Fiscal Year 2011-2012 Adopted Budget - County of Sonoma

County of Sonoma, California
ADOPTED BUDGET 2011-2012

SONOMA COUNTY
CALIFORNIA
REPUBLIC
AGRICULTURE
INDUSTRY
RECREATION
Sonoma County
miSSion
to EnriCh thE
Quality of lifE
in Sonoma County
through SupErior
publiC SErviCES

Budget Recommended by
Veronica A. Ferguson
County Administrator
Budget Compiled by
COUNTY OF SONOMA
ADOPTED BUDGET
Fiscal Year 2011-2012
and
Statistical Report
2010-2011
2009-2010
2008-2009
Sonoma County Board of Supervisors
Supervisor Valerie Brown First District
Supervisor David Rabbitt Second District
Supervisor Shirlee Zane Third District
Supervisor Mike McGuire Fourth District
Supervisor Efren Carrillo, Chair Fifth District
Donna M. Dunk
Auditor-Controller-Treasurer-Tax Collector
Cover Photo: Jenner Headlands
Sonoma County, California
Photo Courtesy of Sonoma Land Trust/Stephen Joseph Photography

Valerie Brown
District 1
David Rabbitt
District 2
Shirlee Zane
District 3
Mike M c Guire
District 4
Efren Carrillo
District 5
County of Sonoma
Board of Supervisors
5th
Efren Carrillo
4th
Mike McGuire
3rd
Shirlee Zane
1st
Valerie Brown
2nd
David Rabbitt
575 Administration Drive, Room 104A
Santa Rosa, California 95403
(707) 565-2241
www.sonoma-county.org

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Sonoma County
California
For the Fiscal Year Beginning
July 1, 2010
President Executive Director
The Government Finance Officers Association of the United States and Canada
(GFOA) presented a Distinguished Budget Presentation Award to Sonoma County,
California for its annual budget for the fiscal year beginning July 1, 2010.
In order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA to
determine its eligibility for another award.

Need Help?
See A Guide to Reading the Budget
COUNTY OF SONOMA
ADOPTED BUDGET
2011 - 2012
TABLE OF CONTENTS
Page Page
County Overview Development Services (Cont.)
Board of Supervisors' Letter to i Transportation & Public Works 165
Sonoma County Citizens Water Agency 175
County Administrator’s Transmittal Letter iii Economic Development Department 181
A Guide to Reading the Final Budget 1 Regional Parks 185
Financial Policies for Budget Development 3
Directory of Elective & Appointed Officers 9 Other County Services
County Organization Chart 10 Agricultural Preservation & 195
Sonoma County Supervisorial Districts 11 Open Space District
County Overview & Demographics 12 Agricultural Commissioner 201
U.C. Cooperative Extension 207
Financial Summaries Library 213
Introduction & Changes to Fund Balance 23 Fairgrounds 219
Financing Sources & Uses Summary 24 Advertising 225
County Total Funding Sources 25
Adopted Budget By Function-All Funds 26 Capital Projects
County Operating Budget Capital Projects 231
General Fund Summary 27
Other Funds Summary 31 Debt
Debt Obligations 245
Administrative Support & Fiscal Services Debt Margin 250
Board of Supervisors/County Administrator 35
County Counsel 39 State Financial Schedules
Human Resources 43 Introduction 251
General Services 49 Budget Summary-All Funds (1) 253
Information Systems 55 Budget Summary-Governmental Funds (2) 254
Non-Departmental 61 Fund Balances-Governmental Funds (3) 255
Auditor-Controller-Treasurer-Tax Collector 65 Detail Changes in Fund Balance-Gov't Funds (4) 256
County Clerk-Recorder-Assessor 71 Summary of Additional Financing Sources- 260
Governmental Funds (5)
Justice Services Detail of Additional Financing Sources- 262
Court Support Services & Grand Jury 79 Governmental Funds (6)
Probation 83 Summary of Financing Uses-Govt. Funds (7) 274
District Attorney 89 Detail of Financing Uses-Govt. Funds (8) 276
Public Defender 95 Budget Summary-Non Enterprise 284
Sheriff 99 Special Districts/Agencies (12)
Fund Balances-Non-Enterprise 285
Health & Human Services Special Districts/Agencies (13)
Health Services 109 Detail Changes in Fund Balance-Non Enterprise 286
Human Services 117 Special Districts/Agencies (14)
IHSS Public Authority 125 State Function Categories 289
Child Support Services 129
Community Hospital Enterprise Closeout 133 Position Listing
Position Allocation 292
Development Services Salary Schedule 331
Permit & Resource Management 139
Community Development Commission 145 Glossary
Fire & Emergency Services 159 Glossary of Budget Terms 341
Index 347

COUNTY OF SONOMA
BOARD OF SUPERVISORS
575 ADMINISTRATION DRIVE, RM. 100A
SANTA ROSA, CALIFORNIA 95403
(707) 565-2241
FAX (707) 565-3778
June 16, 2011
TO: THE RESIDENTS OF SONOMA COUNTY
The fiscal year 2011-12 Sonoma County Adopted Budget for departments and agencies governed by the
Board of Supervisors provides the financial resources for a wide variety of important services to the
citizens of this county. The budget provides funds for services such as road construction and maintenance,
law enforcement, courts, criminal prosecution, development growth management, regional parks, health
and social services. In addition, the budget reflects activities of a self-supporting nature such as sanitation
(sewage disposal), refuse disposal, and the Water Agency’s water transmission system.
Budget Emphasis
The major emphasis of this budget is the preservation of the most important services we provide.
We have been challenged to adjust to the downturn of the economy which has substantially reduced the
resources available to provide services and, in virtually all areas, increased the demands for those
services.
The budget was prepared recognizing a $42 million gap between on-going County General Fund
resources and the on-going costs for the services we have provided in the past. This is the third
consecutive year that the County has needed to close a gap caused by a structural imbalance between
costs for services and available levels of on-going funds. While the challenge grows more difficult
because each year’s constraints call for cumulatively more reductions in services, the greater County
family, including employees at all levels and our community vendors and non-profit partners responded.
They collaboratively contributed to provide a balanced budget recommendation, making the necessary
reductions to services to live within our means and yet preserve the most important services to the public.
The County Administrator’s summary of this recommended budget follows this letter.
In the public hearings held from June 13 through June 16, the County Board of Supervisors considered
the recommended budget. The Board chose to restore a number of important priority programs. Some of
the highlights were:
• The Board was able to preserve partial funding for domestic violence, sexual assault, and violent
crimes units and the emergency search and rescue helicopter services in the Sheriff’s Office.
• The Board was able to extend the Sierra Youth Center program within our Probation Department
serving young female offenders with alternatives to incarceration at the Juvenile Hall for one
more year and partially restore Supervised Own Recognizance and Juvenile Hall programming.
• The Board retained Victim Advocate, Investigation and dedicated support for the Redwood
Children’s Center in the District Attorney’s Office.
i
MEMBERS OF THE BOARD
VALERIE BROWN
DAVID RABBITT
SHIRLEE ZANE
VICE CHAIR
MIKE MCGUIRE
EFREN CARRILLO
CHAIR

• Programs in Health and Human Services such as Jail Discharge Planning, Mobile Crisis Team,
Healthy Family premium coverage for an estimated 1,500 children locally, Veteran's Services,
and Employment and Training for food stamp and general assistance clients were partially
supported, allowing for additional time in some of these programs as they transition to reduced
funding levels in the future.
• The Board also restored maintenance funding for 100 miles of roads and maintained seasonal
river crossings for better access to geographically isolated communities along the Russian River.
• In addition, there were a number of other service restorations and the Board of Supervisors was
able to retain 45 out of the 200 public sector jobs in the local economy slated for elimination.
Total restorations were $9.3 million. Specific changes to departmental and agency budgets made during
the budget hearings are summarized in comments entitled "Board of Supervisors' Actions" following
each department's budget summary.
Although the Board and departments worked hard to preserve services, it is clear we are not out of the
woods yet. Future budgetary threats loom large on the horizon. They include the state budget actions to be
taken to address their ongoing fiscal crisis including the realignment of services from the state to counties
in the areas of public safety and health and human services; further "trigger" cuts should state revenue
projections fall short; the federal budget; and the reality that resources will grow very slowly the next
several years as the economy recovers. Additionally, many fixed costs and demands for services will
continue to increase at a faster pace.
The Board and all the county departments are committed to providing the best services to the public with
the resources available and will continue to carefully evaluate on-going financial needs and revenue
availability. We believe multi-year fiscal projections, the continued implementation of the county's
strategic plan, and an effort to enact savings measures early and throughout the year led by our County
Administrator and excellent team of department and agency heads will address trends, decrease threats to
the programs and services that the county provides, and where possible, create new opportunities for the
county and the community.
In the judgment of the Board of Supervisors, the Adopted Budget is a responsible financial program for
providing services to the residents of Sonoma County.
Supervisor Efren Carrillo
Chair and Fifth District Supervisor
Sonoma County Board of Supervisors
ii

COUNTY OF SONOMA
OFFICE OF THE COUNTY ADMINISTRATOR
575 ADMINISTRATION DRIVE – ROOM 104A
SANTA ROSA, CALIFORNIA 95403-2888
TELEPHONE (707) 565-2431
FAX (707) 565-3778
May 27, 2011
TO: Members of the Board of Supervisors
FROM: Veronica A. Ferguson, County Administrator
SUBJECT: Recommended Fiscal Year (FY) 2011-2012 Budget
iii
VERONICA A. FERGUSON
COUNTY ADMINISTRATOR
JENNIFER M. MURRAY
DEPUTY COUNTY ADMINISTRATOR
LORI NORTON
DEPUTY COUNTY ADMINISTRATOR
CHRIS THOMAS
DEPUTY COUNTY ADMINISTRATOR
I am pleased to submit the County Administrator’s Recommended Budget for FY 11-12 for the Board of
Supervisors’ consideration. The Recommended Budget totals $1.2 billion and is balanced. It is a budget
which shrinks the organization yet establishes a baseline for moving forward.
Requested
Budget
Recommended
Budget
Difference
Total Expenditures ($1,250,047,000) ($1,208,353,000) -$41,694,000
Total Financing Resources $1,207,884,000 $1,208,353,000 469,000
Difference ($42,163,000) 0 42,163,000
General Fund Expenditures ($422,245,000) ($380,519,000) -$41,725,000
General Fund Financing Resources $379,369,000 $380,519,000 $1,151,000
Difference ($42,876,000) 0 $42,876,000
It faces the financial obstacles of the past year directly, remains consistent with prudent financial
management policies while seeking to find ways to meet service demands, invest strategically, and
demonstrate innovation. Through the hard work, thoughtful initiatives and dedication of our departments
and our employees, this Budget embodies our County’s commitment to a vision of investing in a
beautiful, thriving and sustainable community for all while working within the context of fiscal reality.
The fiscal climate has required our organization to adjust. Departments have embraced the fiscal
challenge and put forth new systems, strategic investments, and creative service models to maintain core
functions. Our efforts have yielded a Budget that keeps our core commitments and builds upon them with
new ways to serve our community. The budget signals a move away from doing everything, to focusing
on core services. Some programs are not recommended for continuance. These reductions are difficult
and will be felt in the community as well as throughout the organization.
This memorandum provides a summary of:
I. County Economy and Budget Financial Overview;
II. Core Services Maintained;
III. Services Reduced or Eliminated;
IV. Strategic Plan Initiatives and Investments;

V. State Budget Potential Iimpacts;
VI. Next Steps in Budget Process.
VII. Acknowledgments and Thank You’s.
I. COUNTY ECONOMY AND BUDGET FINANCIAL OVERVIEW
The Sonoma County economy, like that of the rest of the country, has seen an unprecedented recession
driven to a large extent, by the fall in the real estate and stock markets, severe credit tightening, the lack
of consumer confidence, and high unemployment. While the recession is officially over, the recovery is
very slow and government finances have lagged behind the economy as a whole. The job market has not
yet rebounded putting greater demand on our human service network. The housing market reflects prices
well below the June 2006 peak causing lower than expected revenue growth and another wave of
mortgage rate resets is underway.
The result, for Sonoma County’s FY 11-12 General Fund budget, was a projected structural deficit of just
under $43 million (expenses greater than revenues). We use the term structural deficit because the
majority of revenue losses (property and sales taxes) and increases in expenditures are
on-going in nature creating a funding gap for years to come. To live within our reduced means, and
eliminate the structural deficit, expenditures supported by the General Fund had to shrink. The other
portions of the County’s budget, those outside the General Fund and supported primarily by state and
federal monies or agency specific revenues, have also been affected by the economy. As a result,
reductions are necessary largely across the entire organization. In short, we will all be doing less, with
less in this budget and the following pages provide some more specifics.
The following table summarizes total expenditures in the Recommended Budget. We have included
current year estimated expenditures as a point of reference. County General Fund expenditures decrease
$16.5 million while Special Revenue Funds increase $37.2 million, largely due to the fiduciary
responsibilities of the Sonoma County Open Space Authority transferring to the County in April 2011.
Without the transfer of responsibilities from the Sonoma County Open Space Authority, Special Revenue
Funds totals would have been reduced by $35.4 million and the total County Budget would have been
$1.17 billion.
Budget Expenditure Summary
FY 10-11 FY 10-11 FY 11-12 Change Adopted Percent
Fund Adopted Estimated Recommended to Recommended Change
County General Funds $397,032,352 $397,785,289 $380,519,478 ($16,512,874) -4.2%
(most departments and includes replacement funds)
Special Revenue Funds 387,219,467 370,144,899 424,426,015 37,206,548 9.6%
(Health & Human Services, Roads, etc.)
Debt Service Funds 4,154,502 3,233,000 3,521,400 (633,102) -15.2%
Subtotal County Operating 788,406,321 771,163,188 808,466,893 20,060,572 2.5%
County Capital Projects 39,161,423 19,801,908 32,123,825 (7,037,598) -18.0%
Subtotal County Funds 827,567,744 790,965,096 840,590,718 13,022,974 1.6%
Less Internal Transfers (91,697,702) (67,779,285) (81,862,694) 9,835,008 -10.7%
Total County Funds 735,870,042 723,185,811 758,728,024 22,857,982 3.1%
Enterprise Funds 103,291,285 88,169,713 106,315,445 3,024,160 2.9%
(Refuse, Airport, etc.)
iv

Internal Service Funds 58,770,524 46,003,622 58,824,646 54,122 0.1%
(Risk – Self Insurance)
Special Districts 283,825,999 271,438,462 284,484,423 658,424 0.2%
(Water Agency, Open Space, etc.)
Total Requirements $1,181,757,850 $1,128,797,608 $1,208,352,538 26,594,688 2.3%
Total Financing Summary
The following table shows the changes in revenues and other financing sources from the Adopted
FY 10-11 Budget to the Recommended FY 11-12 Budget by type.
FY 10-11 FY 10-11 FY 11-12 Change Adopted
Type Adopted Estimated Recommended to Recommended
Taxes $274,867,498
Licenses/Permits/Franchises 17,296,555
Fines/Forfeitures/Penalties 20,492,416
Rents and Interest 23,833,505
Intergovernmental Revenues 446,299,286
Charges for Services 128,888,040
Miscellaneous Revenues 77,442,598
Operating Transfers 55,629,827
Use of Fund Balances 137,008,125
$277,758,299
16,760,509
19,794,646
25,531,709
447,115,902
129,760,013
67,174,822
55,629,827
22,734,532
v
$287,110,140
16,804,451
12,878,238
22,992,632
451,326,888
127,252,609
80,790,457
56,050,648
153,146,475
$12,242,642
(492,104)
(7,614,178)
(840,873)
5,027,602
(1,635,431)
3,347,859
420,821
16,138,350
Percent
Change
4.5%
-2.8%
-37.2%
-3.5%
1.1%
-1.3%
4.3%
0.8%
11.8%
Total Financing 1,181,757,850 1,062,260,259 1,208,352,358 26,594,688 2.3%
Notable changes in revenues and financing sources include total taxes increasing by $12.2 million as a
result of the transfer of responsibilities from the Sonoma County Open Space Authority. The budget now
reflects the annual receipt of $15.8 million in sales tax revenues previously collected by the Authority and
passed to the district. Without the recording of these revenues in the total County budget, taxes would
show a $3.6 million decrease year to year. In addition, there is a $7.6 million decrease in fines and
penalties which reflects the discontinuance of one-time funds in the current year.
The following charts illustrate the relative proportions of funding sources and uses for the total
recommended budget, providing another view of the information from the tables above.

Total Budget - Funding Sources
$1.2 Billion
Other
Financing
Sources
Miscellaneous
Revenues
Charges for
Services
Total Budget - All Funds
$1.2 Billion
Administrative
& Fiscal
Servcies
Justice
Services
Use of Fund
Balance/Net
Assets
Development
Services
Taxes
Intergovernmntal
Revenues
Other County
Services Capital
Projects
Fiscal Year 11-12
Licenses/
Permits/
Franchises
Fines/
Forfeitures/
Penalties
Use of
Money/
Property
Fiscal Year 11-12
vi
Health &
Human
Services
Total County Budget
The largest source of County finances is
intergovernmental revenues at $451.3
million, increasing $5 million from FY
10-11. These are primarily from the
state and federal government.
The second largest source,
taxes, at $287.1 million, is
mostly property tax related and
also includes sales taxes and
transient occupancy taxes as
well.
More information on each of
these charts appears in the
financial summaries section of
the budget beginning on page
19.
The chart on the left displays the
total budget by type of service
the County provides. These
services are grouped into
categories referred to in our
budget as functional groups.
Information on each
department’s budget is
presented within sections of this
document per functional group.
The Development Services
functional group is the largest
portion of the total budget at
$425.4 million (35%). The
largest budgets within this group
are the Sonoma County Water
Agency ($190.4 million) and the
Department of Transportation
and Public Works ($169.1
million).

County General Fund Budget
The County General Fund comprises about
one third of the total budget. It includes
financing sources that can be used for all
departments and services but only about
half of the fund’s total resources are
available for the Board of Supervisors’
complete discretion.
Taxes ($193.4 million, 51% of the total
fund) provide the majority of this
discretionary funding. Most state and
federal dollars, charges for services, and fee
revenues can only be spent for specified
purposes. In addition, over $50 million of
discretionary funds must also be committed
to certain expenditures either as a match in
order to receive other funds from the state
or as a matter of law.
The funding uses chart shows the
recommended expenditures in the County
General Fund by functional group of
services.
Criminal Justice Services ($193.5 million,
51% of the total expenditures) accounts for
the biggest portion of expenditures and
includes budgets for the Sheriff ($118.9
million), Probation ($37 million), District
Attorney, and Public Defender as well as
required County contributions to the State
Court System.
Administration and Fiscal Services includes
the budgets of the Board of Supervisors, the
Auditor-Controller Treasurer-Tax Collector
and the Clerk Recorder Assessor as well as
the budgets for departments that serve all
others (e.g. County Counsel, Information
Systems, General Services, and Human
Resources).
vii
General Fund - Funding Sources
$379.3 Million
Other
State/
Federal
Charges for
Services
Use of Prior
Year Fund
Balance
General Fund - Funding Uses
$379.3Million
Justice
Services
Other
Capital
Projects
Fiscal Year 11-12
Health &
Human
Services
Taxes
Fiscal Year 11-12
Development
Services
Administration
& Fiscal
Services

Budget Policies:
The Budget is balanced using existing financial policies of the Board. These policies are provided in more
description in the County Overview. Importantly, the budget was developed without use of one-time
funds being used for on-going costs and maintaining discretionary reserves and one-time funds at target
levels. The budget also relies on departments pursuing full cost recovery and new revenue opportunities
to the extent possible. Below is a table which outlines the County’s current reserves. More information on
these can be seen in Schedules 3 and 4 of the State Financial Schedules Section of this document.
Discretionary Funds
Target (15% General Fund Revenues)
$51,100,000
Total Discretionary (Unassigned General Fund) 35,091,562
Current % 10.3%
Estimated Tax Loss Reserve Fund (Teeter) Balance
$22,000,000
(Less 2% of levy reserve requirement) -$14,000,000
Estimated Available $8,000,000
Tobacco Securitization (primarily for capital projects) $17,374,000
Contingencies (in budget to start, 4/5 th vote to use during year) $5,000,000
Staff Position Information
The table below illustrates the changes since FY 08-09 in full-time equivalent (FTE) positions by
department. Total positions drop 201 FTE from the FY 10-11 Adopted Budget to a total of 3,604 FTE as
a result of these reductions and others outside of the County General Fund. Over the last 4 budget years
total County positions have decreased nearly 650 FTE or 15%. The Recommended Budget actually
reduces 223 FTE from current allocated amounts since some position allocations were increased during
FY 10-11 after budget adoption.
Department
FY 08-09
Adopted
FY 09-10
Adopted
FY 10-11
Adopted
viii
FY 10-11
Currently
Allocated
FY11-12
Recomm
Change
from
FY 10-11
Adopted
Change
From
FY 10-11
Current
Allocated
BOS/CAO 34.4 32.3 32.1 32.0 27.6 -4.5 -4.5
County Counsel 36.3 37.3 37.3 38.2 36.1 -1.2 -2.2
Human Resources 65.3 61.3 55.5 55.8 46.5 -9.0 -9.3
Information Systems 133.0 132.0 119.5 119.5 110.5 -9.0 -9.0
General Services 130.0 123.6 117.0 126.1 112.2 -4.8 -13.9
Clerk-Recorder-Assessor 120.0 112.3 105.3 105.2 100.7 -4.5 -4.5
ACTTC 106.8 106.8 100.8 101.8 91.0 -9.8 -10.8
Permit and Resource Mgmt 166.0 140.0 120.5 120.5 96.0 -24.5 -24.5
Economic Develop Board 3.5 3.5 3.5 3.5 4.5 1.0 1.0
Regional Parks 94.6 93.1 92.6 92.6 81.6 -11.0 -11.0
Transport & Public Works 238.0 208.5 185.8 185.7 183.8 -2.0 -2.0

Department
FY 08-09
Adopted
FY 09-10
Adopted
FY 10-11
Adopted
ix
FY 10-11
Currently
Allocated
FY11-12
Recomm
Change
from
FY 10-11
Adopted
Change
From
FY 10-11
Current
Allocated
Sheriff/Adult Detention 716.7 694.7 646.6 646.6 590.0 -56.6 -56.6
District Attorney 125.3 125.6 120.6 120.6 108.8 -11.8 -11.8
Probation 313.9 305.9 288.4 288.4 247.6 -40.8 -40.8
Public Defender 52.0 54.0 51.0 51.0 45.0 -6.0 -6.0
Human Services 647.4 631.6 661.6 660.4 652.6 -9.0 -7.8
Health Services 577.4 506.6 424.9 466.7 466.4 41.5 -0.3
Child Support Services 144.0 128.5 114.5 109.5 107.5 -7.0 -2.0
Agricultural Commissioner 66.0 64.8 63.3 35.0 32.8 -30.5 -2.3
UC Cooperative Extension 9.9 8.3 6.0 6.0 3.8 -2.3 -2.3
Fire and Emergency Serv 20.5 20.5 18.0 18.0 19.4 1.4 1.4
Ag Pres/Open Space Dist 24.0 24.0 26.4 26.4 26.5 0.2 0.2
Water Agency 211.0 211.0 197.0 199.0 195.5 -1.5 -3.5
Community Development 41.0 41.0 41.0 43.0 43.0 2.0 0.0
Fairgrounds 39.0 36.8 37.8 37.8 36.8 -1.0 -1.0
Library 138.3 138.3 138.3 138.3 138.3 0.0 0.0
TOTALS (FTE) 4,254.03 4,041.84 3,804.85 3,827.42 3,604.18 -200.67 -223.23
Departments and Agencies have proactively been managing the filling of vacancies, to minimize layoffs.
The hiring freeze and voluntary separation incentive programs, authorized by the Board have also
supported these efforts to hold positions vacant. As a result, a significant number of employees in filled
positions will be able to find other jobs within the County organization. As of this writing, an estimated
62 employees will be laid off.
II. CORE SERVICES MAINTAINED
Facing unprecedented reductions in local revenue streams and challenges from the state and federal
government, County departments’ embraced new innovation and strove to maintain core services to the
community. Within each department’s budget narrative, the depth of remaining services is detailed. Core
continuing services will maintain the basic quality of life issues impacting the residents of Sonoma
County. From law enforcement and detention, to critical social safety net programs for the vulnerable, as
well as the record keeping needed for our economy, the County will provide quality public services with
this Budget.
The following table reflects the broad allocation of resources in the primary functional areas.
Functional Group of Departments
Total Budget
Expenditures
Percentage of Budget
Total
Full Time Equivalent
Administration and Fiscal $157,163,638 13% 524.53
Criminal Justice $201,217,437 17% 991.35
Health and Human $303,717,450 25% 1226.49
Development $546,254,013 45% 861.81
Total $1,208,352,538 100% 3604.18

III. SERVICES REDUCED OR ELIMINATED
All departments were asked to submit 25% General Fund reduction plans as a means to address the
budget deficit. Most of these reductions were needed in order to balance the Budget. The focus was on
maintaining core services in support of the County’s mission, vision, values, and strategic plans as much
as possible. As you will see by this chart below, the percentage reduction in the County General Fund
contribution toward programs varies from 16% to 24% between the different functional groups.
Individual department reductions varied within the function groups. More information about each
individual department’s reductions is included in the departmental narratives of this budget.
Functional Group of Departments
Total General Fund
Reductions
x
Percentage Reduction
Recommended in
Budget
Total
Full Time Equivalent
Reductions
Administration and Fiscal $10,326,603 24% 54.07
Criminal Justice $21,694,032 16% 115.19
Health and Human $6,910,329 21% 8.03
Development $3,944,551 23% 40.61
Total $42,875,515 19% 223.24
Administrative and Fiscal Services
The reduction of 24% or $10.3 million in County General Fund support for Administrative and Fiscal
Services departments will have impact throughout the organization. Although each department has
embraced the reductions and sought new innovation, technology, or new service delivery models to
maintain excellent services, there will be reductions in project coordination, customer service, staff
training, legal, and financial services.
The following table reflects the reductions proposed by this Recommended Budget:
Administration and Fiscal
Total General Fund
Reductions
Percentage Reduction
Recommended in
Budget
Total
Full Time Equivalent
Reductions
Board of Supervisors/CAO $1,126,000 25% 4.49
County Counsel $402,463 20% 2.18
General Services $2,942,000 25% 13.90
Human Resources $1,214,000 21% 9.25
Information Systems $1,082,478 61% 9.00
Auditor-Controller Treasurer-
Tax Collector
$1,813,232 25% 10.75
Clerk/Recorder/Assessor $1,746,430 18% 4.50
Total $10,326,603 24% 54.07
In FY 11-12, the diminished capacity will be evident as legal resources for departments is lowered, the
ability to direct, coordinate and oversee the activities of county departments and agencies is reduced,
Strategic Plan guided Board initiatives will have less resources, and Board led community engagement
and legislative advocacy will be hampered. In addition, building maintenance and facilities operations
will require prioritization of requests to address fire/life safety and maintaining core building systems.
Savings will come through less expensive market based alternatives to preserve service value. Reports
will be available only electronically, no longer printed, reducing staff and supply resources. Mainframe
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
will create longer lines and wait times during peak workloads, and delays in problem resolution and
assessment appeals. Reductions will facilitate office consolidation; will result in reduced defense efforts
for assessment appeals, and an increased backlog of reassessments events, new permits, title transfers,
mandatory audits; and delay the annual closure of the assessment roll. The reduction also assumes that the
presidential primary will be moved to June 2012.
Increased delays in processing tax payments will impact cash flow, related interest earnings, and timely
processing of tax payer checks. Non-mandated or revenue producing audits will not be performed and
hours spent on mandatory audits will be reduced, increasing risk material errors or fraud may not be
discovered and corrected timely. Only required auditing procedures will be performed. Collections
services will be reduced to monthly billing and payment posting functions and customer inquiries routed
back to the originating departments. Non-mandated accounting services will be reduced.
Criminal Justice Services
Public safety remains a core priority for the County, however, the criminal justice departments were not
spared the impacts of budget reductions and saw a reduction of 16% or $21.7 million in General Fund
support. These department reductions are reflected in the table below.
Criminal Justice Services
Total General Fund
Reductions
xi
Percentage
Reduction
Recommended in
Budget
Total
Full Time Equivalent
Reductions
Sheriff Office $12,462,720 16% 56.64
Probation $5,309,440 16% 40.75
District Attorney $2,415,352 16% 11.80
Public Defender $1,499,520 16% 6.00
Grand Jury/Court Support $7,000
0.00
Total $21,694,032 16% 115.19
Staffing at Juvenile Hall and front end diversion services and pre-screen assessments has been reduced.
These reductions will limit the number of specialized events and individualized programming for youth in
Juvenile Hall. One of the gender specific juvenile camps will be shuttered and home placement
alternatives will be explored to serve the female youth population. Adult detention alternatives such as
Supervised on Own Recognizance and Supervised Electronic Confinement programs have been reduced
or eliminated and may increase overall jail population.
Criminal prosecution and defense will also see reductions. The elimination of prosecutors and defense
attorneys will increase time required to represent the people in prosecutions and in defense of the accused.
In addition, victim support, investigations, and law enforcement special services are reduced as resources
focus on the most serious crimes. Investigative support will diminish as reductions require specialized law
enforcement units be combined to create new units to maintain core investigative services.
Patrol services and detention reductions have led to innovation and consolidation. With a newly designed
schedule, the Patrol Bureau will reduce shift overlap and use resources more efficiently. Patrol coverage
will improve on weekends when call volume and the types of calls that require more deputies in the field
are higher. The closure of the 401, 501, and 502 inmate housing units at the North County Detention
Facility will result in a cost savings by moving inmates to the Main Adult Detention Facility and
reductions in inmate mental health program services will also occur. Other reductions were necessary and
as a result the helicopter will be grounded, the bomb unit eliminated, and specialized gang enforcement
activities will be reduced.

Health and Human Services
Health and Human Services throughout the community will be lessened. General Fund support is reduced
21% or $6.9 million.
Health and Human Services
Total General Fund
Reductions
xii
Percentage Reduction
Recommended in
Budget
Total
Full Time Equivalent
Reductions
Health Services $1,682,163 19.0% 0.28
Human Services $5,228,166 22.0% 7.75
Total $6,910,329 21.0% 8.03
Behavioral health, drug and alcohol treatment, animal care and control services, Veterans Services and
General Assistance payments are all reduced by the Budget. The impacts will range from less treatment
for those needing substance abuse treatment, including those waiting in jails for placements and those
inmates with mental health issues getting appropriate services after release from the jail, an altered service
model for children at the Redwood Children’s Center, fewer resources for families and Veterans, and
delays in field responses to animal control issues. Also, as the County contracts with local community
based providers due to previous cost reductions, those services will be reduced. These local community
based organizations provide residential and outpatient alcohol and drug treatment for those involved with
the criminal justice system as well as for teens and adults with substance abuse disorders.
Additionally, resources for the Human Services Commission will be eliminated. The majority of these
funds go to support programs related to homelessness, hunger, domestic violence, legal services, and
short-term counseling serving over 11,000 community residents. Alternatives to continue to support these
programs are being developed.
Development and Other Services
Development and other infrastructure services have also been impacted by budget reductions. General
Fund reductions equal 23% or $3.9 million.
Development Services
Total General Fund
Reductions
Percentage Reduction
Recommended in
Budget
Total
Full Time Equivalent
Reductions
Permit and Resource Mgmt $990,051 25% -24.50
Community Development $163,000 25% 0.00
Fire & Emergency Services $144,000 25% 1.40
Transport and Public Works $1,122,500 23% -1.97
Regional Parks $949,000 22% -11.00
Agricultural Commissioner $365,000 20% -2.25
U.C. Cooperative Ext. $211,000 23% -2.29
Total $3,944,551 23% -40.61
Planning efforts, General Plan implementations, and customer service across several departments will be
reduced. The range of impacts will also be felt for those seeking affordable housing options, code
enforcement, or building inspections. In addition, some emergency services planning will be reduced
necessitating less disaster preparedness training, communication technology upgrades, and delaying the
update of the Emergency Operations Plan.

Local parks will have no longer have optimum maintenance and landscaping services and veterans
buildings will have less public access. Maintenance will be deferred at both types of facilities and parks
planning and acquisition activities will be limited.
Local agriculture will be impacted by reduced ability for pesticide use enforcement leading to fewer
regulatory inspections as well as decreased opportunities for general surveillance and education. Farm
Market Regulation will be reduced and Weights and Measures staff, as well as support for University of
California Cooperative Extension programs, will have a decreased capacity.
IV. STRATEGIC PLAN INITIATIVES AND INVESTMENTS
In September 2010, the CAO in partnership with all Department and Agency Heads began the process to
update the County Strategic Plan. Through this effort, a new framework including an updated County
Vision, Mission, Values, and Focus Area Goals emerged. The Board endorsed the Strategic Plan
framework in November. Since that time work has continued to develop a set of Outcomes and Success
Measures, by which to evaluate progress towards meeting the Four Focus Area Goals. In the late
Summer/early Fall of 2011, staff will engage the Board in the effort to refine and finalize this effort, and
to discuss ways to more fully integrate the Strategic Plan into the Budget development process.
The FY 11-12 Recommended Budget includes resources for a number of County Strategic Plan projects
that are aligned with the four focus area goals. Selected Strategic Plan project investments funded in the
Recommended Budget include:
Project Name Funding Lead Department
Job Plans and Economic Development Initiative $ 135,000 Economic Development Board
Comprehensive County Facilities Plan $ 240,000 General Services
Health Action Initiative $606,000 Health
Upstream Investments $ 150,000 Human Services
Capital Projects – General Fund Financing $ 3,060,000 Regional Parks, ISD, Gen Serv
Changing Demographics $ 100,000 Health
Total $ 4,291,000
Jobs Plan and Economic Development Initiative
In April 2011, the Board adopted recommendations from an Ad Hoc Committee including development
of the Jobs Plan and Economic Development Initiative for 2011. This project supports the Strategic Plan
goal of Economic and Environmental Stewardship. This initiative will identify and pursue targeted efforts
to spur local job creation and retention in order to strengthen the local economy consistent with a
comprehensive strategy. The strategy will be crafted by listening to the community and leveraging efforts
with our partners for sustainable economic development to improve:
• Job Creation/Business Retention
• Economic Development/Sustainability
• Perception with the business community
Comprehensive Facilities Plan (CCFP)
The County’s Strategic Plan outlines the purpose of the Comprehensive County Facilities Plan (CCFP)
which is to “plan, procure, operate, maintain, and manage Sonoma County’s facilities and real estate
assets at their highest and best use, such that they provide the best value for the County.” The CCFP
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supports the Strategic Plan Goal of Invest in the Future and provides a road map for strategic use of
facilities and real estate. In terms of the CCFP, “highest and best use” has been broadened beyond
property values to include the benefit or value that a particular real property can bring to the County in
terms of increased service delivery effectiveness. Next steps in the process include scenario planning and
financing options. These efforts are underway and will be completed in FY 11-12.
Upstream Initiative
In 2011, the County of Sonoma, in partnership with many community organizations, launched the
Upstream Investments Initiative. The Upstream Initiative supports the Strategic Plan Goals of Safe,
Healthy, and Caring Communities, and Invest in the Future. The Initiative emphasizes prevention-focused
intervention and policies that increase equality and reduce future monetary and societal costs for all
residents of Sonoma County. The Upstream Investments Initiative provides structure that promotes the
development, expansion, prioritization, and funding of outcomes-based upstream practices.
To measure the impact of upstream investments, the County will track 22 indicators of success. These
indicators will highlight results and inform ongoing decisions related to the healthy development of
children, education and training, basic needs, and the economy. These indicators will help to identify and
address local disparities related to race/ethnicity, gender and age, will show long term trends, and suggest
opportunities to celebrate improvements.
A portfolio of current and planned County and partner programs that reflect upstream principles will be
maintained. To date, the following local programs, some of which are funded in the budget, meet the
criteria for the Portfolio (programs delivering the service are listed; funders are not listed).
Tier 1: Evidence Based Practices
• AVANCE (Community Action Partnership)
• Big Brothers Big Sisters (Big Brothers Big Sisters of the North Bay)
• Nurse Family Partnership (Sonoma County Department of Health Services)
• Positive Parenting Program (California Parenting Institute, Drug Abuse Alternatives Center, National Alliance
for the Mentally Ill, Petaluma People Services Center, Social Advocates for Youth, West County Community
Services)
• Project RESPECT (Drug Abuse Alternatives Center)
• Project SUCCESS (Petaluma City Schools, West Sonoma County Union High School District, West County
Community Services, Cotati/Rohnert Park School District, Windsor Unified School District, Healdsburg
Unified School District, Cloverdale Unified School District, Drug Abuse Alternatives Center, National Alliance
for the Mentally Ill, Petaluma People Services Center, Social Advocates for Youth, West County Community
Services)
• Structured Decision Making (Sonoma County Human Services Department)
Tier 2: Promising Practices
• Dependency Drug Court (Sonoma County Department of Health Services, Sonoma County Human Services
Department)
• Family Justice Center (Sonoma County District Attorney’s Office)
• Healthy for Life (St. Joseph Health System)
• Reach Out and Read (Sonoma County Department of Health Services)
Tier 3: Emerging Practices
• Life Long Connections (Sonoma County Human Services Department)
• TRIBES (Boys & Girls Clubs of Central Sonoma County)
• Schools of Hope Literacy Initiative (United Way of the Wine Country
Many public and private organizations through the community share the commitment to upstream
principles and are funding and implementing outcomes-based upstream programs. To date, the following
organizations have submitted Resolutions of Alignment.
xiv

California Parenting Institute Santa Rosa Community Health Center
Community Action Partnership Sonoma County Board of Education
Drug Abuse Alternatives Center County of Sonoma Economic Development Board
Family Justice Center Sonoma County County of Sonoma Human Services Department
First 5 Sonoma County Sonoma County Superintendent of School
Perinatal Alcohol and Other Drug Action Team Sonoma County Partnership for Children
Petaluma People Services Center United Way
River to Coast Children’s Services Women’s Recovery Services
Health Action
The Department of Health Services (DHS) convened Health Action in 2007 as a catalyst to improve the
health of the community. Health Action supports the Strategic Plan Goals of Safe, Healthy and Caring
Community, and Upstream Investment. Health Action has a 2020 Vision for Sonoma County: “Sonoma
County will be the healthiest county in California… It will be a healthy place to live, work and play… a
place where people thrive and achieve their life potential”.
Health Action created a set of principles to guide its action agenda for the 2020 Vision. These principles
call on the community to maximize impact by focusing on prevention and removing the root causes of
complex social, economic, and environmental issues. Key determinants are identified below.
Changing Demographics
Key Determinants Such as……
Changing Demographics and Enhancing Community Based Services is another project which arose from
the Strategic Plan and is financed in the budget. The project supports the Civic Services and Engagement
goal and is centered on validating trends in the County’s population focused specifically on the Latino,
aging, and low-income populations. The project will identify best practices in reaching these populations -
both in regard to information exchange as well as service delivery – and assess both the County’s current
practices as well as best practices that will have the most impact. The project will include a combination
of data analysis and focused community input sessions to validate successful strategies.
xv

V. STATE BUDGET POTENTIAL IMPACTS
In January 2011, the Governor identified a projected $26.6 billion State Budget deficit, and as a result,
proposed numerous solutions, many of which would have a significant impact on the County. In March,
the Legislature passed $13.4 billion in budget solutions, $11 billion of which have been signed by the
Governor. Local impacts resulting from the March actions are included in the County’s Recommended
Budget where they were known.
The Governor’s May Revise contains some good news in the form of increased State revenue projections
of $6.6 billion. Revenue increases are partially offset by projected cost increases of $3 billion resulting in
a remaining deficit of $9.6 billion. The May Revise includes budget solutions totaling $10.8 billion which
would address the deficit and create a $1.2 billion State reserve.
Many of the Governor’s January budget proposals remain in the May Revise. The Governor is continuing
to press for tax extensions and for the realignment of services to counties. Although slight modifications
have been made in the programs to be realigned and the tax extensions necessary to support them, the
concepts remain a central part of the State Budget. The Governor continues to press for the elimination of
Redevelopment Agencies.
Once the State Budget is finalized, we will return to the Board with recommended adjustments
necessitated by the actions of the State. Following is a list of some of the potential local impacts that are
not included in the Recommended Budget:
• CalWorks – ($2.1M reduction in funding)
o Reduced allocation to counties mostly impacting recipients.
• IHSS – ($300k reduction in funding)
o Eliminate Services for Recipients without Medical Certification.
o Implement Pilot Project for Medication Dispensing Machines.
o Eliminate State Funding for IHSS Advisory Committees ($-53k).
o Reduced funding for Administration ($-250k).
• CalFresh – Formerly Food Stamps ($461k increase in funding)
o Increased County Administration funding.
• Medi-Cal Eligibility Determination ($ 377k reduction in funding)
o Reduce funding by 3%.
o Shift Healthy Families to Medi-Cal and shift eligibility determination to counties.
• AB 3632 Services for Emotionally Disturbed Youth.
Until the State Budget deficit is resolved, County resources remain at risk. As an example, the
Recommended Budget contains approximately $4 million in State funding spread between Probation, the
Sheriff’s Office, the District Attorney, and Public Defender. If the State does not fund these critical
programs, additional reductions or local resources will be required to continue these services.
VI. BUDGET PROCESS – NEXT STEPS
Moving forward into the Budget Hearings, the Board will have opportunities to discuss and direct how to
best enhance efforts to renew, invest in and re-invent our service models. The Board’s direction will
ensure the County keeps our promises to the residents of Sonoma County and all of our communities are
thriving, sustainable, and beautiful places for all.
This budget is being provided on May 27, 2011 in order for the public to review the document in advance
of the Budget Hearings. The hearings are scheduled to begin on June 13, 2011 at 8:30 a.m. and may be
xvi

continued from day to day as needed for a maximum of 14 calendar days per state law. The Board will
adopt the budget, containing such revisions as the Board determines at the conclusion of the hearings.
At the beginning of the public hearings, the Board will be presented with a supplemental package
containing additional information and recommendations as necessary to bring the budget picture as up to
date as possible for the hearings. At the conclusion of the public hearings, the Board will be asked to
adopt the budget as modified per the Board’s direction and the budget will serve as the operating plan for
Fiscal Year 11-12.
After the State of California adopts its budget and/or as needs arise after the close of the property tax roll
and the County’s Fiscal 2010-2011 books, staff will return with a collection of budget adjustments for the
Board’s consideration.
VII. ACKNOWLEDGEMENTS AND THANK YOU’S
It has been my privilege to work collaboratively with a team of exceptionally talented department and
agency heads in reaching consensus recommendations to address our structural deficit in these
unprecedented economic times. The department heads and their fiscal staffs, along with County
Administrator staff, spent months compiling data and reviewing programs to achieve a balanced budget
which reflects the Board’s priorities and supports our County’s Strategic Plan.
In particular, Rod Dole, the Auditor Controller, Donna Dunk and their staff provided great support in
developing the budget document. Information Systems offered technical assistance and systems support
and Reprographics reproduced the budget document with high quality and professionalism.
Most importantly, I wish to recognize the dedicated professionals in the County Administrator’s Office
who put this document together. Those individuals include Chris Thomas, Lori Norton, Jim Leddy,
Christina Rivera, Terri Saunders, Christine Williams, Steve Sharpe, Kathy Hamm, Joanna Lutman, and
Sandra Faus. I thank them for efforts above the call of duty to make sure this document is an accurate and
complete picture of the County’s budget situation.
Finally, I wish to acknowledge the employees of the Sonoma County organization who remain committed
to superior public services. It is through them that the work of the County gets done, these budget
numbers come to life, and we are able to achieve positive results for our community. We will be
challenged by the fiscal obstacles facing the County this fiscal year and I am very proud to know they will
be on the front lines doing what needs to get done to retain the quality of life we all enjoy in Sonoma
County.
xvii

A Guide to Reading the Budget
Welcome to the budget for the fiscal year 2011-2012, which begins July 1, 2011. This section of the budget document is
designed to help readers understand the purpose and content of the budget, as well as to locate data and/or information they
may be looking for.
The Purpose of the Budget
The budget is essentially an operating plan for the coming fiscal year that has been developed based upon policy direction
given by the Board of Supervisors to provide services to the public within available resources. It is a vehicle for presenting
plans and opportunities that will make Sonoma County an even better place to live and work. It includes a narrative from
each department that reports program successes in the prior year, as well as goals for the next year. In the latter case, new
approaches may be presented for more effective and relevant methods of delivering services to county residents.
The paramount goal of county government is to enhance or protect the quality of life for local residents. To that end, the
County of Sonoma acts as an administrative agent for three sets of services: municipal type services; countywide local
services; and countywide services provided on behalf of the state and federal governments.
Municipal services pertain mainly to unincorporated areas of the county and include fire protection, emergency services and
planning, Sheriff’s law enforcement, building and land use regulations, road maintenance, parks, lighting, water and sewer
utilities, etc.
Countywide local services are common to most counties in the state or country. These include services of the County Clerk,
Elections, Assessor, Auditor-Controller/Tax Collector, as well as criminal prosecution, public defense, probation, and
detention, etc.
Services provided on behalf of the state and federal governments, for the most part, impact all county residents and are
generally related to health and human services. These efforts are funded primarily by state and federal revenues sources.
Developing the Budget
Each year, the County of Sonoma goes through a collaborative development process to ensure the preparation of a balanced
budget for the coming fiscal year. All county departments compile and submit financial and program information to the
County Administrator’s Office where it is reconciled with other factors that may impact county operations. Examples of
such factors are: Board of Supervisors’ policy direction, available financing, state and federal policies, changes in the cost
of doing business, and capital asset needs. When the County Administrator is satisfied that the budget is a comprehensive
and sound plan, conforming to the constraints of available financing and policy, it is made available to the public and the
Board of Supervisors as the “Recommended Budget.” The budget document is provided at least two weeks before a series of
hearings by the Board of Supervisors.
The Board of Supervisors directs whatever modifications it sees fit to the Recommended Budget during their public
hearings and adopts the result as the Adopted Budget. Under state law, the Board of Supervisors has until October to adopt
the budget.
County of Sonoma Budget Cycle
Nov/
Dec
Jan Feb Mar Apr May Jun
Develop/Distribute Budget Instructions X
BOS Budget Policy Session(s) X X X X
Requested Budgets due to CAO X
CAO Budget Review with Depts. X X X X
Budget Hearings and Adoption X
Note: BOS = Board of Supervisors, CAO = County Administrator
County of Sonoma
FY 2011-2012 Adopted Budget
1
Overview

