday-Friday, 8a.m-5 p.m. with general information, crime reports, registrant files, fingerprinting, and vehicle releases.<br />
• The Sheriff's Office will retain Civil Bureau services including the serving and execution <strong>of</strong> all writs, warrants, summons, and orders<br />
<strong>of</strong> the Court including all papers and orders required to be served in proceedings in court or otherwise by law.<br />
• Other core specialty services maintained include those performed by the Special Weapons and Tactical (SWAT) Team (response to<br />
critical incidents), Hostage Negotiations (HNT) Team (response to hostage or kidnapping incidents), and Crime Analysis and<br />
Prevention, which includes responding to community requests for graffiti removal, crime prevention education, presentations on<br />
domestic violence, child and bicycle safety, drug and alcohol education, gang education, neighborhood watch, security surveys and<br />
vehicle abatement.<br />
• The Sheriff's Office will continue to operate the two adult detention facilities in accordance with federal and state laws for the<br />
incarceration <strong>of</strong> inmates and related provision <strong>of</strong> services to inmates including housing, medical, mental health, and education classes<br />
and programs.<br />
Services Eliminated or Reduced<br />
• The Helicopter program is eliminated including five positions, for a cost savings <strong>of</strong> $1.9 million dollars. Funding is included to<br />
continue the helicopter lease payment, hangar space and minimal service to maintain equipment for one year. The grounding <strong>of</strong> the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
103<br />
Justice Services
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
unit may result in longer rescue times and less effective life saving efforts as calls for search and rescue services along the coast and<br />
areas <strong>of</strong> difficult terrain will be responded to with ground units.<br />
• The specialty Bomb Unit is eliminated for a cost savings <strong>of</strong> $375,000. These services were provided on overtime; therefore no<br />
positions are eliminated. Calls related to bomb threats or scares will be initially responded to by deputy sheriffs. Any call beyond the<br />
scope <strong>of</strong> a field deputy will need to be referred for mutual aid from the state or other Bay Area law enforcement agencies that have<br />
maintained their program. Response delays will be experienced and public safety may be jeopardized.<br />
• The Community Oriented Policing and Problem Solving (COPPS) Unit is eliminated at a cost savings <strong>of</strong> $531,000. Three positions<br />
are deleted. Response to specific community problems connected with street level drug dealing, day laborers, alcohol and tobacco<br />
violations, abandoned vehicles, code violations, problem houses, prostitution, and homeless camps will be significantly delayed.<br />
Eliminating the COPPS Unit severely hampers the Sheriff's Office ability to use a proactive approach to problem-solving in the<br />
community and to develop close community relationships and partnerships in order to resolve and prevent crimes.<br />
• The blending <strong>of</strong> the Domestic Violence/Sexual Assault (DVSA) and Violent Crimes Investigative Unit and elimination <strong>of</strong> the YWCA<br />
advocate contract will provide a cost savings <strong>of</strong> $813,000. Three detective positions will be eliminated. DVSA investigations will be<br />
limited to child abuse and sexual assault. Only violent DV cases will be investigated. Crimes will need to be prioritized as the number<br />
<strong>of</strong> cases investigated will be significantly reduced.<br />
• The blending <strong>of</strong> the Property Crimes and Narcotics Units will provide a cost savings <strong>of</strong> $630,000. Three detective positions will be<br />
eliminated. High risk investigations will have less detective assistance which could impact the number <strong>of</strong> high risk cases solved.<br />
Fewer residential burglary cases will be solved. Check/credit card fraud and identity theft crimes will rarely be investigated due to<br />
workload constraints.<br />
• A change in the patrol work schedule will result in a savings <strong>of</strong> $1,624,000. By switching to longer shifts and a newly designed<br />
schedule, the Patrol Bureau will be able to reduce shift overlap and thereby use resources more efficiently. The switch represents the<br />
elimination <strong>of</strong> 7 deputy positions. Patrol coverage could be improved on weekends when call volume and the types <strong>of</strong> calls that<br />
require more deputies in the field are higher.<br />
• Eliminated Detention services include the closure <strong>of</strong> the 401, 501, and 502 inmate housing units at NCDF. This will result in a cost<br />
savings <strong>of</strong> $2.5 million and the elimination <strong>of</strong> 21 positions. Inmates in these units will be moved to MADF. This will compound the<br />
Detention Division's difficulty in safely managing the inmate population. If population levels at MADF reach the 85% level, inmates<br />
citation releases will be required as will early releases. The reduction in staffing may result in greater overtime for the remaining staff<br />
as 24/7/365 coverage is required.<br />
• Reductions in Detention services include inmate mental health program services provided by the <strong>County</strong> Department <strong>of</strong> Health<br />
Services for a cost savings <strong>of</strong> $500,000. This will provide an even greater stress on the mental health system as fewer services will be<br />
available to inmates, who are tending to be an older and sicker population with drug, alcohol and mental health issues. These mental<br />
health inmates will recycle in and out <strong>of</strong> jail, contributing to an increased jail population and higher costs to incarcerate.<br />
Strategic Plan Focus<br />
• The Sheriff's Office core focus is to provide safe, healthy, and caring communities. The <strong>of</strong>fice strives to achieve this by answering<br />
calls for help, investigating wrong doing and arresting criminals for crimes committed in the community, and providing basic needs<br />
for those incarcerated in our detention facilities.<br />
• The Sheriff's Office also focuses on providing civic services and engagement to the various communities within <strong>Sonoma</strong> <strong>County</strong>. This<br />
is accomplished through the Sheriff holding community meetings and forums throughout the community, the continuation <strong>of</strong> the<br />
Sheriff's Office Crime Prevention Unit, and with Patrol staff responding to citizen complaints, calls for service, addressing various<br />
criminal activities, and initiating action whenever necessary as part <strong>of</strong> their normal street patrol.<br />
• Through our Detention inmate programs, the Sheriff's Office invests in providing education and job skills to <strong>of</strong>fenders to help assist<br />
them in being productive members <strong>of</strong> society.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head does not concur with the Recommended <strong>Budget</strong>. The Sheriff understands and respects the difficult financial<br />
situation that the <strong>County</strong> is facing. The Recommended <strong>Budget</strong>, if adopted, cannot ensure the level <strong>of</strong> public safety expected by the<br />
community.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
104<br />
Justice Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Transfer Radio Division appropriations and responsibility from ISD to<br />
the Sheriff's Office. In addition to the 5.0 FTEs noted above, the<br />
transfer <strong>of</strong> responsibility will require the addition <strong>of</strong> 1.0 FTE<br />
Department Analyst and 1.0 FTE Account Clerk III to provide<br />
necessary administrative support. Increase appropriations for Domestic<br />
Cannabis Eradication Suppression Program (DCESP) and California<br />
Methamphetamine Multi-Jurisdictional Enforcement Team<br />
(CalMMET) grant expenditures and revenue. Increase appropriations<br />
for Court Security expenditures and revenue to ensure an adequate level<br />
<strong>of</strong> security staffing. Restore Bomb Unit funding utilizing appropriations<br />
set aside for CAD/RMS audit which is no longer required.<br />
<strong>Budget</strong> Hearings Actions<br />
Restore DV/SA/Violent Crimes/Narcotics/Property Crimes Units<br />
including 2.0 Sergeant - Detectives and 1.0 Deputy Sheriff - Detective.<br />
Restore helicopter program with reduced service hours (utilize one-time<br />
savings <strong>of</strong> $216,674 from another Sheriff’s Office budget unit) for a<br />
total program cost <strong>of</strong> $1,400,000 including 1.0 Pilot, 1.0 Paramedic,<br />
and 1.0 Deputy Sheriff.<br />
Restore MAGNET Unit and continue partial funding including 2.0<br />
Deputy Sheriff positions.<br />
Gross<br />
Expenditures<br />
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
Revenue and<br />
Reimbursements Net Cost<br />
3,979,175 3,277,848 701,327<br />
697,000 0 697,000<br />
892,444 (7,556) 900,000<br />
292,197 0 292,197<br />
Restore Supervision for NCDF including 1.0 Correctional Sergeant. 200,492 0 200,492<br />
Restore one Watch Commander funded by Court Security revenue<br />
reimbursement including 1.0 Lieutenant position (utilizing salary<br />
savings <strong>of</strong> $265,400).<br />
0 0 0<br />
Recognize increased Proposition 172 Public Safety Revenue 0 2,037,819 (2,037,819)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
105<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
106<br />
Justice Services
HEALTH & HUMAN SERVICES<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
Health Services 217,856,834 204,093,979 13,762,855<br />
Human Services 210,829,537 189,274,103 21,555,434<br />
IHSS Public Authority 1,023,792 1,023,792 0<br />
Child Support Services 15,261,612 15,246,968 14,644<br />
Hospital Enterprise Closeout 1,446,693 84,723 1,361,970<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
107<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
108<br />
Health & Human Services
MISSION STATEMENT<br />
Working with individuals and communities to achieve and preserve health<br />
and well being.<br />
DEPARTMENTAL DESCRIPTION<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
Total Net Cost $13,379,319<br />
The <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Health Services is charged with<br />
protecting the health <strong>of</strong> the public. The department administers state and Total Staff 466.39<br />
federal programs, as well as local priorities. The department receives<br />
funding from various sources, including state and federal allocations, state % Funded by Local Discretionary Funds 3.3%<br />
realignment revenues, grants, fees, and the General Fund. The department<br />
promotes recovery and wellness through development <strong>of</strong> health policy, services, advocacy and education in accordance with federal,<br />
state and local statutes.<br />
The Department <strong>of</strong> Health Services accomplishes its mission through an Administrative Services unit and two operating divisions:<br />
Public and Behavioral Health Services.<br />
The Public Health division protects the health <strong>of</strong> the public in accordance with federal, state and local statutes. Services are provided<br />
through six sections, Support and Planning, Early Childhood Development, Healthy Communities, Environmental Health, Family<br />
Health, and Animal Care and Control (transferred from the Agricultural Commissioner’s Office in FY 10-11). The Public Health<br />
division is responsible for the county’s Regional Public Health Laboratory, Coastal Valleys Emergency Medical Services Agency, and a<br />
variety <strong>of</strong> commissions and committees including Maternal, Child and Adolescent Health Advisory Board, Emergency Medical<br />
Coordinating Council, <strong>Sonoma</strong> First 5 Commission and Health Action. Service goals include improving access to integrated preventionfocused<br />
health, strengthening focus on chronic disease prevention, healthy growth and aging, fostering cross program collaboration, and<br />
multi-sector shared outcomes for a healthy <strong>Sonoma</strong> <strong>County</strong>.<br />
The Behavioral Health division encompasses the functions consolidated in an integrated Mental Health/Substance Use division.<br />
Behavioral Health services are provided in partnership with clients, families, agencies and community providers through three sections:<br />
Youth and Family Services, Acute Forensics, and Community Health and Recovery Services. The division is responsible for a variety <strong>of</strong><br />
Commissions including the Mental Health Board and the <strong>Sonoma</strong> <strong>County</strong> Advisory Board on Alcohol and Drug Problems. Service goals<br />
include improving access to service for communities <strong>of</strong> color, in places and in ways that best respond to the needs <strong>of</strong> clients and their<br />
families. Adult, youth and family services provide consumer programs and services, family treatment and support programs for high-risk<br />
youth, a mobile crisis response team and prevention and early intervention programs. The division provides 24-hour psychiatric<br />
emergency, forensic and adult rehabilitation services, substance use treatment and recovery programs primarily through communitybased<br />
contracts; case management, and technical assistance, quality assurance and compliance monitoring <strong>of</strong> the network <strong>of</strong> treatment<br />
provider agencies.<br />
Administrative Services unit provides support including personnel, facilities and fleet, fiscal and accounting, compliance, risk and<br />
safety and information technology services to the operating divisions.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Federal & State<br />
Realignment<br />
Inter-<strong>County</strong><br />
Reimbursement<br />
Charges for Services<br />
<strong>County</strong> General Fund<br />
109<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $216,823,207<br />
Total Revenues $203,443,888<br />
Funding Uses Adult Services<br />
Children & Family Services<br />
Community Health & Safety<br />
Services<br />
Disease Control & Clinical<br />
Sevices<br />
Emergency Medical &<br />
Preparedness Services<br />
Health & Human Services
FY 10-11 ACCOMPLISHMENTS<br />
• Recommended a Smoke-Free ordinance for the <strong>County</strong><br />
campus and other select areas under <strong>County</strong> jurisdiction.<br />
• Worked with local community coalitions to pass Social<br />
Host Ordinances to reduce underage drinking and its<br />
related problems.<br />
• Worked with the Permit & Resource Management<br />
Department and the Sheriff’s Office to expand and<br />
strengthen the existing Alcoholic Beverage Retail<br />
Establishments Conditional Use Permit (CUP).<br />
• Implemented Healthy by Design Guide to promote<br />
community health goals through land use and<br />
transportation planning practices in partnership with<br />
<strong>Sonoma</strong> State University and a countywide Planning<br />
Directors’ group.<br />
• Worked with local food retailers to improve access to<br />
healthy food options in south Santa Rosa.<br />
• Worked collaboratively with the <strong>Sonoma</strong> <strong>County</strong> Bicycle<br />
Coalition, the Roseland and Bellevue School Districts,<br />
local law enforcement agencies, and local public works<br />
agencies to implement a comprehensive Safe Routes to<br />
School program.<br />
• Supported Aurora Behavioral health in opening an acute<br />
inpatient psychiatric unit in <strong>Sonoma</strong> <strong>County</strong>.<br />
• Implemented Mental Health Services Act Capital<br />
Facilities & Information Technology, Workforce<br />
Education & Training, and Innovation Improvements.<br />
• Continued expansion <strong>of</strong> the Dependency Drug Court and<br />
Driving Under the Influence Compliance Court Programs.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
110<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
FY 11-12 OBJECTIVES<br />
• Develop and implement Health Care Reform to facilitate<br />
and support the successful expansion <strong>of</strong> health care,<br />
improve overall community health, and promote integrated<br />
behavioral health services and access to oral health<br />
treatment and care.<br />
• Complete <strong>County</strong> Strategic Plan Project #28, “Enhancing<br />
Community Based Services” to validate trends in county<br />
population change and recommend county best practices in<br />
serving the community.<br />
• Complete implementation <strong>of</strong> CityGate recommendations<br />
pertaining to animal care services and analysis <strong>of</strong> best<br />
practices, organizational structures and animal care and<br />
control service models.<br />
• With community law enforcement partners, implement the<br />
Behavioral Health Mobile Support Team to respond to<br />
behavioral or substance use crisis events in high need areas<br />
including Santa Rosa, Guerneville and the <strong>Sonoma</strong> Valley<br />
communities.<br />
• With <strong>Sonoma</strong> <strong>County</strong> Food System Alliance and the<br />
Healthy Students Initiative implement "farm-to-institution"<br />
practices that increase access to healthy local farm produce<br />
by schools and other institutions.<br />
• Implement a Smoking and Secondhand Smoke Ordinance<br />
for <strong>County</strong>-owned property and other unenclosed areas<br />
under the <strong>County</strong>’s jurisdiction.<br />
• Expand the existing Alcoholic Beverage Retail<br />
Establishments Conditional Use Permit (CUP) to apply to<br />
both new and established alcohol outlets in the<br />
unincorporated area <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
• Implement improvements in the DUI program, including:<br />
increase state approved fees, improve revenue and<br />
collection management, and improve staff utilization.<br />
Health & Human Services
FINANCIAL SUMMARY<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund Financing<br />
Expenditures 27,417,217 27,673,405 0.9<br />
Revenues & Reimbursements 20,076,515 20,415,956 1.7<br />
Net Cost 1<br />
7,340,702 7,257,449 (1.1)<br />
Health Services - Administration<br />
Expenditures 9,479,781 10,314,300 8.8<br />
Revenues & Reimbursements 9,479,781 10,314,300 8.8<br />
Net Cost 0 0 0<br />
Public Health<br />
Expenditures 47,711,833 48,588,339 1.8<br />
Revenues & Reimbursements 47,711,833 48,588,339 1.8<br />
Net Cost 0 0 0.0<br />
Mental Health<br />
Expenditures 62,897,562 63,304,221 0.6<br />
Revenues & Reimbursements 62,897,562 63,304,221 0.6<br />
Net Cost 0 0 0<br />
2<br />
Special Revenue Funds<br />
Expenditures 62,724,197 66,942,942 6.7<br />
Revenues & Reimbursements<br />
Net Cost<br />
61,982,433<br />
741,764<br />
60,821,072 (1.9)<br />
6,121,870 725.3<br />
2<br />
Total Expenditures 210,230,590 216,823,207 3.1<br />
Total Revenues & Reimbursements 202,148,124 203,443,888 0.6<br />
Total Net Cost 3<br />
8,082,466 13,379,319 65.5<br />
1 FY 11-12 Net Cost includes $763,769 related to the transfer <strong>of</strong> the Animal Care and Control program in FY 10-11.<br />
2 Special Revenues contain a variety <strong>of</strong> funds that serve as financing mechanisms for programs in the operating divisions. Since operating transfers<br />
and reimbursements are appropriated in both granting and receiving funds, these expenditures are counted twice in the display <strong>of</strong> Health Services<br />
“Total Expenditures,” which reflect gross appropriations.<br />
3 "Total Net Cost" represents Gen Fund Net Cost and use <strong>of</strong> Special Fund Balance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 466.67 466.39 (0.28) (0.1)<br />
111<br />
Health & Human Services
HEALTH OUTCOMES SUMMARY<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
The Department is focused on social factors that drive health outcomes and reflect its mission. Extensive information on the health<br />
status and quality <strong>of</strong> life in <strong>Sonoma</strong> <strong>County</strong> is available through Healthy <strong>Sonoma</strong> at www.Healthy<strong>Sonoma</strong>.org and Network <strong>of</strong> Care<br />
for Healthy Communities at http://sonoma.network<strong>of</strong>care.org/ph/resource/sonoma_services.cfm<br />
2008 2010 2020<br />
Health Outcome Indicators Baseline Outcomes Goals<br />
Education<br />
% <strong>of</strong> 9th graders that graduate from high school four years later 72% 76% 90%<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> fourth graders who are pr<strong>of</strong>icient or advanced in English language 61% 66% 90%<br />
arts<br />
Economic Resources<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents that live in households above 300% <strong>of</strong> the federal poverty 61% 60% 75%<br />
level<br />
% <strong>of</strong> renters who spend 30% or more <strong>of</strong> household income on rent 52% 54% 25%<br />
Connection to Community<br />
% <strong>of</strong> eligible voters that are registered to vote 71% 76% 90%<br />
Healthy Eating<br />
% eating 5 or more fruits or vegetables/day 56% * 75%<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> adults that are obese 24% 28% 15%<br />
Physical Activity<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> adults who get regular physical activity 38% 39% 50%<br />
% <strong>of</strong> 7th graders that pass the annual California physical fitness test 35% 35% 75%<br />
% <strong>of</strong> adolescents and children who walked, biked, or skated to or from school in the past 22% * 50%<br />
week<br />
Drug & Alcohol Abuse<br />
% <strong>of</strong> adolescents (ages 12-17) not using alcohol or any illicit drug during the past 30 days 55% 60% 90%<br />
% <strong>of</strong> adults binge drinking alcoholic beverages during the past 30 days 20% * 6%<br />
% <strong>of</strong> adults smoking a cigarette during the past 30 days 13% 12% 10%<br />
Mental Health<br />
% <strong>of</strong> adults who report needing help for mental/emotional problems who saw a mental 50% * 75%<br />
health pr<strong>of</strong>essional<br />
# <strong>of</strong> suicide deaths for <strong>Sonoma</strong> <strong>County</strong> youth, age 10-24 (annual number) 6 9 0<br />
Injury Prevention<br />
# <strong>of</strong> deaths due to motor vehicle collisions (deaths per 100,000) 11.7 10.8 9.2<br />
Rate <strong>of</strong> pedestrian deaths (per 100,000) 1.4 1.2 1.0<br />
Rate <strong>of</strong> hip fractures due to falls for women ages 65+ (per 100,000) 811 783 416<br />
Health Care Coverage<br />
% <strong>of</strong> persons under age 65 with health insurance 85% 86% 100%<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents with a usual source <strong>of</strong> care 93% * 96%<br />
% <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> children who have a dental visit within the past year 83% 84% 90%<br />
* No new data available<br />
Note: Data Outcomes are updated bi-annually and are scheduled to be updated in <strong>2011</strong>.<br />
Sources: Health Action website www.Healthy<strong>Sonoma</strong>.org<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
112<br />
Health & Human Services
RECOMMENDED BUDGET<br />
Overview <strong>of</strong> Department <strong>of</strong> Health Services <strong>Budget</strong><br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
The recommended budget reflects overall expenditures <strong>of</strong> $216.8 million, a $6,593,000 increase from FY 10-11. Recommended<br />
expenditures are supported by $203.4 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $7.3 million. Revenues and reimbursements increased about $1,296,000 and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by $83,000 from FY 10-11. The net decrease includes the FY 10-11 mid-year<br />
General Fund net cost transfer <strong>of</strong> approximately $763,000 related to Animal Care and Control. Thus, the reduction in <strong>County</strong> General<br />
Fund support for continuing programs from the prior year is 19%. Reductions in <strong>County</strong> General Fund support/total expenditures were<br />
made primarily in salaries and benefit costs. The significant increases in revenues and reimbursements were in special fund use.<br />
Due to the economic downturn and the state fiscal crisis, the department made expenditure reductions in recent years and reorganized.<br />
Of the total FY 11-12 recommended budget, federal and state revenues provide approximately 35% <strong>of</strong> funding; Realignment contributes<br />
approximately 27%, inter-county reimbursement generates approximately 25% and the <strong>County</strong>’s General Fund allocates less than 5%.<br />
Potential impacts from the federal and state budget are not fully known as <strong>of</strong> this writing.<br />
Core Services Maintained<br />
• The department will continue to provide program compliance monitoring and reporting; certain services to children, families and<br />
adults; communicable disease control, tobacco addiction prevention, certain epidemiological and clinical services, maintenance <strong>of</strong><br />
vital statistics, laboratory services, and emergency medical and psychiatric services. Sales Tax and Vehicle License Fees fund a<br />
portion <strong>of</strong> mandated services in two categories: health realignment which funds programs such as, indigent care (e.g., <strong>County</strong> Medical<br />
Services Program) and Communicable Disease Control; and mental health realignment that funds programs such as Psychiatric<br />
Emergency Services, Adult Services and Youth and Family Services.<br />
• The department will provide a variety <strong>of</strong> behavioral health and substance use services including services in the criminal justice system<br />
and substance use services within the community.<br />
• The department will continue implementation <strong>of</strong> a new organizational structure. Service consolidation began with the FY 10-11<br />
reorganization. The department will increase efficiencies and decrease costs by relocating administration and support functions to the<br />
<strong>County</strong>’s Chanate Campus. Additionally, the Regional Emergency Medical Services program will relocate to downtown Santa Rosa<br />
<strong>of</strong>fice space shared with public health programs to further reduce costs and support the new two-county (<strong>Sonoma</strong>-Mendocino) service<br />
model.<br />
• In FY 10-11 the department gained a new program <strong>of</strong> Animal Care and Control (ACC) Services, transferred from the Agricultural<br />
Commissioner’s Office. Staff will continue to focus on best practices, organizational efficiencies, and improved animal care and<br />
control service models.<br />
Services Eliminated or Reduced<br />
The department recommends reductions in the areas <strong>of</strong> Animal Care and Control and Behavioral Health programs or services.<br />
• Animal Care and Control - reduced service personnel may result in service delays in both field and shelter operations and a loss <strong>of</strong><br />
revenue from contracting agencies. Services and supplies have been reduced, and a new dead animal rendering fee is recommended.<br />
• Behavioral Health - reductions are recommended in the Jail Discharge Planner position and a 25% reduction for the Mobile Crisis<br />
Team. The reduced jail discharge planning services potentially increase homelessness and recidivism. The new Mobile Support Team<br />
will work in cooperation with law enforcement and emergency medical transport services to provide a safe, coordinated and<br />
comprehensive response to individuals in crisis. The recommended reduction may limit the Team’s availability to respond to these<br />
situations.<br />
• Additional Behavioral Health reductions include reduced contracts with community based providers <strong>of</strong> outpatient and residential<br />
treatment to individuals currently involved in the criminal justice system through The Drug Court program, Henry Ohl<strong>of</strong>f House<br />
contract, and other miscellaneous residential treatment providers; reduction in the Drug Medi-Cal Outpatient Drug Free program<br />
contract, which provides assessment, evaluation education and counseling for adults and teen with substance use disorders.<br />
• The department provides behavioral health services for inmates at the Main Adult Detention Facility (MADF) and the North <strong>County</strong><br />
Detention Facility via an agreement with the Sheriff’s Office. The department is fully compensated for the cost <strong>of</strong> these services. In<br />
response to the Sheriff’s Office reducing funding for these services, the department has redesigned services. The redesign calls for a<br />
different mix <strong>of</strong> staff positions and a reduction in staff. Core services may be less timely or at a reduced level. The most significant<br />
impact will be on the ability to restore misdemeanants to mental competency for trial and could result in longer jail stays for these<br />
inmates.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
113<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
• The department provides health services at Juvenile Hall via an agreement with the Probation Department. The Probation Department<br />
fully compensates the department for the cost <strong>of</strong> these services. To reduce program costs <strong>of</strong> approximately $307,000, Family Nurse<br />
Practitioner and MFT Mental Health services will be eliminated in a revised service model. The revised model relies more on<br />
registered nurses supported by a medical doctor to provide health services to the youth in custody.<br />
• The department provides counseling, examination and support services for children and teens at the Redwood Children’s Center. The<br />
Human Services Department (HSD) has reduced funding <strong>of</strong> department services by 100%. The department will continue to provide<br />
nurse/examiner services within existing resources, consistent with HSD reduced service model.<br />
• Medi-Cal Services: Limits on coverage for <strong>of</strong>fice visits, hearing aids, over-the-counter medications, nutritional benefits and other<br />
services; increase copayment for emergency room visits, hospitalizations, prescription drugs; and a 10% reduction in Medi-Cal<br />
provider payments. Approximately 60,000 Medi-Cal beneficiaries in <strong>Sonoma</strong> <strong>County</strong> will have their health coverage reduced.<br />
Increased copayments will result in individuals forgoing or delaying care resulting in reduced outcomes and increased costs. Reducing<br />
Medi-Cal provider payments will reduce the number <strong>of</strong> providers willing to participate in the program or accept new Medi-Cal<br />
patients. This will negatively impact access to care for Medi-Cal beneficiaries; reduce provider capacity needed for Medi-Cal<br />
expansion under the Section 1115 Waiver and health care reform; and have a significant fiscal impact on Partnership Health Plan <strong>of</strong><br />
California and community health centers.<br />
• Healthy Families: Increases to premiums and copayment for emergency room visits and hospitalizations will result in reduced health<br />
coverage and access to care for 12,000 children in <strong>Sonoma</strong> <strong>County</strong>. As a result <strong>of</strong> increased premiums an estimated 1,500 children<br />
would lose access to health coverage. For others, increased copayments will result in families forgoing or delaying care negatively<br />
impacting health outcomes.<br />
• First 5 <strong>Sonoma</strong> <strong>County</strong>: The redirection <strong>of</strong> approximately $15.5 million <strong>of</strong> First 5 <strong>Sonoma</strong> <strong>County</strong> reserves to the state seriously<br />
compromises First 5 <strong>Sonoma</strong> <strong>County</strong>’s ability to fund local programs that improve the health, parenting and early education <strong>of</strong><br />
children age 0-5. First 5 <strong>Sonoma</strong> <strong>County</strong> grantees received more than $4 million to provide critical services to more than 11,000<br />
children under six and more than 11,000 parents and caregivers. The state’s redirection <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>’s reserves will<br />
significantly impact its capacity to invest in evidence-based practices with proven outcomes increasing downstream costs in criminal<br />
justice, social services, and special education.<br />
• Mental Health Services Act (MHSA). The redirection <strong>of</strong> over $861 million in MHSA state reserves to fund realigned behavioral<br />
health services (Special Education mental health services or AB 3632); Early and Periodic Screening, Diagnosis, and Treatment;<br />
mental health allocation and community mental health services (1991 realignment) in FY 11-12. The state projects this redirection<br />
will have no impact on programs or projected funding in FY 11-12. However, sufficient reserves will no longer be available to<br />
mitigate future declines in available MHSA funding levels brought about by such factors as downturns in the economy.<br />
• Disaster Preparedness. Elimination <strong>of</strong> funding to maintain field hospitals and stockpile medical supplies; antivirals and respirators to<br />
be used in the event <strong>of</strong> a disaster will have a financial impact on the department to the extent it is required to replenish supplies.<br />
• Maternal Child and Adolescent Health. Redirection <strong>of</strong> state Maternal Child and Adolescence Health (MCAH) reserves to <strong>of</strong>fset<br />
California Children’s Services (CCS) program costs may result in a reduced MCAH funding in FY 11-12.<br />
Strategic Plan Focus<br />
The programs and services <strong>of</strong> the department support and demonstrate outcomes in all focus areas <strong>of</strong> the <strong>County</strong> Strategic Plan.<br />
• Safe, Healthy & Caring Communities. The health <strong>of</strong> a community is inseparably linked to policies and program throughout the<br />
county. Programs and or/policies that demonstrate this include Health Action, Healthy By Design, Safe Routes To School, Dental<br />
Health, and Health in All Policies.<br />
• Civic Services & Engagement.<br />
o The Department <strong>of</strong> Health Services leads Health Action, a unique collaborative <strong>of</strong> diverse stakeholders from government,<br />
business, health care, and non-pr<strong>of</strong>it sectors with an over-arching mission to make <strong>Sonoma</strong> <strong>County</strong> the healthiest in<br />
California by 2020. Health Action stimulates and supports broad community participation and leverages partnerships and<br />
opportunities to align community resources for action and collective impact. Each <strong>of</strong> these initiatives has goals and<br />
objectives that roll up into the overall community outcomes being measured and tracked for the 2020 Vision for <strong>Sonoma</strong><br />
<strong>County</strong>.<br />
o In FY 10-11, the department initiated Strategic Plan Project number 28, Enhancing Community Based Services. The<br />
project will identify best practices in delivering services to the key demographic groups in <strong>Sonoma</strong> <strong>County</strong> – seniors,<br />
Latinos, and low-income communities. Working with stakeholders in each <strong>of</strong> these groups, the department will help<br />
establish locally-relevant strategies for effectively communicating and delivering services that can then by adopted by other<br />
departments throughout the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
114<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
• Economic & Environmental Stewardship. The department collaborates through many community based partnerships to deliver a<br />
range <strong>of</strong> services in public and behavioral health. Approximately $25 million in funding will continue to be directed to community<br />
based providers in FY 11-12. These support cost effective delivery <strong>of</strong> services in a wide variety <strong>of</strong> culturally competent settings<br />
throughout the county.<br />
• Investing in the Future. The department works closely with various county and community entities regarding mitigation and<br />
adapting to impacts <strong>of</strong> climate change. Health Action provides focus, communication and coordination regarding prevention-focused<br />
policies and interventions to reduce poverty and increase equal opportunity for quality education and good health in community<br />
environments.<br />
Realignment Funding<br />
The realignment program began in FY 91-92 when the state legislature, largely in response to significant budget deficits, transferred<br />
responsibility for certain mental and public health services from the state to counties. The state dedicates a portion <strong>of</strong> revenues from<br />
sales tax and vehicle license fees to support health and mental health programs. Known as realignment funds, this source provides 27%<br />
<strong>of</strong> the department’s funding.<br />
Realignment revenues have declined substantially with the economy and in prior years did not keep up with program costs. As a result,<br />
the county implemented large service level reductions. Also, the county can set aside some realignment funds for reserves. The Board<br />
has established $5 million as a reserve goal. Subject to certain limitations, this provides a reserve for the department as a whole,<br />
including protection against one-time expenditures in the event <strong>of</strong> a crisis to the local health care system, including a catastrophic event<br />
such as elimination <strong>of</strong> state funding for critical core services and access to funds in the event the department’s revenue projections are<br />
not realized.<br />
The department anticipates a goal <strong>of</strong> $3.86 million Contingency Reserve by the end <strong>of</strong> FY 13-14; however, reductions in state funding<br />
are still uncertain. The department does not anticipate an improvement in the state finances over the next 2-3 years, and may need to use<br />
a portion <strong>of</strong> the reserve to mitigate the impact <strong>of</strong> state reductions. The table below summarizes the recommended budget and projections<br />
for realignment spending and reserves for FY 11-12 through FY 13-14.<br />
DHS - Projected Mental Health and Health Realignment Operating Fund Balances<br />
Projected <strong>Budget</strong> & Projections<br />
April 21, <strong>2011</strong><br />
Health Realignment Operating Fund<br />
Estimated Beginning Balance<br />
Revenue<br />
Expenditures<br />
Transfer To MHD<br />
Proposed Retained Balances<br />
Mental Health Realignment Operating Fund<br />
Estimated Beginning Balance<br />
Revenue<br />
Transfer From Health<br />
Expenditures<br />
Proposed<br />
FY 11-12<br />
1,451,914<br />
23,855,675<br />
(22,582,027)<br />
(2,000,000)<br />
725,562<br />
1,546,271<br />
11,715,198<br />
2,000,000<br />
(13,503,089)<br />
Projected<br />
FY 12-13<br />
725,562<br />
24,343,186<br />
(22,582,027)<br />
(1,500,000)<br />
986,721<br />
1,758,380<br />
11,913,023<br />
1,500,000<br />
(13,503,089)<br />
Projected<br />
FY 13-14<br />
986,721<br />
25,064,759<br />
(22,582,027)<br />
(1,500,000)<br />
1,969,453<br />
1,668,314<br />
12,252,075<br />
1,500,000<br />
(13,503,089)<br />
Proposed Retained Balances 1,758,380 1,668,314 1,917,300<br />
Total Realignment Contingency 2,483,942 2,655,035 3,886,753<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
115<br />
Health & Human Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
<strong>Budget</strong> Hearings Actions<br />
Restore 2.00 FTE Animal Care Assistants ($65,555 from City <strong>of</strong> Santa<br />
Rosa and Town <strong>of</strong> Windsor).<br />
Fill vacancies in Behavioral Health Division substance use; retain<br />
capacity for 38 slots to reduce jail time while awaiting placement.<br />
Restore 0.20 FTE Jail Discharge Planner & funding for Mobile Crisis<br />
Team.<br />
Backfill Healthy Family premium increases included in the state budget<br />
for the estimated 1,500 children locally who would lose coverage.<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
134,390 134,390 0<br />
211,373 211,373 0<br />
103,328 103,328 0<br />
201,000 201,000 0<br />
General Fund Financing for the restorations listed above. 584,536 0 584,536<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
116<br />
Health & Human Services
MISSION STATEMENT<br />
The Human Services Department (HSD) protects vulnerable children and<br />
adults, and promotes maximum independence and well-being for<br />
individuals and families.<br />
DEPARTMENTAL DESCRIPTION<br />
Human Services includes four program divisions that determine eligibility<br />
and deliver human services in accordance with state and federal regulations<br />
and as an agent <strong>of</strong> the state.<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
• Adult and Aging Division provides 24-hour, emergency response to reports <strong>of</strong> abuse and coordinates in-home care and supportive<br />
services for older adults and people with disabilities to facilitate independent living. Staff assists veterans in claiming state and federal<br />
benefits. The Court-appointed Public Administrator/Guardian/Conservator assists those unable to provide for their food, clothing, and<br />
shelter and manages estates lacking a responsible party. The Area Agency on Aging provides grants and federal funding to senior<br />
service programs.<br />
• Economic Assistance Division helps low-income residents meet their basic needs by determining eligibility for CalFresh (formerly<br />
Food Stamps); public medical insurance to indigent adults and families with needy children (Medi-Cal and the <strong>County</strong> Medical<br />
Services Program, or CMSP); and General Assistance (GA), a <strong>County</strong>-funded program providing financial assistance to indigent<br />
adults.<br />
• Employment and Training Division provides temporary cash assistance and employment services to promote the transition from<br />
welfare to work for low-income clients through <strong>Sonoma</strong>WORKS (also known as Temporary Assistance to Needy Families or<br />
CalWORKs). Services include child care, transportation, counseling, substance abuse services, cash aid, CalFresh, and Medi-Cal. The<br />
division manages Job Link, a one-stop career center for local job seekers operated in collaboration with other state and non-pr<strong>of</strong>it<br />
agencies, and the division supports the Workforce Investment Board.<br />
• Family, Youth and Children’s Services Division protects children from abuse, neglect, and exploitation by responding to allegations<br />
<strong>of</strong> abuse 24 hours per day, providing case management services to children in out-<strong>of</strong>-home placement, facilitating family reunification,<br />
recruiting new foster parents, and provides 24-hour emergency shelter for children removed from their homes because <strong>of</strong> abuse or<br />
neglect. Children ages 16 to 21 who are leaving the foster care system are provided with training, transportation, and transitional<br />
housing.<br />
Each <strong>of</strong> the program divisions are supported by administrative support services which include fiscal, information technology, human<br />
resources, program planning and evaluation, community relations, fraud investigation, and client appeal hearings.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
State<br />
Federal<br />
Reimbursements<br />
Realignment<br />
<strong>County</strong> Gen Fund<br />
Other<br />
117<br />
Funding Uses<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $209,111,275<br />
Total Revenues $188,203,193<br />
Total Net Cost $20,908,082<br />
Total Staff 650.6<br />
% Funded by Local Discretionary Funds 10%<br />
Adult & Aging<br />
Economic Assistance<br />
Employment & Training<br />
Family, Youth & Children<br />
Other Programs<br />
Health & Human Services
DEPARTMENTAL FINANCING<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
Most <strong>of</strong> the department’s programs are mandated and funded by federal and state governments, and the department provides most <strong>of</strong> its<br />
services as an agent <strong>of</strong> the state. 76% <strong>of</strong> department revenue is from federal and state funds allocated to specific programs. State<br />
revenues from a dedicated portion <strong>of</strong> sales taxes and vehicle license fees (known as Realignment) provide 11% <strong>of</strong> the department’s<br />
revenue. The <strong>County</strong>’s General Fund provides an additional 13% <strong>of</strong> the department’s revenue. Whenever possible, the available<br />
resources are maximized by working collaboratively with county and community partners, improving efficiency through business<br />
process changes, improving outcomes by utilizing evidence-based programs, and applying for grant funding.<br />
The department budget includes two categories: Welfare Programs (43% <strong>of</strong> the budget) are direct payments to county residents, and<br />
Welfare Administration (57% <strong>of</strong> the budget). Welfare Administration includes program support costs (contracts for direct client<br />
services), staff salaries and benefits, and other operating costs (facilities, equipment and supplies). Welfare Programs and Welfare<br />
Administration both have mandatory and overmatch components.<br />
Welfare Programs Mandatory: The <strong>County</strong> is mandated to fund a share <strong>of</strong> costs <strong>of</strong> Welfare Programs, which are mostly payments to<br />
county residents receiving public assistance. These include:<br />
• Adult and Aging: In-Home Supportive Services providers<br />
• Economic Assistance: General Assistance (GA) recipients<br />
• Employment and Training: Temporary Assistance to Needy Families (TANF) recipients<br />
• Family Youth and Children’s Services: Foster and adoptive parents; foster care group homes<br />
With the exception <strong>of</strong> GA, the eligibility requirements are largely established by federal and state governments. The <strong>County</strong> has limited<br />
influence on the number <strong>of</strong> people who are eligible, and thus on the corresponding costs. The primary exception to <strong>County</strong> control <strong>of</strong><br />
costs is the wages and benefits paid to IHSS service providers.<br />
Overmatch/Discretionary: In addition to the mandatory <strong>County</strong> payments for Welfare Programs, the <strong>County</strong> provides additional General<br />
Fund support to pay higher wages than the state requires to providers <strong>of</strong> In-Home Supportive Services and to augment staff in the Adult<br />
and Aging Division and the Family, Youth, and Children’s Services Division where state underfunding is most critical.<br />
FY 10-11 FY 11-12 %<br />
Welfare Programs <strong>Adopted</strong> Recommended Change<br />
Expenditures 71,709,943 74,197,501 3.5<br />
Federal and State Revenue 44,143,234 49,751,582 12.7<br />
Realignment Revenue 12,966,581 13,905,429 7.2<br />
Net Cost - Mandatory 9,062,321 6,550,779 (27.7)<br />
Net Cost - Discretionary 5,537,807 3,989,711 (28.0)<br />
Net Cost - Total 14,600,128 10,540,490 (27.8)<br />
Welfare Administration Mandatory: The <strong>County</strong> is required to pay part <strong>of</strong> the costs <strong>of</strong> administering nearly all programs to receive the<br />
full amount <strong>of</strong> available federal and state funding. This amount is known as either the county “match” or “maintenance <strong>of</strong> effort<br />
(MOE).” The <strong>County</strong> could forfeit some part <strong>of</strong> state or federal funding by not funding the entire county match.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
FY 10-11 FY 11-12 %<br />
Welfare Administration <strong>Adopted</strong> Recommended Change<br />
Expenditures 102,534,337 97,109,087 (5.3)<br />
Federal and State Revenue 89,231,633 85,942,654 (3.7)<br />
Other Reimbursements & Revenues 2,918,003 1,906,523 (34.7)<br />
Realignment Revenue 953,245 998,568 4.8<br />
Net Cost - Mandatory 7,088,056 7,613,959 7.4<br />
Net Cost - Discretionary<br />
2,343,400 2,553,906 9.0<br />
Net Cost - Total<br />
9,431,456 10,167,865 7.8<br />
118<br />
Health & Human Services
FY 10-11 ACCOMPLISHMENTS<br />
• Adult and Aging: Completed provider enrollment<br />
process for over 4000 existing IHSS providers.<br />
Implemented the Healthy Ideas program with Older<br />
Adult Collaborative non-pr<strong>of</strong>it agencies for over 900<br />
seniors to address depression and suicide prevention.<br />
Trained 75 community mandated reporters in elder<br />
abuse reporting responsibilities. Collaborated with the<br />
Family Justice Center to establish protocols and<br />
coordinate services for elder abuse victims. Received<br />
federal funds to implement Stanford University’s<br />
Chronic Disease Self-Management Program and<br />
subcontracted with the Northern California Center for<br />
Well-Being to implement the program for <strong>Sonoma</strong><br />
<strong>County</strong> seniors. Obtained over $9.88 million in Veterans<br />
benefits for veteran clients <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong><br />
Veteran Services Office.<br />
• Economic Assistance: Served 22% (4,524) more clients<br />
in CalFresh. Maintained state and federally mandated<br />
performance standards in Medi-Cal, CMSP, CalFresh,<br />
and GA. Assisted six local farmers’ markets to accept<br />
CalFresh benefits. Implemented three programs to<br />
improve client access to services including telephone<br />
applications, Benefits CalWIN (an online application<br />
process for CalFresh and Medi-Cal), and Access<br />
CalWIN (an automated case information system).<br />
• Employment and Training: Served 8% (515) more<br />
clients in CalWORKs. Placed 269 adults in a subsidized<br />
employment program supported with one-time federal<br />
stimulus funding (64% transitioned to unsubsidized<br />
employment). In partnership with the <strong>Sonoma</strong> <strong>County</strong><br />
Water Agency, <strong>Sonoma</strong> <strong>County</strong> Office <strong>of</strong> Education,<br />
New Ways to Work, and other non-pr<strong>of</strong>it agencies,<br />
employed 176 low income youth through the 2010<br />
Youth Summer Jobs Program.<br />
• Family, Youth and Children: Completed and received<br />
state approval for the Child Welfare System Self<br />
Improvement Plan (SIP) which focuses on no recurrence<br />
<strong>of</strong> maltreatment, family reunification within 12 months,<br />
and exits to permanency. Implemented Wraparound<br />
services for 24 children enabling them to move from a<br />
group home setting to living at home with a parent or<br />
relative.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
119<br />
FY 11-12 OBJECTIVES<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
• Upstream Investments: Implement the Upstream<br />
Investment Outreach, Education and Support Campaign to<br />
build alignment with the 22 Upstream Indicators <strong>of</strong><br />
Success, populate the Portfolio <strong>of</strong> Model Upstream<br />
Programs, and document community-wide upstream<br />
investments in Resolutions <strong>of</strong> Alignment. Identify new<br />
funding for upstream investments.<br />
• Adult and Aging: Collaborate with the Family Justice<br />
Center to provide services for elder abuse victims.<br />
Collaborate with transportation partners to establish a<br />
Mobility Manager which functions as a real-time route<br />
planner for seniors. Continue efforts to identify and<br />
establish evidence-based programming, such as Safe<br />
Steps and Healthy Ideas, for vulnerable seniors and<br />
adults.<br />
• Economic Assistance: Explore and implement process<br />
and technology efficiencies that facilitate timely<br />
determination and issuance <strong>of</strong> benefits. Expand outreach<br />
for CalFresh.<br />
• Employment and Training: Identify, pilot, and<br />
implement alternative service delivery models for<br />
CalWORKs to improve outcomes for families. Implement<br />
the Virtual One Stop System which provides improved<br />
web-based access to local information and resources<br />
about jobs and job search opportunities. Consolidate<br />
Division services and employees into one facility.<br />
• Family, Youth and Children: Successfully implement<br />
the six focus areas <strong>of</strong> the System Improvement Plan<br />
(SIP). Emphasize evidence-based programs and<br />
achievement <strong>of</strong> identified outcomes in contracts with<br />
local service providers <strong>of</strong> parenting education and<br />
support, visitation, and child abuse prevention.<br />
Health & Human Services
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General Fund Financing<br />
Expenditures 24,618,855<br />
1<br />
21,607,941<br />
1<br />
(12.2)<br />
Revenues & Reimbursements 666,992 699,859 4.9<br />
Net Cost 23,951,863 20,908,082 (12.7)<br />
Welfare Programs<br />
Expenditures 74,754,546 74,197,501 (0.7)<br />
Revenues & Reimbursements 73,002,014 74,197,501 1.6<br />
2<br />
Net Cost 1,752,532 0 (100.0)<br />
Welfare Ad,ministration<br />
Expenditures 104,725,565 97,109,087 (7.3)<br />
Revenues & Reimbursements 104,725,565 97,109,087 (7.3)<br />
Net Cost 0 0 -<br />
Special Revenue Fund 3<br />
Expenditures 15,212,575 16,196,746 6.5<br />
Revenues & Reimbursements 15,212,575 16,196,746 6.5<br />
Net Cost 0 0 -<br />
Total Expenditures 219,311,541 209,111,275 (4.7)<br />
Total Revenues & Reimbursement 193,607,146 188,203,193 (2.8)<br />
3<br />
Total Net Cost 25,704,395 20,908,082 (18.7)<br />
1 Excludes Gen Fund transfer to IHSS/Public Authority discussed in the following narrative. FY 10-11=$199,727; FY 11-12 = $247,547<br />
2 Reflects the use <strong>of</strong> FMAP funding carried over from FY 09-10.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3 Primarily reflects receipt and distribution <strong>of</strong> Realignment Funds.<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 658.35 650.6 (7.75) (1.2)<br />
120<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
Health & Human Services
WORKLOAD AND PERFORMANCE SUMMARY <strong>2011</strong>-<strong>2012</strong><br />
1<br />
FY 09-10 FY 10-11<br />
Workload (W) or Performance (P) Measures<br />
Adult and Aging<br />
Actual Estimated<br />
2<br />
W - Reports to Adult Protective Services hotline 199 209<br />
W - In-Home Supportive Services (IHSS) individuals 5,103 5,162<br />
W - Public Administrator/Guardian/Conservator cases 280 258<br />
2<br />
W - Veteran Service Office client interviews 248 351<br />
P - IHSS reassessments completed on time (goal ≥ 90%)<br />
Economic Assistance<br />
90% 88%<br />
W - Medi-Cal individuals 50,984 52,714<br />
W - <strong>County</strong> Medical Services Program (CMSP) individuals 5,631 5,725<br />
W - CalFresh individuals 23,814 27,269<br />
W - General Assistance (GA) individuals 794 718<br />
P - Medi-Cal eligibility determined on time (goal ≥ 90%) 91% 69% 3<br />
Employment and Training<br />
W - Job Link individuals 1,245 1,161<br />
W - CalWORKs individuals 8,137 8,748<br />
W - Youth employment services indvidiuals 2<br />
561 362<br />
P - Job Link dislocated workers entering employment (goal ≥ 64%)<br />
Family, Youth and Children<br />
51% 64%<br />
W - Child Protective Services Investigations 230 204<br />
W - Open child welfare cases 777 829<br />
W - Children in out-<strong>of</strong>-home placement 504 546<br />
W - Children’s Home average daily census 28 26<br />
W - Redwood Children's Center interviews 19 17<br />
P - Re-entry to foster care within 12 months (goal ≤ 10%) 7% 8%<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
FY 11-12<br />
Recommended<br />
1<br />
Unless otherwise noted, average workload (W) and average performance (P) measures are monthly averages. Performance measures are mandated by<br />
federal or state funding sources.<br />
2 Caseload limited by available staffing.<br />
220<br />
5,222<br />
3<br />
Medi-Cal reimbursements are retoractive to the date <strong>of</strong> Medi-Cal application. The department is filling positions and using budgeted overtime<br />
to clear the<br />
Medi-Cal application backlog, and will return to acceptable performance level in this category by the end <strong>of</strong> FY 10-11.<br />
RECOMMENDED BUDGET<br />
258<br />
267<br />
90%<br />
54,503<br />
5,821<br />
31,225<br />
649<br />
90%<br />
The recommended budget reflects overall expenditures <strong>of</strong> $209.1 million, a $10,200,000 decrease from FY 10-11. Recommended<br />
expenditures are supported by $188.2 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $20.9 million. Revenues and reimbursements decreased about $5,404,000 and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $4,796,000 from FY 10-11. This equates to a 22% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were<br />
made primarily in salaries and benefits, and state actions affecting Welfare Programs (CalWorks, IHSS). The significant decrease in<br />
revenues and reimbursements was in state reimbursement for Welfare Administration.<br />
Core Services Maintained<br />
• The Adult and Aging Division continues Adult Protective Services (APS) including maintenance <strong>of</strong> the 24-hour hotline to report<br />
incidents <strong>of</strong> abuse and neglect, In-Home Supportive Services (IHSS), Court-appointed Public Administrator/Guardian/Conservator,<br />
the Multipurpose Service Senior Program (MSSP), Linkages, and the Area Agency on Aging. Veteran’s Services will continue to be<br />
provided. In addition to these mandated and funded services, the department uses grant funding to educate seniors about fall<br />
prevention, promote chronic disease self-management, and advocate and plan for effectively meeting senior transportation needs. The<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
121<br />
1,083<br />
9,405<br />
377<br />
64%<br />
204<br />
829<br />
546<br />
26<br />
17<br />
8%<br />
Health & Human Services
HUMAN SERVICES<br />
Jo Weber, Director<br />
department will explore opportunities to increase efficiencies such as web-based reporting for mandated reporters. The department has<br />
added a searchable and easily updated web-based format for the Senior Resource Guide.<br />
• The Economic Assistance Division continues to determine eligibility for CalFresh, Medi-Cal, <strong>County</strong> Medical Services Program<br />
(CMSP), and General Assistance. Innovations to streamline processes and improve results include an online application process for<br />
CalFresh, Medi-Cal, and CalWORKs, use <strong>of</strong> Interactive Voice Recognition (IVR) which provides case information after hours, and an<br />
enhancement to the digital document storage program that automatically assigns work-tasks to Eligibility Workers and reduces paper<br />
processing.<br />
• The Employment and Training Division continues CalWORKs, Job Link, and the Workforce Investment Board. The department is<br />
developing and testing new methods <strong>of</strong> supporting CalWORKs families to improve child well-being and family self sufficiency. The<br />
relocation <strong>of</strong> Employment and Training Division employees into one building consolidates CalWORKs and Job Link <strong>of</strong>fices and will<br />
increase program efficiencies, reduce costs, and improve accessibility for clients.<br />
• Family, Youth and Children’s Services Division maintains Child Protective Services hotline and investigations, court-ordered<br />
family maintenance, family reunification for children in out-<strong>of</strong>-home placement who will be able to return home, permanency<br />
planning for children in out-<strong>of</strong>-home placement whose parents have lost parental rights, adoptions, transitional services for youth<br />
leaving the foster care system, and Valley <strong>of</strong> the Moon Children’s Home. Innovations to improve outcomes include continued<br />
expansion <strong>of</strong> evidence-based services through outcomes-based contracts with service providers, implementation <strong>of</strong> AB12 which<br />
extends foster care services for youth through age 21, implementation <strong>of</strong> Structured Decision Making (a series <strong>of</strong> five risk assessments<br />
used throughout the child welfare process to standardize the development <strong>of</strong> case plans), and testing a program called Icebreakers to<br />
improve the relationship between biological and foster parents.<br />
Services Eliminated or Reduced<br />
• Adult and Aging Division will reduce the Veteran Services Office by one Veteran Claims Worker resulting in approximately 84<br />
fewer interviews each month and resulting in about $2.5 million less each year in benefits for local veterans.<br />
• Economic Assistance Division will reduce the General Assistance (GA) monthly payment from $270 to $257, the lowest level<br />
allowed by the Welfare and Institutions Code, consistent with many counties throughout California. This reduces the average monthly<br />
grant by 5%, impacting 650 community residents each month. This reduction is somewhat <strong>of</strong>fset by an increase to CalFresh, which the<br />
majority <strong>of</strong> GA recipients also receive. The department will also eliminate the Food Stamp Employment and Training Program<br />
(FSET) which provides employment and training services specifically for about 100 GA and Non-Assistance CalFresh recipients each<br />
month who <strong>of</strong>ten have long-standing barriers to employment. Instead, these individuals will receive a referral to Job Link.<br />
• Employment and Training Division will reduce the monthly CalWORKs grant by 8% from $516 to $475 in accordance with State<br />
budget actions. Almost 9,000 community members receive CalWORKs each month, 75% <strong>of</strong> whom are children. This reduction will<br />
be somewhat <strong>of</strong>fset by an increase in the CalFresh grant due to the family’s reduced income. The State budget also eliminates<br />
enhanced Cal-Learn case management services which provide specialized case management services for teen parents. The 70 local<br />
youth who receive this intensive service each month will now be served by CalWORKs Employment and Training Counselors who<br />
average 200 clients per worker. Finally, the State is significantly changing the CalWORKs eligibility regulations by decreasing the<br />
life-time limit for adults from 60 to 48 months. These regulation changes will impact 600 local families.<br />
• Family, Youth and Children’s Services Division will transition the Redwood Children’s Center services to the Family Justice<br />
Center. The goal is to continue serving these vulnerable children, however the available department staff time and staff expertise will<br />
be reduced. In addition, this includes a transfer <strong>of</strong> funding support for medical examinations from this department to the Department<br />
<strong>of</strong> Health Services within existing Health Services resources.<br />
Additionally, the department will eliminate the Human Services Commission which in FY 10-11 provided $588,137 in grants to<br />
community based organizations to support programs related to homelessness, hunger, domestic violence, legal services, and short-term<br />
counseling and that served over 11,000 community residents. The department is actively seeking alternatives to continue to support some<br />
level <strong>of</strong> these non-mandated but important services.<br />
With this budget, the department prioritized positions that provide direct services. Overall, 10% <strong>of</strong> the department’s positions are<br />
management. Thirty-three percent <strong>of</strong> the positions eliminated with this budget are management positions. The Administration Division<br />
will be eliminated and the units reallocated to the Assistant Director, the <strong>Fiscal</strong> Officer, and the Planning, Research and Evaluation<br />
Division Director.<br />
Strategic Plan Focus<br />
• Safe, Healthy and Caring Communities: This budget prioritizes protection and safety for vulnerable children and adults by<br />
minimizing the impact <strong>of</strong> budget reductions on child welfare and adult protective services. For instance, although Voluntary Family<br />
Maintenance services are not mandated or funded by State or Federal sources, the department prioritizes this important child abuse<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
122<br />
Health & Human Services
HUMAN SERVICES<br />
Jo Weber, Director<br />
prevention service. State funding is inadequate for Adult Protective Services, and there is no Federal funding due to the lack <strong>of</strong><br />
appropriation for the Elder Justice Act, however the department continues to prioritize APS social workers and is leveraging<br />
CalWORKs funding through the Transient Occupancy Tax (TOT) to increase the federal Medi-Cal match for APS services.<br />
• Economic and Environmental Stewardship: The department promotes environmental stewardship through large and small<br />
activities. In collaboration with General Services, the Valley <strong>of</strong> the Moon Children’s Home received the first LEED certificate for the<br />
<strong>County</strong>, and the new Employment and Training Division location will also be LEED certified. The department is replacing fleet<br />
vehicles with hybrids whenever possible, currently has 44 hybrids in a fleet <strong>of</strong> 67, and is planning the installation <strong>of</strong> charging stations<br />
for electric vehicles at two buildings. The Summer Youth Ecology Program teaches environmental stewardship to participating youth.<br />
The department is expanding web-based technologies to reduce the number <strong>of</strong> client visits to <strong>of</strong>fices. The department also supports a<br />
thriving local economy by disseminating over $15 million each month in CalWORKs, CalFresh, and GA benefits; foster care,<br />
adoption and childcare payments; and IHSS provider payments, which multiply to almost $20 million in local spending as low income<br />
individuals tend to spend their income in their own community.<br />
• Invest in the Future: This budget prioritizes and maintains important investments in the future for county residents. All programs in<br />
the department commit county, state, and federal funding to improve future opportunities for recipients. Child welfare services are<br />
dedicated to improving opportunities and outcomes as quickly as possible for children who have been the victim <strong>of</strong> abuse or neglect.<br />
CalFresh, Medi-Cal, and CalWORKs seek to reduce the impacts <strong>of</strong> poverty on children and improve their nutritional and health<br />
outcomes with the goal <strong>of</strong> improving their success as adults. Youth entering adulthood receive targeted services including Independent<br />
Living Services for youth aging out <strong>of</strong> the foster care system and the Summer Youth Ecology Corp. With investments in In-Home<br />
Supportive Services, the Multipurpose Service Senior Program, and Adult Protective Services, the department reduces or delays the<br />
need for costly institutional placements and improves the quality <strong>of</strong> life for older adults and people with disabilities. Finally, the<br />
department continues to commit resources to sponsor the <strong>County</strong> Upstream Investments Initiative.<br />
• Civic Services and Engagement: The <strong>County</strong> General Fund supports ongoing community engagement through the meetings and<br />
activities <strong>of</strong> the Workforce Investment Board, the Area Agency on Aging (AAA), and the Substance Exposed Newborns Workgroup.<br />
The department also sponsors one-time community engagement opportunities such as the Mobility Summit, the Child Welfare System<br />
Improvement Plan, and the Upstream Forums.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Minor adjustments to appropriations for Human Services Grants, Area<br />
Agency on Aging, and Senior Program revenues ($26,267). Correction<br />
($200,000) related to EDB/CalWorks funds transfer.<br />
Position allocation change deleting 1.0 FTE Deputy PA/PG/PC and<br />
adding 1.0 FTE Senior Deputy PA/PG/PC.<br />
<strong>Budget</strong> Hearings Actions<br />
Gross Revenue and<br />
Expenditures Reimbursements Net Cost<br />
226,267 226,267 0<br />
0 0 0<br />
Retain full services at the Redwood Children's Center. 304,000 18,240 285,760<br />
Restore 1.00 FTE Veteran Claims Worker II. 86,533 43,266 43,267<br />
Restore the Food Stamp Employment & Training program providing job<br />
search assistance for approx. 100 GA and Food Stamp recipients with<br />
long-standing bars to employment.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
123<br />
204,110 135,785 68,325<br />
Health & Human Services
Backfill funding for approx. 160 current CalWorks recipients being timed<br />
out by state eligibility reductions from 60 to 48 months effective July 1,<br />
<strong>2011</strong>. Funding is through December 31, <strong>2011</strong> and does not apply to new<br />
CalWorks cases or transfer cases from other counties.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
124<br />
Gross<br />
Expenditures<br />
HUMAN SERVICES<br />
Jo Weber, Director<br />
Revenue and<br />
Reimbursements Net Cost<br />
250,000 0 250,000<br />
Health & Human Services
MISSION STATEMENT<br />
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jo Weber, Director<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> In-Home Supportive Services (IHSS)<br />
Public Authority is to enrich the lives <strong>of</strong> IHSS clients and caregivers by<br />
providing services and support to enhance quality caregiving.<br />
DEPARTMENTAL DESCRIPTION<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $1,023,792<br />
Total Revenues $776,245<br />
Total Net Cost $247,547<br />
Total Staff 2.0<br />
The In-Home Supportive Services (IHSS) program provides assistance that<br />
allows low-income elderly and disabled clients to continue living in their<br />
% Funded by Local Discretionary Funds 24%<br />
own home. The type <strong>of</strong> assistance includes shopping, cooking, housekeeping, and bathing, which is provided by IHSS caregivers.<br />
The Board <strong>of</strong> Supervisors established the <strong>Sonoma</strong> <strong>County</strong> IHSS Public Authority in 2001 as an independent public entity, with the<br />
members <strong>of</strong> the Board <strong>of</strong> Supervisors serving as the Board <strong>of</strong> Directors. The Public Authority is the employer <strong>of</strong> record for IHSS<br />
caregivers for the purpose <strong>of</strong> collective bargaining over wages, benefits, and other conditions <strong>of</strong> employment. Public Authority staff<br />
administers contracts with home care agencies to provide urgent on-call services, manage state mandated provider enrollment for IHSS<br />
caregivers, coordinate training classes, and support the IHSS Advisory Committee.<br />
In addition, the Public Authority manages a contract in which the Human Services Department provides registry services. This contract<br />
along with the urgent substitute caregiver contracts represents approximately 50% <strong>of</strong> expenditures for the Public Authority. The registry<br />
staff screen and orient potential caregivers, match clients with qualified caregivers, provide direct in-home services to clients with<br />
special needs, and coordinate urgent on-call assistance.<br />
The Board <strong>of</strong> Supervisors and the Board <strong>of</strong> Directors designated the Human Services Department as the administrative liaison to the<br />
IHSS Public Authority, and directed the Public Authority to utilize county services through an interagency agreement. The Director <strong>of</strong><br />
Human Services oversees the Public Authority Manager through this agreement.<br />
Funding Sources: Funding for the IHSS Public Authority's administrative budget includes a mix <strong>of</strong> state, federal, and county funds. The<br />
county share is approximately 24 percent, and county funds are matched by federal and state revenue.<br />
Caregiver wage and benefit costs (projected to be $11.8 million in FY 11-12) are included and discussed in the Human Services<br />
Department's Welfare Programs budget.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> General Fund<br />
State<br />
Federal<br />
125<br />
Funding Uses<br />
Salaries & Benefits<br />
Services & Supplies<br />
Other Charges<br />
Health & Human Services
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jo Weber, Director<br />
FY 10-11 ACCOMPLISHMENTS<br />
• Completed state eligibility requirements for 2,900 IHSS<br />
caregivers, including investigating criminal histories<br />
and providing orientation.<br />
• Matched 640 client requests for services with Registry<br />
caregivers.<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
IHSS Public Authority-Special Fund<br />
Expenditures 1,136,604 1,023,792 (9.9)<br />
Revenues & Reimbursements 936,877 776,245 (17.1)<br />
Net Cost* 199,727 247,547 23.9<br />
*In the financial schedules contained elsewhere in the budget document, the IHSS Public Authority is shown as a zero net cost<br />
because the General Fund support is reflected in the HSD budget.<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 2.00 2.00 0 -<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Caregivers Completing Eligibility Requirements 3,403 2,900 1,500<br />
Client/Caregiver Matches 617 640 660<br />
Caregiver Assignments as Urgent Substitutes 130 126 130<br />
Caregiver Hours as Urgent Substitutes 428 460 480<br />
Caregiver Hours for Highly Vulnerable Clients 1,206 1,200 1,200<br />
RECOMMENDED BUDGET<br />
FY 11-12 OBJECTIVES<br />
• Complete state new provider enrollment requirements<br />
for 1,500 IHSS caregivers, including receiving DOJ<br />
criminal background reports and providing orientation.<br />
• Match 660 client requests for new caregiver services<br />
with Registry caregivers.<br />
• Complete 130 urgent substitute caregiver assignments<br />
for a total <strong>of</strong> 480 hours.<br />
The recommended budget reflects overall expenditures <strong>of</strong> $1.02 million; a $113,000 decrease from FY 10-11. Recommended<br />
expenditures are supported by $776,000 in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $248,000. Revenues and reimbursements decreased about $161,000 and overall <strong>County</strong><br />
General Fund net cost increased as a result by nearly $48,000 from FY 10-11. Reductions in <strong>County</strong> General Fund support/total<br />
expenditures were made primarily in administration costs. The significant decreases in revenues and reimbursements were in the federal<br />
share <strong>of</strong> program costs, and the state funding for the Public Authority Advisory Committee.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
126<br />
Health & Human Services
Core Services Maintained<br />
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jo Weber, Director<br />
The recommended IHSS Public Authority budget includes funding to continue State mandated caregiver services:<br />
• Ensure that all IHSS caregivers meet the State's mandated enrollment requirements.<br />
• Maintain the registry which matches clients with screened and qualified caregivers.<br />
• Provide direct assistance to cognitively impaired clients who are unable to fulfill the role <strong>of</strong> an employer due to the nature <strong>of</strong> their<br />
disabilities (sign time sheets; communicate effectively with provider, etc).<br />
• Provide an urgent substitute caregiver replacement service.<br />
Services Eliminated or Reduced<br />
• Reduction to the urgent substitute caregiver replacement annual service hours from 600 to 480. This level should be sufficient to<br />
address current need, based on recent workload history. Should the need for these services exceed allocation, clients may have fewer<br />
options for urgent care and there may be an increase in hospitalizations for some clients.<br />
• Elimination <strong>of</strong> the caregiver training program, which eliminates $4,800 for training contractors and $5,000 for caregiver stipends.<br />
Strategic Plan Focus<br />
• The client services provided by the Public Authority directly support the Focus Area <strong>of</strong> Safe, Healthy & Caring Communities by<br />
ensuring that elderly and disabled IHSS clients receive the support they need to remain living safely in their own homes.<br />
• The State's recently approved Human Services <strong>Budget</strong> Trailer Bill (SB 72) made the county IHSS Advisory Committees optional and<br />
eliminated the $52,966 annual allocation. However, the Public Authority Advisory Committee continues to be mandated. FY 11-12<br />
funding for the PA Advisory Committee will be $5,660 (state and federal). This change should have no direct effect on IHSS clients<br />
and caregivers. Maintaining the PA Advisory Committee supports the focus area <strong>of</strong> Civic Services & Engagement by facilitating<br />
public input and participation in this program.<br />
The current local labor agreement for IHSS caregiver wages and benefits expires on September 30, <strong>2011</strong>. The State budget allows for<br />
State participation in provider wages and benefits to $11.50 per hour with $.60 per hour for benefits.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
127<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
128<br />
Health & Human Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Child Support Services<br />
is to ensure that children receive the services regarding parentage and<br />
financial support to which they are legally entitled.<br />
DEPARTMENTAL DESCRIPTION<br />
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Staff 107.5<br />
The Department <strong>of</strong> Child Support Services (DCSS) is part <strong>of</strong> a national and % Funded by Local Discretionary Funds 0%<br />
state program that provides paternity and child support services to children<br />
and families in <strong>Sonoma</strong> <strong>County</strong>. DCSS seeks and enforces court orders <strong>of</strong> paternity and financial support against non-custodial parents.<br />
Custodial parents who receive Temporary Assistance for Needy Families (TANF) grants must cooperate with DCSS to establish these<br />
orders. Other parents, who do not receive public assistance, may also apply directly for services. DCSS uses innovative enforcement<br />
techniques which are not available in private family law matters to assist these families, such as suspending the driver’s license or<br />
intercepting tax returns <strong>of</strong> the non-custodial parent. DCSS is fully federal and state funded with no <strong>County</strong> General Fund contributions.<br />
The Child Support Services budget consists <strong>of</strong> two divisions; each is a special revenue fund:<br />
Total Expenditures $15,261,612<br />
Total Revenues $15,246,968<br />
Total Net Cost $14,644<br />
Child Support Enforcement Division consists <strong>of</strong> state and federal funds that support the operations <strong>of</strong> DCSS. Funds are allocated<br />
based on state and federal formulas.<br />
Revenue (Performance Incentive) Fund Division contains carry-over balances from previously-paid state performance incentives. The<br />
department earned these by obtaining health insurance on behalf <strong>of</strong> children through their parents’ employers, and for ranking in the top<br />
ten counties in 2000 and 2001 in achieving the highest federal program performance measures. No ongoing opportunities exist to earn<br />
performance incentive funds, and this Fund will soon be depleted.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
State<br />
Federal<br />
Interest<br />
Performance Incentive<br />
Fund<br />
129<br />
Funding Uses<br />
Salaries and Benefits<br />
Rent and Utilities<br />
Reserved<br />
Services and Supplies<br />
Health & Human Services
FY 10-11 ACCOMPLISHMENTS<br />
• Increased from 87% to 93% cases with support orders<br />
established.<br />
• Increased from 61% to 64% cases with current support<br />
collections.<br />
• Increased from 65% to 67% cases in which a noncustodial<br />
parent makes a payment toward his or her debt.<br />
• Passed all state and federal compliance and data reliability<br />
audits.<br />
• Delivered educational presentations to local high schools,<br />
other county departments, and to non-custodial parents.<br />
• Developed a relationship with Hispanic Chamber <strong>of</strong><br />
Commerce, Healdsburg Day Labor Center and Graton Day<br />
Labor center to increase paternity establishment and<br />
provide awareness <strong>of</strong> the child support program.<br />
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
FINANCIAL SUMMARY<br />
FY 11-12 OBJECTIVES<br />
• Meet and/or exceed performance on federal performance<br />
measures: (1) paternity establishment – establishing the<br />
parent <strong>of</strong> the child, (2) support order establishment, which<br />
sets the amount <strong>of</strong> child support which should be paid, (3)<br />
percent <strong>of</strong> child support collected compared to the amount<br />
<strong>of</strong> due, and (4) number <strong>of</strong> cases which a payment is made<br />
on past due amounts.<br />
• Improve cost effectiveness, which is the ratio <strong>of</strong> child<br />
support collected to department expenses from $2.25 to<br />
$2.50.<br />
• Pass all state and federal compliance and data reliability<br />
audits.<br />
• Collect $30,970,282 in both current support and arrears.<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Child Support Services<br />
Expenditures 15,875,817 15,246,968 (4.0)<br />
Revenues & Reimbursements<br />
15,875,817 15,246,968 (4.0)<br />
Net Cost<br />
0 0 0<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
DCSS Revenue Fund<br />
Expenditures 247,339 14,644 (94.1)<br />
Revenues & Reimbursements 0 0 0<br />
Net Cost 247,339 14,644 (94.1)<br />
Total Expenditures 16,123,156 15,261,612 (5.3)<br />
Total Revenues & Reimbursement 15,875,817 15,246,968 (4.0)<br />
Total Net Cost 247,339 14,644 (94.1)<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 109.50 107.50 (2.00) (1.8)<br />
130<br />
Health & Human Services
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Percent <strong>of</strong> Cases with a Child Support Order 92.8 93.0 94.0<br />
Percent <strong>of</strong> Current Support Collected 63.9 64.9 65.9<br />
Percent <strong>of</strong> Cases with Collection Towards Support D 67.0 68.0 69.0<br />
Cost Effectiveness $2.06 $2.25 $2.50<br />
Total Collections $29,743,712 $30,363,022 $30,970,282<br />
RECOMMENDED BUDGET<br />
Child Support collections are dependent on gainful employment. The current economy, with high levels <strong>of</strong> un- and underemployed<br />
people, has impacted child support obligors’ ability to keep current with their payments. Additionally, many recipients <strong>of</strong> unemployment<br />
benefits saw their benefits expire, reducing child support dollars to families. <strong>Sonoma</strong> has experienced a 10% decline in payments<br />
through unemployment collections during the first half <strong>of</strong> FY 10-11.<br />
Core Services Maintained<br />
• The State Department <strong>of</strong> Child Support Services continues to work toward improving California’s Cost Effectiveness (ratio <strong>of</strong> child<br />
support distributed divided by total expenditures). Last year, the state established a minimum threshold <strong>of</strong> $2.00. In FY 09-10 <strong>Sonoma</strong><br />
avoided corrective action by reaching $2.06. For federal fiscal year 11-12, the goal for Cost Effectiveness is $2.50.<br />
• <strong>Sonoma</strong> <strong>County</strong> has implemented over 20 strategies to improve Cost Effectiveness through collection efforts and cost savings<br />
measures. Collection strategies have been implemented to work with parents to ensure appropriate orders and increased collections.<br />
Strategies include utilizing outbound dialers, text messaging and early intervention activities.<br />
• The department expects to meet its Cost Effectiveness goal, thereby strengthening the families served in <strong>Sonoma</strong> <strong>County</strong>.<br />
Services Eliminated or Reduced<br />
• DCSS does not anticipate any reductions to services in FY 11-12.<br />
• Expenditure reductions <strong>of</strong> 4% are planned through lease savings resulting from the move to a new facility. During the first year in the<br />
new facility, savings <strong>of</strong> $720,000 to $800,000 will be realized due to reduced lease costs and the use <strong>of</strong> rent credits received from new<br />
landlord. This reduction will have no negative impact on the clients we serve.<br />
Strategic Plan Focus<br />
• Safe Healthy & Caring Communities. By establishing parentage and providing financial support to children who are entitled to it,<br />
DCSS helps provide financial and familial security for children and families in <strong>Sonoma</strong> <strong>County</strong>.<br />
• Economic Stewardship. DCSS continues to employ every enforcement technique available to maximize the collection <strong>of</strong> financial<br />
support from non-custodial parents and distribute it to children and families. Establishing this financial support <strong>of</strong>ten decreases a<br />
family’s reliance on other state and county welfare programs.<br />
• Invest in the Future. At the suggestion <strong>of</strong> the Board, DCSS staff members visited and observed three similar sized agencies with<br />
higher cost effectiveness ratios in FY 10-11, and will be making recommendations for future improvements based on their findings.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
131<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
132<br />
Health & Human Services
BUDGET DESCRIPTION<br />
In 1996, the <strong>County</strong> entered into an agreement with Sutter Health Systems<br />
(Sutter) for the long-term lease <strong>of</strong> Community Hospital (later renamed<br />
“Sutter Medical Center <strong>of</strong> Santa Rosa”) and for a Health Care Access<br />
Agreement (HCAA). The HCAA ensures hospital access for residents<br />
participating in government programs such as Medi-Cal, Medicare, and<br />
<strong>County</strong> Medical Services Program (CMSP). The Department <strong>of</strong> Health<br />
Services works with Sutter to monitor ongoing compliance with the HCAA.<br />
COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND<br />
Rita Scardaci, Director<br />
Three closeout budgets established in FY 96-97 to track expenditures<br />
related to the agreement. These budgets are funded from the proceeds <strong>of</strong> the<br />
% Funded by Local Discretionary Funds 100%<br />
transaction, collection <strong>of</strong> delinquent debts, or interest on cash balances. The budgets are:<br />
• Hospital Closeout: Services–Administrative costs to support the affiliation agreement, such as costs <strong>of</strong> collecting old debts, audits,<br />
consultants, and legal services.<br />
• Hospital Closeout: Retirement Bonds –The hospital’s share <strong>of</strong> <strong>County</strong> pension obligation bonds.<br />
• Hospital Closeout: Retiree Medical Insurance –Partially funds future retiree health insurance premiums.<br />
In 2004, the Board <strong>of</strong> Supervisors approved a Business Plan in which Sutter proposed to construct a new hospital and extend the HCAA<br />
to 2021. In 2010, the Board approved Sutter’s Revised Business Plan, which complies with the HCAA, to construct a 70 bed hospital<br />
near the Wells Fargo center in northeastern Santa Rosa.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Interest<br />
Rent<br />
Reimbursements from Sutter<br />
Collection <strong>of</strong> Old Debts<br />
Use <strong>of</strong> Fund Balance<br />
133<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $1,446,693<br />
Total Revenues $84,723<br />
Total Net Cost $1,361,970<br />
Total Staff 0<br />
Funding Uses<br />
Retirement Bonds Payments<br />
Retiree Medical Insurance<br />
Hospital Closeout Services<br />
Health & Human Services
COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND<br />
Rita Scardaci, Director<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Hospital Closeout: Services<br />
Expenditures 800,000 130,653 (83.7)<br />
Revenues & Reimbursements 856,429 9,630 (98.9)<br />
Net Cost (56,429) 121,023 314.5<br />
Hospital Closeout: Retirement Bonds<br />
Expenditures 968,580 1,016,040 4.9<br />
Revenues & Reimbursements 28,723 16,957 (41.0)<br />
Net Cost 939,857 999,083 6.3<br />
Hospital Closeout: Retiree Medical Insurance<br />
Expenditures 330,000 300,000 (9.1)<br />
Revenues & Reimbursements 65,465 58,136 (11.2)<br />
Net Cost 264,535 241,864 (8.6)<br />
Total Expenditures 2,098,580 1,446,693 (31.1)<br />
Total Revenues & Reimbursements 950,617 84,723 (91.1)<br />
Total Net Cost 1,147,963 1,361,970 18.6<br />
RECOMMENDED BUDGET<br />
Hospital Closeout: Services<br />
This fund has been used for depreciation expense for building and improvements associated with the hospital, and in recent years for the<br />
cost <strong>of</strong> evaluating Sutter’s Revised Business Plan. With the Board’s approval <strong>of</strong> the Revised Business Plan in FY 10-11, the FY 11-12<br />
appropriations are for on-going depreciation expense and costs associated with administration <strong>of</strong> this budget unit.<br />
Hospital Closeout: Retirement Bonds<br />
This fund was established at $7,793,000 with proceeds from the agreement, to pay back an outstanding <strong>County</strong> pension obligation bond;<br />
the hospital’s share <strong>of</strong> the payments was 7.21%. In FY 05-06 and FY 06-07 the Board approved additional transfers from the General<br />
Fund that, with interest, were expected to fully cover debt service payments through the final payment due in 2013. The expenditure<br />
increase in FY 11-12 reflects a projected increase in bond liability and interest.<br />
In FY 02-03 this fund contributed $1,678,280 to the Mental Health Division (then in the <strong>County</strong> General Fund) to finance unfunded state<br />
mandated costs resulting from AB 3632 (Severely Emotionally Disturbed Children). During Governor Schwarzenegger’s administration,<br />
repayment was proposed as part <strong>of</strong> a 15-year payback <strong>of</strong> costs imposed on counties by unfunded mandates. This payback began in FY<br />
06-07 with two years <strong>of</strong> payments, but did not include payment for unfunded mandates in FY 02-03. No payment has been received for<br />
the FY02-03 unfunded mandate and the current state administration has not proposed repayment in FY 11-12. The state’s eventual<br />
reimbursement <strong>of</strong> the FY 02-03 AB 3632 costs will be returned to this fund if it remains in place. Without the return <strong>of</strong> the $1,678,280<br />
the fund balance is projected to fall short <strong>of</strong> the final bond payment amount in FY 12-13.<br />
Hospital Closeout: Retiree Medical Insurance<br />
Retiree medical insurance is funded by $1,925,621 in pre-paid rent by Sutter that the <strong>County</strong> “earns” over the 20-year life <strong>of</strong> the lease<br />
agreement. The projected cash balance <strong>of</strong> this fund at the end <strong>of</strong> FY 11-12 is $131,604. At the projected rate <strong>of</strong> spending, this fund will<br />
be exhausted in FY 12-13. The <strong>County</strong> will retain responsibility for remaining retiree medical insurance costs.<br />
The following chart forecasts estimated cash balances <strong>of</strong> the Hospital Enterprise Funds (see following chart).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
134<br />
Health & Human Services
COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND<br />
Rita Scardaci, Director<br />
CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS*<br />
Hospital Hospital Hospital<br />
Enterprise Closeout Closeout Total All<br />
Closeout Svcs Retirement Bonds Retiree Medical Ins Closeout Funds<br />
FY 10-11<br />
Actual Beginning Cash Balance (28,494) 2,273,627 726,778 2,971,911<br />
Estimated Revenue 497,825 21,930 6,648 526,403<br />
Estimated Expenses (257,027) (968,580) (305,436) (1,531,043)<br />
Estimated Ending Cash Balance 212,304 1,326,977 427,990 ** 1,967,271 **<br />
FY 11-12<br />
Estimated Beginning Cash Balance 212,304 1,326,977 427,990 1,967,271<br />
Estimated Revenue 4,630 16,957 3,614 25,201<br />
Estimated Expenses (130,653) (1,016,040) (300,000) (1,446,693)<br />
Estimated Ending Cash Balance 86,281 327,894 131,604 ** 545,779 **<br />
*This presentation is on a “cash basis” to provide transparency to some non-budgetary enterprise fund balance sheet activity (balance sheet<br />
detail available from county Auditor).<br />
**“Retiree Medical Ins” and “Total All Closeout Funds” estimated ending balances include the unearned portion <strong>of</strong> prepaid rent on deposit with<br />
the Retiree Medical Insurance fund: $221,047 in FY 10-11 and $166,525 in FY 11-12.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
135<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
136<br />
Health & Human Services
DEVELOPMENT SERVICES<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
Permit & Resource Management 17,576,123 14,182,184 3,393,939<br />
Community Development Commission 80,005,798 53,159,766 26,846,032<br />
Fire and Emergency Services 8,785,972 7,888,733 897,239<br />
Transportation & Public Works 171,222,894 161,481,663 9,741,231<br />
Water Agency 190,383,953 160,550,002 29,833,951<br />
Economic Development Board 3,588,690 602,269 2,986,421<br />
Regional Parks 19,454,134 15,251,960 4,202,174<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
137<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
138<br />
Development Services
MISSION STATEMENT<br />
Our mission is to serve the people <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> by providing a<br />
customer-focused process for the orderly development <strong>of</strong> real property,<br />
balanced with resource stewardship under the general policy direction <strong>of</strong><br />
the Board <strong>of</strong> Supervisors, and to develop and maintain standards that<br />
protect the health and safety <strong>of</strong> the public.<br />
DEPARTMENTAL DESCRIPTION<br />
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
The Permit and Resource Management Department (PRMD) was<br />
% Funded by Local Discretionary Funds 20.8%<br />
established in July 1995 to provide a “one-stop shop” for all county land<br />
use planning and development activities. Major functions include processing building permits, well and septic permits, sanitation and<br />
planning permits, environmental review for public and private projects, maintaining and updating the <strong>Sonoma</strong> <strong>County</strong> General Plan, and<br />
enforcement <strong>of</strong> building and development codes. The department is comprised <strong>of</strong> two budget divisions: the Permit and Resource<br />
Management Division and Zone 2 <strong>of</strong> <strong>County</strong> Service Area (CSA) #41.<br />
The Permit and Resource Management Division contains all staffing and operating expenses related to land use and development<br />
activities. The division is financed primarily by revenues collected for the review and processing <strong>of</strong> permit applications. In addition, this<br />
budget division maintains the Aggregate Resource Management Mitigation Fund, the Survey Monument Preservation Fund, and several<br />
deferred revenue accounts for funds collected in previous fiscal years to pay for services to be rendered in the current or subsequent<br />
fiscal years.<br />
Zone 2 <strong>of</strong> <strong>County</strong> Service Area (CSA) #41 was formed in 1986 to provide for an on-site waste disposal operation for the Sea Ranch<br />
subdivision. The zone serves the non-sewered areas in the Sea Ranch subdivision and has the responsibility to inspect, monitor,<br />
maintain, and operate septic systems within its jurisdiction. The Sea Ranch Association provides operation <strong>of</strong> the system. The division’s<br />
budget is established as an enterprise fund.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
<strong>County</strong> General Fund<br />
Permit Fees<br />
Fines/Penalties/Abatement<br />
Liens<br />
Charges for Services<br />
Intergovt. Revenues, Internal<br />
Reimbursements &<br />
Operating Transfers<br />
139<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $16,915,044<br />
Total Revenues $13,407,105<br />
Total Net Cost $3,507,939<br />
Total Staff 96.0<br />
Funding Uses<br />
Administrative/Customer<br />
Service<br />
Construction, Code and<br />
Engineering<br />
Planning Services<br />
Other Services<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Completed adoption <strong>of</strong> the Bikeways Plan and<br />
incorporated into the General Plan making the <strong>County</strong><br />
eligible for additional funding for bikeway improvements.<br />
• Completed the adoption <strong>of</strong> the Russian River and<br />
Penngrove Design Guidelines, incorporating those into<br />
the Zoning Code.<br />
• Completed second phase <strong>of</strong> Housing Element<br />
implementation including adoption <strong>of</strong> standards for use <strong>of</strong><br />
vacation rentals.<br />
• Completed approval <strong>of</strong> permits for a new aggregate<br />
import and asphalt facility, ARM Plan amendment and instream<br />
mining permit and a new quarry project.<br />
• Completed the EIR and permitting for the proposed Sutter<br />
Medical Center <strong>of</strong> Santa Rosa/Luther Burbank Memorial<br />
Joint Master Plan.<br />
• Completed Zoning Code Amendments to add flexibility<br />
for commercial developments to help mitigate economic<br />
downturn.<br />
• Completed Draft Update <strong>of</strong> the Rules for Administering<br />
Agricultural Preserves and related zoning code<br />
amendments including review by Working Group <strong>of</strong><br />
agricultural representatives.<br />
• <strong>Adopted</strong> all State Model Building Codes and local<br />
amendments for Triennial Model Code Ordinance<br />
Adoption, including the new CalGreen Code.<br />
• Certified staff as Certified Access Specialists (CASp) to<br />
comply with state laws regarding disabled access.<br />
• Completed re-survey <strong>of</strong> the 52 mile <strong>Sonoma</strong>-Napa<br />
<strong>County</strong> line.<br />
• Implemented Code Enforcement Penalty Relief Program.<br />
• Completed functional requirements and prototype testing<br />
<strong>of</strong> new Micros<strong>of</strong>t Dynamics project cost accounting<br />
system.<br />
• Assisted drafting state law regarding graywater and<br />
developed a local graywater permitting program to<br />
implement new state codes.<br />
• Implemented Customer Service Enhancements including<br />
establishing a Customer Service Working Group<br />
partnering PRMD staff with PRMD customers.<br />
• Improved PRMD’s ActiveMap (GIS) tool to add USGS<br />
topographic map layers and Groundwater Availability<br />
Areas.<br />
• Expanded online permit and payment services.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
140<br />
FY 11-12 OBJECTIVES<br />
• Initiate public review <strong>of</strong> the Draft Development Code<br />
Update and complete the public hearing process at the<br />
Planning Commission to provide a recommendation to the<br />
Board <strong>of</strong> Supervisors.<br />
• Complete environmental documentation and initiate the<br />
public hearing process for the proposed Preservation Ranch,<br />
Mark West Quarry, and Airport Master Plan projects,<br />
allowing these projects to be heard by the Board <strong>of</strong><br />
Supervisors.<br />
• Complete an update <strong>of</strong> the Well and Septic “Blue Book”<br />
containing all septic regulations affecting <strong>Sonoma</strong> <strong>County</strong>.<br />
• Complete adoption process for a modernized <strong>County</strong> Well<br />
Ordinance.<br />
• Coordinate with the Water Agency to establish a ground<br />
water elevation monitoring program that meets new state<br />
requirements and begin submitting ground water elevation<br />
data to the state.<br />
• Continue to participate in development <strong>of</strong> the statewide<br />
septic regulations (AB 885) to ensure that local conditions<br />
and needs are addressed.<br />
• Certify Access Specialists (CASp) to meet second phase<br />
compliance with State Law SB 1608 relating to handicap<br />
disabled access.<br />
• Certify four staff in the CAL Green building standards<br />
program.<br />
• Update <strong>Sonoma</strong> <strong>County</strong>’s Residential Construction Manual<br />
to reflect newly adopted 2010 Codes.<br />
• Establish a charter to evaluate electronic building plan<br />
submittal technology to improve customer convenience,<br />
reduce cycle time and eliminate paper from the plans review<br />
process.<br />
• Complete implementation <strong>of</strong> new Micros<strong>of</strong>t Dynamics<br />
project cost accounting system.<br />
• As funding allows, develop a customer education program<br />
as part <strong>of</strong> the next phase <strong>of</strong> Customer Service Enhancements<br />
identified in 2010.<br />
• Initiate scanning <strong>of</strong> incoming permit applications to<br />
eliminate NCR copies and reduce staff processing time<br />
related to filing and handling <strong>of</strong> paper documents.<br />
Development Services
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Permit and Resource Management<br />
Expenditures 19,332,305 16,577,719 (14.2)<br />
Revenues & Reimbursements<br />
15,693,580 13,058,142 (16.8)<br />
Net Cost<br />
3,638,725 3,519,577 (3.3)<br />
Special Revenue<br />
Expenditures 257,408 41,145 (84.0)<br />
Revenues & Reimbursements 34,926 49,545 41.9<br />
Net Cost 222,482 (8,400) (103.8)<br />
CSA #41 - Sea Ranch Sanitation<br />
Expenditures 282,566 296,180 4.8<br />
Revenues & Reimbursements 299,238 299,418 0.1<br />
Net Cost (16,672) (3,238) 80.6<br />
Total Expenditures 19,872,279 16,915,044 (14.9)<br />
Total Revenues & Reimbursement 16,027,744 13,407,105 (16.4)<br />
Total Net Cost 3,844,535 3,507,939 (8.8)<br />
FY 10-11<br />
Staffing <strong>Adopted</strong><br />
STAFFING SUMMARY<br />
FY 11-12<br />
Recommended<br />
FTE<br />
Change<br />
%<br />
Change<br />
Permanent Positions 120.49 96.00 (24.49) (20.3)<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators<br />
Actual Estimated Recommended<br />
Building Inspections 19,097 18,906 18,906<br />
Building Permits Issued 5,087 5,229 5,229<br />
Well & Septic Permits Issued 2,270 2,202 2,202<br />
Engineering Permits Issued 8,617 8,487 8,487<br />
Project Review Applications Assigned 332 262 262<br />
Code Enforcement Complaints Received 1,029 936 936<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $16.9 million, a $2.9 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $13.4 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $3.5 million. Revenues and reimbursements decreased about $2.6 million and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by $990,000 from FY 10-11. This equates to a 25% reduction in <strong>County</strong> General<br />
Fund support for continuing programs from the prior year. The significant decrease in revenues and reimbursements is due to the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
141<br />
Development Services
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
continued low level <strong>of</strong> permit activity and resulting low permit fee revenues. Reductions in <strong>County</strong> General Fund support/total<br />
expenditures were made primarily in salaries and benefits. A total <strong>of</strong> 24.5 FTE’s are eliminated from the department, a 42 percent<br />
reduction in staffing over the past three fiscal years. Reductions occur in every division <strong>of</strong> the department.<br />
Although these reductions will cause significant program and service impacts, the department also seeks to mitigate these impacts. The<br />
work performed by the department on individual projects is more complex and time consuming than ever before. However, applications<br />
for all development have slowed and the value <strong>of</strong> individual building projects has declined. This conflux <strong>of</strong> trends has a compounding<br />
negative effect on department permitting fee revenue.<br />
In planning for the future, PRMD proposes to reorganize in a way that consolidates divisions while maintaining necessary oversight and<br />
monitoring <strong>of</strong> critical permitting processes. The department will continue to provide core services supporting development at all levels<br />
within the <strong>County</strong>. The quality <strong>of</strong> the service provided will be high. However, the ability to respond as quickly and nimbly to customers’<br />
needs will be reduced.<br />
Core Services Maintained<br />
• All development permitting services will be maintained at a reduced level <strong>of</strong> service;<br />
• New construction will be inspected for health, safety and code compliance;<br />
• Code violations that jeopardize health, safety or the environment will be investigated and abated;<br />
• Onsite wastewater treatment and disposal will be reviewed for compliance with Basin Plan and <strong>County</strong> standards;<br />
• PRMD’s one-stop permit center will remain intact;<br />
• Property and development information, including GIS resources, will be available online and in the <strong>of</strong>fice;<br />
• Environmental review and permitting for <strong>County</strong> infrastructure projects will be maintained;<br />
• Review and advisory bodies like the Planning Commission, Landmarks Commission, Project Review & Advisory Committee<br />
(PRAC), Design Review Board, and Airport Land Use Commission will be supported;<br />
• Programs identified in the state-mandated General Plan Housing Element will be implemented;<br />
• Mining operations will be monitored and inspected and state-mandated reports will be completed;<br />
• Development and grading projects will be reviewed and inspected for compliance with the <strong>County</strong>’s storm water permit (NPDES),<br />
and annual storm water permit reports will be completed.<br />
Services Eliminated or Reduced<br />
The reduction <strong>of</strong> 24.5 FTE would result in the following impacts:<br />
o PRMD’s public <strong>of</strong>fice hours will be reduced by 40 percent, resulting in longer wait times for customers in the <strong>of</strong>fice and<br />
decreased public access to information, records and services; however, the reduction in <strong>of</strong>fice hours will reduce front <strong>of</strong>fice<br />
“down time” and provide additional staff time for permit processing to maintain department goals for processing timelines;<br />
o Response to low and medium priority Code Enforcement complaints will be reduced or eliminated, including response to<br />
nuisance issues, drainage complaints, zoning violations and other types <strong>of</strong> complaints;<br />
o Most General Plan implementation programs will be discontinued or significantly delayed, including Water Resources Element<br />
implementation, development <strong>of</strong> a Climate Action Plan, biotic habitat mapping, historic resources program and adoption <strong>of</strong><br />
historic design guidelines;<br />
o Local Coastal Plan update will be delayed;<br />
o Building Inspection services will be reduced to 4 days per week countywide, with some remote areas receiving less frequent<br />
inspection service; 24-hour inspection turnaround will be maintained except in remote areas;<br />
o Permit processing times will increase for most types <strong>of</strong> permits, especially during peak periods;<br />
o Some requirements <strong>of</strong> the <strong>County</strong>’s storm water permit will not be met, including inter-departmental coordination, development<br />
<strong>of</strong> technical guidance/manuals and public outreach;<br />
o Capacity to implement IT enhancements will be reduced, including wireless inspection technology, GIS development, and<br />
PRMD website maintenance and enhancement, including reduced availability <strong>of</strong> ADA-compliant environmental documents and<br />
staff reports on PRMD’s web-site;<br />
o Vendor payments and applicant billings for at-cost projects will be delayed;<br />
o Capacity to implement new Board <strong>of</strong> Supervisors initiatives will be reduced.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
142<br />
Development Services
Strategic Plan Focus<br />
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
The core services maintained in this budget will provide support in each <strong>of</strong> the focus areas identified in the Strategic Plan:<br />
• The recommended budget gives the highest priority to protecting health and safety consistent with the Strategic Plan focus on Safe,<br />
Healthy and Caring Communities. Specific core services in this area include:<br />
o Permitting and inspection,<br />
o Enforcement <strong>of</strong> health and safety codes and abatement <strong>of</strong> hazardous conditions,<br />
o Oversight <strong>of</strong> on-site wastewater systems and water well construction,<br />
o Ensuring access for disabled persons in commercial buildings,<br />
o Implementing codes that protect people and buildings from natural hazards (flood, earthquake, fire, etc.),<br />
• Implementation <strong>of</strong> state-mandated Housing Element programs will also have a high priority, which helps increase the supply <strong>of</strong><br />
affordable housing in the community;<br />
• The department will continue to ensure that development is consistent with General Plan and zoning requirements to protect open<br />
space and resource lands and support a healthy agricultural economy. These efforts align with the Strategic Plan’s focus on Economic<br />
and Environmental Stewardship;<br />
• PRMD will continue to implement the <strong>County</strong>’s Aggregate Resources Management Plan (ARM Plan), which aligns with the Strategic<br />
Plan’s focus on Invest in the Future by helping ensure that the <strong>County</strong> has sustainable supplies <strong>of</strong> construction aggregate;<br />
• PRMD will help ensure that the <strong>County</strong> meets its obligations under the California Environmental Quality Act and other state and<br />
federal environmental laws for both <strong>County</strong> projects and private development, further aligning with the Strategic Plan’s focus on<br />
Economic and Environmental Stewardship;<br />
• The department will support the Strategic Plan focus on Civic Services and Engagement through its advisory and review bodies like<br />
the Planning Commission and by maintaining and updating the departmental website, GIS resources and other public information<br />
sources.<br />
At the same time, other aspects <strong>of</strong> the Recommended <strong>Budget</strong> will unavoidably impact progress in various Strategic Plan focus areas:<br />
• Reduced response to low and medium priority code enforcement complaints may result in increased neighborhood conflict and<br />
adverse economic consequences (lower property values and competition from unpermitted businesses);<br />
• Suspension <strong>of</strong> most long-range planning activities does not align with the focus on Invest in the Future. Without an outside funding<br />
source for General Plan implementation programs the <strong>County</strong> will not move forward with initiatives like Climate Action Planning,<br />
land use related climate change adaptation, implementation <strong>of</strong> the General Plan’s Water Resources Element and biotic resource<br />
protection, among others. This reduction also impacts other Strategic Plan focus areas including Safe, Healthy and Caring<br />
Communities and Economic and Environmental Stewardship;<br />
• The reduction in public <strong>of</strong>fice hours will reduce the public’s ability to access services and information that requires face to face<br />
interaction. This will limit and reduce Civic Services and Engagement;<br />
• Although the precise impacts are difficult to predict, the department will have little capacity to develop and implement new policy<br />
initiatives identified by the Board <strong>of</strong> Supervisors. Over the past few years, these initiatives have addressed green building, mobile<br />
home park conversions, medical cannabis dispensaries, and vacation rentals. Each <strong>of</strong> these initiatives aligns with one or more<br />
Strategic Plan focus areas, particularly Safe, Healthy and Caring Communities and Economic and Environmental Stewardship.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
143<br />
Development Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
Add 2.0 FTE Code Enforcement Inspectors. Funds from Deferred<br />
Revenue will be used to fund the Code Enforcement positions. Increase<br />
salaries and benefits to enhance Vacation Rental code enforcement<br />
activities.<br />
<strong>Budget</strong> Hearings Actions<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
277,578 391,578 (114,000)<br />
Comp Planning Restored Positions from PRMD Deferred Revenue 383,501 383,501 0<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
144<br />
Development Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Community Development Commission is dedicated to<br />
promoting decent and affordable housing, revitalizing communities, and<br />
supporting public services that increase economic stability for county<br />
residents. We are committed to providing services in an effective, efficient,<br />
and respectful manner.<br />
DEPARTMENTAL DESCRIPTION<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $79,485,798<br />
Total Revenues $52,639,766<br />
Total Net Cost $26,846,032<br />
Total Staff 43<br />
The Community Development Commission (CDC) is established as a<br />
separate public and corporate entity pursuant to Section 34110 <strong>of</strong> the State<br />
% Funded by Local Discretionary Funds .55%<br />
<strong>of</strong> California Health and Safety Code, which authorizes a jurisdiction to operate its redevelopment agency and housing authority under a<br />
single governing board. The Board <strong>of</strong> Supervisors sits as the Board <strong>of</strong> Commissioners, and therefore, functions as the governing board <strong>of</strong><br />
both the Housing Authority and Redevelopment Agency.<br />
The Community Development Division <strong>of</strong> the CDC administers and implements programs to address a broad spectrum <strong>of</strong> housing needs<br />
for <strong>Sonoma</strong> <strong>County</strong>’s lower income residents, including: Continuum <strong>of</strong> Care homelessness planning, hosting <strong>of</strong> the Homeless<br />
Management Information System, funding for homeless prevention and intervention services, financial assistance to developers <strong>of</strong><br />
affordable housing, first-time homebuyer programs, Housing Rehabilitation and Flood Elevation Programs, administration <strong>of</strong> Mobile<br />
Home Rent Stabilization Ordinances, and programmatic support <strong>of</strong> the Housing Element <strong>of</strong> the <strong>County</strong>’s General Plan. The Community<br />
Development Division is funded through the U.S. Department <strong>of</strong> Housing and Urban Development’s Community Development Block<br />
Grant, HOME Investment Partnership, Emergency Shelter Grants, Supportive Housing Programs and the Federal Emergency<br />
Management Agency (FEMA) as well as from the county General Fund, <strong>County</strong> Fund for Housing, and other local and state funding<br />
sources.<br />
The Housing Authority administers Housing Choice Voucher Rental Assistance Program (Section 8), HOME Tenant-Based Rental<br />
Assistance, Shelter Plus Care, Family Unification and Family Self-Sufficiency programs. The Housing Authority is funded primarily<br />
through formula grants from Housing and Urban Development.<br />
The Redevelopment Agency operates three redevelopment project areas: Roseland, The Springs, and Russian River. The purpose <strong>of</strong> the<br />
agency is to support local communities in eliminating blight by attracting private investments that promote economic development,<br />
revitalization <strong>of</strong> the local infrastructure, and in the development and preservation <strong>of</strong> affordable housing. The Redevelopment Agency is<br />
funded primarily through annual property tax increment revenues generated from each respective project area. Redevelopment Agency<br />
funds are in special trust accounts.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund Contribution<br />
Other <strong>County</strong>/City Projects<br />
Interest Revenue<br />
Federal & State Grants<br />
Redevelop. Tax Increment<br />
Use <strong>of</strong> Fund Balance<br />
Other Revenue<br />
Internal Reimbursements<br />
145<br />
Funding Uses<br />
Rental Assistance<br />
Redevelopment Activities<br />
Community Development<br />
Internal Reimbursements<br />
Homelessness Assistance &<br />
Planning<br />
Housing Rehabilitation &<br />
Elevation<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Acquired 6.9 acres <strong>of</strong> land comprising the western portion<br />
<strong>of</strong> the Roseland Village Shopping Plaza site, located at<br />
665 Sebastopol Road in the heart <strong>of</strong> the Roseland<br />
Redevelopment Project Area. The site has been largely<br />
vacant for several years and is a key property to enacting<br />
the Sebastopol Road Urban Vision Plan, which envisions<br />
mixed-use, pedestrian-oriented development <strong>of</strong> affordable<br />
housing, commercial opportunities, and public amenities<br />
including road improvements and a long-desired public<br />
plaza. This critical investment and follow-on<br />
redevelopment work will produce local jobs, needed<br />
housing, and a central public gathering place.<br />
• Completed the first half <strong>of</strong> planned Highway 12<br />
improvements, widening the roadway and adding curb,<br />
gutters and sidewalks from Verano Creek to Boyes<br />
Boulevard. The improvements, which will continue north<br />
to Agua Caliente Road in FY <strong>2011</strong>-12, are transforming a<br />
dangerous stretch <strong>of</strong> roadway running through the area’s<br />
commercial corridor in to a safe area for pedestrians and<br />
bicyclists, and promoting a more vibrant pedestrianoriented<br />
environment for residents and businesses in the<br />
area.<br />
• Partnered with City <strong>of</strong> Santa Rosa and Catholic Charities<br />
<strong>of</strong> the Diocese <strong>of</strong> Santa Rosa to jointly fund and<br />
implement a $1.33 million Homelessness Prevention and<br />
Rapid Re-Housing Program through grants received under<br />
the American Recovery and Reinvestment Act <strong>of</strong> 2009,<br />
and provided over $350,000 to 10 local nonpr<strong>of</strong>it agencies<br />
in support <strong>of</strong> 16 homeless shelters and transitional housing<br />
facilities providing supportive services to over 8,800<br />
individuals and households.<br />
• Assisted 2,772 households with rental subsidies through<br />
the Section 8 program, 26 low-income mobile home<br />
owners with space rent assistance, and 222 mostly<br />
homeless clients with rental assistance through HOME<br />
Tenant Based Assistance and Shelter Plus Care programs.<br />
• Elevated 21 flood-prone residential structures in the lower<br />
Russian River area using Federal Emergency Management<br />
grant funding and owner matching funds, and received<br />
awards for approximately $8.3 million in additional<br />
FEMA grant funding for future years.<br />
• Awarded a combined $4.66 million in affordable housing<br />
loan program proceeds to 9 local projects that will build or<br />
preserve 417 affordable units in the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
146<br />
FY 11-12 OBJECTIVES<br />
• Fund non-pr<strong>of</strong>it public services organizations, affordable<br />
housing and public works projects, housing and commercial<br />
building rehabilitation, and community development<br />
projects with available funds throughout the <strong>County</strong>.<br />
• Assist in prevention <strong>of</strong> homelessness and promote stable<br />
housing environments for more than 3,000 low-income<br />
households by providing rental subsidies through the<br />
Section 8 program (2,772), HOME Tenant Based Assistance<br />
Program (110), and Shelter Plus Care (130) programs.<br />
• Secure additional federal funding to increase the capacity <strong>of</strong><br />
rental housing assistance programs, provide project based<br />
vouchers to 12 extremely low-income special needs<br />
residents at Fife Creek Commons in Guerneville, and<br />
continue to affirmatively further fair housing opportunity for<br />
program participants as available.<br />
• Obtain additional Shelter Plus Care or other grant funds in<br />
collaboration with county departments to assist chronically<br />
homeless and mentally ill individuals find stable housing.<br />
• Secure additional federal funding, and complete elevation <strong>of</strong><br />
up to 16 flood-prone residential structures; provide loans to<br />
owners <strong>of</strong> 50 qualified residential units to make needed<br />
improvements; and provide grants for the installation <strong>of</strong> up<br />
to 30 earthquake resistant bracing systems.<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
General<br />
Expenditures 10,413,700 11,566,842 11.1<br />
Revenues & Reimbursements 7,371,418 8,566,842 16.2<br />
Net Cost 3,042,282 3,000,000 (1.4)<br />
Community Development<br />
Expenditures 10,852,785 7,719,062 (28.9)<br />
Revenues & Reimbursements<br />
10,852,785 7,698,336 (29.1)<br />
Net Cost<br />
0 20,726 100.0<br />
Leased Housing<br />
Expenditures 26,807,740 26,916,098 0.4<br />
Revenues & Reimbursements 26,807,740 26,966,130 0.6<br />
Net Cost 0 (50,032) (100.0)<br />
Roseland Redevelopment<br />
Expenditures 7,120,531 4,570,918 (35.8)<br />
Revenues & Reimbursements<br />
1,948,314 1,811,908 (7.0)<br />
Net Cost<br />
5,172,217 2,759,010 (46.7)<br />
The Springs Redevelopment<br />
Expenditures 15,888,957 15,077,121 (5.1)<br />
Revenues & Reimbursements 3,193,132 3,314,270 3.8<br />
Net Cost 12,695,825 11,762,851 (7.3)<br />
Russian River Redevelopment<br />
Expenditures 6,060,374 13,635,757 125.0<br />
Revenues & Reimbursements<br />
5,059,579 4,282,280 (15.4)<br />
Net Cost<br />
1,000,795 9,353,477 834.6<br />
Total Expenditures 77,144,087 79,485,798 3.0<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Staffing<br />
STAFFING SUMMARY<br />
FY 10-11<br />
<strong>Adopted</strong><br />
55,232,968 52,639,766 (4.7)<br />
21,911,119 26,846,032 22.5<br />
FY 11-12<br />
Recommended<br />
FTE<br />
Change<br />
%<br />
Change<br />
Permanent Positions 43.00 43.00 0.00 -<br />
147<br />
Development Services
RECOMMENDED BUDGET<br />
Core Services Maintained<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
During FY 11-12, the <strong>Sonoma</strong> <strong>County</strong> Community Development Commission will continue to provide a range <strong>of</strong> core services through<br />
our three agencies, as follows:<br />
Community Development:<br />
• Finance development <strong>of</strong> new rental and ownership housing units that are affordable and restricted for sale or rent to lower-income<br />
households.<br />
• Finance preservation <strong>of</strong> affordable rental housing complexes that are at risk <strong>of</strong> conversion to market rates as current subsidy contracts<br />
expire.<br />
• Provide low-interest loans to rehabilitate residential properties occupied by lower-income households to address health and safety<br />
deficits and to provide access modifications for people with disabilities.<br />
• Use grant funding to complete hazard mitigation measures for residential properties, including installation <strong>of</strong> Earthquake Resistance<br />
Bracing Systems on mobile homes and elevation <strong>of</strong> flood-prone structures primarily in the lower Russian River area.<br />
• Prioritize federal funds for non-pr<strong>of</strong>it and public agencies to provide: homeless shelters and services; fair housing information and<br />
mediation; ADA retr<strong>of</strong>its for public facilities including parks, community centers, libraries, and other public buildings; new or<br />
expanded public improvements, such as water and sewer lines, sidewalks, and street lighting in lower-income neighborhoods; microenterprise<br />
and other economic development programs; and other community development projects benefiting principally low-income<br />
county residents.<br />
Housing Authority:<br />
• Provide $2 million per month in rental assistance payments to enable very low-income households to rent privately-owned homes<br />
scattered throughout the county through the Housing Choice Voucher (HCV), Shelter Plus Care, and HOME Tenant Based Assistance<br />
Programs.<br />
• Promote self-sufficiency to 40 HCV participants annually through the Family Self-Sufficiency Program, with a goal <strong>of</strong> enabling them<br />
to transition <strong>of</strong>f <strong>of</strong> all public assistance within 5 years.<br />
Redevelopment Agency:<br />
• Undertake planning, marketing, business counseling, and other non-capital redevelopment activities to reverse deteriorating physical<br />
conditions, reduce blight, and revitalize the local economy in the Roseland, Russian River, and <strong>Sonoma</strong> Valley Springs<br />
redevelopment project areas.<br />
• Partner with the private business sector by using public redevelopment funds to complete land acquisition and consolidation,<br />
environmental clean-up, and infrastructure improvements that lay the foundation and provide the pre-conditions that are necessary for<br />
private enterprises to be interested in, and capable <strong>of</strong>, investing their financial resources in these project areas.<br />
• Provide direct financial assistance through low-interest loans and grants to rehabilitate and expand the affordable housing stock,<br />
public facilities, public infrastructure, and commercial properties in the three redevelopment project areas.<br />
Services Eliminated or Reduced<br />
• Convert Russell Avenue Homeless Shelter to longer-term Transitional Housing – Since FY 03-04, the CDC has used an annual<br />
contribution <strong>of</strong> <strong>County</strong> General Funds to contract with Catholic Charities for operation <strong>of</strong> a 30-bed emergency homeless shelter<br />
located on county-owned property on Russell Avenue in Santa Rosa. The General Fund contribution is no longer sustainable and will<br />
be reduced for FY 11-12. In light <strong>of</strong> this reduction, the facility will be converted from an emergency shelter (90-day stay) to<br />
transitional housing (18-24 month stay) for homeless families. The service impact is the loss <strong>of</strong> 30 emergency homeless shelter beds,<br />
mitigated by the addition <strong>of</strong> three units <strong>of</strong> transitional housing targeting large families.<br />
• Discontinue Mobile Home Space Rent Assistance Program (MSRAP) – MSRAP, funded from interest earned on CDC’s HUDprogram<br />
reserves, began in 1996 because Housing Choice Voucher (HCV) funds could not effectively help mobile home owners with<br />
space rent. Reduced interest earnings can no longer sustain MSRAP. CDC will begin using HOME Tenant Based Assistance funds for<br />
existing MSRAP participants by 7/1/11, and will discontinue MSRAP through attrition. CDC will redirect 525 households on the<br />
MSRAP wait list, and all new applicants, to HCV, which now allows for space rent assistance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
148<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
• Uncertainty <strong>of</strong> Revenues.<br />
o Federal Funding: The Community Development and Housing Authority programs <strong>of</strong> the Commission are funded primarily<br />
through a number <strong>of</strong> U.S. Department <strong>of</strong> Housing and Urban Development (HUD) and Federal Emergency Management Agency<br />
(FEMA) programs, totaling over $33.6 million per year. As <strong>of</strong> the date <strong>of</strong> this printing, the federal government has not completed<br />
their appropriations decisions for federal fiscal year <strong>2011</strong>, and allocations for these HUD and FEMA programs remains unknown.<br />
Some level <strong>of</strong> reduction is likely, but the agency cannot accurately predict or make plans for how any such reductions will impact<br />
services to county residents. Any significant reduction to the Housing Choice Voucher (HCV) funding levels would be felt most<br />
acutely; as such reductions, would be applied retroactively to January 1, <strong>2011</strong>.<br />
o Local Funding: The State <strong>of</strong> California is contemplating action to either eliminate or restrict redevelopment agencies and their<br />
activities. If legislation is enacted, implementation could take place on the date <strong>of</strong> enactment, on July 1, <strong>2011</strong>, on January 1, <strong>2012</strong>,<br />
or perhaps later. Elimination <strong>of</strong> the <strong>County</strong>’s Redevelopment Agency would prevent the Agency from undertaking further blight<br />
reduction, affordable housing development and preservation, economic development, and other redevelopment activities.<br />
Strategic Plan Focus<br />
The CDC’s programs all fall under one or more <strong>of</strong> the Strategic Plan focus areas <strong>of</strong> creating Safe, Healthy, and Caring Communities,<br />
promoting Economic and Environmental Stewardship, Investing in the Future and Civic Services and Engagement. Many <strong>of</strong> the CDC’s<br />
programs comprise upstream investments that help to stabilize living situations for assisted households, and create healthier community<br />
conditions for all residents. Some examples <strong>of</strong> Strategic Plan and Upstream Investments connections include:<br />
• The acquisition and planned redevelopment <strong>of</strong> the Roseland Shopping Center provides for a safer and healthier Roseland community<br />
by removing or mitigating environmental hazards, creating new affordable rental housing units, developing new retail and community<br />
services space in a pedestrian-oriented configuration, and providing a public plaza to serve as a vibrant community gathering place in<br />
the center <strong>of</strong> the Roseland Redevelopment Project Area.<br />
• Highway 12 improvements in the <strong>Sonoma</strong> Valley Springs Redevelopment Project Area is transforming a dangerous 2-mile stretch <strong>of</strong><br />
roadway running the length <strong>of</strong> the area’s commercial corridor into a safe area for pedestrians and bicyclists, and enhancing the<br />
likelihood that pedestrians and motorists alike will have easier access to, and will more frequently stop to visit, businesses in the area.<br />
• Commercial Rehabilitation Loan Programs are helping businesses in the three Redevelopment project areas to improve the physical<br />
condition and attractiveness <strong>of</strong> their properties, thereby promoting the economic viability <strong>of</strong> each business and the project area in<br />
general.<br />
• Financial assistance for development <strong>of</strong> new parks promotes environmental stewardship, healthy communities, and invests for the<br />
future <strong>of</strong> the county.<br />
• Financial assistance for development and preservation <strong>of</strong> affordable rental housing units, and monthly rental subsidies that cap rental<br />
costs to an affordable percentage <strong>of</strong> household income, enable very low-income families throughout the county to obtain and retain<br />
safe, decent, and affordable housing. This addresses the upstream goal <strong>of</strong> ensuring that residents are well sheltered and safe, and<br />
influences the upstream success indicators <strong>of</strong> reducing the rate <strong>of</strong> homelessness, increasing the housing affordability index, while also<br />
providing stable living environments for local residents.<br />
• Rental subsidies also contribute to a healthy economy by enabling owners <strong>of</strong> private rental properties to rent their units to thousands<br />
<strong>of</strong> households who would not otherwise be able to afford to live independently in the area, providing a stable stream <strong>of</strong> rental income<br />
for owners to maintain their properties, and reducing the overall vacancy rate for their units.<br />
• Providing below market-rate loans to low-income owners single-family houses and mobile homes to complete health and safety<br />
repairs to their homes promotes safe and healthy living conditions and invests in the future <strong>of</strong> the community’s housing stock.<br />
• Investments in ADA improvements to public facilities including parks, libraries, sidewalks, community centers, and government<br />
buildings enhances ability <strong>of</strong> people with disabilities and seniors to live and move around in the community in a safe way. Grants for<br />
ADA improvements in private homes and rental units allows people to continue to live independently rather than being forced to<br />
move into congregate care facilities or other supportive housing arrangements.<br />
• Small business counseling, micro-enterprise assistance, marketing activities, and provision <strong>of</strong> financing for a wide range <strong>of</strong><br />
construction projects throughout the county all contribute to the Upstream goal <strong>of</strong> a thriving, diverse economy, and influences the<br />
Upstream indicators <strong>of</strong> reduced unemployment and poverty.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
149<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
• The CDC relies on a variety <strong>of</strong> advisory committees and task groups to provide citizen input and recommendations regarding virtually<br />
all policy and funding decisions before seeking Board <strong>of</strong> Commissioners’ approval. These groups, which represent a significant level<br />
<strong>of</strong> civic engagement, include:<br />
o Community Development Advisory Committee<br />
o Technical Advisory Committee<br />
o Russian River Redevelopment Oversight Committee (RRROC)<br />
o Affordable Housing, Economic Development, Public Restrooms, Clean-Up, Monte Rio Wastewater, RRROC Elections, River<br />
Area Shelter and Downtowns, and Rio Nido Improvements task groups<br />
o Springs Redevelopment Advisory Committee<br />
o Roseland Redevelopment Project Task Group<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
150<br />
Development Services
REDEVELOPMENT AGENCY<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
Redevelopment expenditures are supported with tax increment revenues, bond indebtedness, and loans from other government agencies.<br />
Annual debt service continues to be paid during FY 11-12 on 2008 bonds issued for The Springs project area. For FY 11-12, the<br />
Redevelopment Agency has determined that planning and administrative expenditures from the Low and Moderate Income Housing<br />
Fund for each project area are necessary for the production, improvement, and reservation <strong>of</strong> low and moderate-income housing. <strong>Budget</strong><br />
narratives for redevelopment areas are prescribed by Section 33606 <strong>of</strong> the California Community Redevelopment Law. The following<br />
presentation <strong>of</strong> redevelopment achievements and goals, while different from other county departmental narratives, is consistent with that<br />
law.<br />
ROSELAND WORK PROGARM<br />
ACHIEVEMENTS FY 10-11:<br />
• Worked towards Commission acquisition <strong>of</strong> the blighted Roseland Shopping Center for a mixed-use development (See Goals 1, 2, 3,<br />
5, and 6).<br />
• Attended Joint Roseland Subcommittee meetings between the city and county focusing on the improvement <strong>of</strong> the Project Area (See<br />
Goals 4, and 8).<br />
• Worked with the Roseland Project Area Task Group to assist Commission in implementation <strong>of</strong> Roseland Redevelopment Plan, Five<br />
<strong>Year</strong> Plan and Urban Vision Plan (See All Goals).<br />
• Provided 2 housing rehabilitation loans ($48,000) for mobile homes occupied by low-income households (See Goals 3 and 5).<br />
GOALS FY 10-11:<br />
1. Pursue redevelopment <strong>of</strong> the Roseland Shopping Center.<br />
2. Support economic development projects as opportunities are identified.<br />
3. Support preservation and creation <strong>of</strong> affordable housing in the project area.<br />
4. Support the collaboration between the city and the county regarding the future <strong>of</strong> the Roseland Redevelopment Area.<br />
5. Economic development priority will focus on Roseland Shopping Center and smaller commercial and mixed-use, in-fill<br />
projects.<br />
6. In cooperation with the city, implement the adopted Urban Vision Plan to evaluate development proposals.<br />
7. Adopt new Five-<strong>Year</strong> Implementation Plan to be effective as <strong>of</strong> July 1, <strong>2011</strong>.<br />
8. Continue implementation <strong>of</strong> Commercial Rehabilitation Loan Program.<br />
GOALS FY 11-12:<br />
1. Prepare a major plan amendment as well as the plan extension allowed by statute to raise tax increment cap and extend<br />
timelines for the Roseland Redevelopment Project Area.<br />
2. Complete 5 commercial rehabilitation projects in the Project Area.<br />
3. Continue redevelopment <strong>of</strong> the Roseland Shopping Center property, including environmental mitigation activities, public plaza<br />
and road extension, affordable housing, and non-housing uses.<br />
4. Pursue economic development efforts to increase job opportunities for area residents.<br />
5. Support and promote affordable housing priorities that will focus on preservation <strong>of</strong> existing housing stock through housing<br />
rehabilitation programs.<br />
6. Support the removal <strong>of</strong> blight and ongoing clean-up activities for the Sebastopol Road commercial corridor.<br />
7. Seek out and pursue community development efforts that promote improved health and education opportunities <strong>of</strong> the Roseland<br />
community.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
151<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
ROSELAND WORK PROGRAM<br />
Roseland Roseland Roseland<br />
Redevelopment Housing Fund Totals<br />
Fund Balance as <strong>of</strong> July 1, <strong>2011</strong> 2,276,032 1,236,128 3,512,160<br />
Revenues:<br />
Tax Increment 1,112,198 278,050 1,390,248<br />
Interest Earned 11,300 6,300 17,600<br />
Total Revenues 1,123,498 284,350 1,407,848<br />
Expenditures:<br />
1<br />
Admin 97,467 55,368 152,835<br />
Projects 2,422,904 1,465,110 2<br />
3,888,014<br />
Debt Service 126,010 0 126,010<br />
Total Expenditures 2,646,381 1,520,478 4,166,859<br />
Fund Balance as <strong>of</strong> June 30, <strong>2012</strong> 753,149 0 753,149<br />
¹ Figure represents an estimate <strong>of</strong> administrative expenses for FY 11-12; actual figures will be based on 15% <strong>of</strong> monies received.<br />
² Beginning on July 1, <strong>2011</strong>, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out <strong>of</strong> the<br />
<strong>County</strong> Fund for Housing as allowed by California Community Redevelopment Law. Housing Fund project expenditure figure for FY 11-12 includes these<br />
transfers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
152<br />
Development Services
ACHIEVEMENTS FY 2010-11<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
THE SPRINGS (SONOMA VALLEY) WORK PROGRAM<br />
• Began the design engineering and right-<strong>of</strong>-way acquisition for Stage 2 <strong>of</strong> Hwy 12 improvements (See Goal 2).<br />
• Provided continued financial assistance to, and participated in, <strong>Sonoma</strong> Valley Economic Development Partnership (See Goals 3 &<br />
4).<br />
• Launched the Commercial Rehabilitation Loan Program to support façade improvements and rehabilitation <strong>of</strong> commercial storefronts<br />
serving approximately ten businesses in year one including the opening <strong>of</strong> two new businesses (See Goals 1, 3 & 4).<br />
• Began a graffiti abatement program in partnership with the Sheriff’s Office which has established a new graffiti hotline number (See<br />
Goal 6).<br />
• Initiated the planning process for the development <strong>of</strong> a Springs Central Hub Plaza (See Goals 1, 3 & 4).<br />
• Began a litter abatement program along the corridor in partnership with Becoming Independent and the <strong>Sonoma</strong> Valley Chamber <strong>of</strong><br />
Commerce through the Caltrans Adopt-A-Highway Program (See Goal 6).<br />
• Initiated the planning process for a new directional signage and wayfinding signage program for the project area (See Goals 1 & 2).<br />
GOALS FY 10-11:<br />
1. Implement the Springs Redevelopment Advisory Committee’s initiatives in the new Springs Strategic Plan.<br />
2. Support <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Transportation and Public Works and Caltrans to complete Highway 12 improvements.<br />
3. Pursue economic development and affordable housing opportunities.<br />
4. Shift economic development priorities to activity hubs identified in the Strategic Plan along the Highway 12 corridor.<br />
5. Affordable housing priorities will focus on preservation <strong>of</strong> existing housing stock through housing rehabilitation programs.<br />
6. Assist in the annual Springs Clean-up activities.<br />
GOALS FY 11-12:<br />
1. Support The Springs Redevelopment Advisory Committee (RAC) implementation initiatives <strong>of</strong> new Springs Strategic Plan.<br />
2. Support Department <strong>of</strong> Transportation and Public Works (DTPW) and Caltrans to complete Highway 12 improvements.<br />
3. Pursue economic development efforts to increase job opportunities for area residents.<br />
4. Seek out new affordable housing opportunities by outreaching to affordable housing developers.<br />
5. Shift economic development priorities to smaller mixed use, in-fill projects in Boyes Boulevard area following Highway 12<br />
improvements.<br />
6. Support and promote affordable housing priorities that will focus on preservation <strong>of</strong> existing housing stock through housing<br />
rehabilitation programs.<br />
7. Support the removal <strong>of</strong> blight and ongoing clean-up activities for The Springs commercial corridor.<br />
8. Identify and establish <strong>of</strong>f-street parking alternatives along the commercial corridor.<br />
9. Complete the plan amendment process for a three year extension <strong>of</strong> the plan.<br />
10. Develop an area action plan for The Springs Central Hub, and take steps to leverage the creation <strong>of</strong> a potential public space<br />
related to the closure <strong>of</strong> Boyes Blvd.<br />
11. Develop a directional and wayfinding signage program for the Springs Redevelopment Project Area.<br />
12. Seek out and pursue community development efforts that promote improved health and education opportunities in the Springs<br />
community.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
153<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
THE SPRINGS WORK PROGRAM<br />
The Springs The Springs The Springs<br />
Redevelopment Housing Fund Totals<br />
Fund Balance as <strong>of</strong> July 1, <strong>2011</strong> 12,124,922 1,973,783 14,098,705<br />
Revenues:<br />
Tax Increment 1,580,616 395,154 1,975,770<br />
loan repayments 1,246 1,246<br />
Sale <strong>of</strong> Substation 420,000 420,000<br />
Interest Earned 40,000 7,500 47,500<br />
1<br />
Other Revenue 40,600 0 40,600<br />
Total Revenues 1,661,216 823,900 2,485,116<br />
Expenditures:<br />
2<br />
Admin 237,702 59,273 296,976<br />
Projects 10,088,980 2,738,410 3<br />
12,827,390<br />
Debt Service 1,123,600 0 1,123,600<br />
Total Expenditures 11,450,282 2,797,683 14,247,965<br />
Fund Balance as <strong>of</strong> June 30, <strong>2012</strong> 2,335,856 0 2,335,856<br />
¹ Other Revenue figure represents loan repayment funds ($40,600).<br />
² Figure represents an estimate <strong>of</strong> administrative expenses for FY 11-12; actual figures will be based on 15% <strong>of</strong> monies received.<br />
³ Beginning on July 1, <strong>2011</strong>, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out <strong>of</strong> the<br />
<strong>County</strong> Fund for Housing Program as allowed by California Community Redevelopment Law. Housing fund project expenditure figure for FY11-12<br />
includes these transfers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
154<br />
Development Services
ACHIEVEMENTS FY 2010-11<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
RUSSIAN RIVER WORK PROGRAM<br />
• Provided 6 single family and 1 multi-unit housing rehabilitation loans ($597,028) and completed repairs to 11 units occupied by lowincome<br />
households (See Goal 1).<br />
• Began construction <strong>of</strong> Fife Creek Commons and completed construction <strong>of</strong> Rusky Rika Dachas to assist development <strong>of</strong> rental<br />
housing for low income people (See Goal 2).<br />
• Provided assistance to twenty small businesses in Project Area through training and technical assistance contract with Small Business<br />
Development Center (See Goal 3).<br />
• Contracted with RSG, Inc. to perform a project identification and analysis study to be completed by June 30, <strong>2011</strong> (See Goal 4).<br />
• Selected Great Destination Strategies to develop a Tourism Marketing Promotion and Wayfinding Signage Plan to promote tourism<br />
and economic development and developed a brand and marketing strategy with this consultant, including wayfinding and signage<br />
elements (See Goals 3, 8 & 11).<br />
• Initiated process to identify, analyze, and cost out improvements needed to revitalize Project Area (See Goal 8).<br />
• Completed the Monte Rio Recreation & Park Tennis Court/Basketball Court Restoration Project (See Goal 10).<br />
• Launched the Commercial Rehabilitation Loan Program to support façade improvements and rehabilitation <strong>of</strong> commercial storefronts,<br />
serving approximately fifteen commercial businesses in year one (See Goals 3 & 8).<br />
• Acquired a former Caltrans property/site for possible downtown public restroom facility (See Goal 15).<br />
• Supported the purchase <strong>of</strong> an ambulance that serves as a mobile medical facility for the Russian River Fire Protection District (See<br />
Goal 13).<br />
• Completed Phase 1 and supported the next Phase 2 <strong>of</strong> Sweetwater Springs Water District distribution line improvements (See Goal<br />
9).<br />
• Began a graffiti abatement program in partnership with the Sheriff’s Office, with services commencing in November 2010 (See Goal<br />
5).<br />
• Constructed the Monte Rio Wastewater Symposium to share task group progress with the public and to discuss potential solutions to<br />
wastewater disposal efforts in the area (See Goal 9).<br />
• Formed the Downtown Guerneville Task force to address issues <strong>of</strong> homeless population and public facilities and commenced<br />
meetings in December 2010 (See Goal 6 and 15).<br />
GOALS FY 10-11:<br />
1. Implement housing rehabilitation program to assist low-income people to repair and to elevate flood-prone residential<br />
structures.<br />
2. Assist development <strong>of</strong> rental, ownership, and permanent supportive housing for low-income people.<br />
3. Support economic development to increase job opportunities for low-income residents and expand visitor-serving facilities.<br />
4. Prepare comprehensive identification, analysis, and cost estimates for improvements needed to revitalize the project area.<br />
5. Assist community clean-up activities.<br />
6. Support plans for additional conference facilities.<br />
7. Assist development <strong>of</strong> homeless shelters and transitional housing.<br />
8. Support implementation <strong>of</strong> the Russian River Strategic Plan.<br />
9. Improve local infrastructure.<br />
10. Enhance recreational opportunities that support economic development.<br />
11. Assist environmental protection, restoration, greening and eco-tourism programs.<br />
12. Improve transportation and mobility in the Project Area.<br />
13. Enhance fire protection and medical first response capabilities within the Project Area.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
155<br />
Development Services
14. Complete Mid-Term Review <strong>of</strong> current Five-<strong>Year</strong> Implementation Plan.<br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
15. Complete the design and construction <strong>of</strong> one additional public restroom facility in downtown Guerneville.<br />
16. Identify and pursue authorized redevelopment activities that are <strong>of</strong> benefit to, and create opportunities for, the youth within the<br />
project area.<br />
GOALS FY 11-12:<br />
1. Implement housing rehabilitation program to assist low-income people to repair and to elevate flood-prone residential structures.<br />
2. Assist development <strong>of</strong> rental, ownership, and permanent supportive housing for low-income people.<br />
3. Support economic development to increase job opportunities for low-income residents and expand visitor-serving facilities.<br />
4. Assist community clean-up activities.<br />
5. Support plans for additional conference facilities.<br />
6. Assist development <strong>of</strong> homeless shelters and transitional housing.<br />
7. Support implementation <strong>of</strong> the Russian River Strategic Plan.<br />
8. Improve local infrastructure.<br />
9. Enhance recreational opportunities that support economic development.<br />
10. Assist environmental protection, restoration, greening and eco-tourism programs.<br />
11. Improve transportation and mobility in the Project Area.<br />
12. Complete the design and construction <strong>of</strong> one additional public restroom facility in downtown Guerneville.<br />
13. Complete the comprehensive identification, analysis and cost estimates for improvements needed to revitalize the Project Area.<br />
14. Complete the plan amendment process for a one year extension <strong>of</strong> the plan.<br />
RUSSIAN RIVER WORK PROGRAM<br />
Russian River Russian River Russian River<br />
Redevelopment Housing Fund Totals<br />
Fund Balance as <strong>of</strong> July 1, <strong>2011</strong> 7,527,114 2,590,668 10,117,782<br />
Revenues:<br />
Tax Increment 2,809,520 702,380 3,511,900<br />
Interest Earned 48,000 20,000 68,000<br />
Total Revenues 2,857,520 722,380 3,579,900<br />
Expenditures:<br />
1<br />
Admin 401,464 108,357 509,821<br />
Projects 9,218,864 3,204,691 2<br />
12,423,555<br />
Debt Service<br />
0 0 0<br />
Total Expenditures<br />
9,620,328 3,313,048 12,933,376<br />
¹ Figure represents an estimate <strong>of</strong> administrative expenses for FY 11-12; actual figures will be based on 15% <strong>of</strong> monies received.<br />
² Beginning on July 1, <strong>2011</strong>, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out <strong>of</strong> the<br />
<strong>County</strong> Fund for Housing Program as allowed by California Community Redevelopment Law. Housing fund project expenditure figure for FY 11-12<br />
includes these transfers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
156<br />
Development Services
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Increase appropriations to provide grant funding to local community<br />
based organizations for services addressing homelessness, hunger,<br />
domestic violence, low-fee legal aid, and short-term counseling<br />
previously distributed by the Human Services Commission. The<br />
Community Development Commission (CDC) will administer a<br />
reduced level <strong>of</strong> community services grant funds through its<br />
Community Development Committee within the existing process that<br />
distributes federal grant funds for similar purposes. Total cost to<br />
General Fund for FY 11-12 would be 45% less than FY 10-11<br />
($300,000 grant funds and $80,000 for administration).<br />
Position allocation change to delete 1.0 FTE Community Development<br />
Specialist II (9138) position and add 2.0 FTE Employment Housing<br />
Counselor (9107) to better meet workload demands distributing rental<br />
housing assistance funding from the U.S. Department <strong>of</strong> Housing and<br />
Urban Development (HUD) programs for very low-income households.<br />
The cost <strong>of</strong> the allocation changes is included in the FY 11-12<br />
Recommended <strong>Budget</strong>.<br />
<strong>Budget</strong> Hearings Actions<br />
Restore Human Services Providers grant funding to FY 10-11 level; 9<br />
months <strong>of</strong> required funding (to be managed by CDC starting in FY 11-<br />
12)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen Kane, Executive Director<br />
157<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
380,000 380,000 0<br />
140,000 140,000 0<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
158<br />
Development Services
MISSION STATEMENT<br />
The Fire and Emergency Services Department is committed to providing<br />
exceptional service; dedicated to protecting life, property, and the<br />
environment.<br />
DEPARTMENTAL DESCRIPTION<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $7,595,149<br />
Total Revenues $6,829,910<br />
Total Net Cost $765,239<br />
The Fire and Emergency Services Department coordinates and carries out<br />
Total Staff 19.4<br />
emergency preparedness and response activities related to hazardous<br />
materials, natural disasters, and fire protection throughout the county in<br />
conjunction with the cities, special districts, and the state. The department<br />
% Funded by Local Discretionary Funds 5.8%<br />
acts as lead agency for various state and federal grants for emergency management programs and first responder equipment for multi<br />
hazard incidents; assists local agencies with emergency management programs and coordinates with state and federal agencies; and<br />
manages countywide disaster response and recovery.<br />
The department is comprised <strong>of</strong> two budgetary divisions: Emergency Services Division and Fire Services Division. The Emergency<br />
Services Division, financed by user fees and the General Fund, carries out the responsibilities associated with hazardous materials<br />
response and mitigation, natural and human caused disasters, and other declared states <strong>of</strong> emergency. In addition, the division<br />
implements hazardous material regulatory programs for the unincorporated area and cities <strong>of</strong> Rohnert Park, Cotati, Cloverdale, <strong>Sonoma</strong>,<br />
and the Town <strong>of</strong> Windsor. This service implements state laws providing for safe generation, use, and storage <strong>of</strong> hazardous materials.<br />
The Fire Services Division provides fire protection, rescue, emergency medical, fire prevention, code enforcement, and arson<br />
investigation services for the unincorporated areas <strong>of</strong> the county that are not included in an independent fire protection district. These<br />
areas are known collectively as <strong>Sonoma</strong> <strong>County</strong> Fire - <strong>County</strong> Services Area (CSA) #40. The basic level <strong>of</strong> fire protection services for<br />
<strong>County</strong> Fire -CSA #40 is provided in partnership with 15 volunteer fire companies administered and managed by the Fire and<br />
Emergency Services Department. Specialized contracts with fire protection districts, municipalities and CALFIRE are utilized to<br />
supplement services. Property taxes and fees for services finance these services. Within <strong>Sonoma</strong> <strong>County</strong> Fire area, CSA #40 there are<br />
four zones <strong>of</strong> benefit where residents have elected to provide themselves with enhanced levels <strong>of</strong> services financed by special<br />
assessments. Three <strong>of</strong> the zones collect their special assessments through corresponding community facilities districts (CFD).<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund Contribution<br />
Property Taxes<br />
Special Assessments (Fire)<br />
Licenses/Permits<br />
Charges for Services<br />
Interest on Fund Balances<br />
Funds from Other Govts.<br />
CSA #40 Fund Balance<br />
Internal Transfers<br />
159<br />
Funding Uses<br />
Hazardous Materials Program<br />
Emergency Management<br />
Enhanced Fire Svcs. (CFD)<br />
Assessments<br />
Fire Prevention Activities<br />
Fire Suppression Activities<br />
Internal Transfers<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Managed, coordinated and administered the Homeland<br />
Security grants for <strong>County</strong> and city law enforcement,<br />
ambulance providers, fire agencies, and other <strong>County</strong><br />
departments to improve emergency response capability<br />
and planning, now totaling over $11M since 2001.<br />
• Conducted a functional exercise <strong>of</strong> the <strong>County</strong>’s<br />
Emergency Operations Center (EOC), in partnership with<br />
Health Services and the Sheriff’s Office, focusing on the<br />
Operations Section staff and healthcare response partners;<br />
and conducted a terrorism-related tabletop exercise on<br />
warning and notification.<br />
• Actively participated with the Bay Area counties on the<br />
revised Memorandum <strong>of</strong> Understanding (MOU) with the<br />
Urban Area Security Initiative (UASI) and other Bay Area<br />
UASI projects.<br />
• Completed and finalized the Bay Area Regional<br />
Catastrophic Preparedness Grant Program (RCPGP)<br />
planning projects in coordination with <strong>Sonoma</strong> <strong>County</strong><br />
departments and partnering agencies which included:<br />
Debris Removal; Mass Evacuation/Transportation; Mass<br />
Care & Shelter; and Mass Fatality and Volunteer<br />
Management. Began planning for the Donations<br />
Management Plan.<br />
• Finalized a draft update <strong>of</strong> the Oil Spill Contingency Plan,<br />
including provisions for involving volunteers, and<br />
continued to improve <strong>County</strong>’s oil spill preparedness.<br />
Received Department <strong>of</strong> Fish & Game grant funding to<br />
support continued high level <strong>of</strong> participation in plan<br />
development and evaluation.<br />
• Assisted the business community in using the California<br />
Environmental Reporting System (CERS), a web-based<br />
reporting tool, to electronically update their hazmat<br />
information. <strong>Sonoma</strong> <strong>County</strong> was one <strong>of</strong> the earliest<br />
counties to adopt the CERS system, and has been actively<br />
participating with the State to identify programming<br />
problems and make the system more user-friendly for the<br />
business community.<br />
• Purchased, equipped and placed into service a new hazmat<br />
response pickup truck from funds obtained from a<br />
successful enforcement case filed against U-Haul.<br />
• Completed the adoption <strong>of</strong> the triennial update <strong>of</strong> the<br />
California Fire Code with local revisions, which address<br />
fire safety issues within <strong>Sonoma</strong> <strong>County</strong>.<br />
• Responded to and safely mitigated over 1,600 emergency<br />
incidents during 2010 and conducted 230 Fire Life Safety<br />
Inspections with an emphasis on occupancies subject to<br />
the highest level <strong>of</strong> hazard to life and property.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
160<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
FY 11-12 OBJECTIVES<br />
• Complete the requirements and objectives <strong>of</strong> the Federal<br />
FY11 Emergency Management Performance Grant in<br />
alignment with Cal EMA priorities.<br />
• Update the <strong>Sonoma</strong> <strong>County</strong> Hazard Mitigation Plan, in<br />
coordination with Permit and Resource Management<br />
Department, and submit to the Board <strong>of</strong> Supervisors for<br />
adoption.<br />
• Update the <strong>Sonoma</strong> <strong>County</strong> Hazardous Materials Area Plan<br />
utilizing available grant funding.<br />
• Continue to implement the Fire and Emergency Services<br />
Strategic Plan “Vision 2020” by developing comprehensive<br />
Standard Operating Procedures for response activities;<br />
providing comprehensive training programs; providing<br />
support to our volunteer firefighters; and developing<br />
Standard <strong>of</strong> Coverage analysis for emergency response<br />
planning.<br />
• Review submissions <strong>of</strong> Risk Management Plans from<br />
facilities newly regulated for storage <strong>of</strong> acutely hazardous<br />
materials (such as ammonia) and provide opportunities for<br />
public comment.<br />
• Develop zoning code amendments to establish performance<br />
standards and permit procedures for fire facilities, in<br />
cooperation with Permit and Resource Management<br />
Department and community stakeholders.<br />
• Develop draft policy to address the necessity for fire and<br />
emergency services facilities and equipment as a result <strong>of</strong><br />
new development.<br />
• Complete the digitizing <strong>of</strong> underground storage tank site<br />
files funded through a hazardous materials grant.<br />
Development Services
FINANCIAL SUMMARY<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Fire and Emergency Services (General Fund)<br />
Expenditures 3,185,015 689,968 (78.3)<br />
Revenues & Reimbursements 2,612,638<br />
246,873 (90.6)<br />
Net Cost 572,377<br />
443,095 (22.6)<br />
Hazardous Materials (Special Fund)*<br />
Expenditures 0 1,326,936 100.0<br />
Revenues & Reimbursements 0 1,326,936 100.0<br />
Net Cost 0 0 0.0<br />
CSA#40 Fire Services<br />
Expenditures 5,310,417 5,358,445 0.9<br />
Revenues & Reimbursements 4,917,129 5,036,301 2.4<br />
Net Cost 393,288 322,144 (18.1)<br />
CFD#7 Mayacamas<br />
Expenditures 22,800 22,800 0.0<br />
Revenues & Reimbursements 22,800 22,800 0.0<br />
Net Cost 0 0 0.0<br />
CFD#4 Wilmar<br />
Expenditures 89,000 89,000 0.0<br />
Revenues & Reimbursements 89,000 89,000 0.0<br />
Net Cost 0 0 0.0<br />
CFD#5 Dry Creek<br />
Expenditures 108,000 108,000 0.0<br />
Revenues & Reimbursements 108,000 108,000 0.0<br />
Net Cost 0 0 0.0<br />
Total Expenditures 8,715,232 7,595,149 (12.9)<br />
Total Revenues & Reimbursement 7,749,567 6,829,910 (11.9)<br />
Total Net Cost 965,665<br />
765,239 (20.8)<br />
*The FY 11-12 budget reflects moving the fee supported Hazardous Materials budget to a special revenue fund<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 18.00 19.40 1.40 7.8<br />
The department is converting extra-help to 1.6 FTE permanent materials handler positions to support volunteer fire companies. This<br />
increase in non-general fund permanent positions is partially <strong>of</strong>fset by a .2 FTE reduction in the general fund supported deputy<br />
emergency coordinator allocation.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
161<br />
Development Services
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Emergency Management<br />
Revise Emergency Operation Plans 13 14 10<br />
Table-top & Functional Exercises 22 27 15<br />
Public Education and Outreach (hours) 450 450 250<br />
Operational Area Coordination / Training (hours) 5,762 5,762 4,410<br />
Disaster Response / Recovery / Mitigation (hours) 300 300 300<br />
Hazardous Materials<br />
Hazardous Mat. Business Plan Sites 951 1,047 1,075<br />
Underground Storage Tank Sites 86 84 83<br />
Hazardous Waste Generator Sites 733 777 762<br />
Above Ground Storage Tank Sites 123 122 122<br />
California Accidental Release Program Sites 10 18 30<br />
Uniform Fire Code Sites 291 282 276<br />
CUPA New Businesses 60 54 45<br />
CUPA Inspections 1,000 615 700<br />
Enforcement Actions 1,125 610 900<br />
Stormwater Inspections 580 315 260<br />
Emergency Response Incidents 30 15 18<br />
Fire Services<br />
Planning Referrals / Plan Reviews 1,553 1,600 1,591<br />
Fire Code Inspections-New Construction 2,162 2,200 2,213<br />
Fire Code Inspections-Annual 175 180 327<br />
Fire Investigations-(Hours) 50 55 50<br />
Fire/EMS Emergency Response Incidents 1,219 1,250 1,280<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $7.6 million, a $1.1 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $6.8 million in revenues and internal reimbursements, <strong>County</strong> General Fund support <strong>of</strong> $440,000 and<br />
$320,000 use <strong>of</strong> <strong>County</strong> Service Area 40 fund balance. The largest reason for expenditure reductions compared to the prior year is due to<br />
uncertainty <strong>of</strong> amount for Homeland Security grants to be administered by the Emergency Management budget in the coming year at the<br />
time that the budget was compiled. This accounts for nearly all $1.1 million in total expenditure change. Expenditures in Hazardous<br />
Materials, which moves to a special revenue fund this year reflecting its nearly 100% fee support, decrease $28,000 by suspending<br />