How to Locate Information in the Budget
The document is divided into tabbed sections. It covers a wide range of information from general overviews to specific data.
1. SEE THE BUDGET OVERVIEW IF YOU ARE LOOKING FOR:
• Preliminary budget assumptions for the coming fiscal year due to baseline trends, state budget indications, and
the current economic climate.
• A summary of accomplishments in the current year.
• Emerging “issues” or opportunities, as well as potential impediments that may impact the financial health of the
county organization (many of which are not addressed in the departmental budgets).
• Update of county financial policies that guide the formulation of a balanced budget, as well as management and
protection of assets, revenue, expenditures, and the county treasury.
• General organizational information about county government and demographic information about the citizens
and area we serve.
2. SEE THE DIFFERENT FUNCTIONAL AREA TABS FOR DEPARTMENT NARRATIVES IF YOU ARE
LOOKING FOR SPECIFIC INFORMATION ABOUT A PARTICULAR DEPARTMENTAL BUDGET.
County departments are grouped together under categories of similar service, which are marked by tabs. Check the
Table of Contents for a department listing and page numbers. All departments’ narratives include the following:
• An overview of the department’s functions.
• A selected listing of departmental accomplishments in the previous year and objectives for the coming year.
• A summary of anticipated budget expenses, revenues, and the "net cost" or use of fund balance as compared to
the prior year. Net cost is simply the expenses minus the departmental specific revenues in the budget. In the
county General Fund, the net cost of a departmental budget is financed by the county's general purpose revenues
(recorded in the Non-Departmental budget) and the available beginning balance of the General Fund for the
year. For any enterprises, special districts or special revenue funds' budgets, the net cost is financed by using
available beginning fund balances of those enterprises, districts or special revenue funds. A negative net cost
indicates that a contribution is anticipated to be made to the individual fund balance as a result of the budget (as
opposed to a use of available balances).
• A summary of recommended budget staffing levels, compared to the prior year’s funded staffing.
• A listing of key work requested and/or performed (actual and estimated) during the prior two years, as well as
work requested and/or anticipated to be performed in the upcoming year.
• A summary of financial and program changes and policy related matters reflected in the recommended budget.
• A summary of changes to the recommended budget approved by the Board of Supervisors during budget
hearings.
3. YOU CAN ALSO FIND DATA AND INFORMATION ON THE FOLLOWING TOPICS, MARKED BY
TABS IN THIS DOCUMENT:
• Financial Summaries – Provided by the Auditor, these cover the county budget as a whole and include total
reserves, an analysis of financing sources, and funding requirements.
• Capital Projects – Major improvements and/or repairs to county facilities costing $25,000 or more. This may
include anything from parking lot improvements to construction of new buildings for county use.
• State Financial Schedules – Provided by the Auditor, these cover summary level information in a format
required by the State of California for comparison purposes.
• Position Listings – A comprehensive list of county positions followed by a listing of annual salaries.
County of Sonoma
FY 2011-2012 Adopted Budget
2
Overview

SONOMA COUNTY FINANCIAL POLICIES
FOR FY 11-12 BUDGET DEVELOPMENT
Balanced Budget
• The budget must balance resources with expenditure appropriations. The County must live within its own means and
avoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from a
balanced budget is not permitted by the California State Government Code, which states: “In the recommended and
adopted budgets the budgetary requirements shall equal the available financing” (Government Code §29009).
• All County departments/agencies must submit recommended options for reducing their net county costs as part of their
annual budget submittal. These reduction options will be the primary source for balancing the County Administrator’s
recommended budget as submitted to the Board of Supervisors during difficult financial times. Reduction options will be
accompanied by each department’s analysis of the impact on services. Depending upon state budgetary impacts on
Sonoma County, additional reductions may be requested from the County departments.
• County departments and agencies will receive monthly reports that compare actual revenues and expenditures to budget.
Mid-year and third quarter reports of actual revenues and expenditures, with projections for the remainder of the year
compared to budget, will be submitted by departments to the County Administrator, and on to the Board with
recommendations, if necessary, for budget adjustments.
Long Range Planning
• Annual budgets will not be increased or changed to the point that ongoing operating costs become overly reliant on
cyclical or unreliable one-time revenues.
• Annual budgets will be compiled with long-term sustainability in mind, except as part of a Board approved plan in
response to unilateral state budgeting actions that may include reducing costs, over a specified number of years, to within
available ongoing revenues.
• Proposed new services, public facilities, significant technological changes, and major strategy changes should/will be
analyzed for their long term impacts on operations, funding, liability and maintenance before seeking Board approval.
New programs or services will generally not be recommended unless they further Strategic Plan goals, objectives, or
strategies; are provided with a reliable funding stream sufficient to finance their costs; and the Board can be assured that
the County can control both the quality and level of services provided.
• The County Administrator’s Office, in conjunction with the County Auditor-Controller, will submit a multi-year financial
projection and solicit budget policy direction prior to compiling the Recommended Budget.
• Budget growth will be based on 3 to 5 year projections of revenues to anticipate and minimize short-term fluctuations in
revenues.
• One-time funding sources (i.e. fund balance, cyclical increases to revenues, grants) will be used to fund one-time
expenditures (i.e. fixed assets, infrastructure, grant programs, Economic Uncertainty Reserves, and special one-time needs
programs). An exception to this policy will be when reducing ongoing costs in accordance with a Board approved multiyear
plan to reach a new reduced ongoing financing base as a result of state budgetary action. This plan will be called out
separately in the budget message.
County of Sonoma
FY 2011-2012 Adopted Budget
3
Overview

Minimum Fund Balance Policies
• Sonoma County will create and maintain a prudent level of financial resources to protect against the need to reduce
service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Funds
will be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allow
time for the County to respond to major actions of the State of California that materially affect the County’s financial
position. Consistent with best practice recommendations from the Government Finance Officers Association of the United
States and Canada, the County will strive to maintain total General Fund discretionary reserves equal to 5%-15% of
annual General Fund operating revenues. This range will be further subdivided into “traffic light” increments where 5-
10% represents the red light signaling that no further use of reserves should be made except in dire emergencies or where
almost immediate replenishment is assured. Further, priority should be given to increase reserve levels. The 10-15%
increment of the range represents the yellow light signaling that caution should be exercised in the use of reserves and
only for one-time costs. In addition, consideration should be given to increase reserve levels should resources become
available. Above 15%, a green light is given, adequate reserve levels have been achieved. Additional resources need not
be set aside at this time for economic uncertainties but used to further other Board goals.
• Fund balance, created as a result of actual revenue and expenditure deviations from the budget, will be used to achieve
and maintain the County’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budget
balancing will be managed judiciously, taking into account its volatility and past actual activity.
• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% of the levy. The County
Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use of funds in
excess of the established reserve to the Board of Supervisors for the purpose of balancing the budget.
Fund Balance Classifications
• Effective beginning in FY 2011-12, the three fund balance classifications previously used for accounting and tracking of
reserved, designated and unreserved/undesignated balances will be replaced with five new categories: nonspendable,
restricted, committed, assigned and unassigned. These changes are based on the Government Accounting Standards Board
(GASB) statement #54, issued to improve the usefulness and understandability of governmental fund balance
information. The statement provides more clearly defined categories to make the nature and extent of the constraints
placed on a government’s fund balance more transparent. The statement only impacts governmental fund types (General,
Special Revenue, Capital Projects and Debt Service). The following more clearly defines the new fund balance
classifications and examples of fund balance amounts that would generally be reported within these classifications.
� Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form or legally
or contractually required to be maintained intact. Examples include Inventory, prepaid amounts, long-term accounts
receivable and any other amounts that are not expected to be converted to cash.
� Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors or
laws/regulations of other governments) or restricted by law through constitutional provisions or enabling legislation.
The majority of the County’s Special Revenue Funds (i.e. Health & Human Services, Child Support Services, Road
Fund, etc.) and Debt Service Funds have restricted fund balances.
� Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposed by
formal action of the government’s highest level of decision making authority. An example of committed fund
balance is the Board of Supervisors’ commitment to use 75% of Transient Occupancy Tax (TOT) revenues to
provide funding to promote county economic development and tourism.
� Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes that are
neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetary
deficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body or
official to which the governing body has delegated the authority. General Fund carryover fund balance,
County of Sonoma
FY 2011-2012 Adopted Budget
4
Overview

Accumulated Capital Outlay (ACO) funds and Capital Project Funds are examples of balances that can be assigned
for specific purposes.
� Unassigned Fund Balance – a residual classification for the general fund. The total fund balance less restricted,
committed or assigned equals unassigned fund balance. The general fund is the only fund that should report a
positive unassigned fund balance amount. A negative fund balance is possible in other governmental funds.
Examples of unassigned fund balance include the general reserve fund and other discretionary general fund
economic uncertainty funds.
Asset Inventory/Protection
• Sonoma County will regularly assess the condition of its assets that support delivery of County services (i.e. public
facilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement.
• Assets with an initial cost of more than $5,000 to $100,000 will be capitalized as summarized in the table below:
Capital Asset Type Capitalization Threshold Depreciation/Amortization Period
Land All costs Non-Depreciable
Buildings $25,000 50 years
Building Improvements $25,000 50 years
Infrastructure $100,000 30-50 years
Software $100,000 7 years
Non-Amortizable Intangibles $5,000 Non-Amortizable
Machinery and Equipment $5,000 5 years
• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available. Capital
assets used in operations will be depreciated or amortized using the straight-line method over the lesser of the capital
lease period or their estimated useful lives.
• The Board requires all departments to certify a detailed listing of all fixed asset inventory within their possession no later
than December 15 of every other year.
• Capital replacement funds will be used to accumulate financial resources for future replacement of assets (mainly vehicles
and equipment) that will be retired from service.
Revenue Management
• Sonoma County will continue to advocate for more discretion over its revenue sources and to diversify and maximize
discretionary revenue sources in order to resist state erosion to local revenues and improve the County’s ability to manage
individual revenue fluctuations.
• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fair
share of all direct and indirect costs to the extent feasible and legally permitted.
• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests to the
Board of Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shall
include annual service improvement plans to identify efficiency and productivity measures taken or planned to minimize
the level of rate increases, while improving customer service. If permissible by law, fees and charges should cover all
costs of the services provided, unless otherwise directed by the Board, to provide for public benefit.
• Staff will use conservative but defensible estimates for major revenue sources and not unduly anticipate changes in
revenue trends.
County of Sonoma
FY 2011-2012 Adopted Budget
5
Overview

Expenditure Management & Control
• Sonoma County, in conjunction with employee groups, will consider temporary salary and benefit cost saving programs
(e.g. Mandatory Time Off, Voluntary Time Off) in lieu of service reductions or layoffs when the fiscal problem is of a
temporary nature where one can reasonably predict when the fiscal problem will end.
• Federal and state program reductions will not be backfilled with County discretionary revenues except by Board direction.
The Board typically does not backfill these programs due to their sheer size and magnitude on the County’s financial
position.
• Board policy direction is required prior to changing one-time expenses into ongoing expenses. In addition, departments
will not engage in internal cost shifting to the County General Fund.
Treasury Management
• Other than amounts held with trustees under bond indenture or other restrictive agreements, the County’s cash and
investments shall be invested by the County Treasurer. The Treasury Oversight Committee has regulatory oversight for
all monies deposited in the Treasury Pool. Such amounts are invested in accordance with investment policy guidelines
established by the County Treasurer and reviewed by the Board. The objectives of the policy are, in order of priority,
safety of principal, liquidity, and yield. The policy addresses the soundness of financial institutions in which the County
will deposit funds, types of investment instruments as permitted by the California Government Code, and the percentage
of the portfolio that may be invested in certain instruments with longer terms to maturity.
• Debt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit.
Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds,
certificates of participation) at lower interest rates.
• Sonoma County will not exceed its legal maximum debt amount. This amount calculated annually based on 2% of the
county’s total assessed valuation. Sonoma County currently has no debt applicable to the legal maximum debt, leaving a
100% debt margin.
County of Sonoma
FY 2011-2012 Adopted Budget
6
Overview

Other policies and methodologies that may be helpful for understanding the County’s budget:
Budgetary Amendments
After the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have the
authority to amend budgets for changes within a category (e.g., Services & Supplies). County Administrator approval is
required for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets within
the department.
Budgetary amendments that change total revenues or appropriations for a department require Board of Supervisors approval.
These include: (1) the appropriation of revenues not included in the adopted budget, (2) reductions to estimated revenues
and related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supported
by use of available fund balance or Appropriations for Contingencies, and (4) the transfer of monies or appropriations from
one fund or department to another.
The Accounting Basis Used in the Budget
The budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds,
Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrances
are included and appropriations for expenditures against prior year encumbrances are excluded.
Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues are
recognized when they become both measurable and available to finance current year obligations. Proprietary fund types
(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, but
revenues are also recognized when they are incurred or owed to the County.
The government-wide, proprietary and investment trust fund financial statements are reported using the economic resources
measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded
when liabilities are incurred, regardless of what the related cash flows take place. Nonexchange transactions, in which the
County gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and sales
taxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year for
which the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenues
from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been
satisfied.
For business-type activities and enterprise funds, the County has elected under GASB Statement No. 20, Accounting and
Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply
applicable GASB pronouncements as well as any applicable pronouncements of the Financial Accounting Standards Board,
the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless
those pronouncements conflict with or contradict GASB pronouncements.
Fund Types Used by the County
Governmental Fund Types:
• General Fund: The General Fund is the general operating fund of the County. All financial resources except for those
required to be accounted for in other funds are included in the General Fund.
• Special Revenue Funds: Special Revenue Funds account for the proceeds of specific revenue sources that are
restricted or committed to expenditure for specified purposes other than debt service or capital projects. Sonoma
County Special Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and
various other restricted and committed funds.
• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, or
assigned to expenditure for principal and interest.
• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, or
assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other
capital assets (other than those in Proprietary Fund Types).
County of Sonoma
FY 2011-2012 Adopted Budget
7
Overview

Proprietary Fund Types
• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to
private business enterprises, where the intent of the Board is that the costs (expenses, including depreciation) of
providing goods or services to the general public on a continuing basis are financed primarily through user charges or
(b) where the Board has decided that periodic determination of revenues earned, expenses incurred, and net income or
loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.
Internal Service Funds
• Internal Service Funds: Internal Service Funds (ISF) account for the financing of goods or services provided by one
department or agency to other departments or agencies of the County or other governmental units on a cost
reimbursement basis. A common use of these fund types is to account for the County’s self-insurance programs. The
following describes the funding and budgeting methodologies the County uses for some of the self-insurance programs.
The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish
charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary.
The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with
the intent of maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity.
Cash reserves above and below the 70% confidence levels for outstanding liabilities for individual insurance funds are
amortized on a rolling three-year basis, by decreasing or increasing rates by one-third of the difference, in accordance with
Board policy. The rolling three-year amortization policy was implemented to: 1) alleviate large fluctuations in rates caused
by changes in actuarial estimates or funding status; 2) facilitate long-term rate planning; and 3) provide consistent financial
policy for the internal service funds.
For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’s
estimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficient
appropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expense
for the Health ISF is based on mid-year projections multiplied by the actuarially estimated claims expense trend (expected
percent increase or decrease).
At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When this
information becomes available from the actuary during the budget year, the change in the total outstanding liability is posted
against the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This budgetary
figure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash revenue or
expenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% of the total
liability. The accrued benefit adjustment for the County Health Plan is budgeted using the most recent 1-year trend and 10%
of the total liability. The total liability is based on the prior year estimate of total liability projected forward using the most
recent claims expense trend.
Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basis
because expenditures and use of cash reserves are related to past years’ claims experience, as well as the fiscal year for
which the budget is presented. Claims payments fluctuate depending on year of settlement, rather than occurrence of the
claim, so payments may be made in excess of a current year's expected claims costs. In addition, actuarial estimates of total
liability may vary substantially from year to year, depending on claims history, population changes, legislation, and other
factors.
County of Sonoma
FY 2011-2012 Adopted Budget
8
Overview

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS
ELECTIVE OFFICERS
Auditor-Controller-Treasurer-Tax Collector ............................................... Donna M. Dunk
Board of Supervisors ....................................................................................... Valerie Brown, District One
David Rabbitt, District Two
Shirlee Zane, District Three
Mike McGuire, District Four
Efren Carrillo, District Five
County Clerk-Recorder-Assessor .................................................................. Janice Atkinson
District Attorney .............................................................................................. Jill Ravitch
Sheriff-Coroner ............................................................................................... Steve Freitas
APPOINTIVE OFFICERS & DEPARTMENT HEADS
Agricultural Commissioner-Sealer of Weights & Measures ....................... Vacant
Agricultural Preservation &
Open Space District General Manager............................................. Bill Keene
Child Support Services Director ............................................... ..................... Julie Paik
Community Development Commission Director .......................................... Kathleen Kane
County Administrator ..................................................................................... Veronica A. Ferguson
County Counsel................................................................................................ Bruce Goldstein
Economic Development Director ................................................................... Ben Stone
Fair Manager ......................................................................... .......................... Tawny Tesconi
Fire & Emergency Services Director ................................... .......................... Mark Aston
General Services Director ............................................................................... Jose Obregon
Health Services Director ................................................................................. Rita Scardaci
Human Resources Director ............................................................................ Wendy Macy
Human Services Director ................................................................................ Jo Weber
Information Systems Director ........................................................................ Ken Hightower (Interim)
Permit & Resource Management Director ................................................... Pete Parkinson
Probation Officer, Chief ................................................................................. Robert Ochs
Public Defender ............................................................................................... John Abrahams
Regional Parks Director ................................................................................. Caryl Hart
Sonoma County Library Director .................................................................. Sandra Cooper
Transportation & Public Works Director ........................... .......................... Philip Demery
U.C. Cooperative Extension Director .................................. .......................... Stephanie Larson
Water Agency General Manager ................................................................... Grant Davis
County of Sonoma
FY 2011-2012 Adopted Budget
9
Overview

COUNTY OF SONOMA
CHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS
E L E C T O R A T E
STATE
JUDICIAL
COUNCIL
Local Agency
Formation
Commission
BOARD OF
SUPERVISORS*
(Five Supervisors)
LAFCO
Exec. Officer
COUNTY
ADMINISTRATOR
(CLERK OF THE BOARD)
County of Sonoma
FY 2011-2012 Adopted Budget
SUPERIOR
COURT JUDGES
SHERIFF -
CORONER
DISTRICT
ATTORNEY
COUNTY CLERK-
RECORDER-ASSESSOR
AUDITOR-CONTROLLER
TREASURER-TAX COLLECTOR
GRAND
JURY
COURT
EXECUTIVE
OFFICER
CHIEF
PROBATION
OFFICER
PUBLIC
DEFENDER
DIRECTOR FIRE &
EMERGENCY
SERVICES
GENERAL
SERVICES
DIRECTOR
INFORMATION
SYSTEMS
DIRECTOR
10
ECONOMIC
DEVELOPMENT
DIRECTOR
DIR. OF PERMIT
& RESOURCE
MGMT.
GENERAL MGR.
SONOMA COUNTY
WATER AGENCY*
DIRECTOR OF
TRANSPORTATION
& PUBLIC WORKS
COMMUNITY
DEVELOPMENT
DIRECTOR*
DIRECTOR
CHILD SUPPORT
SERVICES
DIRECTOR
HEALTH
SERVICES
DIRECTOR
HUMAN
SERVICES
University of
California
UC COOPERATIVE
EXTENSION
DIRECTOR
AGRICULTURAL
COMMISSIONER-
SEALER
GENERAL MGR.
AGRICULTURE PRES.
& OPEN SPACE*
DIRECTOR
REGIONAL
PARKS
HUMAN
RESOURCES
DIRECTOR
Civil Service
Commission
IHSS PUBLIC
AUTHORITY
MANAGER*
COUNTY
COUNSEL
Legend
ELECTED
OFFICIALS
Board of
Retirement
Fair
Board
Library
Joint Powers Agency
Commission
APPOINTED
OFFICIALS
RETIREMENT
ADMINISTRATOR
COUNTY
FAIR
MANAGER
LIBRARY
DIRECTOR
Commission or Board with
Separate Appointing Authority
Administrative Coordination
Administrative Reporting Relationships
*Board of Supervisors sit as Board of Directors for the Water Agency, Ag Pres Open Space District, and IHSS Public Authority and also Commissioners of the Community Development Commission .
County Overview

Sonoma County, California
You are welcome to attend the meetings of the Board of Supervisors, held most Tuesdays at 8:30 a.m. For
specific dates and times of meetings please visit the Board’s Website at http://supervisors.sonoma-county.org/
County of Sonoma
FY 2011-2012 Adopted Budget
Mike McGuire
Fourth District
Shirlee Zane
Third District
Board of Supervisors
Efren Carrillo
Fifth District
Supervisors’ Chambers
Sonoma County Administration Building
575 Administration Drive, Room 102A
Santa Rosa, CA 95403
Phone (707) 565-2241
11
Valerie Brown
First District
David Rabbitt
Second District
Overview

County Overview
Sonoma County, California, is a special place.
Its environments range from the surf-pounded cliffs of the coast to the golden Mayacamas Mountains, from
the cool stillness of redwood forests to the muddy marshes that feed San Francisco Bay. From the vineyards of
the Alexander Valley to high-tech Telecom Valley, the economy is strong and equally diverse.
This informational brochure offers an overview on the County of Sonoma, including population
characteristics, environment, and the various services and facilities provided to citizens.
Governance
County government functions as a local government body to
serve the needs of its residents. As geographical and political
subdivisions of the state, counties serve a dual role, providing
municipal services in unincorporated areas and acting as
administrative agents for state and federal government programs
and services. As a general-law county, Sonoma County is bound
by state law as to the number and duties of county elected
officials. Districts that are approximately equal in population
elect members of the Board of Supervisors. Boundaries are
adjusted every ten years following the federal census.
The Board of Supervisors establishes policies and sets priorities for all activities
within its jurisdiction. In addition, they oversee the functions and activities of the
many branches of county government that provide county-wide service including
health and welfare programs, elections, and public protection programs. The Board
of Supervisors also acts as the governing body that provides municipal services to
the unincorporated areas of the county such as fire protection and law enforcement,
land use regulations, road maintenance, parks, and lighting and water utilities.
The Board of Supervisors appoints the County Administrator, who assists the Board
in managing, directing, and coordinating the operations of all county departments.
The County Administrator also prepares the county budget and makes
recommendations to the Board to promote economy and efficiency in county
government operations.
County of Sonoma
FY 2011-2012 Adopted Budget
Bodega Bay
12
Hood Mountain Regional Park
The Board of
Supervisors
The County
Administrator
Overview

Population
Population Growth Fueled by job growth and quality of life, Sonoma County has continued a modest
growth rate, reaching an estimated 493,285 residents by 2010. 1 Since 2000, the
population has increased by 34,671 residents, or 7.6%. A majority of these
residents, 69%, live within the boundaries of Sonoma County’s nine cities. The
City of Santa Rosa has led this growth in total population gain, adding 15,841
residents, or 10.7%, to attain its current population of 163,436.
Race/Ethnicity % of Total (2010)
White
Hispanic
Asian
Black
American Indian
Other
1 Source: Sonoma County 2011 Economic & Demographic Profile
2 Source: Sonoma County 2011 Economic & Demographic Profile
County of Sonoma
FY 2011-2012 Adopted Budget
Total
100.0%
Source: US Census Bureau, Population Estimates Program
Between 1990 and 2000, Sonoma
County’s population increased by
70,392 persons, with an average
annual growth rate of 1.9%. From
2000 through 2010, population in
Sonoma County grew by 34,671
persons at an average annual rate of
0.7%. The population in 2015 is
projected to increase to 519,042
residents. 2
65.9%
24.3%
4.7%
1.6%
1.0%
2.5%
Age Groups % of Total (2010)
0-9 yrs. 13.4%
10-19 yrs. 13.5%
20-29 yrs. 14.8%
30-39yrs. 11.1%
40-49 yrs. 12.9%
50-59 yrs. 14.9%
60-69 yrs. 10.9%
70-79 yrs. 4.7%
80+ 3.7%
Total 100%
13
Overview

Cities Sq. Miles 1990 Population % of County 2010 Population % of County
Cloverdale 2.45 4,924 1.3% 8,636 1.8%
Cotati 1.86 5,714 1.5% 7,476 1.5%
Healdsburg 3.87 9,469 2.4% 11,931 2.4%
Petaluma 13.66 43,166 11.1% 58,401 11.8%
Rohnert Park 6.45 36,326 9.4% 43,398 8.8%
Santa Rosa 40.63 113,261 29.2% 163,436 33.1%
Sebastopol 1.86 7,008 1.8% 7,943 1.6%
Sonoma 2.60 8,168 2.1% 10,078 2.0%
Windsor 6.67 - 0.0% 26,955 5.5%
Incorporated Total 80.05 228,036 58.7% 338,254 68.6%
Unincorporated 1499.95 160,186 41.3% 155,031 31.4%
County Total 1580.00 388,222 100.0%* 493,285 100.0%*
Source: U.S. Census, California Department of Finance
*Note: 100% shown in table; total of 100.1% and 99.9% respectively due to rounding.
Source: California Department of Justice
Education Completed
(25+years)
Less than 9 th grade
9 th -12 th grade, no diploma
High school diploma/GED
Some college, no degree
Associates degree
Bachelor’s degree
Graduate or professional degree
Total
Source: US Census, American Community Survey 2009
% of Total (2009)
7.8%
6.0%
19.1%
25.3%
9.2%
20.5%
12.1%
100.0%
Based on the five-year trends outlined in the table
to the left, Sonoma County is becoming safer.
However, in 2009 the county has seen a slight
increase in the number of total larceny-theft crimes
as well as a slight increase in property crimes. In
2009 Sonoma was lower in each crime rate than the
state wide rate per 100,000 residents.
The percentage of Sonoma County
residents over the age of 25 with college
degrees has risen over the past five years.
According to the US Census, more than
32% of Sonoma County residents over 25
years of age possessed a bachelor’s degree
or higher education in 2009.
Historical Turnout of Registered Voters
Year Registered Voters Total Ballots Cast Registered Voters that Voted
1998 234,559 162,310 69.2%
2000 248,179 198,562 80.0%
2002 232,808 149,663 64.0%
2004 248,997 222,538 89.4%
2006 234,891 177,328 75.5%
2008 248,122 231,817 93.4%
2010 248,527 186,920 75.2%
%
Source: Sonoma County Registrar of Voters
Note: All yearly data obtained from November election results
County of Sonoma
FY 2011-2012 Adopted Budget
14
Overview

Economics and Employment
Median Household Income
1979 (from 1980 Census) $20,607
1989 (from 1990 Census) $36,299
1999 (from 2000 Census) $53,076
2009 (Census Estimate) $62,386
Source: US Census, American Community Survey 2009
Percent Below Poverty Line
Sonoma Co. California
2004 8.1% 13.3%
2005 9.1% 13.3%
2006 9.9% 13.1%
2007 8.9% 12.4%
2008 10.4% 13.3%
2009 9.3% 14.2%
Source: US Census, American Community Survey 2004-2008
Per Capita Personal Income
Sonoma Co. California
2004 $40,400 $36,904
2005 $42,345 $38,767
2006 $45,960 $41,567
2007 $47,929 $43,402
2008 $47,755 $43,852
Source: US Department of Commerce, Bureau of Economic
Analysis
Unemployment Rates
Sonoma Co. California
2003 5.50% 6.80%
2004 5.00% 6.20%
2005 4.50% 5.40%
2006 4.00% 4.90%
2007 4.30% 5.30%
2008 5.70% 7.20%
2009 9.70% 11.40%
Source: Bureau of Labor Statistics
3 Source: US Census, American Community Survey 2008
4 Source: U.S. Department of Commerce
County of Sonoma
FY 2011-2012 Adopted Budget
The U.S. Census reports that 10.4% of all families in
Sonoma County lived below poverty level in 2008.
Even with this poverty rate the median household
income for Sonoma County residents outperformed
California and the United States as it has done for
over the past 10 years. 3
The percent of Sonoma County’s population that lives
below the poverty line has continued to remain well
below California’s average. Recent data provided by
the US Census reveals that the percent of Sonoma
County residents who live below the poverty line
increased in 2008, following the general statewide
trend, but fell 1.6 percent in 2009. Official poverty
calculations assume that a family earning a given
income is equally well-off anywhere in the country;
however, due to the above-average costs of living in
Sonoma County, the Public Policy Institute of
California estimates the adjusted poverty rate for
Sonoma County is significantly higher.
According to the U.S. Department of Commerce,
Bureau of Economic Analysis, the per capita income
in Sonoma County as of 2008 was $47,755, 9% over
California’s average per capita income of $43,852 and
19% over the national per capita income of $40,166.
Sonoma County’s per capita income ranks twelfth out
of California’s 58 counties. 4
While unemployment rates for Sonoma County have
increased over the past few years, the County has
consistently maintained a level lower than the
California average unemployment rate. Between 2008
and 2009, employment levels in Sonoma County
decreased by 13,300 jobs, representing a 5.4%
decrease. Statewide employment decreased by
approximately 774,000 jobs, representing a 4.6 %
decrease. Despite the noted job losses Sonoma County
remains below the state unemployment rate.
15
Overview

Projections from the State of California’s Employment Development Department show that the Professional and
Business Services Industry will post the greatest amount of growth in jobs from 2006-2016, with growth of
approximately 6,600 jobs. This sector includes administrative and support services, management of companies
and enterprises, and scientific/technical services. Total employment is expected to increase 13.2% during this time
frame. 5 In addition, the county remains an attractive option for small and medium sized businesses and
corporations looking for new or expansion sites.
Percent of Employment by Industry, 2008
Trade, Trans. & Utilities
(18%)
Government (17%)
Education & Health Services
(14%)
Manufacturing (11%)
Leisure & Hospitality (11%)
Professional & Business
Services (11%)
Construction (6%)
Financial Activities (4%)
Other Services (3%)
Farm (3%)
Information Services (2%)
Trade, Transportation, and Utilities
is the largest employing sector
followed by Government and
Education & Health Services. The
Trade, Transportation, and Utilities
industry includes wholesale trade,
grocery stores, and more. This
industry will continue to increase
total employment through 2016,
along with all other major
industries in Sonoma County.
Agriculture and Agriculture and tourism are two major drivers of the Sonoma County economy.
Tourism Agricultural production reached $653.2 million in 2009, with the two largest
categories being wine grapes ($416.5 million) and livestock and poultry products
($91.1 million). Total grape tonnage increased 26% in 2009 to 212,700 tons. 6
Demographic trends suggest healthy long-term prospects for the Sonoma County
wine industry. The easing of drought conditions will set the stage for a second
consecutive year of increased wine grape production in 2010. 7
5 Source: Employment Development Department
6 Sonoma County Agricultural Crop Report 2009
7 Sonoma County Economic Development Board, Wine Industry Insider 2010
8 California Travel & Tourism Commission
The tourism industry generates over $1.3 billion
annually driven by the diversity of natural beauty and
recreation opportunities in the county. More than 7
million visitors come to the county each year, which
generates close to 17,000 jobs from visitor spending.
Occupancy rates in Sonoma County hotels dropped to
56% in 2009. 8 Tourism marketing is supported by a
non-profit agency formed in 2005, the Sonoma
County Tourism Bureau.
16

The Environment and Other Resources
Source: Sonoma County Water Agency
Efforts to conserve and recycle water have increased
in recent years. From 1998 to 2008, water
conservation and recycling increased from 3.7% to
19%. In 2008, 17,536 acre-feet of water were
recycled, which is equal to 5.7 billion gallons of
water. Over the last 12 years, total water usage has
increased by just 6 percent, while the county
population has increased by 13.5%.
Air Quality Levels, 2008 (by Days) Air quality in Sonoma County was classified to be of
Good 254
Moderate 11
Unhealthy for Sensitive Groups 0
Unhealthy 0
Source: Environmental Protection Agency
Source: Pacific Gas & Electric
17
“good” quality for 254 days of the 265 days monitored
in 2008. The remaining 11 days were classified as
“moderate.” Sonoma County had no days where the
air quality was “unhealthy for sensitive groups.”
Sonoma County continues to lead the way
in total installed renewable energy,
demonstrating more capacity than many
nearby and comparable counties. Unique
incentive programs in Sonoma County, such
as the Sonoma County Energy
Independence Program (SCEIP), have
helped bolster the existing California Solar
Incentive and Self-Generation Incentive
Program rebates. Furthermore, PG&E’s
recent 500mw initiative and power purchase
agreement, which allows utility companies
to purchase excess energy from small
producers, has also created a favorable
environment for the installation of
renewable energy.

Land Use
Sonoma County encompasses over one million acres of land and water, rich in scenic
beauty with an array of parks, recreational facilities, campsites and lakes. Open space
and agricultural land accounts for a great majority of Sonoma County acreage. The
county has approximately 123,070 acres of surface water area, of which 8,580 are bay
waters.
Type of Use % of Total Acres
Commercial & Industrial 5.05%
Residential 25.84%
Agricultural* 60.96%
Government 8.00%
Recreation 0.02%
Other 0.13%
*Includes active and inactive agricultural lands, agricultural preserves, and open space
contracts.
Source: Sonoma County Assessor’s Office
Roadways in Maintained by: Bridges Road/Highway Miles
Sonoma County City 51 942
County 327 1,382
State 200 227
Federal 0 7
Sonoma County Regional Parks
Number of Parks 49
Developed Acreage 519
Undeveloped Acreage 8,336
Trails (miles) 110
Park Users (Annual) 4,958,390
Vet/Community Buildings. 8
Events (Annual) 4,145
Attendance 387,500
Source: Sonoma County Regional Parks
Source: Sonoma County Transportation and Public Works, CalTrans
West County/Joe Rodota Regional Trail

Principal Taxpayers
(Amounts in Thousands)
Total Taxes Percentages
Geysers Power Co LLC $ 13,949
1.77
Pacific Gas and Electric Company 7,904 1.00
Pacific Bell 1,639 0.21
Agilent Technologies 1,392 0.18
Simi Real Estate LLC 953 0.12
SC Sonoma Development LLC 875 0.11
EMI Santa Rosa LTD 867 0.11
Varenna at Fountaingrove LLC 853 0.11
Silverado Sonoma Vineyards LLC 842 0.11
Constellation Wines US Inc 821 0.10
Total taxes of 10 largest taxpayers $ 30,094
4
Total taxes of all taxpayers $ 788,486
100.00
Source: Auditor-Controller/Treasurer–Tax Collector, June 2011
Top Ten
Taxpayers
4%
Principal Taxpayers
19
All Others
96%

HEALTH CARE EMPLOYMENT
Employer Nature of Enterprise
Kaiser Permanente Health Maintenance Organization 2,686
St. Joseph's Health System Private Non-Profit Hospital 2,310
Sutter Medical Center Public Non-Profit Hospital 1,197
RETAIL EMPLOYMENT
Safeway Food Stores 1,200
WalMart Discount Stores 650
Lucky Food Stores 552
Hansel Dealer Group Auto Dealership 450
The Home Depot Home Improvement Stores 392
G&G Supermarket Food Stores 350
MANUFACTURING EMPLOYMENT
Agilent Technologies Electronic Instruments 1,100
Amy's Kitchen Natural Frozen Foods 900
Medtronic Surgical Devices 800
OTHER EMPLOYMENT
Major Employers
2011
River Rock Entertainment Authority Casino 660
Kendall Jackson Wine Estates Winery 640
AT&T Telephone Utility 597
Wells Fargo Banking 519
PG&E Electric & Gas Utilities 500
Korbel Winery 426
Petaluma Acquisitions Poultry Processing 425
Exchange Bank Banking 415
Note: Excludes Government, Non-Profit, & Education Employment
Source: Sonoma County Economic Development Board, Local Economic Report - Spring 2011
20
Number of
Employees

WHERE DOES YOUR PROPERTY TAX DOLLAR GO?
Distribution of the 2011-12 Property Tax Dollar
Total Prop 13 Tax Levy: $655.0 Million
County
$190.9M,
29%
*Redevelopment
Agencies
$51.9M,
8%
Schools
$313.7M,
48%
Cities
$58.4M,
9%
Special Districts
$40.1M,
6%
*Pursuant to California Law, redevelopment agencies are established for the purpose of
eliminating blight that hinders private development and growth within a community.
21

FINANCIAL SUMMARIES
This section contains a number of different summary level presentations of the total Recommended Budget information. It
shows the use of fund balance for each of the major fund groups (such as the General Fund or Special Revenue Funds), total
financing sources by type (such as taxes or monies from other governments), total financing uses by groups of functions or
services (such as Administration and Fiscal Services or Justice Services), and total financing uses by types of expenditures
(such as salaries and benefits or fixed assets).
In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget.
For more information on individual departmental budgets, see the following sections of this budget document which are
grouped according to similar functions or types of services.
For financial summaries presented in the required State of California schedule format, see the section labeled "State
Financial Schedules" toward the end of the document.
CHANGES IN FUND BALANCES
Total Adopted Total Adopted Estimated
Estimated Available Fund Financing Sources Financing Uses Available Fund
Balance/Retained (Revenues & Use of (Expenditures & Balance/Retained
Earnings Fund Balance/Net Increases to Fund Earnings
Description June 30, 2011 Assets*) Balance/Net Assets) June 30, 2012
General Funds 92,785,503 368,797,829 387,137,394 74,445,938
Special Revenue Funds 166,799,534 378,423,884 428,077,829 117,145,589
Debt Service Funds 9,624,537 3,520,000 3,521,400 9,623,137
Subtotal - County Operating 269,209,574 750,741,713 818,736,623 201,214,664
Capital Projects 315,895 33,635,388 33,951,283 0
Subtotal County Funds 269,525,469 784,377,101 852,687,906 201,214,664
Less: Operating Transfers 0
(84,068,082) (84,068,082) 0
Total County Funds 269,525,469
700,309,019 768,619,824 201,214,664
Enterprise Funds 11,112,771 98,548,421 107,158,338 2,502,854
Internal Service Funds 76,715,061 41,228,967 58,824,646 59,119,382
Special Districts 226,981,743 226,037,865 285,004,423 168,015,185
Grand Total 584,335,044 1,066,124,272 1,219,607,231 430,852,085
*Use of fund balance/net assets included in this column is limited to the amount needed to finance increases to fund balance/
net assets.
All other uses of fund balance/net assets are determined based on the excess of Financing Uses over Financing Sources
and reflected as a decrease to the estimated ending fund balance.
County of Sonoma
FY 2011-2012 Adopted Budget
23
Financial Summaries

Description
Financing Sources:
COUNTY OF SONOMA
COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY
FY 2009-10 THROUGH FY 2011-12
Taxes 280,779,885 277,758,299 287,110,140 287,710,140
Licenses/Permits/Franchises 15,967,316 16,760,509 16,804,451 16,804,451
Fines/Forfeitures/Penalties 17,868,690 19,794,646 12,878,238 14,780,835
Use of Money/Property 31,614,469 25,531,709 22,992,632 23,021,086
Intergovernmental Revenues 420,340,871 447,115,902 451,326,888 457,092,990
Charges for Services 203,163,277 129,760,013 127,252,609 127,604,679
Miscellaneous Revenues 62,178,618 67,844,822 80,790,457 80,595,221
Other Financing Sources 67,597,015 121,497,176 56,050,648 56,893,541
Use of Fund Balance/Net Assets 86,268,922 57,509,267 153,146,475 155,104,288
Total Financing Sources 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231
Uses of Financing by Function:
Administrative & Fiscal Services 157,763,155 138,130,971 157,163,638 153,051,346
Justice Services 215,273,574 209,989,890 201,217,437 208,858,789
Health & Human Services 298,824,654 307,843,996 303,717,450 305,336,951
Development Services 345,123,165 402,747,863 425,358,158 429,518,596
Other County Services 68,998,502 50,328,066 87,670,701 87,788,937
Capital Projects 32,529,488 19,756,822 31,603,825 33,431,283
Increase to Fund Balance/Net Assets 67,266,525 34,774,735 1,621,329 1,621,329
Total Financing Uses 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231
Uses of Financing by Type:
Actual
2009-10
Estimated
2010-11
Recommended
2011-12
Adopted
2011-12
Salaries & Benefits* 493,636,178 466,523,348 464,208,144 471,474,177
Services & Supplies 403,064,958 433,675,377 438,024,515 441,184,476
Other Charges 1
264,576,530 273,783,313 316,136,763 317,309,240
Fixed Assets 97,757,160 90,181,292 113,132,765 114,974,869
Operating Transfers 63,682,460 60,938,592 67,592,930 68,435,823
Reimbursements (204,204,748) (196,304,314) (198,129,608) (198,969,569)
Appropriations for Contingencies 0 0 5,765,700 3,576,886
Increase to Fund Balance/Net Assets 67,266,525 34,774,735 1,621,329 1,621,329
Total Financing Uses 1,185,779,063 1,163,572,343 1,208,352,538 1,219,607,231
*Total Permanent Positions (FTE) 4,042 3,805 3,604 3,657
1 The FY 11-12 increase in Other County Services is from $35 million in new appropriations for Open Space
land acquisitions, financed by voter approved Open Space sales tax revenues.
County of Sonoma
FY 2011-2012 Adopted Budget
24
Financial Summaries

Miscellaneous
Revenues
7%
($80.6)
Charges for
Services
10%
($127.6)
Other Financing
Sources
5%
($56.9)
County of Sonoma
FY 2011-2012 Adopted Budget
County of Sonoma
FY 2011-2012 Funding Sources
(In Millions)
Use of Fund
Balance/Net Assets
13%
($155.1)
Total Budget $1.2 Billion
25
Taxes
24%
($287.7) Licenses/Permits/
Franchises
1%
($16.8)
Intergovernmental
Revenues
37%
($457.1)
Fines/
Forfeitures/
Penalties
1%
(14.8)
Use of Money/
Property
2%
($23.0)
Financial Summaries

County of Sonoma
FY 2011-2012 Adopted Budget - All Funds
$1.2 Billion
These Functions correspond to the groups of departmental budgets located in the
tabbed sections of this document. This total includes all budgets recommended by
the County Administrator.
Administrative &
Fiscal Services
13%
Justice Services
17%
Development
Services
35%
Other County
Services
7%
Capital Projects
3%
Health & Human
Services
25%
*Administrative Support & Fiscal Services also includes Non-Departmental, which
contains revenues and expenditures not allocated directly to departments, and Risk
Management, the Couty's self-insurance funds, which are already reflected in
department charges. Without these budget units, Administrative & Fiscal Services
would represent 6.6% of the total.
The next few pages provide a closer look at the county General Fund only. The
General Fund accounts for a little under a third of the total budget recommended by
the County Administrator.
County of Sonoma
FY 2011-2012 Adopted Budget
26
Financial Summaries

County of Sonoma
FY 2011-2012 General Fund Financing Sources
(In Millions)
Other*
10.0%
State/Federal
24.8%
County of Sonoma
FY 2011-2012 Adopted Budget
$95.6
$38.8
Charges for Services
10.2%
$39.4
$18.1
Use of Prior Year*
Fund Balance
4.7%
$194.0
Total Adopted Budget $385.9 Million
(Excludes General Reserve Fund and
Accumulated Capital Outlay (ACO) Funds)
*Other - Includes Licenses/Permits/Franchises ($9.9),
Fines/Forfeitures/Penalties ($12.1), Use of Money/Property ($6.3)
Miscellaneous Revenues ($5.7), and Other Financing Sources ($4.8)
Taxes
50.3%
*Use of Prior Year Fund Balance - Includes $10 million carryover fund
balance and $8.1 million in assigned balances such as Information Systems
Replacement and rebudgets of Tobacco Settlement Funding for projects
approved in prior years.
27
Financial Summaries

TAXES (50.3% OF TOTAL):
GENERAL FUND - FINANCING SOURCES (REVENUES)
Sonoma County’s largest General Fund revenue source is from Taxes. Tax revenues are derived mainly from
our local share of Property Taxes and Sales Tax. Property Taxes, which are regulated by the State of
California and locally administered and distributed by the county, are based on one percent of property value.
Property Taxes can increase, or decrease, annually based on the California Consumer Price Index (CCPI), but
are limited to a two percent maximum increase per year unless the property is sold or construction occurs, in
which case the property value for taxation purposes is adjusted to market value. Property values may also be
temporarily reduced due to declines in the real estate market, as has been the case for the last 4 years.
Total tax revenues are projected to increase by $1.0 million (0.5%) to $194.0 million in FY 2011-2012. The
projected increase is primarily related to sales and transient occupancy taxes. The increase in local sales and
transient occupancy tax revenues is based on recent financial forecasts that indicate consumer spending is
likely to increase slightly during FY 2011-2012.
INTERGOVERNMENTAL REVENUES (24.8% OF TOTAL):
Sonoma County’s second largest General Fund revenue source is from Intergovernmental Revenues. These
revenues, received primarily from state and federal government agencies, help finance a variety of programs,
including Public Protection.
Intergovernmental Revenues are projected to increase by $5.1 million (5.7%) to $95.6 million in FY 2011-
2012. Projected increases of $1.3 million in state funding for court security, $2.3 million in Prop 172 statewide
sales tax revenues that provide dedicated funding for public safety and a $3.5 million mitigation payment from
the Dry Creek Rancheria are primarily responsible for the increased revenue. The projected increases are
somewhat offset by decreased contract revenue of $1.7 million from the City of Santa Rosa and Town of
Windsor for Animal Care and Control now part of the Department of Health Services, a Special Revenue Fund.
ALL OTHER REVENUES/FINANCING SOURCES (24.9% OF TOTAL):
In the General Fund, the remaining revenues and financing sources include Licenses/Permits/Franchises
(mainly building and planning permits), Fines/Forfeitures/Penalties, Use of Money & Property (mainly interest
earnings), Charges for Services, Use of Prior Year Reserves & Designations (fund balance), Miscellaneous
Revenues, and Other Financing Sources.
Other Revenues/Financing Sources are projected to decrease by $16.0 million (14.2%) to $96.3 million in FY
2011-2012. Fines/Forfeitures/Penalties are projected to decrease by $4.9 million as a result of less reliance on
the one-time use of additional property tax delinquency penalties (Teeter). Licenses/Permits/Franchises are
projected to decrease by $2.6 million due to the shift of Animal Care & Control to the Department of Health
Services as well as certain permit revenues now being recorded in the Hazardous Materials Fund, both Special
Revenue Funds. Other Financing Sources are projected to decrease by $4.5 million primarily as a result of $2.5
million in debt proceeds that were budgeted in FY 2010-2011 but not in FY 2011-2012 as well as reduced
transfers of $2.0 million from other Funds. Use of Money & Property are projected to decrease by $2.4 million
due to historically low interest rates.
County of Sonoma
FY 2011-2012 Adopted Budget
28
Financial Summaries