<strong>County</strong> General Fund expenditures toward a future replacement for the Hazardous Materials Response Vehicle. Expenditures in Fire<br />
Services increase $48,000 driven by salaries and benefits. Reductions in <strong>County</strong> General Fund support were made primarily in position<br />
costs in the Emergency Management Division since that is where the general fund support is provided.<br />
Core Services Maintained<br />
• The core services <strong>of</strong> coordinating and delivering emergency preparedness and response activities for fire protection, emergency<br />
medical, hazardous materials incidents and other natural disasters are maintained in this recommended budget. The department will<br />
also continue to act as lead agency for many state and federal grants for emergency management programs and first responder<br />
equipment for multi hazard incidents on behalf <strong>of</strong> all the local provider agencies in the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
162<br />
Development Services
Services Eliminated or Reduced<br />
The 25% reduction in <strong>County</strong> General Fund support will result in the following:<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
o Continuity <strong>of</strong> Operations planning efforts will not be further integrated into Emergency Operations Center operations and the<br />
existing plan will not be exercised or validated on an ongoing basis.<br />
o Fewer Emergency Operations Center Functional Exercises will be scheduled each year. Generally 1-3 exercises are scheduled to<br />
train and familiarize <strong>County</strong> staff in their roles as disaster services workers as well as enhance coordination and preparedness and<br />
with this reduction the frequency will reduce to 1 per year. This will potentially reduce the effectiveness <strong>of</strong> the <strong>County</strong>'s response<br />
to disasters and with turnover in <strong>County</strong> staff the number <strong>of</strong> trained staff will be reduced.<br />
o Emergency Management staff will discontinue participation in county-wide Volunteer Organizations Active in Disaster (VOAD),<br />
Citizens Emergency Response Teams (CERT), and Public Health meetings which will decrease the effectiveness <strong>of</strong> partnering<br />
agencies and programs, and the existing relationships needed for coordinated response.<br />
o Urban Area Security Initiative (UASI) and Regional Catastrophic Planning Grant Program participation will be reduced to a bare<br />
minimum <strong>of</strong> long-distance monitoring and occasional communication. The <strong>County</strong>, as a result <strong>of</strong> lack <strong>of</strong> participation, could lose<br />
UASI grant program awards. Many funding opportunities result from these grants which are focused regionally in the greater Bay<br />
Area. Reduced participation will also distance our local response and recovery planning efforts from those coordinated regionally<br />
regarding a large scale Bay Area event.<br />
o Delaying the ability to fully implement the upgrade <strong>of</strong> Telephone Emergency Notification System (TENS) enhancements to allow<br />
for cellular phone communication capability with respect to the development <strong>of</strong> instructions and outreach for the public on its use.<br />
o Delaying the update <strong>of</strong> our Emergency Operations Plan due in <strong>2012</strong> which could result in reductions in future federal/state<br />
funding.<br />
Strategic Plan Focus<br />
• The department supports the Safe, Healthy and Caring Communities and Economic and Environmental Stewardship focus areas <strong>of</strong> the<br />
<strong>County</strong>’s Strategic Plan through the delivery <strong>of</strong> fire protection services, emergency medical services, hazardous materials regulation<br />
and incident response, and serving as the county operational area emergency management agency leading and directing response,<br />
recovery, and mitigation efforts county wide, including disaster preparedness and response coordination for the unincorporated area as<br />
well as several <strong>of</strong> the cities.<br />
Key Projects in these focus areas include:<br />
Safe, Healthy, Caring Communities<br />
o Phase 1 <strong>of</strong> the Emergency Operations Center (EOC) information technology assessment and solution development with the<br />
intention to improve automation <strong>of</strong> important situational information used by the management / command group working in the<br />
EOC. The technology improvements in s<strong>of</strong>tware and hardware will be defined with a corresponding implementation plan.<br />
o Development <strong>of</strong> the Standards <strong>of</strong> Coverage (SOC) Plan for the delivery fire protection and emergency medical services in the<br />
unincorporated area serviced by <strong>County</strong> Fire CSA #40. This plan will provide assessment and recommendation <strong>of</strong> performance<br />
measures, staffing configuration, concentration and distribution <strong>of</strong> resources, and the corresponding funding requirements to<br />
provide service at the defined “acceptable level <strong>of</strong> risk”. The SOC Plan was recommended for development in the 2009 Fire<br />
Services Analytical Review, and is a specific objective <strong>of</strong> the departments Fire Strategic Plan “Vision 2020”.<br />
Economic and Environmental Stewardship<br />
o Implement the California Environmental Reporting System (CERS), electronic record and data management system for hazardous<br />
materials business site information. Information is maintained in a State-wide central data base accessible by local emergency<br />
responders electronically prior to or during the response or inspection. This information, and its accuracy, is critical for the safe<br />
mitigation <strong>of</strong> a hazardous materials spill or release and to minimize negative impacts upon the environment. The system allows<br />
the business owner to create the facility's Hazardous Materials Inventory or Building Occupancy reports online.<br />
o Complete development <strong>of</strong> the Community Wild Fire Protection Plan (CWPP), the comprehensive analysis <strong>of</strong> wild fire hazard<br />
identification and mitigation focus for areas <strong>of</strong> urbanization within the watershed <strong>of</strong> the county. The plan provides guidance to<br />
homeowners for preventative measures including building materials, construction styles, vegetation management, and water<br />
sources. This plan will guide urban interface fire protection efforts for all areas <strong>of</strong> the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
163<br />
Development Services
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Re-budget the 2010 Homeland Security Grant ($1,065,278) timing for<br />
which was not clear during FY 11-12 Recommended <strong>Budget</strong><br />
preparation.<br />
<strong>Budget</strong> Hearings Actions<br />
Restore extra help and restore Emergency Services Coordinator from<br />
0.80 to 1.00 FTE for Emergency Management.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
164<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
1,058,823 1,058,823 0<br />
132,000 -- 132,000<br />
Development Services
MISSION STATEMENT<br />
The Transportation and Public Works Department’s mission is to provide<br />
quality transportation and public works services within <strong>Sonoma</strong> <strong>County</strong> in a<br />
responsive and pr<strong>of</strong>essional manner for the benefit <strong>of</strong> the general public.<br />
DEPARTMENTAL DESCRIPTION<br />
The Transportation and Public Works Department provides road<br />
construction and maintenance services and directly provides or administers<br />
contracts for the provision <strong>of</strong> various public utility services. For budgetary<br />
purposes, the Transportation and Public Works Department has been<br />
grouped into 11 divisions.<br />
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $169,143,274<br />
Total Revenues $160,244,936<br />
Total Net Cost $8,898,338<br />
Total Staff 183.77<br />
% Funded by Local Discretionary Funds 2.83%<br />
Roads Division is the financing vehicle for roadway, sign, and traffic signal maintenance; road and bridge design and construction<br />
activities; as well as planning and administrative functions for the other Transportation and Public Works’ divisions. The division’s core<br />
mission is to maintain and improve the 150 miles <strong>of</strong> priority roads and provide safety maintenance for 1,132 miles <strong>of</strong> roadway and 330<br />
bridges within the county.<br />
Integrated Waste (Refuse) Division is the enterprise fund which finances integrated waste management activities throughout the county,<br />
including operation <strong>of</strong> a methane gas recovery-electrical generating facility; five transfer stations; post-closure monitoring and<br />
maintenance <strong>of</strong> eight closed landfill sites; regulation <strong>of</strong> two franchise agreements for refuse collections; and implementation <strong>of</strong> the<br />
applicable portions <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Integrated Waste Management Plan. This division also provides staff support to the <strong>Sonoma</strong><br />
<strong>County</strong> Waste Management Agency (a joint powers agreement) established for the purpose <strong>of</strong> waste stream reduction and education.<br />
Transit Division is an enterprise fund and includes county transit services provided by <strong>Sonoma</strong> <strong>County</strong> Transit and <strong>Sonoma</strong> <strong>County</strong><br />
Paratransit (Americans with Disabilities Act Paratransit). <strong>Sonoma</strong> <strong>County</strong> Transit fixed-route service is provided under contract by a<br />
third-party operator, and <strong>Sonoma</strong> <strong>County</strong> Paratransit is provided by the Volunteer Center <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>. Through cooperative<br />
funding agreements with the cities <strong>of</strong> Cloverdale, Healdsburg, Windsor, Sebastopol, <strong>Sonoma</strong>, Rohnert Park, Cotati, and Petaluma,<br />
<strong>Sonoma</strong> <strong>County</strong> Transit provides a network <strong>of</strong> fixed routes consisting <strong>of</strong> 7 local, 13 inter-city, 2 commute, and 1 seasonal serving the<br />
<strong>Sonoma</strong> Coast.<br />
Airport Division is an enterprise fund which finances the operation, maintenance, and capital projects <strong>of</strong> the Charles M. Schulz-<strong>Sonoma</strong><br />
<strong>County</strong> Airport, a commercial service airport with facilities for airline passenger service and aircraft for business, recreational, law<br />
enforcement, emergency medical, and fire fighting purposes. The division maintains a 1,000-acre facility with more than 10 miles <strong>of</strong><br />
runways and taxiways, 489 based aircraft, covered storage for 367 aircraft, and uncovered tie-down spaces for 120 aircraft.<br />
Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution Control District (NSCAPCD) is a special fund that was established to prevent the emission <strong>of</strong> air<br />
pollution from "stationary sources” in the northern air basin in the county, through enforcement <strong>of</strong> rules and regulations enacted by the<br />
district’s Board <strong>of</strong> Directors, the Board <strong>of</strong> Supervisors. The Board <strong>of</strong> Directors appoints the Air Pollution Control Officer and the<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Federal, State Grants/Taxes/ License/<br />
Permits/Franchises/Mitigation Fees<br />
Internal Reimbursements/Internal<br />
Transfer <strong>of</strong> Funds/Accounting<br />
Adjustments/Use <strong>of</strong> Fund Balance<br />
Misc. /Real Estate/ Equip. Rental/<br />
Interest Earnings/Sale <strong>of</strong> Power<br />
Charges for Services<br />
<strong>County</strong> General Fund<br />
165<br />
Funding Uses Transit/Paratransit Services<br />
Airport<br />
Roads<br />
Integrated Waste*<br />
NSCAPCD<br />
All Other Services<br />
*Gross expenditure sinclude transfers between cost centers. Actual<br />
Integrated Waste expenditures are roughly 35% <strong>of</strong> section shown.<br />
Development Services
DEPARTMENTAL DESCRIPTION (CONTINUED)<br />
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
district’s hearing board members. Major activities include: issuing permits to businesses and organizations that produce and release<br />
pollutants into the atmosphere; burn authorizations; monitoring ambient air quality; inspection and source testing; and administration <strong>of</strong><br />
state and regional programs for air pollution monitoring and reduction.<br />
Special Projects Division is funded by the general fund and pays for engineering and administration services provided by the department<br />
which are not chargeable to one <strong>of</strong> the other departmental budget divisions, start-up costs for potential new districts, assistance to small<br />
water systems, cable television franchises, and other special assignments which arise.<br />
Heavy Equipment Internal Service Fund Division was established for the dual purpose <strong>of</strong>: (1) reimbursing General Services Fleet<br />
Operations for the cost <strong>of</strong> heavy equipment maintenance, and (2) accumulating funds for the future replacement <strong>of</strong> heavy equipment.<br />
Revenue is derived from charges to the Road Division that utilizes the heavy equipment.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
166<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Performed evaluation <strong>of</strong> road system to prioritize 150<br />
miles that will make the most efficient use <strong>of</strong> limited<br />
federal funding dollars based on traffic volume, regional<br />
significance and federal eligibility.<br />
• The following major road projects were constructed, under<br />
construction or in design and permitting in FY 10-11:<br />
River Road at Hilton Slide, Annapolis Road Bridge over<br />
Gualala River, Adobe Road at East Washington<br />
Intersection Improvements, Laughlin Road Bridge over<br />
Mark West Creek, Porter Creek Road Bridge over Porter<br />
Creek, Geysers Road Bridge over Big Sulphur Creek,<br />
Hwy 116 at Mirabel Road Intersection Improvements,<br />
Arnold Dr. Shoulder Widening, Hwy 12 Redevelopment<br />
Phase II Stage II, Signalization <strong>of</strong> Sebastopol Road at<br />
Burbank Ave, Signalization <strong>of</strong> Airport Blvd and Fulton<br />
Road, and Western Avenue Improvements.<br />
• The department and the city <strong>of</strong> Napa were successful in<br />
obtaining a joint Climate Initiative grant to develop and<br />
promote technologies that minimize green house gas<br />
emissions for road maintenance by piloting a cold-in-place<br />
recycling (CIR) project.<br />
• The Airport Division completed the renovations and<br />
expansion <strong>of</strong> the Airport passenger terminal and certain<br />
runways reconstruction.<br />
• Created and implemented an Airport Volunteer program to<br />
staff an Airport information booth in the Passenger<br />
Terminal<br />
• Began using the leachate pipeline on September 23, 2010,<br />
transferring leachate to the Laguna Wastewater Treatment<br />
Plant reducing trucking and the associated greenhouse gas<br />
emissions.<br />
• Completed the installation <strong>of</strong> a new landfill gas flare at the<br />
Central Disposal Site which will comply with state and<br />
federal air emissions regulations.<br />
• On September 8, 2010, resumed landfill operations at the<br />
Central Disposal Site for up to 150,000 tons per year <strong>of</strong><br />
solid waste and began work to re-permit the site.<br />
• Completed installation and activation <strong>of</strong> enhanced air<br />
monitoring network with real-time data availability.<br />
• Implemented Low Emission School Bus grant program to<br />
replace older, dirty school buses in the District with new,<br />
clean technology.<br />
• Despite reduced sales-tax funding maintained FY 09-10<br />
level <strong>of</strong> service and increase ridership an estimated 6%<br />
from 1,265,817 to 1,342,692 passengers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
167<br />
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
FY 11-12 OBJECTIVES<br />
• Develop a pavement preservation plan for the 150 miles<br />
<strong>of</strong> priority roads.<br />
• Implement a new departmental cost accounting system<br />
that will integrate with the new countywide financial<br />
system.<br />
• Complete <strong>of</strong>fice space consolidation and review potential<br />
for future road yard consolidations.<br />
• Introduce new “low-floor” minibuses on local routes<br />
serving Sebastopol, Windsor and Cloverdale.<br />
• Work with MTC on a regional basis to prepare for <strong>2012</strong><br />
implementation <strong>of</strong> Clipper, the Bay Area transit fare<br />
smart card program.<br />
• Work with SMART and local entities to commence<br />
construction <strong>of</strong> the Cotati Intermodal and Healdsburg<br />
Intermodal facilities in summer <strong>2011</strong>.<br />
• Complete construction <strong>of</strong> a new natural gas fueling<br />
facility at the <strong>Sonoma</strong> <strong>County</strong> Transit yard.<br />
• Deploy electrical vehicle charging network in<br />
collaboration with <strong>County</strong> Fleet Operations and local<br />
cities.<br />
• Continue long-term planning for regional solution for<br />
solid waste and settling respective responsibility for<br />
unfunded liabilities between the county and cities.<br />
• Complete work necessary to permit additional capacity at<br />
the Central Disposal Site for continued landfill<br />
operations.<br />
• Construct facility improvements including tipping floor<br />
repairs or replacements at the Central, <strong>Sonoma</strong> and<br />
Healdsburg transfer stations.<br />
• Continue efforts to attract additional commercial airlines<br />
for service to non-Horizon Air destinations, expand<br />
Horizon Air services to include a third Los Angeles<br />
(LAX) flight and a daily flight to San Diego.<br />
• Complete the EIR for the Airport Master Plan<br />
• Enhance fish passages and protect endangered California<br />
Tiger Salamanders through multiple efforts such as the<br />
Burbank Pathway and Signal project.<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Special Projects - General Fund/Other Gen Funds/PEG Fees<br />
Expenditures 185,616 230,743 24.3<br />
Revenues & Reimbursements 7,700 540,371 6917.8<br />
Net Cost 177,916 (309,628) (274.0)<br />
Roads - Special Revenue Fund<br />
Expenditures 49,021,394 60,074,347 22.5<br />
Revenues & Reimbursements 47,044,194 56,501,245 20.1<br />
Net Cost 1,977,200 3,573,102 80.7<br />
Refuse - Enterprise Fund<br />
Expenditures 62,398,903 62,118,231 (0.4)<br />
Revenues & Reimbursements 60,141,765 62,048,517 3.2<br />
Net Cost 2,257,138 69,714 (96.9)<br />
Airport - Enterprise Fund<br />
Expenditures 9,222,870 9,435,110 2.3<br />
Revenues & Reimbursements 8,469,418 8,381,909 (1.0)<br />
Net Cost 753,452 1,053,201 39.8<br />
Transit - Enterprise Fund<br />
Expenditures 25,744,116 29,738,896 15.5<br />
Revenues & Reimbursements 22,764,116 26,543,896 16.6<br />
Net Cost 2,980,000 3,195,000 7.2<br />
Roads Heavy Equpment - Internal Service Fund<br />
Expenditures 3,817,029 3,411,295 (10.6)<br />
Revenues & Reimbursements 2,937,000 2,741,000 (6.7)<br />
Net Cost 880,029 670,295 (23.8)<br />
General Fund - Board District (Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution Control District)<br />
Expenditures 2,952,645 2,206,539 (25.3)<br />
Revenues & Reimbursements 2,424,339 1,872,680 (22.8)<br />
Net Cost 528,306 333,859 (36.8)<br />
General Fund - Dist BOS (Rio Nido GHAD, Canon Manor West & Permanent Roads)<br />
Expenditures 25,325 70,360 177.8<br />
Revenues & Reimbursements 27,248 56,858 108.7<br />
Net Cost (1,923) 13,502 802.1<br />
Various Funds - District BOS (Lighting Districts)<br />
Expenditures 980,919 951,956 (3.0)<br />
Revenues & Reimbursements 991,894 814,995 (17.8)<br />
Net Cost (10,975) 136,961 1347.9<br />
Internal Service Fund - District BOS (Water System Services)<br />
Expenditures 820,350 905,797 10.4<br />
Revenues & Reimbursements 719,068 743,465 3.4<br />
Net Cost 101,282 162,332 60.3<br />
Total Expenditures 155,169,167 169,143,274 9.0<br />
Total Revenues & Reimbursement 145,526,742 160,244,936 10.1<br />
Total Net Cost 9,642,425 8,898,338 (7.7)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
168<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 185.74 183.77 (1.97) (1.1)<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Roads<br />
<strong>County</strong> Maintained Priority Road Miles - 150.69<br />
150.69<br />
<strong>County</strong> Minimum Maintenance Miles - - 100.00<br />
<strong>County</strong> Maintained Miles 1,382.75<br />
1,232.06<br />
1,132.06<br />
Integrated Waste<br />
Tonnage 244,807<br />
Diverted Tonnage 106,625<br />
Transit<br />
Passengers 1,265,817<br />
Service Hours 96,359<br />
Service Miles 1,456,376<br />
Paratransit<br />
Passengers 34,421<br />
Service Hours 32,507<br />
Service Miles 423,462<br />
Airport<br />
Aircraft Operations 80,091<br />
Airline Passengers 182,867<br />
Based Aircraft 410<br />
Lease Tenants 35<br />
240,000<br />
107,356<br />
1,342,692<br />
98,427<br />
1,485,698<br />
34,272<br />
35,091<br />
429,312<br />
78,000<br />
188,353<br />
400<br />
36<br />
Air Pollution Control<br />
Permits to Operate 25 30<br />
Field Inspections 430 500<br />
Burn Permits 3,300 3,344<br />
RECOMMENDED BUDGET<br />
240,000<br />
110,000<br />
1,429,967<br />
100,464<br />
1,522,543<br />
34,957<br />
35,179<br />
430,385<br />
81,000<br />
208,353<br />
395<br />
37<br />
The recommended budget reflects overall expenditures <strong>of</strong> $169 million, a $14 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $160 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $4.2 million. Revenues and reimbursements decreased about $14.7 million and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $872,000 from FY 10-11. This equates to a 22.5% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support were made primarily in<br />
reduced staffing and increased revenues associated with shifting engineering staff to non-General Fund financed programs.<br />
Core Services<br />
Roads Division: The recommended budget will maintain and improve the 150 miles <strong>of</strong> priority roads and provide safety maintenance<br />
for 1,132 miles <strong>of</strong> roadway and 330 bridges within the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
169<br />
25<br />
500<br />
3,300<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
The Recommended Road Maintenance budget for FY 11-12 totals $22.6 million dollars and includes $4.2 million in General Fund<br />
contribution. Included in the requested appropriations are $5.2 million for a federally funded pavement preservation contract on the<br />
priority road system, $1.1 million for the annual liability insurance premium, $760,000 for an outside contractor to repair a slide on Fort<br />
Ross Road funded entirely with federal and state emergency relief dollars, and $500,000 <strong>of</strong> the General Fund contribution to be used for<br />
compliance with National Pollution Discharge Elimination System (NPDES) requirements. The approximate $15 million in remaining<br />
appropriations will be used by TPW staff to maintain and repair the vast network <strong>of</strong> <strong>County</strong> maintained roads, signals, signs, street<br />
lights, and bridges.<br />
The Recommended Road Division Capital Project expenditures for FY 11-12 total $13.4 million and include the construction, design,<br />
environmental review, and right-<strong>of</strong>-way acquisition <strong>of</strong> various projects as listed in the appendix following this narrative. These projects<br />
are funded by various state and federal dollars, matched with local funds from Measure M, Proposition 1B and Traffic Mitigation Fees.<br />
Integrated Waste (Refuse) Division (IWD): This enterprise fund finances integrated waste management activities throughout the<br />
county. The IWD will continue to provide solid waste management services at four rural transfer stations (Annapolis, Guerneville,<br />
Healdsburg, and <strong>Sonoma</strong>) and at the Central Transfer Station. In addition, landfill operations are anticipated to continue through the end<br />
<strong>of</strong> FY 11-12 while IWD waits for a decision on the long-term permit application submitted to CalRecycle(formerly known as California<br />
Integrated Waste Management Board.). IWD will also continue to regulate franchise agreements for refuse collections in the<br />
unincorporated areas <strong>of</strong> the county.<br />
Airport Division: The Charles M. Schulz-<strong>Sonoma</strong> <strong>County</strong> Airport will continue to provide services to airline passengers and aircraft<br />
operators for business, recreational, law enforcement, emergency medical and fire-fighting purposes. The division will maintain a<br />
facility with over 1,000 acres with more than 10 miles <strong>of</strong> runways and taxiways, 489 based aircraft, covered storage for 367 aircraft, and<br />
uncovered tie-down spaces for 120 aircraft.<br />
Transit Division: Provide a fixed-route bus service covering over 390 square miles, and Paratransit (ADA) service. Through<br />
cooperative funding agreements with the cities <strong>of</strong> Cloverdale, Healdsburg, Windsor, Sebastopol, <strong>Sonoma</strong>, Rohnert Park, Cotati, and<br />
Petaluma, <strong>Sonoma</strong> <strong>County</strong> Transit provide a network <strong>of</strong> fixed routes consisting <strong>of</strong> 7 local, 13 inter-city, 2 commute, and 1 seasonal<br />
serving the <strong>Sonoma</strong> Coast.<br />
Northern Air Pollution Control District: Continue to provide services that support the prevention <strong>of</strong> emission <strong>of</strong> air pollutants from<br />
"stationary sources” in the northern air basin in the county, through enforcement <strong>of</strong> rules and regulations enacted by the district’s Board<br />
<strong>of</strong> Directors, the Board <strong>of</strong> Supervisors. District resources will continue to respond to specific community concerns about air pollution<br />
through study or mitigation projects and community outreach.<br />
Reductions<br />
The proposed reductions within the Road Division are listed in first and second level groupings. The first group can be implemented<br />
with manageable impacts to core services, while the second group <strong>of</strong> reductions has significant impacts to core services.<br />
• Elimination <strong>of</strong> financial support <strong>of</strong> crossing guard services for five local school districts, Mark West, Forestville, <strong>Sonoma</strong> Valley,<br />
Petaluma and Roseland, totaling $22,000 annually. This function does not align with the core mission <strong>of</strong> the department, is not a<br />
required function <strong>of</strong> the division and cannot be financed with road funds.<br />
• Reassignment <strong>of</strong> Senior Engineer to a Part-time Pavement Preservation Manager as well as a Part-time administrator for water and<br />
lighting districts in order to allow for additional reimbursable work opportunities. This change will mean less time to: investigate new<br />
paving products and processes, complete grant applications and locate additional funding opportunities that could assist road funding.<br />
• Reflecting a reduction in fully funded construction projects the department will employ extra help construction services on an as<br />
needed basis.<br />
• This proposed group <strong>of</strong> reductions totaling $840,000 will programmatically impact Road Maintenance. It consists <strong>of</strong> deleting staffing<br />
resources, as well as associated reductions <strong>of</strong> road materials and equipment rental. These significant program reductions will further<br />
limit the department’s ability to maintain the roads.<br />
• The current budget only includes $52,000 for the deconstruction <strong>of</strong> the crossings at Asti and Vacation Beach after summer <strong>of</strong> <strong>2011</strong>.<br />
However the crossings reconstruction is still pending on finding additional funding sources.<br />
Strategic Plan Focus Area<br />
Safe, Healthy & Caring Communities<br />
o Roads Division-The department has prioritized the most significant 150 miles <strong>of</strong> roads and is developing a preservation plan in<br />
order to keeps these roads in good condition. In order to have enough funding to continue to maintain the remaining roads for<br />
safety, the department plans to convert 100 miles <strong>of</strong> roadway to “minimum maintenance” roads per Streets and Highways Code<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
170<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
Section 954.5 requiring a public hearing process. This reduction aligns the budget with the Strategic Plan as it prioritizes the<br />
roadways by usage and alternative access availability in order to make the service reductions to roads that will least impact the<br />
community.<br />
o Integrated Waste Division – The IWD is tasked with managing solid waste in a safe and efficient manner to protect the health <strong>of</strong><br />
the community in accordance with state and federal regulations. In addition, IWD, in cooperation with the local refuse collection<br />
companies, continues to <strong>of</strong>fer non-pr<strong>of</strong>it organizations the community cleanup program. Organizations and events that use this<br />
program include the Day <strong>of</strong> Caring, Rebuilding Together Santa Rosa, and Russian River Chamber <strong>of</strong> Commerce, among others.<br />
o Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution Control District – The district was established to prevent the emission <strong>of</strong> air pollution<br />
which might be detrimental to the peace, health, safety and welfare <strong>of</strong> the people in the Northern <strong>Sonoma</strong> <strong>County</strong>.<br />
Economic & Environmental Stewardship<br />
o Roads Division: Commerce cannot happen without transportation <strong>of</strong> goods. The Road Division’s continual maintenance <strong>of</strong> the<br />
county’s roadways enables economic vitality. The division is an integral part <strong>of</strong> the <strong>County</strong>’s successful National Pollution<br />
Discharge Elimination System (NPDES) program. Capital project designs are planned for little or no environmental impact to the<br />
area. In FY 10-11 the department in conjunction with the City <strong>of</strong> Napa was awarded Climate Initiative funding for a Cold In Place<br />
Recycling (CIR) project. CIR has significantly lower greenhouse gas emissions than other more conventional road treatments.<br />
o Integrated Waste Division – Refuse fees are adjusted each year to provide sufficient funds for operations and environmental<br />
compliance required by state and federal regulations, to maintain a limited fund balance for emergencies, to set aside funds for<br />
future closure <strong>of</strong> the Central Landfill, and to provide for post-closure maintenance <strong>of</strong> the closed landfills. In addition, staff will<br />
address the issue <strong>of</strong> meeting CARB regulations that are going to make several pieces <strong>of</strong> our equipment non-compliant by the end<br />
<strong>of</strong> calendar year <strong>2011</strong>. This equipment will become legally inoperable and must be replaced or removed from inventory. The<br />
retr<strong>of</strong>its <strong>of</strong> all remaining “on road” vehicles will be completed during the second half <strong>of</strong> <strong>2011</strong> and the plan for replacement and<br />
retr<strong>of</strong>its <strong>of</strong> “<strong>of</strong>f road” equipment will be completed in FY 11-12. In collaboration with Fleet Operations staff will determine the<br />
best strategic use <strong>of</strong> the funds limited reserves<br />
o Airport Division – The Airport Division continues to foster relationships in the community with local businesses, chambers <strong>of</strong><br />
commerce, and tourism boards in order to enhance local commerce through the availability <strong>of</strong> local air travel. Also, the Airport<br />
recognizes the significance <strong>of</strong> local business and will continue to seek ways to help some <strong>of</strong> those that are located at the airport.<br />
o Transit Division – Since 2006, <strong>Sonoma</strong> <strong>County</strong> Transit’s heavy-duty bus fleet has been 100% powered by natural gas. In 2010,<br />
the last <strong>of</strong> the diesel powered paratransit vehicles were retired and replaced by gasoline powered minibuses, eliminating all diesel<br />
vehicles from the <strong>County</strong> Transit fleet. The use <strong>of</strong> natural gas powered buses has resulted in a significant cost savings to <strong>Sonoma</strong><br />
<strong>County</strong> Transit, as well as, a countywide environmental benefit. Invest in the Future –<strong>Sonoma</strong> <strong>County</strong> Transit has developed<br />
several park and ride facilities throughout the county in an effort to promote carpooling and the use <strong>of</strong> public transit. In FY 11-12,<br />
<strong>Sonoma</strong> <strong>County</strong> Transit will continue to work closely with SMART and local entities to commence construction <strong>of</strong> the Cotati<br />
Intermodal and Healdsburg Intermodal facilities. These two facilities will be designed to allow for future parking expansion in<br />
conjunction with carpool lanes along Highway 101 and future development <strong>of</strong> the SMART commuter rail service. Also in FY 11-<br />
12, <strong>Sonoma</strong> <strong>County</strong> Transit will take advantage <strong>of</strong> technological advances to improve customer service with a new GPS-based<br />
passenger information system. The new system will <strong>of</strong>fer enhanced bus status information via the Internet, smartphones, and at<br />
bus shelters located at major destinations.<br />
o Northern Air Pollution Control District– The district provides grant funding to a number <strong>of</strong> diverse projects in order to reduce<br />
the impact <strong>of</strong> vehicle emissions within <strong>Sonoma</strong> <strong>County</strong>.<br />
Invest in the Future<br />
o Roads Division: TPW continues to seek out new technology and alternative funding sources in order to enhance the ability <strong>of</strong> the<br />
department to improve and maintain our aging roads and bridges. The prioritization <strong>of</strong> the existing system will allow the<br />
department to invest and improve the most critical components <strong>of</strong> the network. TPW staff will also continue efforts associated<br />
with the four small water districts managed by this department: Fitch Mountain, Salmon Creek, Freestone, and Jenner, to address<br />
challenges in maintaining aging system infrastructure.<br />
o Integrated Waste Division: IWD continues to work towards re-permitting the Central Disposal Site for additional capacity to<br />
continue landfill operations into the future thereby providing a local solution for solid waste management and reducing the need<br />
for additional trucking to transfer solid waste out <strong>of</strong> the county. Use <strong>of</strong> the new leachate pipeline that transfers leachate directly to<br />
the Laguna Wastewater Treatment Plan reducing trucking and the associated greenhouse gas emissions<br />
o Airport Division: The Airport Division is continuing efforts to attract additional commercial airlines for passenger service to<br />
non-Horizon destinations, and also to expand Horizon Air services. Two major projects for the Airport Division that will have a<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
171<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
significant impact on the local economy are the anticipated completion <strong>of</strong> the Environmental Impact Report for the Airport Master<br />
Plan and the proposed extension <strong>of</strong> runways 19 and 14. The design phase <strong>of</strong> the runway extension is anticipated to commence in<br />
FY 11-12. The runway extension will allow the Airport to serve a larger variety <strong>of</strong> planes and therefore more carriers, and the<br />
addition <strong>of</strong> more destinations, and will meet new safety requirements from the Federal Aviation Administration<br />
Civic Services & Engagement<br />
o Integrated Waste Division: The <strong>County</strong> and IWD are members <strong>of</strong> the Solid Waste Advisory Group which is tasked with making<br />
recommendations on solid waste system planning and operations through an open and transparent process that encourages input,<br />
cooperation and coordination with all stakeholders. The <strong>County</strong> and IWD are also members <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Waste<br />
Management Agency and the Local Task Force, both <strong>of</strong> which hold regular public meetings to discuss various items regarding<br />
solid waste management and diversion.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
<strong>Budget</strong> Hearings Actions<br />
Integrated Waste Division - Operating transfer <strong>of</strong> franchise fees to the<br />
Roads Division to restore funds for roads maintenance and to keep all<br />
Road yards open year round.<br />
Roads - Restoration <strong>of</strong> Roads maintenance funding for 100 miles <strong>of</strong><br />
roads and keeping five Road Yards open year round using franchise<br />
fees from the 286104 - Administration. Restoration <strong>of</strong> School Crossing<br />
Guards and Summer Crossings funded by General Fund.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
172<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
842,893 0 842,893<br />
1,236,727 1,236,727 0<br />
Development Services
APPENDIX<br />
TRANSPORTATION AND PUBLIC WORKS<br />
Phillip Demery, Director<br />
ROADS CAPITAL PROJECTS<br />
Bridges Overlays/Road Improvements<br />
Bridge Seismic - Annapolis Road over Gualala River 1,605,000 Arnold Dr at Agua Caliente Intersection Improvements 1,495,000<br />
Bridge Replacement - Laughlin Rd over Mark West Creek 505,000 Western Ave Widening 1,435,000<br />
Bridge Replacement - Geysers Road over Big Sulphur Creek 375,000 Arnold Drive Shoulder Improvements 1,380,000<br />
Watmaugh Road Bridge 370,000 Hwy 12 Sidewalks - Phase II Stage II 955,000<br />
Hauser Bridge Road over South Fork Gualala River - Replacement 350,000 Highway 116 at Mirabel Roundabout 890,000<br />
Bridge Seismic - Wohler over Mark West Creek 340,000 Burbank Pathway & Signal 675,000<br />
Bohan Dillon Road over South Fork Gualala River - Replacement 290,000 Airport Blvd at Fulton Road 270,000<br />
Freestone Flat Road over Salmon Creek - Replacement 253,000 Adobe at East Washington 255,000<br />
Bridge Replacement - Porter Creek Rd over Porter Creek 238,000 Watertrough Safe Routes to School 245,500<br />
Bridge Seismic - Monte Rio over Russian River 205,000 Mirabel Road Shoulder Widening 240,000<br />
River Road over Gill Creek - Replacement 175,000 River Road at North Laughlin 190,000<br />
King Ridge Road over Austin Creek 160,000 Research and Development Future Projects 100,000<br />
Geysers Road over Fraiser Creek - Replacement 125,000 Stony Point at Roblar 70,000<br />
O'Donnell Lane over Calabazas Creek - Rehabilitation 75,000 ARRA Cost Savings Overlay 65,000<br />
Bridge Seismic - Wohler over Russian River 15,000 ADA Transition Various Locations 62,000<br />
Research and Development for Future Projects 15,000 River Road at Hilton Slide Repair 55,000<br />
Bridge Replacement - Boyes Blvd over <strong>Sonoma</strong> Creek 5,000 8,382,500<br />
West Dry Creek Road over Pena Creek 2,000<br />
Lambert Road Bridge over Dry Creek 2,000<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
5,105,000<br />
173<br />
GRAND TOTAL 13,487,500<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
174<br />
Development Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Water Agency is to effectively manage<br />
the water resources in its care for the benefit <strong>of</strong> people and the environment<br />
through resource and environmental stewardship, technical innovation, and<br />
responsible fiscal management.<br />
DEPARTMENTAL DESCRIPTION<br />
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $190,383,953<br />
Total Revenues $160,550,002<br />
Total Net Cost $29,833,951<br />
The <strong>Sonoma</strong> <strong>County</strong> Water Agency is a countywide special district whose<br />
Board <strong>of</strong> Directors is the <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors with the<br />
exception <strong>of</strong> the <strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District, which is<br />
governed by the Chair <strong>of</strong> the Board <strong>of</strong> Supervisors, the 1 st Total Staff 195.5<br />
% Funded by Local Discretionary Funds 0.0%<br />
District Representative, and the Mayor <strong>of</strong> <strong>Sonoma</strong>.<br />
The Agency’s core functions are key elements in the overall infrastructure necessary for a safe and healthy community. The key<br />
functions <strong>of</strong> the Water Agency are water supply, water transmission, flood control, and wastewater collection and treatment. As a water<br />
supplier, the Water Agency is responsible for securing and maintaining water rights and encouraging water conservation and reuse to<br />
meet present and future demand. The Water Agency’s water transmission system provides for wholesale domestic water supply and<br />
delivery to eight primary contractors (Santa Rosa, Petaluma, <strong>Sonoma</strong>, Rohnert Park, Cotati, Valley <strong>of</strong> the Moon Water District, Town <strong>of</strong><br />
Windsor, and North Marin Water District), a major non-contractor customer, Marin Municipal Water District, and to other smaller<br />
customers. For the flood control function, the Water Agency designs, constructs, and maintains flood control facilities. The Water<br />
Agency provides sanitation functions to county sanitation districts (CSD) and zones.<br />
The Water Agency’s Board <strong>of</strong> Directors approved a Strategic Priorities Plan and Water Policy Statement for the Water Agency in April<br />
2007. The plan identifies the following nine priorities critical to advancing the Water Agency’s mission:<br />
• Assist customers to meet their water supply needs.<br />
• Protect water quality and improve the reliability <strong>of</strong> the water transmission system.<br />
• Address impacts on listed salmonid species.<br />
• Lead development <strong>of</strong> regional sustainability programs, CO2 footprint reduction, power and water resource partnerships.<br />
• Conduct stream maintenance and provide funding for drainage, storm water quality, and stream habitat enhancement in flood control<br />
zones.<br />
• Improve public understanding <strong>of</strong> the Agency and its programs with materials published in English and Spanish.<br />
• Address critical infrastructure needs for sanitation systems.<br />
• Improve the Agency’s business efficiency and effectiveness through modernization <strong>of</strong> its business systems and development <strong>of</strong> long<br />
range financial models.<br />
• Improve the Agency’s employee recruitment and retention.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Property Tax<br />
Sanitation Charges<br />
Water Sales<br />
Grants/Loans/Other<br />
Miscellaneous/Interest<br />
Internal Transfers<br />
Reimbursements<br />
Use <strong>of</strong> Fund Balances<br />
175<br />
Funding Uses<br />
Water Transmission<br />
Sanitation<br />
Water Supply<br />
Internal Service<br />
Flood Protection<br />
Administration &<br />
General<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Continued the planning and implementation <strong>of</strong> the<br />
Biological Opinion including preliminary designs <strong>of</strong> the<br />
Mirabel fish screen replacement and the demonstration<br />
habitat enhancements in Dry Creek, continued water<br />
quality monitoring, acquisition <strong>of</strong> permits for the Wohler<br />
infiltration ponds project, and a Draft EIR for the Russian<br />
River Estuary Management Project.<br />
• Reduced filled positions to 182, non-labor related<br />
expenses and deferred projects in response to the reduced<br />
water sales revenues during the year.<br />
• Achieved a major milestone by becoming ISO 14000 and<br />
ISO 9000. These international environmental leadership<br />
standards are benchmarks for Environmental and Quality<br />
Management Systems indicating the Agency’s<br />
commitment to operating in an environmentally friendly<br />
manner and continually improving the processes we use to<br />
produce our products and services.<br />
• Developed the Water Supply Strategies Action Plan,<br />
which details nine strategies and associated actions to<br />
meet key water supply challenges. The goal <strong>of</strong> the plan is<br />
to optimize the management <strong>of</strong> water availability and the<br />
costs <strong>of</strong> providing the water to the contractors and<br />
customers.<br />
• Completed the 2010 Urban Water Management Plan,<br />
allowing the Agency to continue seeking state grants and<br />
low cost loans.<br />
• Received a total <strong>of</strong> $13.2 million in grants and another<br />
$11.4 million in low cost state loans for its various<br />
projects.<br />
• Sponsored and implemented a youth employment<br />
program.<br />
• Completed consolidation <strong>of</strong> our operations next to our<br />
administrative headquarters building.<br />
• Created a financial planning model to allow Water Agency<br />
and customers to make key decisions on future major<br />
water supply and transmission projects over the next 30<br />
years.<br />
• Began studies in the Santa Rosa Plain, Petaluma Valley,<br />
and <strong>Sonoma</strong> Valley watersheds to identify opportunities to<br />
integrate flood control and water supply (groundwater<br />
recharge) projects.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
176<br />
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
FY 11-12 OBJECTIVES<br />
• Construct restoration projects and habitat enhancements<br />
along Dry Creek to accommodate summer flows while<br />
improving conditions for Coho and steelhead.<br />
• Identify and secure federal, state and grant funding for<br />
implementation <strong>of</strong> the Biological Opinion and natural<br />
hazard reliability projects. Expanding non-tax and non-fee<br />
based revenue sources is a key element in the Water<br />
Agency’s strategic plan.<br />
• Continue environmental and technical analyses to modify<br />
minimum instream flow requirements as required and to<br />
make technical adjustments to existing water rights.<br />
• Update the Agency’s strategic plan to guide the activities<br />
for the <strong>2012</strong> to 2017 period.<br />
• Complete rate studies for water and wastewater services.<br />
• Move operations into 1315 Aviation Blvd and Service<br />
Center into Airport Sanitation Zone facility and surplus or<br />
lease 2150 West College Avenue facility.<br />
• Prepare a Supervisory Control and Data Acquisition<br />
Master Plan and begin an update to the Information<br />
Technology Master Plan.<br />
• Increase summer youth jobs programs by coordinating<br />
with the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, nonpr<strong>of</strong>it agencies,<br />
education/community organizations and cities in order to<br />
expand stream maintenance capacity, provide watershed<br />
education, and perform stream restoration.<br />
• Collect and analyze customer data on awareness and<br />
expectations <strong>of</strong> Water Agency programs to help direct<br />
outreach activities.<br />
• Construct recycled water expansion projects in the<br />
<strong>Sonoma</strong> Valley CSD including components <strong>of</strong> the Napa<br />
<strong>Sonoma</strong> Marsh and <strong>Sonoma</strong> Valley Recycled Water<br />
projects.<br />
• Work with water contractors to cooperatively develop a<br />
strategic plan for capital projects for the Transmission<br />
System, recycled water, and local supplies.<br />
• Continue to develop and implement groundwater studies<br />
and Groundwater Management Plans in <strong>Sonoma</strong> Valley<br />
and the Santa Rosa Plain.<br />
• Evaluate potential climate change impacts on water<br />
supply and flood protection.<br />
Development Services
FINANCIAL SUMMARY<br />
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Administration and General Fund<br />
Expenditures 45,313,560 43,048,875 (5.0)<br />
Revenues & Reimbursements<br />
44,124,620 44,029,479 (0.2)<br />
Net Cost<br />
1,188,940 (980,604) (182.5)<br />
Flood Control<br />
Expenditures 13,006,772 17,743,985 36.4<br />
Revenues & Reimbursements 11,653,845 11,740,660 0.7<br />
Net Cost 1,352,927 6,003,325 343.7<br />
Water Supply<br />
Expenditures 10,784,109 16,580,473 53.7<br />
Revenues & Reimbursements 4,327,680 8,318,775 92.2<br />
Net Cost 6,456,429 8,261,698 28.0<br />
Water Transmission<br />
Expenditures 50,743,495 50,588,282 (0.3)<br />
Revenues & Reimbursements 46,492,302 47,092,559 1.3<br />
Net Cost 4,251,193 3,495,723 (17.8)<br />
Sanitation Zones<br />
Expenditures 6,452,703 6,128,521 (5.0)<br />
Revenues & Reimbursements<br />
4,608,566 4,502,633 (2.3)<br />
Net Cost<br />
1,844,137 1,625,888 (11.8)<br />
Sanitation Districts<br />
Expenditures 43,091,753 40,986,983 (4.9)<br />
Revenues & Reimbursements 27,582,992 32,670,264 18.4<br />
Net Cost 15,508,761 8,316,719 (46.4)<br />
Internal Services Fund<br />
Expenditures 15,741,054 15,306,834 (2.8)<br />
Revenues & Reimbursements<br />
13,116,999 12,195,632 (7.0)<br />
Net Cost<br />
2,624,055 3,111,202 18.6<br />
Total Expenditures 185,133,446 190,383,953 2.8<br />
Total Revenues & Reimbursement 151,907,004 160,550,002 5.7<br />
Total Net Cost 33,226,442 29,833,951 (10.2)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 199.00 195.50 (3.50) (1.8)<br />
177<br />
Development Services
RECOMMENDED BUDGET<br />
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
The recommended budget reflects overall expenditures <strong>of</strong> $29.8 million, a $5.3 increase from FY 10-11. Recommended expenditures are<br />
supported by $160 million in revenues and internal reimbursements. Revenues and reimbursements increased about $8.5 million.<br />
Significant increases in expenditures are for major Flood Control and Biological Opinion (BO) related Water Supply and Transmission<br />
construction projects. The significant increase in revenue is largely due to sanitation rate increases and grant funding for projects<br />
specifically related to water supply.<br />
Core Services Maintained<br />
All core functions <strong>of</strong> the Water Agency will be maintained.<br />
Water System<br />
• Continuing water conservation efforts by the public will again result in historically low water sales. It is anticipated the water sales<br />
have begun to stabilize at this new lower level. Total Water System expenditures for FY 11-12 are $50.6 million. The budget sets<br />
rates reflecting water deliveries <strong>of</strong> 47,848 acre-feet. In comparison, the FY 10-11 budget estimate was 49,853 acre feet. Included in<br />
this figure are the expenses in the four designated funds, which were created by the Restructured Agreement, which governs the<br />
relationship between the Agency and its water contractors. The revenue budget also reflects the proposed FY 11-12 water rate<br />
increases <strong>of</strong> 4.3% to 5.0%. Revenues for water sales are anticipated to increase by $271,000. The increases in rates are primarily<br />
attributable to the decreased water deliveries and the costs <strong>of</strong> the BO – a document laying out federal conservation requirements<br />
which are described below – and continued capital project costs for natural hazard mitigation. The Technical Advisory Committee<br />
(TAC) was presented a budget with the reduced delivery amount and these increases on January 10, <strong>2011</strong> and recommended them to<br />
the Water Advisory Committee, which unanimously recommended the proposed budget and rates in March 2010.<br />
• In 2008, following 11 years <strong>of</strong> consultation, the National Marine Fisheries Service issued a BO for the Russian River water supply,<br />
channel maintenance and flood control activities to the United States Army Corps <strong>of</strong> Engineers (Corps) and the Water Agency. In<br />
addition, the California Department <strong>of</strong> Fish and Game issued a corresponding Consistency Determination (CD) in 2009. Together the<br />
BO and CD mandate mitigation projects to protect the Coho salmon and steelhead in the Russian River and its tributaries, and protect<br />
the Water Agency and Corps from substantial liabilities for incidental take <strong>of</strong> protected species. These projects have and will<br />
significantly increase the level <strong>of</strong> expenditures for staff, consultants, and construction, estimated at $85 million over the 15 year term<br />
<strong>of</strong> the BO.<br />
• Water Supply division expenditures are budgeted specifically for projects related to the BO and are projected to be $3.6 million.<br />
Another $4.1 million will come from the Warm Springs Dam Special Revenue Fund. The Agency is also aggressively pursuing<br />
federal funding through the Army Corp <strong>of</strong> Engineers and other federal sources to help <strong>of</strong>fset costs to local ratepayers.<br />
Administration<br />
• For FY 11 -12, administrative activities include several projects aimed at empowering the workforce and improving the practices and<br />
procedures used to deliver services to our customers. Specific projects include information technology system upgrades,<br />
enhancements to the Geographic Information Systems capabilities, upgrading project management and financial management<br />
systems, and conducting and follow-up on an employee opinion survey. These activities are paid for through the Water Agency’s<br />
general fund. Overall, the total funded position allocations requested for the Agency in FY11-12 are down from 199 to 195.5. Total<br />
filled positions are 182 FTEs.<br />
Sanitation<br />
• Because efficient and effective maintenance and eventual replacement <strong>of</strong> basic wastewater treatment systems are a matter <strong>of</strong> public<br />
health and safety, the Water Agency must set rates to adequately fund these activities. To partially <strong>of</strong>fset the burden <strong>of</strong> fee increases to<br />
the public, and to save both potable water and wastewater, the Water Agency implemented rebate programs for in-home wastewater<br />
saving devices: low flow showerheads, front loading washers, and high efficiency toilets. Additionally the Water Agency continues to<br />
look at alternatives to the current billing method to make it more responsive to the amount <strong>of</strong> wastewater created by residential<br />
customers. It is anticipated the <strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District will be the first sanitation entity in the county to have rates<br />
partially based on the amount <strong>of</strong> water used by residential customers. This would replace the existing system which charges a fixed<br />
amount to all single family dwelling units.<br />
• Objectives for supporting the Agency’s strategic plan are: 1) protect the health and safety <strong>of</strong> the public and the environment; 2)<br />
manage sanitation systems in a cost-effective manner; 3) encourage beneficial use <strong>of</strong> recycled water; and 4) adequately fund and<br />
implement infrastructure replacement and upgrade projects. The primary activities to achieve these objectives are to improve<br />
maintenance effectiveness and to conduct customer education to minimize overflows in collection systems.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
178<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
The budget for each sanitation district or zone operated by the Water Agency includes a statement regarding the level <strong>of</strong> service<br />
provided under the proposed budget. The levels <strong>of</strong> service are defined as follows. Minimum Level <strong>of</strong> Service: Includes services<br />
necessary for the protection <strong>of</strong> public health and safety, employee safety, and the environment. Standard Level <strong>of</strong> Service: Includes<br />
services necessary to operate and maintain the sanitation systems in order to limit or reduce the risk <strong>of</strong> (1) service interruption and (2)<br />
violations <strong>of</strong> the respective National Pollutant Discharge Elimination System (NPDES) permit or Waste Discharge Requirements issued<br />
by the regional boards. Asset Preservation Level <strong>of</strong> Service: Includes services and programs necessary to (1) operate, maintain and<br />
replace facilities and equipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on<br />
the quality <strong>of</strong> life in the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs. As<br />
described below a majority <strong>of</strong> the districts and zones are budgeted to operate at a Standard Level <strong>of</strong> Service. Occidental CSD continues<br />
to operate at a Minimum Level <strong>of</strong> Service. <strong>Sonoma</strong> Valley CSD and the Geyserville Sanitation Zone will operate at Asset Preservation<br />
Level <strong>of</strong> Service.<br />
• Occidental CSD - Minimum Level <strong>of</strong> Service: The Occidental CSD continues to face very serious financial and operational<br />
difficulties, with operating revenues and Occidental CSD’s fund balance being inadequate to fully support operations and<br />
maintenance. The Water Agency’s General Fund has contributed nearly $2.8 million since FY 97-98 with additional contributions <strong>of</strong><br />
$960,000 anticipated for FY 10-11 and FY 11-12. CSD operations and maintenance costs are expected to increase 16.9% in FY 11-<br />
12.<br />
• Russian River CSD – Standard Level <strong>of</strong> Service: The Russian River CSD is continuing with projects to expand capacity for both<br />
irrigation and disinfection. The CSD currently irrigates approximately 20 acres <strong>of</strong> forest area adjacent to the treatment plant (referred<br />
to as the Burch property) and approximately 40 acres <strong>of</strong> the Northwood Golf Course. During FY 06-07, it was determined that<br />
additional irrigation is necessary and the initial work to complete Environmental Impact Report and California Environmental Quality<br />
Act studies for expansion <strong>of</strong> irrigation using recycled water began. The FY 08-09 budget included increased expenditures in<br />
preparation <strong>of</strong> the irrigation expansion and a disinfection process capacity (ultraviolet process) capital project. The disinfection project<br />
moved ahead to construction in FY 10-11 after funding through a State Revolving Fund loan. Projects include a disinfection system<br />
and replacement <strong>of</strong> capital assets. CSD operations and maintenance costs to budgeted to decrease 1.0%.<br />
• <strong>Sonoma</strong> Valley CSD – Asset Preservation Level <strong>of</strong> Service: The <strong>Sonoma</strong> Valley CSD is continuing the program to replace its aging<br />
collection system in order to improve capacity and to ensure the reliability and safety <strong>of</strong> the infrastructure. Funding for most <strong>of</strong> the<br />
replacement costs will be from future rate increases. The CSD’s long term financial plan anticipates continued annual increases <strong>of</strong><br />
5.0% to 5.5 % in order to build revenues and fund balances which will support additional debt. Additionally, the <strong>Sonoma</strong> Valley CSD<br />
is seeking assistance through state and federal infrastructure replacement programs. During FY 11-12, this activity will be continued<br />
with a project to replace additional portions <strong>of</strong> the main collection line. CSD operations and maintenance costs are expected to<br />
increase 8.7% in FY 11-12.<br />
• South Park CSD –Standard Level <strong>of</strong> Service during FY 11 – 12: The South Park CSD wastewater is treated and disposed <strong>of</strong> by the<br />
City <strong>of</strong> Santa Rosa at the Laguna Sub-regional Treatment Plant. In accordance with an agreement with the South Park CSD, the City<br />
<strong>of</strong> Santa Rosa is currently responsible for the operation and routine maintenance <strong>of</strong> the collection system. The agreement also requires<br />
that the South Park CSD replace, slip-line, or repair 41,610 feet <strong>of</strong> the collection system and upgrade the Todd Road lift station before<br />
the transfer takes place. For FY 11-12 the CSD continues with these projects. Timing <strong>of</strong> the final replacement <strong>of</strong> the collection system<br />
and other improvements are dependent upon the ability <strong>of</strong> the district to fund the last $3 million on a pay-as-you go basis in future<br />
years. This will cause a delay <strong>of</strong> the transfer <strong>of</strong> the system to the City <strong>of</strong> Santa Rosa beyond the target <strong>of</strong> <strong>2011</strong>. The operations and<br />
maintenance expenditures are decreasing by 6%.<br />
• Sea Ranch Sanitation Zone – Standard Level <strong>of</strong> Service: The Sea Ranch Sanitation Zone consists <strong>of</strong> two wastewater collection and<br />
treatment systems located in Central and North Sea Ranch. The Sea Ranch Association (Association) operates and maintains these<br />
systems under contract with the Water Agency. For FY 11-12 the Agency is continuing with project to repair and upgrade the<br />
treatment plan and collection system. Operations and maintenance expenditures are budgeted to decrease 3.3%.<br />
• Penngrove Sanitation Zone – Standard Level <strong>of</strong> Service: Water Agency operations in the Penngrove Sanitation Zone are limited to<br />
administrative services and operation and maintenance <strong>of</strong> the collection system and pumping station. The wastewater collected by the<br />
Zone is treated at the City <strong>of</strong> Petaluma’s treatment plant. Petaluma has notified all its customers <strong>of</strong> rate increases over the next several<br />
years to fund their new wastewater treatment plant that meets advanced (tertiary) wastewater standards. The proposed budget for FY<br />
11–12 reflects no change in overall expenditures in the zone for operations and maintenance expenses.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
179<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
• Geyserville Sanitation Zone –Asset Preservation Level <strong>of</strong> Service: Current and future treatment plant inflows are expected to<br />
remain less than the treatment and disposal capacity <strong>of</strong> the Geyserville Sanitation Zone facilities. There are no expansions to the<br />
treatment and disposal facilities planned at this time and the Zone has funding for programs necessary to provide an Asset<br />
Preservation Level <strong>of</strong> Service. Operations and maintenance budgeted expenditures are decreasing 6.2% as no construction projects are<br />
planned.<br />
• Airport-Larkfield-Wikiup Sanitation Zone – Standard Level <strong>of</strong> Service: The Water Agency and OHR BioStar, LLC have<br />
developed a public/private partnership project that would produce 1.4 MW <strong>of</strong> renewable electricity derived from local poultry waste<br />
through anaerobic digestion and fuel cell technology. OHR Biostar, LLC would fund, design, build, operate, and maintain the project<br />
on property leased from the Airport Larkfield-Wikiup Sanitation Zone wastewater treatment plant. The project would process 90,000<br />
tons per year <strong>of</strong> manure from approximately 2 million egg-laying chickens in <strong>Sonoma</strong> <strong>County</strong>. The Water Agency would support the<br />
project by entering into a power purchase agreement (PPA) worth approximately $1.1 million per year for 20 years. The power would<br />
<strong>of</strong>fset electrical loads at Water Agency water and wastewater sites. The power generated from the project would meet approximately<br />
one fifth <strong>of</strong> the Water Agency’s system wide power demand. The Airport Larkfield-Wikiup Sanitation expenditures are increasing<br />
4.1%.<br />
Services Eliminated or Reduced<br />
No core functions are being eliminated or reduced. In FY 11-12 the Agency will monitor expenditures, achieve efficiencies to reduce<br />
costs to match revenues for the incoming year. To respond to uncertainties and funding constraints the Agency has prepared a Business<br />
Operations Plan containing strategies to reduce costs and changing conditions for the services it provides. As part <strong>of</strong> this the Agency has<br />
reduced its staff to 182 filled positions.<br />
Strategic Plan Focus<br />
The Water Agency Strategic Objectives for FY 11-12 listed above reflects the Water Agency’s Strategic Action Plans. They relate to the<br />
<strong>County</strong>’s Strategic Plan by focusing resources on providing superior services in each <strong>of</strong> the Water Agency’s core functions.<br />
• Highest priority is given to providing infrastructure necessary to protect the public health and safety within the <strong>County</strong> Strategic Plan<br />
focus <strong>of</strong> Safe, Healthy and Environmentally Sustainable Communities. This is the foundation <strong>of</strong> Agency activities including water<br />
supply and transmission; wastewater collection and treatment; flood control and stream maintenance; ground water studies and<br />
management; recycled water; and compliance with the Biological Opinion.<br />
• Investment in the Future focus includes investment in water transmission system air valves and adding check values in the system.<br />
ISO 9000 and 14000 certification is another example <strong>of</strong> how efficient operations and continual improvement are being addressed. In<br />
addition this focus supports consolidation <strong>of</strong> all Agency operations and maintenance activities at Airway Drive facility and moving<br />
out <strong>of</strong> the West College location. The Water Agency is also a leading proponent <strong>of</strong> Sustainability programs through its continuing<br />
support <strong>of</strong> SCEIP and through financial and organizational leadership in Community Choice Aggregation (CCA).<br />
• The <strong>County</strong> Strategic Plan focus <strong>of</strong> both Economic and Environmental Stewardship and Civil Service and Engagement are supported<br />
the Agency’s water education programs. Education materials and instruction are delivered in both English and Spanish.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
180<br />
Development Services
MISSION STATEMENT<br />
To foster a healthy business environment and provide services that promote<br />
the local economy.<br />
DEPARTMENTAL DESCRIPTION<br />
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $3,170,440<br />
Total Revenues $402,269<br />
Total Net Cost $2,768,171<br />
The <strong>Sonoma</strong> <strong>County</strong> Economic Development Department (EDD) provides<br />
services to encourage the startup, retention, and expansion <strong>of</strong> <strong>Sonoma</strong><br />
Total Staff 4.5<br />
<strong>County</strong> businesses and jobs, particularly small businesses. The EDD<br />
promotes the creation <strong>of</strong> new jobs and employment opportunities, the<br />
diversification <strong>of</strong> economic activity, and the strengthening <strong>of</strong> the county's<br />
% Funded by Local Discretionary Funds 88.06%<br />
tax base. In addition, staff manages funding agreements with visitor centers throughout the county, as well as a contract with the <strong>Sonoma</strong><br />
<strong>County</strong> Tourism Bureau (SCTB); a non-pr<strong>of</strong>it organization funded both by participants <strong>of</strong> a business improvement area and by a county<br />
contribution from Transient Occupancy Taxes (TOT). EDD also facilitates the film program, primarily by responding to film inquiries,<br />
referring services, and partnering with local organizations to encourage filming in <strong>Sonoma</strong> <strong>County</strong>.<br />
The "net cost" <strong>of</strong> the budget is financed by the <strong>County</strong> Advertising Fund (Transient Occupancy Tax). However, some programs receive<br />
support and advice from the <strong>Sonoma</strong> <strong>County</strong> Economic Development Board Foundation, a nonpr<strong>of</strong>it public benefit corporation<br />
specifically organized and operated as a supporting organization. This relationship helps the foundation and the county to maintain the<br />
community’s economic vitality.<br />
Funding Source<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Intergovernmental<br />
Reimbursements<br />
Research<br />
Transient Occupancy Tax<br />
181<br />
Funding Uses<br />
Reearch<br />
Business Service Programs<br />
Workshops & Publications<br />
Tourism/Hospittlity<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Secured grant funding from the Morgan Family<br />
Foundation for a cluster study conducted by the<br />
Innovation Action Council to identify ways <strong>of</strong> promoting<br />
job retention and creation within <strong>Sonoma</strong> <strong>County</strong>. By<br />
conducting outreach and listening sessions with the<br />
sectors’ representatives, the Innovation Council created<br />
an action plan that addresses the needs <strong>of</strong> both employers<br />
and the local workforce.<br />
• Expanded <strong>Sonoma</strong> <strong>County</strong> Restaurant Week to include<br />
over 100 participating restaurants, a nearly 15% increase<br />
over last year’s event, which helps promote culinary<br />
tourism as it continues to grow as a key component <strong>of</strong> the<br />
local tourism industry.<br />
• Developed enhancements to the <strong>Sonoma</strong> Green Business<br />
Program such as the creation <strong>of</strong> a commercial property<br />
manager’s checklist and, in conjunction with the Bay<br />
Area Green Business Program, moved the application<br />
process and program management to an online<br />
environment reducing workload for applicants and staff<br />
while increasing the ability to track and report individual<br />
and program progress.<br />
• Partnered with the <strong>Sonoma</strong> <strong>County</strong> Sheriff’s Office in the<br />
development and launching a Business Crime Prevention<br />
program which provides businesses with training,<br />
security evaluation and on-site follow-up.<br />
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
FINANCIAL SUMMARY<br />
FY 11-12 OBJECTIVES<br />
• Increase effectiveness and impact <strong>of</strong> programs such as<br />
<strong>Sonoma</strong> <strong>County</strong> Restaurant Week to enhance the current<br />
economic recovery and enhance job growth.<br />
• Explore and develop enhancements to provide businesses<br />
with more focused resources to help them reduce costs and<br />
become more competitive and sustainable thru programs<br />
such as the Business Environmental Alliance, <strong>Sonoma</strong><br />
Green Business Program, and the <strong>Sonoma</strong> <strong>County</strong> Energy<br />
Independence Program.<br />
• Continue the success <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> Visitor Center<br />
program thru the development <strong>of</strong> a unified signage program<br />
which will assist visitors in locating visitor centers and<br />
information booths.<br />
• Complete the Jobs Plan and Economic Development<br />
Initiative for <strong>2011</strong>: strengthening local preference programs<br />
designed to increase and maintain local jobs, holding an<br />
Economic summit in June to gather information and solicit<br />
community input, and investing $135,000 in an effort to<br />
spur the local economy.<br />
• Implement the comprehensive economic development<br />
strategy upon approval <strong>of</strong> the Board at the conclusion <strong>of</strong> the<br />
Jobs Plan and Economic Development Initiative for <strong>2011</strong>.<br />
• Support countywide tourism by managing the contract with<br />
the <strong>Sonoma</strong> <strong>County</strong> Tourism Bureau (SCTB) for marketing<br />
and advertising services.<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Special Revenue Fund - Operating <strong>Budget</strong><br />
Expenditures 1,423,184 1,510,727 6.2<br />
Revenues & Reimbursements 365,345 402,269 10.1<br />
Net Cost 1,057,839 1,108,458 4.8<br />
Special Revenue Fund - Tourism Services<br />
Expenditures 1,448,201 1,659,713 14.6<br />
Revenues & Reimbursements 0 0 0.0<br />
Net Cost 1,448,201 1,659,713 14.6<br />
Total Expenditures 2,871,385 3,170,440 10.4<br />
Total Revenues & Reimbursement 365,345 402,269 10.1<br />
Total Net Cost 2,506,040 2,768,171 10.5<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
182<br />
Development Services
RECOMMENDED BUDGET<br />
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 3.50 4.50 1.00 28.6<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Events 10 13 14<br />
Attendees 2,400 2,400 2,500<br />
Publications 15 21 21<br />
Report Downloads 169,042 200,000 200,000<br />
Film Permits 35 35 35<br />
Film Calls 320 320 320<br />
The recommended budget reflects overall expenditures <strong>of</strong> $2.8 million, a $262,000 increase from FY 10-11. Recommended expenditures<br />
are supported by $402,000 in revenues and internal reimbursements for services provided to other departments and agencies. Revenues<br />
and reimbursements increased about $37,000<br />
Core Services Maintained<br />
• The potential <strong>of</strong> a long, slow recovery increases the need for business and community organizations to access services such as the<br />
small business startup and expansion assistance center, visitor centers, and the countywide local agricultural marketing program,<br />
provided by the Economic Development department. The department is uniquely positioned to foster and expand upon collaborative<br />
relationships with businesses, educational institutions, community based organizations and local government.<br />
• In FY10-11, the Innovation Action Council (IAC) has been focused on developing a cluster-based strategy and action plan for<br />
generating jobs in <strong>Sonoma</strong> <strong>County</strong> and for advancing workforce development efforts locally. In FY11-12 this focus will continue on<br />
working collaboratively with local partner organizations and efforts.<br />
Strategic Plan Focus<br />
The department’s programs primarily support the <strong>County</strong> Strategic Plan in the Economic and Environmental Stewardship Focus area.<br />
Some <strong>of</strong> the key examples include:<br />
Expand Engagement and Coordination<br />
o The EDD will continue working with a variety <strong>of</strong> groups in the implementation <strong>of</strong> efforts derived from the cluster studies and<br />
business listening sessions.<br />
Support Environmental Stewardship<br />
o Explore and develop enhancements that provide businesses with more focused resources to help them reduce costs and become<br />
more competitive and sustainable through programs such as the Business Environmental Alliance, <strong>Sonoma</strong> Green Business<br />
Program, and the <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program.<br />
Enhance <strong>Fiscal</strong> Soundness and Expansion<br />
o EDD will continue work with the Economic Development Ad Hoc Committee to develop and expand the <strong>County</strong>’s current and<br />
future economic development strategy.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
183<br />
Development Services
Invest in the Future<br />
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
o EDD will continue to work with the <strong>Sonoma</strong> <strong>County</strong> Tourism Bureau in order to develop new visitor attraction programs and<br />
opportunities that will result in more local revenue and employment.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Transfer <strong>of</strong> funds to Human Services in-lieu <strong>of</strong> receiving CalWorks<br />
funds earmarked for economic development programs. Funding for<br />
second year <strong>County</strong> Memorandum <strong>of</strong> Understanding (MOU) with the<br />
Santa Rosa Chamber <strong>of</strong> Commerce for the Building Economic Success<br />
Together (BEST) program. Rebudgeting funds for various portions <strong>of</strong><br />
the Economic Development Ad Hoc Committee’s initiatives.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
184<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
418,250 200,000 218,250<br />
Development Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Regional Parks Department leads in the preservation,<br />
conservation, restoration, and promotion <strong>of</strong> natural, scenic, historical, and<br />
cultural resources in <strong>Sonoma</strong> <strong>County</strong>. We provide recreational, educational,<br />
social, and cultural opportunities for the public.<br />
DEPARTMENTAL DESCRIPTION<br />
<strong>Budget</strong> at a Glance:<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
Total Expenditures $18,802,192<br />
Total Revenues $15,141,960<br />
Total Net Cost $3,660,232<br />
Total Staff 81.55<br />
The Regional Parks Department includes four distinct divisions, two % Funded by Local Discretionary Funds 24%<br />
enterprise funds, and <strong>County</strong> Service Area #41 in the <strong>Sonoma</strong> Valley that<br />
includes three parks and is supported by its own taxes.<br />
Park Operations Division operates and maintains the county's regional parks system, including three regional recreation areas, fourteen<br />
open space parks and preserves, six paved and seven coastal access trails, seven community/neighborhood parks, eight Russian River<br />
access parks, and six campgrounds. This division maintains landscaping for the county parks, Veterans buildings, and other county<br />
properties. Under contract, it also maintains Open Space District and other public land properties.<br />
Recreation, Health and Education Programs Division creates, markets, and operates park programs that promote tourism, economic<br />
development, preventative health, and environmental sustainability. Responsibilities include program design, web and social media<br />
presence, creation <strong>of</strong> exhibits and displays, branding, advertising, and customer tracking. The division develops and implements plans<br />
for sponsorships and promotions, working closely with associated marketing efforts. The division manager serves as the primary liaison<br />
between the department and the Regional Parks Foundation, and is responsible for enhancing and expanding the department’s volunteer<br />
programs.<br />
Park Planning and Development Division coordinates planning for new parks, trails, and capital projects, as well as improvements and<br />
maintenance <strong>of</strong> existing parklands. The division works with other agencies to develop funding partnerships and to pursue grant<br />
opportunities. It also ensures compliance with the National Pollutant Discharge Elimination System (NPDES) program, which regulates<br />
pollutants associated with storm water run<strong>of</strong>f in county parks.<br />
Business Strategy and Development Division is a new division being created in FY 11-12 which will lead the department in the<br />
development <strong>of</strong> strategic and business plans and measurements <strong>of</strong> performance and efficiency, and includes the department’s fiscal and<br />
other support functions. Responsibilities include determining specific costs for park services and developing pricing. The division will<br />
work closely with the Recreation, Health and Education Programs Division on partnerships, sponsorships and concessions. This division<br />
will be responsible for management and marketing <strong>of</strong> the seven Veterans buildings and the Occidental Community Center.<br />
The department operates Spud Point Marina and the Sport Fishing Center as enterprise funds.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund<br />
Park Mitigation Fees<br />
Rents/Concessions<br />
Charges for Services<br />
Fees (Camping, etc.)<br />
Internal Reimbursements<br />
Gasoline Sales, etc.<br />
Transient Occupancy &<br />
Other Taxes<br />
185<br />
Funding Uses Park Operations<br />
Park Development<br />
Veterans Buildings<br />
Ground Maintenance<br />
Marinas<br />
Development Services
FY 10-11 ACCOMPLISHMENTS<br />
• Hired a new Director and initiated implementation <strong>of</strong><br />
a Management Review. The recommendations<br />
include adopting a Sustainable Management<br />
Approach emphasizing greater financial<br />
responsibility, operating efficiency, and expanded<br />
partnerships.<br />
• Developed a long term plan for Veterans Buildings to<br />
provide sustainable operation and maintenance <strong>of</strong> the<br />
facilities.<br />
• Designed and implemented a membership program to<br />
encourage broad public participation and engagement<br />
with Regional Parks.<br />
• Partnered with numerous non-pr<strong>of</strong>it, county<br />
departments/agencies, and other entities to expand<br />
park facilities and programs.<br />
• Developed a business plan to strengthen Spud Point<br />
Marina’s marketing, pricing and other practices to<br />
attract berthers and improve services, pr<strong>of</strong>itability,<br />
infrastructure, and long-term financial stability.<br />
• Improved park accessibility to the disabled by<br />
removing barriers at 6 parks, and improved website<br />
accessibility.<br />
• Increased participation in Environmental Discovery<br />
Center programs by 25% with over 20,000 children<br />
attending programs on health and environmental<br />
education.<br />
• Expanded volunteer support <strong>of</strong> the Department by<br />
10% to over 38,000 hours <strong>of</strong> volunteer time.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
186<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
FY 11-12 OBJECTIVES<br />
• Increasing revenue for premium services while<br />
retaining low prices for basic services, such as<br />
entrance fees.<br />
• Operating at 76% cost recovery, aligned with the<br />
Management Review and recommended budget.<br />