Justice Services
52.1%
County of Sonoma
FY 2011-2012 General Fund Appropriations
(In Millions)
$201.1
Other*
2.9%
$11.1
Capital Projects
1%
$3.9
Health & Human
Services
13%
Total Adopted Budget $385.9 Million
(Excludes General Reserve Fund and
Accumulated Capital Outlay (ACO) Funds)
Development
Services
7.8%
Administration &
Fiscal Services
23.2%*
*Other - Includes General Government Transfers ($5.0), Other County Services
($5.8), and Increases to Fund Balance ($0.3)
*Administration and Fiscal Services - Includes all expenditures for departments that
serve all others like Auditor-Controller/Treasurer-Tax Collector, Human Resources,
and Information Systems, as well as expenditures serving the entire organization but
budgeted centrally as opposed to included in individual departmental budgets.
Without the latter the total share of General Fund would be 20.3%.
County of Sonoma
FY 2011-2012 Adopted Budget
29
$50.3
$89.5
$30.0
Financial Summaries

JUSTICE SERVICES (52.1% OF TOTAL):
GENERAL FUND – APPROPRIATIONS
The primary purpose of Justice (public safety) Services is to provide a lawful and secure environment for
persons and property. These services are mainly from the Sheriff, District Attorney, Probation, and the Public
Defender. Funding of Justice Services programs continues to be one of the highest priorities for the Board of
Supervisors.
Justice Services’ appropriations are projected to decrease by $5.0 million (2.4%) to $201.1 million in FY 2011-
2012. An overall reduction of 2.5% in available general fund resources and the need to address the continuing
structural deficit resulted in decreases in staffing and related appropriations for many Justice Services
programs, including $1.0 million in reductions to the Sheriff’s Department, $2.4 million for the Probation
Department and $1.1 million for the Office of the District Attorney. The overall percentage of budget cuts to
public safety departments was less severe than the prior year, commensurate with the Board of Supervisors
priority to preserve public safety.
ADMINISTRATION & FISCAL SERVICES (23.2% OF TOTAL):
Administration and Fiscal Services departments, which provide external and internal services to the public and
all the other county departments and other agencies, include the Board of Supervisors, County Administrator,
County Counsel, Information Systems (technology and communications services), Human Resources, General
Services (architectural and real estate management, facilities maintenance, fleet, purchasing, utilities, etc.),
County Clerk/Recorder/Assessor (elections, recording services, property assessments, etc.) and the Auditor-
Controller-Treasurer-Tax Collector (accounting, auditing, payroll, tax collection, treasury services, etc.).
Administration & Fiscal Services appropriations are projected to increase by $1.4 million (1.6%) to $89.5
million in FY 2011-2012. The appropriation increases are primarily found in Non-Departmental which contains
costs not allocated directly to departments (e.g. professional development, tuition/textbook etc). Appropriation
decreases are spread throughout this entire group of departments, which rely heavily on general fund
discretionary revenues to finance their budgets and exclusive of Non-Departmental decreased 10% due to
reduced general fund support.
ALL OTHER APPROPRIATIONS (24.7% OF TOTAL):
All Other Appropriations include Development Services (planning and permitting, parks, emergency services,
etc.), general fund support of Health and Human Services programs, General Government Transfers
(contributions to reserves, Road Fund, Capital Projects, etc.), Other County Services (agricultural protection)
and Provisions for Reserves/Designations.
Other Appropriations are projected to decrease by $6.3 million (6.2%) to $95.3 million in FY 2011-2012. The
most significant decreases in this category include $4.2 million in reductions for Development Services, $1.5
million for Permit and Resource Management Department, $1.4 million for the Regional Parks Department and
$1.3 million due to the transition of the Hazardous Materials Fund to a Special Revenue Fund. Other County
Services saw a decline of $3.4 million primarily due to the transition of Animal Care and Control to Health
Services and a reduction of $2.4 million in general fund support to Health Services program. These reductions
are somewhat mitigated by a $3.9 million increase in contributions to Capital Projects.
County of Sonoma
FY 2011-2012 Adopted Budget
30
Financial Summaries

SPECIAL REVENUE FUNDS:
ALL OTHER FUNDS ACTIVITY – SOURCES AND USES
This group of funds is used to account for specific revenue sources that are legally restricted or committed to
expenditures for specified purposes. The largest of these are for state and federal programs in the Health and
Human Services areas, but this fund group also includes Roads and the Advertising Fund. Special Revenue
fund activity increased $40.9 million (10.6%) to $428.1 million. Increases include appropriations of $35.4
million for voter-approved Measure F, the Sonoma County Open Space, Clean Water and Farmland Protection
Measure which levies a quarter cent sales tax by the County instead of the Sonoma County Open Space
Authority as under Measure C. The Road Fund saw an increase of $11.3 million attributable to a $5.0 million
pass through funding for federal pavement preservation, a $2.0 million increase for three large bridge projects
and $3.0 million in Prop 1B funds for specific capital projects.
DEBT SERVICE FUNDS:
This group of funds accounts for the interest and principal payments on all general obligation debt other than
those that appear within non-county special assessments or individual enterprise funds. Total activity decreased
$0.6 million (15.2%) based on a decrease in the repayment schedule for the outstanding debt.
CAPITAL PROJECTS:
This group of funds accounts for the acquisition and construction activities of capital facilities. Total activity
decreased by $5.2 million (13.3%) driven mainly by a $3.1 million decrease in county energy improvement
projects.
ENTERPRISE FUNDS:
This group of funds accounts for operations that are financed and operated in a manner similar to private
business enterprise. The largest of these are the Refuse Disposal Enterprise and the Transit Services Enterprise.
Total activity increased $3.9 million (3.7%) driven primarily by Transit Services. The Transit increases are for
a combination of capital asset acquisitions including several new buses as well as a natural gas facility with
funding coming from federal, state and local sources.
INTERNAL SERVICE FUNDS:
This group of funds accounts for the self-funded insurance programs in the county, IT system maintenance
(e.g. Human Resource Management System) and use and replacement of the heavy equipment fleet in the
Roads Department, total activity increased (0.1%).
SPECIAL DISTRICT FUNDS:
These funds are for independent units of local government, generally established to perform a single specified
service and, in this document, are those that are governed by the Sonoma County Board of Supervisors. The
largest of these are the Sonoma County Water Agency, the Community Development Commission, and the
Sonoma County Agricultural Preservation and Open Space District. Total activity increased $1.2 million
(0.4%) driven primarily by increases in various projects for the Community Development Commission.
County of Sonoma
FY 2011-2012 Adopted Budget
31
Financial Summaries

County of Sonoma
FY 2011-2012 Adopted Budget
32
Financial Summaries

ADMINISTRATIVE SUPPORT
& FISCAL SERVICES
Gross
Revenue/
Appropriations Reimbursements Net Cost
Board of Supervisors/County Administrator 5,483,922 1,661,928 3,821,994
County Counsel 6,979,109 5,270,873 1,708,236
Human Resources 61,695,283 40,577,935 21,117,348
General Services 37,829,781 20,999,359 16,830,422
Information Systems 40,535,422 34,115,705 6,419,717
Non-Departmental 83,829,943 252,992,752 (169,162,809)
Auditor-Controller/Treasurer-Tax Collector 28,014,425 20,410,670 7,603,755
County Clerk-Recorder-Assessor 15,770,823 5,256,388 10,514,435
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
33
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Administrative Support & Fiscal Services

County of Sonoma
FY 2011-2012 Adopted Budget
34
Administrative Support & Fiscal Services

MISSION STATEMENT
The Board of Supervisors is committed to enriching the quality of life in
Sonoma County through superior public service.
The County Administrator’s Office serves the public by collaboratively
leading and supporting the county organization, in partnership with the
community, to enact the Board of Supervisors’ goals.
DEPARTMENTAL DESCRIPTION
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
Budget at a Glance:
Total Expenditures $5,483,922
Total Revenues $1,661,928
Total Net Cost $3,821,994
Total Staff 27.55
% Funded by Local Discretionary Funds 70%
The Board of Supervisors enacts legislation to serve and protect county
residents and establishes general policies for the operation of county
government. The Board also acts as the governing body for certain special districts. In addition, each Supervisor provides constituent
services within the county’s five Supervisorial Districts and serves on various local, regional, state, and national boards and committees.
The Clerk of the Board provides administrative support to the Board of Supervisors and maintains the official records of all Board of
Supervisors’ actions and proceedings. The duties of the Clerk of the Board of Supervisors fall under the responsibility of the County
Administrator. The Assessment Appeals Board (AAB) acts as the county Board of Equalization, pursuant to the California
Administrative Code, and hears all appeals regarding the valuation of property determined by the Sonoma County Assessor.
The County Administrator’s Office acts as the agent of the Board of Supervisors in managing, directing, and coordinating the operation
of all departments over which the Board of Supervisors exercises control. Major activities of the office include: Launching and guiding
the comprehensive reinvigoration and update of the county Strategic Plan; ensuring implementation of Board of Supervisors policy
objectives; reviewing all agenda items for the weekly meetings of the Board of Supervisors; assisting with performance evaluation of
appointed department heads; implementing the county’s legislative platform for the Board of Supervisors and all county departments,
and overseeing the county’s legislative advocacy program including supporting all Board led efforts to secure additional state and federal
resources on behalf of the County; preparing studies and analyses including fiscal and programmatic performance assessments;
preparing the county budget; overseeing preparation of the county's Capital Improvement Program; and providing staff services to the
Local Agency Formation Commission (LAFCO), an independent agency established by state law.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
County General Fund
Charges for Services &
Other Misc.
LAFCO
Reimbursement
35
Funding Uses
CAO Administration
LAFCO Services
Clerk/Assessment
Appeals Board
Board of Supervisors
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• The Board adopted the 2011 Board Work Plan with five
elements: 1) Pension and Benefits Sustainability; 2)
Ensuring a Balanced Budget; 3) Launching a robust and
coordinated Economic Development Initiative; 4)
Developing a coordinated a Sustainable Energy and
Water policy; and 5) creating regional opportunities for
shared services across jurisdictions.
• The Board of Supervisors created a number of Ad Hoc
committees including: Upstream Investment, Pension
Reform, Economic Development, Marijuana Issues and
others to address pressing needs and carryout 2011 Board
Work Plan.
• The Board launched the Jobs Plan and Economic
Development Initiative for 2011 (Element 3 of Board
Work Plan).
• The County Administrator’s Office led an organizationwide
effort to update and reinvigorate the County’s
Strategic Plan.
• The Board and County Administrator’s Office led an
unprecedented, statewide County negotiation with the
Governor over realignment proposals to help address the
state’s fiscal crisis.
• The Board of Supervisors and County Administrator’s
Office successfully defended against the federal
reduction of $2 million in geothermal royalty payments
to serve Sonoma County residents.
• The Board and the County Administrator’s Office
implemented an innovative vendor cost reduction
program saving nearly $2 million countywide.
• The County Administrator’s Office produced with first
ever County Annual Report highlighting services from
all county departments.
• The Board and County Administrator’s Office built upon
online broadcasting of Board meetings by creating new
channels of public access through the use of social
networking and enhanced online resources thus creating
greater access to county information.
• The Board launched the first ever community garden at
Larson Regional Park.
• The Board approved the purchase of Roseland Plaza
approving the movement of one of the community’s most
vital redevelopment efforts.
• The Board represented the County on the national and
statewide level in leadership roles with the National
Association of Counties, California State Association of
Counties, Association of Bay Area of Governments, and
Association of California Water Agencies. Major policy
initiatives included health care reform implementation,
water, and energy sustainability.
County of Sonoma
FY 2011-2012 Adopted Budget
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
36
FY 11-12 OBJECTIVES
• Complete enactment of Board 2011 Work Plan and initiate a
2012 Work Plan.
• Complete the County Redesign Effort to align an organization
with available on-going resources ensuring congruence to
Board adopted County Strategic Plan.
• Complete the implementation of the Jobs Plan and Economic
Development Initiative for 2011.
• Determine the feasibility and steps required to become a
Community Choice Aggregation County in order to further
our sustainability efforts and meet the Community wide
Climate Protection goals for 2015.
• Complete long term pension sustainability efforts for the
County.
• Successfully address realignment of state functions in adult
and juvenile corrections to develop more effective recidivism
reduction efforts.
• Continue efforts to increase access to key state and federal
policy makers to ensure county issues are addressed by the
legislature and Congress as well as Executive officials.
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Total Expenditures 5,970,240 5,483,922 (8.1)
Total Revenues & Reimbursement
Total Net Cost
RECOMMENDED BUDGET
STAFFING SUMMARY
1,544,754 1,661,928 7.6
4,425,486 3,821,994 (13.6)
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 32.04 27.55 (4.49) (14.01)
The recommended budget reflects overall expenditures of $5.5 million, a $400,000 decrease from FY 10-11. These expenditures are
supported by $1.7 million in revenues and internal reimbursements for services provided to other departments and agencies and County
General Fund support of $3.8 million. These revenues and reimbursements were increased about $120,000 and overall County General
Fund net cost decreased as a result by nearly $600,000 from FY 10-11. This equates to a 25% reduction in County General Fund support
as a contribution to reducing the projected countywide gap of $43 million. Reductions in County General Fund support were made
primarily in staff positions (eliminating the Community and Government Affairs Manager, an Administrative Analyst, two Secretaries
and holding the Assistant County Administrator vacant) and by relying more heavily on project work for implementing the Strategic
Plan.
Core Services Maintained
• The Board will continue to serve and protect county residents and the County Administrator and will continue to support the Board by
managing, directing, and coordinating the operations of the departments over which the Board has control. All core services of the
Board and County Administrator are maintained in this budget.
Services Eliminated or Reduced
The reduction of 25% in County General Fund support ($1.1 million) will result in the following:
o Diminished capacity to direct and coordinate county services and oversee the activities of county departments and agencies.
o Diminished support to Board and departments in the areas of budget, policy, and major project leadership. Reduced ability for
County Administrator’s Office staff to lead or participate in analytical studies related to organization, budget administrative and
management issues. Only mandated budget and board support will remain.
o Diminished capacity to carry out the Board's Strategic Plan goal to engage the community and interested stakeholders (various
boards, commissions, citizen's groups, offices of public agencies, and employee organization representatives), reduced public
information and education, reduced ability to advocate for issues of concern at the state and federal level.
o Departments will be required to make copies of all board materials in advance of meetings and will no longer receive paper
distributions after meetings. Information will be made available on line and departments will be required to self serve.
Strategic Plan Focus
The recommended budget for the Board of Supervisors and the County Administrator supports all the focus areas of the County Strategic
Plan and implementing the Board’s Work Plans for 2011 and 2012.
• Safe, Healthy and Caring Communities – The Board of Supervisors and County Administrator Office’s efforts to maintain and
enhance the foundations of safe, healthy and caring communities is supported by this budget. As the State shifts more responsibilities
in criminal justice, social services and health care to the County, it is critical the Board and CAO have the ability to nimbly and
County of Sonoma
FY 2011-2012 Adopted Budget
37
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
effectively redirect and reallocate county resources to preserve vital services. The recommended budget provides resources for the
analysis needed and ability to provide the Board with the most informed and efficient options from which to direct county action.
• Environmental and Economic Stewardship – In FY 2010-2011, the Board launched a number of initiatives to strengthen the local
economy and continue to maintain and protect the environment. The Board’s Jobs Plan and Economic Development Initiative is
supported by this budget. In addition, the recommended budget provides the resources to support the ongoing Board direction around
the energy and water sustainability efforts, the feasibility study of a community choice aggregation and the advocacy efforts needed to
fend off any reduction in state or federal resources for county services. Further, the recommended budget funds the CAO’s ability to
produce and provide to the Board a recommended balanced county budget for FY 2012-2013 aligned with available resources, a
keystone to guiding the organization forward through a time of reductions into one of rebuilding and renewal.
• Invest in the Future – Board led and CAO supported efforts to prioritize and direct resources to critical infrastructure, energy and
water sustainability efforts, local job creation and economy strengthening are dependent on comprehensive analysis, access to vital
information and the ability to manage and support strategic projects. The recommended budget supports the functions needed to
provide the Board with pertinent, critical and required information to set policy and monitor its implementation.
• Civic Services and Community Engagement – The Board is the primary body for effective legislative advocacy, board based and
issue specific community engagement. The recommended budget supports Board led community engagement efforts and supports, at
a reduced level, the County Administrator’s Office role in staffing them.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
38
Administrative Support & Fiscal Services

MISSION STATEMENT
The Sonoma County Counsel’s office is committed to providing the highest
quality legal representation and advice, in a timely and responsive manner,
to assist the County, its governing Board of Supervisors, and other office
clients, to promote the public interest, achieve programmatic and strategic
goals, and protect financial resources.
DEPARTMENTAL DESCRIPTION
COUNTY COUNSEL
Bruce Goldstein, County Counsel
Budget at a Glance:
Total Expenditures $6,979,109
Total Revenues $5,384,873
Total Net Cost $1,594,236
Total Staff 36.05
% Funded by Local Discretionary Funds 22.8%
The Sonoma County Counsel is the primary provider of legal services to
County departments, over 25 special districts, as well as to the Board of
Supervisors, Grand Jury, Agricultural Preservation and Open Space District, Sonoma Marin Area Rail Transit District, Sonoma County
Water Agency, Local Agency Formation Commission, Sonoma County Transportation Authority, and the Regional Climate Protection
Agency. The County Counsel’s office provides legal staff to many County commissions, and its attorneys, regularly provides counsel to
the Board of Supervisors, Planning Commission, Civil Service Commission, and Board of Zoning Adjustments at public meetings and
hearings. In addition to providing daily advice on issues such as contract compliance, employment conditions, and land use planning,
County Counsel attorneys regularly appear in court on behalf of County departments on such matters as juvenile dependency cases, code
enforcement actions, bail recovery, and mental health competency hearings. County Counsel either directly handles or coordinates
outside counsel in the defense of all claims filed against the County, and proactively works with departments to minimize risk and assist
in policy development and implementation. County Counsel is also responsible for claims approval and management of criminal defense
conflict counsel contracts.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Charges for Services
Miscellaneous Revenue
Cost Reimbursement
Net Cost - General Fund
Contribution
39
Funding Uses Admin Support & Fiscal
Services
Justice Services
Health & Human Services
Development Services
Other County Services
Outside Legal Services
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• Provided legal assistance to the Board of Supervisors in its
consideration of several major land use projects, including
the Sutter Medical Project, Syar Alexander Valley
Instream Mining Project, Roblar Road Quarry Project, and
the Dutra Asphalt Plant Project.
• Provided legal support to the Sonoma County Energy
Independence Program (SCEIP), including responding to
challenges by the Federal Housing Finance Agency
(FHFA); and advising on SCEIP's successful $3 million
grant application to the California Energy Commission.
• Pursued 33 code enforcement litigation actions and
developed strategies for improving collection efforts.
• Represented the Human Services Department in all phases
of juvenile dependency cases for over 600 children in
foster care including 1,967 court appearances, 215
settlement conferences, 99 contested hearings, and 14
appeals.
• Represented the County in federal litigation filed by the
Mishewal Wappo Tribe of Alexander Valley seeking
federal recognition and trust lands eligible for gaming and
played a key role in advocating for tribal fee to trust
policy reform on state and national level.
• Provided legal assistance to the Sonoma Marin Area Rail
Transit (SMART) district in its development of the Initial
Operating Segment of the commuter rail project and in
operational development.
• Assisted with the development of first-ever Frost
Protection Ordinance, to provide an inventory of waterusing
vineyard and orchard frost protection systems and
set the stage for future frost water use and stream
monitoring program.
• Provided legal support to the Human Services
Department, the juvenile court, and school districts to
develop and implement a new procedure to obtain
warrants to conduct in-school interviews of children who
are reported to have been abused or neglected.
• Successfully defended against challenge to Sonoma
County Water Agency's 2005 Urban Water Management
Plan.
County of Sonoma
FY 2011-2012 Adopted Budget
40
COUNTY COUNSEL
Bruce Goldstein, County Counsel
FY 11-12 OBJECTIVES
• Provide legal support and coordination to the County’s
continued efforts to identify a long term regional solid
waste disposal and diversion strategy which will meet the
region’s diversion goals and address unfunded landfill
liabilities.
• Provide legal support and analysis to help bring to fruition
the Airport Master Plan and Runway Expansion project.
• Assist General Services on significant property planning
legal issues including courthouse siting and
Comprehensive County Facilities Plan.
• Provide effective general counsel support on transportation
issues including the Sonoma-Marin Area Rail Transit
project.
• Continue legal support of the Sonoma County Energy
Independence Program, including assisting in resolving
litigation with Federal Housing Finance Administration
(FHFA), working on legislation to further the goals of the
program and reduce program costs to participants, and
developing documents and models for replication of the
program in other communities.
• Provide legal guidance to the Auditor-Controller
Treasurer-Tax Collector in addressing and implementing
legal changes in realignment as the state develops its
budget.
• Provide legal assistance for development and
implementation of the next phase (monitoring) under the
Frost Protection Ordinance.
• Continue to provide legal advice to assist the County,
Sonoma County Water Agency, and Regional Climate
Protection Agency (RCPA) on programs that reduce
greenhouse gas emissions and promote alternative
sustainable energy programs in cooperation with federal,
state, and other local agencies.
• Coordinate negotiations and provide legal and advocacy
support to insure that impacts of tribal development
projects are fully mitigated and that fee to trust reform is
adopted.
• Continue to assist Sonoma County Water Agency and
County staff on possible implementation of "Community
Choice Aggregation" program.
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
COUNTY COUNSEL
Bruce Goldstein, County Counsel
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
County Counsel
Total Expenditures 7,045,022 6,979,109 (0.9)
Total Revenues & Reimbursement 5,052,271 5,384,873 6.6
Total Net Cost 1,992,751 1,594,236 (20.0)
RECOMMENDED BUDGET
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 38.21 36.05 (2.16) (5.7)
The recommended budget reflects overall expenditures of $7.0 million, a $66,000 decrease from FY 10-11. Recommended expenditures
are supported by $5.4 million in revenues and internal reimbursements for services provided to other departments and agencies and
County General Fund support of $1.6 million. Revenues and reimbursements increased about $333,000 and overall County General
Fund net cost decreased as a result by nearly $399,000 from FY 10-11. This equates to a 20% reduction in County General Fund support
for continuing programs from the prior year. Reductions in total expenditures were made primarily in Salaries and Benefits. The
increases in revenues and reimbursements were charges for services.
Core Services Maintained
The Office of the County Counsel is committed to meeting its mandated functions and the highest priority needs of its clients including
essential contract review, legal analysis, and advice response. The budget depends upon both general fund contributions and billed
revenues. Legal services for General Fund clients such as the Sheriff, Board of Supervisors, County Administrator’s Office, Permit and
Resource Management Department, and Human Resources will continue to face reductions. Services supported by revenue, such as the
Sonoma County Water Agency, the Agricultural Preservation and Open Space District, Health Services Department, and Sonoma-Marin
Area Rail Transit District will continue at current levels. These services run the gamut of assisting departments with contract negotiation,
real estate transactions, environmental analysis, and litigation.
County Counsel will continue to provide the following services:
• Serve as primary legal adviser to the Board of Supervisors;
• Attend as counsel for all Board of Supervisors’ meetings;
• Oppose claims and accounts against the County that are unjust and illegal;
• Defend or prosecute all civil actions and proceedings in which the County or any of its officers is concerned or is a party in his or her
official capacity;
• Represent the Human Services Department in juvenile dependency cases;
• Represent the Health Services Department (Mental Health Division) in conservatorship and other proceedings;
• Provide legal representation to the Grand Jury; and
• Prepare impartial analysis of County and special district ballot measures.
County of Sonoma
FY 2011-2012 Adopted Budget
41
Administrative Support & Fiscal Services

Services Eliminated or Reduced
COUNTY COUNSEL
Bruce Goldstein, County Counsel
The recommended budget reduces legal support to general fund clients by eliminating approximately 1,845 legal services hours, which
equates to losing approximately 1.4 attorneys. Attorney service hours will drop to 7,673 hours (approximately 5 attorneys) to meet all
mandated and discretionary general fund legal needs. These reductions will eliminate the County Counsel’s ability to provide legal
advice on significant unanticipated general fund projects. The Office has historically worked proactively to assist general fund client
departments to minimize risk, address emerging legal issues, and achieve policy objectives. Recent general fund budget reductions will
now limit but not eliminate the Office’s capacity to serve in this “general counsel” capacity for general fund clients.
The reduction of Legal Service hours to various departments will result in the following:
• The Human Resources Department management will have to prepare for and present cases to the Civil Service Commission;
• Fewer of PRMD’s code enforcement cases will be pursued in court which could result in a direct impact on the surrounding properties
in the community (e.g. public nuisances, health hazards, etc.);
• More PRMD Planning Commission projects will come to the Board of Supervisors with unresolved legal issues resulting in delays to
the project and increased exposure to litigation for the County;
• Review and responses to Public Records Act requests will be reduced.
These reductions, overall, could expose the County to a higher risk of liability in the effected areas and lead to a reduction of disciplinary
cases being filed and code enforcement actions prosecuted.
Strategic Plan Focus
o County Counsel offers legal advice on virtually every significant project undertaken by departments and agencies to advance the
County Strategic Plan. For revenue clients, the Office will continue to play a robust role in promoting Economic and
Environmental Stewardship in support of the efforts of the Opens Space District, the Water Agency, the Regional Climate
Protection Agency, and Sonoma-Marin Area Rail Transit (SMART). Such initiatives include, implementing greenhouse gas
emission reduction programs; supporting transportation issues including the SMART project to keep development on track for rail
service by 2014; providing support on regional solid waste disposal and addressing unfunded landfill liabilities; bringing to
fruition the Airport Master Plan and Runway Expansion Project; and providing legal services on the County’s energy
independence program.
o Legal support and assistance for general fund programs that remain a high priority such as those supporting the County’s Strategic
Plan Upstream Investments will continue to be prioritized. However, there are many strategic initiatives for which the Office may
not be able to continue to provide legal support without the identification of resources. Such programs include providing legal
guidance for Regional Park’s development of the Tolay Master Plan or alternative uses and management of Veterans Buildings;
assisting General Services with the courthouse siting and Comprehensive County Facilities Plan; and assistance with development
of new planning initiatives and ordinances. The Department, however, will continue to align its limited General Fund resources
with departmental priorities and County strategic plan objectives.
o County Counsel will provide legal support and assistance for ongoing redesign efforts among all the internal administrative
departments proposing consolidations and realignments between departments consistent with the Strategic Plan focus of Investing
in the Future.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Reduce General Fund revenue to reflect shift to Code Enforcement
activities.
County of Sonoma
FY 2011-2012 Adopted Budget
42
Gross
Expenditures
Revenue and
Reimbursements Net Cost
0 (114,000) 114,000
Administrative Support & Fiscal Services

MISSION STATEMENT
Provide comprehensive, quality human resources and risk management
services to the Board of Supervisors, County Administrator’s Office
(CAO), county departments, and employees so they in turn can provide
essential public services to the citizens of Sonoma County.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
HUMAN RESOURCES
Wendy Macy, Director
Total Expenditures $61,695,283
Total Revenues $40,577,935
Total Net Cost $21,117,348
Total Staff 46.50
The Human Resources Department provides a wide variety of human % Funded by Local Discretionary Funds 7.0%
resources, employee relations, and risk management services to
departments and agencies governed by the Board of Supervisors. The
department also provides staff support to the Civil Service Commission, and limited assistance to the Status of Women & Human Rights
Commissions. Human Resource services include: recruitment, selection, classification and compensation services; position allocation
administration; overall responsibility for the County’s compliance with local, state, and federal laws governing Equal Employment
Opportunity, non-discrimination, and compliance with the Americans with Disabilities Act (ADA) programs. Human Resources
negotiates and administers Memorandums of Understanding (MOU), the Salary Resolution, and advises departments on employee labor
relations issues. Although the department will no longer administer training academies, Human Resources will offer redesigned
supervisory and management training in core areas, including ADA and EEO compliance, Progressive Discipline, and Leave
Management. The department will also continue to offer mandated training in Sexual Harassment Prevention as well as workplace
safety.
Human Resources’ Risk Management Division manages and administers all purchased and self-insurance programs covering County
operations including: general liability, employee and retiree health and welfare benefits, workers’ compensation, long-term disability,
medical malpractice, educational assistance, and fringe benefit programs. The division is also responsible for procurement and
management of all miscellaneous insurance programs to protect county assets from loss, including property, earthquake, airport and
marina liability, employee faithful performance bond, and watercraft. Division staff is responsible for administration of the County’s
programs for medical leaves of absence, including transitional duty, Americans with Disabilities Act (ADA) employment
accommodations and medical review management. The Division provides consultation and support to County departments on the
County’s Safety Management Program which includes all occupational safety and loss prevention efforts in compliance with Cal-OSHA
regulations.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund Contribution
Self-Insurance Revenues
Reimbursements (All)
Interest & Other
Use of Internal Svcs Fund
Balances
43
Funding Uses
Recruitment & Classification
EEO/ADA
Employee Relations
Property Insurance
Health Insurance
Workers' Compensation
Liability
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• Completed labor negotiations with ten of the county’s
labor organizations. Agreements’ language includes
cost savings measures of Mandatory Time Off (MTO)
for fiscal years 10-11 and 11-12.
• In partnership with Auditor-Controller Payroll and
Information Systems staff, launched ePersonality, the
County’s first automated human resources
management system (HRMS).
• Accomplished the first year objectives of the ADA
Self-Evaluation and Transition Plan Update plan with
General Services Architecture and Information
Systems Department partners; maximized funding by
supplementing county funds with federal stimulus
funds and Community Development Block grants;
adopted a Web Site Accessibility Policy; and expanded
EEO Programs to include training on Title I (employee
accommodation) and Title II (buildings, programs and
services.)
• Increased training and support to Departments on
preventing harassment and discrimination complaints
focusing on increasing the County’s ability to
recognize and respond to employment discrimination
complaints earlier and resolve employment concerns at
the lowest level.
• Redesigned HR’s intranet/internet site to make it user
friendly and better serve our customers by allowing
direct access to information and documents.
• Implemented Countywide Employee Wellness
Program supported by the County’s health provider
partners, Kaiser, Sutter, St. Joseph, and Sonoma
County Health Services in collaboration with the Joint
Labor Management Benefits Committee.
County of Sonoma
FY 2011-2012 Adopted Budget
44
HUMAN RESOURCES
Wendy Macy, Director
FY 11-12 OBJECTIVES
• Review Civil Service Rules, policies and procedures to
maximize operational efficiencies.
• Complete and implement County-wide Extra Help Policy to
assist County departments to maintain sound extra help
employment practices
• Conduct classification analysis with a focus on the County’s
strategic goals, including streamlining the organization
• In support of Core Training efforts, implement monthly/bimonthly
HR Liaison Group providing an educational and
network forum (similar to Dept Safety Coordinator forum)
focusing on Core Training areas and different HR topics each
session.
• Collaborate in the Comprehensive County Facilities Plan to
identify earthquake priorities of County-owned properties to
determine appropriate insurance coverage and other risk
mitigation options.
• Continue the integration of the HRMS system to complete
Benefits Self Service, leave tracking and case management
modules
• Continue safety communication with all departments via webbased
communications, enhanced SharePoint resources, and
bimonthly safety council providing an educational and network
forum supporting the efforts of Department Safety
Coordinators.
• Facilitate long term pension reform for the County.
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 55.75 46.50 (9.25) (16.6)
HUMAN RESOURCES
Wendy Macy, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Human Resources - General Fund
Expenditures 6,613,728 5,555,578 (16.0)
Revenues & Reimbursements 1,082,764 1,238,614 14.4
Net Cost 5,530,964 4,316,964 (21.9)
ADA Program - Other General Fund
Expenditures 2,000,000 400,000 (80.0)
Revenues & Reimbursements
2,000,000 400,000 (80.0)
Net Cost
0 0 N/A
Risk Management - Internal Service
Expenditures 58,522,590 55,739,705 (4.8)
Revenues & Reimbursements
43,062,668 38,939,321 (9.6)
Net Cost
15,459,922 16,800,384 8.7
Total Expenditures 67,136,318 61,695,283 (8.1)
Total Revenues & Reimbursement
Total Net Cost
County of Sonoma
FY 2011-2012 Adopted Budget
45
46,145,432 40,577,935 (12.1)
20,990,886 21,117,348 0.6
Administrative Support & Fiscal Services

WORKLOAD SUMMARY
HUMAN RESOURCES
Wendy Macy, Director
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Recruitments Completed 198
200
Job Applications Received 12,936
15,600
Classification Studies: New/Revised Class Specs 41
50
Classification Studies: Positions Reviewed 33
35
Memorandums of Understanding* (Negotiations) 8 10
Training Participants 5,064
6,500
Public Meetings and Events (Womens/Human Rights) 38
40
Health Plan Enrollees 6,280
6,074
Workers' Compensation Cases 316
350
Long-term Disability Cases 86
85
Liability Cases 913
745
Temporary Transitional Duty Cases 237
200
190
13,110
20
7
2
500
38
6,000
350
85
820
200
* MOUs have two or three year terms. Negotiations will begin in FY 11-12 with 7 bargaining groups, and will be completed in FY
12-13.
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $61.7 million, a $5.4 million decrease from FY 10-11. Recommended
expenditures are supported by $40.6 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $4.3 million. Revenues and reimbursements decreased about $5.6 million and overall
County General Fund net cost decreased by nearly $1.2 million from FY 10-11. This equates to a 21% reduction in County General Fund
support for continuing programs from the prior year. Reductions in County General Fund expenditures were made primarily in reduced
staff resources. The significant decreases in revenues were in reimbursements from the Human Resources Management System project
funding.
Core Services Maintained
• All Human Resources and Risk Management divisions will focus on delivering upstream services designed to prevent future
litigation, unsafe or unlawful employment practices, and poor working conditions. As all County departments evolve, Human
Resources is committed to providing assistance and important input into redesigning and reshaping the County’s workforce and how
it can best provide services.
• Labor relations will continue to provide recommendations and seek Board direction on the approach the County must take as nine
bargaining units enter in to negotiations. The employee contracts will expire starting early in the next fiscal year (2012/13) but the
County’s direction and desired outcomes must be identified, approved, and associated costs/savings must be fully researched months
in advance. Labor Relations will also continue to respond to and process grievance and Unfair Labor Practice Submissions, and meet
and confer with bargaining unit representatives on changes in employment conditions.
• HR will continue to provide recruitment services at all levels of the organization. The unit will also continue to provide classification
reviews, organizational analysis related to reorganizations, and layoff administration and assistance. One of the primary objectives for
this unit during FY 11-12 will be to review, update, and clarify Civil Service Rules to eliminate any outdated sections and rules, as
well as modifications that maintain and respect the merits of our Civil Service system while enhancing clarity and practical
application.
• Human Resources and Risk Management will develop a training plan to provide mandatory training on Sexual Harassment
Prevention, as well as a revised and streamlined grouping of “Core” supervisory and management training addressing: Disciplinary
Process; Leave Administration; Transitional Duty; Occupational Safety; and Disability Management.
• Through the Equal Employment Opportunity unit HR will continue to ensure County compliance with local, state and federal laws
governing EEO, non-discrimination, and Americans with Disabilities Act (ADA) programs. Risk Management units will continue to
manage and administer all purchased and self insurance programs including general liability, employee and retiree health and welfare
benefits, workers’ compensation, long-term disability, medical malpractice, leave and return to work programs, occupational safety
and loss prevention, and newly reinstated staff development fund management and disbursement.
County of Sonoma
FY 2011-2012 Adopted Budget
46
Administrative Support & Fiscal Services

HUMAN RESOURCES
Wendy Macy, Director
• Human Resources will continue to invest in recognizing the value of both volunteers and employees by administering the Volunteer
Program, including coordinating departmental volunteer needs, planning and hosting volunteer recognition events, marketing
volunteer opportunities, and monitoring use of volunteers. HR will also continue to support the Jefferson Awards, and coordinate
most County-wide Employee Recognition Programs, including the annual Service Awards event, and Public Service Recognition
Week.
• In order to continue to support each County employee’s role as a designated disaster worker, the department will continue to
coordinate the Disaster Service Worker Staffing program (maintaining current list of emergency call-back contacts and contact
“phone trees” to deploy the Emergency Operations Center).
Services Eliminated or Reduced
The recommended budget includes $1.4 million in reduced General Fund support, mostly represented in significant staffing reductions,
and were chosen to minimize impact on the department’s long and short term ability to provide and enhance/improve the core services
identified above. The FY 11-12 recommended budget represents:
o Elimination of the in house Leadership Development. This includes Supervisory Academy, Management Academy and Executive
Development, as well as all non-mandatory training previously conducted by consultants;
o Elimination of the county’s internal Reporter Employee Newsletter;
o Reduction of Civil Service Commission meetings from two to one per month. From the first and third Thursday of the month to
the first Thursday only.
o Staff will provide modified staff support for Commission on the Status of Women and Human Rights Commission. to assist with
meeting scheduling, agenda development, and purchasing support
Strategic Plan Focus
• Human Resources programs and efforts will contribute to the county’s strategic plan focus area of Investing in the Future by revisiting
existing policies and procedures so the county can best provide and deliver public services in the most effective way.
• Recruitment/Classification and the Employee Relations Divisions will continue to perform pivotal roles in assisting departments with
reorganization reviews, and providing insight and assistance as the County streamlines and reshapes its workforce.
• One of the county’s most important assets is its Human Capital investment, which is the collective sum of the attributes, life
experience, knowledge, inventiveness, energy, and enthusiasm that our workforce invest in their day to day activities. Consequently,
HR will also be participating in an ongoing redesign effort among all the administrative and internal service provider departments to
look at consolidations and realignments between departments that will enable the county to strategically manage and deploy staff
resources.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
47
Administrative Support & Fiscal Services

County of Sonoma
FY 2011-2012 Adopted Budget
48
Administrative Support & Fiscal Services

MISSION STATEMENT
The mission of the General Services Department is to efficiently plan,
provide, and manage quality facilities, vehicle and equipment procurement,
and energy and sustainability services to support Sonoma County
departments and agencies in the accomplishment of their goals.
Budget at a Glance:
GENERAL SERVICES
Jose Obregon, Director
Total Expenditures $37,829,781
Total Revenues $21,175,270
Total Net Cost $16,654,511
Total Staff 112.20
DEPARTMENTAL DESCRIPTION
% Funded by Local Discretionary Funds 43.5%
The General Services Department provides a variety of internal service
functions that support departmental activity in county government, including: major and small construction improvements to county
facilities; building, equipment, and janitorial maintenance; leasing, acquisition and sale of real property, facility debt service;
architecture and capital project planning; central purchasing; acquisition, maintenance, and management of fleet equipment; and
management of facilities’ energy usage.
Additionally, General Services manages the operations of the customer service center serving the Sonoma County Energy Independence
Program (SCEIP).
The department manages four special funds: Fleet Accumulated Capital Outlay funded with a portion of vehicle usage rates charged to
county programs provides for vehicle replacement, capital investment, and equipment improvements that benefit the county’s fleet;
County Center facilities established to accumulate funds from lease savings for future major repairs or replacements of certain facilities;
parking enforcement financed by revenue collected from parking citations at the County Center, which pays for enforcement contract
services; and the Bodega Bay Tidelands established to meet the statutory requirement that all Bodega Bay Tidelands lease revenues be
used for development and maintenance of the Tidelands.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund Contribution
Use of Money/Property
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
PG&E Partnership/CEP
Internal Reimbursements
Use of Fund Balance
49
Funding Uses
Administration
Capital Projects Management
Small Const. & Maint. Projects
Purchasing
Energy & Utilities
Property Mgmt & Debt Svc
Facilities Operations
Fleet Operations
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• Substantially completed the Comprehensive County
Facilities Plan.
• Completed first and started second year barrier removal
projects identified in the updated American with
Disabilities Act Transition Plan for County Facilities
• Completed demolition of old jail structure at the County
Administration Center for future campus development.
• Completed the Comprehensive Energy Project achieving
5,490 Tons in Green House Gas reduction, which exceed
the 4,697 Ton target for internal county operations. The
work included the installation of a 1.4 megawatt fuel cell
at the County Administration Center, additional electric
vehicle charging stations, photovoltaic system at Los
Guilicos, and other energy saving measures.
• Jointly with the Regional Climate Protection Authority
developed a regional retrofit initiative in conjunction with
the Energy Upgrade California to provide education and
outreach to property owners and building contractors for
energy conservation and efficiency improvements.
Created and implemented Sonoma County Energy
Independence Program guidelines to meet the new
California Energy Commission grant requirement of
attaining 10% energy efficiencies before solar installation
on properties.
• Achieved Leadership in Energy and Environmental
Design (LEED) Silver Certification on the Valley of
Moon’s Children Center, with certification pending for
the Auditor-Controller-Treasurer-Tax Collector Building
renovation.
• Implemented 10% vendor reduction costs, resulting in
$1.86 million in savings countywide.
• Implemented the outcome based performance measures
and tracking mechanism for the department to meet
established performance metric targets, such as complete
85% of capital projects within cost and cycle time and
achieve 85% customer satisfaction responses of
satisfactory or better.
• Received an award from the City of Santa Rosa for water
conservation projects completed at the County Center as
part of the Comprehensive Energy Project. The County is
now using 16 million gallons less water annually than
before.
• Received the County’s first Nissan Leaf all electric
highway speed sedan. These vehicles are part of the
County’s effort to reduce GHG emissions.
County of Sonoma
FY 2011-2012 Adopted Budget
50
GENERAL SERVICES
Jose Obregon, Director
FY 11-12 OBJECTIVES
• Continue barrier removal projects identified in the updated
American with Disabilities Act Transition Plan for County
Facilities.
• Coordinate with the Administrative Office of the Courts to
construct a new Criminal Courthouse at the County
Administration Center.
• Present findings, and initiate Comprehensive County
Facilities Implementation Plan; clarify entitlements,
develop draft Request for Proposals for surplus land
redevelopment.
• Develop the Main Adult Detention Facility interim
improvement planning and design to position for needed
housing expansion.
• Assist the Community Development Corporation with the
Roseland Redevelopment Project, including completion of
environmental reports, management of the existing property
and development of a master plan that will lead to future
development of the site.
• Replicate the Sonoma County Energy Independence
Program for the California Energy Commission as a model
for other Property Assessed Clean Energy programs across
the country to increase marketing, education and outreach
and implement energy audits for both residential and
commercial participants.
• Explore opportunities with outside public agencies to
develop and provide comprehensive and affordable services
that are provided by General Services to interested local
government agencies.
• Coordinate efforts with Regional Parks staff on the
Veterans Buildings Redesigned project, which focus is to
maintain their access and use, and eliminate the operational
deficit these buildings currently experience.
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
GENERAL SERVICES
Jose Obregon, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund
Expenditures 34,593,017 33,559,540 (3.0)
Revenues & Reimbursements
17,972,182 17,168,316 (4.5)
Net Cost
16,620,835 16,391,224 (1.4)
Other General Fund
Expenditures 3,311,071 3,861,688 16.6
Revenues & Reimbursements 3,523,439 3,955,396 12.3
Net Cost (212,368) (93,708) 55.9
Special Revenue - County
Expenditures 134,100 408,553 204.7
Revenues & Reimbursements
65,000 51,558 (20.7)
Net Cost
69,100 356,995 416.6
Total Expenditures 38,038,188 37,829,781 (0.5)
Total Revenues & Reimbursement
Total Net Cost
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
21,560,621 21,175,270 (1.8)
16,477,567 16,654,511 1.1
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 126.10 112.20 (13.90) (11.0)
51
Administrative Support & Fiscal Services

WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Architecture
Number of Projects 146 148 137
Funding Available 20,300,000 * 12,795,000 14,793,000
Purchasing
Requisitions/Purchase Orders 945 925 885
Request for Proposals 18 32 42
Professional Services Contracts 566 600 600
Real Estate
Total Real Estate Transactions 117 105 94
Facilities Operations
Maintenance (hours) 73,730 69,254 60,454
Maint. Responsibility (square feet) 1,836,357 1,857,788 1,857,788
Number of Small Construction Projects 239 414 * 339
RECOMMENDED BUDGET
GENERAL SERVICES
Jose Obregon, Director
The recommended budget reflects overall expenditures of $16.8 million, a $353,000 increase from FY 10-11. Recommended
expenditures are supported by $21 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $16.6 million. Revenues and reimbursements decreased about $561,000 and overall
County General Fund net cost decreased by nearly $54,000 from FY 10-11. The recommended budget includes a 25% reduction in
County General Fund baseline support for continuing programs from the prior year. Note that total recommended General Fund support
includes $10.7 million for Debt Service, Real Estate, and Energy obligations as the department budgets for these expenses centrally
although it benefits multiple county departments. Department reductions in County General Fund support were made primarily in
Salaries & Benefits. The significant increases in revenues and reimbursements were Energy Efficiency initiative funding, partially offset
by decreases in Charges for Services to other departments.
Core Services Maintained
The General Services department includes general fund reductions totaling $2.9 million for a total general fund support of $16.4 million.
A portion of the reductions are reflected in the Capital Project Budget (under a separate tab) as a lower General Fund annual
contribution. Reduced funding for projects translates to less Architect staff resources assigned to General Fund financed projects. 100%
of General Fund support will be dedicated to maintaining the county facilities and fleet assets and providing procurement and contract
services, leased facility real estate assistance and energy and sustainability services to support Sonoma County departments and agencies
in the accomplishment of their goals.
Services Eliminated or Reduced
Reductions include $1.14 M in the annual building maintenance program designed to maintain and preserve the useful life of county
buildings. Facilities Operations reduced level of resources will prioritize requests that address fire/life safety and maintaining core
building systems. Low to mid-level priority work will no longer be accomplished including unforeseen building damage response,
painting, pressure washing and window cleaning, moving, furniture setup and event coordination. Additionally, janitorial services will
be reduced to one day per week of service in most buildings with some exceptions for 24 hour facilities. This will result in a larger
service need two years from now, but due to limited resources and the current acceptable condition of the county’s building assets, staff
recommends these reductions now, while we work on redesign and other efficiencies in service.
Reductions in the administration unit will decrease internal information technology and accounting support provided to all operating
divisions.
County of Sonoma
FY 2011-2012 Adopted Budget
52
Administrative Support & Fiscal Services