• Developing and implementing maintenance standards<br />
and aligning staff responsibilities in the most costeffective<br />
manner.<br />
• Increasing the efficiency <strong>of</strong> the Planning Division by<br />
raising the proportion <strong>of</strong> staff time billed to outside<br />
funding sources.<br />
• Developing new partnerships to increase costefficiency.<br />
• Determining a long-term approach to funding the<br />
maintenance, repair, and replacement <strong>of</strong> Park<br />
equipment and other assets.<br />
• Establishing performance measures that align with<br />
key outcomes.<br />
• Implementing a business plan for Spud Point Marina.<br />
• Implement and refine accounting practices that<br />
complement the Sustainable Management Approach.<br />
Development Services
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Regional Parks - General Fund<br />
Expenditures 14,372,331 15,288,755 6.4<br />
Revenues & Reimbursements 10,347,471 11,762,838 13.7<br />
Net Cost 4,024,860 3,525,917 (12.4)<br />
Regional Parks - Equipment Replacement Other - General Fund<br />
Expenditures 0 0 0<br />
Revenues & Reimbursements 3,700<br />
1,032 (72.1)<br />
Net Cost (3,700)<br />
(1,032) 72.1<br />
Regional Parks - Special Fund Revenue<br />
Expenditures 807,500 795,000 (1.5)<br />
Revenues & Reimbursements 701,827 705,675 0.5<br />
Net Cost 105,673 89,325 (15.5)<br />
Parks CSA - Special Fund<br />
Expenditures 202,662 175,902 (13.2)<br />
Revenues & Reimbursements 191,998<br />
151,198 (21.3)<br />
Net Cost 10,664<br />
24,704 131.7<br />
Spud Point Marina - Enterprise Fund<br />
Expenditures 1,637,451 2,484,185 51.7<br />
Revenues & Reimbursements 1,603,256 2,494,672 55.6<br />
Net Cost 34,195 -10,487 (130.7)<br />
Sport Fishing Center - Enterprise Fund<br />
Expenditures 55,934 58,350 4.3<br />
Revenues & Reimbursements 27,097<br />
26,545 (2.0)<br />
Net Cost 28,837<br />
31,805 10.3<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Sub-total Enterprise Funds<br />
Expenditures 1,693,385 2,542,535 50.1<br />
Revenues & Reimbursements 1,630,353 2,521,217 54.6<br />
Net Cost 63,032 21,318 (66.2)<br />
Total Expenditures 17,075,878 18,802,192 10.1<br />
Total Revenues & Reimbursement 12,875,349 15,141,960 17.6<br />
Total Net Cost 4,200,529 3,660,232 (12.9)<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 92.55<br />
187<br />
81.55 (11.00) (11.9)<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
Development Services
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Regional Parks<br />
Park Visitors 4,605,999 4,958,390 5,217,645<br />
Acreage<br />
Developed 493 519 539<br />
Undeveloped<br />
7,283 8,336 8,718<br />
Total<br />
7,776 8,855 9,257<br />
CSA #41 - Parks<br />
Visitors Day Use<br />
Acreage<br />
247,118 246,000 253,500<br />
Developed Acres 19.2 19.2 19.2<br />
Undeveloped Acres<br />
Total<br />
1.4 1.4 1.4<br />
20.6 20.6 20.6<br />
Marinas<br />
Permanent/Transient Vessel Berthing Days 127,939 119,056 132,431<br />
General Public/Berther User Days 57,805 64,835 107,136<br />
RECOMMENDED BUDGET<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
The recommended budget reflects overall expenditures <strong>of</strong> $18.8 million, a $1,726,000 increase from FY 10-11. Recommended<br />
expenditures are supported by $15.1 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $3.5 million. Revenues and reimbursements increased about $2,267,000 and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $540,000 from FY 10-11. This equates to a 22% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Reductions in <strong>County</strong> General Fund support/total expenditures were<br />
made primarily in salaries and benefits. The significant increase in revenues and reimbursements were mostly in fees for service, such as<br />
camping and park admission fees.<br />
Core Services Maintained<br />
• Keeping all regional parks open to the public at prices that are consistent with other agencies state-wide. The parks will remain safe<br />
and in good condition, and the top priority will remain responding to the public’s needs in the parks.<br />
• Continuing planning for new parks and for improvements in existing parks, and pursuing promising grant opportunities.<br />
• Providing meeting space for the county’s Veterans organizations and to the public and non-pr<strong>of</strong>it groups.<br />
• Maintaining county grounds at a basic level.<br />
• Operating Spud Point Marina and the Sport Fishing Center; implementing a business plan and completing numerous deferred<br />
maintenance projects. FY 11-12 will see the first open salmon season in three years and anticipates significant increases in berthing,<br />
fuel, and ice revenues; these will allow the Marina to pay its full administrative costs that have been largely covered in the past by the<br />
General Fund. The Marina has also adjusted fees to better reflect costs and market conditions.<br />
• The department has initiated numerous changes to implement a Sustainable Management Approach. This approach is designed to<br />
ensure the ability to maintain core services in the long-term. Some additional detail is presented here:<br />
o Additional Revenue: As part <strong>of</strong> the Sustainable Management Approach, the department is increasing revenue to recover<br />
more <strong>of</strong> its costs. This includes an increase in support from the Regional Parks Foundation, increases in fees for annual<br />
memberships and camping, increased rental fees at the Veterans buildings, and services at Spud Point Marina.<br />
o Planning Division Efficiencies: The department will restructure its planning activities to recover more staff costs from<br />
planning and development grants. It will also contract with the Permit and Resources Management Department for<br />
environmental services as needed, reducing the need for full-time Park Planning staff.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
188<br />
Development Services
REGIONAL PARKS<br />
Caryl Hart, Director<br />
o Veterans buildings Management Redesign: Another key factor is implementing a redesigned model for operating the<br />
Veterans buildings. As <strong>of</strong> this writing, the department plans to contract with a community organization, non-pr<strong>of</strong>it, or<br />
private company to operate and manage most <strong>of</strong> the buildings. If successful, the buildings will continue to be available for<br />
broad public use, reduce the county’s costs to operate the buildings, and provide funding to support needed repairs and<br />
improvements. Whether the buildings are operated by other parties or the county, all <strong>of</strong> the buildings will remain available<br />
to Veterans organizations for their business meetings at no charge.<br />
Due to the timing <strong>of</strong> the RFP process to identify potential outside management <strong>of</strong> the buildings, the FY 11-12 budget<br />
assumes that the department will continue to operate the buildings. Regardless <strong>of</strong> the outcome <strong>of</strong> the RFP process, the<br />
department is working with General Services on the potential transfer <strong>of</strong> lead responsibility for the buildings to them, in<br />
order to take advantage <strong>of</strong> their expertise in facilities management and avoid redundancies.<br />
Services Eliminated or Reduced<br />
• The lower staffing levels initiated in FY 10-11 and continuing in FY 11-12 will limit Park Operations staff’s availability in the field,<br />
and will inhibit responses to requests from the public for assistance. Cleaning, landscaping, trash removal, and other maintenance<br />
needs in parks will not be performed with optimum frequency.<br />
• Due to event services staffing reductions the smaller, less frequently used Veteran’s buildings (Guerneville, Sebastopol, <strong>Sonoma</strong>,<br />
Cotati, and Cloverdale) will be largely closed to public use. When event staff is not available, groups may be redirected from the lessused<br />
buildings to Santa Rosa or Petaluma where staffing will remain largely unchanged. The department is implementing a unified<br />
rental fee structure at the buildings. Non-pr<strong>of</strong>it groups that had previously paid a greatly reduced rate will be most impacted by the fee<br />
increase.<br />
• There will be continued deferred maintenance in parks, with funding at about half <strong>of</strong> the level recommended in the Management<br />
Review. There will also be some deferred maintenance and deterioration in county grounds.<br />
Strategic Plan Focus<br />
The FY 11-12 budget aligns to the Strategic Plan by preserving services in the key focus areas:<br />
• Safe, Healthy and Caring Communities: The budget supports this Focus Area by maintaining low-cost access to parks and creating<br />
the new Recreation, Health, and Education Programs Division; both <strong>of</strong> these efforts promote health through use <strong>of</strong> county parks and<br />
new programs, and will be coordinated in partnership with the Health Department and the <strong>County</strong>'s Upstream Investments Initiative.<br />
• Economic and Environmental Stewardship: Promoting environmental stewardship through the creation and operation <strong>of</strong> parks and<br />
related education programs is an essential part <strong>of</strong> the department's mission. In addition, well-maintained parks support the county's<br />
tourism industry; one-third <strong>of</strong> park members are from outside <strong>of</strong> the county. By <strong>of</strong>fering additional programs and partnering with the<br />
Tourism Bureau and local businesses, the department is supporting economic stewardship.<br />
• Invest in the Future: The Sustainable Management Approach is fundamentally about managing with a long-term perspective. It is<br />
supported in this budget with the two new divisions, particularly the Business Strategy and Development units. This division will<br />
focus much <strong>of</strong> its time on long-term, future-oriented activities such as developing new partnerships and funding plans to address<br />
deferred maintenance in parks, and a new business model for managing the Veterans buildings. The <strong>County</strong> has been leasing Mason’s<br />
Marina to a third party for 50 years; this lease will expire in March, <strong>2012</strong> and the <strong>County</strong> will retain control. Partnering with General<br />
Services, the department is exploring opportunities for funding development <strong>of</strong> a mixed use marina to create new revenue streams as<br />
well as a much-needed boatyard operation. In addition, the Recreation, Health, and Education Programs Division will increase<br />
outreach to emerging populations, including Latino youth.<br />
• Civic Services and Engagement: The department is taking numerous steps to promote greater public support in FY 11-12 with the<br />
new Park Membership program, closer working relationships with the Regional Parks Foundation, non-pr<strong>of</strong>its, and the business<br />
community, and the increase in programs accessible to those who have not <strong>of</strong>ten experienced county parks.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
189<br />
Development Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Increase appropriations for one-time costs associated with the<br />
anticipated transition <strong>of</strong> the Veterans Buildings to outside managers.<br />
Costs include <strong>County</strong> Counsel hours for simultaneous negotiations on<br />
multiple leases and an increase to position allocations <strong>of</strong> .16 FTE<br />
Admin Services Officer I to review and evaluate proposals, negotiate<br />
agreements, and facilitate the transition.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
190<br />
Gross<br />
Expenditures<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
Revenue and<br />
Reimbursements Net Cost<br />
60,000 0 60,000<br />
Development Services
10<br />
32<br />
31<br />
302928<br />
1. Alder Park<br />
2. Bird Walk Coastal Access<br />
3. Cloverdale River Park<br />
4. Colgan Creek Trail<br />
5. Crane Creek Regional Park<br />
6. Doran Beach Regional Park<br />
7. Ernie Smith Community Park<br />
8. Foothill Regional Park<br />
9. Forestville River Access/Mom’s Beach<br />
10. Gualala Point Regional Park<br />
11. Guerneville River Park<br />
12. Healdsburg Veteran’s Memorial Beach<br />
13. Helen Putnam Regional Park<br />
14. Hood Mountain Regional Park<br />
15. Hudeman Slough Boat Launch<br />
16. Hunter Creek Trail<br />
17. Kenwood Plaza Park<br />
18. Larson Park<br />
19. Maddux Ranch Park<br />
20. Maxwell Farms Regional Park<br />
21. Moran Goodman Park<br />
22. North <strong>Sonoma</strong> Mountain<br />
23. Pinnacle Gulch/Short Tail Gulch Trails<br />
24. Porto Bodega Sport Fishing Center<br />
25. Ragle Ranch Regional Park<br />
26. Riverfront Regional Park<br />
27. Santa Rosa Creek Trail<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
40<br />
35<br />
24<br />
38<br />
47<br />
6 2 23<br />
11 41 9<br />
39<br />
46<br />
48<br />
28. Sea Ranch Access Trail Black Point<br />
29. Sea Ranch Access Trail Pebble Beach<br />
30. Sea Ranch Access Trail Shell Beach<br />
31. Sea Ranch Access Trail Stengel Beach<br />
32. Sea Ranch Access Trail Walk On Beach<br />
33. Shaw Park<br />
34. Shiloh Ranch Regional Park<br />
35. Soda Springs Reserve<br />
36. <strong>Sonoma</strong> Valley Regional Park<br />
37. Spring Lake Regional Park<br />
38. Spud Point Marina<br />
39. Steelhead Beach Regional Park<br />
40. Stillwater Cove Regional Park<br />
41. Sunset Beach River Access<br />
42. Taylor Mountain Regional Park<br />
43. Tolay Lake Regional Park<br />
44. Tom Schopflin Fields<br />
45. Watson School<br />
46. West <strong>County</strong>/Joe Rodota Trail<br />
47. Westside Regional Park<br />
48. Wohler Bridge Fishing Access<br />
49. Arnold Field<br />
3<br />
191<br />
45<br />
25<br />
26<br />
12<br />
27<br />
8<br />
46<br />
4<br />
34<br />
19<br />
44<br />
13<br />
16<br />
42<br />
37<br />
5<br />
1<br />
17<br />
22<br />
36<br />
21<br />
33<br />
18<br />
14<br />
7<br />
43<br />
20<br />
49<br />
15<br />
April <strong>2011</strong><br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
192<br />
Development Services
OTHER COUNTY SERVICES<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
SC Ag Pres & Open Space District 28,108,143 28,588,114 (479,971)<br />
Agricultural Commissioner 5,197,685 3,926,581 1,271,104<br />
U.C. Cooperative Extension 789,133 153,227 635,906<br />
Library 16,888,758 15,118,476 1,770,282<br />
Fairgrounds 9,495,600 9,495,700 (100)<br />
Advertising 3,861,027 0 3,861,027<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
193<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
194<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT<br />
William J. Keene, General Manager<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open<br />
Space District (District) is to permanently preserve the diverse landscapes<br />
<strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> for future generations, including working farms and<br />
ranches, greenbelts and community separators between and around urban<br />
areas, natural areas and wildlife habitat, and land for public access and<br />
passive recreation.<br />
DEPARTMENTAL DESCRIPTION<br />
The Agricultural Preservation and Open Space District (District) partners with willing landowners, public agencies, and non-pr<strong>of</strong>it<br />
organizations to permanently protect land from development, through agreements with landowners (conservation easements) and<br />
outright purchase <strong>of</strong> land. District acquisitions are guided by a long-range acquisition plan, “Connecting Communities and the Land,”<br />
which reflects community desires and values and directs preservation to the highest priority farmlands, greenbelts, natural areas, and<br />
recreational lands. In addition, the District implements the Agricultural Resources and Open Space and Resource Conservation Elements<br />
<strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> General Plan.<br />
In November 1990, <strong>Sonoma</strong> <strong>County</strong> voters approved Measures A and C to create a unique land protection agency, the Agricultural<br />
Preservation and Open Space District (District) and funded it with a quarter-cent sales tax to <strong>2011</strong>. Since its inception, the District has<br />
protected over 85,000 acres. It has received a national award from the National Association <strong>of</strong> Counties and the Trust for Public Land,<br />
ranking it as one <strong>of</strong> the top open space and farm land conservation programs in the nation. In November 2006, voters overwhelmingly<br />
approved Measure F to take effect in <strong>2011</strong>, extending the quarter-cent sales tax through 2031.<br />
Primary financing for the District comes from this voter-approved sales tax, which currently generates approximately $16 million<br />
annually. Over the past 19 years, the District has secured over $67 million <strong>of</strong> matching funds from other sources, including state, federal,<br />
and private grants. Historically, the Open Space Authority levied the sales tax and ensured that the District’s open space purchases were<br />
consistent with the voter-approved expenditure plan. The Authority contracted with the District to acquire open space (planning,<br />
appraisal, negotiation, and stewardship). Both the Authority and District have annually adjusted appropriation limits. Pursuant to<br />
Measure F, effective April 1, <strong>2011</strong> the Authority reorganized as the <strong>Sonoma</strong> <strong>County</strong> Open Space <strong>Fiscal</strong> Oversight Commission to<br />
provide fiscal oversight <strong>of</strong> the District’s operations. The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors began levying the sales tax and entered<br />
into a contract with the District for funding the administration <strong>of</strong> Measure F.<br />
The District’s budget currently consists <strong>of</strong> four distinct funds. The first provides for the acquisition and preservation <strong>of</strong> agricultural and<br />
open space lands. The second fund provides for the activities <strong>of</strong> the Open Space <strong>Fiscal</strong> Oversight Commission. The third is a<br />
stewardship reserve fund for land management needs beyond Measure F (2031). The District’s fourth fund is an educational reserve for<br />
Cooley Ranch.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Interest Earnings/Fund<br />
Balance<br />
Sales Tax<br />
195<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $35,643,324<br />
Total Revenues $16,000,000<br />
Total Net Cost $19,643,324<br />
Total Staff 26.52<br />
% Funded by Local Discretionary Funds 0%<br />
Funding Uses<br />
Land Acquisition/ Conservation<br />
Planning<br />
Stewardship/Land Management<br />
Public Information/ Education<br />
Debt Service<br />
Other <strong>County</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Protected 4,300 acres <strong>of</strong> land bringing the District’s<br />
total acres protected to more than 85,000 acres. The<br />
protection <strong>of</strong> these lands ensures the viability <strong>of</strong> an<br />
organic dairy, the on-going management <strong>of</strong> a<br />
sustainable working forest, and the connection <strong>of</strong><br />
critical wild areas and water quality for a variety <strong>of</strong><br />
plants and animals including threatened and endangered<br />
species.<br />
• Funded approximately $2.5 million through the<br />
District’s Matching Grant Program for the Bayer Farm,<br />
Colgan Creek, Giorgi Park, Meadowlark Field,<br />
Roseland Creek Park and Preserve, and <strong>Sonoma</strong> Garden<br />
Park projects to create recreational and community<br />
garden opportunities in underserved communities,<br />
expand existing community parks, and restore and<br />
enhance riparian and wetland systems.<br />
• Participated in numerous efforts in support <strong>of</strong><br />
agricultural viability in <strong>Sonoma</strong> <strong>County</strong>—including the<br />
State <strong>of</strong> California’s California Ag. Vision 2030, the<br />
<strong>Sonoma</strong> <strong>County</strong> Food Systems Alliance and<br />
coordination <strong>of</strong> the Farm-to-Institution subcommittee;<br />
assisted the Board <strong>of</strong> Supervisors and <strong>County</strong> partners<br />
with the <strong>County</strong> Lands Project; initiated an Agricultural<br />
Technical Advisory Group in partnership with <strong>Sonoma</strong><br />
<strong>County</strong> Farm Bureau.<br />
• Initiated approximately $5 million in capital<br />
improvements, including public access projects on<br />
North Slope <strong>Sonoma</strong> Mountain Ridge Trail/Jacobs<br />
Ranch, Laguna de Santa Rosa Trails, and the<br />
Healdsburg Ridge Open Space Preserve.<br />
• Performed stewardship activities, including monitoring<br />
50 easement-protected properties totaling more than<br />
15,000 acres, completed site assessments and baseline<br />
reports, and processed use requests and amendments for<br />
additional District-protected properties.<br />
• Worked with local agencies and non-governmental<br />
organization partners to expand initiatives for climate<br />
change, sustainable water, and healthy communities.<br />
• Developed a quarterly update on District projects and<br />
programs. Expanded the District’s environmental<br />
education program with an emphasis on agricultural<br />
education to more than 20 schools and 40 classes in<br />
both English and Spanish.<br />
• Through legislative efforts, partnered to secure passage<br />
<strong>of</strong> AB 1962 to authorize a regional park district,<br />
regional park and open-space district, or regional openspace<br />
district to accept an irrevocable <strong>of</strong>fer <strong>of</strong><br />
dedication <strong>of</strong> an interest in real property.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
AGRICULTURAL PRESERVATION & OPEN SPACE<br />
William J. Keene, General Manager<br />
196<br />
FY 11-12 OBJECTIVES<br />
• Implement approximately $1 million in resource<br />
management, habitat restoration, and public access<br />
projects at selected District-owned properties, including<br />
Taylor Mountain, Montini Open Space Preserve,<br />
Healdsburg Ridge, and North Slope <strong>Sonoma</strong> Mountain.<br />
• Complete an inventory <strong>of</strong> the nearly 7,500 acres <strong>of</strong><br />
District-owned properties, to evaluate opportunities for<br />
protection and enhancement <strong>of</strong> identified conservation<br />
values, to identify and implement effective interim land<br />
management practices, and to develop an appropriate<br />
long-term disposition strategy.<br />
• Continue to collaborate on land management and public<br />
access projects, leveraging resources to attract outside<br />
funding towards the accomplishment <strong>of</strong> joint objectives.<br />
• In collaboration with county and regional partners,<br />
participate in projects and programs that address<br />
watershed protection and water supply reliability, and<br />
climate change through planning and stewardship<br />
activities, including stream enhancement and<br />
restoration.<br />
• Participate in projects and programs that address<br />
agricultural sustainability and local food production<br />
including the Food Systems Alliance, the <strong>County</strong> Lands<br />
Project, the feasibility study for a multi-county<br />
aggregation facility, identification <strong>of</strong> an agricultural<br />
education and demonstration project.<br />
• Enhance the effectiveness <strong>of</strong> the Matching Grant<br />
Program through the revision <strong>of</strong> the guidelines,<br />
selection criteria, program administration and standard<br />
agreements. Host a <strong>2011</strong> workshop and make<br />
recommendations for the funding <strong>of</strong> up to $3.5 million<br />
for projects through the Matching Grant Program.<br />
Other <strong>County</strong> Services
RECOMMENDED BUDGET<br />
AGRICULTURAL PRESERVATION & OPEN SPACE<br />
William J. Keene, General Manager<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 26.35 26.52 0.17 0.6<br />
In FY 11-12, annual debt service <strong>of</strong> $7.5 million on a $98 million 2007 Measure F Sales Tax Revenue Bond will begin. The bond<br />
yielded the conservation <strong>of</strong> 9,868 acres.<br />
Core Services Maintained<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
SCAPOSD<br />
Beginning Cash Balance* 58,454,871 41,204,022 (29.5)<br />
Expenditures<br />
SCAPOSD<br />
Operating 7,376,200 7,189,374 (2.5)<br />
Capital Improvements 5,331,145 3,141,770 (41.1)<br />
Land Purchases 19,768,504 17,200,000 (13.0)<br />
Stewardship Reserve 500,000 500,000 0<br />
Funding <strong>Fiscal</strong> Oversight Commission 0 57,000 -<br />
Cooley Education Program 0 20,000 -<br />
Clover Springs Endowment 275,000 0 (100.0)<br />
Debt Service 0 7,535,180 -<br />
Total Expenditures 33,250,849 35,643,324 7.2<br />
Revenues and Reimbursements<br />
Sales Tax and Interest Earned Received<br />
by the <strong>County</strong> and Transferred to the<br />
District 16,000,000 16,000,000 0<br />
Net Cost/Use <strong>of</strong> Fund Balance 16,701,470 19,643,324<br />
Ending Cash Balance 41,204,022 21,560,698 (47.7)<br />
*Funds held in the <strong>County</strong>'s special tax account and the District's operating accounts.<br />
• The FY 11-12 budget <strong>of</strong> $28.1 million proposes $1.5 million for planning and capital improvements on several District-held<br />
properties, $4.3 million for projects through Matching Grant Program, $14.6 million in land acquisitions, and $500,000 contribution<br />
to the Stewardship Reserve Fund for land management beyond 2031.<br />
• Continue stewardship <strong>of</strong> the more than 77,000 acres <strong>of</strong> land protected by District-held conservation and open space easements.<br />
• Using strategic conservation planning, prioritize and pursue land and easement acquisitions based on important resource values,<br />
partnerships, and available funding.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
197<br />
Other <strong>County</strong> Services
Services Eliminated or Reduced<br />
AGRICULTURAL PRESERVATION & OPEN SPACE<br />
William J. Keene, General Manager<br />
• The FY 11-12 recommended Operating <strong>Budget</strong> represents a 2.5% reduction from FY 10-11, which limits conservation planning and<br />
acquisition activities, and the ability to effectively manage and steward protected lands.<br />
Strategic Plan Focus<br />
• Safe, Healthy & Caring Communities. Support <strong>of</strong> Health Action’s 2020 Vision and corresponding Priorities for Action through<br />
agricultural initiatives, public access projects, Matching Grant Program, and outings and education programs; provide educational and<br />
recreational opportunities for <strong>Sonoma</strong> <strong>County</strong> youth and families.<br />
• Economic & Environmental Stewardship. Conservation efforts such as agricultural land preservation support the economic<br />
viability <strong>of</strong> the county; land protection and stewardship activities benefit the natural environment (e.g. source watershed protection,<br />
climate change initiatives, restoration).<br />
• Invest in the Future. The mission <strong>of</strong> the District is to preserve open space and agricultural land for future generations <strong>of</strong> <strong>Sonoma</strong><br />
<strong>County</strong> residents.<br />
• Civic Service & Engagement. The District will continue to leverage its resources to attract outside funding. Periodic public<br />
workshops are held to update the Board and the residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> on the activities <strong>of</strong> the District, and to engage the public<br />
in future acquisition and stewardship planning. The Authority has reorganized as the <strong>Sonoma</strong> <strong>County</strong> Open Space <strong>Fiscal</strong> Oversight<br />
Commission to provide independent fiscal oversight <strong>of</strong> the District’s operations.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
LONG TERM FINANCIAL PLAN<br />
SCAPOSD Fund FY 11/12 - 15/16 FY 16/17 - 20/21 FY 21/22 - 25/26 FY 26/27 - 30/31<br />
Beginning Cash Balance 57,653,602 6,156,641 235,781 298,248<br />
Revenues<br />
Sales tax & interest earned 83,161,375 87,321,947 93,788,103 100,952,185<br />
Expenditures<br />
Operating 37,547,665 38,212,183 38,889,211 37,521,036<br />
Stewardship 12,791,770 6,000,000 7,500,000 8,000,000<br />
Land Purchases 46,756,946 11,500,000 9,800,000 18,100,000<br />
Debt Service 37,561,955 37,530,625 37,536,425 37,532,625<br />
Total Expenditures 134,658,336 93,242,808 93,725,636 101,153,661<br />
Ending Cash Balance 6,156,641 235,781 298,248 96,772<br />
Stewardship Reserve Fund 11,655,808 16,371,569 23,082,287 32,419,107<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
198<br />
Other <strong>County</strong> Services
LAND INTERESTS OF THE<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space District<br />
Sea Ranch<br />
(<br />
Legend<br />
SOUTH FORK GUALALA RIVER<br />
Stewarts Point<br />
(<br />
District Holdings<br />
Annapolis<br />
(<br />
PACIFIC<br />
Acquisition Plan Designation<br />
Farms and Ranches<br />
Greenbelts and Scenic Hillsides<br />
Water, Wildlife, and Natural Areas<br />
Recreation and Education<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
MENDOCINO<br />
WHEATFIELD FORK GUALALA RIVER<br />
Walsh Landing<br />
(<br />
Fort Ross<br />
(<br />
OCE AN<br />
Las Lomas<br />
(<br />
AUSTIN CREEK<br />
Cazadero<br />
(<br />
AUSTIN CREEK EAST<br />
Other Lands<br />
Public or Protected Land<br />
Incorporated City<br />
Preston<br />
(<br />
CLOVERDALE<br />
Asti<br />
(<br />
Geyserville<br />
(<br />
Jimtown<br />
Lytton<br />
(<br />
(<br />
HEALDSBURG<br />
El Bonita<br />
( Korbel Hacienda<br />
Guerneville(<br />
(<br />
(<br />
( Rio Dell<br />
Guernewood Park(<br />
Hollydale ( (<br />
(<br />
Jenner<br />
(<br />
(<br />
Sheridan<br />
( (<br />
Monte Rio<br />
( Duncans Mills<br />
Forestville<br />
(<br />
Sousa Corner<br />
( Graton<br />
Camp Meeker<br />
(<br />
Occidental<br />
(<br />
(<br />
RUSSIAN RIVER<br />
SULPHUR CREEK<br />
DRY C RE EK<br />
Fulton<br />
(<br />
Kellogg<br />
(<br />
Mark West Springs<br />
(<br />
0 5<br />
Map Date: 3/11/10<br />
Miles ´<br />
Oakmont<br />
(<br />
Kenwood<br />
(<br />
Carmet<br />
(<br />
Salmon Creek<br />
( Bodega<br />
(<br />
Bodega Bay<br />
(<br />
Freestone<br />
(<br />
Cunningham<br />
( Cadwell<br />
(<br />
( Hessel<br />
Knowles Corner ( ROHNERT PARK<br />
Glen Ellen<br />
(<br />
SALMON CREEK<br />
199<br />
(<br />
Valley Ford<br />
BIG SULPHUR CREEK<br />
LITT LE SULPHUR CREEK<br />
WINDSOR<br />
MARK WEST CREEK<br />
SEBASTOPOL<br />
ESTERO AMERICANO<br />
(<br />
Bloomfield<br />
Two Rock<br />
(<br />
MARIN<br />
LAKE<br />
SANTA ROSA<br />
COTATI<br />
SANTA ROSA CR EEK<br />
Penngrove<br />
(<br />
PETALUMA RIVER<br />
MANTANZAS CREEK<br />
PETALUMA<br />
SAN ANTO NIO CREEK<br />
(<br />
Agua Caliente (<br />
El Verano<br />
(<br />
Lakeville<br />
(<br />
SONOMA CREEK<br />
SONOMA<br />
NAPA<br />
( Vineburg<br />
Schellville<br />
Big ( Bend<br />
(<br />
Sears Point<br />
(<br />
S:/GISProjects/Miscellaneous/<strong>County</strong>wide/PDFs/countywide_for_CAO.pdf<br />
Sources: <strong>Sonoma</strong> <strong>County</strong> GIS Group,<br />
USGS, <strong>Sonoma</strong> Land Trust, SCAPOSD<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
200<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
The Agricultural Commissioner’s Office is dedicated to delivering services<br />
that effectively promote and protect agriculture, the economy, community,<br />
environment, and health and safety <strong>of</strong> our citizens through education and<br />
the enforcement <strong>of</strong> laws and regulations, resulting sustainable agriculture<br />
and equity in the marketplace.<br />
DEPARTMENTAL DESCRIPTION<br />
AGRICULTURAL COMMISSIONER<br />
Agricultural Commissioner/Sealer<br />
% Funded by Local Discretionary Funds 25%<br />
The Agricultural Commissioner is mandated to promote and protect<br />
agriculture, the environment, and public welfare through enforcement <strong>of</strong><br />
local, state, and federal laws and regulations. The department is organized into four distinct divisions: Agricultural Commission, Sealer<br />
<strong>of</strong> Weights and Measures, Animal Care and Control, and Fish and Wildlife Commission. The Agricultural Commissioner also<br />
participates on the <strong>County</strong> Planning Review Advisory and Environmental Review Committees.<br />
The basic functions <strong>of</strong> the Agricultural Commission Division are regulatory. The division is charged with: environmental protection<br />
through pesticide regulation and agriculture hazardous materials programs; protecting agriculture worker health and safety; pest<br />
prevention, exclusion, detection, and eradication; consumer protection through inspection <strong>of</strong> agricultural commodities; compilation <strong>of</strong> an<br />
annual crop report; and informing other county agencies and the general public on a variety <strong>of</strong> pest issues.<br />
The Weights and Measures Division enforces local, state, and federal standards for a wide range <strong>of</strong> devices and business practices.<br />
Commercially used weighing and measuring devices are tested for their integrity to charge the correct price. Quantities <strong>of</strong> packaged<br />
products are routinely verified against their label statement. Fuels and other petroleum products are tested for quality and octane<br />
specifications. Sales <strong>of</strong> bulk commodities are monitored for proper documentation. The division also administers the Weights and<br />
Measures Transaction Verification Fund, which is used to further price verification program activities.<br />
The Fish and Wildlife Commission is an advisory body to the Board <strong>of</strong> Supervisors and is responsible for making recommendations and<br />
funding grants relative to the conservation and enhancement <strong>of</strong> fish and wildlife and their habitat in <strong>Sonoma</strong> <strong>County</strong>. The Commission<br />
also administers the Abalone Fund, which primarily serves to fund grants to enhance the abalone population on the North Coast. The<br />
Agricultural Commissioner provides staff support to the Commission.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund<br />
State/Federal Funds<br />
Licenses/Fines/Charges<br />
for Services<br />
Operating Transfers<br />
Special Funds<br />
201<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $5,076,119<br />
Total Revenues $3,805,015<br />
Total Net Cost $1,271,104<br />
Total Staff 32.75<br />
Funding Uses<br />
Agricultural Programs<br />
Weights & Measures<br />
Programs<br />
Special Fund Expenditures<br />
Other <strong>County</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Implemented state and federal quarantine restrictions to<br />
combat the spread <strong>of</strong> the newly introduced and<br />
extremely destructive pest, the European Grapevine<br />
Moth (EGVM). Staff placed approximately 7,000 traps<br />
for early detection, issued nearly 900 quarantine<br />
compliance agreements, and provided outreach through<br />
meetings, mailings and web updates.<br />
• Implemented the Frost Protection Ordinance, which<br />
requires vineyard and orchard frost water protection<br />
users in the Russian River Watershed to register with<br />
the Agricultural Commissioner’s Office. This annual<br />
registration will collect survey information on the nature<br />
<strong>of</strong> each frost system infrastructure and water diversions,<br />
the first phase <strong>of</strong> addressing the potential conflict <strong>of</strong><br />
frost water use with salmonids.<br />
• Implemented an organic inspection program for all new<br />
uncertified organic operations aimed at determining<br />
compliance with the national and state organic rules.<br />
• Expanded the Automated Point <strong>of</strong> Sale Scanner<br />
ordinance to enforce pricing compliance at local<br />
retailers. Staff inspected over 584 local businesses in<br />
order to identify and correct pricing irregularities.<br />
• Responded to over 108 local consumer complaints<br />
ranging from utility sub-metering issues at local mobile<br />
home parks, to under-delivery <strong>of</strong> bulk commodities<br />
purchased by local county residents.<br />
• Worked with Consumer District Attorneys in <strong>Sonoma</strong><br />
<strong>County</strong> and neighboring counties to pursue civil<br />
remedies in 6 consumer cases.<br />
FINANCIAL SUMMARY<br />
AGRICULTURAL COMMISSIONER<br />
Agricultural Commissioner/Sealer<br />
FY 11-12 OBJECTIVES<br />
• Working with state/federal agencies and the grower<br />
community, continue current efforts to control the<br />
European Grapevine Moth (EGVM) and work toward<br />
removal <strong>of</strong> the federally imposed EGVM quarantine to<br />
allow free movement <strong>of</strong> winegrapes without regulation.<br />
• Implement management programs to maximize revenue<br />
and preserve the department’s most critical programs.<br />
• Work with resource protection agencies, the grower<br />
community and environmental groups to implement a<br />
monitoring program under the <strong>County</strong>’s new Frost<br />
Protection Ordinance.<br />
• Implement succession planning efforts to ensure<br />
successful administration <strong>of</strong> the Grading, Drainage, and<br />
Vineyard and Orchard Sited Development Ordinance.<br />
• Continue an effective quantity control inspection program<br />
through statistical sampling procedures and closer<br />
partnerships with <strong>Sonoma</strong> <strong>County</strong>’s Consumer District<br />
Attorney and other counties and state agencies.<br />
• Continue to inspect 10% <strong>of</strong> all electric, gas and water submeters<br />
installations at local mobile home park businesses<br />
with the intended goal <strong>of</strong> inspecting all sub-meters in the<br />
county within their ten year re-inspection cycle. An<br />
additional objective will be to review CPUC compliant<br />
utility billing practices by local mobile home parks.<br />
• Continue to investigate and assist with every consumer<br />
complaint filed with the Weights and Measures Division.<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Agricultural Commissioner - General Fund<br />
Expenditures 8,386,199 5,008,969 (40.3)<br />
Revenues & Reimbursements<br />
5,921,262 3,756,865 (36.6)<br />
Net Cost<br />
2,464,937 1,252,104 (49.2)<br />
Agricultural Commissioner - Special Fund<br />
Expenditures 160,765 67,150 (58.2)<br />
Revenues & Reimbursements<br />
139,250 48,150 (65.4)<br />
Net Cost<br />
21,515 19,000 (11.7)<br />
Total Expenditures 8,546,964 5,076,119 (40.6)<br />
Total Revenues & Reimbursement 6,060,512 3,805,015 (37.2)<br />
Total Net Cost 2,486,452 1,271,104 (48.9)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
202<br />
Other <strong>County</strong> Services
STAFFING SUMMARY<br />
AGRICULTURAL COMMISSIONER<br />
Agricultural Commissioner/Sealer<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 35.00 32.75 (2.25) (6.4)<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators<br />
Agricultural Commissioner<br />
Actual Estimated Recommended<br />
Pesticide Registrant Activites 4,641 2,724 3,220<br />
GWSS Shipment & Trapping Activities Insp. 9,121 8,359 10,311<br />
Pest Exclusion Inspections 13,324 13,814 13,814<br />
Pest Detection Traps 40,330 90,416 90,416<br />
Grading, Drainage, and Vineyard and Orchard Projects 92 49 49<br />
Frost Registrants<br />
Weights & Measures<br />
0 360 360<br />
Device Inspections 10,181 10,100 10,000<br />
Quantity Control Inspections* 3,286 100 100<br />
Price Verification Inspections 25,113 23,336 22,000<br />
*This program was reduced in FY 10-11 to a complaint response basis.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $5.1 million, a $3.5 million decrease from FY 10-11. Recommended<br />
expenditures are supported by $3.8 million in revenues and internal reimbursements for services provided to other departments and<br />
agencies and <strong>County</strong> General Fund support <strong>of</strong> $1.3 million. Revenues and reimbursements decreased about $2.2 million and overall<br />
<strong>County</strong> General Fund net cost decreased as a result by nearly $1.2 million from FY 10-11. This equates to a 49% reduction in <strong>County</strong><br />
General Fund support for continuing programs from the prior year. Significant reductions in total revenues, expenditures and new costs<br />
are primarily as a result <strong>of</strong> the transfer <strong>of</strong> the Animal Control Division to the Health Department.<br />
Core Services Maintained<br />
The reduction <strong>of</strong> general fund support in the Agricultural Commissioner’s Office is significantly <strong>of</strong>fset by revenues from state and<br />
federal sources to combat the spread <strong>of</strong> the European Grapevine Moth (EGVM), a pest that is highly destructive <strong>of</strong> grapes and poses a<br />
critical threat to our agricultural industry. In addition, state and federal funding associated with the detection and prevention <strong>of</strong> a number<br />
<strong>of</strong> other exotic pests has remained relatively strong. Despite these stable revenue sources, the Agricultural Commissioner’s Office will<br />
still experience a significant service impact as a result <strong>of</strong> these reductions.<br />
For FY 11-12 the Agricultural Commissioner’s Office will focus on retaining services which: maximize state/federal revenues; guard<br />
the integrity <strong>of</strong> programs geared toward protecting the health and safety <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents; protect the environment; and<br />
protect consumers by ensuring equity in the marketplace. As a result <strong>of</strong> this approach, the department will continue to provide core<br />
services in the following areas. (It is important to note, however, that aside for EGVM-related work; the department will no longer be<br />
providing services at historic levels in any <strong>of</strong> these core programs.)<br />
• Work related to combat EGVM will remain a priority until <strong>Sonoma</strong> <strong>County</strong> is no longer under quarantine;<br />
• Through implementation <strong>of</strong> efficiencies, time spent doing pesticide use enforcement will be increased to the maximum extent<br />
possible, to ensure the protection <strong>of</strong> citizens and the environment;<br />
• Through cross training <strong>of</strong> staff, to develop a strong and sustainable structure to implement the Grading, Drainage, and Vineyard and<br />
Orchard Sited Development Ordinance (VESCO);<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
203<br />
Other <strong>County</strong> Services
AGRICULTURAL COMMISSIONER<br />
Agricultural Commissioner/Sealer<br />
• Continue to work with resource protection agencies, the grower community and environmental groups to implement the Frost<br />
Protection Ordinance; and<br />
• The Weights and Measures division will continue to have a strong presence in the market place to inspect devices and truth in labeling<br />
activities to protect consumers purchasing products from any commercial retailer.<br />
Services Eliminated or Reduced<br />
Programs reductions will occur as follows:<br />
• Pesticide Use Enforcement: Reduced time in this program equates to fewer regulatory inspections, as well as decreased opportunities<br />
for general surveillance and education. While efforts will be strategically directed to the highest risk areas, the department anticipates<br />
that over time, these reductions may lead to an increase in non-compliance by pesticide applicators. Ultimately, this has the potential<br />
to threaten the environment, field worker safety, and residents. The department will strive to increase time available in this program<br />
through the implementation <strong>of</strong> efficiencies, but due to limited resources, field presence and inspections will be diminished.<br />
• Farm Market Regulation: Reductions in this program will increase the potential violations <strong>of</strong> farm market regulations and rules due to<br />
eliminating routine compliance inspections at farm markets and producer locations. This may make it more likely for vendors at farm<br />
markets to sell products that have not been confirmed as being locally grown.<br />
• Office Hours: The department’s customer service <strong>of</strong>fice hours for public counter and phone inquires will be decreased from 9 hours<br />
per day to 6 hours per day. Specific hours <strong>of</strong> closures will be refined upon a survey <strong>of</strong> our customer traffic. In addition, one rather<br />
than two staff will answer the phone and assist individuals requesting service at the <strong>of</strong>fice counter. This may increase customer wait<br />
times and staff response times.<br />
• Weights and Measures Market Place Presence: Weights and Measures staff will have a decreased presence in the market place.<br />
However, this loss <strong>of</strong> staffing is anticipated to be <strong>of</strong>fset to a significant extent by the implementation <strong>of</strong> work load efficiencies. This<br />
will position the department to continue to protect consumers to the maximum extent possible by ensuring that commercial weighing<br />
and measuring devices are accurate, and that consumers are charged the prices as they are posted at retail locations.<br />
Strategic Plan Focus<br />
The following components <strong>of</strong> the Strategic Plan are reflected in the department’s FY 11-12 budget:<br />
Economic & Environmental Stewardship<br />
o The activities associated with preventing the spread <strong>of</strong> EGVM and preventing the introduction <strong>of</strong> the Glassy-winged Sharpshooter<br />
are critically important to protecting the county’s $8 billion winegrape and related industries.<br />
o Investment <strong>of</strong> staff time in the Grading, Drainage, and Vineyard and Orchard Sited Development Ordinance, and the Frost<br />
Protection Ordinance ensure that the activities associated with agricultural industry are conducted in a manner that protects both<br />
the environment and our local economy.<br />
o A continued and strong presence by Weights and Measures inspectors in the marketplace protects consumers and ensures fair<br />
competition.<br />
Safe, Healthy, & Caring Communities<br />
o Implementing efficiencies in a manner that allows greater staff time to be spent conducting pesticide use enforcement activities to<br />
protect the health and safety <strong>of</strong> residents.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
Department management concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
204<br />
Other <strong>County</strong> Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Increase gas tax revenues and expenditures. Add 1.0 ASO I to the<br />
department's position allocation listing. The cost to add this position is<br />
fully <strong>of</strong>fset by increased revenue estimates, decreased building lease<br />
costs, and salary savings.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
205<br />
AGRICULTURAL COMMISSIONER<br />
Agricultural Commissioner/Sealer<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
121,566 121,566 0<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
206<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
Our mission is to sustain a vital agriculture environment and community in<br />
<strong>Sonoma</strong> <strong>County</strong> by providing University <strong>of</strong> California research-based<br />
information in agriculture, natural resource management, and nutrition and<br />
youth development.<br />
DEPARTMENTAL DESCRIPTION<br />
U. C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $700,006<br />
Total Revenues $64,100<br />
Total Net Cost $635,906<br />
Total Staff 3.75<br />
The University <strong>of</strong> California Cooperative Extension (UCCE) provides % Funded by Local Discretionary Funds 91%<br />
science-based research and educational programming to assist people in<br />
<strong>Sonoma</strong> <strong>County</strong> to solve problems and create opportunities in agriculture,<br />
natural resources, and youth development. Examples <strong>of</strong> high priority topics addressed by University academic staff include restoration <strong>of</strong><br />
degraded salmon habitat, watershed management, identification and prevention <strong>of</strong> pests that effect wine grapes; a gang and obesity<br />
prevention program for teens, and maintaining the high standards and expanding the <strong>Sonoma</strong> <strong>County</strong> 4-H program. Through an<br />
agreement between the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> and the University <strong>of</strong> California, these academic and staff appointments are supported by a<br />
University budget that exceeds $1.3 million dollars in FY 11-12 while the county provides clerical and field assistant support staff, <strong>of</strong>fice<br />
space, and operational support.<br />
The <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> UCCE, brings the research and educational strengths <strong>of</strong> the entire University <strong>of</strong> California (U.C.)<br />
system to address needs <strong>of</strong> the local agricultural industry and disseminate information to the community at large. UCCE is a statewide<br />
program. Mutually beneficial exchange <strong>of</strong> expertise between neighboring counties occurs through a revenue or in-kind service<br />
reciprocity. Services provided by the U.C. staff include education and research assistance in horticulture, marine science, viticulture,<br />
watershed management, and livestock industries. In addition, U.C. and county support staff, along with trained volunteers, provide<br />
information to the community on integrated pest management, home composting, and gardening. Due to changing demographics and a<br />
more urban population, U.C. staff and volunteers are now providing programs in schools on agriculture and science literacy. The<br />
department is a resource on home composting, sudden oak death, wastewater utilization, and pesticide use reduction. The 4-H program<br />
within UCCE serves 1,200 youth with the help <strong>of</strong> 450 adult volunteers in 29 clubs with 64 projects, such as public speaking, welding,<br />
lapidary, and rabbits and other farm animals. The Master Gardener Volunteer Program provides 250 trained master gardeners to conduct<br />
public presentations and answer an increasing number <strong>of</strong> public service calls for gardening tips and information on alternatives to<br />
pesticides, pesticide use reduction in lawns and gardens, home composting, irrigation systems and Sudden Oak Death.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
General Fund<br />
Sudden Oak Death Grant<br />
Compost Grant<br />
Donations &<br />
Reimbursements<br />
207<br />
Funding Uses<br />
4-H Youth Development<br />
Master Gardeners<br />
Watershed Management<br />
Livestock & Range Mngmnt.<br />
Sea Grant<br />
Viticulture<br />
Integrated Pest Mngmnt.<br />
Speciality Crops<br />
Sudden Oak Death<br />
Other <strong>County</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Continued to implement a comprehensive monitoring<br />
program documenting the success <strong>of</strong> efforts to recover<br />
endangered Coho salmon populations in Russian River<br />
tributaries in collaboration with the local landowners, the<br />
Department <strong>of</strong> Fish, NOAA Fisheries, the Army Corp <strong>of</strong><br />
Engineers and Game and the <strong>Sonoma</strong> <strong>County</strong> Water<br />
Agency.<br />
• Continued researching ways to control and monitor for the<br />
European Grapevine Moth, Light Brown Apple Moth, and<br />
Vine and Grape Mealy bugs.<br />
• Taught local farmers about cultural practices, pest<br />
management, organic growing techniques and marketing<br />
for locally grown specialty crops and promoted local<br />
<strong>Sonoma</strong> <strong>County</strong> agricultural commodities that provide our<br />
citizens with increased access to local food.<br />
• Convened the Food Forum to discuss the <strong>Sonoma</strong> <strong>County</strong><br />
food system, identify strategic opportunities and needs to<br />
enhance the <strong>County</strong>’s agriculture and food economy.<br />
• Developed a Local Food System network that expands the<br />
<strong>Sonoma</strong> <strong>County</strong> Meat Buying Club into <strong>Sonoma</strong> <strong>County</strong><br />
Bounty, a local web site that provides information to<br />
producers and consumers on increasing the local food<br />
access and agricultural viability in <strong>Sonoma</strong> <strong>County</strong>.<br />
• Conducted targeted grazing research to reduce fossil fuel in<br />
inputs and increase carbon sequestration on local<br />
rangelands.<br />
• Developed a protocol for organic livestock and dairy<br />
producers for pasture management to address the new<br />
National Organic pasture rules.<br />
• Expanded the 4-H program to include new clubs in Mark<br />
West and Cotati to help youths develop responsibility,<br />
resolve conflicts, master skills and make choices that will<br />
positively impact their future. Started a new after-school<br />
program for teens by adding a 4-H Bloco program in the<br />
Roseland area <strong>of</strong> Santa Rosa to help reduce gang<br />
participation and provide an exercise venue.<br />
• Reduced urban water use by 30% through Master Gardener<br />
educational programs. Taught 20,000 people back yard<br />
composting and urban pesticide use reduction with Master<br />
Gardener volunteers that reduced landfill inputs by 2,000<br />
tons and changed attitudes <strong>of</strong> 66% <strong>of</strong> participants toward<br />
the use <strong>of</strong> pesticides in the home garden.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
208<br />
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
FY 11-12 OBJECTIVES<br />
• Increase awareness <strong>of</strong> University <strong>of</strong> California Cooperative<br />
Extension programs through the web site: and educational<br />
meetings.<br />
• Develop Ecosystem Service Payments for local natural<br />
resources that address air and water quality, carbon<br />
sequestration, biodiversity, fire suppression, and habitat<br />
improvements.<br />
• Provide leadership for the Regional Food Hub project,<br />
increasing marketing opportunities for growers and<br />
livestock and dairy producers to increase food access for<br />
<strong>Sonoma</strong> <strong>County</strong> residents.<br />
• Coordinate the “<strong>County</strong> Lands Food Program,” working<br />
with key county partners, to develop food production<br />
programs that provide locally grown food on <strong>County</strong><br />
owned land.<br />
• Increase opportunities to link food producers and local<br />
school districts, through the Harvest <strong>of</strong> the Month<br />
Program, working with the <strong>Sonoma</strong> <strong>County</strong> Health<br />
Department and local nonpr<strong>of</strong>it agencies.<br />
• Expand 4H programs to develop a variety <strong>of</strong> projects that<br />
address healthy living, science, engineering and<br />
technology and citizenship; explore funding for expansion<br />
<strong>of</strong> <strong>County</strong>wide Fashion Revue event; recruit and train 100<br />
new adult volunteers; enlist volunteers to develop a new<br />
countywide event (“Grandparents Day”); increase<br />
promotional materials written in both Spanish and English;<br />
expand Food Safety education with in-person training and<br />
materials on the web site; engage the media in reporting<br />
and promoting 4-H Club community service projects.<br />
• Develop a partnership <strong>of</strong> Master Gardener Food Gardening<br />
Specialists and iGrow to teach families how to grow their<br />
own food in backyard gardens.<br />
• Conduct research on the perpetuation and spread <strong>of</strong> SOD<br />
through tan oak root sprouts.<br />
• Conduct extensive outreach for the control <strong>of</strong> European<br />
Grapevine Moth, including development <strong>of</strong> brochures,<br />
bilingual posters and narrated power point presentations<br />
and trade journal articles.<br />
• Develop major themes recommended at the <strong>2011</strong> Food<br />
Forum including, strengthening community education<br />
about food and food systems, supporting and educating<br />
new farmers, streamlining regulatory processes, and<br />
increasing agritourism opportunities.<br />
• Monitor temperatures at key vineyard sites within the<br />
Russian River watershed to determine inversion strength<br />
and assess the possibility <strong>of</strong> the use <strong>of</strong> wind machines for<br />
frost protection.<br />
Other <strong>County</strong> Services
FINANCIAL SUMMARY<br />
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
FY 10-11 FY 11-12 %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
U.C. Cooperative Extension<br />
Expenditures 938,284 700,006 (25.4)<br />
Revenues & Reimbursements<br />
91,378 64,100 (29.9)<br />
Net Cost<br />
846,906 635,906 (24.9)<br />
Total Expenditures 938,284 700,006 (25.4)<br />
Total Revenues & Reimbursement 91,378 64,100 (29.9)<br />
Total Net Cost 846,906 635,906 (24.9)<br />
STAFFING SUMMARY<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 6.04 3.75 (2.29) (37.9)<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Newsletter Circulation 73,000 12,000 15,600<br />
Number <strong>of</strong> Volunteers 1,100 800 700<br />
Number <strong>of</strong> Publilc Contacts 82,000 85,000 100,000<br />
Research Projects 13 20 20<br />
Educational Meetings 475 1,250 1,500<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $700,000 a $238,000 decrease from FY 10-11. Recommended expenditures<br />
are supported by $64,000 in revenues and internal reimbursements for services provided to other departments and agencies and <strong>County</strong><br />
General Fund support <strong>of</strong> $636,000. Revenues and reimbursements decreased about $27,000 and overall <strong>County</strong> General Fund net cost<br />
decreased as a result by $211,000 from FY 10-11. This equates to a 25% reduction in <strong>County</strong> General Fund support for continuing<br />
programs from the prior year. Reductions in total expenditures were made primarily in Salaries and Benefits. The significant decreases<br />
in revenues and reimbursements were from donations and contributions from the computer replacement fund.<br />
Core Services Maintained<br />
The UCCE <strong>of</strong>fice will continue to provide core services and programs, through educational outreach and research, to address the critical<br />
agricultural and natural resource needs for the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>. Core services include education and research support in horticulture,<br />
marine science, viticulture, livestock management, and watershed management, providing information in integrated pest management,<br />
home composting, and gardening. UCCE will continue to support 4-H and Master Gardener programs.<br />
Services Eliminated or Reduced<br />
The reduction <strong>of</strong> general fund support by $196,000 impacts UCCE’s ability to provide support services and programs for both county<br />
residents and staff.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
209<br />
Other <strong>County</strong> Services
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
o The reduction <strong>of</strong> a 0.5 Senior Office Assistant position supporting the 4-H programs will result in significant delays in new<br />
emerging programs such as Science, Engineering and Technology, after school programs and overnight camps, as well as, slow<br />
information and operational assistance provided to program leaders and members.<br />
o The reduction <strong>of</strong> a 0.5 Department Analyst position will impact the internal administrative support for budget, payroll and human<br />
resource functions. UCCE is evaluating options to perform these functions by contracting with other departments.<br />
o The reduction <strong>of</strong> 1.0 Senior Office Assistant position will significantly impact UCCE’s customer service functions and the ability<br />
to respond to public inquiries. Volunteers will be tasked with answering phones and providing counter service to walk in<br />
customers. This could result in delayed response times to public inquires. This could also result in reduce customer service <strong>of</strong>fice<br />
hours.<br />
Strategic Plan Focus<br />
UCCE will provide core services focusing on three areas contained in the <strong>County</strong>’s strategic plan: Safe, Healthy and Caring<br />
Communities, Economic and Environmental Stewardship, and Invest in the Future.<br />
Economic & Environmental Stewardship<br />
• Lead educational programs and research to improve water quality and coordinates the monitoring program that documents the<br />
survival <strong>of</strong> juvenile Coho salmon reintroduced in seven tributaries <strong>of</strong> the Russian River.<br />
• Determine the feasibility <strong>of</strong> using wind machines in specific locations as an alternative to the use <strong>of</strong> water for vineyard frost<br />
protection.<br />
• Research key agriculture pest management issues to prevent crop loss from invasive insect pests that threaten our vineyards and<br />
farms. Advisors continue to educate growers, vineyard managers, pest control advisers and field workers on the biology and<br />
management <strong>of</strong> key pests such as the European grapevine moth, light brown apple moth, vine mealybug, and olive fruit fly. Advisors<br />
will continue to conduct local field research trials to evaluate monitoring and/or management strategies for these pests.<br />
• Research pasture management practices to reduce global warming from greenhouse gas accumulation. UCCE will continue to conduct<br />
research to devise means whereby ranchers and dairies may improve their bottom line by using management practices that capitalize<br />
on opportunities inherent to sustainable pasture systems.<br />
• Determine effective ways to utilize livestock grazing as an effective management tool to remove targeted invasive species such as<br />
Himalayan blackberry from grazing lands, orchards and vineyards. Using chemical tools to control invasive weeds, can be costly and<br />
may present other environmental challenges.<br />
Safe, Healthy, Caring Communities<br />
• Access to locally grown foods will to continue to be explored by building partnerships with other county departments, local growers<br />
and producers and <strong>Sonoma</strong> <strong>County</strong> consumers.<br />
• Continue to teach farmers about cultural practices and marketing for new specialty crops in order to meet the demand for high quality,<br />
locally grown produce.<br />
• Limited water resources and reduced water quality from urban run<strong>of</strong>f threatens our waterways. UCCE Master Gardeners will continue<br />
to reach out with educational programs that teach home gardeners how to reduce or eliminate the use <strong>of</strong> toxic garden products. Master<br />
Gardeners will also continue to teach back yard composting to thousands <strong>of</strong> home gardeners and reduce inputs <strong>of</strong> waste organic<br />
material into the landfill.<br />
Invest in the Future<br />
• The UCCE 4-H programs continue to give youth leadership and educational experiences through hundreds <strong>of</strong> hands-on, learn-bydoing<br />
activities and providing local youth with opportunities to develop responsibility, resolve conflicts, master skills and practice<br />
making choices that will impact their future in positive ways.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
210<br />
Other <strong>County</strong> Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Partial restoration <strong>of</strong> support for 4H and Master Gardener programs by<br />
recognition <strong>of</strong> unclaimed gas tax revenues ($89,000) support for UCCE<br />
provided support to state agriculture programs administered by the Ag<br />
Commissioner and redirection <strong>of</strong> $17,000 in rent savings (.4 FTE<br />
Senior Office Assistant and .5 Department Analyst)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
211<br />
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
89,127 89,127 0<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
212<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
Organize and provide access to information and universal knowledge.<br />
Protect intellectual freedom and promote the value and joy <strong>of</strong> reading, in<br />
order to enrich the lives <strong>of</strong> the people <strong>of</strong> our community.<br />
DEPARTMENTAL DESCRIPTION<br />
<strong>Budget</strong> at a Glance:<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
Total Expenditures $16,888,758<br />
Total Revenues $15,118,476<br />
Total Net Cost $1,770,282<br />
Total Staff 138.32<br />
The <strong>Sonoma</strong> <strong>County</strong> Library is a joint powers agency established by the<br />
county and cities to provide library service on an equal basis throughout the<br />
county. The Library Joint Powers Authority (JPA) is governed by a seven-<br />
% Funded by Local Discretionary Funds 0%<br />
member Library Commission, which includes five appointees <strong>of</strong> the Board <strong>of</strong> Supervisors and one each from the cities <strong>of</strong> Petaluma and<br />
Santa Rosa. The Commission provides policy direction over the staffing, budget, operations, and development <strong>of</strong> the library system.<br />
Under the terms <strong>of</strong> the JPA, the Board <strong>of</strong> Supervisors is responsible for final approval <strong>of</strong> the library budget. Current services are<br />
financed through property tax revenues, fees, fines, public donations, and state and federal aid.<br />
The <strong>Sonoma</strong> <strong>County</strong> Library is a countywide public library providing services through ten regional libraries, two rural library stations,<br />
and the central library located in Santa Rosa, which serves as the headquarters for the library system. The library provides a general and<br />
comprehensive collection <strong>of</strong> books, magazines, and multi-media materials for reference and public borrowing. The programs and<br />
collections for children under age twelve are especially wide-ranging. <strong>County</strong> residents can find information on the availability and<br />
location <strong>of</strong> books and other materials using the online catalog that is accessible onsite as well as over the Internet. People living<br />
anywhere in the county may request a book, and it is made available to them at the nearest library building. This is made possible<br />
through the library’s van delivery service that operates five days a week moving materials from one library to another. The library is<br />
available 24/7 through its Internet website with the library catalog, an increasing number <strong>of</strong> licensed electronic information resources,<br />
and organized links to the “free” Internet resources. Public computers and Internet access are provided to the public at all libraries in the<br />
system. There is free wireless access to the Internet for people with properly equipped personal laptop computers. The library contracts<br />
with the Mendocino <strong>County</strong> Library for bookmobile service to Sea Ranch and Stewarts Point and shares its online integrated library<br />
catalog with Mendocino <strong>County</strong> Library and Lake <strong>County</strong> Library, on a cost-recovery contract basis, giving residents <strong>of</strong> all three<br />
counties access to the collections and delivery <strong>of</strong> requested items. The Wine Library at the Healdsburg Regional Library has a unique<br />
collection on the history and business <strong>of</strong> the wine industry. The library serves as the county archives, and provides a comprehensive<br />
collection in <strong>Sonoma</strong> <strong>County</strong> history and genealogy and provides access to state and federal information and publications.<br />
Funding Sources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Property Taxes<br />
Investment Revenue<br />
Fines, Fees & Miscellaneous<br />
Intergovernmental - State &<br />
Counties<br />
Use <strong>of</strong> Fund Balance<br />
213<br />
Funding Uses<br />
Library Facilities<br />
Salaries & Benefits<br />
Library Materials<br />
Other Operating<br />
Capital Outlay & Contingency<br />
Other <strong>County</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• <strong>Adopted</strong> budget policies to guide the process and<br />
communicate the Library’s approach to the loss <strong>of</strong><br />
revenue to stakeholders.<br />
• Completed projects in Cloverdale, Northwest,<br />
Healdsburg, and Guerneville libraries which applied<br />
tags and branch stickers to materials to streamline<br />
workflow, allow for inventory control, support<br />
improved security, and support self checkout.<br />
• Developed a prototype for on-line work orders that is<br />
ready to be tested. Also participated in the vendor<br />
demonstrations for the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>’s new<br />
financial system.<br />
• Continued work to develop a comprehensive, readily<br />
available set <strong>of</strong> policy and procedures; evaluated<br />
circulation policies and changed the DVD loan period as<br />
a result; adopted a Fund Balance Policy; adopted the<br />
Collection Management Policy, and began work on the<br />
Employer/Employee Relations Policy and Regulations.<br />
• Improved the Library’s information technology systems<br />
and services by a migrating to a Micros<strong>of</strong>t network<br />
environment and began developing options and cost<br />
information for replacement <strong>of</strong> the telephone system.<br />
• Continued working with cities on updating the<br />
appearance <strong>of</strong> each facility. The City <strong>of</strong> <strong>Sonoma</strong> is<br />
funding the renovation <strong>of</strong> the <strong>Sonoma</strong> library. Efforts<br />
are underway to find a temporary location to house the<br />
library during construction. Agreements with architects<br />
are being executed for the Sebastopol and Petaluma<br />
Libraries.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
214<br />
FY 11-12 OBJECTIVES<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
• Develop and implement plans to manage financial<br />
resources effectively to deal with long-term projected<br />
revenue decreases over the next few years by identifying<br />
cost savings measures.<br />
• Continue efforts to streamline materials handling<br />
processes by reconfiguring the staff workspace and<br />
switchboard area at the Central Library.<br />
• Improve collection and information resources to make the<br />
best use <strong>of</strong> available resources while meeting the public’s<br />
needs.<br />
• Use management s<strong>of</strong>tware to streamline work processes<br />
and reduce workload by initiating a web-based system to<br />
manage facilities work orders.<br />
• Continue developing a comprehensive, readily available<br />
set <strong>of</strong> policy and procedures including: Fund Accounting,<br />
Injury & Illness Prevention, Workplace Security, Family<br />
& Medical Leave Act, Employer/Employee Relations<br />
Resolution, Performance Management, Use <strong>of</strong> Information<br />
Technology, Unattended Children, Public Internet, Public<br />
Computer Use, Meeting Room Policy, and Policy on<br />
Serving Alcohol.<br />
• Continue to work with cities to remodel libraries to<br />
support the new service model, integrate self-check<br />
technology and update the appearance <strong>of</strong> each facility; for<br />
<strong>Sonoma</strong> Valley Library continue to participate in design<br />
and construction and complete planning, implementation<br />
and move into temporary quarters by August 5, <strong>2011</strong>.<br />
Other <strong>County</strong> Services
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> Recommended Change<br />
Library-JPA Operating Fund<br />
Expenditures 16,008,029 15,872,358 (0.8)<br />
Revenues & Reimbursements<br />
15,249,447 14,743,426 (3.3)<br />
Net Cost/Use <strong>of</strong> Fund Balance<br />
758,582 1,128,932 48.8<br />
Capital Equipment Fund<br />
Expenditures 260,000 515,000 98.1<br />
Revenues & Reimbursements 0 0 0<br />
Net Cost/Use <strong>of</strong> Fund Balance 260,000 515,000 98.1<br />
Gifts and Donations - Special Revenue Fund<br />
Expenditures 185,000 135,000 (27.0)<br />
Revenues & Reimbursements<br />
185,100 156,600 (15.4)<br />
Net Cost/Use <strong>of</strong> Fund Balance<br />
(100) (21,600) (215.0)<br />
Library & Branch Projects - Special Revenue Fund<br />
Expenditures 256,000 311,000 21.5<br />
Revenues & Reimbursements 138,050 190,200 37.8<br />
Net Cost/Use <strong>of</strong> Fund Balance 117,950 120,800 2.4<br />
Cromwell Equest - Special Revenue Fund<br />
Expenditures 25,000 25,000 0<br />
Revenues & Reimbursements<br />
5,300 5,000 (5.7)<br />
Net Cost/Use <strong>of</strong> Fund Balance<br />
19,700 20,000 1.5<br />
Wine Library - Special Revenue Fund<br />
Expenditures 40,400 30,400 (24.8)<br />
Revenues & Reimbursements 20,400 23,250 14.0<br />
Net Cost/Use <strong>of</strong> Fund Balance 20,000 7,150 (64.3)<br />
Total Expenditures 16,774,429 16,888,758 0.7<br />
Total Revenues & Reimbursements<br />
Total Net Cost/Use <strong>of</strong> Fund Balance<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
STAFFING SUMMARY<br />
15,598,297 15,118,476 (3.1)<br />
1,176,132 1,770,282 50.5<br />
FY 10-11 FY 11-12 FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Total Positions 138.32 138.32 0 0<br />
215<br />
Other <strong>County</strong> Services
RECOMMENDED BUDGET<br />
Core Services Maintained<br />
WORKLOAD SUMMARY<br />
FY 09-10 FY 10-11 FY 11-12<br />
Workload Indicators Actual Estimated Recommended<br />
Items Added & Processed 66,323 69,639 71,728<br />
Reference Questions Handled 236,087 247,891 255,328<br />
Items Checked Out 3,495,476 3,670,250 3,780,357<br />
Items Checked Out per FTE 25,271 26,534 27,331<br />
Requests Filled 661,321 694,387 715,219<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
• The Library core services include providing access to comprehensive collection <strong>of</strong> books, magazines and multi-media materials for<br />
reference and to borrow. The library catalog is available on-line 24 hours each day.<br />
<strong>Fiscal</strong> Issues<br />
• Funding sources for library operations include property tax, state tax and grants and donations. Overall revenues are expected to<br />
decrease by over 3% while the cost <strong>of</strong> doing business is expected to remain flat compared to the FY 10-11 adopted budget.<br />
• The budget includes a $513,966 or 4.6% increase in Salaries and Benefits (compared to the midyear adjusted budget) due to<br />
reinstatement <strong>of</strong> wages for 4.5 furlough days, discontinuing the delay <strong>of</strong> step increases and an increase in the employer retirement<br />
rate, <strong>of</strong>fset by a decrease <strong>of</strong> $9,783 (.2%) in services and supplies.<br />
• In FY 07-08, a capital project to add self-check equipment and remodel the <strong>Sonoma</strong>, Rohnert Park, Petaluma, Sebastopol, and Central<br />
branches was approved by the <strong>Sonoma</strong> <strong>County</strong> Library Commission and by the Board <strong>of</strong> Supervisor’s. The project will continue in<br />
FY 11-12 in addition to other branch facility improvement projects including: Building Improvements, $300,000; Equipment,<br />
$100,000; Computer Equipment, $85,000; and Furniture and Fixtures, $30,000; all funded through the capital reserve.<br />
• Total beginning FY 11-12 fund balance (excluding special revenue funds) is projected to be approximately $5.5 million. When the<br />
budgeted revenues and expenditures are accounted for, the ending fund balance is estimated at $3.8 million. The undesignated “rainy<br />
day” portion <strong>of</strong> the total fund balance will remain at approximately $2.0 million, which meets the Library Commission’s adopted fund<br />
balance policy <strong>of</strong> either $1.5 million or 12.5% <strong>of</strong> annual operating expenditures (12.5% will equal $2.0 million in FY 11-12),<br />
whichever is greater.<br />
• At the March 7, <strong>2011</strong> Commission meeting, a proposed FY <strong>2011</strong>-12 budget was approved. However, the Library Commission has<br />
recommended approximately $900,000 in savings be found and implemented to attain a zero use <strong>of</strong> fund balance. Based on the<br />
Library's Interim <strong>Budget</strong> Policies for FY <strong>2011</strong>-12, "Annual budgets must be created with long-term sustainability in-mind, and<br />
operating expenditures will not be increased to the point that the Library becomes overly reliant on reserves or unreliable one-time<br />
revenue." The Library will pursue opportunities for expenditure savings and bring budget adjustments to the Board <strong>of</strong> Supervisors for<br />
approval in late summer. The Library’s contract with SEIU expires on June 30, so the results <strong>of</strong> those negotiations will have a major<br />
impact on the final budget.<br />
• The Library Commission acknowledges that this budget is preliminary. The library presented a series <strong>of</strong> options to the union<br />
including reduction in service hours to reduce cost <strong>of</strong> extra help by one-third and reduce non-personnel operating costs; long-term<br />
reductions in the cost <strong>of</strong> benefits; and short-term cost reductions in the form <strong>of</strong> furloughs and step-increase delays.<br />
• Due to the timing <strong>of</strong> employee negotiations, the library budget comparison on the previous page does not reflect budget adjustments<br />
based on negotiated agreements and other revenue changes. The following table shows the actual budget for FY 08-09 and 09-10, the<br />
adopted and revised budget for FY 10-11 and the requested budget for FY11-12.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
216<br />
Other <strong>County</strong> Services
Category<br />
Expenditures<br />
Special Revenue Funds<br />
Revenues<br />
Use <strong>of</strong> Fund Balance<br />
Operating Subtotal<br />
Capital Subtotal<br />
Library JPA - Operating and Capital Funds<br />
FY 10-11<br />
FY 08-09 FY 09-10 <strong>Adopted</strong><br />
Actual Actual <strong>Budget</strong><br />
17,384,078<br />
16,299,159<br />
1,084,919<br />
400,525<br />
684,394<br />
16,185,145<br />
15,769,791<br />
415,354<br />
245,266<br />
170,088<br />
16,268,029<br />
15,249,447<br />
1,018,582<br />
758,582<br />
260,000<br />
FY 10-11<br />
Revised<br />
<strong>Budget</strong><br />
15,845,550<br />
15,152,550<br />
693,000<br />
153,000<br />
540,000<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
FY 11-12<br />
Requested<br />
<strong>Budget</strong><br />
16,387,358<br />
14,743,426<br />
1,643,932<br />
1,128,932<br />
515,000<br />
• The <strong>Sonoma</strong> <strong>County</strong> Library created special revenue funds over the years for specific purposes, and generally receives revenues from<br />
donations, gifts, and interest earnings. This year’s budget includes expenditures for various activities including facilities, programs,<br />
and staff development. The details <strong>of</strong> these expenditures are highlighted below:<br />
o The Gifts and Donations Special Revenue Fund includes activity for the Santa Rosa Friends, facilities and special<br />
collections, the Sebastopol Friends, the Petaluma History Room, the <strong>Sonoma</strong> Branch gifts, the Miller gifts, the John<br />
Thomas Smith gift, the Central Branch building funds, special projects, and any other miscellaneous gifts. In FY 11-12,<br />
expenditures related to equipment, special departmental supplies, the Summer Reading Program and other library<br />
programs, books/materials, and facilities improvements total $135,000. Revenue from interest and donations equals<br />
$156,600. An estimated $934,514 will remain in fund balance at the end <strong>of</strong> FY 11-12.<br />
o The Library and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Arnoldo Fund,<br />
Sadowsky Fund, Cogsdell Fund, Petaluma Building Fund, Buffum Fund, Hopkins Fund, Crider Fund, Matz Fund, Nobles<br />
Fund, Harris Fund, and Curtis Fund. In FY 11-12, expenditures include staff development from the Sadowsky Fund, and<br />
books/materials and facilities improvements from the other funds, all totaling $311,000. Revenue from interest and<br />
donations equal $190,200. An estimated $1,713,420 will remain in fund balance at the end <strong>of</strong> FY 11-12.<br />
o The Cromwell Bequest, established in 1987, is a major endowment for the Petaluma Library. The funds are to be used for<br />
substantial enrichment and/or enhancement <strong>of</strong> the Petaluma Library in the areas <strong>of</strong> facilities, collections, and services. A<br />
contribution from this bequest will be evaluated as a potential source <strong>of</strong> partial funding for the self-check project and<br />
facility improvement projects, mentioned previously. In FY 11-12, expenditures include Library equipment and<br />
furniture/fixtures for a total <strong>of</strong> $25,000. Revenue from interest equals $5,000. An estimated $682,374 will remain in fund<br />
balance at the end <strong>of</strong> FY 11-12.<br />
o The Wine Library Special Revenue Fund is primarily used to report expenditures for the Wine Library, a joint<br />
public/private partnership, providing business and technical information to the wine industry. The library provides space,<br />
utilities, support, and staff. Partners in the wine industry provide funds for books, periodicals, supplies, and resources for<br />
the Wine On-Line project. In FY 11-12, expenditures include <strong>of</strong>fice supplies, pr<strong>of</strong>essional services, equipment, and<br />
books/materials for a total $30,400. Revenue from interest and donations equals $23,250. An estimated $6,850 will remain<br />
in fund balance at the end <strong>of</strong> FY 11-12.<br />
Services Eliminated or Reduced<br />
• The adopted budget does not reflect elimination or reduction <strong>of</strong> services. The library will continue to review operational changes and<br />