Strategic Plan Focus
GENERAL SERVICES
Jose Obregon, Director
The county is proactive in mitigating the causes and impacts of climate change to safeguard the environment, human health and the
economy. General Services supports these efforts in the Economic and Environmental Stewardship focus of the county’s strategic plan.
General Services does this by implementing best practices for the County’s fleet management, procurement of goods, construction
methods and utility consumption including energy, water and solid waste in order to achieve greenhouse gas emissions reduction for
internal county operations.
o In FY 11-12, fuel-efficient vehicles will be 30.3% of the total automotive fleet and 75.3% of the total eligible fuel-efficient
sedans. In addition, the county is working with the Metropolitan Transportation Commission on a funding proposal to implement
expansion of the electric vehicle infrastructure and continues to work with Nissan on a partnership to deploy electric fleet
vehicles. Additionally, two programs, the Sonoma County Energy Watch (S.C.E.W.) Local Government Partnership Program
with PG&E and the California Public Utilities Commission, and Sonoma County’s Energy Independence Program (S.C.E.I.P),
continue to provide outreach to community residents, businesses, and local government agencies to assist in implementing energy
efficiency and renewable energy measures.
o The planning phase of the Strategic Project Plan #37: Comprehensive County Facilities Plan (C.C.F.P.) is concluding. The draft
C.C.F.P. will be recommend strategies for service delivery efficiencies, partnering, co-locations with internal and other entities,
mobility, community/customer access to services and sustainability. The C.C.F.P. will provide a road map for achieving the
Strategic Plan objectives for county facilities, such as the reduction of facility costs and use of county facility and real estate
assets to their highest and best use.
o Staff anticipates the C.C.F.P. will be a vehicle for Administrative and Internal Service provider departments to collaborate in the
developing of alternative internal services delivery methods that will enable the county to strategically determine the use of
county facilities assets and staff resources. The department is participating in a targeted redesign effort among all internal
administrative departments to look at consolidations and realignments for greater efficiencies
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
53
Administrative Support & Fiscal Services

County of Sonoma
FY 2011-2012 Adopted Budget
54
Administrative Support & Fiscal Services

MISSION STATEMENT
Provide technological leadership in the management and distribution of
information by providing excellent and cost effective products and services
to support the mission of Sonoma County.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
INFORMATION SYSTEMS
Ken Hightower, Director
Total Expenditures $44,268,835
Total Revenues $37,147,791
Total Net Cost $7,121,044
The primary areas of technological expertise and responsibility include:
Total Staff 110.50
business applications, geographic information systems, personal computers,
the central computer environment and networks, radio and telephone
communications, records management, and reprographic services. The
% Funded by Local Discretionary Funds 3.5%
department makes policy recommendations to the County Administrator for major new systems, integration with emerging technologies,
and standards for the utilization of technology in all departments. Most expenditures are financed by revenues and charges to user
departments and agencies. Records management costs for storing and maintaining records and courier service are recovered through the
county wide cost plan. The General Fund finances the Radio Division.
The department’s key responsibilities are:
• Supplying public safety computing and radio services to law enforcement agencies and fire departments.
• Creating and maintaining the Integrated Justice System used by the court, District Attorney, Public Defender, Probation, Sheriff, and
other state and local law enforcement agencies.
• Implementing policies and programs for storage and retrieval of public records.
• Implementing projects providing new or enhanced technology tools for county departments.
• Providing and maintaining the infrastructure necessary for the county’s information processing needs.
• Responding to network and computing emergencies at county departments and external agencies.
Supporting and developing services for over one hundred business applications, including the financial and budget systems, property tax
system, email, county intranet and website, purchasing, and geographic information systems.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
County General Fund
Charges for Services
Replacement Funds
55
Funding Uses
Fiscal & Admin. Services
Justice Services
Health & Human Services
Development Services
Other Government Services
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• In partnership with Auditor-Controller Treasurer-Tax
Collector (ACTTC) and Human Resources, introduced a
new payroll system (Human Resources Management
System) replacing a 35 year old system running on the
mainframe. This is part of the ISD Strategic Plan to
upgrade the County’s financial systems and retire the
IBM mainframe and supports the County Strategic Plan
focus of investing in the future and economic and
environmental stewardship by enabling more efficient
and less paper intensive internal systems.
• In partnership with the County Administrator’s Office
(CAO), established the Information Technology
Governance Council to oversee Information Technology
(IT) investments for the County’s many systems.
• Initiated a governance structure for departments using
the County radio system to ensure that collaborative
decisions will be made about the County’s future in
radio communications.
• Completed projects to modernize the ISD data center
and to virtualize eligible servers. These projects resulted
in reducing energy consumption, providing for energy
rebates and reducing departmental contributions for
application servers.
• Implemented projects to improve County staff
productivity, including self-service software and a pilot
project for single network sign on. These projects will
reduce Help Desk staffing.
• Launched the ISD Service Catalog describing service
areas, accessibility and costs.
• Developed technical solutions to support the County’s
Americans with Disabilities Act (ADA) policy,
including an Accessibility Guidance Website as a
reference for departments.
• Activated a county wide records management system
giving departments the ability to electronically track the
location of physical files both at ISD’s Records
warehouse and in their offices.
• Continued to evaluate service areas that can be
outsourced at a savings to the County General Fund
including telephone support, printer maintenance, off
site back up data storage, mobile radio repair and
maintenance.
County of Sonoma
FY 2011-2012 Adopted Budget
56
FY 11-12 OBJECTIVES
INFORMATION SYSTEMS
Ken Hightower, Director
• Establish a Business Services Group that will focus on
developing and expanding ISD service opportunities with
other governments and non-profit agencies.
• Develop and manage projects that will increase County
staff productivity and reduce operating costs including:
automating online reprographics ordering, simplified
password management, automating hardware and software
purchase requests, installing software to allow department
web page updates.
• Launch a pilot electronic document management system
with several departments to move County work processes
to paperless, increase staff productivity, reduce litigation
exposure, and reduce use of paper.
• Deploy enterprise data storage systems that are more costeffective
to reduce the County’s carbon footprint, and
enhance disaster recovery abilities.
• Partner with ACTTC and CAO to implement a new
county-wide financial system that will improve the ability
of all County departments to manage their businesses and
allow decommissioning of the aging IBM mainframe.
• Pilot a teleconferencing systems project to reduce travel
for meetings and conferences to increase productive and
reduce travel costs.
• Enhance radio network to align with Federal
Communication Commission (FCC) narrow banding
requirements for public safety agencies.
• Build permanent public safety radio site at Infineon
Raceway to replace current improvised site.
• Complete updated disaster recovery and information
security plans to meet evolving industry and audit
standards.
• Implement agreement with Marin County to share
software they developed for access to Department of
Motor Vehicles information for public safety departments
and the Child Support Services Department.
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
INFORMATION SYSTEMS
Ken Hightower, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund County
Expenditures 36,903,787 35,634,964 (3.4)
Revenues & Reimbursements
35,238,166 34,389,972 (2.4)
Net Cost
1,665,621 1,244,992 (25.3)
Other Funds County
Expenditures 8,964,958 8,633,871 (3.7)
Revenues & Reimbursements
4,353,520 2,757,819 (36.7)
Net Cost
4,611,438 5,876,052 27.4
Total Expenditures 45,868,745 44,268,835 (3.5)
Total Revenues & Reimbursement 39,591,686 37,147,791 (6.2)
Total Net Cost 6,277,059 7,121,044 13.4
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 119.50 110.50 (9.00) (7.5)
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Records
Transfers/Retrievals of Storage Boxes 18,323 13,914 16,900
U.S. Mail Pieces 3,221,838 3,238,706 2,752,980
Percent Revenue from other Govt's 42.6% 41.2% 33.6%
Courier Envelopes Delivered 419,280 372,080 316,285
Reprographics
Printed Pieces 9,304,542 8,762,000 8,700,000
Copies 3,970,005 4,397,621 4,300,000
Percent Revenue from other Govt's 39.9% 38.7% 39.0%
Personal Computing Support
Personal Computers Supported 3,403 3,100 2,900
Network Users 3,743 3,400 3,100
Radio
Public Safety Channels Maintained 148 148 148
Public Safety Agencies Served 81 81 81
Public Safety Users 3,028 3,028 3,028
Telephone
Number of Telephones 5,050 4,750 4,650
Voice Mailboxes 3,650 3,350 3,500
Pagers & Cell Phones 1,700 1,400 1,200
County of Sonoma
FY 2011-2012 Adopted Budget
57
Administrative Support & Fiscal Services

RECOMMENDED BUDGET
INFORMATION SYSTEMS
Ken Hightower, Director
The recommended budget reflects overall expenditures of $44 million, a $1.6 million decrease from FY 10-11. Recommended
expenditures are supported by $37.1 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $1.2 million. Revenues and reimbursements decreased about $2.4 million and overall
County General Fund net cost decreased as a result by nearly $221,000 from FY 10-11. This equates to a 25% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support were made primarily in
Salaries and Benefits and Services and Supplies. The significant decreases in revenues and reimbursements were charges for services
and contributions to equipment replacement funds.
Core Services Maintained
ISD will be focusing on initiatives to maintain core services while reducing costs and improving the efficiency of County employees.
ISD surveyed and met with each County department to assess service needs. With a few exceptions, ISD is reducing rather than
eliminating services that will meet the core needs of departments.
• Computer services to General Fund departments are reduced by $2.5 million dollars. More than half of these savings came from
reducing the staffing assigned to running the IBM mainframe. With the successful implementation of the payroll module of the new
HRMS system, the only remaining major system running on the mainframe is FAMIS, the County’s financial system. Through
retirements and cross training, the number of technical staff supporting the mainframe been reduced to 3 along with a few outside
consultants. In 2001, twenty staff supported the mainframe, but it was clear at the time systems were moving to modern server
technology. ISD is working closely with ACTTC and CAO to replace FAMIS. ISD will also be participating in an ongoing redesign
effort among all internal administrative departments to look at consolidations and realignments between these departments.
• Records Management, Reprographics and Radio services will be maintained. Savings in these divisions will be achieved by
consolidating the management of ISD’s Records and Reprographics divisions under one manager. The Telephone and Radio divisions
are also under one manager. The reduction in the number of managers is consistent with the recommendations in the Archstone
management performance review.
• Courier services will be charged directly to departments on a per stop basis rather than under the General Fund and recovered through
the County’s cost. The Records manager has been successful in selling courier services to other governments such as Santa Rosa. The
managers of these three areas have been given the goal and the opportunity to be more entrepreneurial
Services Eliminated or Reduced
Savings will come from eliminating or reducing services, and by charging for services that are covered by county-wide shared computer
service costs. These were chosen based on the cost, less expensive alternatives in the market, and service value.
These include the following services:
o The Radio division will no longer provide repair and maintenance of mobile and portable radios. Eliminating this workload will
allow the Radio Technicians to focus on critically important FCC mandated upgrades to the public safety radio system.
Departments will rely on commercial vendors for this service.
o Several non-critical computer services will be eliminated including support for WordPerfect and new development in Microsoft
Access databases. Also, the laptop loaner program will be eliminated resulting in labor savings for maintenance as well as for
wireless subscriptions. In addition, Mainframe reports will be available electronically through the intranet and no longer printed
reducing staff and supply resources
o Programming support for the more than 100 systems ISD supports will now be prioritized. ISD will be testing the reduction of
desktop and laptop support and working with departments to make their usage of this service more efficient.
o Mainframe direct access hours will be reduced to standard business hours: 7 a.m. to 5 p.m. Monday through Friday creating
savings in staff time and premium pay.
o Custom Geographic Information Systems and Web services will be done on a fee for service basis.
Strategic Plan Focus
ISD provides foundational services to facilitate County departments’ Strategic Plan goals. ISD Objectives support the Strategic Plan
mission by using its resources to provide superior services.
• The Strategic Plan focus of Investment in the Future is supported by development of process improvements including automation and
innovation. ISD is developing productivity improvement systems such as electronic document management, web content
County of Sonoma
FY 2011-2012 Adopted Budget
58
Administrative Support & Fiscal Services

INFORMATION SYSTEMS
Ken Hightower, Director
management, and business intelligence as well as making changes in business processes to get the most benefit out of these systems.
ISD is reducing staff assigned to day to day production and focusing them on these projects funded with $1.9 million from ISD’s
Technology Investment Fund. In addition, ISD will be rolling out a number of new value-added services to improve productivity on a
fee for service basis including teleconferencing, single network sign on, and enhancements to Outlook.
• Increasing the use of technology to deliver services and provide direct access to data, information, and records supports the focus of
Civic Services and Engagement by making services more accessible. For FY 11-12, ISD has created a new unit, the Business Services
Group, which will focus on selling services to other governments and the development of an inter-governmental shared services
business model. For example, ISD manages the network, hardware, software, and radio technology for the Sonoma County Public
Safety Consortium, which provides voice and data support to public safety agencies for most of the cities, Sonoma State, and Santa
Rosa Junior College. ISD will partner with the United States Geological Service to split the cost of high resolution aerial photography
of Sonoma County which will be available to the public through the USGS and the County’s web sites. USGS was only planning on
photographing the areas close to San Pablo Bay but ISD put together funding from the Water Agency, the Open Space District, and
several General Fund departments to get all of Sonoma County covered. This data will be invaluable for land use planning and open
space monitoring.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Transfer Radio Division appropriations and responsibility from ISD to
the Sheriff's Office, the biggest user of the radio system. This division
aligns with the public safety mission, whereas radio technology is outside
of ISD’s core technology. The transfer includes 4.0 FTE Communication
Technicians and 1.0 FTE Senior Communications Technician (see
Sheriff's balancing Supplemental Adjustment). There is no general fund
cost created by this move. Increase position allocations by 1.0 FTE
Graphic Designer and delete 2.0 FTE Reprographic Technician positions
(vacant) to address increased work load preparing sophisticated media
presentations, performing web site work, and ensuring ADA compliance.
Savings from changes will be reflected in reduced costs to users.
County of Sonoma
FY 2011-2012 Adopted Budget
59
Gross
Expenditures
Revenue and
Reimbursements Net Cost
(3,733,413) (3,032,086) (701,327)
Administrative Support & Fiscal Services

County of Sonoma
FY 2011-2012 Adopted Budget
60
Administrative Support & Fiscal Services

DESCRIPTION
This budget includes expenditures and revenues which are not directly
associated with a specific department. Appropriations for employee
benefits, financial contributions to other agencies, departments, and
programs, contingencies, and revenues not associated with a specific
department, such as tax revenues, are accounted for in Non-Departmental,
as are certain reserves
The Non Departmental recommended budget includes three funds: General
Government and Unallocated Revenues, Tribal Development Impact
Mitigations and Construction, Advertising and Other Special Revenue
funds. These are summarized below.
NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
Budget at a Glance:
The General Government and Unallocated Revenues fund accounts for the majority of non-departmental expenditures and revenues and
includes five divisions:
The Employee Benefits division funds tuition reimbursement, employee development, pre-employment and other medical expenses,
employee recognition programs, administrative, and other memoranda of understanding costs.
Other General Government division includes funding for judgment and damage claims, litigation costs, contracts for services benefiting
multiple departments, evidentiary sexual assault examinations, and transfers to other funds, such as the annual General Fund transfer to
the Department of Transportation and Public Works-Roads budget.
Appropriations for Contingencies are the budgeted operating reserves of the County General Fund.
Total Expenditures* $84,885,803
Total Revenues $251,874,279
Total Net Cost $(166,988,476)
Total Staff n/a
% Funded by Local Discretionary Funds 89.9%
Non-Proposition 4 Unallocated Revenues are “general revenues” not assigned to a specific operating department. These revenues help
finance the “net cost” of budgets in the general fund and certain other funds. They include federal revenues not earned by any particular
department, property tax administration fees, and support service reimbursements.
Proposition 4 Unallocated Revenues include “general revenues” which are subject to the appropriations limit of the County. These are
tax, interest, and shared state revenues over which the County has some discretion. These revenues also provide the majority of the
financing for the “net cost” of General Fund departments and certain other funds.
The Non-Departmental budget also includes other funds, such as special revenue funds and sub-funds of the General Fund. The major
Special Revenue funds include revenues and operating transfers related to the Tobacco Endowment Fund, Open Space Special Tax
Account (bond proceeds), Courthouse Construction Fund, Criminal Justice Construction Fund, and the Advertising Fund.
* Total expenditures in the “Budget at a Glance” box represent only those expenditures that are appropriated in this budget unit and
described below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the County’s discretionary revenue that
fund the recommended net cost in the General Fund department budgets throughout the rest of this document.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Property Tax
Tribal Develop Mitigation Funds
Sales/Use Taxes
Transient Occupancy Tax (TOT)
Open Space Sales Tax
Interest
Internal Reimbursements*
Charges for Serrvices
Federal/State/Local
Other
61
Funding Uses
Employee Benefits
Debt Service
Roads
Capital Investment
Contingency Fund
Other General Govt. Exp.
Court/Criminal Construction
Open Space Debt &
Purchases
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Government & Unallocated Revenue - General Fund
Expenditures 15,954,745 26,514,804 66.2
Revenues & Reimbursements
236,004,150 224,833,304 (4.7)
Net Cost
(220,049,405) (198,318,500) 9.9
Tribal Development Impact Mitigation & Tobacco
Endowment - Other General Funds
Expenditures 2,972,012 5,835,000 96.3
Revenues & Reimbursements 0 3,500,000 100.0
Net Cost 2,972,012 2,335,000 (21.4)
Construction/Advertising/Other - Special Revenue
Expenditures 26,386,230 52,535,999 99.1
Revenues & Reimbursements 6,980,513 23,540,975 237.2
Net Cost 19,405,717 28,995,024 49.4
Total Expenditures 45,312,987 84,885,803 87.3
Total Revenues & Reimbursement
Total Net Cost
STAFFING SUMMARY
There is no staff allocated to the division.
RECOMMENDED BUDGET
General Fund
242,984,663 251,874,279 3.7
(197,671,676) (166,988,476) 15.5
The recommended budget results in $198 million negative net cost , which reflects the discretionary revenue that funds the
recommended General Fund support for programs across the county.
Revenues
As a result of the continued economic slowdown, the FY 11-12 recommended unallocated General Fund revenues from all funding
sources are expected to decrease. These revenues, together with anticipated current year-end fund balance, support the majority of
discretionary spending in the County General Fund. Significant revenue changes are discussed below.
• Property Taxes of $171.6 million are budgeted based on the Assessor’s April 2011 estimates of a 2% secured property value decline,
which represents a $3.1 million reduction in secured property tax revenue from current year estimates. The decline includes estimates
of Proposition 8 valuation reduction requests. Unsecured property tax and supplemental secured property tax are budgeted at $6.2
million, which is $600,000 more than the prior year mostly due to better than budgeted unsecured tax collection estimates.
• 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
year estimates and statewide sales tax projections ranging from flat to (at best) modest growth in consumer activity.
• Total interest earnings of $5.2 million are based on a 0.5 to 1.0% annual average rate. This represents $2.4 million less than was
budgeted in FY 10-11. The projected interest revenue assumes reduced cash balances in the County’s Treasury pool, and assumes a
modest interest premium from tax revenue anticipation notes.
• Revenues and reimbursements from departments for support services (commonly referred to as A-87 costs) are budgeted at $7.8
million, which is a 26%, or $2.7 million, decrease when compared to FY 10-11. This is mainly a result of reduced county operations
costs due to a second year of reductions in the current year and additional cost reductions in FY 11-12.
County of Sonoma
FY 2011-2012 Adopted Budget
62
Administrative Support & Fiscal Services

NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
• Another significant revenue change in the recommended budget is the absence of the $6.6 million one-time draw from the Tax Loss
Reserve Fund used in FY 10-11 to offset significant property tax value declined.
Expenditures
Support provided by the above revenues generally takes the form of the net cost reported in each of the County General Fund
departments. In addition, the recommended budget includes specific expenditure allocations intended to benefit all county programs and
direct funding contributions to other departments. The $11.2 million recommended expenditure increases are the result of following
adjustments:
• The budget also includes $5.3 million in General Fund support for General Government Capital Project ($1.9 M), upgrades to the
County’s radio communications systems ($1.4M), and a third year funding of $2 million for the implementation of the updated
Americans with Disability Act (ADA) Self Evaluation and Transition Plan (SETP) approved by the Board of Supervisors on
December 8, 2009. The estimated cost of the removal of the identified barriers is between $20 and $25 million. A 12-year schedule is
established in the SETP to remove these barriers. The Board of Supervisors approved $2 million to begin the barrier removal in FY
09-10, and agreed with a funding goal of $2 million per year for two additional years.
• General Fund Appropriations for Contingencies is recommended at $5 million to meet increased unanticipated needs resulting from
county programs stepping down their service models to meet a reducing funding structure.
• Offsetting the increases, as a result of the County’s FY 11-12 budget balancing strategy, contributions to the Road Fund and the
Community Development Commission (CDC) were reduced by 16% to 25%. The total $4.2 million annual contribution to Roads is
$872,500 less. It is important to note that the County has 3-year average maintenance of effort (MOE) obligation associated with the
Sonoma County Transportation Authority agreement, which distributes Measure M local sales tax, approved by the electorate to
support transportation, which will require a careful annual review if future General Fund support reductions are programmed. The
total contribution to the CDC of $436,000 was reduced by $163,000 from this year’s estimate. As described in the CDC budget in the
Development Services section of this document, reduced support to CDC will translate into reduced emergency homeless shelter beds
mitigated by increases in transitional housing for large families.
• The recommended budget also includes the County’s contribution of $162,000 (no change from FY 09-10) to the Local Agency
Formation Commission (LAFCO).
Other General Fund – TRIBAL DEVELOPMENT IMPACT MITIGATION FUND
• The FY 11-12 amount includes a $3.5 million from Tribal Development Impact Mitigation. These funds pay for costs borne by a
variety of County General Fund departments to mitigate the off-reservation impacts associated with the River Rock Casino.
Special Revenue Funds
• Other General Government Special Revenue – This budget includes non-General Fund expenditures financed from specially
established sources for a dedicated purpose either dictated by the nature of the revenues and/or created by the Board of Supervisors.
Total recommended expenses reflect $13.8 million Tobacco Endowment funds designated in prior years for Capital Projects and ADA
SETP implementation that are being re-budgeted, $5.1 million for debt service payments for courts facilities and financing for
Criminal Justice programs capital investment; and $35 million in the Open Space Special Tax Account to transfer to funds to Open
Space for property purchases, and to the County’s Debt fund for annual debt service of the Open Space Series 2007 Measure F Sales
Tax Bonds.
• Non-Proposition 4 Unallocated Revenues (Criminal Justice Construction) – This budget records parking penalties surcharge revenue
which are to be used for Criminal Justice Construction projects. The total budgeted revenues are $1.7 million which are flat from the
prior year.
• Proposition 4 Unallocated Revenues (Advertising) – This budget records 75% of the transient occupancy tax (TOT) collected from
lodging facilities located in the county’s unincorporated area, which is projected at $5.9 million; representing a 5% projected increase
from current year estimated collections based on recent tourism industry information. Detailed uses of these funds are included in the
Advertising Budget found elsewhere in this document. The remaining 25% of collected taxes is directly apportioned to the General
Fund.
County of Sonoma
FY 2011-2012 Adopted Budget
63
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Decrease expenditures in Non-Departmental budget to reallocate the
expenditure authority to Regional Parks ($60,000) for Veterans
Building Transition Project costs, and to Community Development
Commission to administer the Human Services Commission contracts
($380,000). Adjust Interest Earnings to reflect minor projection
improvement.
Budget Hearings Actions
Restore Transportation and Public Works: Seasonal Summer Crossings
Summer 2012 installation ($52,500), and School Crossing Guards
subsidy ($22,000).
Allocated Tobacco Funding for Family Justice Center Phase II building
improvement project.
NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
Gross
Expenditures
Revenue and
Reimbursements Net Cost
(31,546) 28,454 (60,000)
74,500 0 74,500
900,000 0 900,000
Adjust down Contingencies balance for Board Restoration actions. (2,138,814) 0 (2,138,814)
Release Tax Loss Reserve Funds (aka Teeter) to maintain General Fund
contingency level ($490,019), and recognize improved sales tax
projection ($600,000).
Restore Human Services providers to 9 months of required funding (to
be managed by CDC starting in FY 11-12).
County of Sonoma
FY 2011-2012 Adopted Budget
64
0 1,090,019 (1,090,019)
140,000 0 140,000
Administrative Support & Fiscal Services

MISSION STATEMENT
The Mission of the Auditor-Controller-Treasurer-Tax Collector is to
provide reliable and relevant financial information and quality financial
services in an efficient, ethical, and effective manner to the citizens of
Sonoma County, while promoting fiscal responsibility and accountability.
DEPARTMENTAL DESCRIPTION
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
Total Staff 91.00
The Auditor-Controller-Treasurer-Tax Collector Department (ACTTC) was
established in 2006 by consolidating the elected office of the Auditor-
Controller with the elected office of the Treasurer-Tax Collector. The
% Funded by Local Discretionary Funds 19%
following summarizes the various functions of the department under direction of the Auditor-Controller-Treasurer-Tax Collector.
The Auditor-Controller is the chief financial officer of the county and exercises general supervision over the accounting of all
organizations under the control of the Board of Supervisors, and all districts whose funds are kept in the county treasury. The Auditor-
Controller provides various levels of accounting services to county departments and local government agencies and is responsible for the
preparation of financial statements; receipt and disbursement of county funds; compilation of the county's budgets; payroll processing;
and financial audits.
The Treasurer is responsible for the safekeeping and investment of funds for the county, school districts, and other local agencies. The
Revenue and Debt Division of the Treasurer is responsible for the administration of the county’s deferred compensation program; the
collection of delinquent payments for other county departments; collection and disbursement of assessments for the Sonoma County
Tourism Business Improvement Area; collection of unincorporated area Transient Occupancy Taxes; collections of parking fines for
many governmental agencies; and the management and facilitation of county issued debt and bonds.
The Tax Collector-Auditor is responsible for the collection and distribution of all property taxes for school districts, special districts,
cities, redevelopment agencies, and the county government. The Property Tax Division of the Tax Collector-Auditor also performs
billing and collection of 1915 Act special assessment bond debt. Special assessment bonds are used to fund infrastructure improvements
such as streets, water distribution systems, sewer lines, and other improvements.
The Sonoma County Energy Independence Program (SCEIP) provides financing of energy and water conservation improvements to
qualifying property owners through voluntary assessments on their property tax bills. The Auditor-Controller- Treasurer-Tax Collector is
the program administrator for the SCEIP Enterprise Fund (in conjunction with the General Services Department, the Sonoma County
Water Agency, and County Counsel), and is authorized to enter into contractual assessments on behalf of the county.
The Unemployment Self-Insurance Internal Service Fund (ISF) provides reimbursement to the state for unemployment claims filed by
Sonoma County employees. Payments from the fund are financed through charges to county departments. The Auditor-Controller
administers the program with assistance from the Human Resources Department.
The Enterprise Resource Planning (ERP) System Administration Internal Service Fund provides funding for the administration of the
Kronos Timekeeping System and the Human Resources Management System (HRMS). Costs associated with the administration of these
global systems are allocated to departments who utilize the systems, based on full time equivalents (FTE’s).
Funding Sources General Fund Support
County of Sonoma
FY 2011-2012 Adopted Budget
Charges for Services
Special Assessment Charges
SCEIP
ERP System
Unemp-ISF/Other Revenues
Internal County
Reimbursements
65
Budget at a Glance:
Total Expenditures $27,964,425
Total Revenues $20,360,670
Total Net Cost $7,603,755
Funding Uses
General Accounting
Fiscal Services
Audit Services
Payroll Services
Tax Collection/Accounting
Treasury
Revenue & Debt
SCEIP
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• The Sonoma County Energy Independence Program
(SCEIP) celebrated its second full year of operation,
having funded Clean Energy or Energy Conservation
Measures for 1,329 properties totaling $42.4 million,
and projecting to reach 1,500 properties totaling $48.4
million by fiscal year end. SCEIP was awarded $3
million from the California Energy Commission for
program replication and long-term bonding solutions.
• Increased recovery of the county’s Transient Occupancy
Tax revenue by redesigning collection and enforcement
with an added emphasis on collection of delinquent
taxes and nearly doubling lodging establishment audits.
• The FY 2010-11 Final Budget, 2009-10 Comprehensive
Annual Financial Report (CAFR) and 2009-10 Popular
Annual Financial Report (PAFR) were once again
recognized as exemplary by the Government Finance
Officers Association (GFOA). Sonoma County is one of
only a few counties in the state to annually receive this
national award for all 3 documents.
• Successfully completed phase 1 of the implementation
of a new Human Resource Management System
(HRMS).
• Successfully issued a $135 million tax anticipation note,
with a favorable interest rate during a difficult credit
environment, to cover county cash flow needs until
property taxes were received and to help cover delayed
payments from the state; issued $289 million in taxable
Pension Obligation Bonds to help lower the county’s
future pension contributions.
County of Sonoma
FY 2011-2012 Adopted Budget
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
66
FY 11-12 OBJECTIVES
• Complete the selection process and begin implementation
of a new Financial Accounting and Budget System.
• Decrease reliance on County General Fund financing by
increasing audit revenues and efficiencies. Increase audit
revenues by providing audit services to cities that have
Transient Occupancy Tax and Business Improvement
Areas clients.
• Utilize the newly implemented Human Resources
Management System to gain further efficiencies in Human
Resources Management and bi-weekly payroll processing.
• Expand service delivery to the Sonoma County Energy
Independence Program (SCEIP) and to Special Districts,
County Departments, and others in need on contracted
accounting services.
• Continue to provide more flexible payment options for
taxpayers, including use of debit/credit cards for front
counter payments.
• Utilize grant funding to facilitate the development of a
sustainable long term bonding strategy for SCEIP.
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund County (ACTTC)
Expenditures 17,422,283 15,104,690 (13.3)
Revenues & Reimbursements 10,344,056
9,693,156 (6.3)
Net Cost 7,078,227
5,411,534 (23.5)
Debt Service (Special Assessments)
Expenditures 4,154,502 3,521,400 (15.2)
Revenues & Reimbursements 3,734,814
3,520,000 (5.8)
Net Cost 419,688
1,400 (99.7)
Enterprise (SCEIP)
Expenditures 6,587,025 5,465,607 (17.0)
Revenues & Reimbursements 7,079,883
3,399,786 (52.0)
Net Cost (492,858)
2,065,821 519.2
Internal Service Fund (Unemployment Insurance)
Expenditures 1,734,000 1,614,000 (6.9)
Revenues & Reimbursements 1,810,000
1,489,000 (17.7)
Net Cost (76,000)
125,000 264.5
Internal Service Fund (Enterprise Resource System Administration)
Expenditures 0 2,258,728 100.0
Revenues & Reimbursements 0 2,258,728 100.0
Net Cost 0 0 0.0
Total Expenditures 29,897,810 27,964,425 (6.5)
Total Revenues & Reimbursement 22,968,753
Total Net Cost 6,929,057
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
20,360,670 (11.4)
7,603,755 9.7
*FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 101.75 91.00 (10.75) (10.6)
*Includes 1.0 FTE added for SCEIP in FY 10-11.
67
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Accounting Division:
Accounting Transactions 211,069 205,000 196,000
(Documents and/or Lines posted-claims, J.V.'s/deposits)
Audit Division:
Revenue Audits - Mandated 43 42 38
Revenue Audits - Discretionary 14 18 21
Percent of Audits performed by June 30 67% 100% 100%
of the year scheduled
Fiscal Division:
Accounts Receivable Bills Processed 15,500 15,500 15,642
Reports/Statements Prepared by due date 1,198 1,198 1,173
Percent year-end financial statements prepared timely 100% 100% 100%
Payroll Division:
Warrants and Advice Deposits Issued
107,000 107,000 105,000
Adjustments and Corrections Processed 2,973 2,973 1,800
Requests for Payroll information 1,127 1,127 1,500
Property Tax Division:
Direct Charges/Tax Bill Assessments 524,779 524,779 526,000
Tax Code Areas 924 927 927
Tax Roll Changes 9,504 8,070 8,500
Refund warrant mailed to taxpayer within 100% 100% 100%
9 working days of receipt of correction
Special Assessment Districts 29 30 30
Special Assessment Parcels 4,847 4,847 4,865
Tax Collection Division:
Secured Tax Bills 176,111 176,118 176,500
Unsecured Tax Bills 22,813 21,306 21,000
Supplemental Bills 24,111 23,000 22,000
Revenue & Debt Division:
Collections Accounts Opened 13,712 14,000 14,100
Letters/Statements 109,341 112,000 115,000
Revenue/Cash Collections for other departments $4,758,917 $5,600,000 $5,500,000
Transient Occupancy Collections 1,647 1,900 2,000
Parking Citation Billings 14,535 15,700 16,000
Treasury Division:
Warrants Processed 311,700 320,000 320,000
Checks Deposited 511,500 520,000 520,000
Deferred Comp Accounts 6,300 6,400 6,500
County of Sonoma
FY 2011-2012 Adopted Budget
68
Administrative Support & Fiscal Services

RECOMMENDED BUDGET
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
The Recommended Budget reflects overall expenditures of $28 million, a $1.9 million decrease from FY 10-11. Recommended
expenditures are supported by $20.4 million in revenues and internal reimbursements for services provided to other departments and
agencies, County General Fund support of $5.4 million and $2.2 million in fund balances (primarily in the Sonoma County Energy
Independence Program - SCEIP) where revenues have been received in prior years for work to be performed in the current year.
Revenues and reimbursements decreased about $2.6 million and overall County General Fund net cost decreased by nearly $1.7 million
from FY 10-11. Reductions in County General Fund support were made primarily in position costs. Other significant expenditure
changes occurred in SCEIP where grant funded project costs decrease as that project is completed and to reflect ongoing levels of SCEIP
funded projects. The significant decreases in revenues and reimbursements were primarily associated with the one-time grant received
by SCEIP in FY 10-11 but also reflect reduced need for unemployment insurance contributions.
Core Services Maintained
• All mandatory services provided by the Auditor-Controller, including preparation of financial statements, receipt and disbursement of
county funds, compilation of the county’s budgets, payroll processing, and financial audits.
• Safekeeping and investment of funds in the County Treasury for the county, school districts, and other local agencies and
management and facilitation of county issued debt.
• Collection and distribution of all property taxes for schools, special districts, cities, redevelopment agencies, and the county and
billing and collection of 1915 Act special assessments bond debt. Collections services provided for the Tourism Business
Improvement Area, unincorporated area collections of Transient Occupancy Taxes, and parking fine collections for many
governmental agencies.
• Administration of the Sonoma County Energy Independence Program (SCEIP).
• Revenue funded accounting services provided to county departments and agencies. Special District Accounting Services charges for
Independent Special Districts will increase to 70% of actual costs (Dependent Districts will remain at 100%). Due to significant
reductions in FY 11-12 ACTTC costs (mainly from ISD reductions), the overall increase in charges to independent districts from this
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
70% cost of recovery rate.
Services Eliminated or Reduced
The 25% reduction in County General Fund support for programs and services ($1.8 Million) will result in the following:
• Public wait times at the front counter and on the phone will increase and delays in processing tax payments are also possible, which
will impact cash flow, related interest earnings for all taxing agencies and timely processing of tax payer checks.
• Audits that are not mandatory or revenue producing will not be performed and hours spent on mandatory audits will be reduced,
increasing risk that material errors or fraud may not be discovered and corrected timely. Only required auditing procedures will be
performed.
• Collections services provided to county departments will be reduced to monthly billing and payment posting functions. Customer
inquiries will be routed back to the originating departments.
• Non-mandated accounting services provided to departments and the County Administrator’s Office will be reduced such as limiting
assistance with budgetary resolutions and delaying Cost Plan information requests, audit report preparation and document scanning.
• Delays in processing vendor payments which may result in increased late fees and reduced auditing of claims which may increase the
risk that material errors or fraud may not be discovered and corrected in a timely fashion.
Strategic Plan Focus
Investment in the Future:
The County's current financial system, FAMIS, was implemented in 1985, and is currently running on the County mainframe. The
budget system also is an older "homegrown" system that runs on the mainframe. Both of these systems utilize older technology that is
difficult and expensive to maintain and does not provide user friendly access to the data or support other best practice integration with
related processes such as procurement and grant management. In addition, the mainframe itself is no longer supported by its
manufacturer and our agreement with a third party maintenance provider will expire January 2014. In response, staff has begun the
procurement process for replacing the finance and budget systems. If approved to move forward, ACTTC will provide leadership in the
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 of a
County of Sonoma
FY 2011-2012 Adopted Budget
69
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
Donna M. Dunk, Auditor-Controller-Treasurer-Tax Collector
set of enterprise systems that will also include the new HRMS system. These efforts are examples of where ACTTC is supporting the
County Strategic Plan Focus Area of Investing in the Future.
Economic and Environmental Stewardship:
The Sonoma County Energy Independence Program (SCEIP), is creating hundreds of jobs while at the same time allowing property
owners to do their share for the environment. SCEIP has pumped $43 million into the Sonoma County economy over the last two years.
The $43 million has created new green building industry and other green industry related jobs. Through energy improvements to
properties, we have generated 5 Mega Watts of new clean energy and removed from our atmosphere several thousands of tons of carbon.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Increase Auditor division's extra help to expand Vacation Rentals tax
collection compliance.
County of Sonoma
FY 2011-2012 Adopted Budget
70
Gross
Expenditures
Revenue and
Reimbursements Net Cost
50,000 50,000 0
Administrative Support & Fiscal Services

MISSION STATEMENT
Fulfill the legally and locally mandated functions of the County Clerk-
Recorder-Assessor in an accurate, timely, professional, and courteous
manner.
DEPARTMENTAL DESCRIPTION
CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
Budget at a Glance:
Total Expenditures $15,528,268
Total Revenues $5,256,388
Total Net Cost $10,271,880
The County Clerk-Recorder-Assessor department was established in 2001
Total Staff 100.73
when the elected offices of County Clerk/Public Administrator, Recorder,
and Assessor were combined. The County Clerk is responsible, under state
law, for issuing marriage licenses, performing marriage ceremonies, filing
% Funded by Local Discretionary Funds 65.9%
and maintaining fictitious business name statements, Conflict of Interest Statements for statutory filers and notary bonds, and processing
environmental documents. This division has also assumed the Recorder’s responsibility for filing and issuing certificates of birth, death,
and marriage.
The Registrar of Voters is responsible, under state law, for conducting all elections in Sonoma County (federal, state, county, city,
school, and special district) and administration of all other election-related functions.
The Recorder Division, under state law, is responsible for recording and maintaining public documents associated with land transactions,
including deeds, liens, and maps, in addition to documents associated with vital statistics including births, deaths, and marriages.
The Assessor Division is responsible, under state law, for the identification of all taxable property and the valuation/appraisal of all real
and personal property in Sonoma County for property taxation purposes.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund
Charges for Services
Internal Reimbursements
Other
71
Funding Uses
County Clerk
Registrar of Voters
Assessor
Recorder
Administrative Support & Fiscal Services

FY 10-11 ACCOMPLISHMENTS
• Completed work to make website and all posted
documents accessible to the disabled community, and
redesigned the Registrar of Voters website to provide a
more user-friendly environment.
• Completed upgrade to land and vital records making
accessible online and providing the ability to purchase
online vital records.
• Initiated consolidation of the positions of Chief Deputy
County Clerk and Chief Deputy Recorder in anticipation
of the collocation of divisions, thereby developing further
efficiencies and savings.
• Implemented new Vote by Mail Sorter and Signature
verification system. This equipment is designed to
increase speed and accuracy in processing Vote by Mail
ballots. Sonoma County’s high voter turnout is due to the
high percentage of Vote by Mail ballots cast in the
elections (67.9% of votes cast in June 2010, 63.4% of
votes cast in November 2010.)
• Launched new online Campaign Finance Reports website.
Provides timely access to campaign finance reports,
including late contribution reports. Anyone who wishes to
access redacted copies of campaign financial reports filed
by candidates, committees or officeholders, can do so, at
their convenience, on the County’s website.
• Completed desk manuals for positions in the Division to
use as cross-training tools. Implemented an ongoing
cross-training program to increase flexibility of staff.
• Reviewed over 110,000 parcels for potential declines in
value. Revalued over 43,000 commercial and residential
properties to reflect the ongoing changes in the real estate
market, and continued effort to translate forms into
Spanish
• Completed installation of the first module of the
Computer Aided Mass Appraisal System (CAMA), for
property re-valuation (Prop. 8) program to increase the
number of re-appraisals completed while utilizing fewer
appraisers and gaining efficiencies.
• Maintained a high level of professional customer service
to the public.
County of Sonoma
FY 2011-2012 Adopted Budget
72
CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
FY 11-12 OBJECTIVES
• Consolidate the department’s four offices and three
warehouses to further optimize limited resources,
improve operational efficiencies, and customer services.
• Complete upgrade to the existing Clerkdocs application
including the Professional Registration modules for
Process Server, Professional Photocopier, Legal
Document Assistant, Unlawful Detainer Assistant
registrations, Notary Public Oaths and Environment
Impact CEQA filings.
• Establish agreement with the Attorney General’s Office
for an electronic recording delivery system, which will
allow the County to accept documents submitted in
electronic format in a secure environment monitored by
the Attorney General’s Office, and in compliance with
the Electronic Recording Delivery System statutes.
• Completion of the 2011 statewide and local redistricting.
• Prepare to make changes in the ballot process due to Prop
14/SB 6, that now permits all voters to vote for any
candidate in the jurisdiction, regardless of political
affiliation (with the exception of nominees for President
and Vice-President).
• Make necessary changes to all voting materials to comply
with the federal Voting Rights Act, should Sonoma
County be designated a bi-lingual county based on the
outcome of the 2010 Census data.
• Implement on-line poll worker training, and Management
Employee Election Worker Program whereby County
management employees to assist the election process.
• Close 2011-12 assessment roll after no more than a one
month time extension from the California State Board of
Equalization, and continue the re-valuation of properties.
Current re-valuation total stands at over 43,000 parcels.
• Install the second module of CAMA. This software has
the potential to increase the number of change in
ownership appraisals, while utilizing fewer staff
appraisers and thus gain further operational efficiencies
Administrative Support & Fiscal Services

FINANCIAL SUMMARY
CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
County Clerk/Registrar of Voters - General Fund
Expenditures 3,692,839 3,698,699 0.2
Revenues & Reimbursements
1,900,955 1,196,109 (37.1)
Net Cost
1,791,884 2,502,590 39.7
Assessor-General Fund
Expenditures 9,231,583 9,140,082 (1.0)
Revenues & Reimbursements 1,025,893 1,410,012 37.4
Net Cost 8,205,690 7,730,070 (5.8)
Assessor - Special Revenue Fund
Expenditures 42,926 43,855 2.2
Revenues & Reimbursements
70,992 52,343 (26.3)
Net Cost
(28,066) (8,488) 69.8
Recorder - Special Revenue Fund\
Expenditures 2,566,748 2,645,632 3.1
Revenues & Reimbursements
2,839,612 2,597,924 (8.5)
Net Cost
(272,864) 47,708 117.5
Total Expenditures 15,534,096 15,528,268 (0.0)
Total Revenues & Reimbursement 5,837,452 5,256,388 (10.0)
Total Net Cost 9,696,644 10,271,880 5.9
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 105.23 100.73 (4.50) (4.3)
73
Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
County Clerk
Vital Statistics Copies 20,292 18,881 19,310
Marriage Licenses 2,651 2,645 2,950
Fictitious Name Filings 4,637 4,825 4,800
Notary Bonds 492 490 525
Marriages Performed 790 700 1,000
Registrar of Voters
Registered Voters 256,405 248,527 260,000
Scheduled Elections 4 1 2
Ballot types 204 109 200
Abentee Ballots Issued 180,810 143,638 190,000
Polling Place Precincts (set-up task) 166 180 200
Ballot Cards Processed 130,966 186,920 200,000
Assessor
Title Transfers Processed 28,496 28,500 28,500
New Lots/Parcels 281 290 290
Permits Processed 8,603 8,500 8,500
Total Secured Parcels 181,500 181,600 181,600
Unsecured Assessments 35,200 35,300 35,300
Recorder
Recordings 129,106
130,800
135,000
Filmed Images 461,506
507,000 508,000
Vital Statistics Filings 12,634 12,200 12,300
Number of Pages Copied 53,087 47,500 51,250
Deeds Recorded 19,279
20,000
21,000
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $15.5 million. Recommended expenditures are supported by $5.3 million in
revenues and internal reimbursements for services provided to other departments and agencies and County General Fund support of
$10.2 million. Revenues and reimbursements decreased about $580,000 as a result of election year with low outside agencies
reimbursements, thus overall County General Fund net cost increased by nearly $235,000 from FY 10-11. The recommended budget
includes a 17.5% reduction in County General Fund support for continuing programs from the prior year. Reductions in County General
Fund total expenditures were made primarily by not programming February Presidential Primary election expenses assuming legislation
will successfully reconsolidate into the June General Primary election; by reducing staff resources, and increasing reimbursements from
non-General fund department programs.
Core Services Maintained
• The recommended FY 11-12 budget relies in $10.3 M of General Fund Support. The combination of General Fund, Charges for
Services, and Reimbursement provides for ongoing maintenance of voter registration files, the conduct of two elections, ongoing
assessments for real and business property, County Clerk services, including marriage licenses and miscellaneous filings, and
recording services for real property and vital records, including documents for all Sonoma County properties and events as well as
providing certified copies of birth, death and marriage records. These represent core county services that are constitutionally or
statutorily mandated, and are not duplicated elsewhere in the county.
County of Sonoma
FY 2011-2012 Adopted Budget
74
Administrative Support & Fiscal Services

Services Eliminated or Reduced
The reduction of $1.2 M of General Fund support will result in the following measures:
CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
• Elimination of the Chief Deputy County Clerk position will further reduce the amount of staff support available to the County Clerk’s
office on a regular basis, until the offices of the Clerk and Recorder (currently at three different locations) are physically consolidated.
Impacts will include long lines and wait times during peak workloads, and continuing delays in getting answers to complex questions
and the resolution of problems. Processing transactions and fulfilling document requests will take longer.
• Included reductions will require closure of the Assessor satellite office located in Petaluma; reduced defense efforts for assessment
appeals, and will increase backlog of reassessments events, new permits, title transfers, mandatory audits, and delay the annual
closure of the assessment roll. In addition, reduced front counter staff to assist the public and answer questions may ultimately
necessitate reduced hours available to the public.
• Reductions in the Registrar of Voters (ROV) division staffing may result in reduced front counter services to the public depending
upon other office workload demands, which fluctuate throughout the elections cycle. In addition data entry updates for maintenance
of the voter files may likely be impacted.
Strategic Plan Focus
Civic Services and Engagement
o The Registrar of Voters division has focused on increasing access to and greater citizen participation in government by increasing
voter turnout through voter outreach. Sonoma County consistently has one of the highest percentages of voter participation in
statewide elections. FY 11-12 objectives include increasing online services provided to the public through online Campaign
Finance Reports, voter information look-up screens and future implementation of on-line poll worker training. An average of
about 6 hours per manager/department head will supplant normally scheduled extra-help support for the Registrar of Voters
during the June Primary election in 2011. This may impact all County departments’ operations during election, unless managers
assist the election team during weekends or evenings.
o As part of the County’s redesign efforts a Sonoma County Managers Election Worker Program estimated to contribute
approximately 2,430 staff hours to elections services during peak times is being proposed to lessen general fund need. The
recommended budget assumes a successful implementation, which will result in the County’s ability to reduce Extra Help
support.
o The 2010 federal census completed the count of people living in California as well as other states. The California Constitution
requires the Citizens Redistricting Commission to redraw the boundary lines of the districts of members of (1) the U.S. House of
Representatives, (2) the state Legislature (Assembly and Senate) and (3) the state Board of Equalization (BOE) immediately
following each federal census. This Commission will establish districts of each type that are “reasonably” equal in population.
The Registrar of Voters will input the new boundaries and shift voters to the new districts in 2011, for use in the 2012 elections,
beginning with Petitions-in-Lieu (which are available to candidates January 3, 2012). The district boundaries for the Board of
Supervisors will be reviewed by a Redistricting Advisory Committee and submitted to the Board for revision in order to meet
population fluctuations. The Registrar of Voters Division will be integrally involved in developing boundary options, as well as
implementing whatever boundaries are adopted by the Board. The effort affirms our County’s commitment to civic services and
engagement through adequate district representation.
o Also following the census, the Secretary of State will determine those counties that are covered by language provisions of the
Federal Voting Rights Act. While it is anticipated that Sonoma County will be designated as a bi-lingual (Spanish) county for
voting materials, due to the lack of certainty, no funds have been included in the recommended budget request to cover the costs
of compliance. If the bi-lingual designation is determined prior to the November 2011 election, Staff will implement requirements
to assure that Spanish speaking voters receive sufficient civic services to engage the community in the County’s democratic effort.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
75
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Add back 1.0 FTE Chief Deputy County Clerk position to the County
Clerk division. Offset with salary savings contingent upon collocation
of the Recorder and County Clerk divisions to achieve operational
efficiencies.
Budget Hearings Actions
CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
Gross
Expenditures
Revenue and
Reimbursements Net Cost
0 0 0
Restore 1.0 Election Specialist II and 2.0 Assessment Clerk Positions. 242,555 0 242,555
County of Sonoma
FY 2011-2012 Adopted Budget
76
Administrative Support & Fiscal Services

JUSTICE SERVICES
Gross
Revenue/
Appropriations Reimbursements Net Cost
Court Support & Grand Jury 11,492,162 3,750,937 7,741,225
Probation 46,397,866 16,859,027 29,538,839
District Attorney 21,232,900 7,136,204 14,096,696
Public Defender 9,147,658 116,251 9,031,407
Sheriff 127,788,646 55,537,085 72,251,561
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
77
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Justice Services

County of Sonoma
FY 2011-2012 Adopted Budget
78
Justice Services

DEPARTMENTAL DESCRIPTION
The Court Support Services budget provides for various court-related
expenses for which the County is financially responsible.
Court Support Services
Court Support Services includes two General Fund budget sections: Court
Support Operations and Alternate Indigent Defense, and a special revenue
fund; the Alternate Dispute Resolution Special Revenue Fund.
COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
The Court Support Operations section includes all revenues received by the
County under Trial Court Funding including percentages of specific court
fines and fees. This section also includes the County’s Maintenance of Effort (MOE) and Court Facility Payment (CFP) payments, and
the cost of certain limited judicial benefits. The Auditor-Controller manages this budget unit.
The annual MOE payment ($8,028,571) is the County’s share of financing trial court operation costs as a result of the Lockyer-Isenberg
Trial Court Funding Act of 1997 (AB 233). The CFP ($925,500) is the County’s share of financing the court occupied facility costs. The
County transferred responsibility for the court space in December 2008.
The Alternate Public Defense section was established to account for all costs associated with indigent defense when the Public Defender
is unable to provide representation. The expenditures include contract conflict counsel, court appointed attorneys, and associated costs.
County Counsel manages this budget unit.
The Alternate Dispute Resolution (ADR) Special Revenue Fund is a depository for filing fees, from which expenditures are made for
ADR services, which provide the general public alternatives to civil court proceedings. In 1986 the state legislature gave counties the
authority, under the Dispute Resolutions Program Act, to add up to $8.00 to the total fees for the filing of the first paper or petition as
identified in specified government code sections, which fund the ADR program. Sonoma County Superior Court manages this budget
unit.
Grand Jury
Budget at a Glance:
Total Expenditures $11,492,162
Total Revenues $3,750,937
Total Net Cost $7,741,225
Total Staff 0
% Funded by Local Discretionary Funds 67.7%
The Grand Jury is composed of 19 individuals whose primary function is to examine all aspects of county and city government and
special districts. The Grand Jury is impaneled by the Superior Court on a fiscal year basis, and prepares an annual report of their findings
to the Presiding Judge of the Superior Court. The costs of the Grand Jury, as allowed pursuant to the penal code, are charged to the
County General Fund budget.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
County General Fund
Charges for Services
Fines/Fees/Interest/Misc.
79
Funding Uses
Grand Jury
Maintenance of Effort (MOE)
MOE Facility Payment
Alternate Public Defense
Alternate Dispute Resolution
Judicial Benefits
Justice Services

FINANCIAL SUMMARY
COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Court Support Services - General Fund
Expenditures 11,323,359 11,326,778 0
Revenues & Reimbursements 3,632,674
3,609,592 (0.6)
Net Cost 7,690,685
7,717,186 0.3
Grand Jury - General Fund
Expenditures 75,723 68,702 (9.3)
Revenues & Reimbursements 0 0 0
Net Cost 75,723 68,702 (9.3)
Alternative Dispute Resolution - Special Fund Revenue
Expenditures 96,682 96,682 0
Revenues & Reimbursements 147,042
141,345 (3.9)
Net Cost (50,360)
(44,663) 11.3
Total Expenditures 11,495,764 11,492,162 (0)
Total Revenues & Reimbursement 3,779,716 3,750,937 (0.8)
Total Net Cost 7,716,048 7,741,225 0.3
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $11.5 million, a $4,000 decrease from FY 10-11. Recommended expenditures
are supported by $3.7 million in revenues and internal reimbursements for services provided to other departments and agencies and
County General Fund support of $7.7 million. Revenues and reimbursements decreased about $29,000 and overall County General Fund
net cost increased as a result by nearly $25,000 from FY 10-11.
The Grand Jury is the only discretionary budget in this unit. The Court Support budget unit contains Maintenance of Effort costs and
Alternate Defense costs which cannot be reduced. The Alternate Dispute Resolution program is supported by filing fees and is not
subject to General Fund reductions.
Core Services Maintained
• The Grand Jury will continue to provide investigative services under the direction of the Presiding Judge as mandated by government
code. A published report on the findings of their investigations will be presented at the conclusion of their service.
• Alternate indigent defense contracts are maintained at existing levels and will provide the county with continued services of up to
3,500 cases where the Public Defender has identified a conflict of interest and is unable to provide legal defense.
• The alternative dispute resolution program will be maintained at existing levels. Funding for this program is provided by non general
fund sources.
Alternate Defense
• The budget does not provide funding for extra-ordinary cases, capital cases, or cases requiring a change of venue. Should cases of this
nature occur or if current cases become protracted, the department will request mid-year appropriations to fund any additional
expenditure requirements.
Services Eliminated or Reduced
• Grand Jury expenditures are reduced by 9.3% based on the county wide effort to realign costs to available revenues. The expenditure
reduction of $7,000 will require changes in training, meeting, publishing and distribution practices. The Grand Jury Final report will
be managed with reduced costs for print media and increased use of web site and library access.
County of Sonoma
FY 2011-2012 Adopted Budget
80
Justice Services

Strategic Plan Focus
COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
• The Grand Jury meets the civic services and engagement strategic plan focus area by providing an opportunity for citizens of the
community an opportunity to examine processes and procedures of government and district agencies and report on findings promoting
transparency and accountability.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
Not applicable.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
81
Justice Services

County of Sonoma
FY 2011-2012 Adopted Budget
82
Justice Services

MISSION STATEMENT
The Sonoma County Probation Department is committed to providing the
criminal justice system with professional services. Our staff is dedicated to
protecting our diverse community, serving the court, supporting crime
victims and their rights, and providing justice through accountability and
rehabilitation of offenders.
DEPARTMENTAL DESCRIPTION
PROBATION
Robert M. Ochs, Chief Probation Officer
Budget at a Glance:
Total Expenditures $44,209,835
Total Revenues $15,623,501
Total Net Cost $28,586,334
Total Staff 247.6
% Funded by Local Discretionary Funds 63.3%
The Probation Department is charged with the responsibility of community
protection and offender rehabilitation. This is accomplished through mandated services to the court, specifically investigative reports and
recommendations, and departmental efforts to guide offenders granted probation through the use of specialized caseloads, intensive
supervision, and referral to appropriate therapeutic services.
The Probation Department consists of two major divisions: Probation Services and Juvenile Institutions. The Probation Services
Division includes: Administration, Adult and Juvenile Probation Services, Jail Services, Juvenile Grants, and Juvenile Justice Crime
Prevention Act (JJCPA), which supports the goal of reducing juvenile crime and promoting juvenile accountability through the use of
community-based resources dedicated to strengthening families. The Juvenile Institutions Division includes the three juvenile
detention/commitment facilities: Juvenile Hall, Sierra Youth Center (SYC), and Probation Camp. Additionally, the Juvenile Institution
Division includes the Supervised Adult Crew Program (SAC), a program that allows offenders to participate in work crews doing
landscaping, and/or major maintenance and construction projects for government and non-profit agencies. This permits offenders to live
at home and maintain employment while completing their court ordered obligation, or allows them to complete community service while
serving time in the North County Detention Center.
Funding Sources General Fund
County of Sonoma
FY 2011-2012 Adopted Budget
Fines, Fees & Interest
State Funding
Federal Funding
Internal Reimbursements
Supervised Adult Crews - Camp
Projects
83
Funding Uses
Administration
Adult Supervision & Investigations
Juvenile Hall
Juvenile Intake & Investigations
Probation Camp
Juvenile Supervision, Placement &
Programs
Supervised Adult Crews - Camp
Projects
Justice Services

FY 10-11 ACCOMPLISHMENTS
• Implemented Vista Academy, an Evening Reporting
Center, providing a structured afternoon & evening
program, six days per week, to gang members and
minors at risk for gang involvement.
• Supported 11 girls, and 18 boys through graduation
from the Department’s camp programs, and continued
enhancements of employment services for these youth
as they return to the community.
• Implemented pilot program using GPS tracking of
identified gang offenders as a supervision tool to deter
further crime and prevent negative affiliations.
• Provided Scenario Based Field Officer Safety Training
to all supervision officers, enhancing their ability to
safely supervise offenders while protecting the
community.
• Took over supervision of youth being paroled from the
Department of Juvenile Justice.
• Completed over $1.5 million worth of projects for
California State Parks through the SAC program.
• Collaborated with a number of agencies to enhance
services, e.g.:
o With California Parenting Institute, coordinated a
pilot program to provide voluntary trauma counseling
for children of substance abusing domestic violence
offenders;
o With Human Services and Alcohol and Other Drugs,
on the Family Recovery Project, a system integration
effort to improve referral processes and service
delivery;
o With Mental Health, Human Services, and Social
Advocates for Youth, developed a Wraparound
Model of services for minors and their families as an
alternative to home removal.
• Incorporated additional Evidence Based Practices,
improving supervision, & reducing risk, e.g.:
o Trained staff in targeting criminogenic risk factors,
delivering Aggression Replacement Therapy, and
Interactive Journaling;
o Implemented use of a validated lethality assessment
tool for Domestic Violence (DV) offenders;
o Transitioned to an evidence based Containment
Model program for treatment of juvenile sexual
offenders.
County of Sonoma
FY 2011-2012 Adopted Budget
84
PROBATION
Robert M. Ochs, Chief Probation Officer
FY 11-12 OBJECTIVES
• Continue to align Department’s efforts consistent with
evidence based practices, e.g.,
o assess risk;
o dedicate resources towards higher risk offenders;
o develop case plans consistent with risks and needs;
o provide programming demonstrated by research to
reduce recidivism.
• Develop alternatives for girls who in past years had
been placed in Sierra Youth Center.
• In consultation with Court, modify Adult and Juvenile
Probation reports to mitigate impact of staffing
reductions.
• Leverage SB 678 (2009) funding to continue improving
success rate of adults on felony probation. SB 678
Establishes a Community Corrections Performance
Incentive Fund (CCPIF) that transfers state savings to
counties for reduced probation failures.
• In response to state public-safety realignment, develop
plan with partners to safely, effectively, and efficiently
manage anticipated new population of low-level
offenders and parolees.
• Work with Sheriff’s Office to rework system of
detention alternatives in wake of program cuts, allowing
appropriate release of adult offenders and maintaining
public safety.
• Develop SAC into a self-sustaining program by
generating a broader customer-base and improving
efficiency, while maintaining safety record.
• Re-work Juvenile Hall operations to reflect staffing
cuts, in particular, method of initially assessing
risks/needs for all minors entering the juvenile justice
system.
• Enhance collection of restitution through improved
collaboration with the District Attorney’s Office, front
evaluation of offender’s ability to pay, and
establishment and tracking of payment plans.
• Evaluate effectiveness of expanding use of GPS on
high-risk gang offenders, based on results from pilot
program.
• Enhance Evidence-based programming at Probation
Camp, including expansion of cognitive behavioral and
after-care programs.
• Improve Juvenile services by, establishing satellite
locations, and expanding use of Skype Conferencing
between Placement youth and their families.
Justice Services

FINANCIAL SUMMARY
PROBATION
Robert M. Ochs, Chief Probation Officer
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Probation Services - General Fund
Expenditures 19,162,418 17,807,238 (7.1)
Revenues & Reimbursements 4,045,769 4,359,346 7.8
Net Cost 15,116,649 13,447,892 (11.0)
Institutions - General Fund
Expenditures 21,847,070 19,194,130 (12.1)
Revenues & Reimbursements 4,761,666
4,657,646 (2.2)
Net Cost 17,085,404 14,536,484 (14.9)
Total GF Expenditures 41,009,488 37,001,368 (9.8)
Total Revenues & Reimbursement 8,807,435 9,016,992 2.4
Total GF Net Cost 32,202,053 27,984,376 (13.1)
Camp/SAC - Special Fund
Expenditures 3,359,101 3,359,101 0
Revenues & Reimbursements 3,359,101 3,359,101 0
Net Cost 0 0 0
Juvenile Justice Crime Prevention Act (JJCPA) - Special Fund
Expenditures 1,357,777 1,313,445 (3.3)
Revenues & Reimbursements 1,357,777
1,313,445 (3.3)
Net Cost 0
0 0
Youthful Offender Block Grant - Special Fund
Expenditures 1,411,046 1,518,027 7.6
Revenues & Reimbursements 858,800 916,069 6.7
Net Cost 552,246 601,958 9.0
Community Corrections Program Incentive Fund (CCPIF)- Special Fund
Expenditures 317,568 1,017,894 220.5
Revenues & Reimbursements 317,568 1,017,894 220.5
Net Cost 0 0 0
Total Expenditures 47,454,980 44,209,835 (6.8)
Total Revenues & Reimbursement 14,700,681 15,623,501 6.3
Total Net Cost 32,754,299 28,586,334 (12.7)
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 288.35 247.60 (40.75) (14.1)
85
Justice Services

RECOMMENDED BUDGET
PROBATION
Robert M. Ochs, Chief Probation Officer
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Probation Services
Investigations 7,922 6,261 7,000
Supervision 7,349 6,919 6,320
Instituitions
Juvenile Hall
Average Daily Population 85 89 95
Average Length of Stay 23 24 23
Camp & Sierra Youth Center
Average Daily Population 32 34 18
Average Length of Stay 190 186 180
Supervised Adult Crews
Days Worked 12,996 10,956 6,000
Jail Days Saved 10,287 7,970 4,114
The recommended budget reflects overall expenditures of $44.2 million, a $3.2 million decrease from FY 10-11. Recommended
expenditures are supported by $15.6 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $28.0 million. Revenues and reimbursements increased about $923,000 and overall
County General Fund net cost decreased as a result by nearly $4.2 million from FY 10-11. This represents a 16% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were
made primarily in salary and benefits. The significant increases in revenues include the Supervised Adult Crews charges for services.
Core Services Maintained
Probation Department core services include: juvenile intake; detention operations; preparation of disposition and pre-sentence reports for
the Superior Court; and supervision of adult and youthful offenders. Within these service areas, there are specific requirements dictated
by State regulations and/or the Superior Court.
The department’s juvenile intake unit will continue to process detention hearing documents, and conduct disposition investigations for
the court.
The Juvenile Hall will continue to detain minors for temporary stays. All operations including staffing levels and training, programming
and case plans for youth, housing standards, and medical services are mandated by Corrections Standards Authority. In fiscal year 11-12,
the department will continue to run a safe and secure facility incorporating high standards of care, and evidence based programming.
The Community Detention program, a detention alternative using electronic monitoring, will also continue.
Probation Camp will be maintained for high-risk male youth to allow for treatment, rehabilitation, and vocational training.
Supervision of juvenile and adult offenders will continue, and will be maintained at an appropriate level.
Juvenile Division Probation Officers will supervise approximately 1,000 youth annually, monitoring compliance with court conditions,
and delivering individualized case management services that address key risk factors, thereby lowering chances of recidivism.
In the Adult Division, supervision officers will monitor approximately 3,100 felony probationers, as well as misdemeanants who have
committed violent or sexual offenses. Utilization of risk assessment tools allows the department to allocate resources based on the level
of risk to reoffend. Specialty caseloads, e.g., domestic violence, mental health, gang, and sex offenders, allow for staff expertise in
community resources, treatment approaches, and monitoring techniques that enhance public safety.
Presentence investigations services will continue for 5 felony judges. In addition, Probation Officers will continue to support the
collaborative Early Case Resolution Court, providing bail and case information, and custody calculations.
The Supervised Adult Crews (SAC) program will continue to provide a detention alternative. Probation peace officer staff supervises
work crews of adult offenders who have been sentenced by the Court to “serve time”. Working on a SAC crew provides an alternative to
County of Sonoma
FY 2011-2012 Adopted Budget
86
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
low risk offenders to work off their time, while preserving jail beds for the higher risk population. In addition, these crews can provide
valuable work experience for offenders. For FY 11-12, General Fund support is withdrawn from SAC, and the program will be 100%
funded by revenues generated from the work performed by the offenders.
Services Eliminated or Reduced
Diversion
Front-end diversion program services for youth and families were redirected to focus on high-risk youth who have committed more
serious offenses. All diversion programming services, as well as the Probation Officer which conducted pre-screen assessments at police
locations throughout the county, were eliminated.
Detention Alternatives
Eliminated in this budget are two adult detention alternative programs, Supervised Electronic Confinement (SEC), and Supervised Own
Recognizance (SOR). Elimination of these programs is anticipated to impact the jail population, and Probation is working with the
Sheriff’s Office on options to mitigate this impact.
Institutions
Proposed in this budget are several staffing reductions in the Juvenile Hall:
• The reduction of three security positions will be managed by reducing the availability of outside recreation, occasional unescorted
movements of juveniles, and other adjustments in staff assignments;
• Cuts in Programming staff will reduce the quantity of specialized events, and of individualized programming for difficult residents.
• With the reduction of floater positions, the Juvenile Hall will no longer provide the initial risk/needs assessment on all minors booked.
The department will re-engineer how, when, and where minors are assessed as they enter the juvenile system;
• A change in the Community Detention program will necessitate a review of current processes, and likely additional triage, distributing
minors into differing levels of supervision.
The Sierra Youth Center, the department’s gender responsive commitment program for girls, is eliminated in this budget. It is anticipated
that most youthful female offenders who otherwise would have been committed to Sierra will be sent to placement, while some may be
placed in their home on Probation, and/or spend longer time in the Juvenile Hall.
Strategic Plan Focus
Probation Department core services align with several focus areas of the County’s Strategic Plan.
As a public safety agency, Probation’s primary goal is to help ensure a safe community. Every department program begins with this goal
– e.g., minors are detained in the Juvenile Hall to prevent them from hurting themselves or others; and Probation Officers supervise
offenders in the community to monitor their behavior, and provide programs to decrease the chance of future crimes.
In addition, Probation increasingly provides evidence based practices - those shown by research to yield the greatest recidivism
reduction. These practices are anticipated to lead to more probationers returning to the community as contributing members, which is an
investment in their future, and the future of this community, and provides enormous economic benefits.
The difficult choices required for this budget have led to elimination of some programs that are upstream, and which would further
Probation’s efforts towards the County’s Strategic Plan. However, as core services are generally maintained, and as the department is
committed to research based techniques to reduce recidivism, this budget allows Probation to maintain its alignment with the Plan.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
87
Justice Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Budget Hearings Actions
Restoration of 3.0 FTE Probation Officer (PO) III to continue
Supervised Own Recognizance program.
Restoration of 1.0 FTE PO III Juvenile Probation for youth diversion
programming.
Restoration of 4.0 FTE for Juvenile Hall Programming & Security (1.0
Juvenile Corrections Counselor (JCC) II, 2.0 JCC III, and 1.0 JCC IV).
Restoration of 9.0 FTE, including 1.0 Division Director (DD), 1.0 JCC
IV, 4.0 JCC III, and 3.0 JCC II, for Sierra Youth Center with one-time
use of Teeter Funds ($870,000) and Title IVe and state reimbursements
($300,181).
County of Sonoma
FY 2011-2012 Adopted Budget
88
PROBATION
Robert M. Ochs, Chief Probation Officer
Gross
Expenditures
Revenue and
Reimbursements Net Cost
422,670 32,670 390,000
120,357 535 119,822
444,823 2,140 442,683
1,140,000 1,140,000 0
Justice Services

MISSION STATEMENT
The Sonoma County District Attorney’s office is dedicated to providing the
members of our community with a safe place to live by holding the guilty
accountable, protecting the innocent, and preserving the dignity of victims
and their families. We shall seek truth and justice in a professional manner,
while maintaining the highest ethical standards.
DEPARTMENTAL DESCRIPTION
DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
Budget at a Glance:
Total Expenditures $20,817,999
Total Revenues $6,909,780
Total Net Cost $13,908,219
Total Staff 108.75
% Funded by Local Discretionary Funds 64.7%
The District Attorney’s office conducts all prosecutions for public offenses
in Sonoma County, and institutes proceedings for the arrest of persons charged with public offenses. This includes felony and
misdemeanor prosecutions involving daily court calendar proceedings, felony preliminary hearings, court trials, jury trials, sentencing
hearings, violation of probation hearings, appellate hearings, charging of juvenile petitions and presentation of evidence in delinquency
hearings in Juvenile Court. The District Attorney also prosecutes county ordinance violations, handles weapon forfeiture cases, files
petitions to hospitalize developmentally disabled persons if they are a danger to themselves or others, investigates public (open)
meetings violation allegations, and implements the California Witness Relocation and Assistance Program in Sonoma County. The
District Attorney’s office has the following specialized teams: Domestic Violence/Sexual Assault Unit, Elder Protection Unit, Gangs and
Hate Crime Unit, Writs and Appeals Unit, Narcotics Unit, Auto Theft Prosecution Unit, and the Environmental Consumer Law and
Fraud Unit.
The District Attorney has partnered with federal and local law enforcement agencies in an effort to combat criminal street gangs, with a
District Attorney Investigator assigned to the North Bay Regional Gang Task Force (Safe Streets). A District Attorney Investigator is
also assigned to the High Tech Task Force, and is one of several such task forces funded by the State. Headquartered in Napa, the task
force conducts computer forensic investigations and combats identify fraud, piracy, fraud via computers, and child pornography.
Crime prevention efforts include participating in the following collaborative efforts: Gun Information for Teens (GIFT) program,
Truancy Program, Child Death Review Team, Family Violence Prevention Council, Domestic Violence Death Review Team, Santa
Rosa Mayor’s Gang Task Force, and the Gang Resistance Education and Training Program.
The Victim Assistance Center provides services to victims and witnesses of crimes, including providing victims with: court support
services; information on the criminal justice system; information on victims’ rights under Marsy’s Law; assistance in filing restitution
claims; referrals to public or private social service agencies; referrals to treatment services; information on the status and disposition of
cases.
The District Attorney is the lead fiscal and administrative agency for the multi-agency collaborative Family Justice Center Sonoma
County (FJCSC). The FJCSC combines law enforcement, prosecution, and community-based organizations to provide a coordinated,
multi-disciplinary single point of access for family violence services. Comprehensive health, safety, legal, and support services for
victims have already been enhanced with teams working in anticipation of opening the doors of a facility in the near future. FJCSC goals
include increasing victim safety and family violence reporting; increasing successful prosecutions and offender accountability; reducing
recidivism; and increasing efficiencies within and among family violence services. The Family Justice Center is fully funded by grants
and donations and does not rely on General Fund support. A Special Revenue Fund was established in FY 10-11 to manage expenditures
for the FJSCS.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund
Fines/Fees/Interest
Grants/Misc.
Prop 172
State Reimbursement
Transfers/use of Special
Revenue Funds
89
Funding Uses
Early Case Resolution Court
Environmental/Consumer Unit
Family Justice Center
Felony/Misdemeanor Trial Teams
Juvenile Division
Gang Unit
Domestic Violence/Sexual Assault
Victim Assistance Program
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
There are several special revenue funds managed by the District Attorney, most notably the Consumer Protection Fund; the Sonoma
County Auto Theft Taskforce (SONCATT) Fund; and the DA-Family Justice Center Fund. The Consumer Protection Fund retains court
ordered penalties used to help fund enforcement of consumer protection laws. The SONCATT Fund was established to deposit funds
received from a portion of vehicle registration fees, which are utilized for programs that enhance the capacity of local police and
prosecutors to deter, investigate and prosecute vehicle theft crimes.
FY 10-11 ACCOMPLISHMENTS
• Implemented a web-based tool on our website which
allows victims and witnesses of a crime to get
information about their upcoming court dates, which
assists us in meeting our obligations under the
Victims’ Bill of Rights Act of 2008 known as Marsy’s
Law.
• A Marsy's Law policy was enacted to ensure all crime
victims are provided prompt notice concerning the
status of their case, they are treated with fairness, and
their privacy and dignity are guarded and respected.
• On behalf of a broad group of stakeholders
representing city, county, and community-based
organizations, the DA’s Office sought approval from
the Sonoma County Board of Supervisors to
implement the Family Justice Center Sonoma County
(FJCSC). The Board authorized the use of the
building located at 2755 Mendocino Avenue, Santa
Rosa. A groundbreaking ceremony marked the start of
the site’s renovations. In April 2010, six FJCSC
Advocate staff were hired by partner agencies and
began working with prosecution and law enforcement
partners and 1 Inter-Tribal Council Advocate. The
FJCSC advocate staff have served over 900 victims,
and made over 1,200 referrals to partner agencies.
Partner staff co-location has been enhanced in
advance of opening the FJCSC and victims’ services
being carefully tracked with new software.
• Along with five other counties, the District Attorney’s
office reached a $1.1 million settlement in a civil law
enforcement action filed against Sears and Kmart
stores for charging customers more than the lowest
advertised price for items, and for Kmart’s charging
consumers more for beverage containers than allowed
under the state’s recycling law.
• FY 10-11 restitution orders are in excess of
$5,000,000. This is a direct result of increased
awareness by and communication with our criminal
justice partners.
County of Sonoma
FY 2011-2012 Adopted Budget
90
FY 11-12 OBJECTIVES
• Continue collaborating with law enforcement to
enhance prosecution of gang offenses and other violent
crimes. Provide opportunities for newer office members
to work with the most experienced lawyers to build a
successful prosecution team.
• Prosecution teams will continue efforts in Early Case
Resolution Court to resolve less complex cases at the
earliest opportunity and allow for more focused efforts
on complex cases.
• The Elder Protection Unit will vigorously investigate
and prosecute those who prey on elders, handling cases
of sexual and physical abuse, the infliction of mental
abuse, and neglect, as well as residential burglary,
identity theft, fraud, and forgery.
• Prosecute violations of California’s unfair competition
and false advertising laws to protect Sonoma County
citizens, and to maintain a level playing field for our
businesses. Examples of the types of prosecutions, in
both the civil and criminal area include, misleading
telephone solicitations, false advertising, harmful health
products, retail price overcharges, mobile home rent
control, slack fill products, Proposition 65, adulterated
or misbranded products, and public nuisance abatement.
• Continue outreach through education in the schools
with the Gang Resistance Education and Training
(G.R.E.A.T.) and the Gun Information for Teens
(G.I.F.T.) programs and by continued participation in
programs to combat DUIs.
• Complete business requirements for a case management
system that will allow information to be acquired
electronically, and streamline work processes to
efficiently manage cases from entry to completion while
managing with reduced staffing.
• The Family Justice Center Sonoma County, which plans
to provide comprehensive services to family violence
victims through a single access point, will open this
year. Meanwhile, partner agencies are enhancing their
collaboration and co-location of staff to support victims
more efficiently.
Justice Services

FINANCIAL SUMMARY
DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
District Attorney - General Fund
Expenditures 20,492,944 19,039,288 (7.1)
Revenues & Reimbursements 5,473,994 5,564,591 1.7
Net Cost 15,018,950 13,474,697 (10.3)
Auto Insurance Fraud - Special Fund
Expenditures 10,000 63,586 535.9
Revenues & Reimbursements
3,000 750 (75.0)
Net Cost
7,000 62,836 797.7
Consumer Protection - Special Fund
Expenditures 433,477 512,466 18.2
Revenues & Reimbursements 255,000 255,000 0
Net Cost 178,477 257,466 44.3
So Co Auto Theft Taskforce - Special Fund
Expenditures 472,066 472,832 0.2
Revenues & Reimbursements 481,000 485,038 0.8
Net Cost (8,934) (12,206) (36.6)
Supplemental Law Enforcement - Special Fund
Expenditures 100,500 100,040 (0.5)
Revenues & Reimbursements
100,500 100,040 (0.5)
Net Cost
DA Asset Forfeiture - Special Fund
0 0 0
Expenditures 0 29,184 100.0
Revenues & Reimbursements 0 25,050 100.0
Net Cost 0 4,134 100.0
Family Justice Center - Special Fund
Expenditures 804,336 600,603 (25.3)
Revenues & Reimbursements
606,000 479,311 (20.9)
Net Cost
198,336 121,292 (38.8)
County of Sonoma
FY 2011-2012 Adopted Budget
Total Expenditures 22,313,323 20,817,999 (6.7)
Total Revenues & Reimbursements 6,919,494 6,909,780 (0.1)
Total Net Cost 15,393,829 13,908,219 (9.7)
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 120.55 108.75 (11.80) (9.8)
91
Justice Services

RECOMMENDED BUDGET
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Cases Referred/Reviewed 25,943 25,000 26,000
Adult Criminal Activity
Court Filings
Felony Complaints 2,533 2,425 2,600
Misdemeanor Complaints 16,608 16,000 18,000
Subpoenas Issued 21,522 23,500 25,000
Court Activity
Preliminary Hearings Held 342 370 500
Jury Trials Held 81 130 16
Court Trials Held 28 10 20
Court Appearances 126,841 140,000 145,000
Juvenile Activity
Law Violation Reports Rec'd 2,097 2,050 2,100
Original Charges-Petitions 1,657 1,650 1,675
Violation of Prob. Petitions 575 840 875
Court Hearings 20,984 19,100 19,500
Subpoenas Issued 958 650 675
Victim/Assistance Program
Total Clients 2,661 2,930 3,223
Total Claims 926 1,018 1,120
Claims Paid to Victims $734,977 $770,000 $808,500
Restitution Ordered $9,066,878 $10,000,000 $11,000,000
DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
The recommended budget reflects overall expenditures of $20.8 million, a $1.5 million decrease from FY 10-11. Recommended
expenditures are supported by $6.9 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $13.5 million. Revenues and reimbursements decreased about $9,000 and overall County
General Fund net cost decreased as a result by nearly $1.5 million from FY 10-11. This equates to a 16% reduction in County General
Fund support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were made
primarily in salary and benefits. The significant changes in revenues and reimbursements were the result of the transfer of fines and fees
from Asset forfeiture and Consumer Protection funds.
Core Services Maintained
• The District Attorney will focus on the core services of the office prosecuting criminal offenses, and acting as the voice of victims.
• Environmental violations and violations of California’s unfair competition and false advertising laws will be vigorously prosecuted.
• The Elder Protection Unit will continue to focus on keeping the growing senior community protected from financial and physical
elder abuse and neglect.
• The felony, misdemeanor and juvenile courts will continue to be staffed, properly charge cases, and seek appropriate dispositions.
• Participation in will continue in Early Case Resolution Court, where felony cases resolve earlier, while achieving the same justice.
• Aggressively prosecute the most serious crimes through the vertically staffed Domestic Violence/Sexual Assault (DVSA) and Gang
units. DVSA prosecutors receive highly specified training in intimate partner, child and sexual abuse prosecutions, encompassing
County of Sonoma
FY 2011-2012 Adopted Budget
92
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
forensic interviews, forensic evidence gathering and trial presentation, and dealing with recanting and fearful victims, expert
testimony, and specialized Penal Code sections. These cases are extremely labor intensive, involving complex issues and traumatic
violent felonies, and include the handling of specialized Sexually Violent Predator cases. Consistency and specialization is critical to
victim confidence in and participation in the criminal justice system, which in turn increases public safety.
Services Eliminated or Reduced
The impacts to the District Attorney Budget are primarily focused in three areas: prosecutions, victim support, and investigations
• Prosecutions will be impacted by the elimination of an Assistant District Attorney, two Deputy District Attorneys, and two support
staff. The District Attorney will no longer have a dedicated attorney assigned to the Redwood Children’s Center, which may result in
not having a prosecutor present during multi-disciplinary interviews of vulnerable child victims, necessitating additional interviews
prior to court testimony, or may result in delayed case filing decisions and court proceedings. Reduced staffing for DUI, Drug and
Domestic Violence Courts, may lead to increased recidivism for those who normally would participate in these courts, resulting in
increased crimes and average daily jail bed figures. The vertical prosecution teams will be reduced, causing delays in filing cases and
increased caseloads in special crime prosecution.
• The reduction of support staff will slow down the processing of complaints, risking missed court deadlines. Complaints will be
prioritized based on custody status, charges, and court dates, and attorneys may not have all of the necessary information in court. The
elimination of one position of Assistant District Attorney will impact the department’s transition leadership in future years and create
a loss of critical support in creating and carrying out organizational policies and in providing critical input to the District Attorney.
The office will have reduced management and day-to-day guidance, oversight and support of units, supervisors, and staff impacting
training and supervision, as well as responsiveness to the public and law enforcement and community partners on public safety, and
upstream and outreach efforts.
• The loss of a Victim Advocate will limit court support for victims and may impact the ability to meet the constitutional mandate of
Marsy's Law; ensuring victims' rights are upheld in carrying out criminal prosecutions. Victims may become less cooperative in the
criminal justice process, leading to adverse case outcomes, impacting law enforcement and other criminal justice partners as well as
public safety.
• The reductions in the Bureau of Investigations include the loss of a Senior Investigator and three Investigator positions, as well as the
loss of support staff. These reductions will limit the department’s ability to provide investigative support on environmental, consumer,
and most fraud complaints as the Bureau shifts toward covering basic trial support. Limited investigations support at preliminary
hearing stage or earlier will occur, which means adequate assessment of cases may be jeopardized. Emergency follow up investigative
work will likely be eliminated in all but the most serious cases, jeopardizing convictions. Due to the reduction in vehicles,
investigators will not be able to conduct sufficient follow-up investigations, pre-trial interview and evidence gathering, as well as
various trial support tasks such as serving subpoenas in a timely manner.
Strategic Plan Focus
A safe community, and one where the public perceives that it is safe, is the necessary foundation to a healthy and thriving community.
The District Attorney’s role in ensuring justice, holding offenders accountable, and upholding victims’ rights are critical to the County’s
strategic plan of providing a “Safe, Healthy and Caring Community”. The strategic plan focus of the District Attorney has been and will
continue to be working with our law enforcement and criminal justice partners to keep this community safe.
Focused prosecutions in environmental, fraud and consumer crimes assist the county in meeting its strategic goal of “Economic and
Environmental Stewardship” of the community.
The District Attorney programs “Invest in the Future” by holding offenders accountable and breaking the cycle of family violence,
through the Elder Protection Unit and the G.R.E.A.T. program by offering offenders who have a minimal criminal history the
opportunity to avoid involvement in the criminal justice system by participating in one of the diversion programs, which significantly
reduce the rate of recidivism.
Finally, participation and leadership in implementing the Family Justice Center Sonoma County to provide one-stop wrap-around
services for victims of domestic and family violence, meets the County’s strategic plan goals of Safe, Healthy & Caring Communities
and Investing in the Future.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head does not concur with the Recommended Budget. The District Attorney understands and respects the difficult
financial situation the County is facing. The Recommended Budget, if adopted, cannot ensure the level of public safety expected by the
community.
County of Sonoma
FY 2011-2012 Adopted Budget
93
Justice Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Budget Hearings Actions
Restore 1.0 Victim Advocate position ($91,992), 1.0 Investigator
position ($177,686) and 1.0 Deputy District Attorney position
($145,223).
Recognize increased Proposition 172 Public Safety Revenue to reflect
increase actual revenue received in FY 10-11.
County of Sonoma
FY 2011-2012 Adopted Budget
94
Gross
Expenditures
DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
Revenue and
Reimbursements Net Cost
414,901 0 414,901
0 (226,424) (226,424)
Justice Services

MISSION STATEMENT
The mission of the Sonoma County Public Defender’s office is to protect
the life, liberty, property, and constitutional rights of each of our clients as
we serve the interests of society to ensure a fair, efficient, and unbiased
system of justice.
DEPARTMENTAL DESCRIPTION
PUBLIC DEFENDER
John R. Abrahams, Public Defender
% Funded by Local Discretionary Funds 98.6%
The Public Defender provides legal representation to indigent defendants
and juveniles in all court proceedings where no conflict or caseload impairment exists. The office functions in collaboration with other
participants in the criminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights of
accused persons. The Public Defender also represents persons who are not charged with a crime, alleged to be mentally ill,
developmentally disabled or in need of conservatorship, and cannot afford an attorney.
Funding Sources
FY 10-11 ACCOMPLISHMENTS
General Fund Contribution
Charges for Services/Other
• Through full support of the Early Case Resolution
Court, allowed the felony trial courts to expand the time
they devote to jury trials and reduce the time spent on
calendar matters.
• Helped formulate strategies for upstream investment
and programs that will, in the future, reduce the need for
criminal justice services and other Health and Human
Services programs.
• Continued to support successful collaborative court
models such as Drug Court, Domestic Violence Court,
Mental Health Court, and DUI Court which have proven
to reduce recidivism.
County of Sonoma
FY 2011-2012 Adopted Budget
95
Budget at a Glance:
Total Expenditures $8,731,620
Total Revenues $116,251
Total Net Cost $8,615,369
Total Staff 45
Funding Uses
FY 11-12 OBJECTIVES
Adult Representation
Juvenile Representation
Admin, Support, Investigations
• Maintain effective representation of clients in a time of
reduced resources.
• Continue search and preparation for implementation of
case management system to allow for more effective
workflow and better manage personnel resources within
the Public Defender’s Office.
Justice Services

FINANCIAL SUMMARY
PUBLIC DEFENDER
John R. Abrahams, Public Defender
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund
Expenditures 9,596,314 8,731,620 (9.0)
Revenues & Reimbursements
221,500 116,251 (47.5)
Net Cost
9,374,814 8,615,369 (8.1)
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 51.00 45.00 (6.00) (11.8)
WORKLOAD SUMMARY
FY 09/10 FY 10/11 FY 11/12
Workload Indicators Actual Estimated Recommended
Felony
New Cases 2,378 1,856 1,468
Court Appearances 33,941 32,438 25,950
Jury Trials 27 28 22
Court Trials 13 10 8
Preliminary Hearings 516 578 434
Death Penalty
Misdemeanors
New Cases 11,414 10,736 5,950
Court Appearances 53,169 54,568 27,284
Jury Trials 16 45 22
Court Trials 13 12 6
DUI Court 3,049 3,342 1,672
Collaborative Court
Drug, 1210, Mental Health & DV
Court Appearances 16,949 11,072 11,072
Juvenile
New Cases/Reopended 2,583 2,152 2,150
Court Appearances 9,318 9,250 9,250
Contested Hearings 23 12 12
Civil 1
New Cases 89 134 67
Re-Opened 765 682 341
Court Appearances 1,788 1,304 652
1 Civil cases include Conservatorships, Contempt, Probate, Developmentally Disabled.
96
Justice Services

RECOMMENDED BUDGET
PUBLIC DEFENDER
John R. Abrahams, Public Defender
The recommended budget reflects overall expenditures of $8.7 million, an $865,000 decrease from FY 10-11. Recommended
expenditures are supported by $116 thousand in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $8.6 million. Revenues and reimbursements decreased about $105,000 and overall County
General Fund net cost decreased as a result by nearly $759,000 from FY 10-11. This equates to a 16% reduction in County General Fund
support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were made
primarily in salary and benefits. The significant decreases in revenues and reimbursements were State mandate reimbursements.
Core Services Maintained
The Sonoma County Public Defender’s will concentrate its resources on Constitutionally mandated representation in criminal cases and
will continue to accept appointments that support the County’s Strategic Plan and consistent with the notion of upstream investments.
• The Constitution of the United States provides that no person shall face the loss of liberty without the presence of counsel. The county
is responsible for providing legal representation to indigent criminal defendants and others who face the loss of liberty. The Public
Defender will continue to maintain the highest level of defense services within the parameters of the changing environment.
• The Public Defender will continue to staff the Early Case Resolution felony department as it contributes to lowering jail population.
This will be vital to the county system should state realignment take place.
• The Public Defender will also continue to provide representation in the Drug Court, Domestic Violence Court, Mental Health Court,
Driving Under the Influence (DUI) Court and the DUI Compliance Court as long as they exist in the system. These courts provide
needed services to clients and help participants avoid continued and future entanglement in the criminal justice system.
Services Eliminated or Reduced
The impacts of eliminating 5 Attorney positions will reduce the number of criminal and other cases handled by the Public Defender’s
Office. The Public Defender’s Office represents approximately 78% of defendants in felony cases and 68% of misdemeanor cases filed
by the Sonoma County District Attorney’s Office.
• If no changes occur in the structure and workload of potential indigent cases, the Sonoma County Public Defender’s Office will be
unable to provide full staffing in all of the current criminal courtrooms. If the public defender is unable to accept appointments in
misdemeanor and felony trial departments’, cases will be assigned by the court to private counsel at county expense.
Strategic Plan Focus
• Continuation of support for the Early Case Resolution program and full participation in the juvenile courts is consistent with the
county strategic plan focus area safe, healthy and caring communities by providing upstream services to youth who benefit from a
quick and just juvenile court process and by directing limited resources toward the most serious and complex cases.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Budget Hearings Actions
Restore 2.0 Deputy Public Defender positions in order to reduce costs
associated with private indigent counsel appointments.
County of Sonoma
FY 2011-2012 Adopted Budget
97
Gross
Expenditures
Revenue and
Reimbursements Net Cost
416,038 0 416,038
Justice Services