negotiate with staff and will bring necessary changes to the Board in September.<br />
Strategic Plan Focus<br />
• The Library’s mission and services aligns with the <strong>County</strong>’s strategic plan focus area <strong>of</strong> investing in the future by providing<br />
educational materials to the general public and children and families.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
217<br />
Other <strong>County</strong> Services
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
218<br />
LIBRARY<br />
Sandra M. Cooper, Director<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
Promote and protect agricultural and social values; enrich educational,<br />
cultural, and recreational well-being; and contribute to the economic<br />
development <strong>of</strong> our service area by utilizing the fairgrounds for attractive<br />
and financially responsible programs and events on a year-round basis.<br />
DEPARTMENTAL DESCRIPTION<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
The <strong>Sonoma</strong> <strong>County</strong> Fair and Exposition, Inc., under an agreement with the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, acts as the county’s agent with regard to operation <strong>of</strong><br />
% Funded by Local Discretionary Funds 0%<br />
the county fair and the year-round management <strong>of</strong> the fairgrounds. The fair is budgeted on a calendar year basis and is accounted for as<br />
an enterprise fund. Reimbursements to the county for support services provided to the fair are received through the Non-Departmental<br />
revenue budget. The agreement between the county and the fair includes the following:<br />
• The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors appoints fair directors.<br />
• The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors approves all fair budgets.<br />
• All assets, liabilities, and net revenues <strong>of</strong> the fair belong to the county.<br />
• All permanent employees <strong>of</strong> the fair are employees <strong>of</strong> the county.<br />
<strong>Budget</strong> at a Glance:<br />
Total Expenditures $10,838,380<br />
Total Revenues $10,377,710<br />
Total Net Cost/Use <strong>of</strong> Fund Balance $460,670<br />
Total Staff 36.75<br />
The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors approved the fair budget for calendar year <strong>2011</strong> on December 14, 2010.<br />
Funding Sources <strong>County</strong> Fair<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Interim Events<br />
Golf Course<br />
Satellite Wagering<br />
Harvest Fair<br />
Horse Racing<br />
Other<br />
219<br />
Funding Uses <strong>County</strong> Fair<br />
Interim Events<br />
Golf Course<br />
Satellite Wagering<br />
Horse Racing<br />
Advertising & Publicity<br />
Other <strong>County</strong> Services
FY 10-11 ACCOMPLISHMENTS<br />
• Through an aggressive competitive bidding process, the<br />
<strong>Sonoma</strong> <strong>County</strong> Fair (SCF) continues to see savings in<br />
expenses and increased pr<strong>of</strong>its in revenue related<br />
contracts.<br />
• An increase <strong>of</strong> $1 in daily parking fees for fair and nonfair<br />
events that more closely follow industry standards<br />
has been implemented successfully.<br />
• In-house management <strong>of</strong> fair ATM service has resulted in<br />
increased revenues.<br />
• An agreement with Rick Bartalini Presents has been<br />
executed allowing for additional large scale public events<br />
at the fairgrounds.<br />
• Energy Efficiency grants for lighting has been awarded to<br />
the department resulting in reduced electrical fees.<br />
• Completed and fully executed an agreement with<br />
Newman Development for storm water improvements in<br />
the Bennett Valley parking lot.<br />
• In response to the economic slump, a discount fair<br />
admission programs was implemented to <strong>of</strong>fer ways for<br />
the fair to be affordable for the community.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
220<br />
FY 11-12 OBJECTIVES<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
• Host multiple special events, activities and exhibits<br />
commemorating the 75 th anniversary <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong><br />
Fair including a special Hall <strong>of</strong> Flowers retrospective, with<br />
pr<strong>of</strong>essional gardeners recreating themes from the past 25<br />
years and a museum <strong>of</strong> fair history and old photos, a special<br />
exhibit celebrating the 200 th anniversary <strong>of</strong> fairs in America,<br />
a special 75 th Golden Gate Bridge Anniversary exhibit, and<br />
on August 7 , <strong>2011</strong> a cattle drive is planned through Santa<br />
Rosa.<br />
• Complete the Brookwood Parking Lot storm water<br />
improvement project funded through SCTA by June <strong>2011</strong>.<br />
• Explore the feasibility <strong>of</strong> golf contracting with a course<br />
management service for the operations <strong>of</strong> the fair golf<br />
course.<br />
• Apply for grant funding from California Authority Racing<br />
Fairs (CARF) to research increased pr<strong>of</strong>itability from the<br />
Jockey Club.<br />
• Develop a marketing plan to attract more public events and<br />
consumer shows to the fairgrounds.<br />
• Evaluate the potential attributes <strong>of</strong> establishing a charitable<br />
foundation to support fair activities.<br />
• Collaborate with other organizations to research bonds or<br />
other funding mechanisms to do community benefit facility<br />
improvements.<br />
• Perform an energy audit to determine if additional upgrades<br />
can be effectively made that result in cost savings.<br />
• Develop a business plan to determine if the SCF should<br />
consider producing its own consumer shows.<br />
Other <strong>County</strong> Services
FINANCIAL SUMMARY<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
2010 <strong>2011</strong> %<br />
<strong>Budget</strong> Division/Fund <strong>Adopted</strong> <strong>Adopted</strong> Change<br />
Fairgrounds - Special Fund Operations<br />
Expenditures 8,605,778 9,495,600 10.3<br />
Revenues & Reimbursements 8,648,401 9,495,700 9.8<br />
Net Cost (42,623) (100) 99.8<br />
Fairgrounds - Special Fund Capital<br />
Expenditures 1,530,989 1,342,780 (12.3)<br />
Revenues & Reimbursements<br />
1,031,067 882,010 (14.5)<br />
Net Cost<br />
499,922 460,770 (7.8)<br />
Total Expenditures 10,136,767 10,838,380 6.9<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
STAFFING SUMMARY<br />
9,679,468 10,377,710 7.2<br />
457,299 460,670 0.7<br />
2010 <strong>2011</strong> FTE %<br />
Staffing <strong>Adopted</strong> Recommended Change Change<br />
Permanent Positions 37.75<br />
36.75<br />
WORKLOAD SUMMARY<br />
(1.00) (2.6)<br />
Calendar <strong>Year</strong> Calendar <strong>Year</strong> Calendar <strong>Year</strong><br />
2009 2010 <strong>2011</strong><br />
Workload Indicators Actual Estimated Recommended<br />
Total Fair Attendance 273,272 270,245 300,000<br />
Youth/Adults Entering Competitive Exhibits 5,500 5,100 5,100<br />
Junior Livestock Exhibitors 936 1,105 1,105<br />
Harvest Fair Attendance<br />
Events not Sponsored by the Fair<br />
26,447 26,023 28,000<br />
Number <strong>of</strong> event days 200 190 200<br />
Estimated attendance 966,451 704,342 750,000<br />
ADOPTED BUDGET<br />
The fair budget was adopted by the Board <strong>of</strong> Supervisors on December 14, 2010. The budget does not reflect any changes based on state<br />
budget discussions. Currently, legislators are proposing elimination <strong>of</strong> all funding to California’s fairs. If this should happen, the <strong>Sonoma</strong><br />
<strong>County</strong> Fair will lose approximately $225,000 annually designated for capital improvements, supplemental race purses and<br />
unemployment insurance reimbursements.<br />
Core Services Maintained<br />
The SCF will continue production <strong>of</strong> a quality annual fair that promotes agriculture and showcases the talents <strong>of</strong> our citizens.<br />
The continued success <strong>of</strong> live horse racing promotes the horse industry and maintains a cherished local tradition.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
221<br />
Other <strong>County</strong> Services
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
The budget continues funding for improvements and maintenance <strong>of</strong> the 180 acre facility for use by the community and outside<br />
promoters for various non-fair events and activities as well as use for declared state or county emergencies.<br />
The budget will also maintain the golf course, RV Park and Satellite Wagering Facility all <strong>of</strong> which enhance the quality <strong>of</strong> life in<br />
<strong>Sonoma</strong> <strong>County</strong> and promote the tourism industry.<br />
Fair Financial and Operating <strong>Budget</strong><br />
The SCF budget is comprised <strong>of</strong> operating and non-operating components. The operating budget reflects revenues and expenditures<br />
associated with day-to-day operations <strong>of</strong> the fairgrounds including the annual fair and other year-round events. The non-operating or<br />
capital budget reflects all other expenditures associated with capital investments. The net cost for both <strong>of</strong> these components is supported<br />
by the use <strong>of</strong> reserves.<br />
• In <strong>2011</strong> there will be four additional days <strong>of</strong> racing, which enables the fair to <strong>of</strong>fer the community more weekend days <strong>of</strong> fair. The<br />
proposed increase will result in four additional days including one additional weekend and will have all fifteen days <strong>of</strong> racing coincide<br />
with the overall fair experience. To maximize revenues and to minimize overtime for the organization and fair partners, the Fair will<br />
be closed on Mondays. The <strong>2011</strong> Fair will be held from July 27 through August 14, and closed August 1 st & August 8 th . Revenue and<br />
expense accounts have been adjusted accordingly, although revenue accounts were adjusted to assume a 16% decrease in per day<br />
attendance to recognize that some people will just shift the day that they attend the fair. Calculations show that the fair will realize an<br />
increase <strong>of</strong> approximately $120,000 in revenues over expenditures by implementing these changes.<br />
• The SCF is in the process <strong>of</strong> refinancing the Photovoltaic note because the short term bridge loan (at approximately 2.4%) has been<br />
transferred by California Construction Authority (CCA) to a less desirable loan with an interest rate <strong>of</strong> 7.3%. Fair staff is working<br />
closely with the Auditor’s Office to refinance this loan independent <strong>of</strong> the other fairs that are part <strong>of</strong> this obligation. The <strong>2011</strong> budget<br />
assumes an estimated interest rate <strong>of</strong> 5%.<br />
• The <strong>Budget</strong> includes the addition <strong>of</strong> one FTE, the Deputy Fair Manager position effective March 1, <strong>2011</strong>. The structure which<br />
includes a deputy fair manager position is consistent with 27 other fairs in the state. The Deputy Fair Manager will be responsible for<br />
growing the fair sales and interim rental business to increase revenues. Two positions were eliminated; a maintenance worker and<br />
simulcast attendant in order to balance operating expenditures with revenues.<br />
COMPARATIVE INCOME STATEMENT & WORKING CAPITAL<br />
2008-<strong>2011</strong><br />
2008 2009 2010 <strong>2011</strong><br />
Description Actual Actual Actual <strong>Budget</strong><br />
Operating Revenues 8,728,164 8,623,217 9,081,358 9,495,700<br />
Operating Expenses<br />
9,246,482 8,605,090 9,167,644 9,495,600<br />
Net Operating Income (Loss)<br />
Plus: Non-Operating Revenues<br />
(518,318) 18,127 (86,286) 100<br />
119,334 20,998 319,231 882,010<br />
Net Income (Loss)<br />
(398,984) 39,125 232,945 882,110<br />
Loan Payment (For Turf Track) (147,681) (147,681) (151,522) (165,000)<br />
State Loan (For Photovoltaic System)<br />
Racing Shortfall<br />
(86,763) (175,747) (178,879) (175,000)<br />
Capital Expenditures (51,727) (59,987) (389,786) (1,002,780)<br />
Net Change in Working Capital<br />
(Fund Balance)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
(685,155) (344,291) (487,242) (460,670)<br />
222<br />
Other <strong>County</strong> Services
Beginning Fund Balance<br />
PROJECTED FUND BALANCE<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
2010 <strong>2011</strong> <strong>2012</strong> 2013 2014<br />
Actual Projected Projected Projected Projected<br />
4,172,840 3,685,598 3,227,238 2,881,923 2,578,627<br />
Total Operating Revenue 9,081,358 9,495,700 9,550,000 9,600,000 9,700,000<br />
Total Operating Expense (9,167,644) (9,495,600) (9,500,000) (9,500,000) (9,500,000)<br />
Net Gain (Loss) (86,286) 100 50,000 100,000 200,000<br />
Less Debt Service - Turf Track (principle only) (151,522) (155,462) (159,505) (163,653) (167,947) *<br />
Less Debt Service - Photovoltaic (principle only) (178,879) (182,228) (185,810) (189,643) (193,741)<br />
Less Capital Projects and Equipment (389,786) (1,002,780) (50,000) (50,000) (50,000)<br />
Capital Contributions from Outside Sources<br />
319,231 882,010<br />
Ending Fund Balance<br />
3,685,598 3,227,238 2,881,923 2,578,627 2,366,939<br />
*The final payment for the Turf Track loan is scheduled for November 2014. Assuming a net operating gain <strong>of</strong> $200,000 going forward, the<br />
ending fund balance for 2015 is projected at $2,323,200.<br />
Services Eliminated or Reduced<br />
• In an effort to increase revenue support <strong>of</strong> operations and reduce use <strong>of</strong> reserves, a new rental pricing structure has been implemented<br />
that provides cost recovery through increased rental rates and a reduction in complimentary or discounted use <strong>of</strong> the grounds.<br />
Strategic Plan Focus<br />
• Continued effort toward increasing the non-fair use <strong>of</strong> the fairgrounds through outside promoters or department-produced public<br />
events to maximize revenues will be used for capital improvements that will enhance the quality <strong>of</strong> our facility and reduce our carbon<br />
footprint which aligns with the county’s strategic plan focus area <strong>of</strong> Economic and Environmental Stewardship.<br />
• The Annual Fair provides youth with an opportunity to showcase their particular interests in raising livestock or displaying their<br />
artistic talents and interests, investing in the future <strong>of</strong> the youth living, growing and learning in <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors approved the fair budget for calendar year <strong>2011</strong> on December 14, 2010.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
223<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
224<br />
Other <strong>County</strong> Services
PROGRAM DESCRIPTION<br />
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
<strong>Budget</strong> at a Glance:<br />
The Advertising Fund was established in 1973 to account for revenues<br />
generated by the county Transient Occupancy Tax (TOT). The fund Total Expenditures $3,864,357<br />
finances both the Economic Development Department (budgeted<br />
separately) and the Advertising Program pursuant to Government Code Total Staff n/a<br />
Section 26100 (as found below). Tax revenues are derived from a nine<br />
percent tax on the rental <strong>of</strong> hotel, motel, inn beds, and campgrounds in the<br />
unincorporated (non-city) areas. Revenues derived from this tax are subject<br />
to the Proposition 4 limit.<br />
% Funded by Local Discretionary Funds 100%<br />
The recommended budget reflects the continuation <strong>of</strong> the Board <strong>of</strong> Supervisor’s policy that 75% <strong>of</strong> the tax proceeds be allocated to the<br />
Advertising Fund and 25% <strong>of</strong> the proceeds be allocated to the county General Fund. The projects and activities in this budget are<br />
financed from the Advertising Fund’s share <strong>of</strong> Transient Occupancy Taxes. No staff is allocated to this budget.<br />
Funding Sources 1<br />
<strong>Budget</strong> Division/Fund<br />
Transient Occupancy Tax<br />
(TOT)<br />
Use <strong>of</strong> Retained Earnings<br />
FINANCIAL SUMMARY<br />
Funding Uses Agricultural Promotion<br />
FY 10-11<br />
<strong>Adopted</strong><br />
FY 11-12<br />
Recommended<br />
Historical Organization<br />
Cultural & Art Events<br />
Regional Parks<br />
Affordable Housing<br />
Chambers <strong>of</strong> Commerce<br />
Collections & Admin<br />
%<br />
Change<br />
Special Revenue Fund - Advertising<br />
Expenditures 3,698,912 3,864,357 4.5<br />
Revenues & Reimbursements 1<br />
0 0 0.0<br />
Net Cost 3,698,912 3,864,357 4.5<br />
1 Sources recorded in the Non-Departmental <strong>Budget</strong> under Administrative Support & <strong>Fiscal</strong> Services. TOT sources also finance the net<br />
cost for the Economic Development Department budget included under the Development Services Tab.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
225<br />
Other <strong>County</strong> Services
RECOMMENDED BUDGET<br />
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
The FY 11-12 recommended budget is $3.8 million and it represents a 4.5% expenditure increase mainly due to new one-time<br />
designations, such as $110,000 to finance the Veterans Buildings Transition project, and $100,000 to expand Vacation Rental zoning<br />
and Transient Occupancy Tax registration compliance. Offsetting the increases is a $60,000 reduction to the <strong>Sonoma</strong> <strong>County</strong> Library<br />
representing last year’s one-time augmentation to support a grant funded project to digitize portions <strong>of</strong> the Wine Library for online<br />
accessibility to promote county tourism and culture.<br />
Core Services<br />
• The FY 11-12 recommended appropriations, if approved, will continue to support the following: (a) $2.1 million to Regional Parks to<br />
finance departmental baseline expenses, (b) $645,000 for current Advertising program participants (see Allocations and Reserves on<br />
next page), and (c) $100,000 one-time support for Permit & Resource Management Department Housing Element implementation.<br />
• The $2.1 million recommended appropriation for Regional Parks will partially finance baseline operations and maintenance. The<br />
recommended allocation does not include additional support for new parks operations and maintenance, as no new facilities are<br />
programmed to be opened in the new year. In addition, the FY 11-12 recommendation continues $25,000 restored by the Board <strong>of</strong><br />
Supervisors in FY 10-11for the continuation <strong>of</strong> Becoming Independent contract, which provides opportunity to members <strong>of</strong> our<br />
community with developmental challenges to learn basic job skills. Lastly, as and mentioned before, the new year contribution<br />
includes $110,000 <strong>of</strong> one-time funds to finance the cost <strong>of</strong> the Veterans Buildings Transition project.<br />
• According to travel industry reports each year <strong>Sonoma</strong> <strong>County</strong> hosts more than 7 million domestic and international visitors. These<br />
visitors contribute more than $1.2 billion in 2009 to the area's economy. The tourism industry supports more than 16,000 jobs, and<br />
brings in more than $80 million in taxes. The recommended budget follows the county’s goal to support the Tourism industry by<br />
granting funds to small and large events and cultural organizations. Funds awarded in FY 11-12 intend to help non-pr<strong>of</strong>it<br />
organizations cover the cost <strong>of</strong> advertising materials and promotion efforts.<br />
• Since FY 01-02, the Board <strong>of</strong> Supervisors has also approved an economic uncertainty reserve (EUR) in the event that TOT revenues<br />
fell significantly short <strong>of</strong> projections, with the goal being to set aside 5% <strong>of</strong> the estimated revenues for this reserve. The current EUR<br />
<strong>of</strong> $313,600 meets this goal. In addition, staff is recommending to release the $149,975 reserve set aside in FY 05-06 for Parks<br />
operations and maintenance, for the most part, to finance the Veterans Buildings Transition project (as mentioned above).<br />
Strategic Plan Focus Areas<br />
• During Final <strong>Budget</strong> hearings the Board will also consider for final approval the following new funding recommendations: (a)<br />
$35,900 increase to Category H – Major <strong>County</strong> Events & Cultural Organizations total funding cap; and (b) $350,000 to finance the<br />
Board’s Economic Development Ad-Hoc recommendations to invest on projects that will invigorate the county’s economy.<br />
• Funding recommendations depict the county’s economic development stewardship by reinvesting into projects and initiatives that<br />
strengthen major county industries, such as Tourism and Agriculture.<br />
• In addition, support provided for the implementation on the General Plan’s Housing Element demonstrates the county’s goal <strong>of</strong><br />
investing in the future by assuring our citizens have viable housing options<br />
• Looking forward, the Board will be afforded the opportunity to revisit future investments through a competitive FY 12-13 funding<br />
request where all current and potential new applicants will submit a new application. FY 12-13 solicitation period will begin by<br />
winter <strong>2012</strong>.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
226<br />
Other <strong>County</strong> Services
Category Description<br />
A<br />
C<br />
D<br />
E<br />
F<br />
G<br />
H<br />
ADVERTISING FUND ALLOCATIONS<br />
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FY 10-11<br />
Estimate<br />
FY 11-12<br />
Recommended<br />
Dollar<br />
Change<br />
Chambers <strong>of</strong> Commerce 27,500 27,500 -<br />
Agricultural Promotion 153,000 153,000 -<br />
Historical Groups 44,500 44,500 -<br />
Cultural & Community 12,060 12,060 -<br />
<strong>County</strong> Wide Events 5,400 5,400 -<br />
Cultural Organizations 9,000 9,000 -<br />
Major <strong>County</strong> Events & Org 295,578<br />
350,020 54,442<br />
103,540<br />
43,540 (60,000)<br />
J Departmental Activities<br />
Advertisers Sub-total 650,578<br />
645,020<br />
(5,558)<br />
Regional Parks<br />
2,226,846<br />
2,281,768 54,922<br />
PRMD - Housing Element Project<br />
100,000<br />
100,000 (See Note 2)<br />
Affordable Housing Set Aside 15,000 226,706 211,706<br />
ED Initiatives 235,000 - (235,000)<br />
<strong>County</strong> Program Sub-Total 2,576,846 2,608,474 31,628<br />
CAO<br />
51,514<br />
52,544 1,030<br />
ACTTC Collection<br />
130,819<br />
130,819<br />
-<br />
ACTTC Audit 200,000 200,000 -<br />
Consultant 100,000 50,000 (50,000)<br />
Legal Services 37,500<br />
77,500 40,000<br />
VRBO Program<br />
-<br />
100,000 100,000<br />
Program Admin Sub-total<br />
TOTAL EXPENSES<br />
<strong>Budget</strong> Hearings Supplemental <strong>Budget</strong><br />
519,833<br />
610,863<br />
91,030<br />
3,747,257 3,864,357 117,100<br />
2 $350,000 estimated funding for Economic Development initiatives will be considered as part <strong>of</strong> the<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The department head concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Gross Revenue and<br />
Expenditures Reimbursements Net Cost<br />
Wednesday Night Market and <strong>Sonoma</strong> City Opera did not request FY (3,330) 149,975 (153,305)<br />
11-12 Advertising & Promotions funds (-$3,330). Existing reserve for<br />
Regional Parks Operations & Maintenance is being released to partially<br />
finance the operational cost for certain Veterans Building until the<br />
Veterans Building Transition project is completed ($149,975). FY 11-<br />
12 Regional Parks Recommended <strong>Budget</strong> includes expenditure<br />
appropriations for this purpose.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
227<br />
Other <strong>County</strong> Services
<strong>Budget</strong> Hearings Actions<br />
Establish a new category <strong>of</strong> spending called Tourist Safety &<br />
Community Impacts, and designate one-time funds for: (1) $100,000<br />
for PRMD to o contract with the <strong>Sonoma</strong> Valley Visitor’s Bureau<br />
(SVVB) in the development and implementation <strong>of</strong> tools and measures<br />
that mitigate community impacts, and increase communications with<br />
residents. The scope <strong>of</strong> the engagement with SVVB will include the<br />
development <strong>of</strong> a pilot program for coordinating special events in the<br />
<strong>Sonoma</strong> Valley (e.g., winery events), or other measures that will both<br />
support the <strong>County</strong>’s vital agricultural and tourism economies while<br />
lessening community impacts; and (2) $100,000 for Bodega Bay Fire<br />
District to provide financial assistance for emergency response<br />
associated with tourists. To finance the new expense cancel out<br />
contingencies ($50,000), and Contract Services ($50,000); and adjust<br />
down Affordable Housing ($100,000).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
228<br />
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
0 0 0<br />
Other <strong>County</strong> Services
CAPITAL PROJECTS<br />
Gross<br />
Revenue/<br />
Appropriations Reimbursements Net Cost<br />
Capital Projects 33,951,283 33,635,388 315,895<br />
Justice Services<br />
17%<br />
Administrative<br />
Support & <strong>Fiscal</strong><br />
Services<br />
13%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Other <strong>County</strong><br />
Services<br />
7%<br />
229<br />
Capital Projects<br />
3%<br />
Development<br />
Services<br />
35%<br />
Health & Human<br />
Services<br />
25%<br />
Capital Projects
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
230<br />
Capital Projects
DEPARTMENTAL DESCRIPTION<br />
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
<strong>Budget</strong> at a Glance:<br />
The Capital Projects budget contains financing (exclusive <strong>of</strong> enterprise<br />
funds, road funds, and special funds) for capital projects, which by Total Expenditures $32,123,825<br />
definition cost $25,000 or more and either add value or prevent impairment<br />
to a capital asset.<br />
Total Revenues $31,807,930<br />
Capital budgets may distinguish major repair and replacement projects from Total Net Cost $315,895<br />
improvements in order to highlight projects to maintain facilities’<br />
functionality. Such repairs and replacements “sustain” existing facilities Total Staffing n/a<br />
and major facility equipment that have otherwise reached or exceeded their % Funded by Local Discretionary Funds 22%<br />
functional life span, and may include re-ro<strong>of</strong>ing, replacement <strong>of</strong> equipment,<br />
and road and parking lot repaving projects. They keep facilities operational,<br />
and are part <strong>of</strong> the cost <strong>of</strong> ownership. Repairs and replacements <strong>of</strong> $25,000 or more that add value are capitalized; those that only<br />
preserve value are expensed as maintenance. Other projects may be classified as improvements if they add new use, capacity or life to a<br />
facility, or avoid impairment, such as a major building addition, a remodel, changes to comply with the Americans with Disabilities Act<br />
(A.D.A.), or the construction <strong>of</strong> a new building. When the value is $25,000 or more, these projects are also capitalized. As accounting<br />
practices have evolved, it has also become acceptable to simply list all qualifying capital projects together. This year’s General Services<br />
Department project list reflects this approach, while other departments may continue to differentiate major repairs and replacements<br />
from improvements.<br />
Generally, changes in facility operating costs resulting from capital projects are detailed in the associated operating department’s budget<br />
when those changes will be experienced by the occupying department.<br />
Capital projects are included in the Five-<strong>Year</strong> Capital Project Plan, usually presented to the Board <strong>of</strong> Supervisors in the spring/summer<br />
<strong>of</strong> each year. The Capital Project Plan is a planning tool, and does not commit the Board <strong>of</strong> Supervisors to specific expenditures or<br />
projects. The recommended Capital Projects budget includes new projects and previously identified projects that are scheduled for<br />
implementation within the resources available in the current year, and includes projects funded by the General Fund, and Regional<br />
Parks’ budget.<br />
In addition to the narrative, this document contains the FY 11-12 Capital Project Financing Table composed <strong>of</strong> a complete listing <strong>of</strong><br />
recommended improvement, repair and replacement projects; a funding source recap; and brief descriptions <strong>of</strong> new proposed capital<br />
projects and on-going work included in the FY 11-12 budget, as well as a list <strong>of</strong> completed capital projects.<br />
Funding Sources General Fund<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Tobacco Securitization<br />
Justice/Courthouse Const.<br />
Park Mitigation Fees<br />
Transportation Tax<br />
State/Federal<br />
Long Term Debt<br />
Other<br />
231<br />
Funding Uses<br />
<strong>County</strong> Administration Center<br />
Adult Detention Facilities<br />
Chanate & Health Services<br />
Los Guilicos & Juvenil Detention<br />
Veterans/Community Service<br />
Bldgs.<br />
Other Facilities<br />
ISD Communications Projects<br />
Regional Parks<br />
Capital Projects
STAFFING SUMMARY<br />
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FINANCIAL SUMMARY<br />
FY 10-11 FY 11-12 %<br />
Capital Projects - <strong>County</strong> <strong>Adopted</strong> Recommended Change<br />
General Government<br />
Expenditures 34,746,174 22,235,351 (36.0)<br />
Revenues & Reimbursements<br />
32,724,269 19,597,746 (40.1)<br />
Net Cost<br />
2,021,905 2,637,605 30.5<br />
Regional Parks<br />
Expenditures 8,585,249 9,888,474 15.2<br />
Revenues & Reimbursements 7,703,913 12,210,184 58.5<br />
Net Cost 881,336 (2,321,710) (363.4)<br />
Total Expenditures 43,331,423 32,123,825 (25.9)<br />
Total Revenues & Reimbursement<br />
Total Net Cost<br />
No staff is allocated to this department.<br />
RECOMMENDED BUDGET<br />
40,428,182 31,807,930 (21.3)<br />
2,903,241 315,895 (89.1)<br />
The recommended budget <strong>of</strong> $32.2 million includes 143 capital projects (95 General Government and 48 Regional Parks). Project<br />
appropriations fall into the following categories: General Government repair/replacement and improvement projects $22.2 million and<br />
Regional Parks $9.9 million.<br />
General Government<br />
• The General Fund capital project budget target for FY 11-12 is $3.9 million for general government projects, <strong>of</strong> which $1,391,000 is<br />
being appropriated directly into the Information Systems Department’s budget specifically for equipment investments in the county’s<br />
radio system, and $580,000 is not programmed into the recommended budget as one <strong>of</strong> the county’s reduction measures. An<br />
additional $2 million is allocated specifically for as a 3 rd year funding for A.D.A. Transition Plan projects. A brief summary <strong>of</strong> project<br />
types follows:<br />
Projects that add value to capital assets: These projects address a range <strong>of</strong> needed improvements, including seismic performance,<br />
space reorganization or expansion, preparing for new programs and removing physical barriers. Example projects this year include<br />
Data Processing Building - Seismic Retr<strong>of</strong>it; La Plaza A & B Space Reorganization; Community Corrections Center Pilot Project;<br />
A.D.A. Barrier Removal.<br />
Projects that protect the value <strong>of</strong> existing assets and systems: Several projects focus on critical sustainment <strong>of</strong> operations and<br />
protection <strong>of</strong> existing asset value, including the <strong>County</strong> Administration Center Repairs to 12kV Switchgear, mechanical ventilation<br />
at the Main Adult Detention Facility – M.A.D.F. Air Flow Upgrades, and the Hall <strong>of</strong> Justice South Elevator Repairs. Funds are also<br />
identified for various necessary sustainment and repair tasks at the Juvenile Justice Center, Spud Point, and the Veterans Memorial<br />
Halls.<br />
Communications Projects: Projects include F.C.C.-mandated narrow-banding Infrastructure Improvement - UHF and VHF, Radio<br />
Communications - Coastal and Southern Area site selection for new radio towers, <strong>County</strong> Microwave System radio communication<br />
processing equipment to be installed at various remote communications sites, and upgrades to Sheriff Dispatch Audio Console System<br />
infrastructure. These projects help sustain and improve critical public safety communications.<br />
Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. Near<br />
term opportunities to achieve greater space and asset utilization efficiencies will be pursued via the Furniture Management Program<br />
(which in turn links to more efficient space standards now in development) and Departmental Space Planning for anticipated<br />
departmental space consolidations due to staff reductions. Medium-to-long term efforts include detention-related planning to position<br />
facilities for additional capacity including the Central Kitchen Facility Study, which is a first step towards subsequent projects that<br />
will increase jail capacity while providing additional operational benefits. The New State Court House Coordination Support and the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
232<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
Inmate Transfer Connection between M.A.D.F. & Court House projects anticipate new State court house construction at the <strong>County</strong><br />
Administration Center, beginning in 2013, while Comprehensive <strong>County</strong> Facilities Plan (C.C.F.P.) Implementation initiates sitespecific<br />
entitlement and project planning for re-development and/or disposal <strong>of</strong> underutilized but valuable <strong>County</strong> lands.<br />
Regional Parks<br />
• The proposed Regional Parks Capital Projects budget includes $9.9 million in F.Y. 11-12 appropriations. Major sources <strong>of</strong> funding<br />
are $5.2 million in local, state, and federal grant funding, $1 million <strong>of</strong> Transportation Tax, $77,800 in park mitigation fees, $750,000<br />
in Regional Parks Foundation funds, $500,000 from the City <strong>of</strong> Santa Rosa, $285,000 from Tidelands Lease Fund, $252,000<br />
rebudgeted Tobacco Endowment funds, and $1.8 million from the Open Space District. No General Funds are used for Regional<br />
Parks capital projects. On-going operations costs associated with these projects are included in the Regional Parks budget.<br />
• Regional Parks projects proposed for F.Y.11-12 are summarized below:<br />
Access Projects: Bodega Bay Trail, Sea Ranch Trail and Coastal Access, West <strong>County</strong> Trail, Hood Mountain – Bay Area Ridge<br />
Trail, Laguna de Santa Rosa Trail, Copeland Creek Trail, Central <strong>Sonoma</strong> Valley Trail, and North Slope <strong>Sonoma</strong> Mountain Trail,<br />
<strong>Sonoma</strong> Schellville Trail, and Healdsburg Beach ADA improvements.<br />
New Park Acquisition and Development: Hood Mountain Expansion, Mark West Creek (McCullough and Cresta), Taylor<br />
Mountain, and Tolay Lake Regional Park.<br />
Park and Planning and Development Projects: Doran Park Boat Launch and ADA Improvements, Westside Park Boat Launch<br />
Improvements, Watson School Restoration, Healdsburg Dam Spillway, Healdsburg Ridge consulting services, Riverfront Park Phase<br />
3, Guerneville River Park Phase 2, Arnold Field Improvements, <strong>Sonoma</strong> Valley Regional Park expansion, and FEMA/OES Storm<br />
Damage Projects.<br />
Strategic Plan Focus Areas<br />
Investment in the Future<br />
• The <strong>County</strong> owns a large inventory <strong>of</strong> facilities used for general government programs and services. Many <strong>of</strong> these buildings were<br />
constructed before 1970 and are reaching the end <strong>of</strong> their useful lives. Department space is <strong>of</strong>ten inefficient and splintered among<br />
several locations. <strong>County</strong> programs and services are not always strategically located for public access or optimum customer service.<br />
At the same time, <strong>County</strong> real estate assets, which tend to be underdeveloped, are valuable because <strong>of</strong> their size and location. The<br />
Strategic Plan recognizes these challenges and opportunities, and concludes that the <strong>County</strong> must Invest in the Future, and plan,<br />
procure, operate, maintain, and manage <strong>Sonoma</strong> <strong>County</strong>’s facilities and real estate assets at their highest and best use, such that they<br />
provide the best value to the <strong>County</strong>. One strategic implementation project nearing completion is the Comprehensive <strong>County</strong><br />
Facilities Plan (C.C.F.P.) which is intended to help meet these goals. The C.C.F.P. is evaluating <strong>County</strong> facilities and service delivery<br />
needs, developing a plan for how facilities can be used or reconfigured to meet these needs more efficiently and effectively, and<br />
provide an implementation and finance plan to pay for the improvements. Concurrently, the <strong>County</strong> is evaluating adult detention<br />
facilities and developing plans for both expansion and consolidation. Once completed, the C.C.F.P., together with the Adult Detention<br />
Facility Plan, will provide a “road map” for future <strong>County</strong> facility development and capital improvements. In the meantime, the<br />
Capital Projects <strong>Budget</strong> addresses the more immediate facility needs, while making use <strong>of</strong> preliminary findings from the C.C.F.P.<br />
Civic Services & Engagement<br />
• The State is in process <strong>of</strong> planning a new criminal court building for <strong>Sonoma</strong> <strong>County</strong>. The <strong>County</strong> desires to see the new court<br />
building constructed at the <strong>County</strong> Administration Center (C.A.C.), located in proximity to the Main Adult Detention Facility in order<br />
to provide secure circulation <strong>of</strong> in-custody inmates to the courts and to avoid the cost <strong>of</strong> transporting inmates should the court building<br />
be situated elsewhere. The State has identified its preferred site at the C.A.C. and has been negotiating with the <strong>County</strong>. The <strong>County</strong>’s<br />
costs and financing associated with the proposed court building have been preliminarily determined and certain related projects are<br />
included in the recommended budget.<br />
SIGNIFICANT OPERATIONAL RESULTS<br />
Certain capital investments for FY 11-12 will result in positive operational improvements, more efficient use <strong>of</strong> resources, extension <strong>of</strong><br />
the useful life <strong>of</strong> existing assets, and/or enhancement <strong>of</strong> public service delivery. Some <strong>of</strong> the most notable are: The La Plaza A & B<br />
Space Reorganization project serving as a pilot example <strong>of</strong> more efficient <strong>County</strong> space standards and Furniture Management Program,<br />
the Community Corrections Facility Pilot Project that will positively influence inmate population and recidivism trends, the Inmate<br />
Transfer Connection between M.A.D.F. and Courthouse developing a secure corridor connection concept saving millions <strong>of</strong> dollars<br />
annually that would otherwise need to be spent on vehicular inmate transportation and Sheriff escort, the Central Kitchen Facility Study<br />
leading to more cost effective, centralized cook-chill food service, and A.D.A. Barrier Removal allowing equal access to <strong>County</strong> -<br />
provided services and programs.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
233<br />
Capital Projects
BOARD OF SUPERVISORS’ ACTIONS<br />
<strong>Adopted</strong> as recommended with the following changes:<br />
Supplemental Changes<br />
Redevelopment Improvements: Appropriate CDC Redevelopment<br />
funds for the Roseland and Guerneville community redevelopment<br />
projects.<br />
APPENDIX<br />
For additional project information, please refer to the attached documents:<br />
• Attachment A – Significant Project Descriptions & Projects Completed<br />
• Attachment B – FY 11-12 Capital Projects Financing Table<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
234<br />
Gross<br />
Expenditures<br />
Revenue and<br />
Reimbursements Net Cost<br />
927,458 927,458 0<br />
Capital Projects
SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A<br />
GENERAL GOVERNMENT<br />
NEW PROJECTS Estimated Expended FY 11-12<br />
Index Project Title Description<br />
Project Cost to Date Recommended<br />
109363 La Plaza A & B Space Reconfigure existing interior tenant spaces in the 2,937,000 0 162,000<br />
Reorganization<br />
La Plaza buildings to accommodate aditional staff<br />
and make more efficient use <strong>of</strong> the buildings.<br />
112110 Community Corrections<br />
Center Pilot Project<br />
Scoping and preliminary design for the pilot<br />
Community Corrections Center.<br />
150268 Facility Planning New single index for funds for capital planning for<br />
the following new projects: Comprehensive<br />
<strong>County</strong> Facility Plan Implementation; electronics<br />
upgrades and corrections planning for the Juvenile<br />
Justice Center; departmental space planning ,<br />
furniture management program; and M.A.D.F.<br />
elevator condition assessment. Note: Central<br />
kitchen facility study, inmate transfer connection<br />
between M.A.D.F. and the courthouse and new<br />
state courthouse coordination support to be funded<br />
with Criminal Justice Construction Funds.<br />
150326 ADA Barrier Removal New index for on-going physical barrier removal<br />
per the approved <strong>County</strong> 2009 updated Americans<br />
with Disabilities Act Transition Plan. Previous<br />
work was funded from Human Resources<br />
operating budget.<br />
ON-GOING PROJECTS<br />
109090 2755 Mendocino Ave Office<br />
Bldg<br />
3,395,000 0 70,000<br />
645,000 0 645,000<br />
0 0 2,150,000<br />
Subtotal New Significant Projects 6,977,000 0 3,027,000<br />
Building/Site acquisition and first floor tenant<br />
improvements for the Family Justice Center.<br />
109371 ADA Projects Address access barriers per the Americans with<br />
Disabilities Act. Note: A separate capital project<br />
was set up in 2009 (A.D.A. Barrier Removal,<br />
Index 150326) to track updated Transition Plan<br />
funds held by Human Resources Department for<br />
A.D. A. projects managed by General Services and<br />
other Departments going forward.<br />
109587 Energy Improvements Various energy projects to meet the requirements<br />
<strong>of</strong> the CPAP, including the Comprehensive Energy<br />
Project (CEP), which inlcuded a 1.4 megawatt fuel<br />
cell to generate electricity and heat. Remaining<br />
funds to cover warranty period, fuel cell service<br />
agreement, and other energy related work.<br />
109611 Administration Center<br />
Irrigation/Landscaping<br />
Replacement <strong>of</strong> exisiting water intensive<br />
landscaping at the <strong>County</strong> Administration Center<br />
with xeriscaping to reduce water consumption and<br />
to provide public education about water<br />
conservation.<br />
109850 370 Administration Drive Construction <strong>of</strong> tenant improvements at old<br />
Redwood Credit Union <strong>of</strong>fice building for<br />
occupany by <strong>County</strong> departments.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
235<br />
6,356,375 5,051,081 1,305,294<br />
5,491,154 5,102,515 388,639<br />
23,654,076 21,446,255 2,207,821<br />
468,174 316,524 151,650<br />
2,840,591 894,774 1,945,817<br />
Capital Projects
SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A<br />
ON-GOING PROJECTS (Continued) Project Expended<br />
FY 11-12<br />
Index Project Title Description<br />
<strong>Budget</strong> to Date Recommended<br />
109983 Comprehensive <strong>County</strong> Prepare the real estate and financial plan portions 1,173,974 933,203 240,771<br />
Facilities Plan<br />
<strong>of</strong> the Comprehensive <strong>County</strong> Facilities Plan<br />
(C.C.F.P.), an outgrowth <strong>of</strong> the <strong>County</strong>'s Strategic<br />
Plan. Assessment <strong>of</strong> <strong>County</strong> real estate assets,<br />
service delivery needs and long range vision for<br />
<strong>County</strong> service delivery are completed.<br />
109991 Criminal Justice Expansion This project was established to: 1) remodel the<br />
Probation <strong>of</strong>fices; 2) remodel the first floor <strong>of</strong> the<br />
Hall <strong>of</strong> Justice; 3) relocate the Law Library; 4) reroute<br />
utilities and demolish the Old Jail; 5)<br />
remodel the second floor <strong>of</strong> the HOJ for the<br />
District Attorney.<br />
111252 MADF Touchscreens Replace old graphic display panels with touch<br />
screens for the electronic security control system<br />
in the Main Adult Detention Facility.<br />
111328 MADF Door Hardening Upgrade cell doors; continue installation <strong>of</strong> new<br />
high security doors and frames at R Module cells.<br />
Install 5 new doors and frames in each <strong>of</strong> the next<br />
2 years.<br />
111567 MADF F-Mod Mezzanine<br />
Security Barrier<br />
Add mesh barrier around perimiter <strong>of</strong> mezzanine<br />
to maintian the safety <strong>of</strong> mental health mod<br />
inmates<br />
111625 MADF Fire System Upgrade Upgrade and/or replace fire alarm system<br />
components. The existing older system that serves<br />
the M.A.D.F. Expansion are subject to intermittent<br />
equipment malfunctions, false alarms and<br />
miscommunication with Central Control<br />
112227 Adult Detention Expansion<br />
Planning<br />
113241 ADA Projects (Prob/Title<br />
IV)<br />
Carry over funding for pre-design planning <strong>of</strong><br />
modifications to the Main Adult Detention Facility<br />
to meet the Sheriff's operational needs in<br />
managing the changing inmate population.<br />
Carry over <strong>of</strong> funding for ADA improvements at<br />
Probation juvenile justice facilities to be used in<br />
implementing the Transition Plan.<br />
113308 Juvenile Hall Replacement Project is complete. Remaining funds to be used<br />
for warranty follow up and project close out.<br />
113498 Valley <strong>of</strong> the Moon<br />
Children's Home Phase III<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Construction <strong>of</strong> the new Redwood Children's<br />
Center portion <strong>of</strong> the Valley <strong>of</strong> the Moon<br />
Children's Home. Remaining funding to provide<br />
HVAC and water system improvements.<br />
236<br />
12,020,947 9,512,969 2,507,978<br />
1,328,722 934,885 393,837<br />
586,000 192,480 393,520<br />
475,000 396,868 78,132<br />
475,000 173,000 302,000<br />
615,979 398,844 217,135<br />
325,000 269,189 55,811<br />
24,839,374 24,615,936 223,438<br />
12,226,661 11,330,267 518,394<br />
Capital Projects
SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A<br />
ON-GOING PROJECTS (Continued) Project Expended<br />
FY 11-12<br />
Index Project Title Description<br />
<strong>Budget</strong> to Date Recommended<br />
113563 Los Guilicos Photovoltaic<br />
System<br />
Warranty and project close out <strong>of</strong> solar array<br />
installation at Los Guilicos.<br />
145177 Veterans Buildings Repairs Ongoing funding to address health, safety and<br />
building code issues and to prevent further<br />
deterioration at various Veterans Halls.<br />
150532 Hazardous Materials<br />
Management/Abatement<br />
150573 Ground Water<br />
Contamination<br />
Monitoring/Remediation<br />
Ongoing assessment and removal <strong>of</strong> hazardous<br />
materials as needed.<br />
On-going monitoring and reporting to Regional<br />
Water Quality Control Board <strong>of</strong> remediation <strong>of</strong><br />
groundwater contaimination from old, removed<br />
underground storage tanks.<br />
4,358,500 4,295,989 62,511<br />
2,645,855 1,996,191 649,664<br />
1,263,243 915,949 347,294<br />
606,401 484,404 121,997<br />
150722 Human Services<br />
Improvements<br />
HSD tenant improvement and <strong>of</strong>fice move projects 2,172,617 933,609 1,239,008<br />
150763 Orenda Center Re-ro<strong>of</strong> Re-ro<strong>of</strong> with 20 year cool ro<strong>of</strong> 417,000.00 359,039 57,961<br />
INFORMATION SYSTEMS<br />
Subtotal On-going Significant Projects 104,340,643 90,553,971 13,408,672<br />
150706 Communications - Towers On-going project to replace old, overloaded and<br />
undersized public safety communications towers<br />
and equipment buildings at mountain top radio<br />
sites.<br />
REGIONAL PARKS<br />
5,717,588 741,948 1,757,012<br />
Subtotal ISD Significant Projects 5,717,588 741,948 1,757,012<br />
GENERAL GOVERNMENT SIGNIFICANT<br />
PROJECTS<br />
140145 Mark West Creek Trail and access project. Acquisition stage 8,850,000<br />
140194 North <strong>Sonoma</strong> Mountain<br />
Trail 1<br />
Planning and construction <strong>of</strong> new trail. 1,400,000<br />
140319 SMART Trail Planning for a multi-use trail that will parallel the<br />
140558 Westside Park Planning and environmental review for a new boat<br />
ramp, parking and associated improvements.<br />
140665 Cloverdale Regional Park 1 Riverbank restoration, boat launch, and picnic<br />
area.<br />
117,035,231 91,295,919 18,192,684<br />
1,120,000<br />
1,770,000<br />
580,000<br />
140707 Tolay Lake Regional Park 1 Interim Plan & Construction, and Master Plan 2,022,000<br />
140921 Central <strong>Sonoma</strong> Valley Planning and construction 1,900,000<br />
140988 Storm Damage Projects 1 Repair storm damage from 05-06 Flood. 1,857,000<br />
REGIONAL PARKS SIGNIFICANT PROJECT 19,499,000<br />
22,962<br />
461,394<br />
9,034<br />
49<br />
466,038<br />
1,495,684<br />
68,174<br />
820,537<br />
3,343,872<br />
1 Project FY 11-12 recommended budget includes rollover appropriations, which will be reduced through <strong>Budget</strong>ary Adjustments after current<br />
year end.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
237<br />
451,105<br />
1,169,432<br />
1,119,426<br />
277,500<br />
419,772<br />
914,460<br />
433,913<br />
1,188,866<br />
5,974,474<br />
Capital Projects
SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A<br />
COMPLETED PROJECTS <strong>Adopted</strong> Project Total Over/(Under)<br />
Index Project Title Description <strong>Budget</strong> Expenditures <strong>Budget</strong><br />
113308 JJC DAS Systems<br />
Resolution<br />
Complete internal distibuted attenna system in the<br />
JJC<br />
109587 ISD Data Center Cooling Replacing the old cooling units inside the data<br />
center with new larger and more energy<br />
efficientunits. Also, replacing the back-up chiller<br />
with a new larger unit.<br />
113498 VMCH Playground<br />
Equipment<br />
Furnish and install playground equipment at<br />
Valley <strong>of</strong> the Moon Childrens Home<br />
113498 Field Office Move Move staff from field <strong>of</strong>fice located at Los<br />
Guilicos to La Plaza A<br />
113498 Move VMCH Field Office Remove field <strong>of</strong>fice from LG project site and<br />
repurpose modular <strong>of</strong>fice.<br />
113498 VMCC Tel Video<br />
Conferencing System<br />
145177 Guerneville Vets Regrade &<br />
Paving<br />
Purchased and install 2 video conf systems, one at<br />
VMCC and the other at HSD Airport site for a<br />
total <strong>of</strong> $44,768. Balance <strong>of</strong> $55,232 applied to<br />
VMCH Phase 3.<br />
Review for the regrading and repaving <strong>of</strong> the<br />
Guerneville Vets parking lot to improve water<br />
drainage<br />
150631 Orenda Center Repairs Complete interior renovations, including interior<br />
painting and repair and replacement <strong>of</strong> carpet,<br />
wainscoting, and floor coverings.<br />
111393 MADF Recreation Yards<br />
Phase 2<br />
Provide a security barrier to subdivide the<br />
recreation yard in R Module to remain in<br />
compliance with state regulations for jail<br />
operations.<br />
109,612 82,092 (27,520)<br />
351,116 350,017 (1,099)<br />
33,000 27,524 (5,476)<br />
30,465 30,465 0<br />
54,000 53,384 (616)<br />
100,000 100,000 0<br />
150,000 149,911 (89)<br />
349,658 329,805 (19,853)<br />
136,000 115,551 (20,449)<br />
111542 MADF UPS Replacement Replace 20 year old UPS system that serves<br />
critical life functions in the Main Jail.<br />
155,000 140,516 (14,484)<br />
150755 Sheriff Substation Emg<br />
Generator<br />
Installation <strong>of</strong> a portable generator 69,011 68,998 (13)<br />
109959 ISD Data Center Cooling Replace the three Liebert cooling units and the<br />
back up chiller that supply the data center.<br />
333,000 323,468 (9,532)<br />
109918 ISD Bldg Electrical Service Upgrade electrical service to the ISD building.<br />
Includes adding new breakers and replacing a<br />
transformer<br />
111575 MADF MH Units<br />
Recreation Yard Covering<br />
111583 MADF MH Day Room<br />
Divider<br />
Partially cover MH recreation yard, to allow use<br />
during inclement weather<br />
Install 5-6' dividing wall in the dayroom in the MH<br />
Module<br />
35,000 32,709 (2,291)<br />
30,000 29,971 (29)<br />
47,000 46,349 (651)<br />
150813 Orenda Center Window<br />
Replacement<br />
Window Replacement 55,000 51,902 (3,098)<br />
109991 Old Jail Demo Abatement Demolition <strong>of</strong> existing Old jail structure up to<br />
common wall with Probation/DA expansion.<br />
Demolition and clearing <strong>of</strong> Old Jail site in<br />
preparation for new Court house by State.<br />
1,391,307 1,391,307 0<br />
109090 2755 Mendo Office Bldg TI Structural ("Tier 1") review, ro<strong>of</strong>ing review,<br />
code/access review, geotech rpt review, coord.<br />
FacOps review notes, estimate repair costs;<br />
occupancy plan (as <strong>of</strong> 2/27/09 occupant TBD)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
238<br />
170,305 170,305 0<br />
Capital Projects
SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A<br />
COMPLETED PROJECTS <strong>Adopted</strong> Project Total Over/(Under)<br />
Index Project Title Description<br />
<strong>Budget</strong> Expenditures <strong>Budget</strong><br />
109371 Admin Bldg Kitchen New ADA compliant water fountain, handicap 33,500 31,391 (2,109)<br />
109371 LG Classroom ADA Remodel an existing janitor closet to create a new<br />
91,712 82,781 (8,931)<br />
109371 LG Classroom ADA<br />
Restroom Phase 2<br />
109371 MADF E&G Mod ADA<br />
Upgrades<br />
109371 Orenda Center ADA Ramp<br />
Compliance<br />
End <strong>of</strong> Attachment<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Correct path <strong>of</strong> travel issues. 113,000 109,164 (3,836)<br />
ADA improvements 24,000 21,625 (2,375)<br />
ADA improvements 38,417 38,417 0<br />
GENERAL GOVERNMENT COMPLETED<br />
PROJECTS<br />
239<br />
3,900,103 3,777,652 (122,451)<br />
Capital Projects
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
240<br />
Capital Projects
CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B<br />
FAMIS<br />
Index Project Title<br />
Project<br />
Balance as <strong>of</strong><br />
June 30,<br />
<strong>2011</strong><br />
<strong>County</strong> Administration Center<br />
101022 Restricted <strong>County</strong> Facilities Improvements -<br />
102160 Hazard Mitigation Plan Implementation (95,238)<br />
109025 Administration Center Security Improvements -<br />
109090 2755 Mendocino Avenue Office Building (522,865)<br />
109223 Data Processing Building Seismic Retr<strong>of</strong>it -<br />
109249 Sheriff Building Server Room Expansion (17,822)<br />
Available<br />
Financing<br />
FY 11-12<br />
-<br />
54,762<br />
50,000<br />
1,305,294<br />
75,000<br />
262,178<br />
109256 Administration Center Paving (349,734) 266<br />
109280 Administration Center Switchgear Repairs 105,000<br />
109363 La Plaza A & B Space Reorganization 162,000<br />
109389 Architect/Fac Ops Space Reorganization 35,000<br />
109413 New Sheriff Building 534 534<br />
109587 CMP Energy Improvements 1,687,973 2,207,821<br />
109579 Dispatch Comm Replacement 5,362 5,362<br />
109611 Adminstration Center Irrigation/Landscaping (37,350) 151,650<br />
109819 Human Services Building Job Start -<br />
-<br />
109850 370 Administration Drive 1,774,206 1,945,817<br />
109892 ACTTC Remodel 13 13<br />
109918 Data Processing Building - Electrical Service 2,291 2,291<br />
109926 Sheriff's Building - Covered Parking 7,777 7,777<br />
109934 Admin Building Remodel 91,398 91,398<br />
109942 Administration Building HVAC Repair/Replacement 90,000 90,000<br />
109959 Data Processing Building Cooling 7,066 7,066<br />
109975 PRMD Parking Lot Repair 12,197 24,197<br />
109983 Comprehensive <strong>County</strong> Facilities Plan 45,771 240,771<br />
109991 Criminal Justice Expansion (1,543,897) 2,507,978<br />
110056 HOJ South Elevator Repair 252,000<br />
110338 HOJ Elevator Repair (3,716)<br />
110353 HOJ Cafeteria Remodel 1,227<br />
Subtotal <strong>County</strong> Administration Center 1,155,193<br />
200,741<br />
1,227<br />
9,786,143<br />
Adult Detention Facilities<br />
111161 MADF Observation Cell Padding 40,000<br />
111252 MADF Touchscreens (203,163) 393,837<br />
111294 MADF HVAC Controls 125,636 125,636<br />
111310 MADF Bunk Installation 8,276 74,276<br />
111328 MADF Doors (10,518) 393,520<br />
111393 MADF Recreation Yards 3,450<br />
111419 MADF Sewer Improvements (13,739)<br />
111468 MADF Expansion Wall Reseal 45,219<br />
111476 MADF Recreation Yard Resurfacing 24,065<br />
111484 MADF Showers Retr<strong>of</strong>it 22,509<br />
111542 MADF UPS Replacements 14,482<br />
111559 MADF Underground Fuel Tank 36,693<br />
111609 MADF Camera Replacement -<br />
111617 MADF Air Flow Improvements (75,534)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
GENERAL GOVERNMENT CAPITAL PROJECTS<br />
241<br />
3,450<br />
56,261<br />
45,219<br />
85,065<br />
22,509<br />
14,482<br />
186,693<br />
45,000<br />
324,466<br />
FY 11-12<br />
Total<br />
Appropriation<br />
(Gross Exp.)<br />
-<br />
54,762<br />
50,000<br />
1,305,294<br />
75,000<br />
262,178<br />
266<br />
105,000<br />
162,000<br />
35,000<br />
534<br />
2,207,821<br />
5,362<br />
151,650<br />
-<br />
1,945,817<br />
13<br />
2,291<br />
7,777<br />
91,398<br />
90,000<br />
7,066<br />
24,197<br />
240,771<br />
2,507,978<br />
252,000<br />
200,741<br />
1,227<br />
9,786,143<br />
40,000<br />
393,837<br />
125,636<br />
74,276<br />
393,520<br />
3,450<br />
56,261<br />
45,219<br />
85,065<br />
22,509<br />
14,482<br />
186,693<br />
45,000<br />
324,466<br />
Estimated<br />
Project<br />
Balance as <strong>of</strong><br />
July 1, <strong>2012</strong><br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
Capital Projects
CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B<br />
FAMIS<br />
Index Project Title<br />
Project<br />
Balance as <strong>of</strong><br />
June 30,<br />
<strong>2011</strong><br />
Available<br />
Financing<br />
FY 11-12<br />
111534 MADF Male Special Visiting Modification 3,928 3,928<br />
111567 MADF F-Mod Mezzanine Security Barrier (352,326) 78,132<br />
111575 MADF MH Units Recreation Yard Covering (19,591) 10,409<br />
111583 MADF MH Day Room Divider (97) 651<br />
111591 MADF PTZ Cameras (180,000) 141,000<br />
111625 MADF Fire System Upgrade 302,000<br />
111633 MADF Booking Carpet Replacement (1,229) 48,771<br />
111641 MADF Court Holding Area (55) 109,945<br />
111658 MADF Toilets/Sinks (32,441) 52,559<br />
112110 CCC Pilot Project 70,000<br />
112227 Adult Detention Exp. Planning 90,709 217,135<br />
112284 NCDF HVAC Replacement -<br />
-<br />
112342 NCDF - 200 Unit Re-ro<strong>of</strong> (14,868) 22,709<br />
112367 NCDF 100 Unit Dry Rot Repairs (31,546) 203,454<br />
112375 NCDF 300 Unit Re-ro<strong>of</strong> - 215,000<br />
112383 NCDF Dining Hall Flooring (737) 39,263<br />
Subtotal Adult Detention Facilities (560,877) 3,325,370<br />
Chanate and Health Services<br />
124040 Orenda Center HVAC -<br />
150763 Orenda Center Re-ro<strong>of</strong> (17,233)<br />
150813 Orenda Center Window Replacement 53<br />
Subtotal Health Services (17,180)<br />
50,000<br />
57,961<br />
3,098<br />
111,059<br />
Los Guilicos and Juvenile Detention<br />
113159 JJC Flooring Repairs 40,000<br />
113241 ADA Projects (Prob/Title IV) 55,811 55,811<br />
113308 Juvenile Hall Replacement 221,328 223,438<br />
113431 Juvenile Justice Center 5,850 5,850<br />
113498 VMCH Phase III 518,394 518,394<br />
113555 Los Guilicos Water System Replacement - 75,000<br />
113563 Los Guilicos Photovoltaic System (418,489) 62,511<br />
Subtotal Los Guilicos 382,894 981,004<br />
Veterans' Memorial/Commmunity Svc. Bldgs.<br />
145086 Vets Buildings Improvements 77,197<br />
145177 Vets Buildings Repairs (105,336)<br />
150797 Santa Rosa Vets ADA -<br />
Subtotal Memorial Buildings (28,139)<br />
Other Facilities<br />
109371 ADA Projects 288,204<br />
150060 Animal Shelter Expansion 11,750<br />
77,197<br />
649,664<br />
2,845<br />
729,706<br />
388,639<br />
32,750<br />
150136 Spud Pt. Transformer Replacement 45,000<br />
150219 <strong>Sonoma</strong> Vly SO Substation 110 110<br />
150235 Electric Vehicle Infrastrucure 50,000<br />
150268 Facility Planning 645,000<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
242<br />
FY 11-12<br />
Total<br />
Appropriation<br />
(Gross Exp.)<br />
3,928<br />
78,132<br />
10,409<br />
651<br />
141,000<br />
302,000<br />
48,771<br />
109,945<br />
52,559<br />
70,000<br />
217,135<br />
-<br />
22,709<br />
203,454<br />
215,000<br />
39,263<br />
3,325,370<br />
50,000<br />
57,961<br />
3,098<br />
111,059<br />
40,000<br />
55,811<br />
223,438<br />
5,850<br />
518,394<br />
75,000<br />
62,511<br />
981,004<br />
77,197<br />
649,664<br />
2,845<br />
729,706<br />
388,639<br />
32,750<br />
45,000<br />
110<br />
50,000<br />
645,000<br />
Estimated<br />
Project<br />
Balance as <strong>of</strong><br />
July 1, <strong>2012</strong><br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
Capital Projects
CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B<br />
FAMIS<br />
Index Project Title<br />
Project<br />
Balance as <strong>of</strong><br />
June 30,<br />
<strong>2011</strong><br />
Available<br />
Financing<br />
FY 11-12<br />
150300 Water Conservation 41,095 41,095<br />
150326 2009 ADA SETP Improvements 2,150,000<br />
150342 HSD/DAFSU Relocation 213<br />
150433 Ag Comm/UC Co-Op Ext. Lease/Move 11,333<br />
150532 Hazardous Materials Mgt/Abatement (142,706)<br />
150540 SCERA Remodel (533)<br />
150573 Ground Water Contam. Monitor/Remed. 81,997<br />
150615 Emergency Generator Eval & Planning 25,477<br />
150722 Human Services Improvement Projects 1,239,008<br />
150748 Morgue Retaining Wall (16,700)<br />
150755 Emergency Generator Projects (94,783)<br />
150771 Water Hazards in Electrical Rooms 11,939<br />
150862 Emergency Services Warehouse -<br />
150847 TPW <strong>Sonoma</strong> Road Yard Renovation -<br />
Subtotal Other Facilities 1,456,404<br />
SUBTOTAL GENERAL GOVERNMENT 2,388,295<br />
ISD Communications Projects<br />
150094 Communications Sites Obtain/Develop 804<br />
150276 Mobile Data Terminals -<br />
150698 Communications-Backup Generator/Batt. 9,835<br />
150706 Communications-Towers 238,671<br />
TOTAL ISD COMMUNICATIONS 249,310<br />
TOTAL GENERAL GOVERNMENT 2,637,605<br />
213<br />
11,333<br />
347,294<br />
5,680<br />
121,997<br />
25,477<br />
1,239,008<br />
56,040<br />
122,843<br />
86,939<br />
25,000<br />
40,000<br />
5,434,418<br />
20,367,700<br />
804<br />
100,000<br />
9,835<br />
1,757,012<br />
1,867,651<br />
22,235,351<br />
140020 Matanzas Lake Park (24,733) -<br />
140053 Helen Putnam Park 50,616 50,616<br />
140079 Maxwell Farms Park -<br />
-<br />
140095 Hood Mountain 14,182 432,296<br />
140111 Sea Ranch Trail Work 2,152 27,152<br />
140129 Roche Property 68 4,275<br />
140137 Doran Park (293) 261,207<br />
140145 Mark West Creek 1,105 451,105<br />
140152 Healdsburg Ridge (11,377) 74,450<br />
140160 Laguna de SR Trail (240,694) 2,225<br />
140178 Copeland Creek Trail - 55,000<br />
140194 North <strong>Sonoma</strong> Mountain Trail (464,349) 1,169,432<br />
140202 Arnold Field (2,205) 172,795<br />
140236 Stillwater Cove Park 385 1,885<br />
140285 Ragle Park (102,480) 20<br />
140319 Smart Trail SW-Santa Rosa (2,034) 1,119,426<br />
140327 Timber Cove Trail Plan (28,201) 171,799<br />
140376 West <strong>County</strong> Trail 57,580 95,580<br />
140384 Park Paystations 117,454<br />
140392 Shiloh Park 460 460<br />
140434 Crane Creek Park 8,093 8,093<br />
140442 Foothill Park 123,183 183,183<br />
140475 <strong>Sonoma</strong> Schellville Trail (18,424) 109,334<br />
140541 Santa Rosa Creek Trail (97,795) 154,052<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
REGIONAL PARKS<br />
243<br />
FY 11-12<br />
Total<br />
Appropriation<br />
(Gross Exp.)<br />
41,095<br />
2,150,000<br />
213<br />
11,333<br />
347,294<br />
5,680<br />
121,997<br />
25,477<br />
1,239,008<br />
56,040<br />
122,843<br />
86,939<br />
25,000<br />
40,000<br />
5,434,418<br />
20,367,700<br />
804<br />
100,000<br />
9,835<br />
1,757,012<br />
1,867,651<br />
22,235,351<br />
-<br />
50,616<br />
-<br />
432,296<br />
27,152<br />
4,275<br />
261,207<br />
451,105<br />
74,450<br />
2,225<br />
55,000<br />
1,169,432<br />
172,795<br />
1,885<br />
20<br />
1,119,426<br />
171,799<br />
95,580<br />
117,454<br />
460<br />
8,093<br />
183,183<br />
109,334<br />
154,052<br />
Estimated<br />
Project<br />
Balance as <strong>of</strong><br />
July 1, <strong>2012</strong><br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
Capital Projects
CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B<br />
FAMIS<br />
Index Project Title<br />
Project<br />
Balance as <strong>of</strong><br />
June 30,<br />
<strong>2011</strong><br />
Available<br />
Financing<br />
FY 11-12<br />
140558 West Side Boat 5,000 277,500<br />
140582 Kenwood Plaza 732 4,232<br />
140632 Birdwalk Coastal Access 933 933<br />
140640 Bohemia Ranch - 5,000<br />
140657 Steelhead Beach (20,676) 45,074<br />
140665 Cloverdale Regional Park (377,675) 419,772<br />
140681 <strong>Sonoma</strong> Valley Park (2,220) 16,780<br />
140707 Tolay Lake Regional Park (253,803) 914,460<br />
140723 <strong>Sonoma</strong> Mtn. Park 17,678 17,678<br />
140772 Guerneville River Park (9,494) 348,714<br />
140798 Colgan Creek 24 10,024<br />
140806 Taylor Mountain Regional Park (10,968) 14,032<br />
140822 Westside Wastewater -<br />
140830 Bodega Dredging 284,916 284,916<br />
140863 Bay Trail (5,720) 1,000<br />
140871 Sunset Beach Park (67,581) (67,581)<br />
140889 Riverfront Park (95,365) 285,974<br />
140897 Healdsburg Dam (6,770) 133,230<br />
140905 Salmon Creek Trail 2,750 7,956<br />
140921 Central <strong>Sonoma</strong> Valley Trail (912) 433,913<br />
140939 Spring Lake Park (EDC & Shady Oaks Picnic Area ) 324 11,324<br />
140947 Watson School (9,457) 201,993<br />
140954 Alder Park 96 96<br />
140962 Bodega Bay Bike and Ped. Trail (357,124) 642,111<br />
140970 Russian River Access Sites 83 83<br />
140988 Storm Damage Projects (600,531) 1,188,867<br />
140996 SFC ADA (81,189) 28,554<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
TOTAL REGIONAL PARKS (2,321,710)<br />
GENERAL GOVERNMENT CAPITAL PROJECTS 2,637,605<br />
REGIONAL PARKS CAPITAL PROJECTS (2,321,710)<br />
GRAND TOTAL CAPITAL PROJECTS 315,895<br />
244<br />
9,888,474<br />
22,235,351<br />
9,888,474<br />
32,123,825<br />
FY 11-12<br />
Total<br />
Appropriation<br />
(Gross Exp.)<br />
277,500<br />
4,232<br />
933<br />
5,000<br />
45,074<br />
419,772<br />
16,780<br />
914,460<br />
17,678<br />
348,714<br />
10,024<br />
14,032<br />
-<br />
284,916<br />
1,000<br />
(67,581)<br />
285,974<br />
133,230<br />
7,956<br />
433,913<br />
11,324<br />
201,993<br />
96<br />
642,111<br />
83<br />
1,188,867<br />
28,554<br />
9,888,474<br />
22,235,351<br />
9,888,474<br />
32,123,825<br />
Estimated<br />
Project<br />
Balance as <strong>of</strong><br />
July 1, <strong>2012</strong><br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
-<br />
Capital Projects
SHORT TERM DEBT OBLIGATIONS<br />
The <strong>County</strong> General Fund experiences cash flow shortages during the year. While expenditures occur somewhat<br />
consistently throughout the <strong>Fiscal</strong> <strong>Year</strong> (FY), property taxes are collected primarily in December and April. <strong>Sonoma</strong> <strong>County</strong><br />
has issued tax and revenue anticipation notes in recent years to meet cash requirements for General Fund operations.<br />
Tax and revenue anticipation notes for FY 2010-11 totaled $135,000,000. The notes have a stated interest rate <strong>of</strong> 2.00%<br />
with a yield <strong>of</strong> 0.35%, reflective <strong>of</strong> the <strong>County</strong>’s excellent credit rating, and will mature in October <strong>of</strong> <strong>2011</strong>. Principal and<br />
interest payments are funded by unrestricted revenues <strong>of</strong> the county.<br />
The following chart shows tax and revenue anticipation notes issued from FY 2006-07 through FY 2010-11.<br />
$150<br />
$140<br />
$130<br />
$120<br />
$110<br />
$100<br />
$90<br />
$80<br />
$70<br />
$60<br />
$50<br />
$40<br />
Tax and Revenue Anticipation Notes<br />
$30<br />
2006-07 2007-08 2008-09 2009-10 2010-11<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
245<br />
Debt
LONG TERM DEBT OBLIGATIONS<br />
<strong>Sonoma</strong> <strong>County</strong>’s long term debt obligations, excluding enterprise and special district funds, are summarized below.<br />
Long Term Debt (estimated as <strong>of</strong> June 30, <strong>2011</strong>)<br />
Certificates <strong>of</strong> Participation $ 42,082,103<br />
Bonds, Leases and Notes Payable 637,321,182<br />
Accrued Vacation and Sick Leave 33,544,598<br />
$ 712,947,883<br />
Estimated Certificates <strong>of</strong> Participation: $42,082,103<br />
2010 Certificates - $1,430,606<br />
A total <strong>of</strong> $1,475,000 was issued to finance the acquisition, construction, rehabilitation, and installation <strong>of</strong> certain<br />
improvements to the <strong>County</strong>’s 370 Administration Building and the acquisition and installation <strong>of</strong> equipment and other<br />
property for a security management system at the <strong>County</strong>’s regional airport. Interest rates range from 2.89 percent to 3.80<br />
percent and the certificates fully mature in 2023. Principal and interest payments are financed by legally available funds <strong>of</strong><br />
the county and are collateralized by a first security interest in the security management system equipment.<br />
2009 Certificates - $20,063,391<br />
A total <strong>of</strong> $18,900,000 was issued to finance the Comprehensive Energy Efficiency Project. The interest rate is 4.98 percent<br />
and the certificates fully mature in 2026. Principal and interest payments are financed by legally available funds <strong>of</strong> the<br />
county and are fully collateralized by a combination <strong>of</strong> the Fuel Cell and the <strong>County</strong>’s Sheriff Building.<br />
2007 Certificates - $2,083,106<br />
A total <strong>of</strong> $2,776,000 was issued to make improvements to the <strong>Fiscal</strong> Services Building - ACTTC <strong>of</strong>fice. The interest rate is<br />
4.40 percent and the certificates fully mature in 2018. Principal and interest payments are financed by legally available<br />
funds <strong>of</strong> the county and are fully collateralized by the facility.<br />
2003 Certificates - $14,170,000<br />
A total <strong>of</strong> $24,255,000 was issued to: 1) refinance the 1993 certificates <strong>of</strong> participation originally issued for the main adult<br />
detention facility (jail) expansion project, 2) finance the acquisition and improvement <strong>of</strong> an emergency homeless shelter,<br />
and 3) finance the acquisition and construction <strong>of</strong> two courtrooms and administrative <strong>of</strong>fice space for the county’s Juvenile<br />
Justice Center. Interest rates range from 2.00 percent to 4.00 percent. 2003 certificates fully mature in 2017. Principal and<br />
interest payments are financed by legally available funds <strong>of</strong> the county.<br />
2002 Certificates - $3,550,000<br />
A total <strong>of</strong> $14,065,000 was issued to refinance 1992 certificates, which was issued to refinance 1987 certificates, originally<br />
issued for the acquisition, construction, and installation <strong>of</strong> the main adult detention facility (jail) and a central mechanical<br />
plant. Interest rates range from 4.00 percent to 5.00 percent. 2002 certificates fully mature in <strong>2012</strong>. Principal and interest<br />
payments are financed by legally available funds <strong>of</strong> the county and are fully collateralized by the facilities.<br />
1991 Certificates - $785,000<br />
A total <strong>of</strong> $8,985,000 was issued for the acquisition <strong>of</strong> and improvements to the La Plaza <strong>of</strong>fice complex. Interest rates<br />
range from 1.00 percent to 12.00 percent. 1991 certificates fully mature in <strong>2011</strong>. Principal and interest payments are<br />
financed by legally available funds <strong>of</strong> the county.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
246<br />
Debt
Estimated Bonds, Leases and Notes Payable: $637,321,182<br />
2010 Bonds totaling $289,335,000 were issued by <strong>Sonoma</strong> <strong>County</strong> to finance unfunded pension benefit obligations. Interest<br />
rates range from 0.555 percent to 6.00 percent. The bonds fully mature in 2029. Payments are financed by legally available<br />
funds <strong>of</strong> the county. Annual debt service payments are required to be deposited one year in advance with the trustee.<br />
Outstanding debt as <strong>of</strong> June 30, <strong>2011</strong> totals $286,390,000.<br />
2008 Bonds totaling $14,345,000 were issued by the <strong>Sonoma</strong> <strong>County</strong> Community Redevelopment Agency for the Springs<br />
Redevelopment project. Interest rates range from 4.00 percent to 6.50 percent. The bonds fully mature in 2034. Payments<br />
are financed by legally available funds <strong>of</strong> the county, pledged tax revenues, and other revenues recorded by the<br />
Redevelopment Agency. Outstanding debt as <strong>of</strong> June 30, <strong>2011</strong> totals $13,870,000.<br />
2007 Bonds totaling $96,885,000 were issued by <strong>Sonoma</strong> <strong>County</strong> to finance <strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and<br />
Open Space District land acquisitions. Interest rates range from 4.00 percent to 5.00 percent. The bonds fully mature in<br />
2031, and the first principal debt service payment is not due until FY <strong>2011</strong>-12. Payments are financed by a voter-approved<br />
sales tax.<br />
2003 Bonds totaling $231,200,000 were issued by <strong>Sonoma</strong> <strong>County</strong> to finance unfunded pension benefit obligations and for<br />
future retirement benefits related to retirement program enhancements. Interest rates range from 1.55 percent to 5.07<br />
percent. The bonds fully mature in 2023. Payments are financed by legally available funds <strong>of</strong> the county. Annual debt<br />
service payments are required to be deposited one year in advance with the trustee. Outstanding debt as <strong>of</strong> June 30, <strong>2011</strong><br />
totals $202,845,000.<br />
1993 bonds totaling $97,400,000 were issued by <strong>Sonoma</strong> <strong>County</strong> to finance its unfunded pension benefit obligation and to<br />
prepay its 1994 pension contribution to the Retirement Association. Interest rates range from 5.00 percent to 6.625 percent.<br />
The bonds fully mature in 2013. Payments are financed by legally available funds <strong>of</strong> the county. Annual debt service<br />
payments are deposited one year in advance with the trustee. Outstanding debt as <strong>of</strong> June 30, <strong>2011</strong> totals $26,220,000.<br />
1986 bonds totaling $3,330,000 were issued by the Redevelopment Agency to provide redevelopment activities in the<br />
Roseland and <strong>Sonoma</strong> Valley areas. The outstanding balance <strong>of</strong> $1,030,000 for <strong>Sonoma</strong> Valley Redevelopment Bonds was<br />
repaid in FY 2008-09. The interest rate on the remaining 1986 Roseland Redevelopment Bonds is 7.90 percent. Annual<br />
principal and interest payments are due until the bonds fully mature in 2014. Payments are financed by legally available<br />
funds <strong>of</strong> the county, pledged tax revenues, and other revenues recorded by the Redevelopment Agency. Outstanding debt as<br />
<strong>of</strong> June 30, <strong>2011</strong> totals $440,000.<br />
Notes payable in the amount <strong>of</strong> $1,260,000 were issued by the Community Development Commission to assist in operating<br />
a local housing program administered by the Burbank Housing Development Corporation. Outstanding debt as <strong>of</strong> June 30,<br />
<strong>2011</strong> totals $750,000.<br />
Special Assessment outstanding debt, as <strong>of</strong> June 30, <strong>2011</strong>, totals $4,428,000. Under the Improvement Bond Act <strong>of</strong> 1915,<br />
facilities and improvements authorized by the Act are constructed by special assessment districts and financed by bond<br />
issues. Principal and interest payments are funded by assessments against the property parcels benefiting from the projects.<br />
Failure to pay assessments results in foreclosure and sale <strong>of</strong> the property involved. The county is obligated to the extent that<br />
proceeds from foreclosure are not sufficient to retire the debt.<br />
The present value <strong>of</strong> future minimum lease payments under building and equipment capital leases, as <strong>of</strong> June 30, <strong>2011</strong>,<br />
totals $5,493,182.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
247<br />
Debt
Annual Expenditures<br />
Long Term<br />
Debt<br />
Certificates <strong>of</strong> Participation:<br />
Maturity<br />
Date<br />
Actual<br />
2006-07<br />
Actual<br />
2007-08<br />
Actual<br />
2008-09<br />
Actual<br />
2009-10<br />
Estimated<br />
2010-11<br />
2010 370 Admin Drive 12/2023 72,419<br />
2009 Energy Project 10/2026 678,098<br />
2007 ACTTC Remodel 11/2018 349,000 349,000 349,000<br />
2003(A) 1993 Refinance 11/2017 1,841,840 1,840,265 1,841,415 1,841,365 1,840,115<br />
2003(B) Juvenile Just Center 11/2017 477,738 481,038 478,756 475,150 475,025<br />
2002 Detention Refinance 11/<strong>2012</strong> 1,904,000 1,913,000 1,893,625 1,900,750 1,884,125<br />
1991 La Plaza Building 10/<strong>2011</strong> 723,650 719,669 722,988 723,269 741,500<br />
Annual Expenditures<br />
Long Term<br />
Debt<br />
Bonds, Leases & Notes:<br />
Maturity<br />
Date<br />
4,947,228 4,953,972 5,285,784 5,289,534 6,040,282<br />
Actual<br />
2006-07<br />
Actual<br />
2007-08<br />
Actual<br />
2008-09<br />
Actual<br />
2009-10<br />
Estimated<br />
2010-11<br />
2010 Pension Obligation 12/2029 15,205,098<br />
2008 Redevelopment 08/2034 139,076 1,029,900 1,125,400<br />
2007 Open Space 06/2031 1,433,173 4,565,860 4,565,860 4,565,860<br />
2003 Pension Obligation 12/2022 13,641,503 14,347,803 15,084,454 15,857,030 16,659,277<br />
1993 Pension Obligation 06/2013 11,097,750 11,642,125 12,206,906 12,806,463 13,433,838<br />
1986 Redevelopment 08/2014 315,630 317,398 317,980 125,030 128,315<br />
Note Payable 03/2014 64,200 61,360 58,520 55,680 52,840<br />
Special Assessments Varies 1,096,436 1,774,597 1,246,558 966,664 886,412<br />
Capital Leases Varies 727,270 794,613 784,822 928,956 1,257,056<br />
26,942,789 30,371,069 34,404,176 36,335,583 53,314,096<br />
Total Expenditures 31,890,017 35,325,041 39,689,960 41,625,117 59,354,378<br />
Estimated Vacation and Sick Leave: $33,544,598<br />
Vacation pay, which may be generally accumulated up to six weeks, is payable upon termination. Sick leave may be<br />
accumulated without limitation. The monetary equivalent <strong>of</strong> 25 percent <strong>of</strong> all unused sick leave is vested and payable to<br />
employees who separate from the county for reasons other than disability. Vacation and sick leave expected to be paid in the<br />
ensuing year is accrued in the governmental fund types, and the remainder is recorded in the General Long Term Debt<br />
Account Group. The accrued amount, as <strong>of</strong> June 30, <strong>2011</strong>, will be included in <strong>Sonoma</strong> <strong>County</strong>’s FY 2010-11<br />
Comprehensive Annual Financial Report (CAFR).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
248<br />
Debt
DEBT POLICIES<br />
Debt is incurred for the purpose <strong>of</strong> spreading capital project costs to the years in which the improvement will benefit. Debt<br />
is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds, certificates <strong>of</strong><br />
participation) at lower rates.<br />
<strong>Sonoma</strong> <strong>County</strong> will not exceed its legal maximum debt amount. This amount is calculated annually based on 2% <strong>of</strong> the<br />
county’s total assessed valuation. As shown in the chart on the following page, the <strong>County</strong> has no debt applicable to the<br />
legal maximum debt, leaving a 100% legal debt margin.<br />
CREDIT RATING<br />
The <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> rated debt ranges from an A1 to AAA insured under the Moody’s rating system and an A+ to a<br />
AAA (long term), and an SP1+ (short term) insured under the Standard and Poor’s rating system.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
249<br />
Debt
Notes:<br />
Assessed Valuations:<br />
Estimated Assessed Value $ 66,360,092,629<br />
Estimated Debt limitation – 2 percent <strong>of</strong> total assessed value $ 1,327,201,853<br />
Total Debt applicable to limit<br />
Legal debt margin<br />
$<br />
$<br />
1,327,201,853<br />
(1) Assessed value does not include tax exempt property.<br />
(2) The legal debt limit is 2% <strong>of</strong> full cash value.<br />
(3) The legal debt margin is the <strong>County</strong>'s available borrowing authority under state finance statutes and is calculated by<br />