County of Sonoma
FY 2011-2012 Adopted Budget
98
Justice Services

MISSION STATEMENT
In partnership with our communities, we commit to provide professional,
firm, fair, and compassionate law enforcement and detention services, with
integrity and respect.
DEPARTMENTAL DESCRIPTION
SHERIFF
Steve Freitas, Sheriff-Coroner
Total Staff 590
The Sheriff, under state law, is responsible for the delivery of law
% Funded by Local Discretionary Funds 58.7%
enforcement and related emergency services to the unincorporated areas of
the County of Sonoma. In addition, the Town of Windsor and the City of
Sonoma contract with the Sheriff’s Office for law enforcement services. Law enforcement services include Patrol, Investigations,
Marine, Helicopter, Search and Rescue; support services consist of Dispatch, Central Information Bureau, the Civil Bureau, and
Administration. Countywide services consist of execution of judgments, enforcement of certain court orders, provision of a central
repository of all criminal warrants issued by the courts, and the performance of investigations through the Coroner’s Bureau to determine
cause of death. Other special services include those performed by the Hazardous Materials Team, Special Weapons and Tactical
(SWAT) Team, Hostage Negotiations Team (HNT), Bomb Squad, Canine Unit, and Crime Analysis and Prevention Unit. The Law
Enforcement Division also provides prisoner transportation functions, and provides court security services to the Sonoma County
Superior Court in, and around, Sonoma County courtrooms.
The Detention Division is responsible for the operation of two adult detention facilities designed for the incarceration of criminal
offenders and persons charged with criminal offenses. The Sheriff’s Office maximum security Main Adult Detention Facility (MADF)
serves as the intake location where all arrestees are brought for booking and processing. The facility primarily houses pre-trial men and
women, plus any inmates requiring special medical and/or mental health services. The North County Detention Facility (NCDF) houses
most sentenced males and females and some unsentenced males and females. Specific programs operated at NCDF include alcohol and
drug treatment services and an agricultural industries program. A sentenced inmate may be incarcerated for up to one year for each
offense for which he/she has been convicted. While incarcerated, the county must provide all the basic living needs of an inmate,
including food, clothing, and medical and mental health care. Inmates are also provided with a variety of other services, as mandated by
state regulations, including library services and educational programs. The inmate capacity at the MADF is 915, and the capacity at
NCDF is 561, for a total capacity of 1,476 inmate beds.
Funding Sources General Fund
County of Sonoma
FY 2011-2012 Adopted Budget
Proposition 172 Revenues
Special Fund Revenues
State/Federal/Local Revenues
Contract City Police Revenue
Booking Fee Revenues
Court Security Services
Charges for Services
99
Budget at a Glance:
Total Expenditures $121,727,338
Total Revenues $50,228,974
Total Net Cost $71,498,364
Funding Uses
Jail Operations
Patrol Operations
Admin. and Support Services
Investigation Services
Court Security and Transportation
Contract City Police Services
Coroner and Marine Operations
Justice Services

FY 10-11 ACCOMPLISHMENTS
• Implemented an operational change in the Bomb Squad’s
model from a full time unit to part time to meet an
anticipated decrease in revenues from the countywide
agency Bomb and Weapons of Mass Destruction
Agreement and developed a Bomb Squad call-out fee that
was instituted for FY 10-11.
• Implemented an integrated booking photo and fingerprint
system. The combined system reduced costs, increased
staff efficiency and provided booking photo copies to
officers in the field using Mobile ID, handheld fingerprint
identification devices.
• The Sheriff's Office SWAT team placed first in the
annual "Best in the West" SWAT competition held in
Santa Clara. The largest invitational SWAT competition
in the western United States included teams from Federal,
State, County and Municipal jurisdictions and challenged
each in tactical, physical, decision making, and
marksmanship situations.
• In collaboration with General Services, established the
composting project to include a vermiculture program
utilizing food waste from both the detention facilities. In
just under 12 months, almost six (6) tons of food waste
has been composted, greatly reducing the amount of
waste deposited into the County landfill. The compost is
used to propagate Jail Industries’ nursery plants.
• Relocated the Starting Point Program for female inmates
to MADF, increasing the average class size from 12 to 20
participants and providing needed alcohol and drug
treatment services.
• In conjunction with General Services, MADF completed
2 "green" projects including an upgrade allowing
connectivity to the County’s Fuel Cell, efficiently utilized
energy and other natural resources. The second was the
completion of a Comprehensive Energy Water Retrofit
project that reduced water usage from 116 gallons to 62
gallons per inmate per day.
• Completed the Cold Case DNA Project resulting in the
establishment of a centralized database system of 53 cold
homicide cases and identification of 12 cases containing
DNA evidence to assist in the identification of a suspect.
County of Sonoma
FY 2011-2012 Adopted Budget
100
FY 11-12 OBJECTIVES
SHERIFF
Steve Freitas, Sheriff-Coroner
• Focus on providing the highest possible level of public
safety and detention services in an environment of
declining resources.
• Continue to work with the County Administrator’s Office
(CAO) and other Criminal Justice Partners, to evaluate and
prioritize the recommendations in the Phase 2 Criminal
Justice Master Plan in an effort to meet the County’s
immediate and long term goals during difficult fiscal
times.
• In collaboration with other local law enforcement and
emergency service agencies, enhance the County’s ability
to respond to gangs, terrorism, and other catastrophic
events through training and procurement of special
equipment with federal grant funding.
• Continue to work with the California State Sheriff’s
Association, CAO, County Counsel, and our Criminal
Justice Partners on legislative impacts arising from the
Governor's realignment plan and efforts to divert low level,
non serious, non violent offenders to the local level.
• Continue to work closely with County Information
Systems Department (ISD) to update the Criminal Justice
computer system for data retrieval ability and move
forward with preparation, justification, and funding to
realize a Jail Management System, making detention
operations more efficient.
• Review and enhance computer forensic procedures to
reduce queuing time for criminal cases. With the
increasing computer or cell phone evidence components of
criminal cases, continuing to improve on solid standards
and processes will provide a reasonable response time and
better outcomes to key cases.
• Translate the Silent Witness Program into Spanish and
advertise in the Latino Community to solicit information
on gang activity in order to help solve crimes that have
been unreported or gone "cold" due to the lack of
information.
Justice Services

FINANCIAL SUMMARY
SHERIFF
Steve Freitas, Sheriff-Coroner
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Law Enforcement - General Fund
Expenditures 71,669,628 67,818,090 (5.4)
Revenues & Reimbursements 44,086,180 45,730,613 3.7
Net Cost 27,583,448 22,087,477 (19.9)
Detention - General Fund
Expenditures 52,867,021 51,086,650 (3.4)
Revenues & Reimbursements
3,907,711 3,555,595 (9.0)
Net Cost
48,959,310 47,531,055 (2.9)
Sub-total General Fund Expenditures 124,536,649 118,904,740 (4.5)
Sub-total General Fund Revenues & Reimbursement 47,993,891 49,286,208 2.7
Sub-total General Fund Net Cost 76,542,758 69,618,532 (9.0)
Other Law Enforcement - Special Fund
Expenditures 1,494,621 2,605,298 74.3
Revenues & Reimbursements 660,473 750,766 13.7
Net Cost 834,148 1,854,532 122.3
Other Detention - Special Fund
Expenditures 278,414 217,300 (22.0)
Revenues & Reimbursements
217,000 192,000 (11.5)
Net Cost
61,414 25,300 (58.8)
Total Expenditures 126,309,684 121,727,338 (3.6)
Total Revenues & Reimbursement 48,871,364 50,228,974 2.8
Total Net Cost 77,438,320 71,498,364 (7.7)
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Law Enforcement 352.64 323.00 (29.64) (8.4)
Detention
Total Positions
294.00 267.00 (27.00) (9.2)
646.64 590.00 (56.64) (8.8)
101
Justice Services

County of Sonoma
FY 2011-2012 Adopted Budget
SHERIFF
Steve Freitas, Sheriff-Coroner
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended*
Law Enforcement
Sworn Officers per 1,000 Population 1.20 1.19 0.95
Dispatch
Law Enforcement Incident Calls 101,635 102,604 103,500
City of Windsor Incident Calls 18,912 21,596 22,800
City of Sonoma Incident Calls 12,431 12,980 13,200
Helicopter
Total Flights 814 869 0
Emergency Medical Service Missions 60 65 0
Search and Rescue Missions 114 134 0
Law Enforcement Missions 494 510 0
Hours Flown 422 487 0
Central Information Bureau
Incoming Calls- Front Desk 36,951 37,344 37,000
Evidence Items Booked 21,282 21,202 21,000
Civil Cases
Civil Actions 7,086 5,750 5,800
Crime Prevention
Community Outreach Activities 261 506 559
Graffiti Removed 544 700 720
Marine Unit
Hours of Water Patrol 3,362 2,850 1,870
Accident Investigations 7 6 7
Searches 21 20 20
Verbal Warnings 1,814 1,500 1,000
Patrol
Calls for Service 47,048 48,532 49,988
Officer Initiated 54,559 58,119 55,872
Arrests/Citations 8,762 9,141 9,415
Reports Written 13,600 14,536 14,972
Average Emergency Response Time (Minutes) 8 min 40 sec 8 min 40 sec 9 min 0 sec
Field Deputies to 1,000 Population 0.66 0.64 0.66
Investigations
Homicide/Attempted Homicide Investigations 10 10 11
Total Crimes/Crimes Assigned to Investigations 4,049/1,341 3,890/2,521 3,644/1,108
Coroner
Autopsies 335 329 337
Detention
Combined NCDF & MADF
Average Daily Population (ADP) 1,060 950 985
Bookings 20,890 19,784 19,610
Sentenced ADP 477 450 460
Unsentenced ADP 583 560 570
Female ADP 137 108 110
Gang Population ADP 270 240 250
Mental Health Population ADP 210 310 315
Total Inmates Attending Programs 3,483 3,442 3,450
Prescription Meds Administered 745,000 750,000 760,000
Number of Sick Calls 15,100 14,900 15,000
*FY 11-12 estimates are based on 3 to 4 year averages of baseline services adjusted for reductions.
102
Justice Services

RECOMMENDED BUDGET
SHERIFF
Steve Freitas, Sheriff-Coroner
The recommended budget reflects overall expenditures of $121.7 million, a $4.6 million decrease from FY 10-11. Recommended
expenditures are supported by $50.2 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $69.9 million. Revenues and reimbursements increased about $1.4 million and overall
County General Fund net cost decreased as a result by nearly $6.9 million from FY 10-11. This equates to a 16% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were
made primarily in salaries and benefits. The significant increases in revenues and reimbursements were related to charges for services for
law enforcement and court security service contracts.
Under state law, the Sheriff-Coroner is responsible for the delivery of law enforcement and related emergency services to the
unincorporated areas of Sonoma County. Additionally, the Sheriff-Coroner is responsible for the housing and all basic living needs of
incarcerated criminal offenders and persons charged with criminal offenses. By law, the Sheriff-Coroner must provide food, clothing,
medical, and mental health care as well as a variety of other services including library and educational programs to the inmates while
they are incarcerated within the County detention facilities.
Core Services Maintained
The Sheriff's Office main mission and core service is to provide safe, healthy and caring communities, and any reductions in the Sheriff's
Office budget will negatively affect the safety of the communities within Sonoma County.
• The Sheriff's Office will maintain patrol services in the unincorporated areas of the county, providing law enforcement response to
emergency dispatch calls for service and initiating service delivery when possible. Contracts with Sonoma and Windsor, which are
fully funded by the cities, are maintained at existing levels.
• The Coroner's Bureau will retain a high level of expertise in forensic death investigation and pathology examination.
• The Marine Unit will provide limited law enforcement and patrol services on the waterways of the county and along the coast,
maintaining life saving equipment, watercraft, and staffing.
• The Sheriff's Office will continue to provide an effective and efficient Dispatch Unit, receiving calls for emergency services and
dispatching response personnel 24 hours per day, seven days a week.
• Prisoner transportation functions and court security services for the Sonoma County Superior Court will continue to be provided.
• The Sheriff's Office will keep, to a limited extent, its Investigative Bureau where most felony crimes and other complex matters are
investigated. Services include narcotic/drug enforcement within Sonoma County and investigations of property crimes, violent crimes,
domestic violence/sexual assaults (DVSA), and crime scene investigations.
• The Central Information Bureau will continue to maintain the Records Management System containing crime reports and call-for
service information, the Central Warrant System including all criminal warrants issued in the county as well as the storing of physical
evidence, found property, and property for safekeeping. Visitors to the Sheriff's Office will be assisted at the main building front
counter Monday-Friday, 8a.m-5 p.m. with general information, crime reports, registrant files, fingerprinting, and vehicle releases.
• The Sheriff's Office will retain Civil Bureau services including the serving and execution of all writs, warrants, summons, and orders
of the Court including all papers and orders required to be served in proceedings in court or otherwise by law.
• Other core specialty services maintained include those performed by the Special Weapons and Tactical (SWAT) Team (response to
critical incidents), Hostage Negotiations (HNT) Team (response to hostage or kidnapping incidents), and Crime Analysis and
Prevention, which includes responding to community requests for graffiti removal, crime prevention education, presentations on
domestic violence, child and bicycle safety, drug and alcohol education, gang education, neighborhood watch, security surveys and
vehicle abatement.
• The Sheriff's Office will continue to operate the two adult detention facilities in accordance with federal and state laws for the
incarceration of inmates and related provision of services to inmates including housing, medical, mental health, and education classes
and programs.
Services Eliminated or Reduced
• The Helicopter program is eliminated including five positions, for a cost savings of $1.9 million dollars. Funding is included to
continue the helicopter lease payment, hangar space and minimal service to maintain equipment for one year. The grounding of the
County of Sonoma
FY 2011-2012 Adopted Budget
103
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
unit may result in longer rescue times and less effective life saving efforts as calls for search and rescue services along the coast and
areas of difficult terrain will be responded to with ground units.
• The specialty Bomb Unit is eliminated for a cost savings of $375,000. These services were provided on overtime; therefore no
positions are eliminated. Calls related to bomb threats or scares will be initially responded to by deputy sheriffs. Any call beyond the
scope of a field deputy will need to be referred for mutual aid from the state or other Bay Area law enforcement agencies that have
maintained their program. Response delays will be experienced and public safety may be jeopardized.
• The Community Oriented Policing and Problem Solving (COPPS) Unit is eliminated at a cost savings of $531,000. Three positions
are deleted. Response to specific community problems connected with street level drug dealing, day laborers, alcohol and tobacco
violations, abandoned vehicles, code violations, problem houses, prostitution, and homeless camps will be significantly delayed.
Eliminating the COPPS Unit severely hampers the Sheriff's Office ability to use a proactive approach to problem-solving in the
community and to develop close community relationships and partnerships in order to resolve and prevent crimes.
• The blending of the Domestic Violence/Sexual Assault (DVSA) and Violent Crimes Investigative Unit and elimination of the YWCA
advocate contract will provide a cost savings of $813,000. Three detective positions will be eliminated. DVSA investigations will be
limited to child abuse and sexual assault. Only violent DV cases will be investigated. Crimes will need to be prioritized as the number
of cases investigated will be significantly reduced.
• The blending of the Property Crimes and Narcotics Units will provide a cost savings of $630,000. Three detective positions will be
eliminated. High risk investigations will have less detective assistance which could impact the number of high risk cases solved.
Fewer residential burglary cases will be solved. Check/credit card fraud and identity theft crimes will rarely be investigated due to
workload constraints.
• A change in the patrol work schedule will result in a savings of $1,624,000. By switching to longer shifts and a newly designed
schedule, the Patrol Bureau will be able to reduce shift overlap and thereby use resources more efficiently. The switch represents the
elimination of 7 deputy positions. Patrol coverage could be improved on weekends when call volume and the types of calls that
require more deputies in the field are higher.
• Eliminated Detention services include the closure of the 401, 501, and 502 inmate housing units at NCDF. This will result in a cost
savings of $2.5 million and the elimination of 21 positions. Inmates in these units will be moved to MADF. This will compound the
Detention Division's difficulty in safely managing the inmate population. If population levels at MADF reach the 85% level, inmates
citation releases will be required as will early releases. The reduction in staffing may result in greater overtime for the remaining staff
as 24/7/365 coverage is required.
• Reductions in Detention services include inmate mental health program services provided by the County Department of Health
Services for a cost savings of $500,000. This will provide an even greater stress on the mental health system as fewer services will be
available to inmates, who are tending to be an older and sicker population with drug, alcohol and mental health issues. These mental
health inmates will recycle in and out of jail, contributing to an increased jail population and higher costs to incarcerate.
Strategic Plan Focus
• The Sheriff's Office core focus is to provide safe, healthy, and caring communities. The office strives to achieve this by answering
calls for help, investigating wrong doing and arresting criminals for crimes committed in the community, and providing basic needs
for those incarcerated in our detention facilities.
• The Sheriff's Office also focuses on providing civic services and engagement to the various communities within Sonoma County. This
is accomplished through the Sheriff holding community meetings and forums throughout the community, the continuation of the
Sheriff's Office Crime Prevention Unit, and with Patrol staff responding to citizen complaints, calls for service, addressing various
criminal activities, and initiating action whenever necessary as part of their normal street patrol.
• Through our Detention inmate programs, the Sheriff's Office invests in providing education and job skills to offenders to help assist
them in being productive members of society.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head does not concur with the Recommended Budget. The Sheriff understands and respects the difficult financial
situation that the County is facing. The Recommended Budget, if adopted, cannot ensure the level of public safety expected by the
community.
County of Sonoma
FY 2011-2012 Adopted Budget
104
Justice Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Transfer Radio Division appropriations and responsibility from ISD to
the Sheriff's Office. In addition to the 5.0 FTEs noted above, the
transfer of responsibility will require the addition of 1.0 FTE
Department Analyst and 1.0 FTE Account Clerk III to provide
necessary administrative support. Increase appropriations for Domestic
Cannabis Eradication Suppression Program (DCESP) and California
Methamphetamine Multi-Jurisdictional Enforcement Team
(CalMMET) grant expenditures and revenue. Increase appropriations
for Court Security expenditures and revenue to ensure an adequate level
of security staffing. Restore Bomb Unit funding utilizing appropriations
set aside for CAD/RMS audit which is no longer required.
Budget Hearings Actions
Restore DV/SA/Violent Crimes/Narcotics/Property Crimes Units
including 2.0 Sergeant - Detectives and 1.0 Deputy Sheriff - Detective.
Restore helicopter program with reduced service hours (utilize one-time
savings of $216,674 from another Sheriff’s Office budget unit) for a
total program cost of $1,400,000 including 1.0 Pilot, 1.0 Paramedic,
and 1.0 Deputy Sheriff.
Restore MAGNET Unit and continue partial funding including 2.0
Deputy Sheriff positions.
Gross
Expenditures
SHERIFF
Steve Freitas, Sheriff-Coroner
Revenue and
Reimbursements Net Cost
3,979,175 3,277,848 701,327
697,000 0 697,000
892,444 (7,556) 900,000
292,197 0 292,197
Restore Supervision for NCDF including 1.0 Correctional Sergeant. 200,492 0 200,492
Restore one Watch Commander funded by Court Security revenue
reimbursement including 1.0 Lieutenant position (utilizing salary
savings of $265,400).
0 0 0
Recognize increased Proposition 172 Public Safety Revenue 0 2,037,819 (2,037,819)
County of Sonoma
FY 2011-2012 Adopted Budget
105
Justice Services

County of Sonoma
FY 2011-2012 Adopted Budget
106
Justice Services

HEALTH & HUMAN SERVICES
Gross
Revenue/
Appropriations Reimbursements Net Cost
Health Services 217,856,834 204,093,979 13,762,855
Human Services 210,829,537 189,274,103 21,555,434
IHSS Public Authority 1,023,792 1,023,792 0
Child Support Services 15,261,612 15,246,968 14,644
Hospital Enterprise Closeout 1,446,693 84,723 1,361,970
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
107
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Health & Human Services

County of Sonoma
FY 2011-2012 Adopted Budget
108
Health & Human Services

MISSION STATEMENT
Working with individuals and communities to achieve and preserve health
and well being.
DEPARTMENTAL DESCRIPTION
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
Total Net Cost $13,379,319
The Sonoma County Department of Health Services is charged with
protecting the health of the public. The department administers state and Total Staff 466.39
federal programs, as well as local priorities. The department receives
funding from various sources, including state and federal allocations, state % Funded by Local Discretionary Funds 3.3%
realignment revenues, grants, fees, and the General Fund. The department
promotes recovery and wellness through development of health policy, services, advocacy and education in accordance with federal,
state and local statutes.
The Department of Health Services accomplishes its mission through an Administrative Services unit and two operating divisions:
Public and Behavioral Health Services.
The Public Health division protects the health of the public in accordance with federal, state and local statutes. Services are provided
through six sections, Support and Planning, Early Childhood Development, Healthy Communities, Environmental Health, Family
Health, and Animal Care and Control (transferred from the Agricultural Commissioner’s Office in FY 10-11). The Public Health
division is responsible for the county’s Regional Public Health Laboratory, Coastal Valleys Emergency Medical Services Agency, and a
variety of commissions and committees including Maternal, Child and Adolescent Health Advisory Board, Emergency Medical
Coordinating Council, Sonoma First 5 Commission and Health Action. Service goals include improving access to integrated preventionfocused
health, strengthening focus on chronic disease prevention, healthy growth and aging, fostering cross program collaboration, and
multi-sector shared outcomes for a healthy Sonoma County.
The Behavioral Health division encompasses the functions consolidated in an integrated Mental Health/Substance Use division.
Behavioral Health services are provided in partnership with clients, families, agencies and community providers through three sections:
Youth and Family Services, Acute Forensics, and Community Health and Recovery Services. The division is responsible for a variety of
Commissions including the Mental Health Board and the Sonoma County Advisory Board on Alcohol and Drug Problems. Service goals
include improving access to service for communities of color, in places and in ways that best respond to the needs of clients and their
families. Adult, youth and family services provide consumer programs and services, family treatment and support programs for high-risk
youth, a mobile crisis response team and prevention and early intervention programs. The division provides 24-hour psychiatric
emergency, forensic and adult rehabilitation services, substance use treatment and recovery programs primarily through communitybased
contracts; case management, and technical assistance, quality assurance and compliance monitoring of the network of treatment
provider agencies.
Administrative Services unit provides support including personnel, facilities and fleet, fiscal and accounting, compliance, risk and
safety and information technology services to the operating divisions.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Federal & State
Realignment
Inter-County
Reimbursement
Charges for Services
County General Fund
109
Budget at a Glance:
Total Expenditures $216,823,207
Total Revenues $203,443,888
Funding Uses Adult Services
Children & Family Services
Community Health & Safety
Services
Disease Control & Clinical
Sevices
Emergency Medical &
Preparedness Services
Health & Human Services

FY 10-11 ACCOMPLISHMENTS
• Recommended a Smoke-Free ordinance for the County
campus and other select areas under County jurisdiction.
• Worked with local community coalitions to pass Social
Host Ordinances to reduce underage drinking and its
related problems.
• Worked with the Permit & Resource Management
Department and the Sheriff’s Office to expand and
strengthen the existing Alcoholic Beverage Retail
Establishments Conditional Use Permit (CUP).
• Implemented Healthy by Design Guide to promote
community health goals through land use and
transportation planning practices in partnership with
Sonoma State University and a countywide Planning
Directors’ group.
• Worked with local food retailers to improve access to
healthy food options in south Santa Rosa.
• Worked collaboratively with the Sonoma County Bicycle
Coalition, the Roseland and Bellevue School Districts,
local law enforcement agencies, and local public works
agencies to implement a comprehensive Safe Routes to
School program.
• Supported Aurora Behavioral health in opening an acute
inpatient psychiatric unit in Sonoma County.
• Implemented Mental Health Services Act Capital
Facilities & Information Technology, Workforce
Education & Training, and Innovation Improvements.
• Continued expansion of the Dependency Drug Court and
Driving Under the Influence Compliance Court Programs.
County of Sonoma
FY 2011-2012 Adopted Budget
110
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
FY 11-12 OBJECTIVES
• Develop and implement Health Care Reform to facilitate
and support the successful expansion of health care,
improve overall community health, and promote integrated
behavioral health services and access to oral health
treatment and care.
• Complete County Strategic Plan Project #28, “Enhancing
Community Based Services” to validate trends in county
population change and recommend county best practices in
serving the community.
• Complete implementation of CityGate recommendations
pertaining to animal care services and analysis of best
practices, organizational structures and animal care and
control service models.
• With community law enforcement partners, implement the
Behavioral Health Mobile Support Team to respond to
behavioral or substance use crisis events in high need areas
including Santa Rosa, Guerneville and the Sonoma Valley
communities.
• With Sonoma County Food System Alliance and the
Healthy Students Initiative implement "farm-to-institution"
practices that increase access to healthy local farm produce
by schools and other institutions.
• Implement a Smoking and Secondhand Smoke Ordinance
for County-owned property and other unenclosed areas
under the County’s jurisdiction.
• Expand the existing Alcoholic Beverage Retail
Establishments Conditional Use Permit (CUP) to apply to
both new and established alcohol outlets in the
unincorporated area of Sonoma County.
• Implement improvements in the DUI program, including:
increase state approved fees, improve revenue and
collection management, and improve staff utilization.
Health & Human Services

FINANCIAL SUMMARY
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund Financing
Expenditures 27,417,217 27,673,405 0.9
Revenues & Reimbursements 20,076,515 20,415,956 1.7
Net Cost 1
7,340,702 7,257,449 (1.1)
Health Services - Administration
Expenditures 9,479,781 10,314,300 8.8
Revenues & Reimbursements 9,479,781 10,314,300 8.8
Net Cost 0 0 0
Public Health
Expenditures 47,711,833 48,588,339 1.8
Revenues & Reimbursements 47,711,833 48,588,339 1.8
Net Cost 0 0 0.0
Mental Health
Expenditures 62,897,562 63,304,221 0.6
Revenues & Reimbursements 62,897,562 63,304,221 0.6
Net Cost 0 0 0
2
Special Revenue Funds
Expenditures 62,724,197 66,942,942 6.7
Revenues & Reimbursements
Net Cost
61,982,433
741,764
60,821,072 (1.9)
6,121,870 725.3
2
Total Expenditures 210,230,590 216,823,207 3.1
Total Revenues & Reimbursements 202,148,124 203,443,888 0.6
Total Net Cost 3
8,082,466 13,379,319 65.5
1 FY 11-12 Net Cost includes $763,769 related to the transfer of the Animal Care and Control program in FY 10-11.
2 Special Revenues contain a variety of funds that serve as financing mechanisms for programs in the operating divisions. Since operating transfers
and reimbursements are appropriated in both granting and receiving funds, these expenditures are counted twice in the display of Health Services
“Total Expenditures,” which reflect gross appropriations.
3 "Total Net Cost" represents Gen Fund Net Cost and use of Special Fund Balance.
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 466.67 466.39 (0.28) (0.1)
111
Health & Human Services

HEALTH OUTCOMES SUMMARY
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
The Department is focused on social factors that drive health outcomes and reflect its mission. Extensive information on the health
status and quality of life in Sonoma County is available through Healthy Sonoma at www.HealthySonoma.org and Network of Care
for Healthy Communities at http://sonoma.networkofcare.org/ph/resource/sonoma_services.cfm
2008 2010 2020
Health Outcome Indicators Baseline Outcomes Goals
Education
% of 9th graders that graduate from high school four years later 72% 76% 90%
% of Sonoma County fourth graders who are proficient or advanced in English language 61% 66% 90%
arts
Economic Resources
% of Sonoma County residents that live in households above 300% of the federal poverty 61% 60% 75%
level
% of renters who spend 30% or more of household income on rent 52% 54% 25%
Connection to Community
% of eligible voters that are registered to vote 71% 76% 90%
Healthy Eating
% eating 5 or more fruits or vegetables/day 56% * 75%
% of Sonoma County adults that are obese 24% 28% 15%
Physical Activity
% of Sonoma County adults who get regular physical activity 38% 39% 50%
% of 7th graders that pass the annual California physical fitness test 35% 35% 75%
% of adolescents and children who walked, biked, or skated to or from school in the past 22% * 50%
week
Drug & Alcohol Abuse
% of adolescents (ages 12-17) not using alcohol or any illicit drug during the past 30 days 55% 60% 90%
% of adults binge drinking alcoholic beverages during the past 30 days 20% * 6%
% of adults smoking a cigarette during the past 30 days 13% 12% 10%
Mental Health
% of adults who report needing help for mental/emotional problems who saw a mental 50% * 75%
health professional
# of suicide deaths for Sonoma County youth, age 10-24 (annual number) 6 9 0
Injury Prevention
# of deaths due to motor vehicle collisions (deaths per 100,000) 11.7 10.8 9.2
Rate of pedestrian deaths (per 100,000) 1.4 1.2 1.0
Rate of hip fractures due to falls for women ages 65+ (per 100,000) 811 783 416
Health Care Coverage
% of persons under age 65 with health insurance 85% 86% 100%
% of Sonoma County residents with a usual source of care 93% * 96%
% of Sonoma County children who have a dental visit within the past year 83% 84% 90%
* No new data available
Note: Data Outcomes are updated bi-annually and are scheduled to be updated in 2011.
Sources: Health Action website www.HealthySonoma.org
County of Sonoma
FY 2011-2012 Adopted Budget
112
Health & Human Services

RECOMMENDED BUDGET
Overview of Department of Health Services Budget
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
The recommended budget reflects overall expenditures of $216.8 million, a $6,593,000 increase from FY 10-11. Recommended
expenditures are supported by $203.4 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $7.3 million. Revenues and reimbursements increased about $1,296,000 and overall
County 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
General Fund net cost transfer of approximately $763,000 related to Animal Care and Control. Thus, the reduction in County General
Fund support for continuing programs from the prior year is 19%. Reductions in County General Fund support/total expenditures were
made primarily in salaries and benefit costs. The significant increases in revenues and reimbursements were in special fund use.
Due to the economic downturn and the state fiscal crisis, the department made expenditure reductions in recent years and reorganized.
Of the total FY 11-12 recommended budget, federal and state revenues provide approximately 35% of funding; Realignment contributes
approximately 27%, inter-county reimbursement generates approximately 25% and the County’s General Fund allocates less than 5%.
Potential impacts from the federal and state budget are not fully known as of this writing.
Core Services Maintained
• The department will continue to provide program compliance monitoring and reporting; certain services to children, families and
adults; communicable disease control, tobacco addiction prevention, certain epidemiological and clinical services, maintenance of
vital statistics, laboratory services, and emergency medical and psychiatric services. Sales Tax and Vehicle License Fees fund a
portion of mandated services in two categories: health realignment which funds programs such as, indigent care (e.g., County Medical
Services Program) and Communicable Disease Control; and mental health realignment that funds programs such as Psychiatric
Emergency Services, Adult Services and Youth and Family Services.
• The department will provide a variety of behavioral health and substance use services including services in the criminal justice system
and substance use services within the community.
• The department will continue implementation of a new organizational structure. Service consolidation began with the FY 10-11
reorganization. The department will increase efficiencies and decrease costs by relocating administration and support functions to the
County’s Chanate Campus. Additionally, the Regional Emergency Medical Services program will relocate to downtown Santa Rosa
office space shared with public health programs to further reduce costs and support the new two-county (Sonoma-Mendocino) service
model.
• In FY 10-11 the department gained a new program of Animal Care and Control (ACC) Services, transferred from the Agricultural
Commissioner’s Office. Staff will continue to focus on best practices, organizational efficiencies, and improved animal care and
control service models.
Services Eliminated or Reduced
The department recommends reductions in the areas of Animal Care and Control and Behavioral Health programs or services.
• Animal Care and Control - reduced service personnel may result in service delays in both field and shelter operations and a loss of
revenue from contracting agencies. Services and supplies have been reduced, and a new dead animal rendering fee is recommended.
• Behavioral Health - reductions are recommended in the Jail Discharge Planner position and a 25% reduction for the Mobile Crisis
Team. The reduced jail discharge planning services potentially increase homelessness and recidivism. The new Mobile Support Team
will work in cooperation with law enforcement and emergency medical transport services to provide a safe, coordinated and
comprehensive response to individuals in crisis. The recommended reduction may limit the Team’s availability to respond to these
situations.
• Additional Behavioral Health reductions include reduced contracts with community based providers of outpatient and residential
treatment to individuals currently involved in the criminal justice system through The Drug Court program, Henry Ohloff House
contract, and other miscellaneous residential treatment providers; reduction in the Drug Medi-Cal Outpatient Drug Free program
contract, which provides assessment, evaluation education and counseling for adults and teen with substance use disorders.
• The department provides behavioral health services for inmates at the Main Adult Detention Facility (MADF) and the North County
Detention Facility via an agreement with the Sheriff’s Office. The department is fully compensated for the cost of these services. In
response to the Sheriff’s Office reducing funding for these services, the department has redesigned services. The redesign calls for a
different mix of staff positions and a reduction in staff. Core services may be less timely or at a reduced level. The most significant
impact will be on the ability to restore misdemeanants to mental competency for trial and could result in longer jail stays for these
inmates.
County of Sonoma
FY 2011-2012 Adopted Budget
113
Health & Human Services

DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
• The department provides health services at Juvenile Hall via an agreement with the Probation Department. The Probation Department
fully compensates the department for the cost of these services. To reduce program costs of approximately $307,000, Family Nurse
Practitioner and MFT Mental Health services will be eliminated in a revised service model. The revised model relies more on
registered nurses supported by a medical doctor to provide health services to the youth in custody.
• The department provides counseling, examination and support services for children and teens at the Redwood Children’s Center. The
Human Services Department (HSD) has reduced funding of department services by 100%. The department will continue to provide
nurse/examiner services within existing resources, consistent with HSD reduced service model.
• Medi-Cal Services: Limits on coverage for office visits, hearing aids, over-the-counter medications, nutritional benefits and other
services; increase copayment for emergency room visits, hospitalizations, prescription drugs; and a 10% reduction in Medi-Cal
provider payments. Approximately 60,000 Medi-Cal beneficiaries in Sonoma County will have their health coverage reduced.
Increased copayments will result in individuals forgoing or delaying care resulting in reduced outcomes and increased costs. Reducing
Medi-Cal provider payments will reduce the number of providers willing to participate in the program or accept new Medi-Cal
patients. This will negatively impact access to care for Medi-Cal beneficiaries; reduce provider capacity needed for Medi-Cal
expansion under the Section 1115 Waiver and health care reform; and have a significant fiscal impact on Partnership Health Plan of
California and community health centers.
• Healthy Families: Increases to premiums and copayment for emergency room visits and hospitalizations will result in reduced health
coverage and access to care for 12,000 children in Sonoma County. As a result of increased premiums an estimated 1,500 children
would lose access to health coverage. For others, increased copayments will result in families forgoing or delaying care negatively
impacting health outcomes.
• First 5 Sonoma County: The redirection of approximately $15.5 million of First 5 Sonoma County reserves to the state seriously
compromises First 5 Sonoma County’s ability to fund local programs that improve the health, parenting and early education of
children age 0-5. First 5 Sonoma County grantees received more than $4 million to provide critical services to more than 11,000
children under six and more than 11,000 parents and caregivers. The state’s redirection of Sonoma County’s reserves will
significantly impact its capacity to invest in evidence-based practices with proven outcomes increasing downstream costs in criminal
justice, social services, and special education.
• Mental Health Services Act (MHSA). The redirection of over $861 million in MHSA state reserves to fund realigned behavioral
health services (Special Education mental health services or AB 3632); Early and Periodic Screening, Diagnosis, and Treatment;
mental health allocation and community mental health services (1991 realignment) in FY 11-12. The state projects this redirection
will have no impact on programs or projected funding in FY 11-12. However, sufficient reserves will no longer be available to
mitigate future declines in available MHSA funding levels brought about by such factors as downturns in the economy.
• Disaster Preparedness. Elimination of funding to maintain field hospitals and stockpile medical supplies; antivirals and respirators to
be used in the event of a disaster will have a financial impact on the department to the extent it is required to replenish supplies.
• Maternal Child and Adolescent Health. Redirection of state Maternal Child and Adolescence Health (MCAH) reserves to offset
California Children’s Services (CCS) program costs may result in a reduced MCAH funding in FY 11-12.
Strategic Plan Focus
The programs and services of the department support and demonstrate outcomes in all focus areas of the County Strategic Plan.
• Safe, Healthy & Caring Communities. The health of a community is inseparably linked to policies and program throughout the
county. Programs and or/policies that demonstrate this include Health Action, Healthy By Design, Safe Routes To School, Dental
Health, and Health in All Policies.
• Civic Services & Engagement.
o The Department of Health Services leads Health Action, a unique collaborative of diverse stakeholders from government,
business, health care, and non-profit sectors with an over-arching mission to make Sonoma County the healthiest in
California by 2020. Health Action stimulates and supports broad community participation and leverages partnerships and
opportunities to align community resources for action and collective impact. Each of these initiatives has goals and
objectives that roll up into the overall community outcomes being measured and tracked for the 2020 Vision for Sonoma
County.
o In FY 10-11, the department initiated Strategic Plan Project number 28, Enhancing Community Based Services. The
project will identify best practices in delivering services to the key demographic groups in Sonoma County – seniors,
Latinos, and low-income communities. Working with stakeholders in each of these groups, the department will help
establish locally-relevant strategies for effectively communicating and delivering services that can then by adopted by other
departments throughout the county.
County of Sonoma
FY 2011-2012 Adopted Budget
114
Health & Human Services

DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
• Economic & Environmental Stewardship. The department collaborates through many community based partnerships to deliver a
range of services in public and behavioral health. Approximately $25 million in funding will continue to be directed to community
based providers in FY 11-12. These support cost effective delivery of services in a wide variety of culturally competent settings
throughout the county.
• Investing in the Future. The department works closely with various county and community entities regarding mitigation and
adapting to impacts of climate change. Health Action provides focus, communication and coordination regarding prevention-focused
policies and interventions to reduce poverty and increase equal opportunity for quality education and good health in community
environments.
Realignment Funding
The realignment program began in FY 91-92 when the state legislature, largely in response to significant budget deficits, transferred
responsibility for certain mental and public health services from the state to counties. The state dedicates a portion of revenues from
sales tax and vehicle license fees to support health and mental health programs. Known as realignment funds, this source provides 27%
of the department’s funding.
Realignment revenues have declined substantially with the economy and in prior years did not keep up with program costs. As a result,
the county implemented large service level reductions. Also, the county can set aside some realignment funds for reserves. The Board
has established $5 million as a reserve goal. Subject to certain limitations, this provides a reserve for the department as a whole,
including protection against one-time expenditures in the event of a crisis to the local health care system, including a catastrophic event
such as elimination of state funding for critical core services and access to funds in the event the department’s revenue projections are
not realized.
The department anticipates a goal of $3.86 million Contingency Reserve by the end of FY 13-14; however, reductions in state funding
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
a portion of the reserve to mitigate the impact of state reductions. The table below summarizes the recommended budget and projections
for realignment spending and reserves for FY 11-12 through FY 13-14.
DHS - Projected Mental Health and Health Realignment Operating Fund Balances
Projected Budget & Projections
April 21, 2011
Health Realignment Operating Fund
Estimated Beginning Balance
Revenue
Expenditures
Transfer To MHD
Proposed Retained Balances
Mental Health Realignment Operating Fund
Estimated Beginning Balance
Revenue
Transfer From Health
Expenditures
Proposed
FY 11-12
1,451,914
23,855,675
(22,582,027)
(2,000,000)
725,562
1,546,271
11,715,198
2,000,000
(13,503,089)
Projected
FY 12-13
725,562
24,343,186
(22,582,027)
(1,500,000)
986,721
1,758,380
11,913,023
1,500,000
(13,503,089)
Projected
FY 13-14
986,721
25,064,759
(22,582,027)
(1,500,000)
1,969,453
1,668,314
12,252,075
1,500,000
(13,503,089)
Proposed Retained Balances 1,758,380 1,668,314 1,917,300
Total Realignment Contingency 2,483,942 2,655,035 3,886,753
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
115
Health & Human Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Budget Hearings Actions
Restore 2.00 FTE Animal Care Assistants ($65,555 from City of Santa
Rosa and Town of Windsor).
Fill vacancies in Behavioral Health Division substance use; retain
capacity for 38 slots to reduce jail time while awaiting placement.
Restore 0.20 FTE Jail Discharge Planner & funding for Mobile Crisis
Team.
Backfill Healthy Family premium increases included in the state budget
for the estimated 1,500 children locally who would lose coverage.
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
Gross
Expenditures
Revenue and
Reimbursements Net Cost
134,390 134,390 0
211,373 211,373 0
103,328 103,328 0
201,000 201,000 0
General Fund Financing for the restorations listed above. 584,536 0 584,536
County of Sonoma
FY 2011-2012 Adopted Budget
116
Health & Human Services

MISSION STATEMENT
The Human Services Department (HSD) protects vulnerable children and
adults, and promotes maximum independence and well-being for
individuals and families.
DEPARTMENTAL DESCRIPTION
Human Services includes four program divisions that determine eligibility
and deliver human services in accordance with state and federal regulations
and as an agent of the state.
HUMAN SERVICES
Jo Weber, Director
• Adult and Aging Division provides 24-hour, emergency response to reports of abuse and coordinates in-home care and supportive
services for older adults and people with disabilities to facilitate independent living. Staff assists veterans in claiming state and federal
benefits. The Court-appointed Public Administrator/Guardian/Conservator assists those unable to provide for their food, clothing, and
shelter and manages estates lacking a responsible party. The Area Agency on Aging provides grants and federal funding to senior
service programs.
• Economic Assistance Division helps low-income residents meet their basic needs by determining eligibility for CalFresh (formerly
Food Stamps); public medical insurance to indigent adults and families with needy children (Medi-Cal and the County Medical
Services Program, or CMSP); and General Assistance (GA), a County-funded program providing financial assistance to indigent
adults.
• Employment and Training Division provides temporary cash assistance and employment services to promote the transition from
welfare to work for low-income clients through SonomaWORKS (also known as Temporary Assistance to Needy Families or
CalWORKs). Services include child care, transportation, counseling, substance abuse services, cash aid, CalFresh, and Medi-Cal. The
division manages Job Link, a one-stop career center for local job seekers operated in collaboration with other state and non-profit
agencies, and the division supports the Workforce Investment Board.
• Family, Youth and Children’s Services Division protects children from abuse, neglect, and exploitation by responding to allegations
of abuse 24 hours per day, providing case management services to children in out-of-home placement, facilitating family reunification,
recruiting new foster parents, and provides 24-hour emergency shelter for children removed from their homes because of abuse or
neglect. Children ages 16 to 21 who are leaving the foster care system are provided with training, transportation, and transitional
housing.
Each of the program divisions are supported by administrative support services which include fiscal, information technology, human
resources, program planning and evaluation, community relations, fraud investigation, and client appeal hearings.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
State
Federal
Reimbursements
Realignment
County Gen Fund
Other
117
Funding Uses
Budget at a Glance:
Total Expenditures $209,111,275
Total Revenues $188,203,193
Total Net Cost $20,908,082
Total Staff 650.6
% Funded by Local Discretionary Funds 10%
Adult & Aging
Economic Assistance
Employment & Training
Family, Youth & Children
Other Programs
Health & Human Services

DEPARTMENTAL FINANCING
HUMAN SERVICES
Jo Weber, Director
Most of the department’s programs are mandated and funded by federal and state governments, and the department provides most of its
services as an agent of the state. 76% of department revenue is from federal and state funds allocated to specific programs. State
revenues from a dedicated portion of sales taxes and vehicle license fees (known as Realignment) provide 11% of the department’s
revenue. The County’s General Fund provides an additional 13% of the department’s revenue. Whenever possible, the available
resources are maximized by working collaboratively with county and community partners, improving efficiency through business
process changes, improving outcomes by utilizing evidence-based programs, and applying for grant funding.
The department budget includes two categories: Welfare Programs (43% of the budget) are direct payments to county residents, and
Welfare Administration (57% of the budget). Welfare Administration includes program support costs (contracts for direct client
services), staff salaries and benefits, and other operating costs (facilities, equipment and supplies). Welfare Programs and Welfare
Administration both have mandatory and overmatch components.
Welfare Programs Mandatory: The County is mandated to fund a share of costs of Welfare Programs, which are mostly payments to
county residents receiving public assistance. These include:
• Adult and Aging: In-Home Supportive Services providers
• Economic Assistance: General Assistance (GA) recipients
• Employment and Training: Temporary Assistance to Needy Families (TANF) recipients
• Family Youth and Children’s Services: Foster and adoptive parents; foster care group homes
With the exception of GA, the eligibility requirements are largely established by federal and state governments. The County has limited
influence on the number of people who are eligible, and thus on the corresponding costs. The primary exception to County control of
costs is the wages and benefits paid to IHSS service providers.
Overmatch/Discretionary: In addition to the mandatory County payments for Welfare Programs, the County provides additional General
Fund support to pay higher wages than the state requires to providers of In-Home Supportive Services and to augment staff in the Adult
and Aging Division and the Family, Youth, and Children’s Services Division where state underfunding is most critical.
FY 10-11 FY 11-12 %
Welfare Programs Adopted Recommended Change
Expenditures 71,709,943 74,197,501 3.5
Federal and State Revenue 44,143,234 49,751,582 12.7
Realignment Revenue 12,966,581 13,905,429 7.2
Net Cost - Mandatory 9,062,321 6,550,779 (27.7)
Net Cost - Discretionary 5,537,807 3,989,711 (28.0)
Net Cost - Total 14,600,128 10,540,490 (27.8)
Welfare Administration Mandatory: The County is required to pay part of the costs of administering nearly all programs to receive the
full amount of available federal and state funding. This amount is known as either the county “match” or “maintenance of effort
(MOE).” The County could forfeit some part of state or federal funding by not funding the entire county match.
County of Sonoma
FY 2011-2012 Adopted Budget
FY 10-11 FY 11-12 %
Welfare Administration Adopted Recommended Change
Expenditures 102,534,337 97,109,087 (5.3)
Federal and State Revenue 89,231,633 85,942,654 (3.7)
Other Reimbursements & Revenues 2,918,003 1,906,523 (34.7)
Realignment Revenue 953,245 998,568 4.8
Net Cost - Mandatory 7,088,056 7,613,959 7.4
Net Cost - Discretionary
2,343,400 2,553,906 9.0
Net Cost - Total
9,431,456 10,167,865 7.8
118
Health & Human Services

FY 10-11 ACCOMPLISHMENTS
• Adult and Aging: Completed provider enrollment
process for over 4000 existing IHSS providers.
Implemented the Healthy Ideas program with Older
Adult Collaborative non-profit agencies for over 900
seniors to address depression and suicide prevention.
Trained 75 community mandated reporters in elder
abuse reporting responsibilities. Collaborated with the
Family Justice Center to establish protocols and
coordinate services for elder abuse victims. Received
federal funds to implement Stanford University’s
Chronic Disease Self-Management Program and
subcontracted with the Northern California Center for
Well-Being to implement the program for Sonoma
County seniors. Obtained over $9.88 million in Veterans
benefits for veteran clients of the Sonoma County
Veteran Services Office.
• Economic Assistance: Served 22% (4,524) more clients
in CalFresh. Maintained state and federally mandated
performance standards in Medi-Cal, CMSP, CalFresh,
and GA. Assisted six local farmers’ markets to accept
CalFresh benefits. Implemented three programs to
improve client access to services including telephone
applications, Benefits CalWIN (an online application
process for CalFresh and Medi-Cal), and Access
CalWIN (an automated case information system).
• Employment and Training: Served 8% (515) more
clients in CalWORKs. Placed 269 adults in a subsidized
employment program supported with one-time federal
stimulus funding (64% transitioned to unsubsidized
employment). In partnership with the Sonoma County
Water Agency, Sonoma County Office of Education,
New Ways to Work, and other non-profit agencies,
employed 176 low income youth through the 2010
Youth Summer Jobs Program.
• Family, Youth and Children: Completed and received
state approval for the Child Welfare System Self
Improvement Plan (SIP) which focuses on no recurrence
of maltreatment, family reunification within 12 months,
and exits to permanency. Implemented Wraparound
services for 24 children enabling them to move from a
group home setting to living at home with a parent or
relative.
County of Sonoma
FY 2011-2012 Adopted Budget
119
FY 11-12 OBJECTIVES
HUMAN SERVICES
Jo Weber, Director
• Upstream Investments: Implement the Upstream
Investment Outreach, Education and Support Campaign to
build alignment with the 22 Upstream Indicators of
Success, populate the Portfolio of Model Upstream
Programs, and document community-wide upstream
investments in Resolutions of Alignment. Identify new
funding for upstream investments.
• Adult and Aging: Collaborate with the Family Justice
Center to provide services for elder abuse victims.
Collaborate with transportation partners to establish a
Mobility Manager which functions as a real-time route
planner for seniors. Continue efforts to identify and
establish evidence-based programming, such as Safe
Steps and Healthy Ideas, for vulnerable seniors and
adults.
• Economic Assistance: Explore and implement process
and technology efficiencies that facilitate timely
determination and issuance of benefits. Expand outreach
for CalFresh.
• Employment and Training: Identify, pilot, and
implement alternative service delivery models for
CalWORKs to improve outcomes for families. Implement
the Virtual One Stop System which provides improved
web-based access to local information and resources
about jobs and job search opportunities. Consolidate
Division services and employees into one facility.
• Family, Youth and Children: Successfully implement
the six focus areas of the System Improvement Plan
(SIP). Emphasize evidence-based programs and
achievement of identified outcomes in contracts with
local service providers of parenting education and
support, visitation, and child abuse prevention.
Health & Human Services

FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General Fund Financing
Expenditures 24,618,855
1
21,607,941
1
(12.2)
Revenues & Reimbursements 666,992 699,859 4.9
Net Cost 23,951,863 20,908,082 (12.7)
Welfare Programs
Expenditures 74,754,546 74,197,501 (0.7)
Revenues & Reimbursements 73,002,014 74,197,501 1.6
2
Net Cost 1,752,532 0 (100.0)
Welfare Ad,ministration
Expenditures 104,725,565 97,109,087 (7.3)
Revenues & Reimbursements 104,725,565 97,109,087 (7.3)
Net Cost 0 0 -
Special Revenue Fund 3
Expenditures 15,212,575 16,196,746 6.5
Revenues & Reimbursements 15,212,575 16,196,746 6.5
Net Cost 0 0 -
Total Expenditures 219,311,541 209,111,275 (4.7)
Total Revenues & Reimbursement 193,607,146 188,203,193 (2.8)
3
Total Net Cost 25,704,395 20,908,082 (18.7)
1 Excludes Gen Fund transfer to IHSS/Public Authority discussed in the following narrative. FY 10-11=$199,727; FY 11-12 = $247,547
2 Reflects the use of FMAP funding carried over from FY 09-10.
County of Sonoma
FY 2011-2012 Adopted Budget
3 Primarily reflects receipt and distribution of Realignment Funds.
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 658.35 650.6 (7.75) (1.2)
120
HUMAN SERVICES
Jo Weber, Director
Health & Human Services

WORKLOAD AND PERFORMANCE SUMMARY 2011-2012
1
FY 09-10 FY 10-11
Workload (W) or Performance (P) Measures
Adult and Aging
Actual Estimated
2
W - Reports to Adult Protective Services hotline 199 209
W - In-Home Supportive Services (IHSS) individuals 5,103 5,162
W - Public Administrator/Guardian/Conservator cases 280 258
2
W - Veteran Service Office client interviews 248 351
P - IHSS reassessments completed on time (goal ≥ 90%)
Economic Assistance
90% 88%
W - Medi-Cal individuals 50,984 52,714
W - County Medical Services Program (CMSP) individuals 5,631 5,725
W - CalFresh individuals 23,814 27,269
W - General Assistance (GA) individuals 794 718
P - Medi-Cal eligibility determined on time (goal ≥ 90%) 91% 69% 3
Employment and Training
W - Job Link individuals 1,245 1,161
W - CalWORKs individuals 8,137 8,748
W - Youth employment services indvidiuals 2
561 362
P - Job Link dislocated workers entering employment (goal ≥ 64%)
Family, Youth and Children
51% 64%
W - Child Protective Services Investigations 230 204
W - Open child welfare cases 777 829
W - Children in out-of-home placement 504 546
W - Children’s Home average daily census 28 26
W - Redwood Children's Center interviews 19 17
P - Re-entry to foster care within 12 months (goal ≤ 10%) 7% 8%
HUMAN SERVICES
Jo Weber, Director
FY 11-12
Recommended
1
Unless otherwise noted, average workload (W) and average performance (P) measures are monthly averages. Performance measures are mandated by
federal or state funding sources.
2 Caseload limited by available staffing.
220
5,222
3
Medi-Cal reimbursements are retoractive to the date of Medi-Cal application. The department is filling positions and using budgeted overtime
to clear the
Medi-Cal application backlog, and will return to acceptable performance level in this category by the end of FY 10-11.
RECOMMENDED BUDGET
258
267
90%
54,503
5,821
31,225
649
90%
The recommended budget reflects overall expenditures of $209.1 million, a $10,200,000 decrease from FY 10-11. Recommended
expenditures are supported by $188.2 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $20.9 million. Revenues and reimbursements decreased about $5,404,000 and overall
County General Fund net cost decreased as a result by nearly $4,796,000 from FY 10-11. This equates to a 22% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were
made primarily in salaries and benefits, and state actions affecting Welfare Programs (CalWorks, IHSS). The significant decrease in
revenues and reimbursements was in state reimbursement for Welfare Administration.
Core Services Maintained
• The Adult and Aging Division continues Adult Protective Services (APS) including maintenance of the 24-hour hotline to report
incidents of abuse and neglect, In-Home Supportive Services (IHSS), Court-appointed Public Administrator/Guardian/Conservator,
the Multipurpose Service Senior Program (MSSP), Linkages, and the Area Agency on Aging. Veteran’s Services will continue to be
provided. In addition to these mandated and funded services, the department uses grant funding to educate seniors about fall
prevention, promote chronic disease self-management, and advocate and plan for effectively meeting senior transportation needs. The
County of Sonoma
FY 2011-2012 Adopted Budget
121
1,083
9,405
377
64%
204
829
546
26
17
8%
Health & Human Services

HUMAN SERVICES
Jo Weber, Director
department will explore opportunities to increase efficiencies such as web-based reporting for mandated reporters. The department has
added a searchable and easily updated web-based format for the Senior Resource Guide.
• The Economic Assistance Division continues to determine eligibility for CalFresh, Medi-Cal, County Medical Services Program
(CMSP), and General Assistance. Innovations to streamline processes and improve results include an online application process for
CalFresh, Medi-Cal, and CalWORKs, use of Interactive Voice Recognition (IVR) which provides case information after hours, and an
enhancement to the digital document storage program that automatically assigns work-tasks to Eligibility Workers and reduces paper
processing.
• The Employment and Training Division continues CalWORKs, Job Link, and the Workforce Investment Board. The department is
developing and testing new methods of supporting CalWORKs families to improve child well-being and family self sufficiency. The
relocation of Employment and Training Division employees into one building consolidates CalWORKs and Job Link offices and will
increase program efficiencies, reduce costs, and improve accessibility for clients.
• Family, Youth and Children’s Services Division maintains Child Protective Services hotline and investigations, court-ordered
family maintenance, family reunification for children in out-of-home placement who will be able to return home, permanency
planning for children in out-of-home placement whose parents have lost parental rights, adoptions, transitional services for youth
leaving the foster care system, and Valley of the Moon Children’s Home. Innovations to improve outcomes include continued
expansion of evidence-based services through outcomes-based contracts with service providers, implementation of AB12 which
extends foster care services for youth through age 21, implementation of Structured Decision Making (a series of five risk assessments
used throughout the child welfare process to standardize the development of case plans), and testing a program called Icebreakers to
improve the relationship between biological and foster parents.
Services Eliminated or Reduced
• Adult and Aging Division will reduce the Veteran Services Office by one Veteran Claims Worker resulting in approximately 84
fewer interviews each month and resulting in about $2.5 million less each year in benefits for local veterans.
• Economic Assistance Division will reduce the General Assistance (GA) monthly payment from $270 to $257, the lowest level
allowed by the Welfare and Institutions Code, consistent with many counties throughout California. This reduces the average monthly
grant by 5%, impacting 650 community residents each month. This reduction is somewhat offset by an increase to CalFresh, which the
majority of GA recipients also receive. The department will also eliminate the Food Stamp Employment and Training Program
(FSET) which provides employment and training services specifically for about 100 GA and Non-Assistance CalFresh recipients each
month who often have long-standing barriers to employment. Instead, these individuals will receive a referral to Job Link.
• Employment and Training Division will reduce the monthly CalWORKs grant by 8% from $516 to $475 in accordance with State
budget actions. Almost 9,000 community members receive CalWORKs each month, 75% of whom are children. This reduction will
be somewhat offset by an increase in the CalFresh grant due to the family’s reduced income. The State budget also eliminates
enhanced Cal-Learn case management services which provide specialized case management services for teen parents. The 70 local
youth who receive this intensive service each month will now be served by CalWORKs Employment and Training Counselors who
average 200 clients per worker. Finally, the State is significantly changing the CalWORKs eligibility regulations by decreasing the
life-time limit for adults from 60 to 48 months. These regulation changes will impact 600 local families.
• Family, Youth and Children’s Services Division will transition the Redwood Children’s Center services to the Family Justice
Center. The goal is to continue serving these vulnerable children, however the available department staff time and staff expertise will
be reduced. In addition, this includes a transfer of funding support for medical examinations from this department to the Department
of Health Services within existing Health Services resources.
Additionally, the department will eliminate the Human Services Commission which in FY 10-11 provided $588,137 in grants to
community based organizations to support programs related to homelessness, hunger, domestic violence, legal services, and short-term
counseling and that served over 11,000 community residents. The department is actively seeking alternatives to continue to support some
level of these non-mandated but important services.
With this budget, the department prioritized positions that provide direct services. Overall, 10% of the department’s positions are
management. Thirty-three percent of the positions eliminated with this budget are management positions. The Administration Division
will be eliminated and the units reallocated to the Assistant Director, the Fiscal Officer, and the Planning, Research and Evaluation
Division Director.
Strategic Plan Focus
• Safe, Healthy and Caring Communities: This budget prioritizes protection and safety for vulnerable children and adults by
minimizing the impact of budget reductions on child welfare and adult protective services. For instance, although Voluntary Family
Maintenance services are not mandated or funded by State or Federal sources, the department prioritizes this important child abuse
County of Sonoma
FY 2011-2012 Adopted Budget
122
Health & Human Services

HUMAN SERVICES
Jo Weber, Director
prevention service. State funding is inadequate for Adult Protective Services, and there is no Federal funding due to the lack of
appropriation for the Elder Justice Act, however the department continues to prioritize APS social workers and is leveraging
CalWORKs funding through the Transient Occupancy Tax (TOT) to increase the federal Medi-Cal match for APS services.
• Economic and Environmental Stewardship: The department promotes environmental stewardship through large and small
activities. In collaboration with General Services, the Valley of the Moon Children’s Home received the first LEED certificate for the
County, and the new Employment and Training Division location will also be LEED certified. The department is replacing fleet
vehicles with hybrids whenever possible, currently has 44 hybrids in a fleet of 67, and is planning the installation of charging stations
for electric vehicles at two buildings. The Summer Youth Ecology Program teaches environmental stewardship to participating youth.
The department is expanding web-based technologies to reduce the number of client visits to offices. The department also supports a
thriving local economy by disseminating over $15 million each month in CalWORKs, CalFresh, and GA benefits; foster care,
adoption and childcare payments; and IHSS provider payments, which multiply to almost $20 million in local spending as low income
individuals tend to spend their income in their own community.
• Invest in the Future: This budget prioritizes and maintains important investments in the future for county residents. All programs in
the department commit county, state, and federal funding to improve future opportunities for recipients. Child welfare services are
dedicated to improving opportunities and outcomes as quickly as possible for children who have been the victim of abuse or neglect.
CalFresh, Medi-Cal, and CalWORKs seek to reduce the impacts of poverty on children and improve their nutritional and health
outcomes with the goal of improving their success as adults. Youth entering adulthood receive targeted services including Independent
Living Services for youth aging out of the foster care system and the Summer Youth Ecology Corp. With investments in In-Home
Supportive Services, the Multipurpose Service Senior Program, and Adult Protective Services, the department reduces or delays the
need for costly institutional placements and improves the quality of life for older adults and people with disabilities. Finally, the
department continues to commit resources to sponsor the County Upstream Investments Initiative.
• Civic Services and Engagement: The County General Fund supports ongoing community engagement through the meetings and
activities of the Workforce Investment Board, the Area Agency on Aging (AAA), and the Substance Exposed Newborns Workgroup.
The department also sponsors one-time community engagement opportunities such as the Mobility Summit, the Child Welfare System
Improvement Plan, and the Upstream Forums.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Minor adjustments to appropriations for Human Services Grants, Area
Agency on Aging, and Senior Program revenues ($26,267). Correction
($200,000) related to EDB/CalWorks funds transfer.
Position allocation change deleting 1.0 FTE Deputy PA/PG/PC and
adding 1.0 FTE Senior Deputy PA/PG/PC.
Budget Hearings Actions
Gross Revenue and
Expenditures Reimbursements Net Cost
226,267 226,267 0
0 0 0
Retain full services at the Redwood Children's Center. 304,000 18,240 285,760
Restore 1.00 FTE Veteran Claims Worker II. 86,533 43,266 43,267
Restore the Food Stamp Employment & Training program providing job
search assistance for approx. 100 GA and Food Stamp recipients with
long-standing bars to employment.
County of Sonoma
FY 2011-2012 Adopted Budget
123
204,110 135,785 68,325
Health & Human Services

Backfill funding for approx. 160 current CalWorks recipients being timed
out by state eligibility reductions from 60 to 48 months effective July 1,
2011. Funding is through December 31, 2011 and does not apply to new
CalWorks cases or transfer cases from other counties.
County of Sonoma
FY 2011-2012 Adopted Budget
124
Gross
Expenditures
HUMAN SERVICES
Jo Weber, Director
Revenue and
Reimbursements Net Cost
250,000 0 250,000
Health & Human Services

MISSION STATEMENT
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jo Weber, Director
The mission of the Sonoma County In-Home Supportive Services (IHSS)
Public Authority is to enrich the lives of IHSS clients and caregivers by
providing services and support to enhance quality caregiving.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $1,023,792
Total Revenues $776,245
Total Net Cost $247,547
Total Staff 2.0
The In-Home Supportive Services (IHSS) program provides assistance that
allows low-income elderly and disabled clients to continue living in their
% Funded by Local Discretionary Funds 24%
own home. The type of assistance includes shopping, cooking, housekeeping, and bathing, which is provided by IHSS caregivers.
The Board of Supervisors established the Sonoma County IHSS Public Authority in 2001 as an independent public entity, with the
members of the Board of Supervisors serving as the Board of Directors. The Public Authority is the employer of record for IHSS
caregivers for the purpose of collective bargaining over wages, benefits, and other conditions of employment. Public Authority staff
administers contracts with home care agencies to provide urgent on-call services, manage state mandated provider enrollment for IHSS
caregivers, coordinate training classes, and support the IHSS Advisory Committee.
In addition, the Public Authority manages a contract in which the Human Services Department provides registry services. This contract
along with the urgent substitute caregiver contracts represents approximately 50% of expenditures for the Public Authority. The registry
staff screen and orient potential caregivers, match clients with qualified caregivers, provide direct in-home services to clients with
special needs, and coordinate urgent on-call assistance.
The Board of Supervisors and the Board of Directors designated the Human Services Department as the administrative liaison to the
IHSS Public Authority, and directed the Public Authority to utilize county services through an interagency agreement. The Director of
Human Services oversees the Public Authority Manager through this agreement.
Funding Sources: Funding for the IHSS Public Authority's administrative budget includes a mix of state, federal, and county funds. The
county share is approximately 24 percent, and county funds are matched by federal and state revenue.
Caregiver wage and benefit costs (projected to be $11.8 million in FY 11-12) are included and discussed in the Human Services
Department's Welfare Programs budget.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
County General Fund
State
Federal
125
Funding Uses
Salaries & Benefits
Services & Supplies
Other Charges
Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jo Weber, Director
FY 10-11 ACCOMPLISHMENTS
• Completed state eligibility requirements for 2,900 IHSS
caregivers, including investigating criminal histories
and providing orientation.
• Matched 640 client requests for services with Registry
caregivers.
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
IHSS Public Authority-Special Fund
Expenditures 1,136,604 1,023,792 (9.9)
Revenues & Reimbursements 936,877 776,245 (17.1)
Net Cost* 199,727 247,547 23.9
*In the financial schedules contained elsewhere in the budget document, the IHSS Public Authority is shown as a zero net cost
because the General Fund support is reflected in the HSD budget.
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 2.00 2.00 0 -
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Caregivers Completing Eligibility Requirements 3,403 2,900 1,500
Client/Caregiver Matches 617 640 660
Caregiver Assignments as Urgent Substitutes 130 126 130
Caregiver Hours as Urgent Substitutes 428 460 480
Caregiver Hours for Highly Vulnerable Clients 1,206 1,200 1,200
RECOMMENDED BUDGET
FY 11-12 OBJECTIVES
• Complete state new provider enrollment requirements
for 1,500 IHSS caregivers, including receiving DOJ
criminal background reports and providing orientation.
• Match 660 client requests for new caregiver services
with Registry caregivers.
• Complete 130 urgent substitute caregiver assignments
for a total of 480 hours.
The recommended budget reflects overall expenditures of $1.02 million; a $113,000 decrease from FY 10-11. Recommended
expenditures are supported by $776,000 in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $248,000. Revenues and reimbursements decreased about $161,000 and overall County
General Fund net cost increased as a result by nearly $48,000 from FY 10-11. Reductions in County General Fund support/total
expenditures were made primarily in administration costs. The significant decreases in revenues and reimbursements were in the federal
share of program costs, and the state funding for the Public Authority Advisory Committee.
County of Sonoma
FY 2011-2012 Adopted Budget
126
Health & Human Services

Core Services Maintained
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jo Weber, Director
The recommended IHSS Public Authority budget includes funding to continue State mandated caregiver services:
• Ensure that all IHSS caregivers meet the State's mandated enrollment requirements.
• Maintain the registry which matches clients with screened and qualified caregivers.
• Provide direct assistance to cognitively impaired clients who are unable to fulfill the role of an employer due to the nature of their
disabilities (sign time sheets; communicate effectively with provider, etc).
• Provide an urgent substitute caregiver replacement service.
Services Eliminated or Reduced
• Reduction to the urgent substitute caregiver replacement annual service hours from 600 to 480. This level should be sufficient to
address current need, based on recent workload history. Should the need for these services exceed allocation, clients may have fewer
options for urgent care and there may be an increase in hospitalizations for some clients.
• Elimination of the caregiver training program, which eliminates $4,800 for training contractors and $5,000 for caregiver stipends.
Strategic Plan Focus
• The client services provided by the Public Authority directly support the Focus Area of Safe, Healthy & Caring Communities by
ensuring that elderly and disabled IHSS clients receive the support they need to remain living safely in their own homes.
• The State's recently approved Human Services Budget Trailer Bill (SB 72) made the county IHSS Advisory Committees optional and
eliminated the $52,966 annual allocation. However, the Public Authority Advisory Committee continues to be mandated. FY 11-12
funding for the PA Advisory Committee will be $5,660 (state and federal). This change should have no direct effect on IHSS clients
and caregivers. Maintaining the PA Advisory Committee supports the focus area of Civic Services & Engagement by facilitating
public input and participation in this program.
The current local labor agreement for IHSS caregiver wages and benefits expires on September 30, 2011. The State budget allows for
State participation in provider wages and benefits to $11.50 per hour with $.60 per hour for benefits.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
127
Health & Human Services

County of Sonoma
FY 2011-2012 Adopted Budget
128
Health & Human Services

MISSION STATEMENT
The mission of the Sonoma County Department of Child Support Services
is to ensure that children receive the services regarding parentage and
financial support to which they are legally entitled.
DEPARTMENTAL DESCRIPTION
DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
Budget at a Glance:
Total Staff 107.5
The Department of Child Support Services (DCSS) is part of a national and % Funded by Local Discretionary Funds 0%
state program that provides paternity and child support services to children
and families in Sonoma County. DCSS seeks and enforces court orders of paternity and financial support against non-custodial parents.
Custodial parents who receive Temporary Assistance for Needy Families (TANF) grants must cooperate with DCSS to establish these
orders. Other parents, who do not receive public assistance, may also apply directly for services. DCSS uses innovative enforcement
techniques which are not available in private family law matters to assist these families, such as suspending the driver’s license or
intercepting tax returns of the non-custodial parent. DCSS is fully federal and state funded with no County General Fund contributions.
The Child Support Services budget consists of two divisions; each is a special revenue fund:
Total Expenditures $15,261,612
Total Revenues $15,246,968
Total Net Cost $14,644
Child Support Enforcement Division consists of state and federal funds that support the operations of DCSS. Funds are allocated
based on state and federal formulas.
Revenue (Performance Incentive) Fund Division contains carry-over balances from previously-paid state performance incentives. The
department earned these by obtaining health insurance on behalf of children through their parents’ employers, and for ranking in the top
ten counties in 2000 and 2001 in achieving the highest federal program performance measures. No ongoing opportunities exist to earn
performance incentive funds, and this Fund will soon be depleted.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
State
Federal
Interest
Performance Incentive
Fund
129
Funding Uses
Salaries and Benefits
Rent and Utilities
Reserved
Services and Supplies
Health & Human Services

FY 10-11 ACCOMPLISHMENTS
• Increased from 87% to 93% cases with support orders
established.
• Increased from 61% to 64% cases with current support
collections.
• Increased from 65% to 67% cases in which a noncustodial
parent makes a payment toward his or her debt.
• Passed all state and federal compliance and data reliability
audits.
• Delivered educational presentations to local high schools,
other county departments, and to non-custodial parents.
• Developed a relationship with Hispanic Chamber of
Commerce, Healdsburg Day Labor Center and Graton Day
Labor center to increase paternity establishment and
provide awareness of the child support program.
DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
FINANCIAL SUMMARY
FY 11-12 OBJECTIVES
• Meet and/or exceed performance on federal performance
measures: (1) paternity establishment – establishing the
parent of the child, (2) support order establishment, which
sets the amount of child support which should be paid, (3)
percent of child support collected compared to the amount
of due, and (4) number of cases which a payment is made
on past due amounts.
• Improve cost effectiveness, which is the ratio of child
support collected to department expenses from $2.25 to
$2.50.
• Pass all state and federal compliance and data reliability
audits.
• Collect $30,970,282 in both current support and arrears.
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Child Support Services
Expenditures 15,875,817 15,246,968 (4.0)
Revenues & Reimbursements
15,875,817 15,246,968 (4.0)
Net Cost
0 0 0
County of Sonoma
FY 2011-2012 Adopted Budget
DCSS Revenue Fund
Expenditures 247,339 14,644 (94.1)
Revenues & Reimbursements 0 0 0
Net Cost 247,339 14,644 (94.1)
Total Expenditures 16,123,156 15,261,612 (5.3)
Total Revenues & Reimbursement 15,875,817 15,246,968 (4.0)
Total Net Cost 247,339 14,644 (94.1)
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 109.50 107.50 (2.00) (1.8)
130
Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Percent of Cases with a Child Support Order 92.8 93.0 94.0
Percent of Current Support Collected 63.9 64.9 65.9
Percent of Cases with Collection Towards Support D 67.0 68.0 69.0
Cost Effectiveness $2.06 $2.25 $2.50
Total Collections $29,743,712 $30,363,022 $30,970,282
RECOMMENDED BUDGET
Child Support collections are dependent on gainful employment. The current economy, with high levels of un- and underemployed
people, has impacted child support obligors’ ability to keep current with their payments. Additionally, many recipients of unemployment
benefits saw their benefits expire, reducing child support dollars to families. Sonoma has experienced a 10% decline in payments
through unemployment collections during the first half of FY 10-11.
Core Services Maintained
• The State Department of Child Support Services continues to work toward improving California’s Cost Effectiveness (ratio of child
support distributed divided by total expenditures). Last year, the state established a minimum threshold of $2.00. In FY 09-10 Sonoma
avoided corrective action by reaching $2.06. For federal fiscal year 11-12, the goal for Cost Effectiveness is $2.50.
• Sonoma County has implemented over 20 strategies to improve Cost Effectiveness through collection efforts and cost savings
measures. Collection strategies have been implemented to work with parents to ensure appropriate orders and increased collections.
Strategies include utilizing outbound dialers, text messaging and early intervention activities.
• The department expects to meet its Cost Effectiveness goal, thereby strengthening the families served in Sonoma County.
Services Eliminated or Reduced
• DCSS does not anticipate any reductions to services in FY 11-12.
• Expenditure reductions of 4% are planned through lease savings resulting from the move to a new facility. During the first year in the
new facility, savings of $720,000 to $800,000 will be realized due to reduced lease costs and the use of rent credits received from new
landlord. This reduction will have no negative impact on the clients we serve.
Strategic Plan Focus
• Safe Healthy & Caring Communities. By establishing parentage and providing financial support to children who are entitled to it,
DCSS helps provide financial and familial security for children and families in Sonoma County.
• Economic Stewardship. DCSS continues to employ every enforcement technique available to maximize the collection of financial
support from non-custodial parents and distribute it to children and families. Establishing this financial support often decreases a
family’s reliance on other state and county welfare programs.
• Invest in the Future. At the suggestion of the Board, DCSS staff members visited and observed three similar sized agencies with
higher cost effectiveness ratios in FY 10-11, and will be making recommendations for future improvements based on their findings.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
131
Health & Human Services

County of Sonoma
FY 2011-2012 Adopted Budget
132
Health & Human Services

BUDGET DESCRIPTION
In 1996, the County entered into an agreement with Sutter Health Systems
(Sutter) for the long-term lease of Community Hospital (later renamed
“Sutter Medical Center of Santa Rosa”) and for a Health Care Access
Agreement (HCAA). The HCAA ensures hospital access for residents
participating in government programs such as Medi-Cal, Medicare, and
County Medical Services Program (CMSP). The Department of Health
Services works with Sutter to monitor ongoing compliance with the HCAA.
COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND
Rita Scardaci, Director
Three closeout budgets established in FY 96-97 to track expenditures
related to the agreement. These budgets are funded from the proceeds of the
% Funded by Local Discretionary Funds 100%
transaction, collection of delinquent debts, or interest on cash balances. The budgets are:
• Hospital Closeout: Services–Administrative costs to support the affiliation agreement, such as costs of collecting old debts, audits,
consultants, and legal services.
• Hospital Closeout: Retirement Bonds –The hospital’s share of County pension obligation bonds.
• Hospital Closeout: Retiree Medical Insurance –Partially funds future retiree health insurance premiums.
In 2004, the Board of Supervisors approved a Business Plan in which Sutter proposed to construct a new hospital and extend the HCAA
to 2021. In 2010, the Board approved Sutter’s Revised Business Plan, which complies with the HCAA, to construct a 70 bed hospital
near the Wells Fargo center in northeastern Santa Rosa.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Interest
Rent
Reimbursements from Sutter
Collection of Old Debts
Use of Fund Balance
133
Budget at a Glance:
Total Expenditures $1,446,693
Total Revenues $84,723
Total Net Cost $1,361,970
Total Staff 0
Funding Uses
Retirement Bonds Payments
Retiree Medical Insurance
Hospital Closeout Services
Health & Human Services

COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND
Rita Scardaci, Director
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Hospital Closeout: Services
Expenditures 800,000 130,653 (83.7)
Revenues & Reimbursements 856,429 9,630 (98.9)
Net Cost (56,429) 121,023 314.5
Hospital Closeout: Retirement Bonds
Expenditures 968,580 1,016,040 4.9
Revenues & Reimbursements 28,723 16,957 (41.0)
Net Cost 939,857 999,083 6.3
Hospital Closeout: Retiree Medical Insurance
Expenditures 330,000 300,000 (9.1)
Revenues & Reimbursements 65,465 58,136 (11.2)
Net Cost 264,535 241,864 (8.6)
Total Expenditures 2,098,580 1,446,693 (31.1)
Total Revenues & Reimbursements 950,617 84,723 (91.1)
Total Net Cost 1,147,963 1,361,970 18.6
RECOMMENDED BUDGET
Hospital Closeout: Services
This fund has been used for depreciation expense for building and improvements associated with the hospital, and in recent years for the
cost of evaluating Sutter’s Revised Business Plan. With the Board’s approval of the Revised Business Plan in FY 10-11, the FY 11-12
appropriations are for on-going depreciation expense and costs associated with administration of this budget unit.
Hospital Closeout: Retirement Bonds
This fund was established at $7,793,000 with proceeds from the agreement, to pay back an outstanding County pension obligation bond;
the hospital’s share of the payments was 7.21%. In FY 05-06 and FY 06-07 the Board approved additional transfers from the General
Fund that, with interest, were expected to fully cover debt service payments through the final payment due in 2013. The expenditure
increase in FY 11-12 reflects a projected increase in bond liability and interest.
In FY 02-03 this fund contributed $1,678,280 to the Mental Health Division (then in the County General Fund) to finance unfunded state
mandated costs resulting from AB 3632 (Severely Emotionally Disturbed Children). During Governor Schwarzenegger’s administration,
repayment was proposed as part of a 15-year payback of costs imposed on counties by unfunded mandates. This payback began in FY
06-07 with two years of payments, but did not include payment for unfunded mandates in FY 02-03. No payment has been received for
the FY02-03 unfunded mandate and the current state administration has not proposed repayment in FY 11-12. The state’s eventual
reimbursement of the FY 02-03 AB 3632 costs will be returned to this fund if it remains in place. Without the return of the $1,678,280
the fund balance is projected to fall short of the final bond payment amount in FY 12-13.
Hospital Closeout: Retiree Medical Insurance
Retiree medical insurance is funded by $1,925,621 in pre-paid rent by Sutter that the County “earns” over the 20-year life of the lease
agreement. The projected cash balance of this fund at the end of FY 11-12 is $131,604. At the projected rate of spending, this fund will
be exhausted in FY 12-13. The County will retain responsibility for remaining retiree medical insurance costs.
The following chart forecasts estimated cash balances of the Hospital Enterprise Funds (see following chart).
County of Sonoma
FY 2011-2012 Adopted Budget
134
Health & Human Services

COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND
Rita Scardaci, Director
CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS*
Hospital Hospital Hospital
Enterprise Closeout Closeout Total All
Closeout Svcs Retirement Bonds Retiree Medical Ins Closeout Funds
FY 10-11
Actual Beginning Cash Balance (28,494) 2,273,627 726,778 2,971,911
Estimated Revenue 497,825 21,930 6,648 526,403
Estimated Expenses (257,027) (968,580) (305,436) (1,531,043)
Estimated Ending Cash Balance 212,304 1,326,977 427,990 ** 1,967,271 **
FY 11-12
Estimated Beginning Cash Balance 212,304 1,326,977 427,990 1,967,271
Estimated Revenue 4,630 16,957 3,614 25,201
Estimated Expenses (130,653) (1,016,040) (300,000) (1,446,693)
Estimated Ending Cash Balance 86,281 327,894 131,604 ** 545,779 **
*This presentation is on a “cash basis” to provide transparency to some non-budgetary enterprise fund balance sheet activity (balance sheet
detail available from county Auditor).
**“Retiree Medical Ins” and “Total All Closeout Funds” estimated ending balances include the unearned portion of prepaid rent on deposit with
the Retiree Medical Insurance fund: $221,047 in FY 10-11 and $166,525 in FY 11-12.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
135
Health & Human Services

County of Sonoma
FY 2011-2012 Adopted Budget
136
Health & Human Services

DEVELOPMENT SERVICES
Gross
Revenue/
Appropriations Reimbursements Net Cost
Permit & Resource Management 17,576,123 14,182,184 3,393,939
Community Development Commission 80,005,798 53,159,766 26,846,032
Fire and Emergency Services 8,785,972 7,888,733 897,239
Transportation & Public Works 171,222,894 161,481,663 9,741,231
Water Agency 190,383,953 160,550,002 29,833,951
Economic Development Board 3,588,690 602,269 2,986,421
Regional Parks 19,454,134 15,251,960 4,202,174
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
137
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Development Services

County of Sonoma
FY 2011-2012 Adopted Budget
138
Development Services

MISSION STATEMENT
Our mission is to serve the people of Sonoma County by providing a
customer-focused process for the orderly development of real property,
balanced with resource stewardship under the general policy direction of
the Board of Supervisors, and to develop and maintain standards that
protect the health and safety of the public.
DEPARTMENTAL DESCRIPTION
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
The Permit and Resource Management Department (PRMD) was
% Funded by Local Discretionary Funds 20.8%
established in July 1995 to provide a “one-stop shop” for all county land
use planning and development activities. Major functions include processing building permits, well and septic permits, sanitation and
planning permits, environmental review for public and private projects, maintaining and updating the Sonoma County General Plan, and
enforcement of building and development codes. The department is comprised of two budget divisions: the Permit and Resource
Management Division and Zone 2 of County Service Area (CSA) #41.
The Permit and Resource Management Division contains all staffing and operating expenses related to land use and development
activities. The division is financed primarily by revenues collected for the review and processing of permit applications. In addition, this
budget division maintains the Aggregate Resource Management Mitigation Fund, the Survey Monument Preservation Fund, and several
deferred revenue accounts for funds collected in previous fiscal years to pay for services to be rendered in the current or subsequent
fiscal years.
Zone 2 of County Service Area (CSA) #41 was formed in 1986 to provide for an on-site waste disposal operation for the Sea Ranch
subdivision. The zone serves the non-sewered areas in the Sea Ranch subdivision and has the responsibility to inspect, monitor,
maintain, and operate septic systems within its jurisdiction. The Sea Ranch Association provides operation of the system. The division’s
budget is established as an enterprise fund.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
County General Fund
Permit Fees
Fines/Penalties/Abatement
Liens
Charges for Services
Intergovt. Revenues, Internal
Reimbursements &
Operating Transfers
139
Budget at a Glance:
Total Expenditures $16,915,044
Total Revenues $13,407,105
Total Net Cost $3,507,939
Total Staff 96.0
Funding Uses
Administrative/Customer
Service
Construction, Code and
Engineering
Planning Services
Other Services
Development Services

FY 10-11 ACCOMPLISHMENTS
• Completed adoption of the Bikeways Plan and
incorporated into the General Plan making the County
eligible for additional funding for bikeway improvements.
• Completed the adoption of the Russian River and
Penngrove Design Guidelines, incorporating those into
the Zoning Code.
• Completed second phase of Housing Element
implementation including adoption of standards for use of
vacation rentals.
• Completed approval of permits for a new aggregate
import and asphalt facility, ARM Plan amendment and instream
mining permit and a new quarry project.
• Completed the EIR and permitting for the proposed Sutter
Medical Center of Santa Rosa/Luther Burbank Memorial
Joint Master Plan.
• Completed Zoning Code Amendments to add flexibility
for commercial developments to help mitigate economic
downturn.
• Completed Draft Update of the Rules for Administering
Agricultural Preserves and related zoning code
amendments including review by Working Group of
agricultural representatives.
• Adopted all State Model Building Codes and local
amendments for Triennial Model Code Ordinance
Adoption, including the new CalGreen Code.
• Certified staff as Certified Access Specialists (CASp) to
comply with state laws regarding disabled access.
• Completed re-survey of the 52 mile Sonoma-Napa
County line.
• Implemented Code Enforcement Penalty Relief Program.
• Completed functional requirements and prototype testing
of new Microsoft Dynamics project cost accounting
system.
• Assisted drafting state law regarding graywater and
developed a local graywater permitting program to
implement new state codes.
• Implemented Customer Service Enhancements including
establishing a Customer Service Working Group
partnering PRMD staff with PRMD customers.
• Improved PRMD’s ActiveMap (GIS) tool to add USGS
topographic map layers and Groundwater Availability
Areas.
• Expanded online permit and payment services.
County of Sonoma
FY 2011-2012 Adopted Budget
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
140
FY 11-12 OBJECTIVES
• Initiate public review of the Draft Development Code
Update and complete the public hearing process at the
Planning Commission to provide a recommendation to the
Board of Supervisors.
• Complete environmental documentation and initiate the
public hearing process for the proposed Preservation Ranch,
Mark West Quarry, and Airport Master Plan projects,
allowing these projects to be heard by the Board of
Supervisors.
• Complete an update of the Well and Septic “Blue Book”
containing all septic regulations affecting Sonoma County.
• Complete adoption process for a modernized County Well
Ordinance.
• Coordinate with the Water Agency to establish a ground
water elevation monitoring program that meets new state
requirements and begin submitting ground water elevation
data to the state.
• Continue to participate in development of the statewide
septic regulations (AB 885) to ensure that local conditions
and needs are addressed.
• Certify Access Specialists (CASp) to meet second phase
compliance with State Law SB 1608 relating to handicap
disabled access.
• Certify four staff in the CAL Green building standards
program.
• Update Sonoma County’s Residential Construction Manual
to reflect newly adopted 2010 Codes.
• Establish a charter to evaluate electronic building plan
submittal technology to improve customer convenience,
reduce cycle time and eliminate paper from the plans review
process.
• Complete implementation of new Microsoft Dynamics
project cost accounting system.
• As funding allows, develop a customer education program
as part of the next phase of Customer Service Enhancements
identified in 2010.
• Initiate scanning of incoming permit applications to
eliminate NCR copies and reduce staff processing time
related to filing and handling of paper documents.
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Permit and Resource Management
Expenditures 19,332,305 16,577,719 (14.2)
Revenues & Reimbursements
15,693,580 13,058,142 (16.8)
Net Cost
3,638,725 3,519,577 (3.3)
Special Revenue
Expenditures 257,408 41,145 (84.0)
Revenues & Reimbursements 34,926 49,545 41.9
Net Cost 222,482 (8,400) (103.8)
CSA #41 - Sea Ranch Sanitation
Expenditures 282,566 296,180 4.8
Revenues & Reimbursements 299,238 299,418 0.1
Net Cost (16,672) (3,238) 80.6
Total Expenditures 19,872,279 16,915,044 (14.9)
Total Revenues & Reimbursement 16,027,744 13,407,105 (16.4)
Total Net Cost 3,844,535 3,507,939 (8.8)
FY 10-11
Staffing Adopted
STAFFING SUMMARY
FY 11-12
Recommended
FTE
Change
%
Change
Permanent Positions 120.49 96.00 (24.49) (20.3)
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators
Actual Estimated Recommended
Building Inspections 19,097 18,906 18,906
Building Permits Issued 5,087 5,229 5,229
Well & Septic Permits Issued 2,270 2,202 2,202
Engineering Permits Issued 8,617 8,487 8,487
Project Review Applications Assigned 332 262 262
Code Enforcement Complaints Received 1,029 936 936
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $16.9 million, a $2.9 million decrease from FY 10-11. Recommended
expenditures are supported by $13.4 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $3.5 million. Revenues and reimbursements decreased about $2.6 million and overall
County General Fund net cost decreased as a result by $990,000 from FY 10-11. This equates to a 25% reduction in County General
Fund support for continuing programs from the prior year. The significant decrease in revenues and reimbursements is due to the
County of Sonoma
FY 2011-2012 Adopted Budget
141
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
continued low level of permit activity and resulting low permit fee revenues. Reductions in County General Fund support/total
expenditures were made primarily in salaries and benefits. A total of 24.5 FTE’s are eliminated from the department, a 42 percent
reduction in staffing over the past three fiscal years. Reductions occur in every division of the department.
Although these reductions will cause significant program and service impacts, the department also seeks to mitigate these impacts. The
work performed by the department on individual projects is more complex and time consuming than ever before. However, applications
for all development have slowed and the value of individual building projects has declined. This conflux of trends has a compounding
negative effect on department permitting fee revenue.
In planning for the future, PRMD proposes to reorganize in a way that consolidates divisions while maintaining necessary oversight and
monitoring of critical permitting processes. The department will continue to provide core services supporting development at all levels
within the County. The quality of the service provided will be high. However, the ability to respond as quickly and nimbly to customers’
needs will be reduced.
Core Services Maintained
• All development permitting services will be maintained at a reduced level of service;
• New construction will be inspected for health, safety and code compliance;
• Code violations that jeopardize health, safety or the environment will be investigated and abated;
• Onsite wastewater treatment and disposal will be reviewed for compliance with Basin Plan and County standards;
• PRMD’s one-stop permit center will remain intact;
• Property and development information, including GIS resources, will be available online and in the office;
• Environmental review and permitting for County infrastructure projects will be maintained;
• Review and advisory bodies like the Planning Commission, Landmarks Commission, Project Review & Advisory Committee
(PRAC), Design Review Board, and Airport Land Use Commission will be supported;
• Programs identified in the state-mandated General Plan Housing Element will be implemented;
• Mining operations will be monitored and inspected and state-mandated reports will be completed;
• Development and grading projects will be reviewed and inspected for compliance with the County’s storm water permit (NPDES),
and annual storm water permit reports will be completed.
Services Eliminated or Reduced
The reduction of 24.5 FTE would result in the following impacts:
o PRMD’s public office hours will be reduced by 40 percent, resulting in longer wait times for customers in the office and
decreased public access to information, records and services; however, the reduction in office hours will reduce front office
“down time” and provide additional staff time for permit processing to maintain department goals for processing timelines;
o Response to low and medium priority Code Enforcement complaints will be reduced or eliminated, including response to
nuisance issues, drainage complaints, zoning violations and other types of complaints;
o Most General Plan implementation programs will be discontinued or significantly delayed, including Water Resources Element
implementation, development of a Climate Action Plan, biotic habitat mapping, historic resources program and adoption of
historic design guidelines;
o Local Coastal Plan update will be delayed;
o Building Inspection services will be reduced to 4 days per week countywide, with some remote areas receiving less frequent
inspection service; 24-hour inspection turnaround will be maintained except in remote areas;
o Permit processing times will increase for most types of permits, especially during peak periods;
o Some requirements of the County’s storm water permit will not be met, including inter-departmental coordination, development
of technical guidance/manuals and public outreach;
o Capacity to implement IT enhancements will be reduced, including wireless inspection technology, GIS development, and
PRMD website maintenance and enhancement, including reduced availability of ADA-compliant environmental documents and
staff reports on PRMD’s web-site;
o Vendor payments and applicant billings for at-cost projects will be delayed;
o Capacity to implement new Board of Supervisors initiatives will be reduced.
County of Sonoma
FY 2011-2012 Adopted Budget
142
Development Services

Strategic Plan Focus
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
The core services maintained in this budget will provide support in each of the focus areas identified in the Strategic Plan:
• The recommended budget gives the highest priority to protecting health and safety consistent with the Strategic Plan focus on Safe,
Healthy and Caring Communities. Specific core services in this area include:
o Permitting and inspection,
o Enforcement of health and safety codes and abatement of hazardous conditions,
o Oversight of on-site wastewater systems and water well construction,
o Ensuring access for disabled persons in commercial buildings,
o Implementing codes that protect people and buildings from natural hazards (flood, earthquake, fire, etc.),
• Implementation of state-mandated Housing Element programs will also have a high priority, which helps increase the supply of
affordable housing in the community;
• The department will continue to ensure that development is consistent with General Plan and zoning requirements to protect open
space and resource lands and support a healthy agricultural economy. These efforts align with the Strategic Plan’s focus on Economic
and Environmental Stewardship;
• PRMD will continue to implement the County’s Aggregate Resources Management Plan (ARM Plan), which aligns with the Strategic
Plan’s focus on Invest in the Future by helping ensure that the County has sustainable supplies of construction aggregate;
• PRMD will help ensure that the County meets its obligations under the California Environmental Quality Act and other state and
federal environmental laws for both County projects and private development, further aligning with the Strategic Plan’s focus on
Economic and Environmental Stewardship;
• The department will support the Strategic Plan focus on Civic Services and Engagement through its advisory and review bodies like
the Planning Commission and by maintaining and updating the departmental website, GIS resources and other public information
sources.
At the same time, other aspects of the Recommended Budget will unavoidably impact progress in various Strategic Plan focus areas:
• Reduced response to low and medium priority code enforcement complaints may result in increased neighborhood conflict and
adverse economic consequences (lower property values and competition from unpermitted businesses);
• Suspension of most long-range planning activities does not align with the focus on Invest in the Future. Without an outside funding
source for General Plan implementation programs the County will not move forward with initiatives like Climate Action Planning,
land use related climate change adaptation, implementation of the General Plan’s Water Resources Element and biotic resource
protection, among others. This reduction also impacts other Strategic Plan focus areas including Safe, Healthy and Caring
Communities and Economic and Environmental Stewardship;
• The reduction in public office hours will reduce the public’s ability to access services and information that requires face to face
interaction. This will limit and reduce Civic Services and Engagement;
• Although the precise impacts are difficult to predict, the department will have little capacity to develop and implement new policy
initiatives identified by the Board of Supervisors. Over the past few years, these initiatives have addressed green building, mobile
home park conversions, medical cannabis dispensaries, and vacation rentals. Each of these initiatives aligns with one or more
Strategic Plan focus areas, particularly Safe, Healthy and Caring Communities and Economic and Environmental Stewardship.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
143
Development Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
Add 2.0 FTE Code Enforcement Inspectors. Funds from Deferred
Revenue will be used to fund the Code Enforcement positions. Increase
salaries and benefits to enhance Vacation Rental code enforcement
activities.
Budget Hearings Actions
Gross
Expenditures
Revenue and
Reimbursements Net Cost
277,578 391,578 (114,000)
Comp Planning Restored Positions from PRMD Deferred Revenue 383,501 383,501 0
County of Sonoma
FY 2011-2012 Adopted Budget
144
Development Services