subtracting the debt applicable to the legal debt limit from the legal debt limit.<br />
(4) Bonded debt applicable to the limit only includes general obligation bonds. In prior years certain <strong>County</strong> and non-<strong>County</strong><br />
1915 Act debt was included in the calculation <strong>of</strong> the legal debt margin. The following listing <strong>of</strong> 1915 Act debt balances at<br />
June 30, <strong>2011</strong> is included for informational purposes only.<br />
1915 Act Debt:<br />
Municipal Bonds:<br />
<strong>County</strong> Debt – Special assessment bonds 4,428,000<br />
<strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District 965,000<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
Computation <strong>of</strong> Legal Debt Margin<br />
June 30, <strong>2011</strong><br />
Available<br />
Debt Margin<br />
100%<br />
Legal Debt Margin<br />
Non-<strong>County</strong> Debt:<br />
City <strong>of</strong> Healdsburg 660,000<br />
Occidental Community Services District 1,009,625<br />
Forestville <strong>County</strong> Water District 1,486,100<br />
Russian River <strong>County</strong> Water District 4,147,900<br />
Windsor <strong>County</strong> Water District -<br />
Town <strong>of</strong> Windsor 4,355,000<br />
250<br />
Existing Debt<br />
0%<br />
5,393,000<br />
11,658,625<br />
17,051,625<br />
- 0%<br />
100%<br />
Debt
STATE FINANCIAL SCHEDULES<br />
The following section <strong>of</strong> this budget document includes a number <strong>of</strong> financial summary schedules<br />
required by State <strong>Budget</strong> law that allow for comparability with other counties.<br />
They include:<br />
<strong>Budget</strong> Summary-All Funds (Schedule 1)<br />
<strong>Budget</strong> Summary-Governmental Funds (Schedule 2)<br />
Fund Balances-Governmental Funds (Schedule 3)<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds (Schedule 4)<br />
Summary <strong>of</strong> Additional Financing Sources-Governmental Funds ((Schedule 5)<br />
Detail <strong>of</strong> Additional Financing Sources-Governmental Funds (Schedule 6)<br />
Summary <strong>of</strong> Financing Uses-Governmental Funds (Schedule 7)<br />
Detail <strong>of</strong> Financing Uses-Governmental Funds (Schedule 8)<br />
<strong>Budget</strong> Summary-Non-Enterprise Special Districts/Agencies (Schedule 12)<br />
Fund Balances-Non-Enterprise Special Districts/Agencies (Schedule 13)<br />
Detail <strong>of</strong> Changes in Fund Balance-Non-Enterprise Special Districts/Agencies (Schedule 14)<br />
Some <strong>of</strong> the State’s functional categories are slightly different than those functional categories used to<br />
present groups <strong>of</strong> similar services in this budget document.<br />
The last page in this section provides a cross-reference for the portions <strong>of</strong> the <strong>County</strong> Operating <strong>Budget</strong> as<br />
they appear in this document with the corresponding State functional category.<br />
Additional note:<br />
The state formatted detail reports supporting these financial summaries include the following:<br />
Financing Sources and Uses by <strong>Budget</strong> Unit-Governmental Funds (Schedule 9)<br />
Internal Service Fund Operational Statement (Schedule 10)<br />
Enterprise Fund Operational Statement (Schedule 11)<br />
Financing Sources & Uses-Non-Enterprise Special Districts/Agencies (Schedule 15)<br />
Road Fund Cost Center Detail<br />
Capital Asset Detail<br />
These are presented under separate cover and are incorporated in this document by reference. See also<br />
www.sonoma-county.org/auditor for these schedules as they become available each year.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
251<br />
State Financial Schedules
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
252<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 1<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 All Funds Summary<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Total Financing Sources Total Financing Uses<br />
Unallocated Decreases to Additional Total Increases to Total<br />
Fund Balance Fund Balance/ Financing Financing Financing Fund Balance/ Financing<br />
Fund Name June 30,<strong>2011</strong> Net Assets Sources Sources Uses Net Assets Uses<br />
(1) (2) (3) (4) (5) (6) (7) (8)<br />
General Fund 0 18,738,573 368,398,821 387,137,394 386,738,386 399,008 387,137,394<br />
Special Revenue Funds 0 50,876,266 377,201,563 428,077,829 426,855,508 1,222,321 428,077,829<br />
Capital Project Funds 0 315,895 33,635,388 33,951,283 33,951,283 0 33,951,283<br />
Debt Service Funds 0 1,400 3,520,000 3,521,400 3,521,400 0 3,521,400<br />
Subtotals - Governmental Funds 0 69,932,134 782,755,772 852,687,906 851,066,577 1,621,329 852,687,906<br />
Less: Operating Transfers 0 0 (84,068,082) (84,068,082) (84,068,082) 0 (84,068,082)<br />
Total Governmental Funds 0 69,932,134 698,687,690 768,619,824 766,998,495 1,621,329 768,619,824<br />
Enterprise Funds 0 8,609,917 98,548,421 107,158,338 107,158,338 0 107,158,338<br />
Internal Service Funds 0 17,595,679 41,228,967 58,824,646 58,824,646 0 58,824,646<br />
Special Districts & Other Agencies 0 58,966,558 226,037,865 285,004,423 285,004,423 0 285,004,423<br />
Total Other Funds 0 85,172,154 365,815,253 450,987,407 450,987,407 0 450,987,407<br />
Total All Funds 0 155,104,288 1,064,502,943 1,219,607,231 1,217,985,902 1,621,329 1,219,607,231<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
253<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 2<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Governmental Funds Summary<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Total Financing Sources Total Financing Uses<br />
Unallocated Additional Total Total<br />
Fund Balance Decreases to Financing Financing Financing Increases to Financing<br />
Fund Name June 30,<strong>2011</strong> Fund Balance Sources Sources Uses Fund Balance Uses<br />
(1) (2) (3) (4) (5) (6) (7) (8)<br />
10-010-XXX General 0 18,117,316 367,787,850 385,905,166 385,606,029 299,137 385,905,166<br />
10-065-XXX ACO Funds 0 621,257 610,971 1,232,228 1,132,357 99,871 1,232,228<br />
10 Total General 0 18,738,573 368,398,821 387,137,394 386,738,386 399,008 387,137,394<br />
11-110-XXX Advertising 0 851,431 6,295,286 7,146,717 7,146,717 7,146,717<br />
11-140-XXX Fish/Wildlife 0 17,550 46,000 63,550 63,550 63,550<br />
11-160-XXX Road 0 3,879,735 43,367,552 47,247,287 46,940,654 306,633 47,247,287<br />
11-190-XXX Tobacco Tax 0 191,684 191,684 191,684 191,684<br />
11-300-XXX Mandated 0 41,987,873 36,368,426 78,356,299 77,652,720 703,579 78,356,299<br />
11-580-XXX Human Svcs-Realign 0 15,897,791 15,897,791 15,897,791 15,897,791<br />
11-590-XXX Human Services Dept 0 156,464,045 156,464,045 156,464,045 156,464,045<br />
11-600-XXX DCSS-Child Support Enf 0 15,246,968 15,246,968 15,246,968 15,246,968<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 53,943,226 53,943,226 53,943,226 53,943,226<br />
11-640-XXX Health-Realign 0 726,352 23,855,675 24,582,027 24,582,027 24,582,027<br />
11-650-XXX Mental Health-Realign 0 13,715,198 13,715,198 13,503,089 212,109 13,715,198<br />
11-660-XXX Mental Health Svcs Act 0 3,413,325 11,809,712 15,223,037 15,223,037 15,223,037<br />
11 Total Special Revenue 0 50,876,266 377,201,563 428,077,829 426,855,508 1,222,321 428,077,829<br />
12 Total Capital Projects 0 315,895 33,635,388 33,951,283 33,951,283 0 33,951,283<br />
13 Total Debt Service 0 1,400 3,520,000 3,521,400 3,521,400 0 3,521,400<br />
Subtotals 0 69,932,134 782,755,772 852,687,906 851,066,577 1,621,329 852,687,906<br />
XX Operating Transfers* 0 0 (84,068,082) (84,068,082) (84,068,082) 0 (84,068,082)<br />
Total Governmental Funds 0 69,932,134 698,687,690 768,619,824 766,998,495 1,621,329 768,619,824<br />
Appropriations Limit 526,051,270<br />
Appropriations Subject to Limit 225,461,793<br />
*Transfers within a fund totalling $21,406,448 have been eliminated from the above fund totals. Transfers between funds are included within the above<br />
funds and eliminated here before consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
254<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 3<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Fund Balance-Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Less: Obligated Fund Balance<br />
Total Total<br />
Estimated Less: Unallocated<br />
Fund Balance Unassigned Fund Balance<br />
Fund Name June 30, <strong>2011</strong> Nonspendable Restricted Committed Assigned Fund Balance June 30, <strong>2011</strong><br />
(1) (2) (3) (4) (5) (6) (7) (8)<br />
10-010-XXX General 60,685,562 26,086,753 27,876,433 6,722,376 0<br />
10-020-XXX General Reserve 28,369,186 28,369,186 0<br />
10-065-XXX ACO Funds 3,730,755 3,730,755 0<br />
10 Total General 92,785,503 26,086,753 0 0 31,607,188 35,091,562 0<br />
11-110-XXX Advertising 2,043,646 15,000 2,028,646 0<br />
11-140-XXX Fish/Wildlife 160,887 160,887 0<br />
11-160-XXX Road 19,570,484 642,393 18,928,091 0<br />
11-300-XXX Mandated 133,218,581 133,218,581 0<br />
11-590-XXX Human Services Dept 139,542 139,542 0<br />
11-600-XXX DCSS-Child Support Enf 249,278 249,278 0<br />
11-640-XXX Health-Realign 1,812,238 1,812,238 0<br />
11-650-XXX Mental Health-Realign 1,992,713 1,992,713 0<br />
11-660-XXX Mental Health Svcs Act 7,612,165 7,612,165 0<br />
11 Total Special Revenue 166,799,534 657,393 164,113,495 2,028,646 0 0 0<br />
12 Total Capital Projects 315,895 0 0 0 315,895 0 0<br />
13 Total Debt Service 9,624,537 0 9,624,537 0 0 0 0<br />
Total Governmental Funds 269,525,469 26,744,146 173,738,032 2,028,646 31,923,083 35,091,562 0<br />
*Fund Balance Component Definitions (encumbrances are excluded):<br />
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.<br />
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.<br />
3) Committed - Formal action required by the Board <strong>of</strong> Supervisors.<br />
4) Assigned - Set aside for intended use by Board <strong>of</strong> Supervisors or designated body or <strong>of</strong>ficial.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
255<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Description Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
(Identified by Fund Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
Balance Component*) June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(1) (2) (3) (4) (5) (6) (7)<br />
General Fund - Nonspendable:<br />
10-010-000 Inventory 233,697 233,697<br />
10-010-000 Retirement Deposits 25,553,056 25,553,056<br />
10-010-776 Tobacco Deallocation-LT Receivables 300,000 300,000<br />
Subtotal - Nonspendable 26,086,753 0 0 0 0 26,086,753<br />
General Fund - Assigned:<br />
10-010-000 General Fund Balance 10,000,000 10,000,000 10,000,000 0<br />
10-010-070 IS Replacement-A 3,981,185 2,895,943 2,895,943 1,085,242<br />
10-010-071 IS Replacement-B 647,311 417,613 417,613 229,698<br />
10-010-072 Technology Investment Fund 2,348,359 1,926,110 1,926,110 422,249<br />
10-010-073 Radio Replacement Fund 995,768 26,834 995,768<br />
10-010-074 HRMS Fund 47,364 41,963 41,963 5,401<br />
10-010-110 <strong>County</strong> Center Parking 17,355 16,763 16,763 592<br />
10-010-120 So Co Energy Watch 184,330 10,600 10,600 194,930<br />
10-010-251 ARM-Mitigation 182,372 1,300 1,300 183,672<br />
10-010-320 Parks-Equip Replace 180,255 1,032 1,032 181,287<br />
10-010-370 P.W.-District Formation 79,404 15,250 15,250 64,154<br />
10-010-371 P.W.-Water Systems 319,545 257,371 257,371 576,916<br />
10-010-400 Sheriff-Radio Replacement 217,485 2,000 2,000 219,485<br />
10-010-401 Sheriff-Revenue Tracking 468,674 468,674 468,674 0<br />
10-010-403 Sheriff-Radio Infrastructure 0 26,834 26,834<br />
10-010-440 Probation-SAC Ops & Replacement 514,936 514,936<br />
10-010-776 Tobacco Deallocation 7,692,090 2,335,000 2,335,000 5,357,090<br />
Subtotal - Assigned 27,876,433 18,117,316 18,117,316 299,137 299,137 10,058,254<br />
General Fund - Unassigned:<br />
10-010-000 State Mandates 508,662 508,662<br />
10-010-000 JMS System 500,000 500,000<br />
10-010-000 OPEB 3,000,000 3,000,000<br />
10-010-000 Supplemental Tax Processing 2,713,714 2,713,714<br />
Subtotal - Unassigned 6,722,376 0 0 0 0 6,722,376<br />
Subtotal General Fund 60,685,562 18,117,316 18,117,316 299,137 299,137 42,867,383<br />
General Reserve - Unassigned<br />
10-020-000 General Reserve 28,369,186 28,369,186<br />
ACO Funds - Assigned<br />
10-065-100 Fleet ACO 1,876,947 39,860 39,860 1,916,807<br />
10-065-200 Reprographics ACO 1,992 1,992<br />
10-065-400 Communications ACO 694,160 448,320 448,320 245,840<br />
10-065-500 Facilities ACO 702,280 60,011 60,011 762,291<br />
10-065-600 Records ACO 455,376 172,937 172,937 282,439<br />
Total ACO Funds 3,730,755 621,257 621,257 99,871 99,871 3,209,369<br />
10 Total General Fund 92,785,503 18,738,573 18,738,573 399,008 399,008 74,445,938<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
256<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Description Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
(Identified by Fund Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
Balance Component*) June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(1) (2) (3) (4) (5) (6) (7)<br />
Advertising - Nonspendable:<br />
11-110-000 Long Term Receivables 15,000 15,000<br />
Advertising - Committed:<br />
11-110-000 Advertising 1,565,012 486,536 701,456 863,556<br />
11-110-000 Economic Uncertainties 313,659 313,659<br />
11-110-000 Econ Uncert-Parks O&M 149,975 149,975 149,975 0<br />
Total Advertising 2,043,646 636,511 851,431 0 0 1,192,215<br />
Fish/Wildlife - Restricted:<br />
11-140-000 Fish/Wildlife 160,551 17,550 17,550 143,001<br />
11-140-100 Abalone Preservation 336 336<br />
Total Fish/Wildlife 160,887 17,550 17,550 0 0 143,337<br />
Road Fund - Nonspendable:<br />
11-160-060 Maint Division-Inventory 642,393 642,393<br />
Road Fund - Restricted:<br />
11-160-000 Road 1,904,811 306,633 306,633 2,211,444<br />
11-160-020 Bridges 60,125 18,999 18,999 41,126<br />
11-160-030 Overlays/Road Improvements 1,985,647 99,999 99,999 1,885,648<br />
11-160-060 Maintenance Division 4,201,144 616,627 616,627 3,584,517<br />
11-160-080 Co-operative Cap Projects 235,000 235,000 235,000 0<br />
11-160-403 <strong>Sonoma</strong> Vly Dev Fee 991,293 298,586 298,586 692,707<br />
11-160-404 Moorland Ave Dev Fee 70 70<br />
11-160-409 <strong>County</strong>wide Developer Fees 9,550,001 2,610,524 2,610,524 6,939,477<br />
Total Road Fund 19,570,484 3,879,735 3,879,735 306,633 306,633 15,997,382<br />
Mandated Funds - Restricted:<br />
11-300-100 Tidelands Leases 577,714 356,995 356,995 220,719<br />
11-300-210 Assessor-Prop Characteristics 501,202 7,888 7,888 509,090<br />
11-300-211 Assessor-Prop Tax Admin 3,104 600 600 3,704<br />
11-300-240 Recorder-Modernization 6,582,279 222,806 222,806 6,805,085<br />
11-300-241 Recorder-Micrographics 662,075 25,730 25,730 687,805<br />
11-300-242 Clerk/Recorder VRIP 329,443 718 718 328,725<br />
11-300-243 Social Security Truncation 69,319 29,730 29,730 39,589<br />
11-300-245 Recorder Operations 824,487 265,796 265,796 558,691<br />
11-300-250 Survey-Monument Preservation 10,690 7,100 7,100 17,790<br />
11-300-320 Reg Parks Restricted Fund 480,934 77,628 77,628 558,562<br />
11-300-321 <strong>Sonoma</strong>/Gualala Park Mit 445,672 231,700 231,700 213,972<br />
11-300-322 Clov/Healds Park Mit 197,620 94,715 94,715 102,905<br />
11-300-323 Russ Riv/Seb Park Mit 129,259 8,376 8,376 120,883<br />
11-300-324 Santa Rosa Park Mit 198,243 110,903 110,903 87,340<br />
11-300-325 RP-Cot/Pet Park Mit 192,342 119,012 119,012 73,330<br />
11-300-326 <strong>Sonoma</strong> Vly Park Mit 191,996 78,327 78,327 113,669<br />
11-300-327 Lark-Wik Spec Plan Park Mit 22,355 138 138 22,493<br />
11-300-371 Pub Educ Govt Access Fees 272,061 175,500 175,500 447,561<br />
11-300-400 Sheriff-AB1109 Fees 510,687 78,713 78,713 589,400<br />
11-300-401 Sheriff-AB709 Fees 119,799 33,908 33,908 153,707<br />
11-300-402 Sheriff-Fed Forfeiture-DOJ 804,808 12,000 12,000 792,808<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
257<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Description Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
(Identified by Fund Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
Balance Component*) June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(1) (2) (3) (4) (5) (6) (7)<br />
Mandated Funds - Restricted (cont):<br />
11-300-403 Sheriff-Fed Forfeiture-US Treas 5,340 5,340<br />
11-300-404 Sheriff-DMV ID Fee 1,488,479 1,488,479 1,488,479 0<br />
11-300-405 Asset Forfeiture Fund 311,261 311,261<br />
11-300-410 Detention-Jail Industries 184,041 25,300 25,300 158,741<br />
11-300-421 D.A.-Auto Insurance Fraud 170,765 62,836 62,836 107,929<br />
11-300-422 D.A.-Consumer Protection 814,026 257,466 257,466 556,560<br />
11-300-423 D.A.-SCATT 31,879 12,206 12,206 44,085<br />
11-300-424 D.A.-Family Justice Center 19,614 19,614 19,614 0<br />
11-300-425 D.A.-Asset Forfeiture 33,833 4,134 4,134 29,699<br />
11-300-426 D.A.-FJC-SB635 101,678 101,678 101,678 0<br />
11-300-440 Prob-Juv Funds 1,358,660 601,958 601,958 756,702<br />
11-300-460 Courthouse Construction 1,204,896 509,364 509,364 695,532<br />
11-300-461 Criminal Justice Construction 5,298,972 3,397,543 3,397,543 1,901,429<br />
11-300-463 Penalty Assessment 11,784 11,784<br />
11-300-512 Alternate Dispute Resolution 150,722 44,663 44,663 195,385<br />
11-300-594 Dependent Child Fund 30,147 30,147<br />
11-300-601 DCSS-Revenue Fund 14,644 14,644 14,644 0<br />
11-300-610 AODS-Memorial Fund 24,270 22,826 22,826 1,444<br />
11-300-650 MH-Interim Fund 34,105 7,100 7,100 27,005<br />
11-300-678 AODS-JAG Funds 10,711 10,711<br />
11-300-679 AODS-OTP 12,610 12,610<br />
11-300-680 P&P-C&FC-Dedicated Fund 27,822,116 1,353,959 1,353,959 26,468,157<br />
11-300-681 P&P-Children & Families First 769,690 767,884 767,884 1,806<br />
11-300-683 EH-Solid Waste-EAG 107 107<br />
11-300-691 AODS-AB 1916 11,583 11,583<br />
11-300-692 AODS-SACPA 18,157 18,157<br />
11-300-693 PH-Vital Statistics Fund 28,115 360 360 27,755<br />
11-300-694 MH-AB 2034 Adult Homeless 243 243<br />
11-300-696 Admin-MAA/TCM Audit Reserve 1,314,508 41,121 41,121 1,273,387<br />
11-300-697 PH-Bioterrorism Program 6,756 6,756 6,756 0<br />
11-300-699 Childrens Fund 31,362 31,362<br />
11-300-700 ACC-Public Educ Fund 17,739 10,995 10,995 6,744<br />
11-300-700 ACC-Public Educ-Equipment 60,669 8,667 8,667 69,336<br />
11-300-701 W & M Transaction Verification 19,772 1,450 1,450 18,322<br />
11-300-702 Animal Welfare Fund 61,428 8,032 8,032 69,460<br />
11-300-770 Securitization/Endowment A 23,465,810 11,448,935 12,348,935 11,116,875<br />
11-300-774 Open Space Spec Tax Account-Meas F 55,152,000 19,635,199 19,635,199 35,516,801<br />
Total Mandated Funds 133,218,581 41,087,873 41,987,873 703,579 703,579 91,934,287<br />
Human Services Dept - Restricted:<br />
11-590-110 WP-Federal Assistance 139,542 139,542<br />
Total Human Services Dept 139,542 0 0 0 0 139,542<br />
DCSS-Child Support Enforce - Restricted:<br />
11-600-020 DCSS-Child Support Enforcement 249,278 249,278<br />
Health Realignment - Restricted:<br />
11-640-710 Health Realign-Operating 1,812,238 726,352 726,352 1,085,886<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
258<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Description Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
(Identified by Fund Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
Balance Component*) June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(1) (2) (3) (4) (5) (6) (7)<br />
Mental Health Realignment - Restricted:<br />
11-650-810 MH Realign-Operating 1,992,713 212,109 212,109 2,204,822<br />
Mental Health Services Act - Restricted:<br />
11-660-420 MHSA-CSS 225,526 225,526 225,526 0<br />
11-660-430 MHSA-Capital 121,433 51,020 51,020 70,413<br />
11-660-440 MHSA-Early Intervention 1,111,452 275,832 275,832 835,620<br />
11-660-450 MHSA-Educ/Training 2,636,306 388,141 388,141 2,248,165<br />
11-660-460 MHSA-Innovation 807,432 805,587 805,587 1,845<br />
11-660-470 MHSA-Prudent Reserve 2,710,016 1,667,219 1,667,219 1,042,797<br />
Total Mental Health Svcs Act 7,612,165 3,413,325 3,413,325 0 0 4,198,840<br />
11 Total Special Revenue Funds 166,799,534 49,761,346 50,876,266 1,222,321 1,222,321 117,145,589<br />
12 Capital Projects (Assigned) 315,895 315,895 315,895 0 0 0<br />
13 Debt Service (Restricted) 9,624,537 1,400 1,400 0 0 9,623,137<br />
Total Governmental Funds 269,525,469 68,817,214 69,932,134 1,621,329 1,621,329 201,214,664<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
259<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 5<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Summary <strong>of</strong> Additional Financing Sources by Source and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Summarization By Source:<br />
10 Taxes:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Actual Estimated Recommended Supervisors<br />
Description 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Property Taxes-CY Secured 179,065,004 174,366,925 170,323,514 170,323,514<br />
Property Taxes-CY Supplemental 1,421,640 1,208,394 1,200,000 1,200,000<br />
Property Taxes-CY Unsecured 5,521,689 5,206,593 5,000,000 5,000,000<br />
Property Taxes-PY Secured 7,110 (100,000) 0 0<br />
Property Taxes-PY Supplemental (12,834) (15,000) 0 0<br />
Property Taxes-PY Unsecured 95,023 15,000 65,000 65,000<br />
Penalties/Costs on Taxes 191 0 0 0<br />
In Lieu Local Sales/Use Taxes 2,967,944 3,050,836 3,075,000 3,075,000<br />
Sales/Use Taxes 9,235,390 11,649,164 25,127,500 25,727,500<br />
Other Taxes 10,268,317 10,433,127 10,417,017 10,417,017<br />
208,569,474 205,815,039 215,208,031 215,808,031<br />
13 Licenses, Permits and Franchises 15,026,308 15,744,438 15,806,541 15,806,541<br />
15 Fines, Forfeitures and Penalties 17,852,620 19,781,900 12,869,238 14,771,835<br />
17 Revenue From Use <strong>of</strong> Money and Property 10,588,171 9,816,024 7,107,002 7,135,456<br />
20 Intergovernmental Revenues:<br />
Intergovernmental-State 260,153,023 287,702,360 280,583,773 284,234,360<br />
Intergovernmental-Federal 68,228,533 64,154,847 64,259,358 64,861,860<br />
Intergovernmental-Other 19,126,663 21,370,845 28,629,257 29,622,270<br />
347,508,219 373,228,052 373,472,388 378,718,490<br />
30 Charges for Current Services 76,124,569 52,925,346 50,007,913 50,359,983<br />
40 Miscellaneous Revenues 13,082,770 18,088,263 15,293,624 15,098,388<br />
46 Other Financing Sources* 4,003,819 62,561,484 146,073 988,966<br />
Total Summarization by Source 692,755,950 757,960,546 689,910,810 698,687,690<br />
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, <strong>2011</strong>-12 Recommended transfers<br />
totalling $103,269,142, and <strong>2011</strong>-12 <strong>Adopted</strong> transfers totalling $105,474,530.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
260<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 5<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Summary <strong>of</strong> Additional Financing Sources by Source and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Summarization by Fund:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Actual Estimated Recommended Supervisors<br />
Description 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
10-010-XXX General 386,526,833 385,903,556 361,169,934 367,787,850<br />
10-065-XXX ACO Funds 1,330,447 887,802 610,971 610,971<br />
10 General Fund 387,857,280 386,791,358 361,780,905 368,398,821<br />
11-110-XXX Advertising 5,668,757 6,079,940 6,295,286 6,295,286<br />
11-140-XXX Fish/Wildlife 42,156 38,427 46,000 46,000<br />
11-160-XXX Road 36,933,629 44,170,419 42,450,159 43,367,552<br />
11-190-XXX Tobacco Tax 207,436 210,293 191,684 191,684<br />
11-300-XXX Mandated 20,857,824 81,075,017 36,368,426 36,368,426<br />
11-580-XXX Human Svcs-Realign 15,180,755 16,041,157 15,897,791 15,897,791<br />
11-590-XXX Human Svcs Dept 150,915,829 154,071,656 155,494,635 156,464,045<br />
11-600-XXX DCSS-Child Support Enf 14,492,986 14,625,115 15,246,968 15,246,968<br />
11-610-XXX Dept <strong>of</strong> Health Services 54,292,466 52,163,517 53,293,135 53,943,226<br />
11-640-XXX Health-Realign 23,816,481 23,449,198 23,855,675 23,855,675<br />
11-650-XXX Mental Health-Realign 11,285,046 13,020,917 13,715,198 13,715,198<br />
11-660-XXX Mental Health Services Act 14,100,092 20,220,454 11,809,712 11,809,712<br />
11 Special Revenue Funds 347,793,457 425,166,110 374,664,669 377,201,563<br />
12 Capital Projects 11,699,482 10,549,363 31,807,930 33,635,388<br />
13 Debt Service 28,863,659 3,233,000 3,520,000 3,520,000<br />
Subtotal 776,213,878 825,739,831 771,773,504 782,755,772<br />
XX Transfers* (83,457,928) (67,779,285) (81,862,694) (84,068,082)<br />
Total Summarization by Fund 692,755,950 757,960,546 689,910,810 698,687,690<br />
*The following transfers within a fund have been eliminated from the above fund totals: 2009-10 Actuals - $23,984,108, 2010-11 Estimated -<br />
$17,689,951, <strong>2011</strong>-12 Recommended - $21,406,448, and <strong>2011</strong>-12 <strong>Adopted</strong> - $21,406,448. Transfers between funds are included within the<br />
above funds and eliminated here before consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
261<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
10 Taxes:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
100 Property Taxes-CY Secured:<br />
10-010-XXX General 178,283,855 174,366,925 170,323,514 170,323,514<br />
13-XXX-XXX Debt Service 781,149 0 0 0<br />
179,065,004 174,366,925 170,323,514 170,323,514<br />
102 Property Taxes-CY Supplemental 1,421,640 1,208,394 1,200,000 1,200,000<br />
104 Property Taxes-CY Unsecured 5,521,689 5,206,593 5,000,000 5,000,000<br />
106 Property Taxes-PY Secured:<br />
10-010-XXX General (25,910) (100,000) 0 0<br />
13-XXX-XXX Debt Service 33,020 0 0 0<br />
7,110 (100,000) 0 0<br />
108 Property Taxes-PY Supplemental (12,834) (15,000) 0 0<br />
110 Property Taxes-PY Unsecured 95,023 15,000 65,000 65,000<br />
112 Penalties/Costs on Taxes 191 0 0 0<br />
113 In Lieu Local Sales/Use Tax 2,967,944 3,050,836 3,075,000 3,075,000<br />
114 Sales/Use Taxes:<br />
10-010-XXX General 9,235,390 9,649,164 9,327,500 9,927,500<br />
11-300-XXX Mandated 0 2,000,000 15,800,000 15,800,000<br />
9,235,390 11,649,164 25,127,500 25,727,500<br />
126 Other Taxes:<br />
10-010-XXX General 4,902,566 4,635,532 4,446,000 4,446,000<br />
11-110-XXX Advertising 5,353,509 5,797,595 5,971,017 5,971,017<br />
11-160-XXX Road 5,000 0 0 0<br />
12-XXX-XXX Capital Projects 7,242 0 0 0<br />
10,268,317 10,433,127 10,417,017 10,417,017<br />
10 Total Taxes 208,569,474 205,815,039 215,208,031 215,808,031<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
262<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
13 Licences, Permits and Franchises:<br />
130 Animal Licenses<br />
10-010-XXX General 671,012 704,661 0 0<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 724,320 724,320<br />
671,012 704,661 724,320 724,320<br />
132 Business Licenses:<br />
10-010-XXX General 21,953 44,900 66,780 66,780<br />
11-610-XXX Dept <strong>of</strong> Health Services 2,644,228 2,643,688 2,615,221 2,615,221<br />
2,666,181 2,688,588 2,682,001 2,682,001<br />
134 Construction Permits:<br />
10-010-XXX General 6,611,615 6,880,063 6,983,578 6,983,578<br />
11-300-XXX Mandated 375,206 324,882 294,345 294,345<br />
11-610-XXX Dept <strong>of</strong> Health Services 318,362 333,614 420,140 420,140<br />
7,305,183 7,538,559 7,698,063 7,698,063<br />
136 Road Privileges/Permits:<br />
10-010-XXX General 48,572 44,862 35,298 35,298<br />
11-300-XXX Mandated 0 0 4,300 4,300<br />
48,572 44,862 39,598 39,598<br />
140 Franchises:<br />
10-010-XXX General 2,606,117 2,684,025 2,600,000 2,600,000<br />
11-300-XXX Mandated 65,560 276,000 274,000 274,000<br />
11-610-XXX Dept <strong>of</strong> Health Services 180,000 185,000 185,000 185,000<br />
2,851,677 3,145,025 3,059,000 3,059,000<br />
146 Other Licenses/Permits:<br />
10-010-XXX General 1,384,182 1,490,240 214,321 214,321<br />
11-300-XXX Mandated 2,461 3,989 1,274,909 1,274,909<br />
11-610-XXX Dept <strong>of</strong> Health Services 97,040 128,514 114,329 114,329<br />
1,483,683 1,622,743 1,603,559 1,603,559<br />
13 Total Licenses, Permits and Franchises 15,026,308 15,744,438 15,806,541 15,806,541<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
263<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
15 Fines, Forfeitures and Penalties:<br />
150 Vehicle Code Fines:<br />
10-010-XXX General 92,795 92,500 105,988 105,988<br />
11-160-XXX Road 294,936 269,025 270,000 270,000<br />
387,731 361,525 375,988 375,988<br />
152 Other Court Fines:<br />
10-010-XXX General 1,630,043 1,946,223 1,698,212 1,698,212<br />
11-140-XXX Fish/Wild Life 40,579 37,305 42,800 42,800<br />
11-160-XXX Road 19,369 19,712 17,500 17,500<br />
11-300-XXX Mandated 3,147,062 1,936,410 1,940,990 1,940,990<br />
11-610-XXX Dept <strong>of</strong> Health Services 12,546 15,000 19,100 19,100<br />
4,849,599 3,954,650 3,718,602 3,718,602<br />
160 Forfeitures/Penalties:<br />
10-010-XXX General 2,375,659 2,279,107 2,127,205 2,468,783<br />
11-300-XXX Mandated 537,768 151,756 28,962 28,962<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 83,619 83,619<br />
12-XXX-XXX Capital Projects 0 0 100,000 100,000<br />
2,913,427 2,430,863 2,339,786 2,681,364<br />
169 Penalties/Costs on Taxes<br />
10-010-XXX General 9,701,863 13,034,862 6,434,862 7,794,881<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 0 201,000<br />
9,701,863 13,034,862 6,434,862 7,995,881<br />
15 Total Fines, Forfeitures and Penalties 17,852,620 19,781,900 12,869,238 14,771,835<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
264<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
17 Revenue From Use <strong>of</strong> Money and Property:<br />
170 Interest:<br />
10-010-XXX General 8,674,562 8,275,106 5,286,495 5,314,949<br />
10-065-XXX ACO Funds 41,220 27,415 89,010 89,010<br />
11-110-XXX Advertising 37,410 25,000 25,000 25,000<br />
11-140-XXX Fish/Wild Life 1,577 1,122 3,200 3,200<br />
11-160-XXX Road 122,472 94,496 77,500 77,500<br />
11-190-XXX Tobacco Tax 3,192 104 1,981 1,981<br />
11-300-XXX Mandated 566,656 449,441 424,832 424,832<br />
11-580-XXX Human Svcs-Realign 26,477 27,450 27,450 27,450<br />
11-590-XXX Human Services Dept (58,012) (33,752) 25,000 25,000<br />
11-600-XXX DCSS-Child Support Enf 6,555 6,000 6,000 6,000<br />
11-610-XXX Dept <strong>of</strong> Health Services (138,638) (259,377) (91,928) (91,928)<br />
11-640-XXX Health-Realign 37,640 26,495 21,196 21,196<br />
11-650-XXX Mental Health-Realign 25,594 14,609 9,859 9,859<br />
11-660-XXX Mental Health Svcs Act 65,154 35,469 16,312 16,312<br />
12-XXX-XXX Capital Projects 50,164 4,776 0 0<br />
13-XXX-XXX Debt Service 68,147 4,000 3,000 3,000<br />
9,530,170 8,698,354 5,924,907 5,953,361<br />
180 Rents/Concessions:<br />
10-010-XXX General 941,909 1,068,236 995,289 995,289<br />
11-300-XXX Mandated 116,092 49,434 144,919 144,919<br />
12-XXX-XXX Capital Projects 0 0 41,887 41,887<br />
1,058,001 1,117,670 1,182,095 1,182,095<br />
17 Total Revenue From Use <strong>of</strong> Money and Property 10,588,171 9,816,024 7,107,002 7,135,456<br />
20 Intergovernmental Revenues:<br />
202 State-Highway Users Tax:<br />
11-160-XXX Road 9,231,060 13,864,539 13,451,351 13,451,351<br />
9,231,060 13,864,539 13,451,351 13,451,351<br />
208 State-Other In-Lieu 1,529 1,000 0 0<br />
210 State-Public Assist Admin:<br />
11-590-XXX Human Services Dept 57,059,842 60,551,650 58,288,534 58,331,800<br />
11-600-XXX DCSS-Child Support Enf 4,695,174 4,874,021 5,167,285 5,167,285<br />
11-610-XXX Dept <strong>of</strong> Health Services 1,014,765 13,017,402 12,527,970 12,527,970<br />
62,769,781 78,443,073 75,983,789 76,027,055<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
265<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
20 Intergovernmental Revenues (cont):<br />
214 State-Public Assist Programs:<br />
11-590-XXX Human Services Dept 33,352,273 34,810,845 38,301,896 38,301,896<br />
11-610-XXX Dept <strong>of</strong> Health Services 325,625 326,365 306,430 306,430<br />
33,677,898 35,137,210 38,608,326 38,608,326<br />
218 State-Health Administration:<br />
11-300-XXX Mandated 18,220 0 0 0<br />
18,220 0 0 0<br />
220 State-CA Children Services:<br />
11-610-XXX Dept <strong>of</strong> Health Services 2,970,365 2,975,047 3,351,105 3,351,105<br />
2,970,365 2,975,047 3,351,105 3,351,105<br />
224 State-Mental Health:<br />
11-590-XXX Human Services Dept 88,852 312,596 312,596 243,387<br />
11-610-XXX Dept <strong>of</strong> Health Services 6,232,570 5,136,312 4,579,235 4,579,235<br />
6,321,422 5,448,908 4,891,831 4,822,622<br />
226 State-Tuberculosis Control:<br />
11-610-XXX Dept <strong>of</strong> Health Services 44,884 18,944 18,944 18,944<br />
44,884 18,944 18,944 18,944<br />
228 State-Health:<br />
11-190-XXX Tobacco Tax 204,176 210,189 189,703 189,703<br />
11-300-XXX Mandated 429,221 545,397 525,006 525,006<br />
11-590-XXX Human Services Dept 49,679 61,551 55,841 55,841<br />
11-610-XXX Dept <strong>of</strong> Health Services 11,881,605 11,652,809 11,757,348 11,757,348<br />
12,564,681 12,469,946 12,527,898 12,527,898<br />
230 State-Agriculture 2,762,183 3,005,402 2,875,234 2,996,800<br />
232 State-Civil Defense 137,051 241,035 209,035 209,035<br />
234 State-Construction:<br />
11-160-XXX Road 6,748,435 5,652,728 5,538,809 5,538,809<br />
6,748,435 5,652,728 5,538,809 5,538,809<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
266<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
20 Intergovernmental Revenues (cont):<br />
236 State-Corrections:<br />
10-010-XXX General 9,875,425 9,640,854 10,170,020 10,349,957<br />
11-300-XXX Mandated 1,750,989 1,387,378 1,600,000 1,600,000<br />
11,626,414 11,028,232 11,770,020 11,949,957<br />
240 State-Disaster Relief:<br />
10-010-XXX General 14,438 8,167 18,000 18,000<br />
11-160-XXX Road 463,961 (906) 0 0<br />
12-XXX-XXX Capital Projects 0 10,088 383,227 383,227<br />
478,399 17,349 401,227 401,227<br />
242 State-Veterans' Affairs:<br />
11-590-XXX Human Services Dept 53,687 71,000 60,000 60,000<br />
53,687 71,000 60,000 60,000<br />
244 State-HOPTR 1,336,869 1,311,896 1,300,000 1,300,000<br />
245 State-Realignment-Sales Tax:<br />
11-580-XXX Human Svcs-Realign 14,472,792 15,313,848 15,170,482 15,170,482<br />
11-640-XXX Health-Realign 5,521,630 5,640,665 5,832,412 5,832,412<br />
11-650-XXX Mental Health-Realign 7,891,686 8,061,836 8,292,963 8,292,963<br />
27,886,108 29,016,349 29,295,857 29,295,857<br />
247 State-Prop 172-Public Safety 30,534,458 30,375,121 30,375,121 32,639,364<br />
248 State-Trial Courts 494,189 689,270 397,941 397,941<br />
249 State-Realignment-VLF 21,563,045 20,806,505 21,115,815 21,115,815<br />
250 State-Other:<br />
10-010-XXX General 4,620,768 6,305,494 3,216,921 4,343,514<br />
10-065-XXX ACO Funds 0 0 21,870 21,870<br />
11-160-XXX Road 364,263 0 0<br />
11-300-XXX Mandated 6,809,531 7,542,696 7,358,073 7,358,073<br />
11-590-XXX Human Services Dept 701,335 547,369 580,421 564,612<br />
11-610-XXX Dept <strong>of</strong> Health Services 1,733,624 2,548,262 3,176,290 3,176,290<br />
11-660-XXX Mental Health Svcs Act 14,602,959 20,184,985 11,793,400 11,793,400<br />
12-XXX-XXX Capital Projects 99,865 0 2,264,495 2,264,495<br />
28,932,345 37,128,806 28,411,470 29,522,254<br />
Total State Revenue 260,153,023 287,702,360 280,583,773 284,234,360<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
267<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
20 Intergovernmental Revenues (cont):<br />
260 Fed-Public Assist Admin:<br />
11-590-XXX Human Services Dept 15,508,681 13,706,230 16,382,472 16,400,712<br />
11-610-XXX Dept <strong>of</strong> Health Services 9,558,320 61 0 0<br />
25,067,001 13,706,291 16,382,472 16,400,712<br />
262 Fed-Public Assist Program:<br />
11-590-XXX Human Services Dept 7,950,990 8,890,165 8,632,156 8,767,941<br />
7,950,990 8,890,165 8,632,156 8,767,941<br />
268 Fed-Disaster Relief:<br />
10-010-XXX General 4,052 1,633 74,250 74,250<br />
11-160-XXX Road 434,364 (2,719) 0 0<br />
12-XXX-XXX Capital Projects 19,738 9,715 1,406,170 1,406,170<br />
458,154 8,629 1,480,420 1,480,420<br />
276 Fed-In Lieu Taxes 7,067 0 0 0<br />
278 Fed-Other:<br />
10-010-XXX General 5,648,273 8,242,973 5,080,262 5,331,274<br />
11-160-XXX Road 4,243,686 11,828,090 12,459,435 12,459,435<br />
11-300-XXX Mandated 2,608,938 422,877 328,463 328,463<br />
11-590-XXX Human Services Dept 10,396,608 9,863,632 7,216,103 7,413,568<br />
11-600-XXX DCSS-Child Support Enf 9,210,337 9,497,755 10,059,039 10,059,039<br />
11-610-XXX Dept <strong>of</strong> Health Services 2,503,369 1,644,870 633,884 633,884<br />
12-XXX-XXX Capital Projects 134,110 49,565 1,987,124 1,987,124<br />
34,745,321 41,549,762 37,764,310 38,212,787<br />
Total Federal Revenue 68,228,533 64,154,847 64,259,358 64,861,860<br />
290 Other Government Agencies:<br />
10-010-XXX General 14,402,310 14,999,270 16,815,830 16,815,830<br />
10-065-XXX ACO Funds 42,695 47,386 54,611 54,611<br />
11-110-XXX Advertising 114,447 113,000 113,000 113,000<br />
11-160-XXX Road 1,452,324 1,564,189 2,310,237 2,310,237<br />
11-300-XXX Mandated 25,002 50,727 72,000 72,000<br />
11-590-XXX Human Services Dept 112,167 113,136 179,885 179,885<br />
11-610-XXX Dept <strong>of</strong> Health Services 307,446 160,697 1,791,803 1,857,358<br />
12-XXX-XXX Capital Projects 163,075 1,442,440 4,123,891 5,051,349<br />
13-XXX-XXX Debt Service 2,507,197 2,880,000 3,168,000 3,168,000<br />
Total Other Revenue 19,126,663 21,370,845 28,629,257 29,622,270<br />
20 Total Intergovernmental Revenues 347,508,219 373,228,052 373,472,388 378,718,490<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
268<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
30 Charges for Current Services:<br />
300 Assessment/Tax Coll Fees:<br />
10-010-XXX General 7,261,045 8,416,582 8,189,350 8,189,350<br />
11-300-XXX Mandated 0 22,344 21,875 21,875<br />
13-XXX-XXX Debt Service (13,687) 0 0 0<br />
7,247,358 8,438,926 8,211,225 8,211,225<br />
302 Special Assessments:<br />
13-XXX-XXX Debt Service 63,821 0 0 0<br />
63,821 0 0 0<br />
304 Audit/Accounting Fees:<br />
10-010-XXX General 2,776,967 3,060,014 3,267,824 3,267,824<br />
11-610-XXX Dept <strong>of</strong> Health Services 190,189 238,566 238,732 238,732<br />
2,967,156 3,298,580 3,506,556 3,506,556<br />
306 Communication Services 236,113 359,179 257,000 285,219<br />
308 Election Services 212,262 826,058 469,100 469,100<br />
310 Legal Services 2,450,600 2,786,929 2,888,749 2,774,749<br />
312 Personnel Services:<br />
11-610-XXX Dept <strong>of</strong> Health Services 75,205 281,861 300 300<br />
75,205 281,861 300 300<br />
314 Planning/Engineering Services:<br />
10-010-XXX General 3,482,748 2,702,356 2,394,850 2,778,351<br />
11-160-XXX Road 5,514 4,230 5,750 5,750<br />
11-610-XXX Dept <strong>of</strong> Health Services 11,208 10,000 0 0<br />
3,499,470 2,716,586 2,400,600 2,784,101<br />
318 Agricultural Services<br />
10-010-XXX General 721,597 702,424 642,058 642,058<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 79,482 79,482<br />
721,597 702,424 721,540 721,540<br />
320 Civil Process Service:<br />
10-010-XXX General 192,757 191,541 191,468 191,468<br />
11-300-XXX Mandated 141,428 128,000 168,000 168,000<br />
334,185 319,541 359,468 359,468<br />
322 Court Fees/Costs:<br />
10-010-XXX General 839,052 1,013,670 1,068,221 1,068,221<br />
11-300-XXX Mandated 114,076 120,000 139,845 139,845<br />
953,128 1,133,670 1,208,066 1,208,066<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
269<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
30 Charges for Current Services (cont):<br />
324 Estate Fees:<br />
11-590-XXX Human Services Dept 197,512 111,695 125,000 125,000<br />
197,512 111,695 125,000 125,000<br />
326 Humane Services:<br />
10-010-XXX General 71,216 62,265 0 0<br />
11-300-XXX Mandated 24,581 9,395 25,086 25,086<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 81,347 81,347<br />
95,797 71,660 106,433 106,433<br />
328 Law Enforcement Services:<br />
10-010-XXX General 465,344 408,000 406,000 406,000<br />
11-610-XXX Dept <strong>of</strong> Health Services 2,900 0 0 0<br />
468,244 408,000 406,000 406,000<br />
330 Recording Fees:<br />
10-010-XXX General 1,385,073 466,338 441,762 441,762<br />
11-300-XXX Mandated 1,112,569 2,708,099 2,563,355 2,563,355<br />
11-610-XXX Dept <strong>of</strong> Health Services 172,882 154,997 155,196 155,196<br />
13-XXX-XXX Debt Service (30) 0 0 0<br />
2,670,494 3,329,434 3,160,313 3,160,313<br />
332 Road/Street Services:<br />
10-010-XXX General 279,183 317,373 392,400 392,400<br />
11-160-XXX Road 1,393,635 1,312,563 1,734,267 1,734,267<br />
1,672,818 1,629,936 2,126,667 2,126,667<br />
334 Health Fees:<br />
10-010-XXX General 130,139 81,463 83,173 83,173<br />
11-610-XXX Dept <strong>of</strong> Health Services 1,422,682 1,338,511 1,336,514 1,336,514<br />
1,552,821 1,419,974 1,419,687 1,419,687<br />
337 Mental Health Services:<br />
11-300-XXX Mandated 1,924,443 2,281,874 2,073,890 2,073,890<br />
11-610-XXX Dept <strong>of</strong> Health Services 220,441 199,582 199,766 199,766<br />
2,144,884 2,481,456 2,273,656 2,273,656<br />
338 California Childrens Services:<br />
11-610-XXX Dept <strong>of</strong> Health Services 620 560 0 0<br />
620 560 0 0<br />
344 Institutional Care/Services 1,186,917 960,174 780,506 834,856<br />
347 Educational Services 24,731 38,425 5,888 5,888<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
270<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
30 Charges for Current Services (cont):<br />
350 Park/Recreation Services:<br />
10-010-XXX General 2,432,844 2,722,963 2,935,183 2,935,183<br />
11-300-XXX Mandated 65,730 0 127,767 127,767<br />
2,498,574 2,722,963 3,062,950 3,062,950<br />
360 Other Charges for Services:<br />
10-010-XXX General 14,732,558 15,513,448 14,695,992 14,695,992<br />
10-065-XXX ACO Funds 229,054 263,429 153,003 153,003<br />
11-160-XXX Road 1,110 475 1,000 1,000<br />
11-300-XXX Mandated 23,283 78,166 79,708 79,708<br />
11-590-XXX Human Services Dept 759,700 932,975 1,000,974 1,000,974<br />
11-610-XXX Dept <strong>of</strong> Health Services 521,805 486,392 244,261 244,261<br />
12-XXX-XXX Capital Projects 0 0 6,213 6,213<br />
13-XXX-XXX Debt Service 29,409,479 0 0 0<br />
45,676,989 17,274,885 16,181,151 16,181,151<br />
398 Revenue Applicable to Prior <strong>Year</strong>:<br />
10-010-XXX General 1,637,022 493,335 (80,600) (80,600)<br />
11-110-XXX Advertising 25 0 0 0<br />
11-160-XXX Road 584,804 2,868 0 0<br />
11-300-XXX Mandated 45,260 4,330 0 0<br />
11-590-XXX Human Services Dept 291,693 501,271 200,000 200,000<br />
11-600-XXX DCSS-Child Support Enf 432,978 0 0 0<br />
11-610-XXX Dept <strong>of</strong> Health Services 1,115,605 556,349 217,658 217,658<br />
11-640-XXX Health Realignment (146,878) 47,042 0 0<br />
11-650-XXX MH Health Realignment (108,189) 74,335 0 0<br />
11-660-XXX Mental Health Svcs Act (568,021) 0 0 0<br />
12-XXX-XXX Capital Projects 223,411 (67,100) 0 0<br />
13-XXX-XXX Debt Service (4,334,437) 0 0 0<br />
(826,727) 1,612,430 337,058 337,058<br />
30 Total Charges for Current Services 76,124,569 52,925,346 50,007,913 50,359,983<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
271<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
40 Miscellaneous Revenues:<br />
402 Other Sales:<br />
10-010-XXX General 1,856,426 2,186,132 1,873,048 1,736,774<br />
10-065-XXX ACO Funds 517,175 257,095 250,000 250,000<br />
11-300-XXX Mandated 166,225 163,707 142,880 142,880<br />
11-610-XXX Dept <strong>of</strong> Health Services 0 0 177,544 177,544<br />
2,539,826 2,606,934 2,443,472 2,307,198<br />
404 Miscellaneous Revenues:<br />
10-010-XXX General 3,509,555 3,775,376 3,861,548 3,990,266<br />
10-065-XXX ACO Funds 50,303 0 0 0<br />
11-110-XXX Advertising 148,685 133,000 184,000 184,000<br />
11-160-XXX Road 4,489,735 4,257,243 2,069,000 2,069,000<br />
11-190-XXX Tobacco Tax 68 0 0 0<br />
11-300-XXX Mandated 571,761 1,130,374 900,140 900,140<br />
11-590-XXX Human Services Dept 342,595 2,115,993 3,272,402 3,084,722<br />
11-600-XXX DCSS-Child Support Enf 5,182 0 0 0<br />
11-610-XXX Dept <strong>of</strong> Health Services 1,345,060 1,046,399 1,018,884 1,018,884<br />
12-XXX-XXX Capital Projects 80,000 3,022,944 1,544,178 1,544,178<br />
10,542,944 15,481,329 12,850,152 12,791,190<br />
40 Total Miscellaneous Revenues 13,082,770 18,088,263 15,293,624 15,098,388<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
272<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors<br />
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
46 Other Financing Sources:<br />
46X Operating/Residual Equity Transfers:<br />
10-010-XXX General 23,934 304,638 85,836 85,836<br />
11-160-XXX Road 0 0 0 842,893<br />
11-300-XXX Mandated 0 59,276,000 22,237 22,237<br />
11-610-XXX Dept <strong>of</strong> Health Services 502,385 0 0 0<br />
12-XXX-XXX Capital Projects 0 20,000 38,000 38,000<br />
526,319 59,600,638 146,073 988,966<br />
468 Long Term Debt Proceeds:<br />
10-010-XXX General 0 1,485,846 0 0<br />
12-XXX-XXX Capital Projects 3,477,500 1,475,000 0 0<br />
3,477,500 2,960,846 0 0<br />
46 Total Other Financing Sources* 4,003,819 62,561,484 146,073 988,966<br />
Total All Governmental Funds 692,755,950 757,960,546 689,910,810 698,687,690<br />
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, <strong>2011</strong>-12 Recommended transfers<br />
totalling $103,269,142, and <strong>2011</strong>-12 <strong>Adopted</strong> transfers totalling $105,474,530.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
273<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 7<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Summary <strong>of</strong> Financing Uses by Function and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Summarization By Function:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Actual Estimated Recommended Supervisors<br />
Description 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
General/Capital Projects 128,317,704 120,676,228 162,189,142 162,058,042<br />
Public Protection 248,856,473 243,689,398 229,574,428 239,273,638<br />
Public Ways/Facilities 30,599,107 40,383,741 46,112,038 47,029,431<br />
Health/Sanitation 113,482,411 114,727,932 110,542,572 111,058,273<br />
Public Assistance 178,540,203 186,496,720 186,985,076 187,954,486<br />
Education 1,113,579 881,705 695,332 695,332<br />
Recreation/Cultural Services 13,875,177 13,097,087 12,486,707 12,546,707<br />
Debt Service* 37,687,818 3,233,000 3,521,400 3,521,400<br />
Total Financing Uses by Function 752,472,472 723,185,811 752,106,695 764,137,309<br />
Appropriations for Contingencies:<br />
10-010-XXX General 5,000,000 2,861,186<br />
Subtotal Financing Uses 752,472,472 723,185,811 757,106,695 766,998,495<br />
Increases to Fund Balance:<br />
10-010-XXX General 299,137 299,137<br />
10-065-XXX ACO Funds 99,871 99,871<br />
11-160-XXX Road 306,633 306,633<br />
11-300-XXX Mandated 703,579 703,579<br />
11-650-XXX Mental Health-Realign 212,109 212,109<br />
Total Increases to Fund Balance 0 0 1,621,329 1,621,329<br />
Total Financing Uses 752,472,472 723,185,811 758,728,024 768,619,824<br />
*Prior year actual debt service expenditures are higher than current year estimated and next year's budgeted amounts due mainly to payments<br />
on pension obligation and other bond requirements that do not require annual appropriations in the county budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
274<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 7<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Summary <strong>of</strong> Financing Uses by Function and Fund<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Summarization By Fund:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Actual Estimated Recommended Supervisors<br />
Description 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
10-010-XXX General 402,986,123 396,131,224 379,287,250 385,905,166<br />
10-065-XXX ACO Funds 1,265,146 1,654,065 1,232,228 1,232,228<br />
10 Total General 404,251,269 397,785,289 380,519,478 387,137,394<br />
11-110-XXX Advertising 5,920,633 6,373,435 6,931,797 7,146,717<br />
11-140-XXX Fish/Wildlife 68,132 44,982 63,550 63,550<br />
11-160-XXX Road 30,440,030 39,929,988 46,329,894 47,247,287<br />
11-190-XXX Tobacco Tax 256,256 210,293 191,684 191,684<br />
11-300-XXX Mandated 41,046,081 32,607,973 77,456,299 78,356,299<br />
11-580-XXX Human Svcs-Realign 15,180,757 16,041,157 15,897,791 15,897,791<br />
11-590-XXX Human Svcs Dept 149,334,369 155,872,188 155,494,635 156,464,045<br />
11-600-XXX DCSS-Child Support Enf 14,658,760 14,363,325 15,246,968 15,246,968<br />
11-610-XXX Dept <strong>of</strong> Health Services 54,292,470 52,163,517 53,293,135 53,943,226<br />
11-640-XXX Health-Realign 23,986,718 23,574,664 24,582,027 24,582,027<br />
11-650-XXX Mental Health-Realign 12,461,616 12,156,612 13,715,198 13,715,198<br />
11-660-XXX Mental Health Services Act 12,321,791 16,806,765 15,223,037 15,223,037<br />
11 Total Special Revenue 359,967,613 370,144,899 424,426,015 428,077,829<br />
12 Total Capital Projects 34,023,700 19,801,908 32,123,825 33,951,283<br />
13 Total Debt Service 37,687,818 3,233,000 3,521,400 3,521,400<br />
Subtotals 835,930,400 790,965,096 840,590,718 852,687,906<br />
XX Operating Transfers* (83,457,928) (67,779,285) (81,862,694) (84,068,082)<br />
Total Financing Uses 752,472,472 723,185,811 758,728,024 768,619,824<br />
*The following transfers within a fund have been eliminated from the above fund totals: 2009-10 Actuals - $23,984,108, 2010-11 Estimated -<br />
$17,689,951, <strong>2011</strong>-12 Recommended - $21,406,448, and <strong>2011</strong>-12 <strong>Adopted</strong> - $21,406,448. Transfers between funds are included within the<br />
above funds and eliminated here before consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
275<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
General:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Legislative/Administrative<br />
Board <strong>of</strong> Supervisors 05-01-01 2,557,957 2,580,261 2,644,000 2,644,000<br />
<strong>County</strong> Administrator 05-02-01 3,288,690 2,523,157 2,140,390 2,140,390<br />
General Services-Admin 05-10-10 842,800 859,570 794,857 794,857<br />
Total Legislative/Administrative 6,689,447 5,962,988 5,579,247 5,579,247<br />
Finance<br />
Assessment Appeals Board 05-01-10 3,409 115,570 85,000 85,000<br />
Purchasing Agent 05-10-20 1,123,291 1,117,951 1,028,353 1,028,353<br />
Assessor 10-21-01 8,451,104 8,311,410 8,033,920 8,191,959<br />
Administrative Services 10-21-02 832,515 919,923 817,468 817,468<br />
Assessor-Prop Char Data 10-21-10 40,593 42,926 43,855 43,855<br />
Assessor-Prop Tax Admin 10-21-11 1,398 82,044 0 0<br />
Auditor-Controller 10-22-01 10,965,152 9,088,085 7,896,034 7,896,034<br />
Treasury 10-22-10 2,299,324 2,109,515 1,827,673 1,827,673<br />
Tax Collector 10-22-20 2,853,482 2,951,581 2,795,194 2,795,194<br />
ACTTC-Administration 10-22-90 1,117,756 895,338 926,511 926,511<br />
Total Finance 27,688,024 25,634,343 23,454,008 23,612,047<br />
Counsel<br />
<strong>County</strong> Counsel 05-05-01 4,771,019 4,742,331 4,583,726 4,583,726<br />
Total Counsel 4,771,019 4,742,331 4,583,726 4,583,726<br />
Human Resources<br />
Human Resources 05-06-01 4,849,114 4,324,382 3,960,287 3,960,287<br />
Human Resources-Training 05-06-10 31,929 28,364 0 0<br />
Total Human Resources 4,881,043 4,352,746 3,960,287 3,960,287<br />
Elections<br />
<strong>County</strong> Clerk 05-19-10 535,609 558,403 498,010 498,010<br />
Registrar <strong>of</strong> Voters 05-19-30 3,630,915 3,521,075 3,176,010 3,260,526<br />
Total Elections 4,166,524 4,079,478 3,674,020 3,758,536<br />
Communications<br />
Communication-Radio 05-07-16 1,253,463 1,568,835 2,324,487 0<br />
Communications-Telephone 05-07-17 145,000 648,183 841,198 841,198<br />
Total Communications 1,398,463 2,217,018 3,165,685 841,198<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
276<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
General (Cont):<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Property Management<br />
Energy Division 05-10-53 5,449,945 7,058,994 8,215,934 8,215,934<br />
Real Estate Program 05-10-54 5,630,597 5,695,248 5,660,805 5,660,805<br />
Facilities Operations 05-10-55 5,993,676 4,909,959 3,383,729 3,383,729<br />
<strong>Sonoma</strong> Co Energy Watch 05-10-57 61,450 294,968 259,400 259,400<br />
Tidelands Leases Fund 05-10-95 104,376 49,201 363,553 363,553<br />
Total Property Management 17,240,044 18,008,370 17,883,421 17,883,421<br />
Capital Improvements<br />
Capital Improvements 40-XX-XX 32,529,488 19,756,822 31,603,825 33,431,283<br />
Total Capital Improvements 32,529,488 19,756,822 31,603,825 33,431,283<br />
Promotion<br />
Economic Development 15-30-01 1,336,110 1,442,820 1,401,224 1,419,474<br />
Tourism Council 15-30-03 1,446,552 1,448,201 1,659,713 1,659,713<br />
Advertising 35-75-01 560,002 1,073,897 1,480,045 1,476,715<br />
Total Promotion 3,342,664 3,964,918 4,540,982 4,555,902<br />
Other General<br />
Insurance 05-06-30 1,559,544 1,474,005 1,580,651 1,580,651<br />
ADA Program 05-06-40 139,828 2,000,000 400,000 400,000<br />
ISD-Administration 05-07-10 136 0 200,000 200,000<br />
Applications-Maintenance 05-07-11 1,648,431 2,053,602 3,544,573 3,544,573<br />
Technical Services 05-07-13 3,883,919 4,085,007 5,014,316 5,014,316<br />
Work Group Support 05-07-15 (2,028,727) 1,411,116 191,000 191,000<br />
Records 05-07-18 1,871,610 1,854,797 1,765,938 1,765,938<br />
Reprographics 05-07-19 741,494 505,536 565,367 565,367<br />
IS Replacement-B 05-07-24 31,401 44,442 59,444 59,444<br />
HRMS Fund 05-07-28 2,593,999 871,500 42,000 42,000<br />
Architect 05-10-12 180,542 28,021 144,710 144,710<br />
Architect-Local Projects 05-10-13 1,262,428 1,149,007 1,148,155 1,148,155<br />
<strong>County</strong> Garage 05-10-60 3,027,310 2,952,056 2,732,853 2,732,853<br />
Co Car Replacement ACO 05-10-61 329,291 375,025 165,013 165,013<br />
Survey Monument Preservation 15-25-69 315,293 553,252 9,000 9,000<br />
Pub Educ Govt Access Fees (PEG) 15-37-11 0 100,000 100,000 100,000<br />
Employee Benefits 35-76-01 1,714,562 1,216,524 2,907,637 2,907,637<br />
Other General Government 35-77-01 (2,285,155) 4,316,281 2,810,542 3,330,542<br />
Other Financing Sources/Uses 35-77-02 543,766 843,043 1,427,543 1,015,997<br />
Securitization/Endowment A 35-77-04 0 0 3,500,000 3,500,000<br />
Open Space Spec Tax Account-2007 Bond 35-77-30 10,081,316 0 0 0<br />
Open Space Spec Tax Account-Measure F 35-77-31 0 6,124,000 35,435,199 35,435,199<br />
Total Other General 25,610,988 31,957,214 63,743,941 63,852,395<br />
Total General 128,317,704 120,676,228 162,189,142 162,058,042<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
277<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Public Protection:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Judicial<br />
Sheriff-Court Security 20-40-75 6,071,583 6,510,051 7,073,894 7,173,667<br />
D.A.-Criminal 20-42-10 18,851,030 18,414,345 16,735,266 17,058,175<br />
D.A.-Special Expense 20-42-11 4,246 0 0 0<br />
D.A.-Victim Witness 20-42-12 796,067 726,997 1,321,164 1,413,156<br />
D.A.-Auto Insurance Fraud 20-42-40 0 1,000 63,586 63,586<br />
D.A.-SLESF 20-42-50 116,208 100,309 100,040 100,040<br />
D.A.-Consumer Protection Fund 20-42-60 636,923 395,409 512,466 512,466<br />
D.A.-SCATT 20-42-70 454,162 465,873 469,375 469,375<br />
D.A.-Family Justice Center 20-42-80 119,437 686,966 263,897 263,897<br />
D.A.-FJC-SB635 20-42-85 0 0 168,353 168,353<br />
D.A. Asset Forfeiture 20-42-90 0 0 29,184 29,184<br />
Public Defender 20-45-01 9,161,837 9,351,079 8,703,091 9,119,129<br />
Grand Jury 20-48-01 79,334 28,852 68,286 68,286<br />
Courts-Non-Court Operations 20-51-40 8,482,164 8,500,611 8,560,358 8,560,358<br />
Courts-Alternate Public Defender Svcs 20-51-60 3,041,420 2,766,420 2,766,420 2,766,420<br />
Courts-Alternate Dispute Res 20-51-92 103,386 100,000 96,682 96,682<br />
Total Judicial 47,917,797 48,047,912 46,932,062 47,862,774<br />
Police Protection<br />
Sheriff-Admin 20-40-10 7,274,069 6,959,413 6,179,366 6,179,366<br />
Law Enforcement-Admin 20-40-12 2,440,150 2,883,967 2,595,362 2,595,362<br />
Sheriff-Radio Replacement 20-40-13 157,397 0 0 0<br />
Sheriff-Revenue Tracking Fund 20-40-14 0 0 468,674 468,674<br />
Sheriff-Dispatch 20-40-20 4,128,083 3,975,003 4,143,086 4,143,086<br />
Sheriff-Radio 20-40-25 0 0 0 2,352,706<br />
Sheriff-Helicopter 20-40-30 1,776,597 1,740,000 293,632 1,186,076<br />
Sheriff-Civil 20-40-40 880,704 675,066 659,575 659,575<br />
Sheriff-Marine Unit 20-40-45 1,030,794 1,262,225 830,264 830,264<br />
Sheriff-Patrol 20-40-50 29,018,688 26,854,251 25,219,118 25,511,315<br />
Sheriff-Windsor 20-40-55 4,003,403 4,130,179 4,540,798 4,540,798<br />
Sheriff-<strong>Sonoma</strong> 20-40-56 3,012,742 3,008,505 3,146,198 3,146,198<br />
Sheriff-Investigation 20-40-60 8,693,119 7,742,808 6,247,115 7,068,861<br />
Sheriff-Services-Records 20-40-70 1,944,649 1,880,733 1,977,579 1,977,579<br />
JAG 20-40-87 408,820 532,118 0 0<br />
Sheriff-DMV ID Fee 20-40-89 359,348 789,341 1,911,496 1,911,496<br />
Sheriff-SLESF 20-40-91 161,709 101,194 100,000 100,000<br />
Sheriff-Training 20-40-94 144,531 411,452 681,787 681,787<br />
Total Police Protection 65,434,803 62,946,255 58,994,050 63,353,143<br />
Detention & Correction<br />
Sheriff-Transportation 20-40-76 1,479,824 1,471,222 1,333,969 1,333,969<br />
Detention-Honor Farm 20-41-20 9,081,818 7,499,814 4,227,745 4,428,237<br />
Detention-Main Jail 20-41-30 30,100,933 30,144,294 31,708,918 31,708,918<br />
Detention-Administration 20-41-50 15,850,920 15,855,904 15,007,224 15,007,224<br />
Detention-Jail Industries 20-41-60 135,985 160,300 117,300 117,300<br />
Detention-SLESF 20-41-61 133,695 118,114 100,000 100,000<br />
Detention-Training 20-41-70 572 0 0 0<br />
Probation Department 20-43-10 7,594,361 7,137,007 7,823,213 7,550,132<br />
Probation-Juvenile Svcs 20-43-11 5,822,062 5,521,689 5,705,158 5,779,279<br />
Probation-Administration 20-43-12 3,323,818 3,343,483 3,258,158 3,265,622<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
278<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Public Protection (Cont):<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Detention & Correction (Cont)<br />
Probation-Grant Funds 20-43-14 507,243 65,182 38,343 38,343<br />
Jail Programs 20-43-40 2,269,872 1,945,687 355,712 1,050,393<br />
JJCPA 20-43-92 1,152,285 1,086,260 1,312,655 1,312,655<br />
Probation-CCPIF 20-43-93 0 171,190 1,017,894 1,017,894<br />
Juvenile Halls 20-44-20 13,868,519 14,247,227 13,507,470 13,707,140<br />
<strong>Sonoma</strong> <strong>County</strong> Youth Camp 20-44-30 2,328,320 2,151,730 2,354,300 2,354,300<br />
Sierra Youth Center 20-44-40 2,062,204 1,750,482 364,354 1,819,530<br />
Supervised Adult Crews 20-44-60 1,096,647 1,107,581 537,146 537,146<br />
Probation-SAC Ops & Replacement 20-44-70 2,560,409 2,148,821 2,813,463 2,813,463<br />
Prob-Juvenile Funds 20-44-80 381,166 826,068 1,517,740 1,517,740<br />
Total Detention & Correction 99,750,653 96,752,055 93,100,762 95,459,285<br />
Protection Inspection<br />
Agricultural Commissioner 30-70-10 4,345,881 4,495,113 4,052,788 4,176,483<br />
Sealer Weights & Measures 30-70-20 1,072,518 907,568 943,286 941,157<br />
W & M Transaction Verification 30-70-21 1,840 3,824 3,600 3,600<br />
Total Protection Inspection 5,420,239 5,406,505 4,999,674 5,121,240<br />
Other Protection<br />
Co Ctr Parking Enforce 05-10-90 155,750 105,511 157,763 157,763<br />
Recorder 10-24-01 1,221,398 0 0 0<br />
Recorder-Modernization 10-24-10 591,039 293,988 282,273 282,273<br />
Recorder-Micrographics 10-24-20 240,598 68,419 87,670 87,670<br />
Clerk/Recorder VRIP 10-24-30 6,506 32,407 43,800 43,800<br />
Social Security Truncation Prog 10-24-40 0 195,000 150,000 150,000<br />
Recorder-Operations Fund 10-24-50 0 1,441,659 2,007,245 2,007,245<br />
PRMD-Administration 15-25-01 19,314,086 17,160,319 14,806,864 15,417,943<br />
ARM-Mitigation Fund 15-25-49 0 75,275 32,145 32,145<br />
Sheriff-Coroner 20-40-80 2,170,321 2,243,668 2,190,563 2,183,587<br />
Animal Care & Control 24-64-35 3,738,192 3,878,833 3,652,403 3,786,793<br />
ACC-Pub Educ Fund 24-68-35 56,881 39,717 34,414 34,414<br />
Animal Welfare Fund 24-68-36 0 50,190 32,500 32,500<br />
Fish & Wildlife 30-70-30 59,703 40,255 58,550 58,550<br />
Abalone Preservation Fund 30-70-31 8,429 4,727 5,000 5,000<br />
Emergency Svcs-Hazardous Materials 35-79-20 1,423,367 1,322,863 0 0<br />
Emergency Management 35-79-30 783,955 946,526 684,401 816,401<br />
Emergency Mgmt-Oper Area Grants 35-79-31 562,756 2,637,314 0 1,058,823<br />
Hazardous Materials Fund 35-79-50 0 0 1,322,289 1,322,289<br />
Total Other Protection 30,332,981 30,536,671 25,547,880 27,477,196<br />
Total Public Protection 248,856,473 243,689,398 229,574,428 239,273,638<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
279<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Public Ways/Facilities:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Public Ways<br />
Road Department 15-35-XX 30,340,106 39,885,652 45,981,295 46,898,688<br />
Public Works-Special Projects 15-37-01 202,379 136,794 107,993 107,993<br />
Public Works-District Formation 15-37-02 30,154 23,234 15,625 15,625<br />
Public Works-Water Systems 15-37-03 26,468 338,061 7,125 7,125<br />
Total Public Ways 30,599,107 40,383,741 46,112,038 47,029,431<br />
Total Public Ways/Facilities 30,599,107 40,383,741 46,112,038 47,029,431<br />
Health/Sanitation:<br />
Health<br />
HS-Administration 24-61-10 629,056 868,184 1,033,679 1,234,679<br />
Prevention & Planning 24-62-20 3,805,803 0 0 0<br />
PH-Environmental Health 24-64-05 4,858,767 5,072,820 5,035,239 5,035,239<br />
PH-Program Support 24-64-10 1,297,526 1,314,017 1,236,484 1,236,484<br />
PH-Access to Health Care 24-64-15 1,102,659 718,947 718,947 718,947<br />
PH-Disease Control & Surv 24-64-20 2,352,242 2,087,354 2,193,664 2,193,664<br />
PH-Prevention & Planning 24-64-21 0 2,821,803 2,802,221 2,802,221<br />
PH-MCH 24-64-30 4,034,889 3,313,871 3,314,424 3,314,424<br />
PH-WIC 24-64-40 2,137,248 2,913,223 2,816,916 2,816,916<br />
PH-HIV Prevention & Care 24-64-50 2,290,644 792,366 261,202 261,202<br />
PH-Clinics 24-64-60 1,566,829 0 0 0<br />
PH-Juv Prob Health Svcs 24-64-65 500 18,267 0 0<br />
PH-Special Clinical Services 24-64-66 149,028 215,130 259,281 259,281<br />
PH-EMS 24-64-70 975,396 1,222,184 809,531 809,531<br />
PH-Childrens Medical Services 24-64-75 5,213,281 5,089,084 5,254,603 5,254,603<br />
PH-Clinical Lab 24-64-80 1,353,689 1,189,365 1,096,971 1,096,971<br />
PH-PH Preparedness 24-64-85 127,024 94,721 84,984 84,984<br />
PH-Revenue 24-64-90 (9,523,058) (7,125,223) (7,792,833) (7,792,833)<br />
MH-Program Support 24-65-10 2,221,778 2,730,737 2,903,030 2,903,030<br />
MH-Psych Emergency Svcs 24-65-21 6,405,331 6,515,586 6,550,010 6,579,116<br />
MH-Adult Services 24-65-30 8,802,947 6,498,822 6,629,423 6,629,423<br />
MH-Youth & Family Services 24-65-31 9,691,954 10,051,050 11,734,535 11,734,535<br />
MH-Mental Health Svcs Act 24-65-50 4,482,796 5,096,491 4,457,053 4,457,053<br />
MH-MHSA One-Time Costs 24-65-51 167,272 1,497,376 1,394,939 1,469,161<br />
BH-AODS-Program Support 24-65-61 0 358,040 355,949 509,630<br />
BH-AODS-Treatment & Case Mgmt 24-65-62 0 10,834,438 9,763,540 9,821,232<br />
MH-Revenue 24-65-90 (12,461,616) (12,314,367) (13,503,089) (13,503,089)<br />
AODS-Program Support 24-66-10 1,554,294 0 0 0<br />
AODS-Residential Services 24-66-30 4,741,621 0 0 0<br />
AODS-Outpatient Services 24-66-40 3,444,917 0 0 0<br />
AODS-Adolescent Treatment Prog 24-66-50 577,038 0 0 0<br />
AODS-<strong>Sonoma</strong> Works 24-66-60 1,046,948 0 0 0<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
280<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Health/Sanitation (Cont):<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Health (Cont)<br />
AODS-Drug Court 24-66-70 883,565 0 0 0<br />
AODS-Revenue 24-66-90 (19,392) 0 0 0<br />
PH-TT-Non-Co Hospitals 24-68-11 1,988 0 1,350 1,350<br />
PH-TT-Non-Physicians 24-68-13 188 0 131 131<br />
P&P-TT-Education 24-68-15 254,080 210,293 190,203 190,203<br />
P&P-Children & Families First 24-68-16 4,623,763 7,602,597 6,455,408 6,455,408<br />
PH-EMS Fund 24-68-20 371,529 0 0 0<br />
PH-SB 1773 24-68-21 563,891 0 0 0<br />
EH-Solid Waste-EAG 24-68-30 25,282 24,903 24,903 24,903<br />
P&P-Child Safety Seats 24-68-40 9,000 6,510 4,930 4,930<br />
MHSA CSS 24-68-42 8,916,985 9,482,348 10,326,048 10,326,048<br />
MHSA Cap/Tech 24-68-43 200,573 1,750,676 251,020 251,020<br />
MHSA Early Planning 24-68-44 1,981,664 3,837,411 2,888,432 2,888,432<br />
MHSA-Educ/Training 24-68-45 304,441 348,316 395,552 395,552<br />
MHSA-Innovation 24-68-46 918,128 1,388,014 1,361,985 1,361,985<br />
AOD Memorial Fund 24-68-61 3,444 1,683 25,536 25,536<br />
MH-Interim Fund 24-68-65 11,159 7,659 15,000 15,000<br />
PH-PHER 24-68-67 1,006,013 356,060 0 0<br />
PH-HPP 24-68-68 158,352 338,617 279,890 279,890<br />
PH-HPP-H1N1 24-68-69 20,908 5,650 0 0<br />
Health Realign-Operating 24-68-71 23,986,718 22,074,664 22,582,027 22,582,027<br />
MH Realign-Operating 24-68-81 12,461,616 12,156,612 13,503,089 13,503,089<br />
AODS-JAG Funds 24-68-88 430,944 159,454 0 0<br />
AODS-OTP 24-68-89 265,856 0 0 0<br />
AODS-DUI Program 24-68-90 2,225,300 2,280,177 2,092,676 2,092,676<br />
AODS-SACPA 24-68-93 162,804 0 0 0<br />
PH-Vital Statistics Fund 24-68-94 141,208 66,828 40,360 40,360<br />
PH-Bioterrorism Program 24-68-98 525,601 755,174 693,329 693,329<br />
Total Health 113,482,411 114,727,932 110,542,572 111,058,273<br />
Total Health/Sanitation 113,482,411 114,727,932 110,542,572 111,058,273<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
281<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Public Assistance:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Administration<br />
Discretionary General Fund 23-50-53 0 199,727 199,727 199,727<br />
WP-Realignment 23-52-10 (13,198,713) (14,002,695) (13,905,429) (13,905,429)<br />
WP-Adoptions 23-52-20 7,118,393 7,366,438 7,808,426 7,808,426<br />
WP-Case Service 23-52-30 2,423,747 2,132,182 2,116,283 2,116,283<br />
WP-Adult Other Case Services 23-52-31 143,998 167,296 163,960 163,960<br />
WP-IHSS & Public Authority 23-52-32 14,080,735 14,228,451 14,855,151 14,855,151<br />
WP-Refugees 23-52-40 24,440 23,629 26,373 26,373<br />
WP-Federal Assistance Reserve 23-52-95 0 75,325 0 0<br />
WP-Wraparound 23-52-96 0 1,462,000 2,600,000 2,600,000<br />
Human Svcs Realign-Operating 23-58-11 15,180,757 16,041,157 15,897,791 15,897,791<br />
Program Admin 23-59-01 82,852,205 84,699,037 82,759,755 83,339,145<br />
V M Childrens Center 23-59-06 6,375,733 5,539,332 6,479,546 6,479,546<br />
Human Svcs Grant Programs 23-59-08 1,024,007 1,801,264 506,816 540,816<br />
Total Administration 116,025,302 119,733,143 119,508,399 120,121,789<br />
Aid Programs<br />
WP-Foster Care 23-52-60 18,084,698 21,859,598 24,731,240 24,731,240<br />
WP-TANF 23-52-80 22,055,587 23,041,273 20,818,320 21,009,360<br />
Dependent Child Fund 23-58-54 46,567 81,374 145,955 145,955<br />
Total Aid Programs 40,186,852 44,982,245 45,695,515 45,886,555<br />
General Relief<br />
WP-General Assistance 23-52-70 1,549,208 1,147,249 1,077,748 1,077,748<br />
Total General Relief 1,549,208 1,147,249 1,077,748 1,077,748<br />
Veterans Services<br />
Veterans Services 23-59-04 370,585 465,880 397,276 483,809<br />
Total Veterans Services 370,585 465,880 397,276 483,809<br />
Other Assistance<br />
Area Agency on Aging (AAA) 23-59-02 2,714,259 2,560,081 2,427,406 2,575,062<br />
Senior Services-MSSP 23-59-03 1,107,229 1,251,037 1,225,076 1,155,867<br />
PA/PG/PC 23-59-09 701,992 924,841 1,131,219 1,131,219<br />
Human Services Commission 23-59-12 1,226,266 1,068,919 275,469 275,469<br />
DCSS-Child Support Enforcement 25-60-02 14,658,760 14,363,325 15,246,968 15,246,968<br />
DCSS-Revenue Fund 25-60-10 (250) 0 0 0<br />
Total Other Assistance 20,408,256 20,168,203 20,306,138 20,384,585<br />
Total Public Assistance 178,540,203 186,496,720 186,985,076 187,954,486<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
282<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Education:<br />
<strong>Adopted</strong> by<br />
the Board <strong>of</strong><br />
Description Actual Estimated Recommended Supervisors<br />
(Function, Activity and <strong>Budget</strong> Unit) 2009-10 2010-11 <strong>2011</strong>-12 <strong>2011</strong>-12<br />
(1) (2) (3) (4) (5)<br />
Agricultural Education<br />
Agricultural Extension 30-71-01 1,113,579 881,705 695,332 695,332<br />
Total Agricultural Education 1,113,579 881,705 695,332 695,332<br />
Total Education 1,113,579 881,705 695,332 695,332<br />
Recreation/Cultural Services:<br />
Recreation Facilities<br />
Regional Parks Ops & Maintenance 15-32-10 9,419,363 8,874,933 7,796,542 7,796,542<br />
Park Planning 15-32-11 0 0 823,740 823,740<br />
Recreation, Health & Education 15-32-12 0 0 548,415 548,415<br />
Business Strategy & Development 15-32-13 0 0 67,023 67,023<br />
Spring Lake Park 15-32-20 1,936,406 2,019,755 2,014,884 2,014,884<br />
<strong>County</strong> Grounds Maintenance 15-32-40 884,380 672,960 0 0<br />
Total Recreation Facilities 12,240,149 11,567,648 11,250,604 11,250,604<br />
Veterans Memorial Buildings<br />
Recreation/Cultural Services 15-32-30 1,635,028 1,529,439 1,236,103 1,296,103<br />
Total Veterans Memorial Buildings 1,635,028 1,529,439 1,236,103 1,296,103<br />
Total Recreation/Cultural Services 13,875,177 13,097,087 12,486,707 12,546,707<br />
Debt Service:<br />
Retirement <strong>of</strong> Long-Term Debt<br />
Retirement <strong>of</strong> Long-Term Debt 35-XX-XX 37,687,818 3,233,000 3,521,400 3,521,400<br />
Total Retirement <strong>of</strong> Long-Term Debt 37,687,818 3,233,000 3,521,400 3,521,400<br />
Total Debt Service** 37,687,818 3,233,000 3,521,400 3,521,400<br />
Grand Total Financing Uses by Function* 752,472,472 723,185,811 752,106,695 764,137,309<br />
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, <strong>2011</strong>-12 Recommended transfers<br />
totalling $103,269,142, and <strong>2011</strong>-12 <strong>Adopted</strong> transfers totalling $105,474,530.<br />
**Prior year actual debt service expenditures are higher than next year's budgeted amounts due mainly to payments on pension obligation bonds and<br />
other bond requirements that do not require annual appropriations in the county budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
283<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 12<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Special Districts and Other Agencies Summary<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>County</strong> Service Areas:<br />
Total Financing Sources Total Financing Uses<br />
Unallocated Additional Total Total<br />
Fund Balance Decreases to Financing Financing Financing Increases to Financing<br />
District Name June 30,<strong>2011</strong> Fund Balance Sources Sources Uses Fund Balance Uses<br />
(1) (2) (3) (4) (5) (6) (7) (8)<br />
50-049-XXX #40-Fire Services 0 322,144 5,036,301 5,358,445 5,358,445 5,358,445<br />
51-XXX-XXX #41-Lighting 0 58,227 120,284 178,511 169,944 8,567 178,511<br />
51-035-XXX #41-Parks-<strong>Sonoma</strong> Valley 0 30,704 151,198 181,902 181,902 181,902<br />
Total <strong>County</strong> Service Areas 0 411,075 5,307,783 5,718,858 5,710,291 8,567 5,718,858<br />
50-043-000 Rio Nido GHAD 0 4,490 5,510 10,000 10,000 10,000<br />
50-045-XXX No Air Poll Control 0 333,859 1,872,680 2,206,539 2,206,539 2,206,539<br />
50-XXX-XXX Lighting Districts 0 121,027 681,995 803,022 763,284 39,738 803,022<br />
50-XXX-XXX Community Facilities 0 219,800 219,800 219,800 219,800<br />
50-XXX-XXX Permanent Road Districts 0 9,012 51,348 60,360 60,360 60,360<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General Fund 0 5,610,562 5,610,562 4,068,510 1,542,052 5,610,562<br />
52-720-300 Spring Lake Park 0 7,859 1,895,506 1,903,365 1,903,365 1,903,365<br />
52-720-500 Waste/Recycled Wat Loan 0 3,136 3,136 0 3,136 3,136<br />
52-720-800 Sustainability Fund 0 556,725 210,275 767,000 767,000 767,000<br />
53-730-XXX Special Revenue Funds 0 6,368,576 11,740,660 18,109,236 17,743,985 365,251 18,109,236<br />
54-740-200 Warm Springs Dam-DS 0 6,205,823 79,750 6,285,573 6,285,573 6,285,573<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency 0 13,138,983 19,539,889 32,678,872 30,768,433 1,910,439 32,678,872<br />
50-930-000 IHSS Public Authority 0 1,023,792 1,023,792 1,023,792 1,023,792<br />
50-950-XXX So Co Library-Jt Powers 0 1,791,882 15,118,476 16,910,358 16,888,758 21,600 16,910,358<br />
50-960-XXX So Co Ag Pres/OSD 0 20,029 28,588,114 28,608,143 28,108,143 500,000 28,608,143<br />
Community Development:<br />
65-XXX-XXX Community Development 0 2,970,694 38,464,308 41,435,002 41,435,002 41,435,002<br />
66-XXX-XXX Redevelopment 0 23,189,038 8,845,148 32,034,186 32,034,186 32,034,186<br />
66-XXX-XXX Redevelopment-DS 0 686,300 563,310 1,249,610 1,249,610 1,249,610<br />
Total Community Development 0 26,846,032 47,872,766 74,718,798 74,718,798 0 74,718,798<br />
Total Special Districts & Other Agencies 0 42,676,389 120,282,153 162,958,542 160,478,198 2,480,344 162,958,542<br />
Appropriations Limit 65,862,511<br />
Appropriations Subject to Limit 5,305,197<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
284<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 13<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Fund Balance-Special Districts and Other Agencies<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>County</strong> Service Areas:<br />
Less: Obligated Fund Balance<br />
Total Total<br />
Estimated Less: Unallocated<br />
Fund Balance Unassigned Fund Balance<br />
Fund Name June 30, <strong>2011</strong> Nonspendable Restricted Committed Assigned Fund Balance June 30, <strong>2011</strong><br />
(1) (2) (3) (4) (5) (6) (7) (8)<br />
50-049-XXX #40-Fire Services 2,790,424 2,790,424 0<br />
51-XXX-XXX #41-Lighting 257,607 257,607 0<br />
51-035-XXX #41-Parks-<strong>Sonoma</strong> Valley 239,660 239,660 0<br />
Total <strong>County</strong> Service Areas 3,287,691 0 3,287,691 0 0 0 0<br />
50-043-000 Rio Nido GHAD 102,853 102,853 0<br />
50-045-XXX No Air Poll Control 2,339,431 2,339,431 0<br />
50-XXX-XXX Lighting Districts 5,516,270 5,516,270 0<br />
50-XXX-XXX Community Facilities 48,685 48,685 0<br />
50-XXX-XXX Permanent Road Districts 671,717 671,717 0<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General Fund 3,506,617 3,506,617 0<br />
52-720-300 Spring Lake Park 1,435,098 1,435,098 0<br />
52-720-500 Waste/Recycled Water 575,826 575,826 0<br />
53-730-XXX Special Revenue Funds 27,214,317 27,214,317 0<br />
54-740-200 Warm Springs Dam-DS 78,084,638 78,084,638 0<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency 110,816,496 0 110,816,496 0 0 0 0<br />
50-930-000 IHSS Public Authority 345,738 345,738 0<br />
50-950-XXX So Co Library-Jt Powers 9,054,022 9,054,022 0<br />
50-960-XXX So Co Ag Pres/OSD 11,935,460 11,935,460 0<br />
Community Development:<br />
65-XXX-XXX Community Development 13,639,056 13,639,056 0<br />
66-XXX-XXX Redevelopment 24,071,117 24,071,117 0<br />
66-XXX-XXX Redevelopment-DS 3,657,534 3,657,534 0<br />
Total Community Development 41,367,707 0 41,367,707 0 0 0 0<br />
Total Special Districts & Other Agencies 185,486,070 0 185,486,070 0 0 0 0<br />
*Fund Balance Component Definitions (encumbrances are excluded):<br />
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.<br />
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.<br />
3) Committed - Formal action required by the Board <strong>of</strong> Supervisors.<br />
4) Assigned - Set aside for intended use by Board <strong>of</strong> Supervisors or designated body or <strong>of</strong>ficial.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
285<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies*<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
<strong>County</strong> Service Areas:<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(2) (3) (4) (5) (6) (7)<br />
50-049-100 #40-Fire Services 2,130,021 199,005 199,005 1,931,016<br />
50-049-100 #40-Fire Services-Equip 10,000 10,000<br />
50-049-200 #40-Dry Creek 128,426 128,426<br />
50-049-300 #40-Sea Ranch 299,139 112,689 112,689 186,450<br />
50-049-400 #40-Fitch Mountain 167,476 10,450 10,450 157,026<br />
50-049-700 #40-Wilmar 55,362 55,362<br />
Subtotal CSA #40 2,790,424 322,144 322,144 0 0 2,468,280<br />
51-003-000 #41-Light-Roseland 158,492 49,875 49,875 108,617<br />
51-004-000 #41-Light-Meadowlark 15,657 19 19 15,676<br />
51-031-310 #41-Light-A.L.W.-Z5 9,333 8,548 8,548 17,881<br />
51-035-000 #41-Parks-<strong>Sonoma</strong> Vly 220,757 24,704 24,704 196,053<br />
51-035-210 #41-Parks-SV-Ernie Smith 18,495 6,000 6,000 12,495<br />
51-035-220 #41-Parks-SV-Larson 408 408<br />
51-036-010 #41-Light-ABC 74,125 8,352 8,352 65,773<br />
Subtotal CSA #41 497,267 88,931 88,931 8,567 8,567 416,903<br />
Total <strong>County</strong> Service Areas 3,287,691 411,075 411,075 8,567 8,567 2,885,183<br />
Hazardous Abatement:<br />
50-043-000 Rio Nido GHAD 102,853 4,490 4,490 98,363<br />
Total Hazardous Abatement 102,853 4,490 4,490 0 0 98,363<br />
Air Pollution Control:<br />
District Name<br />
(1)<br />
50-045-000 No Air Poll Control 1,089,927 55,151 55,151 1,034,776<br />
50-045-010 NSCAPCD-VPMP 618,819 190,405 190,405 428,414<br />
50-045-040 NSCAPCD-DMV Moyer 297,456 31,865 31,865 265,591<br />
50-045-100 NSCAPCD-GAMP 160,407 37,418 37,418 122,989<br />
50-045-300 NSCAPCD-Community Prog 172,822 19,020 19,020 153,802<br />
Total Air Pollution Control 2,339,431 333,859 333,859 0 0 2,005,572<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
286<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies*<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
Lighting:<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(2) (3) (4) (5) (6) (7)<br />
50-060-000 Belmont Terrace 36,711 751 751 35,960<br />
50-062-000 Carmet 98,675 4,406 4,406 103,081<br />
50-063-000 Cinnabar 150,630 3,882 3,882 154,512<br />
50-064-000 Countryside Manor 11,947 144 144 11,803<br />
50-065-000 Forestville 150,592 2,091 2,091 152,683<br />
50-066-000 Geyserville 94,200 3,447 3,447 97,647<br />
50-067-000 Graton 283,799 8,897 8,897 292,696<br />
50-068-000 Guerneville 983,765 70,505 70,505 913,260<br />
50-069-000 Jenner 188,190 662 662 187,528<br />
50-070-000 Madrone Acres 184,310 4,271 4,271 188,581<br />
50-071-000 Monte Rio 250,092 9,506 9,506 240,586<br />
50-072-000 Pacific View 5,169 153 153 5,016<br />
50-073-000 Penngrove 162,572 9,340 9,340 171,912<br />
50-074-000 Rio Nido 454,361 3,194 3,194 451,167<br />
50-075-000 South Park 35,862 3,698 3,698 32,164<br />
50-077-000 Summer Home Park 56,065 1,723 1,723 57,788<br />
50-078-000 Valley <strong>of</strong> the Moon 2,313,484 30,319 30,319 2,283,165<br />
50-079-000 West Side 7,962 2,095 2,095 5,867<br />
50-080-000 Woodside 47,884 1,681 1,681 49,565<br />
Total Lighting 5,516,270 121,027 121,027 39,738 39,738 5,434,981<br />
Community Facilities:<br />
50-082-001 CFD #4 Wilmar 10,181 10,181<br />
50-083-001 CFD #5 Dry Creek 10,600 10,600<br />
50-084-001 CFD #7 Mayacamas 27,904 27,904<br />
Total Community Facilities 48,685 0 0 0 0 48,685<br />
Permanent Roads:<br />
District Name<br />
(1)<br />
50-09X-000 Permanent Roads 671,717 9,012 9,012 662,705<br />
Total Permanent Roads 671,717 9,012 9,012 0 0 662,705<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General 3,431,617 1,542,052 1,542,052 4,973,669<br />
52-720-100 General-Contingencies 75,000 75,000<br />
52-720-300 Spring Lake Park 1,435,098 7,859 7,859 1,427,239<br />
52-720-500 Waste/Recycled Wat Loan 575,826 3,136 3,136 578,962<br />
52-720-800 Sustainability Fund 635,816 556,725 556,725 79,091<br />
53-730-200 Laguna Mark (1A) 4,212,373 1,327,395 1,327,395 2,884,978<br />
53-730-300 Petaluma (2A) 4,654,716 365,251 365,251 5,019,967<br />
53-730-400 Vly <strong>of</strong> the Moon (3A) 2,435,259 469,201 469,201 1,966,058<br />
53-730-500 Low Russ Riv (5A) 1,910,855 567,670 567,670 1,343,185<br />
53-730-600 North Coast (7A) 70,891 9,697 9,697 61,194<br />
53-730-700 South Coast (8A) 1,884,071 143,933 143,933 1,740,138<br />
53-730-800 Warm Springs Dam 11,410,336 3,850,680 3,850,680 7,559,656<br />
54-740-200 Warm Springs Dam-DS 78,084,638 6,205,823 6,205,823 71,878,815<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency 110,816,496 13,138,983 13,138,983 1,910,439 1,910,439 99,587,952<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
287<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies*<br />
<strong>Fiscal</strong> <strong>Year</strong> <strong>2011</strong>-12<br />
IHSS Public Authority:<br />
Decreases or Cancellations Increases or New Total<br />
Estimated<br />
Estimated <strong>Adopted</strong> by <strong>Adopted</strong> by Fund Balance<br />
Fund Balance the Board <strong>of</strong> the Board <strong>of</strong> for the<br />
June 30,<strong>2011</strong> Recommended Supervisors Recommended Supervisors <strong>Budget</strong> <strong>Year</strong><br />
(2) (3) (4) (5) (6) (7)<br />
50-930-000 IHSS Public Authority 345,738 345,738<br />
Total IHSS Public Authority 345,738 0 0 0 0 345,738<br />
<strong>Sonoma</strong> <strong>County</strong> Library:<br />
50-950-010 JP-So Co Library 2,036,956 1,643,932 1,643,932 393,024<br />
50-950-010 JP-So Co Library-Equip 350,598 350,598<br />
50-950-010 JP-Self Check Systems 1,120,975 1,120,975<br />
50-950-010 JP-Branch Improvements 2,081,985 2,081,985<br />
50-950-120 Gifts & Donations 912,914 21,600 21,600 934,514<br />
50-950-130 Library Branch Projects 1,834,207 120,800 120,800 1,713,407<br />
50-950-140 Cromwell Bequest 702,387 20,000 20,000 682,387<br />
50-950-150 Wine Library 14,000 7,150 7,150 6,850<br />
Total <strong>Sonoma</strong> <strong>County</strong> Library 9,054,022 1,791,882 1,791,882 21,600 21,600 7,283,740<br />
Open Space District:<br />
50-960-010 So Co Ag Pres/OSD 2,440,859 29 29 2,440,830<br />
50-960-010 SCAPOSD-Restricted Assets 595,364 595,364<br />
50-960-040 SCAPOSD-Install Pymt 1,540 1,540<br />
50-960-050 SCAPOSD-SR Creek 49,379 49,379<br />
50-960-070 SCAPOSD-Stew Reserve 8,444,967 500,000 500,000 8,944,967<br />
50-960-080 SCAPOSD-Cooley Reserve 198,316 20,000 20,000 178,316<br />
50-960-100 SCAPOSD-Land Acq 132,557 132,557<br />
50-960-300 SCAPOSD-Measure F 72,478 72,478<br />
Total Open Space District 11,935,460 20,029 20,029 500,000 500,000 12,415,431<br />
Community Development:<br />
District Name<br />
(1)<br />
65-XXX-XXX Community Development 13,639,056 2,970,694 2,970,694 10,668,362<br />
66-XXX-XXX Redevelopment 24,071,117 23,189,038 23,189,038 882,079<br />
66-XXX-XXX Redevelopment-DS 3,657,534 686,300 686,300 2,971,234<br />
Total Community Development 41,367,707 26,846,032 26,846,032 0 0 14,521,675<br />
Total Special Districts & Other Agencies 185,486,070 42,676,389 42,676,389 2,480,344 2,480,344 145,290,025<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
288<br />
State Financial Schedules
DEPARTMENT OR DIVISION BUDGETS<br />
(as presented in this document)<br />
General<br />
Public<br />
Protection<br />
Public<br />
Ways/<br />
Facilities<br />
Health/<br />
Sanitation<br />
ADMINISTRATIVE AND FISCAL SERVICES<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator X<br />
<strong>County</strong> Counsel X<br />
Human Resources X<br />
General Services X<br />
Information Systems X<br />
Employee Benefits X<br />
Other General Government X<br />
Auditor-Controller-Treasurer-Tax Collector X<br />
<strong>County</strong> Clerk/Assessor X<br />
Recorder X<br />
Retirement <strong>of</strong> Long-Term Debt X<br />
JUSTICE SERVICES<br />
Court Support X<br />
Grand Jury X<br />
Probation X<br />
District Attorney X<br />
Public Defender X<br />
Sheriff X<br />
HEALTH & HUMAN SERVICES<br />
Health Services X<br />
Human Services X<br />
Child Support Services X<br />
DEVELOPMENT SERVICES<br />
Permit and Resources Management X<br />
Fire and Emergency Services X<br />
Transportation and Public Works X<br />
Economic Development X<br />
Regional Parks X<br />
Public<br />
Assistance<br />
OTHER COUNTY SERVICES<br />
Agricultural Commissioner X<br />
University <strong>of</strong> California Cooperative Extension X<br />
Advertising X<br />
CAPITAL IMPROVEMENTS<br />
Capital Improvements X<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
289<br />
STATE FUNCTION CATEGORY<br />
Education<br />
Recreation/<br />
Cultural<br />
Debt<br />
Service<br />
State Financial Schedules
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
290<br />
State Financial Schedules
Department<br />
PERMANENT POSITION SUMMARY (BY DEPARTMENT HEAD)<br />
2009-10<br />
Allocated<br />
2010-11<br />
Allocated<br />
<strong>2011</strong>-12<br />
Recommended<br />
<strong>2011</strong>-12<br />
<strong>Adopted</strong><br />
Board <strong>of</strong> Supervisors 15.79 15.50 14.00 14.00<br />
<strong>County</strong> Administrator 16.55 16.55 13.55 13.55<br />
<strong>County</strong> Counsel 37.25 37.25 36.05 36.05<br />
Human Resources 61.25 55.47 46.50 46.50<br />
Information Systems 132.00 119.50 110.50 105.50<br />
General Services 123.55 117.00 112.20 112.20<br />
<strong>County</strong> Clerk/<br />
Registrar <strong>of</strong> Voters<br />
21.00 20.00 18.00 20.00<br />
Assessor 77.25 72.25 69.73 71.73<br />
Auditor-Controller/Treasurer-<br />
Tax Collector<br />
106.75 100.75 91.00 91.00<br />
Recorder 14.00 13.00 13.00 13.00<br />
Permit and Resource Mgmt 140.00 120.50 96.00 101.00<br />
Economic Development Board 3.50 3.50 4.50 4.50<br />
Regional Parks 93.05 92.55 81.55 81.55<br />
Public Works 208.51 185.75 183.77 184.77<br />
Sheriff/Adult Detention 694.74 646.64 590.00 607.00<br />
District Attorney 125.55 120.55 108.75 111.75<br />
Probation/Juvenile Institutions 305.85 288.35 247.60 264.60<br />
Public Defender 54.00 51.00 45.00 47.00<br />
Human Services 631.60 661.60 652.60 656.85<br />
Health Services 506.60 424.93 466.39 468.59<br />
Dept <strong>of</strong> Child Support Services 128.50 114.50 107.50 107.50<br />
Agricultural Commissioner 64.75 63.25 32.75 33.75<br />
UC Cooperative Extension 8.25 6.04 3.75 4.65<br />
Fire and Emergency Svcs Dept 20.50 18.00 19.40 19.60<br />
Ag Pres/Open Space Dist 24.00 26.35 26.52 26.52<br />
Water Agency 211.00 197.00 195.50 195.50<br />
Community Development 41.00 41.00 43.00 43.00<br />
Fairgrounds 36.75 37.75 36.75 36.75<br />
Library 138.30 138.32 138.32 138.32<br />
TOTALS (FTE) 4,041.84 3,804.85 3,604.18 3,656.73<br />
The FY 2010-11 and <strong>2011</strong>-12 combined decrease <strong>of</strong> approximately 385 allocated positions in various<br />
county departments is due to the dramatic decline in the economy, which has reduced local discretionary<br />
county funds as well as funding available for programs financed by state and federal agencies. The<br />
number <strong>of</strong> eliminated positions would have been higher if not for the implementation <strong>of</strong> costs savings<br />
ideas, including unpaid employee work furloughs during the holidays, suspension <strong>of</strong> training<br />
reimbursements, etc.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
291<br />
Position Listing
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
<strong>Adopted</strong> <strong>Budget</strong> FY 11-12<br />
Position Allocation<br />
and<br />
Salary Schedule<br />
The “RANGE” values in the following Position Allocation and<br />
Salary Schedules reflect the beginning <strong>of</strong> each approved salary<br />
range in effect at the time the Board <strong>of</strong> Supervisors adopted the<br />
budget.<br />
See the Human Resources Department website<br />
(www.sonoma-county.org/hr/) for the current salary levels in<br />
effect at anytime.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
292<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
BOARD OF SUPERVISORS<br />
BOARD OF SUPERVISORS<br />
SUPERVISOR<br />
CHIEF DEPUTY CLERK OF BOARD<br />
BRD OF SUPS STAFF ASSISTANT<br />
OFFICE SUPPORT SUPERVISOR BOS<br />
SECRETARY CONFIDENTIAL<br />
6425<br />
3591<br />
3172<br />
2569<br />
2059<br />
11-12<br />
BASE<br />
5.00<br />
1.00<br />
5.49<br />
1.00<br />
3.00<br />
11-12<br />
REQ'D<br />
5.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
11-12<br />
RECOM<br />
5.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
11-12<br />
ALL'D<br />
5.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 15.49 14.00 14.00 14.00<br />
EXTRA HELP .50 .50 .50 .50<br />
COUNTY ADMINISTRATOR<br />
COUNTY ADMINISTRATOR<br />
COUNTY ADMINISTRATOR<br />
ASSISTANT COUNTY ADMINISTRATOR<br />
DEPUTY COUNTY ADMINISTRATOR<br />
COMMUNITY AND GOVT AFFAIRS MGR<br />
LAFCO EXECUTIVE OFFICER<br />
ADMINISTRATIVE ANALYST III<br />
EXECUTIVE ASST CAO CONF<br />
SECRETARY CONFIDENTIAL<br />
9242<br />
7776<br />
5624<br />
5624<br />
4335<br />
4010<br />
2547<br />
2059<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
5.80<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
4.80<br />
1.00<br />
1.75<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
4.80<br />
1.00<br />
1.75<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
4.80<br />
1.00<br />
1.75<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 16.55 13.55 13.55 13.55<br />
OVERTIME .01 .01 .01 .01<br />
COUNTY COUNSEL<br />
COUNTY COUNSEL<br />
COUNTY COUNSEL<br />
ASST COUNTY COUNSEL<br />
CHIEF DEPUTY COUNTY COUNSEL<br />
DEPUTY COUNTY COUNSEL IV<br />
DEPUTY COUNTY COUNSEL III<br />
ADMIN SERVICES OFFICER I<br />
LEGAL ASSISTANT CONFIDENTIAL<br />
ACCOUNTING TECH CONFID<br />
LEGAL SECRETARY II CONFID<br />
RECEPTIONIST CONFIDENTIAL<br />
8090<br />
6513<br />
5918<br />
5384<br />
4781<br />
3486<br />
2331<br />
2196<br />
2161<br />
1881<br />
1.00<br />
1.00<br />
4.00<br />
13.80<br />
6.93<br />
1.00<br />
7.48<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.65<br />
4.40<br />
1.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.65<br />
4.40<br />
1.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.65<br />
4.40<br />
1.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 38.21 36.05 36.05 36.05<br />
HUMAN RESOURCES<br />
HUMAN RESOURCES<br />
DIRECTOR HUMAN RESOURCES<br />
ASSISTANT HR DIRECTOR<br />
EMPLOYEE RELATIONS MANAGER<br />
RECRUITMENT CLASSIFICATION MGR<br />
EQUAL EMPLOY OPPORTUNITY MGR<br />
TRAINING MANAGER<br />
HUMAN RESOURCES MANAGER<br />
HUMAN RESOURCES ANALYST III<br />
ADMIN SERVICES OFFICER I<br />
DIS SPECIALIST II CONF<br />
DEPARTMENT ANALYST<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6977<br />
5787<br />
5690<br />
4606<br />
4294<br />
4105<br />
4005<br />
3486<br />
3486<br />
3224<br />
2952<br />
2333<br />
293<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
8.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
2.00<br />
Position Listing
DIV SECT CLASSIFICATION<br />
HUMAN RESOURCES<br />
HUMAN RESOURCES<br />
EXECUTIVE SECRETARY CONFID<br />
HUMAN RESOURCES TECH-CONF<br />
PAYROLL CLERK CONFIDENTIAL<br />
SENIOR OFFICE ASSISTANT-C<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
INFORMATION SYSTEMS<br />
ISD ADMINISTRATION<br />
INFORMATION SYSTEM DIRECTOR<br />
ADMIN SERVICES OFFICER II<br />
INFO TECHNOLOGY ANALYST II<br />
DEPARTMENT ANALYST<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
EXECUTIVE SECRETARY CONFID<br />
RANGE<br />
2314<br />
2244<br />
2202<br />
1881<br />
6804<br />
4010<br />
3034<br />
2952<br />
2333<br />
2314<br />
11-12<br />
BASE<br />
6.00<br />
1.00<br />
3.00<br />
--------<br />
30.00<br />
.27<br />
.06<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
REQ'D<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
.06<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
RECOM<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
.06<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
ALL'D<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
.06<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
PERMANENT POSITIONS 6.00 7.00 7.00 7.00<br />
APPLICATIONS-MAINTENANCE<br />
INFO SYS DIVISION DIRECTOR<br />
INFO SYSTEMS PROJECT MANAGER<br />
SYSTEMS SOFTWARE ANALYST<br />
SR PROGRAMMER ANALYST-CONFID<br />
SENIOR PROGRAMMER ANALYST<br />
PROGRAMMER ANALYST<br />
INFO TECHNOLOGY ANALYST II<br />
GEOGRAPHIC INFO TECH II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
TECHNICAL SVCS (MAINFRAME)<br />
INFO SYS DIVISION DIRECTOR<br />
INFO SYSTEMS PROJECT MANAGER<br />
SENIOR NETWORK ANALYST<br />
SYSTEMS SOFTWARE ANALYST<br />
NETWORK ANALYST<br />
INFO TECHNOLOGY ANALYST III<br />
INFO TECHNOLOGY ANALYST II<br />
GEOGRAPHIC INFO TECH II<br />
SR SYSTEMS SUPPORT TECHNICIAN<br />
SYSTEMS SUPPORT TECHNICIAN<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
5247<br />
4564<br />
4023<br />
3946<br />
3831<br />
3204<br />
3034<br />
2757<br />
5247<br />
4564<br />
4200<br />
4023<br />
3907<br />
3734<br />
3034<br />
2757<br />
2498<br />
2082<br />
294<br />
1.00<br />
7.00<br />
3.00<br />
2.00<br />
16.50<br />
3.00<br />
2.00<br />
--------<br />
34.50<br />
1.59<br />
.33<br />
1.00<br />
3.00<br />
2.00<br />
8.00<br />
5.00<br />
2.00<br />
4.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
30.00<br />
.78<br />
1.00<br />
6.00<br />
3.00<br />
16.50<br />
5.00<br />
1.00<br />
2.00<br />
--------<br />
34.50<br />
.16<br />
1.00<br />
4.00<br />
2.00<br />
8.00<br />
4.00<br />
4.00<br />
10.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
38.00<br />
.64<br />
1.00<br />
6.00<br />
3.00<br />
16.50<br />
5.00<br />
1.00<br />
2.00<br />
--------<br />
34.50<br />
.16<br />
1.00<br />
4.00<br />
2.00<br />
8.00<br />
4.00<br />
4.00<br />
10.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
38.00<br />
.64<br />
1.00<br />
6.00<br />
3.00<br />
16.50<br />
5.00<br />
1.00<br />
2.00<br />
--------<br />
34.50<br />
.16<br />
1.00<br />
4.00<br />
2.00<br />
8.00<br />
4.00<br />
4.00<br />
10.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
38.00<br />
.64<br />
Position Listing
DIV SECT CLASSIFICATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
INFORMATION SYSTEMS<br />
WORK GROUP SUPPORT<br />
INFO SYS DIVISION DIRECTOR<br />
INFO SYSTEMS PROJECT MANAGER<br />
SR PROGRAMMER ANALYST-CONFID<br />
NETWORK ANALYST<br />
SENIOR PROGRAMMER ANALYST<br />
INFO TECHNOLOGY ANALYST III<br />
PROGRAMMER ANALYST<br />
INFO TECHNOLOGY ANALYST II<br />
ADMINISTRATIVE AIDE<br />
STOREKEEPER<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
COMMUNICATION-RADIO<br />
COMMUNICATIONS MANAGER<br />
SENIOR COMMUNICATIONS TECH<br />
COMMUNICATIONS TECHNICIAN II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
COMMUNICATIONS-TELEPHONE<br />
COMMUNICATIONS MANAGER<br />
ADMIN SERVICES OFFICER I<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
RANGE<br />
5247<br />
4564<br />
3946<br />
3907<br />
3831<br />
3734<br />
3204<br />
3034<br />
2333<br />
1815<br />
4358<br />
3206<br />
2916<br />
4358<br />
3486<br />
2333<br />
11-12<br />
BASE<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
9.00<br />
1.00<br />
1.00<br />
--------<br />
20.00<br />
.50<br />
1.00<br />
1.00<br />
4.00<br />
--------<br />
6.00<br />
.94<br />
.11<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
5.00 5.00 5.00<br />
1.00<br />
4.00<br />
--------<br />
5.00<br />
.11<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
1.00<br />
4.00<br />
-------- --------<br />
5.00<br />
.11<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
PERMANENT POSITIONS 3.00 3.00 3.00 3.00<br />
RECORDS<br />
RECORDS MANAGER<br />
DEPARTMENT ANALYST<br />
MAIL MATERIALS RECORD SUPV<br />
SENIOR OFFICE ASSISTANT<br />
MAIL MATERIALS RECORD HNDLR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
REPROGRAPHICS<br />
REPROGRAPHICS MANAGER<br />
ADMINISTRATIVE AIDE<br />
REPROGRAPHICS SUPERVISOR<br />
GRAPHICS DESIGNER PHOTOGRAPHER<br />
REPROGRAPHICS TECHNICIAN III<br />
REPROGRAPHICS TECHNICIAN II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3394<br />
2952<br />
2087<br />
1826<br />
1815<br />
3394<br />
2333<br />
2175<br />
2175<br />
1971<br />
1810<br />
295<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
--------<br />
10.00<br />
.19<br />
.03<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
--------<br />
9.00<br />
.19<br />
.03<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
--------<br />
9.00<br />
.19<br />
.03<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
--------<br />
9.00<br />
.19<br />
.03<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
--------<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
INFORMATION SYSTEMS<br />
REPROGRAPHICS<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
PERMANENT POSITIONS 10.00 9.00 9.00 9.00<br />
EXTRA HELP 1.00 1.00 1.00 1.00<br />
OVERTIME .42 .42 .42 .42<br />
GENERAL SERVICES<br />
GENERAL SERVICES-ADMIN<br />
GENERAL SERVICES DIRECTOR<br />
DEP DIRECTOR GENERAL SERVICES<br />
SUPERVISING ACCOUNTANT<br />
ADMIN SERVICES OFFICER I<br />
DIS SPECIALIST II<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
ACCOUNT CLERK II<br />
6801<br />
4608<br />
3511<br />
3486<br />
3130<br />
2314<br />
2202<br />
2132<br />
2013<br />
1999<br />
1826<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.60<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.60<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 11.50 11.50 10.10 10.10<br />
ARCHITECT<br />
COUNTY ARCHITECT<br />
ASSOCIATE ARCHITECT<br />
MAJOR PROJECT ARCHITECT<br />
SENIOR PROJECT SPECIALIST<br />
BUSINESS SYSTEMS ANALYST<br />
PROJECT SPECIALIST<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
ADMINISTRATIVE AIDE<br />
SENIOR OFFICE ASSISTANT<br />
4796<br />
4168<br />
3888<br />
3621<br />
3204<br />
3151<br />
3130<br />
2952<br />
2333<br />
1826<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
2.00<br />
4.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
2.00<br />
4.00<br />
1.00<br />
2.00<br />
3.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 19.00 19.00 20.00 20.00<br />
EXTRA HELP .14 .14 .14 .14<br />
PURCHASING AGENT<br />
PURCHASING AGENT<br />
ASSISTANT PURCHASING AGENT<br />
DEPARTMENT ANALYST<br />
BUYER<br />
SECRETARY<br />
4011<br />
3487<br />
2952<br />
2482<br />
1999<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 7.00 7.00 7.00 7.00<br />
ENERGY DIVISION<br />
ENERGY & SUSTAIN PROGRAM MGR<br />
ADMIN SERVICES OFFICER I<br />
HUMAN SERVICES PROGRAM MANAGER<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4378<br />
3486<br />
3220<br />
3130<br />
2952<br />
296<br />
1.00<br />
2.00<br />
2.00<br />
.50<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
.50<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
3.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
GENERAL SERVICES<br />
ENERGY DIVISION<br />
ADMIN AIDE PROJ-CONF<br />
OFFICE ASSISTANT II PROJECT<br />
2333<br />
1603<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
3.60 3.60 3.60 3.60<br />
2.00 2.00 2.00 2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 14.10 14.10 13.60 13.60<br />
REAL ESTATE PROGRAM<br />
REAL ESTATE MANAGER<br />
DEPARTMENT ANALYST<br />
LEGAL SECRETARY II<br />
SECRETARY<br />
4567<br />
2952<br />
2098<br />
1999<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 3.50 3.50 3.50 3.50<br />
FACILITIES OPERATIONS<br />
FACILITY MANAGER<br />
ASST FACILITY MANAGER<br />
ASSISTANT BUILDING SUPT<br />
PROJECT SPECIALIST<br />
DEPARTMENT ANALYST<br />
BUILDING MECHANIC II<br />
ADMINISTRATIVE AIDE<br />
SENIOR OFFICE ASSISTANT<br />
BUILDING MAINTENANCE WORKER<br />
OFFICE ASSISTANT II<br />
4358<br />
4164<br />
3315<br />
3151<br />
2952<br />
2804<br />
2333<br />
1826<br />
1688<br />
1603<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
1.00<br />
35.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
1.00<br />
35.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
28.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
28.00<br />
1.00<br />
1.00<br />
1.00 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 50.00 50.00 37.00 37.00<br />
EXTRA HELP 2.00 2.00 2.00 2.00<br />
OVERTIME 2.12 2.12 2.12 2.12<br />
FLEET OPERATIONS<br />
FLEET MANAGER<br />
ASSISTANT FLEET MANAGER<br />
HEAVY EQ FLEET MAINT SUP<br />
DEPARTMENT ANALYST<br />
AUTO FLEET MAINT SUPERVISOR<br />
WELDER<br />
HEAVY EQUIPMENT MECHANIC II<br />
AUTOMOTIVE TECHNICIAN<br />
RECEPTIONIST<br />
OFFICE ASSISTANT II<br />
MOTOR POOL ATTENDANT<br />
4358<br />
3748<br />
3169<br />
2952<br />
2922<br />
2696<br />
2696<br />
2498<br />
1826<br />
1603<br />
1478<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
6.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
6.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
6.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
6.00<br />
2.00<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 21.00 21.00 21.00 21.00<br />
OVERTIME .14 .14 .14 .14<br />
COUNTY CLERK<br />
COUNTY CLERK<br />
CHIEF DEPUTY COUNTY CLERK<br />
LEGAL STAFF SUPERVISOR<br />
SENIOR LEGAL PROCESSOR<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3591<br />
2346<br />
2006<br />
297<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
COUNTY CLERK<br />
COUNTY CLERK<br />
LEGAL PROCESSOR II 1826 3.00 3.00 3.00 3.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 6.00 5.00 5.00 6.00<br />
REGISTRAR OF VOTERS<br />
ASSISTANT REGISTRAR OF VOTERS<br />
PROGRAM DEVELOPMENT MANAGER<br />
DIS SPECIALIST II<br />
ELECTION SERVICES SUPERVISOR<br />
SR ELECTION SPECIALIST<br />
SECRETARY<br />
ELECTION SPECIALIST II<br />
STOREKEEPER<br />
4979<br />
3705<br />
3130<br />
2496<br />
2008<br />
1999<br />
1828<br />
1815<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
5.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 14.00 13.00 13.00 14.00<br />
EXTRA HELP 4.94 4.94 4.94 4.94<br />
OVERTIME 1.09 1.78 1.78 1.78<br />
ASSESSOR<br />
ASSESSOR<br />
CHIEF DEPUTY ASSESSOR<br />
CHIEF APPRAISER<br />
ASSESSMENT PROCESS MANAGER<br />
SUPERVISING AUDITOR-APPRAISER<br />
APPRAISER IV<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
AUDITOR-APPRAISER II<br />
APPRAISER III<br />
ASSESSORS CHNG OWNERSHIP SUPV<br />
CADASTRAL MAPPING SUPERVISOR<br />
AUDITOR-APPRAISER I<br />
ASSESSMENT PROCESS SUPERVISOR<br />
CADASTRAL MAPPING TECH II<br />
ASSESSMENT PROCESS SPECIALIST<br />
APPRAISER AIDE<br />
ASSESSMENT CLERK<br />
5399<br />
4374<br />
3978<br />
3416<br />
3287<br />
3130<br />
2952<br />
2921<br />
2851<br />
2793<br />
2652<br />
2501<br />
2283<br />
2257<br />
2073<br />
1931<br />
1846<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.75<br />
1.00<br />
5.00<br />
18.98<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.50<br />
9.00<br />
3.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.75<br />
1.00<br />
5.00<br />
17.98<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
9.00<br />
3.00<br />
8.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.75<br />
1.00<br />
5.00<br />
17.98<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
9.00<br />
3.00<br />
8.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.75<br />
1.00<br />
5.00<br />
17.98<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
9.00<br />
3.00<br />
10.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 65.23 62.73 62.73 64.73<br />
OVERTIME .47 .47 .47 .47<br />
ADMINISTRATIVE SERVICES<br />
COUNTY CLERK-RECORDER-ASSESSOR<br />
DEPARTMENT ACCOUNTING MANAGER<br />
ADMIN SERVICES OFFICER I<br />
ACCOUNTANT II-CONF<br />
ACCOUNTANT II<br />
EXECUTIVE SECRETARY CONFID<br />
ACCOUNT CLERK II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6600<br />
3821<br />
3486<br />
2893<br />
2809<br />
2314<br />
1826<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 7.00 7.00 7.00 7.00<br />
298<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
AUD-CONT/TREAS-TAX COLL<br />
AUDITOR-CONTROLLER<br />
ASSISTANT AUDITOR-CONTROLLER<br />
SPECIAL PROJECTS DIR-PROJ<br />
AUDIT MANAGER<br />
ACCOUNTING MANAGER AUD CONT OF<br />
PAYROLL MANAGER AUD CONT OFF<br />
SUPERVISING ACCOUNTANT<br />
ACCOUNTANT/AUDITOR II<br />
DEPARTMENT ANALYST<br />
ACCOUNTANT II<br />
ACCOUNTANT I-CONF<br />
ACCOUNTANT I<br />
AUDITORS PAYROLL TECHNICIAN C<br />
ACCOUNTING ASSISTANT<br />
ACCOUNT CLERK III CONFID<br />
ACCOUNT CLERK III<br />
SR OFFICE ASST PROJECT<br />
ACCOUNT CLERK II<br />
5460<br />
5006<br />
4324<br />
4324<br />
4111<br />
3511<br />
3220<br />
2952<br />
2809<br />
2483<br />
2411<br />
2314<br />
2226<br />
2073<br />
2013<br />
1826<br />
1826<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
13.00<br />
1.00<br />
6.00<br />
1.00<br />
6.00<br />
7.00<br />
1.00<br />
10.00<br />
1.00<br />
2.00<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
13.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
6.00<br />
7.00<br />
1.00<br />
10.00<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
12.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
6.00<br />
6.00<br />
10.00<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
12.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
6.00<br />
6.00<br />
10.00<br />
2.00 2.00 2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 59.00 57.00 54.00 54.00<br />
EXTRA HELP .73 .30<br />
TREASURY<br />
ASSISTANT TREASURER<br />
REVENUE AND DEBT MANAGER<br />
TREASURY MANAGER<br />
DEPARTMENT ANALYST<br />
COLLECTION AGENT III<br />
ADMINISTRATIVE AIDE<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
COLLECTION AGENT II<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
COLLECTIONS ASSISTANT<br />
4955<br />
4111<br />
3978<br />
2952<br />
2428<br />
2333<br />
2333<br />
2193<br />
2132<br />
2013<br />
2006<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 15.00 15.00 12.00 12.00<br />
EXTRA HELP .19 .19<br />
OVERTIME .09 .09 .09 .09<br />
TAX COLLECTOR<br />
ASST TAX COLLECTOR-AUDITOR<br />
TAX ACCOUNT MANAG AUD CONT OFF<br />
TAX COLLECTION MANAGER<br />
ACCOUNTANT/AUDITOR II<br />
SPECIAL ASSESSMENT SUPERVISOR<br />
ACCOUNTING ASSISTANT<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
ACCOUNT CLERK II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4955<br />
4111<br />
3978<br />
3220<br />
2373<br />
2226<br />
2132<br />
2013<br />
1826<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
4.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 18.00 18.00 17.00 17.00<br />
EXTRA HELP .35 .35<br />
OVERTIME .03 .03 .03 .03<br />
299<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
AUD-CONT/TREAS-TAX COLL<br />
ACTTC-ADMINISTRATION<br />
AUD CONTROLLER/TREAS TAX COLL<br />
ADMIN SERVICES OFFICER I<br />
DEPARTMENT ANALYST<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
ACCOUNTING TECHNICIAN<br />
CLERICAL HELPER<br />
8205<br />
3486<br />
2952<br />
2333<br />
2132<br />
1254<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
.75<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
.75<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 7.75 7.75 6.00 6.00<br />
OVERTIME .04 .04 .04 .04<br />
RECORDER<br />
RECORDER OPERATIONS FUND<br />
CHIEF DEPUTY RECORDER<br />
DOCUMENT RECORDER III<br />
SUPERVISING MICROGRAPHIC TECH<br />
DOCUMENT RECORDER II<br />
MICROGRAPHIC TECHNICIAN II<br />
3978<br />
2346<br />
2007<br />
2006<br />
1826<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 13.00 13.00 13.00 13.00<br />
EXTRA HELP 1.60 1.60 1.60 1.60<br />
OVERTIME .05 .05 .05 .05<br />
PERMIT AND RESOURCE MGMT<br />
PRMD-ADMINISTRATION<br />
DIRECTOR PRMD<br />
DEP DIR ENGINEERING CONSTRUCTI<br />
DEPUTY DIRECTOR/PLANNING<br />
ENGINEERING DIVISION MANAGER<br />
BUILDING DIVISION MANAGER<br />
SENIOR ENGINEER<br />
PRMD DIVISION MANAGER<br />
DEPT INFO SYS MANAGER<br />
ADMIN SERVICES OFFICER II<br />
ENGINEER<br />
LICENSED LAND SURVEYOR<br />
CODE ENFORCEMENT SUPERVISOR<br />
SUPERVISING PLANNER<br />
SUPERVISING BUILDING INSPECTOR<br />
SUPV E H SPECIALIST<br />
ASSISTANT ENGINEER<br />
ACCOUNTANT III<br />
SR CODE ENFORCEMENT INSPECTOR<br />
SR BUILDING PLANS EXAMINER<br />
PLANNER III<br />
SENIOR ENVIROMENTAL SPECIALIST<br />
SENIOR BUILDING INSPECTOR<br />
ENVIRON HEALTH SPECIALIST III<br />
DIS SPECIALIST II<br />
CODE ENFORCEMENT INSPECTOR II<br />
BLDG PLANS EXAMINER II<br />
ENVIROMENTAL SPECIALIST<br />
DEPARTMENT ANALYST<br />
SR GEOGRAPHIC INFO TECH<br />
ENVIRON HEALTH SPECIALIST II<br />
BUILDING INSPECTOR II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6599<br />
5514<br />
4997<br />
4796<br />
4796<br />
4375<br />
4342<br />
4210<br />
4010<br />
3972<br />
3737<br />
3639<br />
3634<br />
3598<br />
3389<br />
3340<br />
3326<br />
3309<br />
3307<br />
3303<br />
3195<br />
3150<br />
3135<br />
3130<br />
3059<br />
3058<br />
2972<br />
2952<br />
2951<br />
2939<br />
2911<br />
300<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
5.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
15.00<br />
2.00<br />
3.00<br />
5.00<br />
1.50<br />
3.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
6.00<br />
9.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
11.00<br />
1.00<br />
3.00<br />
5.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
1.00<br />
4.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
11.00<br />
1.00<br />
3.00<br />
5.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
1.00<br />
4.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
3.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
14.00<br />
1.00<br />
3.00<br />
5.00<br />
2.00<br />
3.00<br />
2.00<br />
3.00<br />
1.00<br />
1.00<br />
4.00<br />
6.00<br />
Position Listing
DIV SECT CLASSIFICATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
PERMIT AND RESOURCE MGMT<br />
PRMD-ADMINISTRATION<br />
ENGINEERING TECHNICIAN III<br />
GEOGRAPHIC INFO TECH II<br />
PERMIT TECHNICIAN II<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
TELEPHONE OPERATOR<br />
OFFICE ASSISTANT II<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
ECONOMIC DEVELOPMENTBOARD<br />
ECONOMIC DEVELOPMENT<br />
ECONOMIC DEVELOPMENT COORDINAT<br />
HUMAN SERVICES PROGRAM MANAGER<br />
ADMINISTRATIVE AIDE<br />
SECRETARY<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
REGIONAL PARKS<br />
PARK OPS & MAINT<br />
DIRECTOR OF REGIONAL PARKS<br />
PARK PLANNING MANAGER<br />
DEPUTY DIRECTOR REGIONAL PARKS<br />
PARKS GROUNDS MAINTENANCE MNGR<br />
PARK MANAGER<br />
ADMIN SERVICES OFFICER II<br />
SENIOR PARK PLANNER<br />
ACCOUNTANT III<br />
PARK PLANNER II<br />
ENVIROMENTAL SPECIALIST<br />
DEPARTMENT ANALYST<br />
AQUATIC SPECIALIST<br />
PARK RANGER III<br />
PARK RANGER II<br />
PARKS GROUNDS MAINT SUPERVISOR<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
PARK RANGER I<br />
BOOKING & RESERVATION COORD<br />
PLANNING TECHNICIAN<br />
PARKS GROUNDS MAINT WORKER II<br />
ACCOUNT CLERK III<br />
PARK PROGRAM ASSISTANT<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT-C<br />
PARK RANGER TRAINEE<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
RANGE<br />
2768<br />
2757<br />
2375<br />
2333<br />
2314<br />
2202<br />
2132<br />
2013<br />
1999<br />
1826<br />
1826<br />
1629<br />
1603<br />
4766<br />
3220<br />
2333<br />
1999<br />
6361<br />
5088<br />
5088<br />
4348<br />
4348<br />
4010<br />
3731<br />
3326<br />
3108<br />
2972<br />
2952<br />
2791<br />
2791<br />
2352<br />
2348<br />
2333<br />
2314<br />
2202<br />
2146<br />
2122<br />
2046<br />
2029<br />
2013<br />
2002<br />
1999<br />
1881<br />
1844<br />
301<br />
11-12<br />
BASE<br />
9.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
8.99<br />
2.00<br />
1.00<br />
2.00<br />
--------<br />
120.49<br />
1.19<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
--------<br />
3.50<br />
4.38<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
2.00<br />
1.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
2.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
11-12<br />
REQ'D<br />
5.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
3.00<br />
8.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
96.00<br />
1.19<br />
1.00<br />
1.00<br />
1.50<br />
1.00<br />
--------<br />
4.50<br />
3.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
2.00<br />
6.00<br />
14.00<br />
3.00<br />
11-12<br />
RECOM<br />
5.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
3.00<br />
8.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
96.00<br />
1.19<br />
1.00<br />
1.00<br />
1.50<br />
1.00<br />
--------<br />
4.50<br />
3.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
2.00<br />
6.00<br />
14.00<br />
3.00<br />
11-12<br />
ALL'D<br />
5.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
3.00<br />
8.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
101.00<br />
1.19<br />
1.00<br />
1.00<br />
1.50<br />
1.00<br />
--------<br />
4.50<br />
3.00<br />
1.00<br />
1.00<br />
3.00<br />
3.00<br />
2.00<br />
6.00<br />
14.00<br />
3.00<br />
Position Listing
DIV SECT CLASSIFICATION<br />
REGIONAL PARKS<br />
PARK OPS & MAINT<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
PARK PLANNING<br />
PARK PLANNING MANAGER<br />
SENIOR PARK PLANNER<br />
PARK PLANNER II<br />
DEPARTMENT ANALYST<br />
PLANNING TECHNICIAN<br />
PARKS GROUNDS MAINT WORKER II<br />
SENIOR OFFICE ASSISTANT<br />
RANGE<br />
1826<br />
1826<br />
1603<br />
5088<br />
3731<br />
3108<br />
2952<br />
2046<br />
2029<br />
1826<br />
11-12<br />
BASE<br />
1.00<br />
3.00<br />
3.00<br />
--------<br />
59.00<br />
27.29<br />
.74<br />
--------<br />
11-12<br />
REQ'D<br />
--------<br />
33.00<br />
27.32<br />
.64<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
RECOM<br />
--------<br />
33.00<br />
27.32<br />
.64<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
ALL'D<br />
--------<br />
33.00<br />
27.32<br />
.64<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
PERMANENT POSITIONS 8.00 8.00 8.00<br />
RECREATION, HEALTH & EDUC<br />
ADMIN SERVICES OFFICER I<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
PARK PROGRAM ASSISTANT<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
BUSINESS STRATEGY & DEVELOP<br />
DIRECTOR OF REGIONAL PARKS<br />
DEPUTY DIRECTOR REGIONAL PARKS<br />
PARK MANAGER<br />
ADMIN SERVICES OFFICER II<br />
ADMIN SERVICES OFFICER I<br />
DEPARTMENT ANALYST<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
BOOKING & RESERVATION COORD<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT-C<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3486<br />
2333<br />
2002<br />
6361<br />
5088<br />
4348<br />
4010<br />
3486<br />
2952<br />
2314<br />
2202<br />
2122<br />
2013<br />
1999<br />
1881<br />
1826<br />
1603<br />
302<br />
--------<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
3.00<br />
1.66<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
--------<br />
15.75<br />
1.16<br />
.12<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
3.00<br />
1.66<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
--------<br />
15.75<br />
1.16<br />
.12<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
3.00<br />
1.66<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
--------<br />
15.75<br />
1.16<br />
.12<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
REGIONAL PARKS<br />
SPRING LAKE PARK<br />
ENVIRON DISCOVERY CTR COORD<br />
PARK RANGER III<br />
PARK RANGER II<br />
PARKS GROUNDS MAINT SUPERVISOR<br />
PARK RANGER I<br />
PARKS GROUNDS MAINT WORKER II<br />
PARK PROGRAM ASSISTANT<br />
2952<br />
2791<br />
2352<br />
2348<br />
2146<br />
2029<br />
2002<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
.75<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
1.00<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
1.00<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 9.75 10.00 10.00 10.00<br />
EXTRA HELP 9.62 9.62 9.62 9.62<br />
OVERTIME .59 .59 .59 .59<br />
VETERANS/COMMUNITY BUILDINGS<br />
PUBLIC FACILITIES MANAGER<br />
EVENTS SERVICES SUPERVISOR<br />
MARKETING SPECIALIST<br />
EVENT SERVICES WORKER<br />
OFFICE ASSISTANT II<br />
4348<br />
2791<br />
2474<br />
2029<br />
1603<br />
1.00<br />
1.00<br />
1.00<br />
7.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00 4.00 4.00<br />
1.00 1.00 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 12.00 7.00 7.00 7.00<br />
EXTRA HELP 2.38 2.38 2.38 2.38<br />
OVERTIME .24 .24 .24 .24<br />
COUNTY GROUNDS MAINTENANCE<br />
PARKS GROUNDS MAINT SUPERVISOR<br />
PARKS GROUNDS MAINT WORKER II<br />
2348<br />
2029<br />
PERMANENT POSITIONS 8.00<br />
EXTRA HELP 1.18<br />
OVERTIME .06<br />
ROAD DIVISION<br />
ROAD DEPARTMENT<br />
DIRECTOR OF TRAN/PUBLIC WORKS<br />
DEP DIR-TRANSPORT/OPERATION<br />
DEP DIR-ENGINEERING/MAINT<br />
SENIOR ENGINEER<br />
ROAD OPS DIVISION MGR<br />
DEPT INFO SYS MANAGER<br />
ADMIN SERVICES OFFICER II<br />
ENGINEER<br />
PUBLIC WORKS OPS COORDINATOR<br />
LICENSED LAND SURVEYOR<br />
SUPERVISING RIGHT OF WAY AGENT<br />
ADMIN SERVICES OFFICER I<br />
ENGINEERING TECHICIAN IV<br />
PUBLIC WORKS FLEET EQUIP MGR<br />
BRIDGE SUPERVISOR<br />
DEPARTMENT ANALYST<br />
TRAFFIC SIGNAL TECHNICIAN<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7684<br />
6286<br />
6286<br />
4375<br />
4350<br />
4210<br />
4010<br />
3972<br />
3782<br />
3737<br />
3533<br />
3486<br />
3323<br />
3278<br />
3036<br />
2952<br />
2896<br />
303<br />
1.00<br />
7.00<br />
-------- -------- -------- --------<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
5.99<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
ROAD DIVISION<br />
ROAD DEPARTMENT<br />
MAINTENANCE SUPERVISOR<br />
TRAFFIC MAINTENANCE SUPERVISOR<br />
VEGETATION CONTROL ADVISOR<br />
ENGINEERING TECHNICIAN III<br />
SENIOR BRIDGE WORKER<br />
GEOGRAPHIC INFO TECH I<br />
ENGINEERING TECHNICIAN II<br />
MAINTENANCE WORKER III<br />
TRAFFIC PAINT & SIGN WORKER<br />
EXECUTIVE SECRETARY CONFID<br />
BRIDGE WORKER<br />
MATERIALS EQUIPMENT SPECIALIST<br />
PAYROLL CLERK CONFIDENTIAL<br />
MAINTENANCE WORKER II-HT<br />
VEGETATION SPECIALIST<br />
MAINTENANCE WORKER II<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
YARD CLERK<br />
2866<br />
2866<br />
2821<br />
2768<br />
2489<br />
2480<br />
2376<br />
2348<br />
2348<br />
2314<br />
2214<br />
2202<br />
2202<br />
2151<br />
2093<br />
2029<br />
2013<br />
1999<br />
1826<br />
1826<br />
11-12<br />
BASE<br />
4.50<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
1.00<br />
3.00<br />
25.50<br />
4.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
15.00<br />
1.00<br />
8.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
11-12<br />
REQ'D<br />
4.50<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
1.00<br />
1.00<br />
25.50<br />
4.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
15.00<br />
1.00<br />
8.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
11-12<br />
RECOM<br />
4.50<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
1.00<br />
1.00<br />
25.50<br />
4.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
15.00<br />
1.00<br />
8.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
11-12<br />
ALL'D<br />
4.50<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
1.00<br />
1.00<br />
25.50<br />
4.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
15.00<br />
1.00<br />
8.00<br />
3.00<br />
1.00<br />
2.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 121.99 118.00 118.00 119.00<br />
EXTRA HELP 6.00 4.44 4.44 9.44<br />
OVERTIME 3.56 3.45 3.45 3.45<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-ADMIN<br />
SHERIFF-CORONER ADV POST<br />
SHERIFFS CAPTAIN ADV POST<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFF SERGEANT IA INVEST ADV<br />
SHERIFF SERGEANT PERS BG ADV<br />
DEPT ADMIN SERVICES DIRECTOR<br />
DEPT INFO SYS MANAGER<br />
DEPUTY SHERIFF PER BG ADV POST<br />
DEPARTMENT ACCOUNTING MANAGER<br />
CORRECTIONAL SERGEANT IA INV<br />
ADMIN SERVICES OFFICER I<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
ACCOUNTANT II<br />
DIS TECHNICIAN II<br />
ADMINISTRATIVE AIDE<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
ACCOUNT CLERK III CONFID<br />
SECRETARY CONFIDENTIAL<br />
ACCOUNT CLERK III<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
STOREKEEPER<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7775<br />
6371<br />
5565<br />
4708<br />
4708<br />
4516<br />
4210<br />
4007<br />
3821<br />
3820<br />
3486<br />
3130<br />
2952<br />
2809<br />
2376<br />
2333<br />
2314<br />
2202<br />
2073<br />
2059<br />
2013<br />
1826<br />
1826<br />
1815<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.50<br />
5.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.50<br />
5.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.50<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.50<br />
4.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 35.50 35.50 33.50 33.50<br />
EXTRA HELP .17 .17 .17<br />
OVERTIME .43 .45 .45 .45<br />
304<br />
Position Listing
DIV SECT CLASSIFICATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
SHERIFF-LAW ENFORCEMENT<br />
LAW ENFORCEMENT-ADMIN<br />
ASSISTANT SHERIFF ADV POST<br />
SHERIFFS CAPTAIN ADV POST<br />
DEPARTMENT ANALYST<br />
COMMUNITY SERVICES OFFICER II<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SHERIFF-DISPATCH<br />
COMMUNICATIONS DISPATCH MANAGE<br />
SUPERVISING COMMUNICATIONS DIS<br />
SENIOR COMMUNICATIONS DISPATCH<br />
COMMUNICATIONS DISPATCHER II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-RADIO<br />
SENIOR COMMUNICATIONS TECH<br />
DEPARTMENT ANALYST<br />
COMMUNICATIONS TECHNICIAN II<br />
ACCOUNT CLERK III<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SHERIFF-HELICOPTER<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF II INT POST<br />
HELICOPTER PILOT<br />
SHERIFFS PARAMEDIC<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-CIVIL<br />
DEPUTY SHERIFF II INT POST<br />
ADMIN SERVICES OFFICER I<br />
COMMUNITY SERVICES OFFICER II<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
RANGE<br />
7129<br />
6371<br />
2952<br />
1971<br />
3985<br />
3115<br />
2747<br />
2621<br />
3206<br />
2952<br />
2916<br />
2013<br />
4495<br />
3720<br />
3710<br />
2710<br />
3720<br />
3486<br />
1971<br />
1826<br />
305<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.11<br />
1.00<br />
5.00<br />
8.00<br />
15.50<br />
--------<br />
29.50<br />
.24<br />
3.23<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.08<br />
1.00<br />
5.00<br />
8.00<br />
15.50<br />
--------<br />
29.50<br />
.57<br />
3.42<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
4.00<br />
.08<br />
1.00<br />
5.00<br />
8.00<br />
14.50<br />
--------<br />
28.50<br />
.57<br />
3.42<br />
-------- -------- --------<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
5.00<br />
1.13<br />
.69<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.02<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
-------- --------<br />
5.00<br />
1.13<br />
.69<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.01<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.01<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
4.00<br />
.08<br />
1.00<br />
5.00<br />
8.00<br />
14.50<br />
--------<br />
28.50<br />
.57<br />
3.42<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
--------<br />
7.00<br />
.11<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
3.00<br />
.44<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
--------<br />
5.00<br />
.01<br />
Position Listing
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-CIVIL<br />
OVERTIME<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
SHERIFF-MARINE UNIT<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF II ADV POST<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SHERIFF-PATROL<br />
SHERIFFS CAPTAIN ADV POST<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF RES ADV POST<br />
DEPUTY SHERIFF RES INT POST<br />
DEPUTY SHERIFF II ADV POST<br />
DEPUTY SHERIFF II INT POST<br />
DEPUTY SHERIFF II<br />
DEPUTY SHERIFF I<br />
COMMUNITY SERVICES OFFICER II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-WINDSOR<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF II ADV POST<br />
DEPUTY SHERIFF II INT POST<br />
DEPUTY SHERIFF II<br />
ADMINISTRATIVE AIDE<br />
COMMUNITY SERVICES OFFICER II<br />
SENIOR OFFICE ASSISTANT<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-SONOMA<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF II ADV POST<br />
DEPUTY SHERIFF II INT POST<br />
ADMINISTRATIVE AIDE<br />
COMMUNITY SERVICES OFFICER II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4495<br />
3826<br />
6371<br />
5565<br />
4495<br />
4189<br />
4083<br />
3826<br />
3720<br />
3629<br />
3270<br />
1971<br />
5565<br />
4495<br />
3826<br />
3720<br />
3629<br />
2333<br />
1971<br />
1826<br />
1826<br />
5565<br />
4495<br />
3826<br />
3720<br />
2333<br />
1971<br />
306<br />
11-12<br />
BASE<br />
.04<br />
1.00<br />
3.00<br />
--------<br />
4.00<br />
.58<br />
1.00<br />
4.00<br />
14.00<br />
2.00<br />
1.00<br />
45.00<br />
29.00<br />
28.00<br />
2.00<br />
3.00<br />
--------<br />
129.00<br />
.29<br />
25.91<br />
1.00<br />
2.00<br />
7.00<br />
6.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
22.00<br />
2.67<br />
1.00<br />
2.00<br />
8.00<br />
2.00<br />
1.00<br />
2.00<br />
--------<br />
11-12<br />
REQ'D<br />
.04<br />
1.00<br />
3.00<br />
--------<br />
4.00<br />
.59<br />
1.00<br />
4.00<br />
14.00<br />
2.00<br />
1.00<br />
45.00<br />
29.00<br />
28.00<br />
2.00<br />
3.00<br />
--------<br />
129.00<br />
.29<br />
22.63<br />
1.00<br />
2.00<br />
8.00<br />
6.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
1.14<br />
2.88<br />
1.00<br />
2.00<br />
8.00<br />
2.00<br />
1.00<br />
2.00<br />
--------<br />
11-12<br />
RECOM<br />
.04<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
.82<br />
1.00<br />
3.00<br />
11.00<br />
2.00<br />
1.00<br />
45.00<br />
29.00<br />
19.00<br />
3.00<br />
--------<br />
114.00<br />
.29<br />
20.15<br />
1.00<br />
2.00<br />
8.00<br />
6.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
1.14<br />
2.88<br />
1.00<br />
2.00<br />
8.00<br />
2.00<br />
1.00<br />
2.00<br />
--------<br />
11-12<br />
ALL'D<br />
.04<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
.82<br />
1.00<br />
4.00<br />
11.00<br />
2.00<br />
1.00<br />
45.00<br />
29.00<br />
21.00<br />
3.00<br />
--------<br />
117.00<br />
.29<br />
20.57<br />
1.00<br />
2.00<br />
8.00<br />
6.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
23.00<br />
1.14<br />
2.88<br />
1.00<br />
2.00<br />
8.00<br />
2.00<br />
1.00<br />
2.00<br />
--------<br />
Position Listing
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-SONOMA<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SHERIFF-INVESTIGATION<br />
SHERIFF LIEUTENANT ADV POST<br />
SERGEANT-DETECTIVE-APV POST<br />
DEPUTY SHERIFF II DET ADV POST<br />
DEPUTY SHERIFF II DET INT POST<br />
DEPUTY SHERIFF-DETECTIVE<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-SVCS-RECORDS<br />
SHERIFFS INFO BUREAU MANAGER<br />
LEGAL STAFF SUPERVISOR<br />
SENIOR LEGAL PROCESSOR<br />
COMMUNITY SERVICES OFFICER II<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-COURT SECURITY<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFFS SERGEANT- ADV POST<br />
SHERIFFS SERGEANT-INT PO<br />
DEPUTY SHERIFF II ADV POST<br />
DEPUTY SHERIFF II INT POST<br />
DEPUTY SHERIFF II<br />
CORRECTIONAL OFFICER II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-TRANSPORTATION<br />
SHERIFF LIEUTENANT ADV POST<br />
SHERIFFS SERGEANT- ADV POST<br />
DEPUTY SHERIFF II ADV POST<br />
DEPUTY SHERIFF II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
5565<br />
4815<br />
4098<br />
3993<br />
3902<br />
1999<br />
1826<br />
3486<br />
2346<br />
2006<br />
1971<br />
1826<br />
5565<br />
4495<br />
4373<br />
3826<br />
3720<br />
3629<br />
2840<br />
5565<br />
4495<br />
3826<br />
3629<br />
307<br />
11-12<br />
BASE<br />
16.00<br />
2.11<br />
1.00<br />
6.00<br />
19.00<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
34.00<br />
.72<br />
4.04<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
7.00<br />
--------<br />
21.00<br />
.66<br />
.51<br />
.80<br />
1.00<br />
1.00<br />
16.00<br />
4.00<br />
5.00<br />
6.00<br />
--------<br />
33.80<br />
7.52<br />
.88<br />
.20<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
11-12<br />
REQ'D<br />
16.00<br />
2.12<br />
1.00<br />
6.00<br />
19.00<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
34.00<br />
.72<br />
4.02<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
7.00<br />
--------<br />
21.00<br />
.66<br />
.41<br />
.80<br />
1.00<br />
1.00<br />
16.00<br />
7.00<br />
5.00<br />
6.00<br />
--------<br />
36.80<br />
8.72<br />
.89<br />
.20<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
11-12<br />
RECOM<br />
16.00<br />
2.12<br />
1.00<br />
4.00<br />
18.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
28.00<br />
.72<br />
3.46<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
5.00<br />
--------<br />
19.00<br />
.66<br />
.41<br />
.80<br />
1.00<br />
1.00<br />
16.00<br />
7.00<br />
5.00<br />
6.00<br />
--------<br />
36.80<br />
8.72<br />
.89<br />
.20<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
11-12<br />
ALL'D<br />
16.00<br />
2.12<br />
1.00<br />
6.00<br />
18.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
--------<br />
31.00<br />
.72<br />
3.76<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
5.00<br />
--------<br />
19.00<br />
.66<br />
.41<br />
.80<br />
1.00<br />
1.00<br />
16.00<br />
7.00<br />
5.00<br />
6.00<br />
--------<br />
36.80<br />
9.71<br />
.82<br />
.20<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
Position Listing
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-TRANSPORTATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SHERIFF-CORONER<br />
SERGEANT-DETECTIVE-APV POST<br />
DEPUTY SHERIFF II DET ADV POST<br />
DEPUTY SHERIFF-DETECTIVE<br />
FORENSIC ASSISTANT<br />
SECRETARY<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SHERIFF-DETENTION DIVISION<br />
NORTH COUNTY DETENTION FACILITY<br />
CORRECTIONAL LIEUTENANT<br />
CORRECTIONAL SERGEANT<br />
CORRECTIONAL OFFICER II<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
DETENTION-MAIN JAIL<br />
SHERIFFS CAPTAIN<br />
CORRECTIONAL LIEUTENANT<br />
CORRECTIONAL SERGEANT<br />
CORRECTIONAL OFFICER II<br />
LEGAL STAFF SUPERVISOR<br />
CORRECTIONAL OFFICER I<br />
SENIOR LEGAL PROCESSOR<br />
SECRETARY<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
DETENTION-ADMINISTRATION<br />
ASSISTANT SHERIFF<br />
SHERIFFS CAPTAIN<br />
CORRECTIONAL LIEUTENANT<br />
CORRECTIONAL SERGEANT<br />
SHERIFFS INFO BUREAU MANAGER<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4815<br />
4098<br />
3902<br />
2118<br />
1999<br />
5142<br />
3640<br />
2840<br />
1826<br />
6067<br />
5142<br />
3640<br />
2840<br />
2346<br />
2224<br />
2006<br />
1999<br />
1826<br />
6922<br />
6067<br />
5142<br />
3640<br />
3486<br />
308<br />
11-12<br />
BASE<br />
5.20<br />
1.72<br />
.41<br />
1.00<br />
3.00<br />
1.00<br />
1.64<br />
1.00<br />
--------<br />
7.64<br />
.84<br />
1.00<br />
4.00<br />
37.00<br />
6.00<br />
--------<br />
48.00<br />
.34<br />
4.36<br />
1.00<br />
5.00<br />
15.00<br />
138.00<br />
2.00<br />
7.00<br />
2.00<br />
1.00<br />
24.00<br />
--------<br />
195.00<br />
.76<br />
21.18<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
11-12<br />
REQ'D<br />
5.20<br />
1.34<br />
.41<br />
1.00<br />
3.00<br />
1.00<br />
1.64<br />
1.00<br />
--------<br />
7.64<br />
.81<br />
4.00<br />
35.00<br />
4.40<br />
--------<br />
43.40<br />
.46<br />
3.63<br />
1.00<br />
5.00<br />
15.00<br />
141.00<br />
2.00<br />
7.00<br />
2.00<br />
1.00<br />
25.60<br />
--------<br />
199.60<br />
1.83<br />
22.43<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
11-12<br />
RECOM<br />
5.20<br />
1.34<br />
.41<br />
1.00<br />
3.00<br />
1.00<br />
2.00<br />
--------<br />
7.00<br />
.81<br />
3.00<br />
15.00<br />
4.40<br />
--------<br />
22.40<br />
.46<br />
2.63<br />
1.00<br />
5.00<br />
15.00<br />
141.00<br />
2.00<br />
7.00<br />
2.00<br />
1.00<br />
25.60<br />
--------<br />
199.60<br />
1.83<br />
25.69<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
11-12<br />
ALL'D<br />
5.20<br />
1.34<br />
.41<br />
1.00<br />
3.00<br />
1.00<br />
2.00<br />
--------<br />
7.00<br />
.81<br />
4.00<br />
15.00<br />
4.40<br />
--------<br />
23.40<br />
.46<br />
2.82<br />
1.00<br />
5.00<br />
15.00<br />
141.00<br />
2.00<br />
7.00<br />
2.00<br />
1.00<br />
25.60<br />
--------<br />
199.60<br />
1.83<br />
25.69<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
SHERIFF-DETENTION DIVISION<br />
DETENTION-ADMINISTRATION<br />
HUMAN SERVICES PROGRAM MANAGER<br />
CORRECTIONAL OFFICER II<br />
CHEF - JAIL<br />
INMATE SERVICES PARALEGAL<br />
SUPERVISING DETENTION ASST<br />
SECRETARY<br />
COOK - JAIL<br />
DETENTION ASSISTANT<br />
ASSISTANT COOK - JAIL<br />
JANITOR-DETENTION<br />
3220<br />
2840<br />
2274<br />
2263<br />
2149<br />
1999<br />
1924<br />
1912<br />
1753<br />
1658<br />
11-12<br />
BASE<br />
1.00<br />
3.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
9.00<br />
17.00<br />
5.00<br />
5.00<br />
11-12<br />
REQ'D<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
9.00<br />
17.00<br />
5.00<br />
5.00<br />
11-12<br />
RECOM<br />
1.00<br />
2.00<br />
2.00<br />
2.00<br />
1.00<br />
9.00<br />
15.00<br />
3.00<br />
5.00<br />
11-12<br />
ALL'D<br />
1.00<br />
2.00<br />
2.00<br />
2.00<br />
1.00<br />
9.00<br />
15.00<br />
3.00<br />
5.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 51.00 51.00 45.00 45.00<br />
EXTRA HELP .74 .58 .58 .58<br />
OVERTIME 2.77 2.82 3.01 3.01<br />
DISTRICT ATTORNEY<br />
D A-CRIMINAL<br />
DISTRICT ATTORNEY<br />
ASST DA LIMITED TERM<br />
ASSISTANT DISTRICT ATTORNEY<br />
CHIEF DEPUTY DISTRICT ATTORNEY<br />
CHIEF CRIMINAL INV ADV POST<br />
DEPUTY DIST ATTY IV<br />
DEPUTY DIST ATTY III<br />
SENIOR INVESTIGATOR ADV POST<br />
DEPUTY DIST ATTY II<br />
DA INVESTIGATOR II ADV PO<br />
ADMIN SERVICES OFFICER II<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
EXECUTIVE LEGAL SECRETARY CONF<br />
VICTIM WITNESS ADVOCATE II<br />
LEGAL STAFF SUPERVISOR<br />
LEGAL ASSISTANT<br />
ACCOUNTING TECH CONFID<br />
LEGAL SECRETARY II<br />
ACCOUNT CLERK III CONFID<br />
SENIOR LEGAL PROCESSOR<br />
SECRETARY<br />
LEGAL SECRETARY I<br />
LEGAL PROCESSOR II<br />
LEGAL PROCESSOR I<br />
7937<br />
6513<br />
6513<br />
5918<br />
5904<br />
5384<br />
4781<br />
4634<br />
4156<br />
4076<br />
4010<br />
3130<br />
2952<br />
2447<br />
2425<br />
2346<br />
2263<br />
2196<br />
2098<br />
2073<br />
2006<br />
1999<br />
1827<br />
1826<br />
1603<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
21.00<br />
18.00<br />
2.00<br />
4.00<br />
14.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
2.00<br />
6.80<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
14.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
18.00<br />
24.00<br />
2.00<br />
1.00<br />
14.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
5.80<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
18.00<br />
23.00<br />
1.00<br />
11.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
1.75<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
18.00<br />
23.00<br />
1.00<br />
1.00<br />
12.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
4.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
1.75<br />
16.00<br />
1.00<br />
16.00 16.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 113.55 107.55 96.75 98.75<br />
EXTRA HELP 3.23 3.23 1.00 1.00<br />
OVERTIME .44 .44 .24 .24<br />
D A - VICTIM WITNESS<br />
HUMAN SERVICES PROGRAM MANAGER<br />
VICTIM WITNESS ADVOCATE II<br />
VICTIM CLAIMS SUPERVISOR<br />
LEGAL ASSISTANT<br />
VICTIM CLAIMS SPECIALIST II<br />
LEGAL PROCESSOR II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3220<br />
2425<br />
2373<br />
2263<br />
2083<br />
1826<br />
309<br />
1.00<br />
3.00<br />
1.00<br />
2.00<br />
1.00<br />
7.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
7.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
DISTRICT ATTORNEY<br />
D A - VICTIM WITNESS<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
PERMANENT POSITIONS 7.00 13.00 12.00 13.00<br />
PROBATION DIVISION<br />
ADULT PROBATION SERVICES<br />
PROBATION DIVISION DIRECTOR II<br />
PROBATION OFFICER IV<br />
PROBATION OFFICER III<br />
PROBATION OFFICER II<br />
LEGAL STAFF SUPERVISOR<br />
SENIOR LEGAL PROCESSOR<br />
PROBATION ASSISTANT<br />
LEGAL PROCESSOR II<br />
4179<br />
3561<br />
2962<br />
2623<br />
2346<br />
2006<br />
1912<br />
1826<br />
1.00 1.00 1.00 1.00<br />
5.00 5.00 5.00 5.00<br />
32.00 32.00 31.00 31.00<br />
10.00 10.00 10.00 9.00<br />
1.00 1.00 1.00 1.00<br />
4.00 5.00 5.00 4.00<br />
1.00 1.00<br />
4.50 3.50 4.00 4.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 57.50 58.50 58.00 55.00<br />
EXTRA HELP 1.62 1.62 1.21 1.21<br />
OVERTIME .27 .27 .37 .37<br />
JUVENILE PROBATION SERVICES<br />
PROBATION DIVISION DIRECTOR II<br />
PROBATION OFFICER IV<br />
PROBATION OFFICER III<br />
DEPARTMENT ANALYST<br />
PROBATION OFFICER II<br />
LEGAL STAFF SUPERVISOR<br />
SENIOR LEGAL PROCESSOR<br />
SECRETARY<br />
PROBATION ASSISTANT<br />
LEGAL PROCESSOR II<br />
4179<br />
3561<br />
2962<br />
2952<br />
2623<br />
2346<br />
2006<br />
1999<br />
1912<br />
1826<br />
1.00<br />
4.00<br />
17.25<br />
9.00<br />
1.00<br />
5.00<br />
.50<br />
1.00<br />
2.00<br />
1.00<br />
4.00<br />
18.25<br />
1.00<br />
9.00<br />
1.00<br />
5.00<br />
.50<br />
1.00<br />
2.00<br />
1.00<br />
4.00<br />
17.25<br />
1.00<br />
9.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
4.00<br />
18.25<br />
1.00<br />
9.00<br />
1.00<br />
5.00<br />
.50<br />
1.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 40.75 42.75 42.25 42.75<br />
EXTRA HELP 1.30 1.30 1.15 1.15<br />
OVERTIME .20 .20 .28 .28<br />
PROB-ADMINISTRATION<br />
CHIEF PROBATION OFFICER<br />
DEPUTY CHIEF PROBATION OFFICER<br />
DEPT INFO SYS MANAGER<br />
ADMIN SERVICES OFFICER II<br />
ACCOUNTANT III<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
ACCOUNTANT II<br />
EXECUTIVE SECRETARY<br />
PAYROLL CLERK CONFIDENTIAL<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
ACCOUNT CLERK II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6319<br />
5140<br />
4210<br />
4010<br />
3326<br />
3130<br />
2952<br />
2809<br />
2247<br />
2202<br />
2132<br />
2013<br />
1826<br />
1.00 1.00 1.00 1.00<br />
2.00 2.00 2.00 2.00<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
3.50 3.50 2.50 2.50<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
4.60 3.60 4.60 4.60<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 19.10 19.10 19.10 19.10<br />
310<br />
Position Listing
PROBATION DIVISION<br />
PROB-ADMINISTRATION<br />
EXTRA HELP<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
JAIL PROGRAMS<br />
PROBATION OFFICER IV<br />
PROBATION OFFICER III<br />
PROBATION OFFICER II<br />
SENIOR LEGAL PROCESSOR<br />
PROBATION ASSISTANT<br />
LEGAL PROCESSOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
JJCPA<br />
PROBATION OFFICER III<br />
DEPARTMENT ANALYST<br />
PROBATION OFFICER II<br />
ADMINISTRATIVE AIDE<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
3561<br />
2962<br />
2623<br />
2006<br />
1912<br />
1826<br />
2962<br />
2952<br />
2623<br />
2333<br />
11-12<br />
BASE<br />
.75<br />
2.00<br />
7.00<br />
1.00<br />
2.00<br />
1.50<br />
--------<br />
13.50<br />
.67<br />
.14<br />
2.75<br />
.50<br />
2.00<br />
1.00<br />
--------<br />
6.25<br />
PROBATION-CCPIF<br />
PROBATION OFFICER III 2962 2.00<br />
--------<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
INSTITUTIONS<br />
JUVENILE HALLS<br />
PROBATION DIVISION DIRECTOR II<br />
PROBATION DIVISION DIRECTOR I<br />
JUVENILE CORRECTION CNSLR IV<br />
JUVENILE CORRECTION CNSLR III<br />
JUVENILE CORRECTION CNSLR II<br />
CHEF<br />
SECRETARY<br />
PROBATION ASSISTANT<br />
COOK<br />
RESIDENTIAL SERVICE WORKER<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4179<br />
3797<br />
2979<br />
2674<br />
2339<br />
2068<br />
1999<br />
1912<br />
1748<br />
1550<br />
311<br />
.08<br />
11-12<br />
REQ'D<br />
.75<br />
2.00<br />
7.00<br />
11-12<br />
RECOM<br />
.75<br />
1.00<br />
2.50<br />
-------- --------<br />
12.50<br />
.67<br />
.14<br />
2.75<br />
.50<br />
2.00<br />
1.00<br />
--------<br />
6.25<br />
.08<br />
2.00<br />
--------<br />
.08<br />
.02<br />
2.75<br />
.50<br />
2.00<br />
1.00<br />
--------<br />
6.25<br />
.08<br />
1.00<br />
--------<br />
2.00 2.00 1.00<br />
1.00<br />
2.00<br />
8.00<br />
7.00<br />
77.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
--------<br />
102.00<br />
3.54<br />
2.24<br />
1.00<br />
2.00<br />
8.00<br />
7.00<br />
77.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
--------<br />
102.00<br />
3.54<br />
2.24<br />
1.61<br />
1.00<br />
2.00<br />
7.00<br />
5.00<br />
71.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
--------<br />
94.00<br />
3.93<br />
2.24<br />
11-12<br />
ALL'D<br />
.75<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
6.00<br />
.08<br />
.02<br />
2.75<br />
.50<br />
2.00<br />
1.00<br />
--------<br />
6.25<br />
.08<br />
1.00<br />
--------<br />
1.00<br />
1.61<br />
1.00<br />
2.00<br />
8.00<br />
6.00<br />
72.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
--------<br />
97.00<br />
3.93<br />
2.24<br />
Position Listing
DIV SECT CLASSIFICATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
INSTITUTIONS<br />
PROBATION CAMP<br />
PROBATION DIVISION DIRECTOR I<br />
JUVENILE CORRECTION CNSLR IV<br />
JUVENILE CORRECTION CNSLR III<br />
PROBATION INDUSTRIES CREW SUPV<br />
JUVENILE CORRECTION CNSLR II<br />
CHEF<br />
SECRETARY<br />
PROBATION ASSISTANT<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SIERRA YOUTH CENTER<br />
PROBATION DIVISION DIRECTOR I<br />
JUVENILE CORRECTION CNSLR IV<br />
JUVENILE CORRECTION CNSLR III<br />
JUVENILE CORRECTION CNSLR II<br />
SECRETARY<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SUPERVISED ADULT CREWS<br />
PROBATION DIVISION DIRECTOR I<br />
PROBATION INDUSTRIES FLD SUPV<br />
PROBATION INDUSTRIES CREW SUPV<br />
MAINTENANCE WORKER III<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
PROB-JUV FUNDS<br />
PROBATION OFFICER III<br />
DEPARTMENT ANALYST<br />
RANGE<br />
3797<br />
2979<br />
2674<br />
2665<br />
2339<br />
2068<br />
1999<br />
1912<br />
3797<br />
2979<br />
2674<br />
2339<br />
1999<br />
3797<br />
2991<br />
2665<br />
2348<br />
2132<br />
1826<br />
2962<br />
2952<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
8.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
18.00<br />
2.33<br />
.20<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
.50<br />
--------<br />
10.50<br />
1.13<br />
.40<br />
1.00<br />
2.00<br />
11.75<br />
1.00<br />
1.00<br />
--------<br />
16.75<br />
1.66<br />
PERMANENT POSITIONS 2.00<br />
PUBLIC DEFENDER<br />
PUBLIC DEFENDER<br />
PUBLIC DEFENDER<br />
ASSISTANT PUBLIC DEFENDER<br />
CHIEF DEPUTY PUBLIC DEFENDER<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7627<br />
6513<br />
5918<br />
312<br />
.92<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
8.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
18.00<br />
2.33<br />
.20<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
8.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
18.00<br />
2.33<br />
.20<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
.50<br />
-------- --------<br />
10.50<br />
1.13<br />
.40<br />
1.00<br />
1.00<br />
7.00<br />
1.00<br />
--------<br />
10.00<br />
1.66<br />
.92<br />
.26<br />
.11<br />
1.00<br />
1.00<br />
7.00<br />
--------<br />
9.00<br />
2.56<br />
.92<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
8.00<br />
1.00<br />
4.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
18.00<br />
2.33<br />
.20<br />
1.00<br />
1.00<br />
5.00<br />
3.00<br />
.50<br />
--------<br />
10.50<br />
1.13<br />
.40<br />
1.00<br />
1.00<br />
7.00<br />
--------<br />
9.00<br />
2.56<br />
.92<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PUBLIC DEFENDER<br />
PUBLIC DEFENDER<br />
DEPUTY PUBLIC DEFENDER IV<br />
DEPUTY PUBLIC DEFENDER III<br />
SR PUB DEFENDER INVESTIGATOR<br />
PUB DEF INVESTIGATOR II ADV PO<br />
PUB DEF INVESTIGATOR II<br />
ADMIN SERVICES OFFICER I<br />
PUB DEF INVESTIGATOR I<br />
LEGAL STAFF SUPERVISOR<br />
LEGAL SECRETARY II<br />
LEGAL PROCESSOR II<br />
5384<br />
4781<br />
4159<br />
4076<br />
3883<br />
3486<br />
3386<br />
2346<br />
2098<br />
1826<br />
11-12<br />
BASE<br />
15.00<br />
10.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
11-12<br />
REQ'D<br />
16.00<br />
10.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
11-12<br />
RECOM<br />
15.00<br />
7.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
11-12<br />
ALL'D<br />
16.00<br />
8.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
4.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 51.00 51.00 45.00 47.00<br />
EXTRA HELP 3.00 3.00 3.00 3.00<br />
ADMINISTRATION<br />
PROGRAM ADMINISTRATION<br />
DIRECTOR OF HUMAN SERVICES<br />
ASST DIRECTOR HUMAN SERVICES<br />
SR DEPT INFO SYSTEMS MANAGER<br />
HUMAN SERVICES DIVISION DIR<br />
DEPT ADMIN SERVICES DIRECTOR<br />
DEPT INFO SYS MANAGER<br />
CHIEF WELFARE FRAUD INVESTIGAT<br />
HUMAN SERVICES SECTION MANAGER<br />
ADMIN SERVICES OFFICER II<br />
PROGRAM DEVELOPMENT MANAGER<br />
WELFARE FRAUD INV II ADV PO<br />
HUMAN SERVICES NETWORK ANALYST<br />
SUPERVISING ACCOUNTANT<br />
WELFARE FRAUD INV II INT PO<br />
ADMIN SERVICES OFFICER I<br />
HUMAN SERVICES SYS PRG ANALYST<br />
ACCOUNTANT III<br />
PUBLIC ASSISTANCE SYSTEMS SPEC<br />
SOCIAL SERVICE SUPERVISOR II<br />
DIS SPECIALIST II<br />
SOCIAL SERVICE SUPERVISOR I<br />
SUPV EMP & TRNG COUN<br />
PROGRAM PLANNING ANALYST<br />
DEPARTMENT ANALYST<br />
SOCIAL SERVICE WORKER IV<br />
SUPV PUBLIC ASSTANCE SYS TECH<br />
ACCOUNTANT II<br />
PROGRAM SPECIALIST<br />
EMPL & TRNG COORD<br />
SUPV EMP & TRNG SPEC<br />
SOCIAL SERVICE WORKER III<br />
EMPL & TRNG COUNS II<br />
PUBLIC ASSISTANCE SYSTEMS TECH<br />
ELIGIBILITY SUPERVISOR<br />
SENIOR EMPLOYMENT & TRNG SPEC<br />
COMPUTER LAB SUPPORT SPECIALST<br />
ADMINISTRATIVE AIDE<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
EXECUTIVE SECRETARY CONFID<br />
ELIGIBILITY WORKER III<br />
EMPLOYMENT & TRNG SPECIALIST<br />
OFFICE SUPPORT SUPERVISOR CONF<br />
PAYROLL CLERK CONFIDENTIAL<br />
OFFICE SUPPORT SUPERVISOR<br />
PAYROLL CLERK<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7134<br />
6060<br />
4841<br />
4828<br />
4516<br />
4210<br />
4199<br />
4120<br />
4010<br />
3705<br />
3587<br />
3568<br />
3511<br />
3502<br />
3486<br />
3464<br />
3326<br />
3225<br />
3219<br />
3130<br />
3068<br />
3068<br />
3059<br />
2952<br />
2879<br />
2828<br />
2809<br />
2770<br />
2699<br />
2682<br />
2572<br />
2572<br />
2570<br />
2552<br />
2437<br />
2376<br />
2333<br />
2333<br />
2314<br />
2259<br />
2259<br />
2228<br />
2202<br />
2163<br />
2138<br />
313<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
2.00<br />
1.00<br />
7.00<br />
1.00<br />
5.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
5.00<br />
3.00<br />
5.00<br />
13.00<br />
5.00<br />
4.00<br />
5.00<br />
21.00<br />
1.00<br />
85.25<br />
1.00<br />
3.00<br />
2.00<br />
4.00<br />
6.00<br />
22.50<br />
33.00<br />
3.00<br />
15.00<br />
5.00<br />
1.00<br />
7.00<br />
2.00<br />
1.00<br />
24.00<br />
30.50<br />
1.00<br />
3.00<br />
11.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
1.00<br />
7.00<br />
1.00<br />
5.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
5.00<br />
3.00<br />
5.00<br />
13.00<br />
5.00<br />
4.00<br />
5.00<br />
20.00<br />
1.00<br />
84.50<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
6.00<br />
22.50<br />
32.00<br />
3.00<br />
15.00<br />
5.00<br />
1.00<br />
6.50<br />
2.00<br />
1.00<br />
24.00<br />
30.50<br />
1.00<br />
3.00<br />
11.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
1.00<br />
7.00<br />
1.00<br />
5.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
5.00<br />
3.00<br />
5.00<br />
13.00<br />
5.00<br />
4.00<br />
5.00<br />
20.00<br />
1.00<br />
84.50<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
6.00<br />
22.50<br />
32.00<br />
3.00<br />
15.00<br />
5.00<br />
1.00<br />
6.50<br />
2.00<br />
1.00<br />
24.00<br />
30.50<br />
1.00<br />
3.00<br />
11.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
2.00<br />
1.00<br />
7.00<br />
1.00<br />
5.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
3.00<br />
5.00<br />
3.00<br />
5.00<br />
13.00<br />
5.00<br />
4.00<br />
5.00<br />
20.00<br />
1.00<br />
85.25<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
6.00<br />
22.50<br />
33.00<br />
3.00<br />
15.00<br />
5.00<br />
1.00<br />
6.50<br />
2.00<br />
1.00<br />
24.00<br />
31.50<br />
1.00<br />
3.00<br />
11.00<br />
1.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
ADMINISTRATION<br />
PROGRAM ADMINISTRATION<br />
ACCOUNTING TECHNICIAN<br />
ELIGIBILITY WORKER II<br />
SECRETARY CONFIDENTIAL<br />
SENIOR STOREKEEPER<br />
ACCOUNT CLERK III<br />
HOME CARE SUPPORT SPECIALIST<br />
SOCIAL WORK ASSISTANT<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
MICROGRAPHIC TECHNICIAN II<br />
ACCOUNT CLERK II<br />
STOREKEEPER<br />
HUMAN SERVICES AIDE II<br />
MICROGRAPHIC TECHNICIAN I<br />
TELEPHONE OPERATOR<br />
OFFICE ASSISTANT II<br />
MAIL CLERK<br />
PUBLIC HEALTH AIDE II<br />
2132<br />
2083<br />
2059<br />
2014<br />
2013<br />
1861<br />
1858<br />
1826<br />
1826<br />
1826<br />
1826<br />
1815<br />
1730<br />
1656<br />
1629<br />
1603<br />
1603<br />
1499<br />
11-12<br />
BASE<br />
3.00<br />
97.25<br />
5.00<br />
1.00<br />
8.00<br />
2.50<br />
10.00<br />
40.50<br />
7.00<br />
1.00<br />
15.75<br />
1.00<br />
15.00<br />
7.00<br />
3.00<br />
16.50<br />
3.00<br />
2.00<br />
11-12<br />
REQ'D<br />
3.00<br />
97.25<br />
5.00<br />
1.00<br />
8.00<br />
2.50<br />
10.00<br />
40.00<br />
7.00<br />
1.00<br />
14.75<br />
2.00<br />
15.00<br />
7.00<br />
3.00<br />
16.50<br />
3.00<br />
2.00<br />
11-12<br />
RECOM<br />
3.00<br />
97.25<br />
5.00<br />
1.00<br />
8.00<br />
2.50<br />
10.00<br />
40.00<br />
7.00<br />
1.00<br />
14.75<br />
2.00<br />
15.00<br />
7.00<br />
3.00<br />
16.50<br />
3.00<br />
2.00<br />
11-12<br />
ALL'D<br />
3.00<br />
97.25<br />
5.00<br />
1.00<br />
8.00<br />
2.50<br />
10.00<br />
40.50<br />
7.00<br />
1.00<br />
14.75<br />
2.00<br />
15.00<br />
7.00<br />
3.00<br />
16.50<br />
3.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 597.75 592.00 592.00 595.25<br />
EXTRA HELP 2.16 1.16 1.16 1.16<br />
OVERTIME .34 .34 .34 .34<br />
AREA AGENCY ON AGING<br />
PROGRAM DEVELOPMENT MANAGER<br />
ACCOUNTANT III<br />
PROGRAM PLANNING ANALYST<br />
ACCOUNT CLERK III<br />
3705<br />
3326<br />
3059<br />
2013<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 5.00 5.00 5.00 5.00<br />
EXTRA HELP .22 .22 .22 .22<br />
MSSP-SENIOR SERVICES<br />
SOCIAL SERVICE SUPERVISOR II<br />
SOCIAL SERVICE WORKER IV<br />
SENIOR OFFICE ASSISTANT<br />
3219<br />
2879<br />
1826<br />
1.00<br />
4.30<br />
1.00<br />
1.00<br />
4.30<br />
1.00<br />
1.00<br />
4.30<br />
1.00<br />
1.00<br />
4.30<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 6.30 6.30 6.30 6.30<br />
VETERANS SERVICES<br />
VETERANS SERVICE OFFICER<br />
VETERANS CLAIMS WORKER III<br />
VETERANS CLAIMS WORKER II<br />
3494<br />
2316<br />
2112<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 4.00 3.00 3.00 4.00<br />
VOM CHILDRENS HOME<br />
VM CHILDRENS HOME MGR<br />
SUPV CHILDRENS RESIDENT CNLR<br />
JUVENILE CORRECTION CNSLR IV<br />
CHILDRENS RESIDENTIAL CNSLR II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
3705<br />
2979<br />
2979<br />
2339<br />
314<br />
1.00<br />
2.00<br />
4.00<br />
20.00<br />
1.00<br />
2.00<br />
4.00<br />
20.00<br />
1.00<br />
2.00<br />
4.00<br />
20.00<br />
1.00<br />
2.00<br />
4.00<br />
20.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
ADMINISTRATION<br />
VOM CHILDRENS HOME<br />
JUVENILE CORRECTION CNSLR II<br />
CHEF<br />
COOK<br />
RESIDENTIAL SERVICE WORKER<br />
2339<br />
2068<br />
1748<br />
1550<br />
11-12<br />
BASE<br />
6.00<br />
.50<br />
2.00<br />
2.00<br />
11-12<br />
REQ'D<br />
6.00<br />
.50<br />
2.00<br />
2.00<br />
11-12<br />
RECOM<br />
6.00<br />
.50<br />
2.00<br />
2.00<br />
11-12<br />
ALL'D<br />
6.00<br />
.50<br />
2.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 37.50 37.50 37.50 37.50<br />
EXTRA HELP 7.48 7.48 7.48 7.48<br />
OVERTIME 3.23 3.23 3.23 3.23<br />
PA/PG/PC<br />
CHF DEP PUB ADM/GUARD/CONSERV<br />
SENIOR PUB ADMIN/GUARD/CONSERV<br />
DEP PUBLIC ADMIN/GUARD/CONSERV<br />
ACCOUNT CLERK III<br />
SENIOR OFFICE ASSISTANT<br />
3591<br />
2790<br />
2468<br />
2013<br />
1826<br />
1.00<br />
4.00<br />
.80<br />
1.00<br />
1.00<br />
4.00<br />
.80<br />
1.00<br />
1.00<br />
4.00<br />
.80<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
.80<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 6.80 6.80 6.80 6.80<br />
HUMAN SVCS COMMISSION<br />
DEPARTMENT ANALYST 2952 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 1.00<br />
HS-ADMINISTRATION<br />
HEALTH SVCS ADMINISTRATION<br />
PUBLIC HEALTH OFFICER<br />
DIRECTOR OF HEALTH SERVICES<br />
ASSISTANT DIRECTOR OF HEALTH S<br />
DIRECTOR HLTH POLICY PLAN EVAL<br />
DEPT ADMIN SERVICES DIRECTOR<br />
COMPLIANCE AND DEPT RISK MGR<br />
DEPT INFO SYS MANAGER<br />
ADMIN SERVICES OFFICER II<br />
SUPERVISING ACCOUNTANT<br />
ADMIN SERVICES OFFICER I<br />
ACCOUNTANT III<br />
DIS SPECIALIST II<br />
DEPARTMENT ANALYST<br />
ACCOUNTANT II<br />
ADMINISTRATIVE AIDE<br />
EXECUTIVE SECRETARY CONFID<br />
PAYROLL CLERK CONFIDENTIAL<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
ACCOUNT CLERK II<br />
STOREKEEPER<br />
OFFICE ASSISTANT II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7985<br />
7554<br />
6131<br />
4830<br />
4516<br />
4270<br />
4210<br />
4010<br />
3511<br />
3486<br />
3326<br />
3130<br />
2952<br />
2809<br />
2333<br />
2314<br />
2202<br />
2132<br />
2013<br />
1826<br />
1815<br />
1603<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
4.00<br />
2.00<br />
8.00<br />
3.00<br />
1.00<br />
3.00<br />
5.00<br />
3.50<br />
5.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
4.00<br />
2.00<br />
8.00<br />
3.00<br />
1.00<br />
3.00<br />
5.00<br />
3.50<br />
5.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
4.00<br />
2.00<br />
8.00<br />
3.00<br />
1.00<br />
3.00<br />
5.00<br />
3.50<br />
5.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
2.00<br />
1.00<br />
2.00<br />
4.00<br />
2.00<br />
8.00<br />
3.00<br />
1.00<br />
3.00<br />
5.00<br />
3.50<br />
5.00<br />
2.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 50.50 51.50 51.50 51.50<br />
EXTRA HELP .12 4.46 4.46 4.46<br />
315<br />
Position Listing
HS-ADMINISTRATION<br />
HEALTH SVCS ADMINISTRATION<br />
OVERTIME<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PREVENTION & PLANNING<br />
PREVENTION AND PLANNING<br />
ENVIRONMENTAL HEALTH<br />
ENVIRONMENTAL HEALTH<br />
PUBLIC HEALTH<br />
PH - ENVIRONMENTAL HEALTH<br />
ENVIRON HLTH & SAFETY SECT MGR<br />
ENVIRO HEALTH PROGRAM MANAGER<br />
SUPV E H SPECIALIST<br />
ENVIRON HEALTH SPECIALIST III<br />
DAIRY INSPECTOR<br />
DEPARTMENT ANALYST<br />
ENVIRON HEALTH SPECIALIST II<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
ENVIRONMNTL HLTH TECH<br />
OFFICE ASSISTANT II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
PH-PROGRAM SUPPORT<br />
PUBLIC HEALTH OFFICER<br />
DIV DIR ADMIN HEALTH SERVICES<br />
ADMIN SERVICES OFFICER II<br />
HEALTH PROGRAM MANAGER<br />
PROGRAM PLANNING ANALYST<br />
ADMINISTRATIVE AIDE<br />
PERMANENT POSITIONS<br />
PH-DISEASE CONTROL & SURV<br />
DEPUTY PUBLIC HEALTH OFFICER<br />
SUPERVISING PUBLIC HEALTH NURS<br />
SR PUBLIC HEALTH NURSE<br />
PUBLIC HEALTH NURSE II<br />
BIOSTATISTICIAN<br />
PUBLIC HEALTH INVESTIGATOR<br />
VITAL STATISTICS TECHNICIAN<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4522<br />
3912<br />
3389<br />
3135<br />
2998<br />
2952<br />
2939<br />
2013<br />
1999<br />
1826<br />
1826<br />
1747<br />
1603<br />
7985<br />
4516<br />
4010<br />
3601<br />
3059<br />
2333<br />
7604<br />
3815<br />
3656<br />
3401<br />
3187<br />
2338<br />
1962<br />
316<br />
11-12<br />
BASE<br />
.23<br />
11-12<br />
REQ'D<br />
.23<br />
11-12<br />
RECOM<br />
.23<br />
11-12<br />
ALL'D<br />
.23<br />
-------- -------- -------- --------<br />
-------- -------- -------- --------<br />
1.00<br />
1.00<br />
3.00<br />
8.00<br />
2.00<br />
1.00<br />
8.50<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
30.50<br />
.30<br />
.32<br />
1.00<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
--------<br />
6.50<br />
1.00<br />
1.00<br />
.90<br />
3.05<br />
1.80<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
3.00<br />
7.00<br />
2.00<br />
1.00<br />
9.50<br />
1.00<br />
1.00<br />
2.00<br />
.50<br />
1.00<br />
1.00<br />
--------<br />
31.00<br />
.10<br />
.10<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
--------<br />
5.50<br />
1.00<br />
1.00<br />
.90<br />
3.05<br />
1.80<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
3.00<br />
7.00<br />
2.00<br />
1.00<br />
9.50<br />
1.00<br />
1.00<br />
2.00<br />
.50<br />
1.00<br />
1.00<br />
--------<br />
31.00<br />
.10<br />
.10<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
--------<br />
5.50<br />
1.00<br />
1.00<br />
.90<br />
3.05<br />
1.80<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
3.00<br />
7.00<br />
2.00<br />
1.00<br />
9.50<br />
1.00<br />
1.00<br />
2.00<br />
.50<br />
1.00<br />
1.00<br />
--------<br />
31.00<br />
.10<br />
.10<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
--------<br />
5.50<br />
1.00<br />
1.00<br />
.90<br />
3.05<br />
1.80<br />
1.00<br />
2.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PUBLIC HEALTH<br />
PH-DISEASE CONTROL & SURV<br />
SENIOR OFFICE ASSISTANT<br />
CLINIC CLERK<br />
1826<br />
1826<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
.87 .87 .87 .87<br />
.50 .50 .50 .50<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 12.12 12.12 12.12 12.12<br />
PH - PREVENTION & PLANNING<br />
HEALTHY COMMUNITIES SECT MGR<br />
HEALTH PROGRAM MANAGER<br />
HEALTH INFO SPECIALIST II<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
4369<br />
3601<br />
2696<br />
1999<br />
1826<br />
1.00<br />
3.00<br />
8.55<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
7.75<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
7.75<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
7.75<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 14.55 14.75 14.75 14.75<br />
PH-MCH<br />
FAMILY HEALTH SECTION MANAGER<br />
SUPERVISING PUBLIC HEALTH NURS<br />
SR PUBLIC HEALTH NURSE<br />
HEALTH PROGRAM MANAGER<br />
PUBLIC HEALTH NURSE II<br />
SOCIAL SERVICE SUPERVISOR I<br />
SOCIAL SERVICE WORKER III<br />
SECRETARY<br />
PUBLIC HEALTH ASSISTANT<br />
SENIOR OFFICE ASSISTANT<br />
4536<br />
3815<br />
3656<br />
3601<br />
3401<br />
3068<br />
2572<br />
1999<br />
1861<br />
1826<br />
.55<br />
2.80<br />
1.75<br />
1.00<br />
11.30<br />
1.00<br />
7.55<br />
1.00<br />
1.80<br />
2.05<br />
.55<br />
2.80<br />
1.75<br />
1.00<br />
12.25<br />
1.00<br />
6.75<br />
1.00<br />
1.80<br />
2.05<br />
.55<br />
2.80<br />
1.75<br />
1.00<br />
12.25<br />
1.00<br />
6.75<br />
1.00<br />
1.80<br />
2.05<br />
.55<br />
2.80<br />
1.75<br />
1.00<br />
12.25<br />
1.00<br />
6.75<br />
1.00<br />
1.80<br />
2.05<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 30.80 30.95 30.95 30.95<br />
ANIMAL CARE & CONTROL<br />
ANIMAL CARE AND CONTROL DIR<br />
ADMIN SERVICES OFFICER I<br />
SUPV ANIMAL CONTROL OFFICER<br />
ADMINISTRATIVE AIDE<br />
ANIMAL CONTROL OFFICER II<br />
ANIMAL HEALTH TECHNICIAN<br />
ACCOUNT CLERK II<br />
LEAD ANIMAL CARE ASST<br />
ANIMAL CARE ASSISTANT<br />
4218<br />
3486<br />
2446<br />
2333<br />
2047<br />
1950<br />
1826<br />
1499<br />
1363<br />
1.00<br />
1.00<br />
1.75<br />
1.00<br />
11.00<br />
4.00<br />
5.50<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.75<br />
1.00<br />
10.75<br />
4.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
1.75<br />
1.00<br />
10.75<br />
4.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
1.75<br />
1.00<br />
10.75<br />
4.00<br />
5.50<br />
1.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 28.25 26.00 26.00 28.00<br />
OVERTIME .46 .46 .46<br />
PH-WIC<br />
FAMILY HEALTH SECTION MANAGER<br />
HEALTH PROGRAM MANAGER<br />
SENIOR LACTATION CONSULTANT<br />
SUPERVISING NUTRITIONIST<br />
HEALTH INFO SPECIALIST II<br />
NUTRITIONIST<br />
PUBLIC HEALTH ASSISTANT<br />
SENIOR OFFICE ASSISTANT<br />
PUBLIC HEALTH AIDE II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4536<br />
3601<br />
3043<br />
2903<br />
2696<br />
2601<br />
1861<br />
1826<br />
1499<br />
317<br />
.10<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
7.50<br />
1.00<br />
8.50<br />
.10<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
7.50<br />
1.00<br />
8.50<br />
.10<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
7.50<br />
1.00<br />
8.50<br />
.10<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
7.50<br />
1.00<br />
8.50<br />
-------- -------- -------- --------<br />
Position Listing
PUBLIC HEALTH<br />
PH-WIC<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
11-12<br />
BASE<br />
23.10<br />
.11<br />
11-12<br />
REQ'D<br />
24.10<br />
.11<br />
11-12<br />
RECOM<br />
24.10<br />
.11<br />
11-12<br />
ALL'D<br />
PH-HIV PREVENTION & CARE<br />
PUBLIC HEALTH PHYSICIAN 7239 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 1.00<br />
PH-JUV PROB HEALTH SVCS<br />
FORENSIC PSYCHIATRIST<br />
FAMILY NURSE PRACT-MS<br />
STAFF NURSE II-B.S.<br />
HEALTH PROGRAM MANAGER<br />
STAFF NURSE II<br />
MARRIAGE FAMILY THERAPIST<br />
AODS COUNSELOR II<br />
CLINIC CLERK<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
PH-SPECIAL CLINICAL SERVICES<br />
PHYSICIAN ASSISTANT - MS<br />
FAMILY NURSE PRACT-BS<br />
STAFF NURSE II-B.S.<br />
HEALTH PROGRAM MANAGER<br />
ACCOUNT CLERK II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
PH-EMS<br />
REG EMERG MED SERVICES MGR<br />
EMERG MED SERVICES COORD<br />
ADVANCED LIFE SUPPORT CORRD<br />
OFFICE ASSISTANT II<br />
8796<br />
4210<br />
3697<br />
3601<br />
3520<br />
3030<br />
2588<br />
1826<br />
4210<br />
4112<br />
3697<br />
3601<br />
1826<br />
4369<br />
3272<br />
3119<br />
1603<br />
.24<br />
1.25<br />
.55<br />
.75<br />
2.65<br />
3.25<br />
.10<br />
1.00<br />
--------<br />
9.79<br />
.38<br />
.60<br />
.45<br />
.15<br />
.25<br />
.10<br />
--------<br />
1.55<br />
.48<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
--------<br />
.24<br />
.55<br />
.75<br />
2.90<br />
2.50<br />
.10<br />
1.00<br />
--------<br />
8.04<br />
.73<br />
.60<br />
.45<br />
.15<br />
.25<br />
.20<br />
--------<br />
1.65<br />
.48<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
.24<br />
.55<br />
.75<br />
2.90<br />
2.50<br />
.10<br />
1.00<br />
--------<br />
8.04<br />
.73<br />
.60<br />
.45<br />
.15<br />
.25<br />
.20<br />
--------<br />
1.65<br />
.48<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
24.10<br />
.11<br />
.24<br />
.55<br />
.75<br />
2.90<br />
2.50<br />
.10<br />
1.00<br />
--------<br />
8.04<br />
.73<br />
.60<br />
.45<br />
.15<br />
.25<br />
.20<br />
--------<br />
1.65<br />
.48<br />
1.00<br />
2.00<br />
1.00<br />
--------<br />
PERMANENT POSITIONS 5.00 4.00 4.00 4.00<br />
PH-CHILDRENS MEDICAL SERVICES<br />
PUBLIC HEALTH PHYSICIAN<br />
FAMILY HEALTH SECTION MANAGER<br />
CHIEF THERAPIST CTP<br />
SUPERVISING PUBLIC HEALTH NURS<br />
SR PUBLIC HEALTH NURSE<br />
HEALTH PROGRAM MANAGER<br />
PUBLIC HEALTH NURSE II<br />
OCCUPATIONAL THERAPIST II CTP<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
7239<br />
4536<br />
3870<br />
3815<br />
3656<br />
3601<br />
3401<br />
3253<br />
318<br />
.50<br />
.35<br />
1.00<br />
1.00<br />
1.95<br />
1.00<br />
6.00<br />
4.25<br />
.50<br />
.35<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
6.50<br />
4.25<br />
.50<br />
.35<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
6.50<br />
4.25<br />
.50<br />
.35<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
6.50<br />
4.25<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PUBLIC HEALTH<br />
PH-CHILDRENS MEDICAL SERVICES<br />
PHYSICAL THERAPIST II CTP<br />
SOCIAL SERVICE SUPERVISOR I<br />
SOCIAL SERVICE WORKER II<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
MEDICAL SECRETARY<br />
PUBLIC HEALTH ASSISTANT<br />
SENIOR OFFICE ASSISTANT<br />
OFFICE ASSISTANT II<br />
PUBLIC HEALTH AIDE II<br />
3253<br />
3068<br />
2408<br />
2013<br />
1999<br />
1999<br />
1861<br />
1826<br />
1603<br />
1499<br />
11-12<br />
BASE<br />
3.10<br />
1.00<br />
3.00<br />
1.50<br />
1.00<br />
.75<br />
3.00<br />
3.05<br />
1.00<br />
2.00<br />
11-12<br />
REQ'D<br />
3.10<br />
1.00<br />
3.00<br />
1.50<br />
1.00<br />
.75<br />
3.50<br />
3.25<br />
1.50<br />
2.00<br />
11-12<br />
RECOM<br />
3.10<br />
1.00<br />
3.00<br />
1.50<br />
1.00<br />
.75<br />
3.50<br />
3.25<br />
1.50<br />
2.00<br />
11-12<br />
ALL'D<br />
3.10<br />
1.00<br />
3.00<br />
1.50<br />
1.00<br />
.75<br />
3.50<br />
3.25<br />
1.50<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 35.45 37.20 37.20 37.20<br />
EXTRA HELP .10 .10 .10<br />
PH-CLINICAL LAB<br />
PUBLIC HEALTH LAB DIRECTOR<br />
PUBLIC HEALTH MICROBIOLOGISTII<br />
ACCOUNT CLERK III<br />
PH LAB TECHNICIAN II<br />
SENIOR OFFICE ASSISTANT<br />
4650<br />
2976<br />
2013<br />
1884<br />
1826<br />
1.00<br />
2.55<br />
.50<br />
3.00<br />
1.00<br />
1.00<br />
2.25<br />
.50<br />
3.00<br />
1.00<br />
1.00<br />
2.25<br />
.50<br />
3.00<br />
1.00<br />
1.00<br />
2.25<br />
.50<br />
3.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 8.05 7.75 7.75 7.75<br />
OVERTIME .06 .06 .06 .06<br />
PH-PH PREPAREDNESS<br />
PROGRAM PLANNING ANALYST<br />
PUBLIC HEALTH MICROBIOLOGISTII<br />
DEPARTMENT ANALYST<br />
ADMINISTRATIVE AIDE<br />
SENIOR OFFICE ASSISTANT<br />
3059<br />
2976<br />
2952<br />
2333<br />
1826<br />
1.50<br />
1.50<br />
1.00<br />
1.00<br />
1.50<br />
1.00<br />
1.50<br />
1.00<br />
1.50<br />
1.00 1.00 1.00<br />
1.00 1.00 1.00 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 5.00 4.50 4.50 4.50<br />
MENTAL HEALTH<br />
MH-PROGRAM SUPPORT<br />
MENTAL HEALTH MEDICAL DIRECTOR<br />
MENTAL HEALTH SERVICE DIRECTOR<br />
PATIENT CARE ANALYST<br />
ADMIN SERVICES OFFICER II<br />
HEALTH PROGRAM MANAGER<br />
ADMIN SERVICES OFFICER I<br />
DEPARTMENT ANALYST<br />
SECRETARY CONFIDENTIAL<br />
MEDICAL RECORD CLERK III<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
RECEPTIONIST<br />
ACCOUNT CLERK II<br />
MEDICAL RECORD CLERK II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
8554<br />
6131<br />
4038<br />
4010<br />
3601<br />
3486<br />
2952<br />
2059<br />
2016<br />
2013<br />
1999<br />
1826<br />
1826<br />
1719<br />
.45<br />
.20<br />
2.00<br />
.50<br />
1.00<br />
1.50<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
.45<br />
.20<br />
2.00<br />
1.00<br />
.25<br />
1.00<br />
1.50<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
.45<br />
.20<br />
2.00<br />
1.00<br />
.25<br />
1.00<br />
1.50<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
.45<br />
.20<br />
2.00<br />
1.00<br />
.25<br />
1.00<br />
1.50<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 13.65 14.40 14.40 14.40<br />
319<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
MENTAL HEALTH<br />
MH-ACUTE/FORENSIC SVCS<br />
FORENSIC PSYCHIATRIST<br />
STAFF PSYCHIATRIST<br />
ACUTE FORENSICS SECT MGR<br />
CLIENT CARE MANAGER<br />
INPATIENT PSYCHOLOGIST<br />
FAM NURSE PRACT/PHYS ASSIST<br />
HEALTH PROGRAM MANAGER<br />
PSYCHIATRIC NURSE<br />
MARRIAGE FAMILY THERAPIST<br />
LICENSED CLINICAL SOCIAL WKR<br />
SENIOR CLIENT SUPPORT SPEC<br />
PSYCHIATRIC TECHNICIAN<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
NURSING ASSISTANT<br />
8796<br />
7578<br />
4536<br />
4209<br />
4068<br />
3916<br />
3601<br />
3552<br />
3030<br />
3030<br />
2342<br />
2238<br />
1999<br />
1826<br />
1732<br />
11-12<br />
BASE<br />
1.17<br />
1.00<br />
.90<br />
2.00<br />
1.00<br />
.50<br />
6.40<br />
5.68<br />
6.65<br />
2.12<br />
2.05<br />
1.00<br />
2.20<br />
11-12<br />
REQ'D<br />
.84<br />
1.00<br />
.90<br />
2.00<br />
.50<br />
.65<br />
.50<br />
4.65<br />
4.98<br />
8.10<br />
2.12<br />
1.05<br />
1.00<br />
2.25<br />
1.00<br />
11-12<br />
RECOM<br />
.84<br />
1.00<br />
.90<br />
2.00<br />
.50<br />
.65<br />
.50<br />
4.65<br />
4.98<br />
8.10<br />
2.12<br />
1.05<br />
1.00<br />
2.25<br />
1.00<br />
11-12<br />
ALL'D<br />
.84<br />
1.00<br />
.90<br />
2.00<br />
.50<br />
.65<br />
.50<br />
4.65<br />
4.98<br />
8.30<br />
2.12<br />
1.05<br />
1.00<br />
2.25<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 32.67 31.54 31.54 31.74<br />
EXTRA HELP 2.68 2.89 2.89 2.89<br />
OVERTIME 1.00 1.30 1.30 1.30<br />
MH-YOUTH & FAMILY SERVICES<br />
STAFF PSYCHIATRIST<br />
ADULT YOUTH FAMILY SVS SCT MGR<br />
HEALTH PROGRAM MANAGER<br />
MARRIAGE FAMILY THERAPIST<br />
LICENSED CLINICAL SOCIAL WKR<br />
SENIOR CLIENT SUPPORT SPEC<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
7578<br />
4369<br />
3601<br />
3030<br />
3030<br />
2342<br />
1826<br />
1826<br />
1.90<br />
1.00<br />
2.00<br />
13.50<br />
3.00<br />
4.00<br />
2.00<br />
1.40<br />
1.90<br />
1.00<br />
2.00<br />
13.75<br />
3.00<br />
4.00<br />
2.00<br />
1.40<br />
1.90<br />
1.00<br />
2.00<br />
13.75<br />
3.00<br />
4.00<br />
2.00<br />
1.40<br />
1.90<br />
1.00<br />
2.00<br />
13.75<br />
3.00<br />
4.00<br />
2.00<br />
1.40<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 28.80 29.05 29.05 29.05<br />
MH-MENTAL HEALTH SVCS ACT<br />
MENTAL HEALTH MEDICAL DIRECTOR<br />
STAFF PSYCHIATRIST<br />
MENTAL HEALTH SERVICE DIRECTOR<br />
COMMUNITY MH SECT MANAGER<br />
CLIENT CARE MANAGER<br />
PATIENT CARE ANALYST<br />
HEALTH PROGRAM MANAGER<br />
PSYCHIATRIC NURSE<br />
MARRIAGE FAMILY THERAPIST SPEC<br />
MARRIAGE FAMILY THERAPIST<br />
LICENSED CLINICAL SOCIAL WKR<br />
DEPARTMENT ANALYST<br />
SENIOR CLIENT SUPPORT SPEC<br />
ADMINISTRATIVE AIDE<br />
ELIGIBILITY WORKER II<br />
SECRETARY<br />
CLIENT SUPPORT SPECIALIST<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
MEDICAL RECORD CLERK II<br />
OFFICE ASSISTANT II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
8554<br />
7578<br />
6131<br />
4369<br />
4209<br />
4038<br />
3601<br />
3552<br />
3260<br />
3030<br />
3030<br />
2952<br />
2342<br />
2333<br />
2083<br />
1999<br />
1851<br />
1826<br />
1826<br />
1719<br />
1603<br />
.45<br />
4.45<br />
.40<br />
1.00<br />
.80<br />
1.00<br />
3.45<br />
7.20<br />
1.00<br />
9.80<br />
6.50<br />
1.00<br />
12.75<br />
3.00<br />
2.00<br />
2.00<br />
5.30<br />
.55<br />
.50<br />
1.00<br />
.45<br />
4.45<br />
.40<br />
1.00<br />
.80<br />
1.00<br />
4.50<br />
7.70<br />
1.00<br />
10.30<br />
7.00<br />
1.00<br />
12.20<br />
.50<br />
3.00<br />
2.00<br />
4.00<br />
5.25<br />
.60<br />
.50<br />
1.00<br />
.45<br />
4.45<br />
.40<br />
1.00<br />
.80<br />
1.00<br />
4.50<br />
7.70<br />
1.00<br />
10.30<br />
7.00<br />
1.00<br />
12.20<br />
.50<br />
3.00<br />
2.00<br />
4.00<br />
5.25<br />
.60<br />
.50<br />
1.00<br />
.45<br />
4.45<br />
.40<br />
1.00<br />
.80<br />
1.00<br />
4.50<br />
7.70<br />
1.00<br />
10.30<br />
7.00<br />
1.00<br />
12.20<br />
.50<br />
3.00<br />
2.00<br />
4.00<br />
5.25<br />
.60<br />
.50<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 64.15 68.65 68.65 68.65<br />
320<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
MENTAL HEALTH<br />
MH-MHSA OTHER PROGRAMS<br />
STAFF PSYCHIATRIST<br />
MENTAL HEALTH SERVICE DIRECTOR<br />
ACUTE FORENSICS SECT MGR<br />
CLIENT CARE MANAGER<br />
PATIENT CARE ANALYST<br />
ADMIN SERVICES OFFICER II<br />
HEALTH PROGRAM MANAGER<br />
PSYCHIATRIC NURSE<br />
MARRIAGE FAMILY THERAPIST SPEC<br />
MARRIAGE FAMILY THERAPIST<br />
DEPARTMENT ANALYST<br />
AODS COUNSELOR I<br />
SENIOR CLIENT SUPPORT SPEC<br />
ADMINISTRATIVE AIDE<br />
CLIENT SUPPORT SPECIALIST<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
7578<br />
6131<br />
4536<br />
4209<br />
4038<br />
4010<br />
3601<br />
3552<br />
3260<br />
3030<br />
2952<br />
2347<br />
2342<br />
2333<br />
1851<br />
1826<br />
1826<br />
11-12<br />
BASE<br />
1.55<br />
.40<br />
.10<br />
.20<br />
1.00<br />
.50<br />
2.05<br />
3.00<br />
3.00<br />
2.75<br />
.50<br />
1.00<br />
4.30<br />
1.00<br />
1.00<br />
.05<br />
11-12<br />
REQ'D<br />
1.55<br />
.40<br />
.10<br />
.20<br />
1.00<br />
2.00<br />
2.50<br />
3.00<br />
2.50<br />
.50<br />
1.00<br />
5.85<br />
.50<br />
1.00<br />
11-12<br />
RECOM<br />
1.55<br />
.40<br />
.10<br />
.20<br />
1.00<br />
2.00<br />
2.50<br />
3.00<br />
2.50<br />
.50<br />
1.00<br />
5.85<br />
.50<br />
1.00<br />
11-12<br />
ALL'D<br />
1.55<br />
.40<br />
.10<br />
.20<br />
1.00<br />
2.00<br />
2.50<br />
3.00<br />
2.50<br />
.50<br />
1.00<br />
5.85<br />
.50<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 22.40 22.10 22.10 22.10<br />
EXTRA HELP 3.11 3.11 3.11 3.11<br />
BH - AODS - PROGRAM SUPPORT<br />
AODS SECTION MANAGER<br />
ADMIN SERVICES OFFICER I<br />
ADMINISTRATIVE AIDE<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
OFFICE ASSISTANT II<br />
4369<br />
3486<br />
2333<br />
2013<br />
1999<br />
1826<br />
1603<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00 1.00 1.00<br />
1.00 1.00 1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 5.00 6.00 6.00 6.00<br />
BH - AODS - TREATMENT & CASE MGMT<br />
HEALTH PROGRAM MANAGER<br />
AODS SPECIALIST<br />
AODS COUNSELOR II<br />
AODS ASSISTANT II<br />
OFFICE ASSISTANT II<br />
3601<br />
2699<br />
2588<br />
1851<br />
1603<br />
1.00<br />
3.00<br />
10.79<br />
2.00<br />
1.00<br />
3.00<br />
10.79<br />
2.00<br />
3.00<br />
10.79<br />
2.00<br />
3.00<br />
10.79<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 17.79 15.79 15.79 15.79<br />
EXTRA HELP .58 1.11 1.11 1.11<br />
OVERTIME .06 .06 .06<br />
SPECIAL REVENUE FUNDS<br />
P&P-CHILDREN & FAMILIES FIRST<br />
FIRST 5 SONOMA SECTION MANAGER<br />
HEALTH INFO SPECIALIST II<br />
ADMINISTRATIVE AIDE<br />
SENIOR OFFICE ASSISTANT<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4369<br />
2696<br />
2333<br />
1826<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
1.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 5.75 5.75 5.75 5.75<br />
321<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
SPECIAL REVENUE FUNDS<br />
P&P-CHILDREN & FAMILIES FIRST<br />
11-12<br />
BASE<br />
11-12<br />
REQ'D<br />
11-12<br />
RECOM<br />
11-12<br />
ALL'D<br />
EXTRA HELP .56 .56 .56 .56<br />
AODS-DUI PROGRAM<br />
HEALTH PROGRAM MANAGER<br />
AODS SPECIALIST<br />
AODS COUNSELOR II<br />
AODS COUNSELOR I<br />
AODS INTAKE INTERVIEWER<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
3601<br />
2699<br />
2588<br />
2347<br />
1851<br />
1826<br />
1826<br />
1603<br />
1.00<br />
1.00<br />
5.55<br />
.75<br />
2.00<br />
1.25<br />
.75<br />
2.00<br />
.75<br />
1.00<br />
5.55<br />
.75<br />
2.00<br />
1.25<br />
.75<br />
2.00<br />
.75<br />
1.00<br />
5.55<br />
.75<br />
2.00<br />
1.25<br />
.75<br />
2.00<br />
.75<br />
1.00<br />
5.55<br />
.75<br />
2.00<br />
1.25<br />
.75<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 14.30 14.05 14.05 14.05<br />
EXTRA HELP 1.90 2.30 2.30 2.30<br />
DEPT OF CHILD SUPPORT SERVICES<br />
DCSS-CHILD SUPPORT ENFORCEMENT<br />
DIRECTOR OF CHILD SUPPORT SVC<br />
CHIEF CHILD SUPPORT ATTORNEY<br />
CHILD SUPPORT ATTORNEY IV<br />
ASST DIR CHILD SUPPORT SVS<br />
HUMAN SERVICES SECTION MANAGER<br />
ADMIN SERVICES OFFICER II<br />
SUPERVISING ACCOUNTANT<br />
DIS SPECIALIST II<br />
PROGRAM PLANNING ANALYST<br />
SUPV CHILD SUPPORT OFFICER<br />
EXECUTIVE LEGAL SECRETARY CONF<br />
CHILD SUPPORT OFFICER III<br />
LEGAL STAFF SUPERVISOR<br />
CHILD SUPPORT FINANCIAL SUPV<br />
PAYROLL CLERK CONFIDENTIAL<br />
CHILD SUPPORT OFFICER II<br />
SR CHILD SUPPRT FINANCIAL WKR<br />
LEGAL SECRETARY II<br />
SENIOR STOREKEEPER<br />
CHILD SUPPRT FINANCIAL WRKR II<br />
SENIOR LEGAL PROCESSOR<br />
LEGAL PROCESSOR II<br />
ACCOUNT CLERK II<br />
6298<br />
5918<br />
5384<br />
4695<br />
4120<br />
4010<br />
3511<br />
3130<br />
3059<br />
2695<br />
2447<br />
2354<br />
2346<br />
2346<br />
2202<br />
2193<br />
2132<br />
2098<br />
2014<br />
2013<br />
2006<br />
1826<br />
1826<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
1.00<br />
14.50<br />
3.00<br />
1.00<br />
1.00<br />
32.00<br />
1.00<br />
4.00<br />
1.00<br />
9.00<br />
11.00<br />
10.00<br />
2.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
1.00<br />
14.50<br />
3.00<br />
1.00<br />
1.00<br />
32.00<br />
1.00<br />
3.00<br />
9.00<br />
11.00<br />
10.00<br />
2.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
1.00<br />
14.50<br />
3.00<br />
1.00<br />
1.00<br />
32.00<br />
1.00<br />
3.00<br />
9.00<br />
11.00<br />
10.00<br />
2.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
5.00<br />
1.00<br />
14.50<br />
3.00<br />
1.00<br />
1.00<br />
32.00<br />
1.00<br />
3.00<br />
9.00<br />
11.00<br />
10.00<br />
2.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 109.50 107.50 107.50 107.50<br />
AGRICULTURAL COMM<br />
AGRICULTURAL COMMISSIONER<br />
AGRICULTURAL COMMR-SEALER<br />
ASSISTANT AGRICULTURAL COMM<br />
AG & VINEYARD CONSERV COORD<br />
ADMIN SERVICES OFFICER I<br />
CHIEF DEP AG COMMISSIONER<br />
DEPUTY AGRICULTURAL COMMISSION<br />
DEPARTMENT ANALYST<br />
SR AG BIOLOGIST\STANDARD SPEC<br />
AG BIOLOGIST\STANDARD SPEC III<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6331<br />
3999<br />
3738<br />
3486<br />
3476<br />
2958<br />
2952<br />
2689<br />
2559<br />
322<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
3.00<br />
9.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
3.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
3.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
3.00<br />
7.00<br />
Position Listing
DIV SECT CLASSIFICATION<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
AGRICULTURAL COMM<br />
AGRICULTURAL COMMISSIONER<br />
AG BIOLOGIST/STANDARDS SPEC II<br />
EXECUTIVE SECRETARY<br />
WILDLIFE SPECIALIST<br />
AG BIOLOGIST/STANDARDS SPEC I<br />
ACCOUNT CLERK III<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SEALER WEIGHTS & MEASURES<br />
CHIEF DEPUTY SEALER<br />
SR AG BIOLOGIST\STANDARD SPEC<br />
AG BIOLOGIST\STANDARD SPEC III<br />
AG BIOLOGIST/STANDARDS SPEC II<br />
RANGE<br />
2324<br />
2247<br />
2047<br />
2028<br />
2013<br />
1826<br />
1826<br />
1826<br />
1603<br />
3476<br />
2689<br />
2559<br />
2324<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
27.00<br />
2.07<br />
.05<br />
1.00<br />
1.00<br />
6.00<br />
--------<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
.50<br />
--------<br />
25.75<br />
9.43<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
--------<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
.50<br />
--------<br />
25.75<br />
9.43<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
--------<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
1.00<br />
.50<br />
1.00<br />
1.00<br />
1.00<br />
.75<br />
.50<br />
--------<br />
26.75<br />
9.43<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
--------<br />
PERMANENT POSITIONS 8.00 7.00 7.00 7.00<br />
ANIMAL CARE & CONTROL<br />
EXTRA HELP<br />
OVERTIME<br />
U C COOPERATIVE EXT<br />
U C COOPERATIVE EXT<br />
DEPARTMENT ANALYST<br />
PUBLIC INFORMATION SPECIALIST<br />
SENIOR AG PROGRAM ASSISTANT<br />
SENIOR OFFICE ASSISTANT<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
DEPT OF EMERGENCY SERVICES<br />
ES - HAZARDOUS MATERIALS<br />
FIRE SERVICES OFFICER<br />
FIRE INSPECTOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
2952<br />
2332<br />
1967<br />
1826<br />
4557<br />
3546<br />
323<br />
-------- -------- -------- --------<br />
.18<br />
.46<br />
.50<br />
1.00<br />
2.75<br />
1.79<br />
--------<br />
1.00<br />
2.75<br />
--------<br />
1.00<br />
2.75<br />
--------<br />
.50<br />
1.00<br />
2.75<br />
.40<br />
--------<br />
6.04 3.75 3.75 4.65<br />
.30<br />
1.00<br />
4.00<br />
-------- -------- -------- --------<br />
5.00<br />
.19<br />
Position Listing
DEPT OF EMERGENCY SERVICES<br />
ES - HAZARDOUS MATERIALS<br />
OVERTIME<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
EMERGENCY MANAGEMENT<br />
EMERGENCY SERVICES COORDINATOR<br />
DEPUTY EMER SVS COOR<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
HAZARDOUS MATERIALS FUND<br />
FIRE SERVICES OFFICER<br />
FIRE INSPECTOR II<br />
PERMANENT POSITIONS<br />
OVERTIME<br />
SCEIP<br />
SCEIP PROGRAM FUND<br />
ACCOUNTANT II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SCEIP-CEC<br />
ACCOUNTANT/AUDITOR II<br />
PERMANENT POSITIONS<br />
REFUSE DISPOSAL ENT<br />
INTEGRATED WASTE<br />
SENIOR ENGINEER<br />
INTEG WSTE OPS DIV MGR PROJ<br />
WASTE MANAGEMENT AGCY EXEC DIR<br />
ENGINEER<br />
LANDFILL FACILITIES SPECIALIST<br />
GEOLOGIST<br />
DEPARTMENT ANALYST<br />
WASTE MANAGEMENT SPECIALIST II<br />
DISPOSAL SUPERVISOR<br />
ENGINEERING TECHNICIAN III<br />
BUILDING MECHANIC I<br />
DISPOSAL WORKER II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4140<br />
2952<br />
4557<br />
3546<br />
11-12<br />
BASE<br />
.32<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
1.54<br />
.03<br />
--------<br />
2809 1.00<br />
--------<br />
1.00<br />
2.60<br />
.06<br />
3220 1.00<br />
--------<br />
4375<br />
4350<br />
4350<br />
3972<br />
3337<br />
3135<br />
2952<br />
2802<br />
2780<br />
2768<br />
2477<br />
2348<br />
324<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
.75<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
6.00<br />
11-12<br />
REQ'D<br />
1.00<br />
1.80<br />
--------<br />
2.80<br />
.03<br />
1.00<br />
4.00<br />
--------<br />
5.00<br />
.21<br />
1.00<br />
--------<br />
1.00<br />
2.60<br />
.06<br />
1.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
.75<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
6.00<br />
11-12<br />
RECOM<br />
1.00<br />
1.80<br />
--------<br />
2.80<br />
.03<br />
1.00<br />
4.00<br />
--------<br />
5.00<br />
.21<br />
1.00<br />
--------<br />
1.00<br />
2.60<br />
.06<br />
1.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
.75<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
6.00<br />
11-12<br />
ALL'D<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
1.51<br />
.03<br />
1.00<br />
4.00<br />
--------<br />
5.00<br />
.21<br />
1.00<br />
--------<br />
1.00<br />
2.60<br />
.06<br />
1.00<br />
--------<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
.75<br />
3.00<br />
2.00<br />
2.00<br />
1.00<br />
6.00<br />
Position Listing
DIV SECT CLASSIFICATION<br />
REFUSE DISPOSAL ENT<br />
INTEGRATED WASTE<br />
ADMINISTRATIVE AIDE<br />
DISPOSAL WORKER I<br />
SENIOR OFFICE ASSISTANT<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SPUD PT MARINA ENT<br />
SPUD PT MARINA ENT<br />
MARINA MANAGER<br />
ADMIN SERVICES OFFICER I<br />
MARINA SUPERVISOR<br />
SENIOR MARINA ATTENDANT<br />
MARINA ATTENDANT<br />
ACCOUNT CLERK II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
AIRPORT ENTERPRISE<br />
AIRPORT ENTERPRISE<br />
AIRPORT MANAGER<br />
ASSISTANT AIRPORT MANAGER<br />
RIGHT OF WAY AGENT II<br />
AIRPORT OPERATIONS SUPERVISOR<br />
MARKETING SPECIALIST<br />
ADMINISTRATIVE AIDE<br />
AIRPORT OPERATIONS SPECIALIST<br />
SENIOR OFFICE ASSISTANT<br />
OFFICE ASSISTANT II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SO CO AREA TRANSIT SVCS<br />
TRANSIT-GEN ADMIN-ART 4<br />
TRANSIT SYSTEMS MANAGER<br />
TRANSIT SPECIALIST II<br />
TRANSIT SPECIALIST I<br />
OFFICE SUPPORT SUPERVISOR<br />
SENIOR OFFICE ASSISTANT<br />
OFFICE ASSISTANT II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
RANGE<br />
2333<br />
2033<br />
1826<br />
3894<br />
3486<br />
3187<br />
2171<br />
2029<br />
1826<br />
4795<br />
3782<br />
3126<br />
2595<br />
2474<br />
2333<br />
2230<br />
1826<br />
1603<br />
4563<br />
3132<br />
2567<br />
2163<br />
1826<br />
1603<br />
325<br />
11-12<br />
BASE<br />
1.00<br />
14.00<br />
1.00<br />
--------<br />
37.75<br />
1.37<br />
1.92<br />
1.00<br />
1.00<br />
1.80<br />
--------<br />
3.80<br />
.57<br />
.07<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
--------<br />
13.00<br />
.23<br />
.12<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
REQ'D<br />
1.00<br />
15.02<br />
1.00<br />
--------<br />
38.77<br />
.78<br />
1.92<br />
.80<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
4.80<br />
2.59<br />
.07<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
--------<br />
14.00<br />
.58<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
RECOM<br />
1.00<br />
15.02<br />
1.00<br />
--------<br />
38.77<br />
.78<br />
1.92<br />
.80<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
4.80<br />
2.59<br />
.07<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
--------<br />
14.00<br />
.58<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
11-12<br />
ALL'D<br />
1.00<br />
15.02<br />
1.00<br />
--------<br />
38.77<br />
.78<br />
1.92<br />
.80<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
4.80<br />
2.59<br />
.07<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
1.00<br />
1.00<br />
--------<br />
14.00<br />
.58<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
Position Listing
SO CO AREA TRANSIT SVCS<br />
TRANSIT-GEN ADMIN-ART 4<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SELF FUNDED INS PROG-ISF<br />
SELF FUNDED INS PROG-ADMIN<br />
RISK MANAGER<br />
RISK MANAGEMENT ANALYST III<br />
RISK MANAGEMENT ANALYST II<br />
RISK MGMT ANALYST II PROJECT<br />
ACCOUNTANT III<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
ADMIN AIDE PROJ-CONF<br />
ACCOUNT CLERK III CONFID<br />
SECRETARY CONFIDENTIAL<br />
SENIOR OFFICE ASSISTANT-C<br />
4580<br />
3983<br />
3462<br />
3462<br />
3326<br />
2333<br />
2333<br />
2073<br />
2059<br />
1881<br />
11-12<br />
BASE<br />
7.00<br />
.07<br />
1.00<br />
4.00<br />
7.75<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
--------<br />
11-12<br />
REQ'D<br />
7.00<br />
.13<br />
.07<br />
1.00<br />
5.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.50<br />
--------<br />
11-12<br />
RECOM<br />
7.00<br />
.13<br />
.07<br />
1.00<br />
5.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.50<br />
--------<br />
11-12<br />
ALL'D<br />
7.00<br />
.13<br />
.07<br />
1.00<br />
5.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.50<br />
--------<br />
PERMANENT POSITIONS 25.75 23.50 23.50 23.50<br />
CSA #40 FIRE SERVICES<br />
CSA #40 FIRE SERVICES<br />
DIRECTOR FIRE/EMERGENCY PROGRA<br />
FIRE MARSHALL<br />
SENIOR FIRE INSPECTOR<br />
ACCOUNTANT II<br />
SECRETARY CONFIDENTIAL<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
MATERIALS HANDLER<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
FIRE PREVENTION DIVISION<br />
FIRE MARSHALL<br />
FIRE INSPECTOR II<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
6585<br />
5257<br />
3900<br />
2809<br />
2059<br />
1826<br />
1826<br />
1737<br />
5257<br />
3546<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
--------<br />
7.00<br />
5.31<br />
.44<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
.40<br />
.08<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.60<br />
--------<br />
8.60<br />
3.51<br />
.44<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
.51<br />
.18<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.60<br />
--------<br />
8.60<br />
3.51<br />
.44<br />
1.00<br />
2.00<br />
--------<br />
3.00<br />
.51<br />
.18<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
1.60<br />
--------<br />
8.60<br />
3.51<br />
.44<br />
1.00<br />
2.00<br />
--------<br />
NSC AIR POLL CONTROL<br />
NO AIR POLLUTION CONTROL<br />
AIR QUALITY MANAGER 4571 1.00 1.00 1.00 1.00<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
326<br />
3.00<br />
.51<br />
.18<br />
Position Listing
DIV SECT CLASSIFICATION<br />
NSC AIR POLL CONTROL<br />
NO AIR POLLUTION CONTROL<br />
AIR QUALITY ENGINEER<br />
AIR QUALITY SPECIALIST III<br />
SENIOR OFFICE ASSISTANT<br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
IHSS PUBLIC AUTHORITY<br />
IHSS PUBLIC AUTHORITY<br />
IHSS PUBLIC AUTHORITY MGR<br />
IHSS PUBLIC AUTHRTY SECRTRY OF<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
SC AG PRES/OPEN SPACE DIST<br />
SC AG PRES/OPEN SPACE DIST<br />
OSD GENERAL MANAGER<br />
OSD ASSISTANT GENERAL MANAGER<br />
OSD PROGRAM MANAGER<br />
OSD ADMIN & FISCAL SRVCS MGR<br />
OSD COMMUNITY RELATIONS MGR<br />
OSD LAND ACQUISITION SPECIALIS<br />
OSD STEWARD COORDINATOR<br />
OSD ASSOCIATE PLANNER<br />
OSD CONSERVATION GIS ANALYST<br />
OSD ASSISTANT PLANNER<br />
OSD ACQUISITION ASSISTANT<br />
ADMINISTRATIVE AIDE<br />
OSD EXECUTIVE SECRETARY<br />
OSD TECHNICIAN<br />
ACCOUNTING TECHNICIAN<br />
OSD RECEPTIONIST<br />
PERMANENT POSITIONS<br />
EXTRA HELP<br />
OVERTIME<br />
SCWA - ADMIN/GENERAL<br />
SCWA - GENERAL FUND<br />
GENERAL MANAGER/CHIEF ENGINEER<br />
WATER AGENCY ASST GENERAL MGR<br />
WATER AGENCY CHIEF ENGINEER<br />
DEPUTY CHIEF ENGINEER<br />
WATER AGENCY DIV MNGR ENV RESO<br />
WATER AGENCY DIV MNGR ADM SERV<br />
WATER AGENCY CAPITAL PROJ MGR<br />
WATER AGENCY PRINCIPAL ENGINR<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
RANGE<br />
3894<br />
3009<br />
1826<br />
3999<br />
2059<br />
6361<br />
5088<br />
4091<br />
3823<br />
3661<br />
3641<br />
3416<br />
2974<br />
2550<br />
2529<br />
2412<br />
2333<br />
2314<br />
2231<br />
2132<br />
1881<br />
8428<br />
6747<br />
6498<br />
5915<br />
5544<br />
5460<br />
5181<br />
5002<br />
327<br />
11-12<br />
BASE<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
6.00<br />
.39<br />
.03<br />
1.00<br />
1.00<br />
--------<br />
2.00<br />
.40<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
2.60<br />
1.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
2.50<br />
1.00<br />
2.00<br />
.75<br />
1.00<br />
--------<br />
26.35<br />
2.50<br />
.08<br />
1.00<br />
2.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
11-12<br />
REQ'D<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
6.00<br />
.14<br />
.03<br />
1.00<br />
1.00<br />
--------<br />
2.00<br />
.40<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
2.60<br />
1.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
2.50<br />
1.17<br />
2.00<br />
.75<br />
1.00<br />
--------<br />
26.52<br />
2.14<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
11-12<br />
RECOM<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
6.00<br />
.14<br />
.03<br />
1.00<br />
1.00<br />
--------<br />
2.00<br />
.40<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
2.60<br />
1.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
2.50<br />
1.17<br />
2.00<br />
.75<br />
1.00<br />
--------<br />
26.52<br />
2.14<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
11-12<br />
ALL'D<br />
1.00<br />
3.00<br />
1.00<br />
--------<br />
6.00<br />
.14<br />
.03<br />
1.00<br />
1.00<br />
--------<br />
2.00<br />
.40<br />
1.00<br />
1.00<br />
3.00<br />
1.00<br />
1.00<br />
2.60<br />
1.00<br />
5.50<br />
1.00<br />
1.00<br />
1.00<br />
2.50<br />
1.17<br />
2.00<br />
.75<br />
1.00<br />
--------<br />
26.52<br />
2.14<br />
.12<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
6.00<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
SCWA - ADMIN/GENERAL<br />
SCWA - GENERAL FUND<br />
ENGINEERING PROGRAM MANAGER<br />
ENVIRONMENTAL RESOURCES COORD<br />
WATER AGENCY COORDINATOR<br />
WATER AGENCY GOVRN AFFAIR CORD<br />
WATER AGENCY ENGINEER IV<br />
WATER AGENCY HYDROGEOLOGIST IV<br />
SENIOR NETWORK ANALYST<br />
WA PRINCIPAL PROGRAM SPEC<br />
TECHNICAL WRITING MANAGER<br />
PRINCIPAL ENVIRONMENTAL SPEC<br />
WATER AGENCY LAND SURVEYOR<br />
RISK MANAGEMENT ANALYST III<br />
WATER AGENCY CAD/GIS COORDINAT<br />
LICENSED LAND SURVEYOR<br />
W A PUBLIC INFORMATION OFFICER<br />
WA NETWORK ANALYST<br />
ADMIN SERVICES OFFICER I<br />
RISK MANAGEMENT ANALYST II<br />
ENVIRO COMPLIANCE INSPECTOR<br />
WATER AGENCY CHEMIST<br />
ELECTRICIAN/INSTRMNTATION TECH<br />
WATER AGENCY LEAD MECHANIC<br />
WATER AGENCY SENIOR PLANT OPER<br />
PROGRAMMER ANALYST<br />
SENIOR ENVIROMENTAL SPECIALIST<br />
RIGHT OF WAY AGENT II<br />
TECHNICAL WRITING SPECIALIST<br />
WATER AGENCY PLANT OPERATOR<br />
WATER AGENCY MECHANIC<br />
ENVIROMENTAL SPECIALIST<br />
WA PROGRAMS SPECIALIST<br />
DEPARTMENT ANALYST<br />
SR GEOGRAPHIC INFO TECH<br />
ACCOUNTANT II<br />
ASSISTANT PROJECT SPECIALIST<br />
WATER AGENCY LEAD MAINTENANCE<br />
ENGINEERING TECHNICIAN III<br />
GEOGRAPHIC INFO TECH II<br />
HEAVY EQUIPMENT MECHANIC II<br />
WATER AGENCY MAINT WORKER III<br />
AUTOMOTIVE MECHANIC<br />
ADMINISTRATIVE AIDE<br />
EXECUTIVE SECRETARY CONFID<br />
EXECUTIVE SECRETARY<br />
MATERIALS EQUIPMENT SPECIALIST<br />
PAYROLL CLERK CONFIDENTIAL<br />
WATER AGENCY MAINT WORKER II<br />
PAYROLL CLERK<br />
ACCOUNTING TECHNICIAN<br />
ACCOUNT CLERK III<br />
SECRETARY<br />
SENIOR OFFICE ASSISTANT<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
4822<br />
4822<br />
4822<br />
4818<br />
4543<br />
4543<br />
4200<br />
4190<br />
4190<br />
4190<br />
4185<br />
3983<br />
3823<br />
3737<br />
3661<br />
3568<br />
3486<br />
3462<br />
3354<br />
3354<br />
3340<br />
3337<br />
3320<br />
3204<br />
3195<br />
3126<br />
3050<br />
3020<br />
3020<br />
2972<br />
2953<br />
2952<br />
2951<br />
2809<br />
2802<br />
2777<br />
2768<br />
2757<br />
2696<br />
2524<br />
2461<br />
2333<br />
2314<br />
2247<br />
2202<br />
2202<br />
2178<br />
2138<br />
2132<br />
2013<br />
1999<br />
1826<br />
1826<br />
1603<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
9.00<br />
1.00<br />
13.00<br />
1.00<br />
1.00<br />
1.75<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
4.00<br />
6.00<br />
6.00<br />
16.00<br />
4.00<br />
10.00<br />
1.00<br />
5.75<br />
1.00<br />
17.00<br />
2.00<br />
6.75<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
14.00<br />
1.00<br />
2.00<br />
7.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.75<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
9.00<br />
1.00<br />
13.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
6.00<br />
16.00<br />
4.00<br />
10.00<br />
1.00<br />
5.75<br />
18.00<br />
2.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.00<br />
1.00<br />
2.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.75<br />
4.00<br />
2.00<br />
3.00<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
9.00<br />
1.00<br />
13.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
6.00<br />
16.00<br />
4.00<br />
10.00<br />
1.00<br />
5.75<br />
18.00<br />
2.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.00<br />
1.00<br />
2.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.75<br />
4.00<br />
2.00<br />
3.00<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
9.00<br />
1.00<br />
13.00<br />
1.00<br />
1.00<br />
2.00<br />
1.00<br />
2.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
2.00<br />
3.00<br />
1.00<br />
2.00<br />
4.00<br />
7.00<br />
6.00<br />
16.00<br />
4.00<br />
10.00<br />
1.00<br />
5.75<br />
18.00<br />
2.00<br />
6.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
14.00<br />
1.00<br />
2.00<br />
7.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
5.00<br />
1.00<br />
1.00<br />
2.75<br />
4.00<br />
2.00<br />
3.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 199.00 195.50 195.50 195.50<br />
EXTRA HELP 34.41 34.41 34.41 34.41<br />
OVERTIME 6.98 6.98 6.98 6.98<br />
328<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION <br />
DIV SECT CLASSIFICATION RANGE<br />
GENERAL ADMINISTRATIVE<br />
CDC GENERAL ADMIN<br />
EXEC DIRECTOR SOCO CDC<br />
COMMUNITY DEVELOPMENT MANAGER<br />
LEASED HOUSING MANAGER<br />
REDEVELOPMENT MANAGER<br />
CONTROLLER-CDC<br />
DEPT INFO SYS COORDINATOR<br />
ADMIN SERVICES OFFICER I<br />
COMMUNITY DEVELOP ASSOCIATE<br />
ACCOUNTANT II-CONF<br />
HOUSING REHABILITATION SPECIAL<br />
SUPERVISING COMMUNITY DEV SPEC<br />
SR COMMUNITY DEVELOP SPEC<br />
HOUSING NEGOTIATOR/INSPECTOR<br />
EMPLOYMENT HOUSING COUNSELOR<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
EXECUTIVE SECRETARY CONFID<br />
COMMUNITY DEVELOP SPEC II<br />
ACCOUNTING TECHNICIAN<br />
SENIOR OFFICE ASSISTANT<br />
RECEPTIONIST<br />
ACCOUNT CLERK II<br />
OFFICE ASSISTANT II<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
6439<br />
4692<br />
4692<br />
4692<br />
4324<br />
3528<br />
3486<br />
3330<br />
2893<br />
2842<br />
2812<br />
2652<br />
2556<br />
2408<br />
2333<br />
2314<br />
2209<br />
2132<br />
1826<br />
1826<br />
1826<br />
1603<br />
11-12<br />
BASE<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
4.00<br />
2.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
11-12<br />
REQ'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
4.00<br />
2.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
11-12<br />
RECOM<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
4.00<br />
2.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
11-12<br />
ALL'D<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
4.00<br />
1.00<br />
4.00<br />
2.00<br />
3.00<br />
3.00<br />
1.00<br />
1.00<br />
1.00<br />
10.00<br />
1.00<br />
1.00<br />
1.00<br />
1.00<br />
3.00<br />
-------- -------- -------- --------<br />
PERMANENT POSITIONS 43.00 43.00 43.00 43.00<br />
329<br />
Position Listing
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
11-12 11-12 11-12<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
11-12<br />
ALL'D<br />
LIBRARY<br />
Director 7251 1.00 1.00 1.00 1.00<br />
Administrative Svcs Manager 4029 1.00 1.00 1.00 1.00<br />
Librarian IV+ 4029 2.00 2.00 2.00 2.00<br />
Librarian IV 3950 2.00 3.00 3.00 3.00<br />
Facilities Manager 3837 0.00 1.00 1.00 1.00<br />
Human Resources Manager 3837 1.00 1.00 1.00 1.00<br />
Central Branch Manager 3521 0.00 1.00 1.00 1.00<br />
Branch Manager 3353 11.00 10.00 10.00 10.00<br />
Librarian III + 2.5% (IT Team Co-Lead) 3197 1.00 1.00 1.00 1.00<br />
Librarian III 3119 5.00 4.00 4.00 4.00<br />
Sr Info Technology Specialist 3119 1.00 1.00 1.00 1.00<br />
Tech Supp Spec II + 5% (IT Team Co-Lead) 2941 1.00 1.00 1.00 1.00<br />
Building Mechanic II + 5% - Lead 2878 1.00 1.00 1.00 1.00<br />
Technical Support Specialist II 2801 2.00 1.00 1.00 1.00<br />
Librarian I/II - BiLing 2797 3.00 2.50 2.50 2.50<br />
Librarian II + 2.5% 2764 1.00 1.00 1.00 1.00<br />
Building Mechanic II 2741 1.00 1.00 1.00 1.00<br />
Librarian I/II 2697 28.75 28.69 28.69 28.69<br />
Business Analyst 2571 1.00 1.00 1.00 1.00<br />
Technical Support Specialist I 2386 1.00 1.50 1.50 1.50<br />
Graphic Artist 2380 1.00 1.00 1.00 1.00<br />
Accounting Assistant 2343 2.00 2.00 2.00 2.00<br />
Administrative Aide 2343 2.50 2.50 2.50 2.50<br />
Supervising Library Technician 2292 5.00 5.00 5.00 5.00<br />
Account Clerk III 2182 1.00 1.00 1.00 1.00<br />
Library Associate 2070 4.50 5.41 5.41 5.41<br />
Library Technician III - BiLing 1859 3.50 2.50 2.50 2.50<br />
Account Clerk II 1822 1.00 1.00 1.00 1.00<br />
Delivery Person 1822 2.00 2.00 2.00 2.00<br />
Library Services Specialist 1822 1.00 1.00 1.00 1.00<br />
Library Technician III 1759 38.33 38.57 38.57 38.57<br />
Library Technician II - BiLing 1577 0.40 0.75 0.75 0.75<br />
Library Technician II 1477 11.35 10.91 10.91 10.91<br />
TOTAL FTE 138.33 138.32 138.32 138.32<br />
FAIRGROUNDS (2010) (<strong>2011</strong>) (<strong>2011</strong>) (<strong>2011</strong>)<br />
Fair Manager 5516 1.0 1.0 1.0 1.0<br />
Deputy Fair Manager 4038 0.0 1.0 1.0 1.0<br />
Fair Financial Services Officer 3823 1.0 1.0 1.0 1.0<br />
Accounting Technician 2132 2.0 2.0 2.0 2.0<br />
Secretary 1999 1.0 1.0 1.0 1.0<br />
Premium Exhibit Coord. 3409 1.0 1.0 1.0 1.0<br />
FG Premium Exhibit Asst 1999 1.0 1.0 1.0 1.0<br />
Mktg/Promotion Coord. 3315 1.0 1.0 1.0 1.0<br />
Interim Event Coord. 3315 1.0 1.0 1.0 1.0<br />
Senior Office Assistant 1826 1.0 1.0 1.0 1.0<br />
FG Building Supt. 3581 1.0 1.0 1.0 1.0<br />
Bldg. Mechanic II 2696 1.0 1.0 1.0 1.0<br />
Auto Mechanic 2366 1.0 1.0 1.0 1.0<br />
Bldg. Mechanic I 2382 1.0 1.0 1.0 1.0<br />
Painter 2375 1.0 1.0 1.0 1.0<br />
Storekeeper 1815 1.0 1.0 1.0 1.0<br />
Sr. FG Maint. Worker 2077 5.0 5.0 5.0 5.0<br />
FG Maint. Worker 1711 12.0 11.0 11.0 11.0<br />
Sr Simulcast Attendant 2008 1.0 1.0 1.0 1.0<br />
Simulcast Attendant 1826 1.75 0.8 0.8 0.8<br />
Janitor (unfilled) 1579 1.0 1.0 1.0 1.0<br />
FG Golf Manager 2766 1.0 1.0 1.0 1.0<br />
TOTAL 37.75 36.75 36.75 36.75<br />
330<br />
Position Listing
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY STEP STEP<br />
RANGE A I<br />
SALARY STEP STEP<br />
RANGE A<br />
I<br />
SALARY STEP STEP<br />
RANGE A<br />
I<br />
456 9,517 11,563 1543 32,204 39,134 1737 36,253 44,080<br />
847 17,678 21,476 1550 32,350 39,321 1747 36,462 44,310<br />
863 18,012 21,894 1579 32,956 40,052 1748 36,483 44,330<br />
1041 21,727 26,402 1594 33,269 40,448 1751 36,545 44,435<br />
1082 22,583 27,467 1603 33,457 40,657 1753 36,587 44,497<br />
1200 25,045 30,430 1604 33,477 40,678 1766 36,859 44,790<br />
1221 25,484 30,973 1608 33,561 40,782 1771 36,963 44,957<br />
1226 25,588 31,098 1616 33,728 41,012 1774 37,026 45,019<br />
1245 25,985 31,578 1627 33,957 41,262 1775 37,046 45,040<br />
1254 26,172 31,829 1629 33,999 41,325 1800 37,568 45,666<br />
1284 26,799 32,559 1632 34,062 41,429 1801 37,589 45,687<br />
1318 27,508 33,436 1640 34,229 41,596 1810 37,777 45,938<br />
1329 27,738 33,707 1651 34,458 41,909 1815 37,881 46,042<br />
1350 28,176 34,250 1656 34,563 42,014 1826 38,111 46,334<br />
1357 28,322 34,437 1658 34,604 42,055 1827 38,132 46,355<br />
1363 28,447 34,584 1664 34,730 42,202 1828 38,153 46,376<br />
1390 29,011 35,293 1667 34,792 42,306 1829 38,173 46,397<br />
1398 29,178 35,460 1684 35,147 42,702 1831 38,215 46,459<br />
1417 29,574 35,940 1687 35,210 42,807 1839 38,382 46,647<br />
1420 29,637 36,024 1688 35,231 42,828 1844 38,486 46,793<br />
1438 30,013 36,483 1693 35,335 42,953 1846 38,528 46,835<br />
1448 30,222 36,733 1696 35,398 43,036 1847 38,549 46,856<br />
1475 30,785 37,401 1697 35,418 43,057 1851 38,633 46,960<br />
1478 30,848 37,526 1705 35,585 43,266 1858 38,779 47,148<br />
1481 30,910 37,589 1711 35,711 43,412 1861 38,841 47,232<br />
1485 30,994 37,673 1715 35,794 43,516 1864 38,904 47,294<br />
1499 31,286 38,048 1719 35,878 43,621 1881 39,259 47,732<br />
1513 31,578 38,382 1722 35,940 43,683 1882 39,280 47,753<br />
1522 31,766 38,612 1730 36,107 43,892 1883 39,300 47,774<br />
1542 32,183 39,113 1732 36,149 43,955 1884 39,321 47,795<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
331<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
1886 39,363 47,837 2041 42,598 51,781 2151 44,894 54,599<br />
1912 39,906 48,505 2046 42,702 51,886 2156 44,998 54,703<br />
1913 39,927 48,526 2047 42,723 51,907 2159 45,061 54,766<br />
1915 39,968 48,609 2050 42,786 52,032 2161 45,103 54,808<br />
1924 40,156 48,797 2052 42,828 52,074 2162 45,124 54,850<br />
1931 40,302 48,985 2059 42,974 52,241 2163 45,144 54,870<br />
1936 40,407 49,131 2066 43,120 52,408 2164 45,165 54,891<br />
1939 40,469 49,193 2068 43,162 52,470 2168 45,249 55,016<br />
1940 40,490 49,214 2073 43,266 52,595 2171 45,311 55,100<br />
1941 40,511 49,235 2075 43,308 52,637 2175 45,395 55,183<br />
1950 40,699 49,486 2077 43,349 52,700 2178 45,457 55,246<br />
1954 40,782 49,590 2078 43,370 52,721 2184 45,583 55,392<br />
1962 40,949 49,778 2082 43,454 52,825 2193 45,771 55,643<br />
1967 41,054 49,882 2083 43,475 52,846 2196 45,833 55,705<br />
1971 41,137 50,028 2087 43,558 52,950 2202 45,958 55,851<br />
1978 41,283 50,195 2092 43,663 53,075 2207 46,063 55,997<br />
1979 41,304 50,216 2093 43,683 53,096 2209 46,104 56,039<br />
1981 41,346 50,258 2095 43,725 53,159 2214 46,209 56,164<br />
1999 41,722 50,717 2096 43,746 53,180 2216 46,251 56,206<br />
2002 41,784 50,780 2098 43,788 53,222 2221 46,355 56,352<br />
2006 41,868 50,884 2107 43,976 53,451 2224 46,418 56,436<br />
2007 41,889 50,905 2108 43,996 53,472 2226 46,459 56,477<br />
2008 41,909 50,926 2112 44,080 53,576 2228 46,501 56,519<br />
2013 42,014 51,093 2118 44,205 53,743 2230 46,543 56,582<br />
2014 42,035 51,114 2122 44,289 53,827 2231 46,564 56,603<br />
2016 42,076 51,155 2132 44,497 54,098 2238 46,710 56,791<br />
2027 42,306 51,406 2138 44,623 54,244 2244 46,835 56,937<br />
2028 42,327 51,427 2145 44,769 54,411 2247 46,898 56,999<br />
2029 42,348 51,468 2146 44,790 54,432 2250 46,960 57,083<br />
2033 42,431 51,594 2149 44,852 54,495 2254 47,044 57,166<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
332<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
2257 47,106 57,271 2380 49,673 60,380 2496 52,095 63,344<br />
2258 47,127 57,312 2382 49,715 60,422 2498 52,136 63,386<br />
2259 47,148 57,333 2390 49,882 60,652 2500 52,178 63,428<br />
2263 47,232 57,417 2397 50,028 60,819 2501 52,199 63,448<br />
2274 47,461 57,688 2408 50,258 61,069 2502 52,220 63,469<br />
2283 47,649 57,918 2411 50,320 61,194 2507 52,324 63,595<br />
2285 47,691 57,959 2412 50,341 61,215 2510 52,387 63,678<br />
2291 47,816 58,126 2425 50,613 61,507 2517 52,533 63,866<br />
2300 48,004 58,356 2428 50,675 61,591 2524 52,679 64,033<br />
2304 48,087 58,439 2429 50,696 61,633 2529 52,783 64,137<br />
2314 48,296 58,732 2432 50,759 61,716 2547 53,159 64,596<br />
2316 48,338 58,773 2437 50,863 61,820 2549 53,201 64,680<br />
2318 48,379 58,815 2446 51,051 62,050 2550 53,222 64,722<br />
2324 48,505 58,961 2447 51,072 62,071 2552 53,263 64,763<br />
2331 48,651 59,149 2448 51,093 62,113 2554 53,305 64,805<br />
2332 48,672 59,170 2449 51,114 62,134 2556 53,347 64,847<br />
2333 48,693 59,212 2450 51,134 62,175 2559 53,409 64,909<br />
2338 48,797 59,316 2451 51,155 62,196 2561 53,451 64,951<br />
2339 48,818 59,337 2461 51,364 62,426 2567 53,576 65,139<br />
2342 48,880 59,420 2462 51,385 62,468 2569 53,618 65,181<br />
2346 48,964 59,504 2468 51,510 62,614 2570 53,639 65,223<br />
2347 48,985 59,525 2470 51,552 62,676 2572 53,681 65,264<br />
2348 49,006 59,546 2474 51,635 62,760 2588 54,015 65,661<br />
2349 49,026 59,566 2477 51,698 62,843 2593 54,119 65,786<br />
2352 49,089 59,692 2480 51,761 62,927 2595 54,161 65,828<br />
2354 49,131 59,733 2482 51,802 62,968 2601 54,286 65,995<br />
2373 49,527 60,213 2483 51,823 62,989 2603 54,328 66,057<br />
2375 49,569 60,276 2489 51,948 63,135 2604 54,349 66,078<br />
2376 49,590 60,297 2493 52,032 63,240 2621 54,703 66,517<br />
2379 49,653 60,360 2495 52,074 63,302 2623 54,745 66,558<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
333<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
2638 55,058 66,934 2804 58,523 71,129 2970 61,987 75,366<br />
2646 55,225 67,122 2809 58,627 71,254 2972 62,029 75,408<br />
2652 55,350 67,289 2812 58,690 71,359 2974 62,071 75,449<br />
2660 55,517 67,497 2821 58,878 71,567 2976 62,113 75,491<br />
2665 55,622 67,602 2828 59,024 71,734 2979 62,175 75,554<br />
2674 55,810 67,831 2840 59,274 72,047 2982 62,238 75,658<br />
2682 55,977 68,040 2842 59,316 72,110 2991 62,426 75,888<br />
2683 55,997 68,061 2844 59,358 72,152 2998 62,572 76,055<br />
2689 56,123 68,207 2851 59,504 72,340 3008 62,781 76,305<br />
2694 56,227 68,353 2866 59,817 72,694 3009 62,801 76,326<br />
2695 56,248 68,395 2870 59,900 72,820 3014 62,906 76,451<br />
2696 56,269 68,416 2879 60,088 73,049 3016 62,948 76,514<br />
2699 56,331 68,478 2880 60,109 73,070 3017 62,968 76,535<br />
2700 56,352 68,499 2893 60,380 73,425 3020 63,031 76,639<br />
2702 56,394 68,541 2896 60,443 73,488 3030 63,240 76,869<br />
2710 56,561 68,750 2898 60,485 73,529 3034 63,323 76,973<br />
2725 56,874 69,125 2903 60,589 73,634 3036 63,365 77,015<br />
2733 57,041 69,355 2911 60,756 73,884 3043 63,511 77,203<br />
2747 57,333 69,668 2916 60,860 73,988 3050 63,657 77,390<br />
2757 57,542 69,960 2921 60,965 74,093 3058 63,824 77,599<br />
2766 57,730 70,148 2922 60,986 74,114 3059 63,845 77,620<br />
2768 57,771 70,211 2923 61,007 74,135 3060 63,866 77,641<br />
2770 57,813 70,273 2939 61,340 74,552 3068 64,033 77,829<br />
2777 57,959 70,461 2950 61,570 74,865 3071 64,095 77,912<br />
2780 58,022 70,524 2951 61,591 74,886 3072 64,116 77,933<br />
2783 58,085 70,586 2952 61,612 74,907 3082 64,325 78,184<br />
2790 58,231 70,816 2953 61,633 74,928 3083 64,346 78,204<br />
2791 58,252 70,837 2958 61,737 75,032 3091 64,513 78,413<br />
2793 58,293 70,879 2962 61,820 75,136 3100 64,701 78,643<br />
2802 58,481 71,066 2966 61,904 75,262 3108 64,868 78,831<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
334<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
3111 64,930 78,935 3254 67,915 82,546 3429 71,567 86,970<br />
3114 64,993 79,018 3260 68,040 82,713 3441 71,818 87,304<br />
3115 65,014 79,039 3268 68,207 82,900 3462 72,256 87,826<br />
3119 65,097 79,144 3270 68,249 82,963 3464 72,298 87,889<br />
3126 65,243 79,290 3272 68,291 83,005 3468 72,381 87,972<br />
3130 65,327 79,415 3278 68,416 83,172 3470 72,423 88,035<br />
3132 65,369 79,457 3283 68,520 83,276 3471 72,444 88,056<br />
3135 65,431 79,561 3287 68,604 83,380 3473 72,486 88,097<br />
3148 65,703 79,853 3300 68,875 83,714 3474 72,507 88,139<br />
3150 65,744 79,916 3303 68,938 83,777 3476 72,548 88,202<br />
3151 65,765 79,937 3304 68,958 83,798 3481 72,653 88,327<br />
3154 65,828 80,041 3307 69,021 83,881 3486 72,757 88,431<br />
3158 65,911 80,125 3309 69,063 83,944 3487 72,778 88,452<br />
3169 66,141 80,375 3315 69,188 84,111 3494 72,924 88,640<br />
3172 66,203 80,500 3320 69,292 84,215 3502 73,091 88,849<br />
3183 66,433 80,730 3323 69,355 84,278 3511 73,279 89,078<br />
3186 66,496 80,813 3326 69,418 84,382 3520 73,467 89,308<br />
3187 66,517 80,834 3330 69,501 84,507 3528 73,634 89,475<br />
3195 66,683 81,064 3337 69,647 84,654 3531 73,696 89,579<br />
3201 66,809 81,189 3340 69,710 84,716 3533 73,738 89,663<br />
3204 66,871 81,272 3349 69,898 84,967 3546 74,009 89,934<br />
3206 66,913 81,335 3354 70,002 85,092 3549 74,072 90,017<br />
3213 67,059 81,523 3361 70,148 85,259 3552 74,135 90,143<br />
3219 67,184 81,648 3386 70,670 85,906 3553 74,155 90,164<br />
3220 67,205 81,690 3389 70,733 85,968 3555 74,197 90,205<br />
3224 67,289 81,794 3394 70,837 86,094 3561 74,322 90,331<br />
3225 67,310 81,815 3401 70,983 86,302 3568 74,468 90,518<br />
3226 67,330 81,836 3414 71,254 86,615 3575 74,615 90,706<br />
3242 67,664 82,253 3416 71,296 86,657 3587 74,865 90,998<br />
3253 67,894 82,525 3417 71,317 86,678 3591 74,948 91,124<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
335<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
3593 74,990 91,165 3783 78,956 95,987 3946 82,358 100,098<br />
3598 75,095 91,270 3784 78,977 96,008 3952 82,483 100,286<br />
3601 75,157 91,353 3788 79,060 96,091 3966 82,775 100,620<br />
3621 75,575 91,875 3797 79,248 96,321 3972 82,900 100,787<br />
3625 75,658 91,959 3800 79,311 96,425 3978 83,026 100,912<br />
3629 75,742 92,063 3812 79,561 96,717 3979 83,047 100,933<br />
3634 75,846 92,188 3815 79,624 96,780 3983 83,130 101,058<br />
3639 75,950 92,334 3819 79,707 96,905 3985 83,172 101,100<br />
3640 75,971 92,355 3820 79,728 96,926 3993 83,339 101,309<br />
3641 75,992 92,376 3821 79,749 96,947 3999 83,464 101,434<br />
3656 76,305 92,772 3823 79,791 96,988 4000 83,485 101,497<br />
3660 76,389 92,856 3826 79,853 97,051 4005 83,589 101,601<br />
3661 76,409 92,877 3828 79,895 97,114 4007 83,631 101,643<br />
3688 76,973 93,545 3831 79,958 97,197 4010 83,694 101,747<br />
3697 77,161 93,795 3832 79,978 97,218 4011 83,714 101,768<br />
3700 77,223 93,858 3843 80,208 97,489 4023 83,965 102,060<br />
3705 77,328 93,983 3868 80,730 98,116 4027 84,048 102,144<br />
3710 77,432 94,150 3870 80,772 98,178 4038 84,278 102,457<br />
3720 77,641 94,359 3872 80,813 98,220 4068 84,904 103,187<br />
3730 77,850 94,651 3882 81,022 98,491 4076 85,071 103,417<br />
3731 77,870 94,672 3883 81,043 98,512 4083 85,217 103,563<br />
3734 77,933 94,734 3888 81,147 98,616 4091 85,384 103,813<br />
3735 77,954 94,755 3894 81,272 98,783 4098 85,530 103,959<br />
3737 77,996 94,797 3900 81,398 98,950 4105 85,676 104,147<br />
3738 78,017 94,818 3902 81,439 98,992 4111 85,802 104,314<br />
3748 78,225 95,089 3907 81,544 99,096 4112 85,822 104,335<br />
3752 78,309 95,194 3912 81,648 99,243 4115 85,885 104,398<br />
3756 78,392 95,277 3916 81,732 99,368 4120 85,989 104,502<br />
3762 78,517 95,444 3917 81,752 99,389 4125 86,094 104,648<br />
3782 78,935 95,966 3930 82,024 99,723 4130 86,198 104,794<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
336<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
4140 86,407 105,024 4366 91,124 110,763 4651 97,072 117,985<br />
4154 86,699 105,379 4368 91,165 110,805 4678 97,635 118,695<br />
4156 86,741 105,441 4369 91,186 110,826 4691 97,907 119,028<br />
4159 86,803 105,504 4373 91,270 110,951 4692 97,928 119,049<br />
4164 86,908 105,650 4374 91,291 110,972 4695 97,990 119,133<br />
4168 86,991 105,734 4375 91,312 110,993 4708 98,262 119,446<br />
4179 87,221 106,005 4378 91,374 111,056 4722 98,554 119,780<br />
4185 87,346 106,172 4409 92,021 111,828 4759 99,326 120,719<br />
4187 87,388 106,214 4412 92,084 111,932 4766 99,472 120,907<br />
4189 87,429 106,255 4451 92,898 112,934 4778 99,723 121,220<br />
4190 87,450 106,318 4480 93,503 113,644 4781 99,785 121,303<br />
4199 87,638 106,506 4495 93,816 114,040 4795 100,077 121,658<br />
4200 87,659 106,568 4516 94,254 114,562 4796 100,098 121,679<br />
4209 87,847 106,777 4522 94,380 114,708 4797 100,119 121,700<br />
4210 87,868 106,819 4524 94,421 114,771 4815 100,495 122,159<br />
4218 88,035 107,007 4536 94,672 115,084 4818 100,557 122,243<br />
4232 88,327 107,361 4543 94,818 115,251 4822 100,641 122,326<br />
4237 88,431 107,487 4557 95,110 115,606 4828 100,766 122,451<br />
4262 88,953 108,134 4563 95,235 115,773 4830 100,808 122,556<br />
4265 89,016 108,196 4564 95,256 115,793 4841 101,037 122,806<br />
4270 89,120 108,322 4567 95,319 115,856 4911 102,498 124,601<br />
4294 89,621 108,948 4571 95,402 115,981 4955 103,417 125,707<br />
4304 89,830 109,177 4572 95,423 116,002 4979 103,918 126,292<br />
4307 89,892 109,240 4580 95,590 116,169 4997 104,293 126,751<br />
4324 90,247 109,678 4582 95,632 116,253 5000 104,356 126,855<br />
4335 90,477 109,991 4585 95,694 116,315 5002 104,398 126,918<br />
4342 90,623 110,137 4606 96,133 116,858 5006 104,481 127,001<br />
4348 90,748 110,304 4608 96,174 116,900 5007 104,502 127,022<br />
4350 90,790 110,367 4634 96,717 117,547 5026 104,899 127,502<br />
4358 90,957 110,555 4650 97,051 117,964 5032 105,024 127,648<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
337<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
5088 106,193 129,047 5918 123,516 150,147 7134 148,895 180,995<br />
5111 106,673 129,673 6047 126,208 153,382 7187 150,001 182,310<br />
5130 107,069 130,153 6060 126,479 153,737 7192 150,106 182,477<br />
5132 107,111 130,195 6067 126,626 153,904 7239 151,087 183,646<br />
5140 107,278 130,403 6131 127,961 155,553 7281 151,963 184,689<br />
5142 107,320 130,445 6177 128,921 156,722 7288 152,109 184,898<br />
5181 108,134 131,447 6218 129,777 157,745 7500 156,534 190,262<br />
5247 109,511 133,096 6226 129,944 157,932 7554 157,661 191,639<br />
5257 109,720 133,367 6286 131,196 159,477 7578 158,162 192,265<br />
5300 110,617 134,452 6298 131,447 159,790 7604 158,705 192,892<br />
5384 112,371 136,602 6300 131,489 159,832 7627 159,185 193,455<br />
5399 112,684 136,978 6319 131,885 160,312 7684 160,374 194,937<br />
5433 113,393 137,854 6331 132,136 160,604 7775 162,274 197,254<br />
5437 113,477 137,938 6348 132,490 161,021 7776 162,294 197,275<br />
5460 113,957 138,522 6361 132,762 161,376 7887 164,611 200,092<br />
5469 114,145 138,731 6371 132,970 161,647 7906 165,008 200,572<br />
5514 115,084 139,900 6425 134,097 162,983 7937 165,655 201,365<br />
5516 115,126 139,941 6439 134,390 163,359 7985 166,657 202,555<br />
5544 115,710 140,651 6498 135,621 164,841 8090 168,848 205,247<br />
5565 116,148 141,173 6513 135,934 165,237 8137 169,829 206,437<br />
5622 117,338 142,613 6585 137,437 167,053 8205 171,248 208,148<br />
5624 117,380 142,676 6599 137,729 167,408 8428 175,902 213,805<br />
5632 117,547 142,905 6600 137,750 167,450 8500 177,405 215,641<br />
5654 118,006 143,448 6715 140,150 170,372 8554 178,532 217,019<br />
5690 118,757 144,366 6747 140,818 171,165 8572 178,908 217,478<br />
5761 120,239 146,140 6801 141,945 172,542 8665 180,849 219,836<br />
5787 120,782 146,808 6804 142,008 172,605 8796 183,583 223,155<br />
5886 122,848 149,313 6922 144,470 175,610 9242 192,892 234,446<br />
5904 123,224 149,772 6977 145,618 177,009 9999 208,691 253,669<br />
5915 123,453 150,064 7129 148,791 180,849 10000 208,712 253,689<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
338<br />
STEP<br />
I<br />
Position Listing
SALARY<br />
RANGE<br />
SALARY SCHEDULE <strong>2011</strong>/<strong>2012</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
STEP<br />
A<br />
STEP<br />
I<br />
10609 221,423 269,134<br />
12260 255,881 311,043<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
339<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
Position Listing
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
340<br />
Position Listing
GLOSSARY OF BUDGET TERMS<br />
A-87 COSTS - Those costs allocated to <strong>County</strong> departments under the <strong>County</strong>wide Cost Allocation Plan to cover central administrative<br />
and overhead expenses. (A-87 refers to the federal circular that provides guidelines for these costs.)<br />
ADOPTED BUDGET – The budget approved by the Board <strong>of</strong> Supervisors as the spending plan for the year. Each year, the <strong>County</strong><br />
Administrator prepares a recommended budget for the coming fiscal year. After this has been made available to the public for at least 2<br />
weeks, the Board holds a series <strong>of</strong> public hearings to review the spending plan and to instruct staff to make any adjustments accounting<br />
for the updated information or other direction they may wish to provide. The budget as adjusted is then formally adopted. The Board<br />
must approve the <strong>Adopted</strong> <strong>Budget</strong> by October 2 each year.<br />
ACCRUAL BASIS - A basis <strong>of</strong> accounting in which transactions are recognized at the time they are incurred, as opposed to when cash<br />
is received or spent.<br />
APPROPRIATION - An authorization granted by the Board <strong>of</strong> Supervisors to make expenditures and to incur obligations for specific<br />
purposes. An appropriation expires at the end <strong>of</strong> the fiscal year.<br />
APPROPRIATION LIMITS - Refers to the Gann Initiative (Proposition 4 on the November 1979 ballot), which imposed limits on the<br />
allowable annual appropriations <strong>of</strong> the state, schools, and most local agencies; limit is generally prior year appropriations factored by per<br />
capita cost increases and population changes.<br />
APPROPRIATIONS FOR CONTINGENCIES - A budgetary amount, not to exceed 15% <strong>of</strong> specified appropriations <strong>of</strong> the fund in<br />
which it is appropriated, which is set aside to meet unforeseen expenditure requirements.<br />
ASSESSED VALUATION - A valuation set upon real estate or other property by the <strong>County</strong> or State Board <strong>of</strong> Equalization as a basis<br />
for levying taxes.<br />
ASSET - Resources owned or held by the <strong>County</strong>, which have monetary value.<br />
ASSIGNED FUND BALANCE - The portion <strong>of</strong> fund balance that reflects a government’s intended use <strong>of</strong> resources. Intent should be<br />
expressed by the governing body itself or a body (a budget or finance committee, for example) or <strong>of</strong>ficial to which the governing body<br />
has delegated the authority to assign amounts to be used for specific purposes (e.g. to eliminate the projected budgetary deficit in the<br />
subsequent year’s budget, to provide for future equipment replacement, to <strong>of</strong>fer assistance to special districts, and other discretionary<br />
uses as opposed to formal commitments <strong>of</strong> revenue streams made by the Board or those funds where external authorities provide<br />
restrictions on their use).<br />
AVAILABLE FINANCING - All the components <strong>of</strong> financing a budget; primarily fund balance available, revenues, equity transfers,<br />
and reductions <strong>of</strong> reserves.<br />
AVAILABLE FUND BALANCE - The amount <strong>of</strong> funding available at year-end to finance the next year's budget after deducting<br />
encumbrances.<br />
BASELINE BUDGET - Baseline is generally considered to be the financial and staff resources needed to provide the same level <strong>of</strong><br />
ongoing services included in the prior year’s budget.<br />
BUDGETARY BASIS - This refers to the basis <strong>of</strong> accounting used to estimate financing sources and uses in the budget. This generally<br />
takes one <strong>of</strong> three forms: GAAP, cash, or modified accrual.<br />
CAPITAL EXPENDITURES – Expenditures resulting in the acquisition <strong>of</strong> or addition to the government’s general fixed assets.<br />
CAPITAL PROJECTS PLAN (CPP) - A multi-year plan for expenditures related to acquisition, expansion or rehabilitation to meet<br />
capital asset needs (e.g., land, buildings, and equipment related to construction).<br />
CAPITAL PROJECTS FUND - Funds that are used to account for and report financial resources that are restricted, committed, or<br />
assigned to expenditure for capital outlays, including the acquisition or construction <strong>of</strong> capital facilities and other capital assets. Capital<br />
projects funds exclude those types <strong>of</strong> capital-related outflows financed by proprietary funds or for assets that will be held in trust for<br />
individuals, private organizations, or other governments.<br />
CASH BASIS - A basis <strong>of</strong> accounting in which transactions are recognized only when cash is increased or decreased.<br />
CERTIFICATES OF PARTICIPATION (COP) – Certificates issued for the financing <strong>of</strong> capital assets. COPs represent undivided<br />
interests in the rental payments under a tax-exempt lease.<br />
CHARACTER - A major category <strong>of</strong> appropriation. Example: "Salaries and Employees Benefits" (Character 50) and "Services and<br />
Supplies" (Character 60).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
341<br />
<strong>Budget</strong> Glossary
COMMITTED FUND BALANCE - The portion <strong>of</strong> fund balance whose use is constrained by limits imposed by the government’s<br />
highest level <strong>of</strong> decision-making authority, the Board <strong>of</strong> Supervisors, and for which the removal or modification <strong>of</strong> the use <strong>of</strong> funds can<br />
be accomplished only by formal action <strong>of</strong> the same level <strong>of</strong> decision making that established the constraints.<br />
COMMUNITY FACILITIES DISTRICT (CFD) – A special financing entity through which a local government is empowered to levy<br />
special taxes and issue bonds when authorized by a 2/3 vote.<br />
CONTINGENCY - An amount not to exceed 15% <strong>of</strong> specified appropriations <strong>of</strong> the fund in which it is allocated; appropriated for<br />
unforeseen expenditure requirements.<br />
CONTRACTED SERVICES - Expense <strong>of</strong> services rendered under contract by personnel who are not on the payroll <strong>of</strong> the jurisdiction,<br />
including all related expenses covered by the contract.<br />
COST ACCOUNTING - The method <strong>of</strong> accounting that provides for assembling and recording <strong>of</strong> all the elements <strong>of</strong> cost incurred to<br />
accomplish a purpose, to carry on an activity or operation, or to complete a unit <strong>of</strong> work or a specific job.<br />
COST ALLOCATION PLAN - This plan, established under Federal guidelines, identifies, distributes, and allows the <strong>County</strong> to be<br />
reimbursed for the costs <strong>of</strong> services by support groups (such as Purchasing, Human Resources, CAO, <strong>County</strong> Counsel) to those<br />
departments performing functions supported by Federal/State funds.<br />
COST-OF-LIVING ADJUSTMENT (COLA) - An increase in salaries to <strong>of</strong>fset the adverse effect <strong>of</strong> inflation on compensation.<br />
CURRENT REVENUE - Revenues <strong>of</strong> a governmental unit that are available to meet expenditures <strong>of</strong> the current fiscal year.<br />
DEBT SERVICE FUND - A fund used to account for and report financial resources that are restricted, committed, or assigned to<br />
expenditure for principal and interest.<br />
DEPARTMENT – The portion <strong>of</strong> the total county organization reporting to one individual who has overall management, appointing<br />
authority and budgetary responsibility for a specified group <strong>of</strong> programs and services.<br />
DEPRECIATION – A reduction in value over time <strong>of</strong> capital assets, attributable to wear and tear, deterioration, action <strong>of</strong> the physical<br />
elements, inadequacy or obsolescence.<br />
DISCRETIONARY REVENUE - Monies that are not legally earmarked by the state or federal government for a specified program or<br />
use. Included in this category are sales and use taxes, business license and utility user taxes, and property taxes.<br />
DIVISION – As used in the <strong>County</strong> budget, the division is a subset <strong>of</strong> a department’s or agency’s budget that is comprised <strong>of</strong> activities,<br />
programs, and services with common objectives but as a whole are distinct from other groups <strong>of</strong> activities, programs, and services that<br />
the department or agency provides.<br />
EARMARKED - Revenues designated by statute or constitution for a specified purpose.<br />
EMPLOYEE BENEFITS - Amounts paid on behalf <strong>of</strong> employees; these amounts are not included in the gross salary. They are fringe<br />
benefit payments and, while not paid directly to employees, they are nevertheless a part <strong>of</strong> the cost <strong>of</strong> salaries and benefits. Examples are<br />
group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers' compensation payments,<br />
and unemployment insurance payments.<br />
ENCUMBRANCES - An obligation in the form <strong>of</strong> a purchase order, contract, or other commitment that is chargeable to an<br />
appropriation. Available appropriations and fund balance are reduced by the amount <strong>of</strong> outstanding encumbrances.<br />
ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a manner similar to private<br />
business enterprises, where the intent <strong>of</strong> the government body is that the costs <strong>of</strong> providing goods or services to the general public on a<br />
continuing basis is financed or recovered primarily through user charges.<br />
EXPENDITURES – Use <strong>of</strong> appropriation to purchase goods and services necessary to carry out the responsibilities <strong>of</strong> a department or<br />
organization.<br />
EXPENSES – Outflows or other using-up <strong>of</strong> assets or incurrence <strong>of</strong> liabilities (or a combination <strong>of</strong> both) from delivering or producing<br />
goods, rendering services or carrying out other activities that constitute the entity’s ongoing major or central operations.<br />
FISCAL YEAR – Twelve month period for which a budget is prepared. The <strong>County</strong>'s fiscal year is July 1 to June 30.<br />
FIXED ASSETS – Long-lived tangible assets obtained or controlled as a result <strong>of</strong> past transactions, events or circumstances. Fixed<br />
assets include land, buildings, improvements and equipment.<br />
FULL-TIME EQUIVALENT POSITION (FTE) - A part-time position converted to the decimal equivalent <strong>of</strong> a full-time position based<br />
on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 <strong>of</strong> a full-time position.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
342<br />
<strong>Budget</strong> Glossary
FUNCTION/FUNCTIONAL AREAS - A group <strong>of</strong> related activities aimed at accomplishing a major service for which a governmental<br />
unit is responsible. Example: "Public Protection" and “Health and Human Services” are examples <strong>of</strong> functions or functional areas in our<br />
state reporting and budget groupings, respectively.<br />
FUND - A legal entity that provides for the segregation <strong>of</strong> monies or other revenue sources for specific restrictions, or limitations. A<br />
separate set <strong>of</strong> accounts must be maintained for each fund to show its assets, liabilities, reserves, and surplus (fund balance), as well as<br />
its income and expenditures. The assets <strong>of</strong> a fund may also be placed into separate accounts to provide for limitations on specified fund<br />
income or expenditures.<br />
FUND BALANCE - The excess <strong>of</strong> assets <strong>of</strong> a fund over its liabilities. A portion <strong>of</strong> this balance may be available to finance the<br />
succeeding year's budget.<br />
GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial accounting and recording,<br />
encompassing the conventions, rules, and procedures that define accepted accounting principles.<br />
GASB (Governmental Accounting Standards Board) - The authoritative accounting and financial reporting standard-setting body for<br />
government entities.<br />
GENERAL FUND - The fund used to account for and report all financial resources not accounted for and reported in another fund.<br />
GENERAL OBLIGATION BONDS – A pledge <strong>of</strong> the general taxing power for the payment <strong>of</strong> debt obligations. Bonds carrying such<br />
pledges are referred to as general obligation bonds or full faith and credit bonds.<br />
GENERAL RESERVE - A fund to provide the <strong>County</strong> with sufficient working capital and a comfortable margin <strong>of</strong> safety to support<br />
one-time costs during economic recession/depression, natural disaster or emergency, or unexpected declines in revenue. Not to be used<br />
to support recurring operating expenditures.<br />
GOVERNMENTAL FUND TYPES – Funds used to account for acquisitions and other uses <strong>of</strong> balances <strong>of</strong> expendable financial<br />
resources and related current liabilities, except for transactions and accounted for in proprietary and fiduciary funds. Under current<br />
GAAP, there are four governmental fund types: general, special revenue, debt service, and capital projects.<br />
GRANT - A contribution from one governmental unit to another, usually made for a specific purpose and time period.<br />
INDIRECT COST - A cost necessary for the functioning <strong>of</strong> the organization as a whole, but which cannot be directly assigned to one<br />
service. Includes support services like <strong>Budget</strong> Preparation, Accounting, Payroll Preparation, Treasury Management, Legal Services, and<br />
Human Resources (Personnel). See Cost Allocation Plan for further discussion.<br />
INFRASTRUCTURE - The physical assets <strong>of</strong> the <strong>County</strong> (e.g., street, water, sewer, public buildings and parks).<br />
INTERGOVERNMENTAL REVENUE - Funds received from federal, state and other local government sources in the form <strong>of</strong> grants,<br />
shared revenues and payments in lieu <strong>of</strong> taxes.<br />
INTERNAL SERVICE FUND - A fund used to account for the financing <strong>of</strong> goods or services provided by one department or agency to<br />
another department or agency <strong>of</strong> a government.<br />
LONG-TERM DEBT - Debt with a maturity <strong>of</strong> more than one year after the date <strong>of</strong> issuance.<br />
MAINTENANCE OF EFFORT (MOE) – A requirement that a county use a specific amount <strong>of</strong> its General Fund, in order to receive a<br />
funding from specific state or federal sources.<br />
MANDATED PROGRAMS - Mandated programs are those programs and services that the <strong>County</strong> is required to provide by specific<br />
state and/or federal law.<br />
MATCH - The term "match" refers to the percentage <strong>of</strong> local discretionary <strong>County</strong> monies in the General Fund which, by law, must be<br />
used to match a certain amount <strong>of</strong> state and/or federal funds. For example, for the majority <strong>of</strong> welfare aid payments, the <strong>County</strong> must<br />
match every 95 state dollars they receive with 5 dollars from the <strong>County</strong>'s General Fund.<br />
MODIFIED ACCRUAL BASIS - The accrual basis <strong>of</strong> accounting adapted to the governmental fund-type measurement focus. Under it,<br />
revenues and other financial resource increments (e.g., bond proceeds) are recognized when they become susceptible to accrual, which is<br />
when they become both “measurable” and “available” to finance expenditures <strong>of</strong> the current period. All governmental funds, expendable<br />
trust funds and agency funds, are accounted for using the modified accrual basis <strong>of</strong> accounting.<br />
NET COUNTY COST - The amount <strong>of</strong> the operation financed by discretionary sources, principally property taxes.<br />
NONSPENDABLE FUND BALANCE – The portion <strong>of</strong> fund balance that cannot be spent because it is either not in spendable form<br />
(e.g. prepaid items and inventories) or legally or contractually required to be maintained intact (e.g. the reinvested principal provided by<br />
an endowment).<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
343<br />
<strong>Budget</strong> Glossary
OBJECT - A subcategory <strong>of</strong> a Character. Example: "Salaries” (Object 510) and “Retirement” (Object 520) are Objects under the<br />
“Salaries and Benefits” Character (Character 50).<br />
OBJECTIVE - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific<br />
time frame.<br />
OBLIGATIONS - Amounts that the <strong>County</strong> may be legally required to meet out <strong>of</strong> its resources. They include not only actual liabilities,<br />
but also encumbrances not yet paid.<br />
OPERATING TRANSFERS - Interfund and intrafund transfers, other than residual equity transfers, legally authorized from a fund<br />
receiving revenue to the fund through which the resources are to be expended.<br />
OTHER CHARGES - An object <strong>of</strong> expenditure that reflects costs not directly associated with the daily expenses <strong>of</strong> running an<br />
operation. Includes such things as interest and principal charges, taxes and assessments from other governmental agencies, and litigation<br />
settlements.<br />
OTHER FINANCING SOURCES – Long-term debt proceeds, proceeds from the sale <strong>of</strong> general fixed assets, and incoming operating<br />
transfers from another governmental fund.<br />
OTHER FINANCING USES - Operating transfers out from one governmental fund to another.<br />
OTHER POST EMPLOYMENT BENEFITS – Non-pension benefits, such as contributions toward medical insurance that the employer<br />
may <strong>of</strong>fer retirees.<br />
PER CAPITA - Amount per individual.<br />
POSITION - A position is an employment slot, an approved job for a person or persons working full-time or part-time. A position is<br />
usually listed in terms <strong>of</strong> its classification.<br />
POSITION ALLOCATION - Documentation depicting the number and classification <strong>of</strong> regular full-time, regular part-time and limited<br />
term positions in the <strong>County</strong>, by department, as authorized by the Board <strong>of</strong> Supervisors.<br />
PRIOR-YEAR ENCUMBRANCES - Obligations from previous fiscal years in the form <strong>of</strong> purchase orders, contracts or salary<br />
commitments which are chargeable to an appropriation, and for which a part <strong>of</strong> the appropriation is reserved. They cease to be<br />
encumbrances when the obligations are paid or otherwise terminated.<br />
PROGRAM REALIGNMENT – Also known simply as “Realignment,” originally referred to a circa 1990 transfer <strong>of</strong> program funding<br />
between the state and the counties to more accurately reflect responsibilities. Realigned programs in 1991 included mental health,<br />
indigent health, foster care, welfare services, In-Home Supportive Services, certain juvenile justice programs, and other miscellaneous<br />
programs. In <strong>2011</strong>, the state began adding some public safety and other programs to this mix. Specified portions <strong>of</strong> revenue from vehicle<br />
license fees and state sales taxes finance the “realigned” program costs.<br />
PROPOSITION 13 - A tax limitation initiative approved by the voters in 1978. Proposition 13 provided for: 1) a 1% tax limit exclusive<br />
<strong>of</strong> tax rates to repay existing voter-approved bonded indebtedness, 2) assessment restrictions establishing 1975 level values for all<br />
property with allowable increase <strong>of</strong> 2% annually and reappraisal to current value upon change in ownership and new construction, 3) a<br />
two-thirds vote requirement to increase state taxes, and 4) a two-thirds vote <strong>of</strong> the electorate for local agencies to impose "special taxes."<br />
REAL PROPERTY - Land and the structures attached to it.<br />
REIMBURSEMENT - Payment for expenses incurred by one agency/budget unit that are properly applicable to another agency/budget<br />
unit within or between certain Government Funds. Reimbursements are recorded as a negative expenditure in the agency/budget unit that<br />
initially incurred the expense so that when grand totals <strong>of</strong> expenditures reported including those <strong>of</strong> both budget units, the totals are not<br />
overstated by doubling counting the same expenses in both units. An example might be a department that chooses to record the salaries<br />
and other operating expenses <strong>of</strong> a group <strong>of</strong> accounting staff in one distinct budget unit that then charges its services out to other budget<br />
units in the same department. The accounting budget unit would record the initial expenses to pay the salaries and other operating<br />
expenses. Each <strong>of</strong> the other units would record their share <strong>of</strong> the expenses as an accounting services cost and provide a reimbursement to<br />
the accounting budget unit.<br />
RESIDUAL EQUITY TRANSFERS - Nonrecurring or non-routine transfers <strong>of</strong> equity between funds (e.g., contributions <strong>of</strong> Enterprise<br />
or Internal Service Fund capital by the General Fund), subsequent return <strong>of</strong> all or part <strong>of</strong> such contributions to the General Fund, and<br />
transfers <strong>of</strong> residual balances <strong>of</strong> discontinued funds to the General Fund or other fund.<br />
RESOLUTION - An order by the Board <strong>of</strong> Supervisors requiring less legal formality than an ordinance or statute.<br />
RESTRICTED FUND BALANCE – The portion <strong>of</strong> fund balance that is restricted by external parties (i.e. creditors, grantors,<br />
contributors or laws/regulations <strong>of</strong> other governments) or restricted by law though constitutional provisions or enabling legislation.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
344<br />
<strong>Budget</strong> Glossary
RETAIL SALES TAX - A tax levied on the sale <strong>of</strong> goods or services to the consumer.<br />
REVENUE - Money received to finance ongoing <strong>County</strong> services. Examples: property taxes, sales taxes, fees, and state and federal<br />
grants.<br />
SALARY SAVINGS - The dollar amount <strong>of</strong> salaries that can be expected to be saved due to vacancies and turnover <strong>of</strong> employees.<br />
SCHEDULE - A listing <strong>of</strong> financial data in a form and manner prescribed by the state.<br />
SECURED ROLL - Assessed value <strong>of</strong> real property, such as land, buildings, secured personal property, or anything permanently<br />
attached to land as determined by each <strong>County</strong> Assessor.<br />
SECURED TAXES - Taxes levied on real properties in the county, which are "secured" by a lien on the properties.<br />
SERVICES AND SUPPLIES – A Character <strong>of</strong> expenditure reflecting the <strong>County</strong>’s costs for services and supplies necessary for the<br />
operations <strong>of</strong> <strong>County</strong> departments and programs.<br />
SOURCE OF REVENUE - Revenues are classified according to their source or point <strong>of</strong> origin.<br />
SPECIAL ASSESSMENTS - Fees that are charged to property owners in certain geographical areas for public improvements. A fee is<br />
levied only to those property owners who receive a direct benefit.<br />
SPECIAL DISTRICTS - An independent unit <strong>of</strong> local government established to perform a single specified service. The Special<br />
Districts listed in this document are governed by the Board <strong>of</strong> Supervisors.<br />
SPECIAL REVENUE FUND – Funds used to account for and report the proceeds <strong>of</strong> specific revenue sources that are restricted or<br />
committed to expenditure for specific purposes other than debt service or capital projects. The Advertising Fund and Road Fund are<br />
examples <strong>of</strong> special revenue funds.<br />
SUB-OBJECT – A subcategory <strong>of</strong> appropriations, sometimes referred to as a “line item.” Examples <strong>of</strong> Sub-Objects in the “Salaries and<br />
Benefits” Character (Character 50) include “Permanent Positions” (Sub-Object 5100), “Extra-Help” (Sub-Object 5110), and “Overtime”<br />
(Sub-Object 5120).<br />
SUBVENTION - Payments by an outside agency (usually from a higher governmental unit) for costs that originate in the <strong>County</strong> (i.e.,<br />
federal/state payments to the <strong>County</strong> to <strong>of</strong>fset the cost <strong>of</strong> providing Health and Welfare services).<br />
SUPPLEMENTAL TAX ROLL - The Supplemental Property Tax Roll is a result <strong>of</strong> legislation enacted in 1983 and requires an<br />
assessment <strong>of</strong> property when change to the status <strong>of</strong> the property occurs, rather than once a year, as was previously the case.<br />
TAXES - Compulsory charges levied by a governmental unit for the purpose <strong>of</strong> financing services performed for the common benefit.<br />
TAX LEVY - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.<br />
TEETER PLAN - A plan whereby 100% <strong>of</strong> the secured property taxes levied are apportioned to eligible agencies instead <strong>of</strong> the<br />
historical practice <strong>of</strong> apportioning 100% <strong>of</strong> taxes that have been collected. This allows the <strong>County</strong> to finance all delinquent property<br />
taxes.<br />
TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services for the recipient fund.<br />
TRANSIENT OCCUPANCY TAX - A tax collected by a motel/hotel operator for a percentage <strong>of</strong> the room rent paid by each transient,<br />
which is then due the <strong>County</strong>. This is sometimes referred to as T.O.T.<br />
TRUST FUND - Used to account for money or other property received by the <strong>County</strong> in its capacity as trustee or agent to be distributed<br />
in accordance with the conditions <strong>of</strong> the trust.<br />
UNANTICIPATED REVENUE - The amount <strong>of</strong> revenues which had not been estimated in the budget and which are appropriated for<br />
expenditure or applied to the increase <strong>of</strong> specific reserves during the fiscal period.<br />
UNASSIGNED FUND BALANCE - The portion <strong>of</strong> fund balance remaining in the General Fund that is spendable but has not been<br />
restricted, committed, or assigned.<br />
UNENCUMBERED BALANCE - The amount <strong>of</strong> an appropriation that is neither expended nor encumbered. It is essentially the amount<br />
<strong>of</strong> money still available for future purposes.<br />
UNINCORPORATED AREA - The areas <strong>of</strong> the county outside the city boundaries.<br />
UNSECURED TAX - A tax on properties such as <strong>of</strong>fice furniture, equipment, and boats that are not secured by real property owned by<br />
the assessee.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
345<br />
<strong>Budget</strong> Glossary
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
346<br />
<strong>Budget</strong> Glossary
COUNTY OF SONOMA<br />
ADOPTED BUDGET<br />
<strong>2011</strong> - <strong>2012</strong><br />
INDEX<br />
Page Page<br />
Advertising 225 Fairgrounds 219<br />
Agricultural Commissioner 201 Financial Policies for <strong>Budget</strong> Development 3<br />
Airport Enterprise 165 Fire Services (see Fire & Emergency Services) 159<br />
(see Transportation & Public Works) Flood Control Districts (see Water Agency) 175<br />
Alcohol & Other Drug Services 109<br />
(see Health Services) General Services 49<br />
Appropriations for Contingencies 61 Glossary <strong>of</strong> <strong>Budget</strong> Terms 341<br />
(see Non-Departmental) Grand Jury (see Court Support Services) 79<br />
Assessor (see Clerk/Recorder/Assessor) 71 Guide to Reading the <strong>Budget</strong> 1<br />
Auditor-Controller<br />
Health Services 109<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator 35 Heavy Equipment 165<br />
(see Transportation & Public Works)<br />
Capital Projects 231 Hospital Enterprise Closeout 133<br />
Child Support Services 129 Human Resources 43<br />
Community Development Commission 145 Human Services 117<br />
<strong>County</strong> Administrator 35<br />
(see Board <strong>of</strong> Supervisors/<strong>County</strong> Admin.) IHSS Public Authority 125<br />
<strong>County</strong> Administrator’s Transmittal Letter iii Information Systems 55<br />
<strong>County</strong> Clerk/Recorder/Assessor 71 Institutions (see Probation) 83<br />
<strong>County</strong> Operating <strong>Budget</strong> Integrated Waste (Refuse) Enterprise 165<br />
<strong>County</strong> Funding Sources - Total <strong>Budget</strong> 25 (see Transportation & Public Works)<br />
General Fund Financing Sources 27<br />
General Fund Financing Uses 27 Law Enforcement (see Sheriff) 99<br />
Other Funds Activities Sources & Uses 31 Library 213<br />
<strong>County</strong> Counsel 39 Lighting Districts 165<br />
<strong>County</strong> Medical Services Program 109 (see Transportation & Public Works)<br />
(see Health Services)<br />
<strong>County</strong> Service Area #41, <strong>Sonoma</strong> Valley Parks 185 Marinas (see Regional Parks) 185<br />
(see Regional Parks) Mental Health (see Health Services) 109<br />
<strong>County</strong> Service Area #41, Zone 2 Sea Ranch 165<br />
(see Transportation & Public Works) Non-Departmental 61<br />
Court Support Services & Grand Jury 79 Non-Proposition 4 Unallocated Revenue 61<br />
Cross Reference <strong>of</strong> <strong>County</strong> Services to 289 (see Non-Departmental)<br />
State Function Categories Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution 165<br />
Control District<br />
Debt Services - Special Assessments 65 (see Tranportation & Public Works)<br />
(see Treasurer-Tax Collector)<br />
Demographics - <strong>Sonoma</strong> <strong>County</strong> 12 Organizational Chart 10<br />
Detention (see Sheriff’s Department) 99 Other General Government 61<br />
District Attorney 89 (see Non-Departmental)<br />
Economic Development Department 181 Permit & Resource Management Dept. 139<br />
Elective & Appointed Officers 9 Position Allocation (see Position Listing) 292<br />
Emergency Services 159 Prevention & Planning (see Health Services) 109<br />
(see Fire & Emergency Services) Probation 83<br />
Employee Benefits 61<br />
(see Non-Departmental)<br />
Environmental Health 109<br />
(see Health Services)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
347<br />
Index
COUNTY OF SONOMA<br />
ADOPTED BUDGET<br />
<strong>2011</strong> - <strong>2012</strong><br />
Page Page<br />
Proposition 4 Unallocated Revenue 61 U.C. Cooperative Extension 207<br />
(see Non-Departmental) Unemployment Insurance ISF 65<br />
Public Administrator/Guardian/Conservator 117 (\see Auditor-Controller/Treasurer-Tax Collector)<br />
(see Human Services)<br />
Public Defender 95 Water Agency 175<br />
Public Health (See Health Services) 109 Water Service Areas 165<br />
(see Transportation & Public Works)<br />
Recorder (see Clerk/Recorder/Assessor) 71 Water Supply (see Water Agency) 175<br />
Water Transmission Systems 175<br />
Redevelopment Agency 145 (see Water Agency)<br />
(see Community Development Commission) Welfare Administration (see Human Services) 117<br />
Regional Parks 185 Welfare Programs (see Human Services) 117<br />
Registrar <strong>of</strong> Voters 71<br />
(see Clerk/Recorder/Assessor)<br />
Rio Nido Geologic Hazard Abatement 165<br />
(see Transportation & Public Works)<br />
Road Maintenance Districts 165<br />
(see Transportation & Public Works)<br />
Roads (see Transportation & Public Works) 165<br />
Salary Schedule (see Position Listing) 331<br />
Sanitation Districts & Zones 175<br />
(see Water Agency)<br />
Self-Insurance Fund (see Human Resources) 43<br />
Sheriff 99<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation 195<br />
& Open Space District<br />
Special Projects 165<br />
(see Transportation & Public Works)<br />
State Financial Schedules<br />
<strong>Budget</strong> Summary All Funds 253<br />
<strong>Budget</strong> Summary Govt. Funds 254<br />
Fund Balances Govt. Funds 255<br />
Detail Changes in Fund Balance-Govt Funds 256<br />
Summary Addit Financing Sources Govt. Funds 260<br />
Detail Addit Financing Sources Govt. Funds 262<br />
Summary Financing Uses-Govt. Funds 274<br />
Detail <strong>of</strong> Financing Uses-Govt. Funds 276<br />
Summary Non-Enterprise Spec. Dist./Agencies 284<br />
Fund Balance Non-Enterprise Spec. Dist. Agencies 285<br />
Detail Fund Balance Spec. Dist./Agencies 286<br />
State Function Categories 289<br />
Supervisorial Districts 11<br />
Transit Enterprise 165<br />
(see Transportation & Public Works)<br />
Transportation & Public Works 165<br />
Treasurer-Tax Collector 65<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2011</strong>-<strong>2012</strong> <strong>Adopted</strong> <strong>Budget</strong><br />
INDEX<br />
348<br />
Index