MISSION STATEMENT
The Sonoma County Community Development Commission is dedicated to
promoting decent and affordable housing, revitalizing communities, and
supporting public services that increase economic stability for county
residents. We are committed to providing services in an effective, efficient,
and respectful manner.
DEPARTMENTAL DESCRIPTION
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
Budget at a Glance:
Total Expenditures $79,485,798
Total Revenues $52,639,766
Total Net Cost $26,846,032
Total Staff 43
The Community Development Commission (CDC) is established as a
separate public and corporate entity pursuant to Section 34110 of the State
% Funded by Local Discretionary Funds .55%
of California Health and Safety Code, which authorizes a jurisdiction to operate its redevelopment agency and housing authority under a
single governing board. The Board of Supervisors sits as the Board of Commissioners, and therefore, functions as the governing board of
both the Housing Authority and Redevelopment Agency.
The Community Development Division of the CDC administers and implements programs to address a broad spectrum of housing needs
for Sonoma County’s lower income residents, including: Continuum of Care homelessness planning, hosting of the Homeless
Management Information System, funding for homeless prevention and intervention services, financial assistance to developers of
affordable housing, first-time homebuyer programs, Housing Rehabilitation and Flood Elevation Programs, administration of Mobile
Home Rent Stabilization Ordinances, and programmatic support of the Housing Element of the County’s General Plan. The Community
Development Division is funded through the U.S. Department of Housing and Urban Development’s Community Development Block
Grant, HOME Investment Partnership, Emergency Shelter Grants, Supportive Housing Programs and the Federal Emergency
Management Agency (FEMA) as well as from the county General Fund, County Fund for Housing, and other local and state funding
sources.
The Housing Authority administers Housing Choice Voucher Rental Assistance Program (Section 8), HOME Tenant-Based Rental
Assistance, Shelter Plus Care, Family Unification and Family Self-Sufficiency programs. The Housing Authority is funded primarily
through formula grants from Housing and Urban Development.
The Redevelopment Agency operates three redevelopment project areas: Roseland, The Springs, and Russian River. The purpose of the
agency is to support local communities in eliminating blight by attracting private investments that promote economic development,
revitalization of the local infrastructure, and in the development and preservation of affordable housing. The Redevelopment Agency is
funded primarily through annual property tax increment revenues generated from each respective project area. Redevelopment Agency
funds are in special trust accounts.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund Contribution
Other County/City Projects
Interest Revenue
Federal & State Grants
Redevelop. Tax Increment
Use of Fund Balance
Other Revenue
Internal Reimbursements
145
Funding Uses
Rental Assistance
Redevelopment Activities
Community Development
Internal Reimbursements
Homelessness Assistance &
Planning
Housing Rehabilitation &
Elevation
Development Services

FY 10-11 ACCOMPLISHMENTS
• Acquired 6.9 acres of land comprising the western portion
of the Roseland Village Shopping Plaza site, located at
665 Sebastopol Road in the heart of the Roseland
Redevelopment Project Area. The site has been largely
vacant for several years and is a key property to enacting
the Sebastopol Road Urban Vision Plan, which envisions
mixed-use, pedestrian-oriented development of affordable
housing, commercial opportunities, and public amenities
including road improvements and a long-desired public
plaza. This critical investment and follow-on
redevelopment work will produce local jobs, needed
housing, and a central public gathering place.
• Completed the first half of planned Highway 12
improvements, widening the roadway and adding curb,
gutters and sidewalks from Verano Creek to Boyes
Boulevard. The improvements, which will continue north
to Agua Caliente Road in FY 2011-12, are transforming a
dangerous stretch of roadway running through the area’s
commercial corridor in to a safe area for pedestrians and
bicyclists, and promoting a more vibrant pedestrianoriented
environment for residents and businesses in the
area.
• Partnered with City of Santa Rosa and Catholic Charities
of the Diocese of Santa Rosa to jointly fund and
implement a $1.33 million Homelessness Prevention and
Rapid Re-Housing Program through grants received under
the American Recovery and Reinvestment Act of 2009,
and provided over $350,000 to 10 local nonprofit agencies
in support of 16 homeless shelters and transitional housing
facilities providing supportive services to over 8,800
individuals and households.
• Assisted 2,772 households with rental subsidies through
the Section 8 program, 26 low-income mobile home
owners with space rent assistance, and 222 mostly
homeless clients with rental assistance through HOME
Tenant Based Assistance and Shelter Plus Care programs.
• Elevated 21 flood-prone residential structures in the lower
Russian River area using Federal Emergency Management
grant funding and owner matching funds, and received
awards for approximately $8.3 million in additional
FEMA grant funding for future years.
• Awarded a combined $4.66 million in affordable housing
loan program proceeds to 9 local projects that will build or
preserve 417 affordable units in the county.
County of Sonoma
FY 2011-2012 Adopted Budget
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
146
FY 11-12 OBJECTIVES
• Fund non-profit public services organizations, affordable
housing and public works projects, housing and commercial
building rehabilitation, and community development
projects with available funds throughout the County.
• Assist in prevention of homelessness and promote stable
housing environments for more than 3,000 low-income
households by providing rental subsidies through the
Section 8 program (2,772), HOME Tenant Based Assistance
Program (110), and Shelter Plus Care (130) programs.
• Secure additional federal funding to increase the capacity of
rental housing assistance programs, provide project based
vouchers to 12 extremely low-income special needs
residents at Fife Creek Commons in Guerneville, and
continue to affirmatively further fair housing opportunity for
program participants as available.
• Obtain additional Shelter Plus Care or other grant funds in
collaboration with county departments to assist chronically
homeless and mentally ill individuals find stable housing.
• Secure additional federal funding, and complete elevation of
up to 16 flood-prone residential structures; provide loans to
owners of 50 qualified residential units to make needed
improvements; and provide grants for the installation of up
to 30 earthquake resistant bracing systems.
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
General
Expenditures 10,413,700 11,566,842 11.1
Revenues & Reimbursements 7,371,418 8,566,842 16.2
Net Cost 3,042,282 3,000,000 (1.4)
Community Development
Expenditures 10,852,785 7,719,062 (28.9)
Revenues & Reimbursements
10,852,785 7,698,336 (29.1)
Net Cost
0 20,726 100.0
Leased Housing
Expenditures 26,807,740 26,916,098 0.4
Revenues & Reimbursements 26,807,740 26,966,130 0.6
Net Cost 0 (50,032) (100.0)
Roseland Redevelopment
Expenditures 7,120,531 4,570,918 (35.8)
Revenues & Reimbursements
1,948,314 1,811,908 (7.0)
Net Cost
5,172,217 2,759,010 (46.7)
The Springs Redevelopment
Expenditures 15,888,957 15,077,121 (5.1)
Revenues & Reimbursements 3,193,132 3,314,270 3.8
Net Cost 12,695,825 11,762,851 (7.3)
Russian River Redevelopment
Expenditures 6,060,374 13,635,757 125.0
Revenues & Reimbursements
5,059,579 4,282,280 (15.4)
Net Cost
1,000,795 9,353,477 834.6
Total Expenditures 77,144,087 79,485,798 3.0
Total Revenues & Reimbursement
Total Net Cost
County of Sonoma
FY 2011-2012 Adopted Budget
Staffing
STAFFING SUMMARY
FY 10-11
Adopted
55,232,968 52,639,766 (4.7)
21,911,119 26,846,032 22.5
FY 11-12
Recommended
FTE
Change
%
Change
Permanent Positions 43.00 43.00 0.00 -
147
Development Services

RECOMMENDED BUDGET
Core Services Maintained
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
During FY 11-12, the Sonoma County Community Development Commission will continue to provide a range of core services through
our three agencies, as follows:
Community Development:
• Finance development of new rental and ownership housing units that are affordable and restricted for sale or rent to lower-income
households.
• Finance preservation of affordable rental housing complexes that are at risk of conversion to market rates as current subsidy contracts
expire.
• Provide low-interest loans to rehabilitate residential properties occupied by lower-income households to address health and safety
deficits and to provide access modifications for people with disabilities.
• Use grant funding to complete hazard mitigation measures for residential properties, including installation of Earthquake Resistance
Bracing Systems on mobile homes and elevation of flood-prone structures primarily in the lower Russian River area.
• Prioritize federal funds for non-profit and public agencies to provide: homeless shelters and services; fair housing information and
mediation; ADA retrofits for public facilities including parks, community centers, libraries, and other public buildings; new or
expanded public improvements, such as water and sewer lines, sidewalks, and street lighting in lower-income neighborhoods; microenterprise
and other economic development programs; and other community development projects benefiting principally low-income
county residents.
Housing Authority:
• Provide $2 million per month in rental assistance payments to enable very low-income households to rent privately-owned homes
scattered throughout the county through the Housing Choice Voucher (HCV), Shelter Plus Care, and HOME Tenant Based Assistance
Programs.
• Promote self-sufficiency to 40 HCV participants annually through the Family Self-Sufficiency Program, with a goal of enabling them
to transition off of all public assistance within 5 years.
Redevelopment Agency:
• Undertake planning, marketing, business counseling, and other non-capital redevelopment activities to reverse deteriorating physical
conditions, reduce blight, and revitalize the local economy in the Roseland, Russian River, and Sonoma Valley Springs
redevelopment project areas.
• Partner with the private business sector by using public redevelopment funds to complete land acquisition and consolidation,
environmental clean-up, and infrastructure improvements that lay the foundation and provide the pre-conditions that are necessary for
private enterprises to be interested in, and capable of, investing their financial resources in these project areas.
• Provide direct financial assistance through low-interest loans and grants to rehabilitate and expand the affordable housing stock,
public facilities, public infrastructure, and commercial properties in the three redevelopment project areas.
Services Eliminated or Reduced
• Convert Russell Avenue Homeless Shelter to longer-term Transitional Housing – Since FY 03-04, the CDC has used an annual
contribution of County General Funds to contract with Catholic Charities for operation of a 30-bed emergency homeless shelter
located on county-owned property on Russell Avenue in Santa Rosa. The General Fund contribution is no longer sustainable and will
be reduced for FY 11-12. In light of this reduction, the facility will be converted from an emergency shelter (90-day stay) to
transitional housing (18-24 month stay) for homeless families. The service impact is the loss of 30 emergency homeless shelter beds,
mitigated by the addition of three units of transitional housing targeting large families.
• Discontinue Mobile Home Space Rent Assistance Program (MSRAP) – MSRAP, funded from interest earned on CDC’s HUDprogram
reserves, began in 1996 because Housing Choice Voucher (HCV) funds could not effectively help mobile home owners with
space rent. Reduced interest earnings can no longer sustain MSRAP. CDC will begin using HOME Tenant Based Assistance funds for
existing MSRAP participants by 7/1/11, and will discontinue MSRAP through attrition. CDC will redirect 525 households on the
MSRAP wait list, and all new applicants, to HCV, which now allows for space rent assistance.
County of Sonoma
FY 2011-2012 Adopted Budget
148
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
• Uncertainty of Revenues.
o Federal Funding: The Community Development and Housing Authority programs of the Commission are funded primarily
through a number of U.S. Department of Housing and Urban Development (HUD) and Federal Emergency Management Agency
(FEMA) programs, totaling over $33.6 million per year. As of the date of this printing, the federal government has not completed
their appropriations decisions for federal fiscal year 2011, and allocations for these HUD and FEMA programs remains unknown.
Some level of reduction is likely, but the agency cannot accurately predict or make plans for how any such reductions will impact
services to county residents. Any significant reduction to the Housing Choice Voucher (HCV) funding levels would be felt most
acutely; as such reductions, would be applied retroactively to January 1, 2011.
o Local Funding: The State of California is contemplating action to either eliminate or restrict redevelopment agencies and their
activities. If legislation is enacted, implementation could take place on the date of enactment, on July 1, 2011, on January 1, 2012,
or perhaps later. Elimination of the County’s Redevelopment Agency would prevent the Agency from undertaking further blight
reduction, affordable housing development and preservation, economic development, and other redevelopment activities.
Strategic Plan Focus
The CDC’s programs all fall under one or more of the Strategic Plan focus areas of creating Safe, Healthy, and Caring Communities,
promoting Economic and Environmental Stewardship, Investing in the Future and Civic Services and Engagement. Many of the CDC’s
programs comprise upstream investments that help to stabilize living situations for assisted households, and create healthier community
conditions for all residents. Some examples of Strategic Plan and Upstream Investments connections include:
• The acquisition and planned redevelopment of the Roseland Shopping Center provides for a safer and healthier Roseland community
by removing or mitigating environmental hazards, creating new affordable rental housing units, developing new retail and community
services space in a pedestrian-oriented configuration, and providing a public plaza to serve as a vibrant community gathering place in
the center of the Roseland Redevelopment Project Area.
• Highway 12 improvements in the Sonoma Valley Springs Redevelopment Project Area is transforming a dangerous 2-mile stretch of
roadway running the length of the area’s commercial corridor into a safe area for pedestrians and bicyclists, and enhancing the
likelihood that pedestrians and motorists alike will have easier access to, and will more frequently stop to visit, businesses in the area.
• Commercial Rehabilitation Loan Programs are helping businesses in the three Redevelopment project areas to improve the physical
condition and attractiveness of their properties, thereby promoting the economic viability of each business and the project area in
general.
• Financial assistance for development of new parks promotes environmental stewardship, healthy communities, and invests for the
future of the county.
• Financial assistance for development and preservation of affordable rental housing units, and monthly rental subsidies that cap rental
costs to an affordable percentage of household income, enable very low-income families throughout the county to obtain and retain
safe, decent, and affordable housing. This addresses the upstream goal of ensuring that residents are well sheltered and safe, and
influences the upstream success indicators of reducing the rate of homelessness, increasing the housing affordability index, while also
providing stable living environments for local residents.
• Rental subsidies also contribute to a healthy economy by enabling owners of private rental properties to rent their units to thousands
of households who would not otherwise be able to afford to live independently in the area, providing a stable stream of rental income
for owners to maintain their properties, and reducing the overall vacancy rate for their units.
• Providing below market-rate loans to low-income owners single-family houses and mobile homes to complete health and safety
repairs to their homes promotes safe and healthy living conditions and invests in the future of the community’s housing stock.
• Investments in ADA improvements to public facilities including parks, libraries, sidewalks, community centers, and government
buildings enhances ability of people with disabilities and seniors to live and move around in the community in a safe way. Grants for
ADA improvements in private homes and rental units allows people to continue to live independently rather than being forced to
move into congregate care facilities or other supportive housing arrangements.
• Small business counseling, micro-enterprise assistance, marketing activities, and provision of financing for a wide range of
construction projects throughout the county all contribute to the Upstream goal of a thriving, diverse economy, and influences the
Upstream indicators of reduced unemployment and poverty.
County of Sonoma
FY 2011-2012 Adopted Budget
149
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
• The CDC relies on a variety of advisory committees and task groups to provide citizen input and recommendations regarding virtually
all policy and funding decisions before seeking Board of Commissioners’ approval. These groups, which represent a significant level
of civic engagement, include:
o Community Development Advisory Committee
o Technical Advisory Committee
o Russian River Redevelopment Oversight Committee (RRROC)
o Affordable Housing, Economic Development, Public Restrooms, Clean-Up, Monte Rio Wastewater, RRROC Elections, River
Area Shelter and Downtowns, and Rio Nido Improvements task groups
o Springs Redevelopment Advisory Committee
o Roseland Redevelopment Project Task Group
County of Sonoma
FY 2011-2012 Adopted Budget
150
Development Services

REDEVELOPMENT AGENCY
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
Redevelopment expenditures are supported with tax increment revenues, bond indebtedness, and loans from other government agencies.
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
Redevelopment Agency has determined that planning and administrative expenditures from the Low and Moderate Income Housing
Fund for each project area are necessary for the production, improvement, and reservation of low and moderate-income housing. Budget
narratives for redevelopment areas are prescribed by Section 33606 of the California Community Redevelopment Law. The following
presentation of redevelopment achievements and goals, while different from other county departmental narratives, is consistent with that
law.
ROSELAND WORK PROGARM
ACHIEVEMENTS FY 10-11:
• Worked towards Commission acquisition of the blighted Roseland Shopping Center for a mixed-use development (See Goals 1, 2, 3,
5, and 6).
• Attended Joint Roseland Subcommittee meetings between the city and county focusing on the improvement of the Project Area (See
Goals 4, and 8).
• Worked with the Roseland Project Area Task Group to assist Commission in implementation of Roseland Redevelopment Plan, Five
Year Plan and Urban Vision Plan (See All Goals).
• Provided 2 housing rehabilitation loans ($48,000) for mobile homes occupied by low-income households (See Goals 3 and 5).
GOALS FY 10-11:
1. Pursue redevelopment of the Roseland Shopping Center.
2. Support economic development projects as opportunities are identified.
3. Support preservation and creation of affordable housing in the project area.
4. Support the collaboration between the city and the county regarding the future of the Roseland Redevelopment Area.
5. Economic development priority will focus on Roseland Shopping Center and smaller commercial and mixed-use, in-fill
projects.
6. In cooperation with the city, implement the adopted Urban Vision Plan to evaluate development proposals.
7. Adopt new Five-Year Implementation Plan to be effective as of July 1, 2011.
8. Continue implementation of Commercial Rehabilitation Loan Program.
GOALS FY 11-12:
1. Prepare a major plan amendment as well as the plan extension allowed by statute to raise tax increment cap and extend
timelines for the Roseland Redevelopment Project Area.
2. Complete 5 commercial rehabilitation projects in the Project Area.
3. Continue redevelopment of the Roseland Shopping Center property, including environmental mitigation activities, public plaza
and road extension, affordable housing, and non-housing uses.
4. Pursue economic development efforts to increase job opportunities for area residents.
5. Support and promote affordable housing priorities that will focus on preservation of existing housing stock through housing
rehabilitation programs.
6. Support the removal of blight and ongoing clean-up activities for the Sebastopol Road commercial corridor.
7. Seek out and pursue community development efforts that promote improved health and education opportunities of the Roseland
community.
County of Sonoma
FY 2011-2012 Adopted Budget
151
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
ROSELAND WORK PROGRAM
Roseland Roseland Roseland
Redevelopment Housing Fund Totals
Fund Balance as of July 1, 2011 2,276,032 1,236,128 3,512,160
Revenues:
Tax Increment 1,112,198 278,050 1,390,248
Interest Earned 11,300 6,300 17,600
Total Revenues 1,123,498 284,350 1,407,848
Expenditures:
1
Admin 97,467 55,368 152,835
Projects 2,422,904 1,465,110 2
3,888,014
Debt Service 126,010 0 126,010
Total Expenditures 2,646,381 1,520,478 4,166,859
Fund Balance as of June 30, 2012 753,149 0 753,149
¹ Figure represents an estimate of administrative expenses for FY 11-12; actual figures will be based on 15% of monies received.
² Beginning on July 1, 2011, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out of the
County Fund for Housing as allowed by California Community Redevelopment Law. Housing Fund project expenditure figure for FY 11-12 includes these
transfers.
County of Sonoma
FY 2011-2012 Adopted Budget
152
Development Services

ACHIEVEMENTS FY 2010-11
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
THE SPRINGS (SONOMA VALLEY) WORK PROGRAM
• Began the design engineering and right-of-way acquisition for Stage 2 of Hwy 12 improvements (See Goal 2).
• Provided continued financial assistance to, and participated in, Sonoma Valley Economic Development Partnership (See Goals 3 &
4).
• Launched the Commercial Rehabilitation Loan Program to support façade improvements and rehabilitation of commercial storefronts
serving approximately ten businesses in year one including the opening of two new businesses (See Goals 1, 3 & 4).
• Began a graffiti abatement program in partnership with the Sheriff’s Office which has established a new graffiti hotline number (See
Goal 6).
• Initiated the planning process for the development of a Springs Central Hub Plaza (See Goals 1, 3 & 4).
• Began a litter abatement program along the corridor in partnership with Becoming Independent and the Sonoma Valley Chamber of
Commerce through the Caltrans Adopt-A-Highway Program (See Goal 6).
• Initiated the planning process for a new directional signage and wayfinding signage program for the project area (See Goals 1 & 2).
GOALS FY 10-11:
1. Implement the Springs Redevelopment Advisory Committee’s initiatives in the new Springs Strategic Plan.
2. Support Sonoma County Department of Transportation and Public Works and Caltrans to complete Highway 12 improvements.
3. Pursue economic development and affordable housing opportunities.
4. Shift economic development priorities to activity hubs identified in the Strategic Plan along the Highway 12 corridor.
5. Affordable housing priorities will focus on preservation of existing housing stock through housing rehabilitation programs.
6. Assist in the annual Springs Clean-up activities.
GOALS FY 11-12:
1. Support The Springs Redevelopment Advisory Committee (RAC) implementation initiatives of new Springs Strategic Plan.
2. Support Department of Transportation and Public Works (DTPW) and Caltrans to complete Highway 12 improvements.
3. Pursue economic development efforts to increase job opportunities for area residents.
4. Seek out new affordable housing opportunities by outreaching to affordable housing developers.
5. Shift economic development priorities to smaller mixed use, in-fill projects in Boyes Boulevard area following Highway 12
improvements.
6. Support and promote affordable housing priorities that will focus on preservation of existing housing stock through housing
rehabilitation programs.
7. Support the removal of blight and ongoing clean-up activities for The Springs commercial corridor.
8. Identify and establish off-street parking alternatives along the commercial corridor.
9. Complete the plan amendment process for a three year extension of the plan.
10. Develop an area action plan for The Springs Central Hub, and take steps to leverage the creation of a potential public space
related to the closure of Boyes Blvd.
11. Develop a directional and wayfinding signage program for the Springs Redevelopment Project Area.
12. Seek out and pursue community development efforts that promote improved health and education opportunities in the Springs
community.
County of Sonoma
FY 2011-2012 Adopted Budget
153
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
THE SPRINGS WORK PROGRAM
The Springs The Springs The Springs
Redevelopment Housing Fund Totals
Fund Balance as of July 1, 2011 12,124,922 1,973,783 14,098,705
Revenues:
Tax Increment 1,580,616 395,154 1,975,770
loan repayments 1,246 1,246
Sale of Substation 420,000 420,000
Interest Earned 40,000 7,500 47,500
1
Other Revenue 40,600 0 40,600
Total Revenues 1,661,216 823,900 2,485,116
Expenditures:
2
Admin 237,702 59,273 296,976
Projects 10,088,980 2,738,410 3
12,827,390
Debt Service 1,123,600 0 1,123,600
Total Expenditures 11,450,282 2,797,683 14,247,965
Fund Balance as of June 30, 2012 2,335,856 0 2,335,856
¹ Other Revenue figure represents loan repayment funds ($40,600).
² Figure represents an estimate of administrative expenses for FY 11-12; actual figures will be based on 15% of monies received.
³ Beginning on July 1, 2011, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out of the
County Fund for Housing Program as allowed by California Community Redevelopment Law. Housing fund project expenditure figure for FY11-12
includes these transfers.
County of Sonoma
FY 2011-2012 Adopted Budget
154
Development Services

ACHIEVEMENTS FY 2010-11
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
RUSSIAN RIVER WORK PROGRAM
• Provided 6 single family and 1 multi-unit housing rehabilitation loans ($597,028) and completed repairs to 11 units occupied by lowincome
households (See Goal 1).
• Began construction of Fife Creek Commons and completed construction of Rusky Rika Dachas to assist development of rental
housing for low income people (See Goal 2).
• Provided assistance to twenty small businesses in Project Area through training and technical assistance contract with Small Business
Development Center (See Goal 3).
• Contracted with RSG, Inc. to perform a project identification and analysis study to be completed by June 30, 2011 (See Goal 4).
• Selected Great Destination Strategies to develop a Tourism Marketing Promotion and Wayfinding Signage Plan to promote tourism
and economic development and developed a brand and marketing strategy with this consultant, including wayfinding and signage
elements (See Goals 3, 8 & 11).
• Initiated process to identify, analyze, and cost out improvements needed to revitalize Project Area (See Goal 8).
• Completed the Monte Rio Recreation & Park Tennis Court/Basketball Court Restoration Project (See Goal 10).
• Launched the Commercial Rehabilitation Loan Program to support façade improvements and rehabilitation of commercial storefronts,
serving approximately fifteen commercial businesses in year one (See Goals 3 & 8).
• Acquired a former Caltrans property/site for possible downtown public restroom facility (See Goal 15).
• Supported the purchase of an ambulance that serves as a mobile medical facility for the Russian River Fire Protection District (See
Goal 13).
• Completed Phase 1 and supported the next Phase 2 of Sweetwater Springs Water District distribution line improvements (See Goal
9).
• Began a graffiti abatement program in partnership with the Sheriff’s Office, with services commencing in November 2010 (See Goal
5).
• Constructed the Monte Rio Wastewater Symposium to share task group progress with the public and to discuss potential solutions to
wastewater disposal efforts in the area (See Goal 9).
• Formed the Downtown Guerneville Task force to address issues of homeless population and public facilities and commenced
meetings in December 2010 (See Goal 6 and 15).
GOALS FY 10-11:
1. Implement housing rehabilitation program to assist low-income people to repair and to elevate flood-prone residential
structures.
2. Assist development of rental, ownership, and permanent supportive housing for low-income people.
3. Support economic development to increase job opportunities for low-income residents and expand visitor-serving facilities.
4. Prepare comprehensive identification, analysis, and cost estimates for improvements needed to revitalize the project area.
5. Assist community clean-up activities.
6. Support plans for additional conference facilities.
7. Assist development of homeless shelters and transitional housing.
8. Support implementation of the Russian River Strategic Plan.
9. Improve local infrastructure.
10. Enhance recreational opportunities that support economic development.
11. Assist environmental protection, restoration, greening and eco-tourism programs.
12. Improve transportation and mobility in the Project Area.
13. Enhance fire protection and medical first response capabilities within the Project Area.
County of Sonoma
FY 2011-2012 Adopted Budget
155
Development Services

14. Complete Mid-Term Review of current Five-Year Implementation Plan.
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
15. Complete the design and construction of one additional public restroom facility in downtown Guerneville.
16. Identify and pursue authorized redevelopment activities that are of benefit to, and create opportunities for, the youth within the
project area.
GOALS FY 11-12:
1. Implement housing rehabilitation program to assist low-income people to repair and to elevate flood-prone residential structures.
2. Assist development of rental, ownership, and permanent supportive housing for low-income people.
3. Support economic development to increase job opportunities for low-income residents and expand visitor-serving facilities.
4. Assist community clean-up activities.
5. Support plans for additional conference facilities.
6. Assist development of homeless shelters and transitional housing.
7. Support implementation of the Russian River Strategic Plan.
8. Improve local infrastructure.
9. Enhance recreational opportunities that support economic development.
10. Assist environmental protection, restoration, greening and eco-tourism programs.
11. Improve transportation and mobility in the Project Area.
12. Complete the design and construction of one additional public restroom facility in downtown Guerneville.
13. Complete the comprehensive identification, analysis and cost estimates for improvements needed to revitalize the Project Area.
14. Complete the plan amendment process for a one year extension of the plan.
RUSSIAN RIVER WORK PROGRAM
Russian River Russian River Russian River
Redevelopment Housing Fund Totals
Fund Balance as of July 1, 2011 7,527,114 2,590,668 10,117,782
Revenues:
Tax Increment 2,809,520 702,380 3,511,900
Interest Earned 48,000 20,000 68,000
Total Revenues 2,857,520 722,380 3,579,900
Expenditures:
1
Admin 401,464 108,357 509,821
Projects 9,218,864 3,204,691 2
12,423,555
Debt Service
0 0 0
Total Expenditures
9,620,328 3,313,048 12,933,376
¹ Figure represents an estimate of administrative expenses for FY 11-12; actual figures will be based on 15% of monies received.
² Beginning on July 1, 2011, any new tax increment and other revenues deposited into the Housing Fund will be transferred to and administered out of the
County Fund for Housing Program as allowed by California Community Redevelopment Law. Housing fund project expenditure figure for FY 11-12
includes these transfers.
County of Sonoma
FY 2011-2012 Adopted Budget
156
Development Services

DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Increase appropriations to provide grant funding to local community
based organizations for services addressing homelessness, hunger,
domestic violence, low-fee legal aid, and short-term counseling
previously distributed by the Human Services Commission. The
Community Development Commission (CDC) will administer a
reduced level of community services grant funds through its
Community Development Committee within the existing process that
distributes federal grant funds for similar purposes. Total cost to
General Fund for FY 11-12 would be 45% less than FY 10-11
($300,000 grant funds and $80,000 for administration).
Position allocation change to delete 1.0 FTE Community Development
Specialist II (9138) position and add 2.0 FTE Employment Housing
Counselor (9107) to better meet workload demands distributing rental
housing assistance funding from the U.S. Department of Housing and
Urban Development (HUD) programs for very low-income households.
The cost of the allocation changes is included in the FY 11-12
Recommended Budget.
Budget Hearings Actions
Restore Human Services Providers grant funding to FY 10-11 level; 9
months of required funding (to be managed by CDC starting in FY 11-
12)
County of Sonoma
FY 2011-2012 Adopted Budget
COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
157
Gross
Expenditures
Revenue and
Reimbursements Net Cost
380,000 380,000 0
140,000 140,000 0
Development Services

County of Sonoma
FY 2011-2012 Adopted Budget
158
Development Services

MISSION STATEMENT
The Fire and Emergency Services Department is committed to providing
exceptional service; dedicated to protecting life, property, and the
environment.
DEPARTMENTAL DESCRIPTION
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
Budget at a Glance:
Total Expenditures $7,595,149
Total Revenues $6,829,910
Total Net Cost $765,239
The Fire and Emergency Services Department coordinates and carries out
Total Staff 19.4
emergency preparedness and response activities related to hazardous
materials, natural disasters, and fire protection throughout the county in
conjunction with the cities, special districts, and the state. The department
% Funded by Local Discretionary Funds 5.8%
acts as lead agency for various state and federal grants for emergency management programs and first responder equipment for multi
hazard incidents; assists local agencies with emergency management programs and coordinates with state and federal agencies; and
manages countywide disaster response and recovery.
The department is comprised of two budgetary divisions: Emergency Services Division and Fire Services Division. The Emergency
Services Division, financed by user fees and the General Fund, carries out the responsibilities associated with hazardous materials
response and mitigation, natural and human caused disasters, and other declared states of emergency. In addition, the division
implements hazardous material regulatory programs for the unincorporated area and cities of Rohnert Park, Cotati, Cloverdale, Sonoma,
and the Town of Windsor. This service implements state laws providing for safe generation, use, and storage of hazardous materials.
The Fire Services Division provides fire protection, rescue, emergency medical, fire prevention, code enforcement, and arson
investigation services for the unincorporated areas of the county that are not included in an independent fire protection district. These
areas are known collectively as Sonoma County Fire - County Services Area (CSA) #40. The basic level of fire protection services for
County Fire -CSA #40 is provided in partnership with 15 volunteer fire companies administered and managed by the Fire and
Emergency Services Department. Specialized contracts with fire protection districts, municipalities and CALFIRE are utilized to
supplement services. Property taxes and fees for services finance these services. Within Sonoma County Fire area, CSA #40 there are
four zones of benefit where residents have elected to provide themselves with enhanced levels of services financed by special
assessments. Three of the zones collect their special assessments through corresponding community facilities districts (CFD).
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund Contribution
Property Taxes
Special Assessments (Fire)
Licenses/Permits
Charges for Services
Interest on Fund Balances
Funds from Other Govts.
CSA #40 Fund Balance
Internal Transfers
159
Funding Uses
Hazardous Materials Program
Emergency Management
Enhanced Fire Svcs. (CFD)
Assessments
Fire Prevention Activities
Fire Suppression Activities
Internal Transfers
Development Services

FY 10-11 ACCOMPLISHMENTS
• Managed, coordinated and administered the Homeland
Security grants for County and city law enforcement,
ambulance providers, fire agencies, and other County
departments to improve emergency response capability
and planning, now totaling over $11M since 2001.
• Conducted a functional exercise of the County’s
Emergency Operations Center (EOC), in partnership with
Health Services and the Sheriff’s Office, focusing on the
Operations Section staff and healthcare response partners;
and conducted a terrorism-related tabletop exercise on
warning and notification.
• Actively participated with the Bay Area counties on the
revised Memorandum of Understanding (MOU) with the
Urban Area Security Initiative (UASI) and other Bay Area
UASI projects.
• Completed and finalized the Bay Area Regional
Catastrophic Preparedness Grant Program (RCPGP)
planning projects in coordination with Sonoma County
departments and partnering agencies which included:
Debris Removal; Mass Evacuation/Transportation; Mass
Care & Shelter; and Mass Fatality and Volunteer
Management. Began planning for the Donations
Management Plan.
• Finalized a draft update of the Oil Spill Contingency Plan,
including provisions for involving volunteers, and
continued to improve County’s oil spill preparedness.
Received Department of Fish & Game grant funding to
support continued high level of participation in plan
development and evaluation.
• Assisted the business community in using the California
Environmental Reporting System (CERS), a web-based
reporting tool, to electronically update their hazmat
information. Sonoma County was one of the earliest
counties to adopt the CERS system, and has been actively
participating with the State to identify programming
problems and make the system more user-friendly for the
business community.
• Purchased, equipped and placed into service a new hazmat
response pickup truck from funds obtained from a
successful enforcement case filed against U-Haul.
• Completed the adoption of the triennial update of the
California Fire Code with local revisions, which address
fire safety issues within Sonoma County.
• Responded to and safely mitigated over 1,600 emergency
incidents during 2010 and conducted 230 Fire Life Safety
Inspections with an emphasis on occupancies subject to
the highest level of hazard to life and property.
County of Sonoma
FY 2011-2012 Adopted Budget
160
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
FY 11-12 OBJECTIVES
• Complete the requirements and objectives of the Federal
FY11 Emergency Management Performance Grant in
alignment with Cal EMA priorities.
• Update the Sonoma County Hazard Mitigation Plan, in
coordination with Permit and Resource Management
Department, and submit to the Board of Supervisors for
adoption.
• Update the Sonoma County Hazardous Materials Area Plan
utilizing available grant funding.
• Continue to implement the Fire and Emergency Services
Strategic Plan “Vision 2020” by developing comprehensive
Standard Operating Procedures for response activities;
providing comprehensive training programs; providing
support to our volunteer firefighters; and developing
Standard of Coverage analysis for emergency response
planning.
• Review submissions of Risk Management Plans from
facilities newly regulated for storage of acutely hazardous
materials (such as ammonia) and provide opportunities for
public comment.
• Develop zoning code amendments to establish performance
standards and permit procedures for fire facilities, in
cooperation with Permit and Resource Management
Department and community stakeholders.
• Develop draft policy to address the necessity for fire and
emergency services facilities and equipment as a result of
new development.
• Complete the digitizing of underground storage tank site
files funded through a hazardous materials grant.
Development Services

FINANCIAL SUMMARY
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Fire and Emergency Services (General Fund)
Expenditures 3,185,015 689,968 (78.3)
Revenues & Reimbursements 2,612,638
246,873 (90.6)
Net Cost 572,377
443,095 (22.6)
Hazardous Materials (Special Fund)*
Expenditures 0 1,326,936 100.0
Revenues & Reimbursements 0 1,326,936 100.0
Net Cost 0 0 0.0
CSA#40 Fire Services
Expenditures 5,310,417 5,358,445 0.9
Revenues & Reimbursements 4,917,129 5,036,301 2.4
Net Cost 393,288 322,144 (18.1)
CFD#7 Mayacamas
Expenditures 22,800 22,800 0.0
Revenues & Reimbursements 22,800 22,800 0.0
Net Cost 0 0 0.0
CFD#4 Wilmar
Expenditures 89,000 89,000 0.0
Revenues & Reimbursements 89,000 89,000 0.0
Net Cost 0 0 0.0
CFD#5 Dry Creek
Expenditures 108,000 108,000 0.0
Revenues & Reimbursements 108,000 108,000 0.0
Net Cost 0 0 0.0
Total Expenditures 8,715,232 7,595,149 (12.9)
Total Revenues & Reimbursement 7,749,567 6,829,910 (11.9)
Total Net Cost 965,665
765,239 (20.8)
*The FY 11-12 budget reflects moving the fee supported Hazardous Materials budget to a special revenue fund
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 18.00 19.40 1.40 7.8
The department is converting extra-help to 1.6 FTE permanent materials handler positions to support volunteer fire companies. This
increase in non-general fund permanent positions is partially offset by a .2 FTE reduction in the general fund supported deputy
emergency coordinator allocation.
County of Sonoma
FY 2011-2012 Adopted Budget
161
Development Services

FIRE AND EMERGENCY SERVICES
Mark Aston, Director
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Emergency Management
Revise Emergency Operation Plans 13 14 10
Table-top & Functional Exercises 22 27 15
Public Education and Outreach (hours) 450 450 250
Operational Area Coordination / Training (hours) 5,762 5,762 4,410
Disaster Response / Recovery / Mitigation (hours) 300 300 300
Hazardous Materials
Hazardous Mat. Business Plan Sites 951 1,047 1,075
Underground Storage Tank Sites 86 84 83
Hazardous Waste Generator Sites 733 777 762
Above Ground Storage Tank Sites 123 122 122
California Accidental Release Program Sites 10 18 30
Uniform Fire Code Sites 291 282 276
CUPA New Businesses 60 54 45
CUPA Inspections 1,000 615 700
Enforcement Actions 1,125 610 900
Stormwater Inspections 580 315 260
Emergency Response Incidents 30 15 18
Fire Services
Planning Referrals / Plan Reviews 1,553 1,600 1,591
Fire Code Inspections-New Construction 2,162 2,200 2,213
Fire Code Inspections-Annual 175 180 327
Fire Investigations-(Hours) 50 55 50
Fire/EMS Emergency Response Incidents 1,219 1,250 1,280
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $7.6 million, a $1.1 million decrease from FY 10-11. Recommended
expenditures are supported by $6.8 million in revenues and internal reimbursements, County General Fund support of $440,000 and
$320,000 use of County Service Area 40 fund balance. The largest reason for expenditure reductions compared to the prior year is due to
uncertainty of amount for Homeland Security grants to be administered by the Emergency Management budget in the coming year at the
time that the budget was compiled. This accounts for nearly all $1.1 million in total expenditure change. Expenditures in Hazardous
Materials, which moves to a special revenue fund this year reflecting its nearly 100% fee support, decrease $28,000 by suspending
County General Fund expenditures toward a future replacement for the Hazardous Materials Response Vehicle. Expenditures in Fire
Services increase $48,000 driven by salaries and benefits. Reductions in County General Fund support were made primarily in position
costs in the Emergency Management Division since that is where the general fund support is provided.
Core Services Maintained
• The core services of coordinating and delivering emergency preparedness and response activities for fire protection, emergency
medical, hazardous materials incidents and other natural disasters are maintained in this recommended budget. The department will
also continue to act as lead agency for many state and federal grants for emergency management programs and first responder
equipment for multi hazard incidents on behalf of all the local provider agencies in the county.
County of Sonoma
FY 2011-2012 Adopted Budget
162
Development Services

Services Eliminated or Reduced
The 25% reduction in County General Fund support will result in the following:
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
o Continuity of Operations planning efforts will not be further integrated into Emergency Operations Center operations and the
existing plan will not be exercised or validated on an ongoing basis.
o Fewer Emergency Operations Center Functional Exercises will be scheduled each year. Generally 1-3 exercises are scheduled to
train and familiarize County staff in their roles as disaster services workers as well as enhance coordination and preparedness and
with this reduction the frequency will reduce to 1 per year. This will potentially reduce the effectiveness of the County's response
to disasters and with turnover in County staff the number of trained staff will be reduced.
o Emergency Management staff will discontinue participation in county-wide Volunteer Organizations Active in Disaster (VOAD),
Citizens Emergency Response Teams (CERT), and Public Health meetings which will decrease the effectiveness of partnering
agencies and programs, and the existing relationships needed for coordinated response.
o Urban Area Security Initiative (UASI) and Regional Catastrophic Planning Grant Program participation will be reduced to a bare
minimum of long-distance monitoring and occasional communication. The County, as a result of lack of participation, could lose
UASI grant program awards. Many funding opportunities result from these grants which are focused regionally in the greater Bay
Area. Reduced participation will also distance our local response and recovery planning efforts from those coordinated regionally
regarding a large scale Bay Area event.
o Delaying the ability to fully implement the upgrade of Telephone Emergency Notification System (TENS) enhancements to allow
for cellular phone communication capability with respect to the development of instructions and outreach for the public on its use.
o Delaying the update of our Emergency Operations Plan due in 2012 which could result in reductions in future federal/state
funding.
Strategic Plan Focus
• The department supports the Safe, Healthy and Caring Communities and Economic and Environmental Stewardship focus areas of the
County’s Strategic Plan through the delivery of fire protection services, emergency medical services, hazardous materials regulation
and incident response, and serving as the county operational area emergency management agency leading and directing response,
recovery, and mitigation efforts county wide, including disaster preparedness and response coordination for the unincorporated area as
well as several of the cities.
Key Projects in these focus areas include:
Safe, Healthy, Caring Communities
o Phase 1 of the Emergency Operations Center (EOC) information technology assessment and solution development with the
intention to improve automation of important situational information used by the management / command group working in the
EOC. The technology improvements in software and hardware will be defined with a corresponding implementation plan.
o Development of the Standards of Coverage (SOC) Plan for the delivery fire protection and emergency medical services in the
unincorporated area serviced by County Fire CSA #40. This plan will provide assessment and recommendation of performance
measures, staffing configuration, concentration and distribution of resources, and the corresponding funding requirements to
provide service at the defined “acceptable level of risk”. The SOC Plan was recommended for development in the 2009 Fire
Services Analytical Review, and is a specific objective of the departments Fire Strategic Plan “Vision 2020”.
Economic and Environmental Stewardship
o Implement the California Environmental Reporting System (CERS), electronic record and data management system for hazardous
materials business site information. Information is maintained in a State-wide central data base accessible by local emergency
responders electronically prior to or during the response or inspection. This information, and its accuracy, is critical for the safe
mitigation of a hazardous materials spill or release and to minimize negative impacts upon the environment. The system allows
the business owner to create the facility's Hazardous Materials Inventory or Building Occupancy reports online.
o Complete development of the Community Wild Fire Protection Plan (CWPP), the comprehensive analysis of wild fire hazard
identification and mitigation focus for areas of urbanization within the watershed of the county. The plan provides guidance to
homeowners for preventative measures including building materials, construction styles, vegetation management, and water
sources. This plan will guide urban interface fire protection efforts for all areas of the county.
County of Sonoma
FY 2011-2012 Adopted Budget
163
Development Services

DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Re-budget the 2010 Homeland Security Grant ($1,065,278) timing for
which was not clear during FY 11-12 Recommended Budget
preparation.
Budget Hearings Actions
Restore extra help and restore Emergency Services Coordinator from
0.80 to 1.00 FTE for Emergency Management.
County of Sonoma
FY 2011-2012 Adopted Budget
164
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
Gross
Expenditures
Revenue and
Reimbursements Net Cost
1,058,823 1,058,823 0
132,000 -- 132,000
Development Services

MISSION STATEMENT
The Transportation and Public Works Department’s mission is to provide
quality transportation and public works services within Sonoma County in a
responsive and professional manner for the benefit of the general public.
DEPARTMENTAL DESCRIPTION
The Transportation and Public Works Department provides road
construction and maintenance services and directly provides or administers
contracts for the provision of various public utility services. For budgetary
purposes, the Transportation and Public Works Department has been
grouped into 11 divisions.
TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
Budget at a Glance:
Total Expenditures $169,143,274
Total Revenues $160,244,936
Total Net Cost $8,898,338
Total Staff 183.77
% Funded by Local Discretionary Funds 2.83%
Roads Division is the financing vehicle for roadway, sign, and traffic signal maintenance; road and bridge design and construction
activities; as well as planning and administrative functions for the other Transportation and Public Works’ divisions. The division’s core
mission is to maintain and improve the 150 miles of priority roads and provide safety maintenance for 1,132 miles of roadway and 330
bridges within the county.
Integrated Waste (Refuse) Division is the enterprise fund which finances integrated waste management activities throughout the county,
including operation of a methane gas recovery-electrical generating facility; five transfer stations; post-closure monitoring and
maintenance of eight closed landfill sites; regulation of two franchise agreements for refuse collections; and implementation of the
applicable portions of the Sonoma County Integrated Waste Management Plan. This division also provides staff support to the Sonoma
County Waste Management Agency (a joint powers agreement) established for the purpose of waste stream reduction and education.
Transit Division is an enterprise fund and includes county transit services provided by Sonoma County Transit and Sonoma County
Paratransit (Americans with Disabilities Act Paratransit). Sonoma County Transit fixed-route service is provided under contract by a
third-party operator, and Sonoma County Paratransit is provided by the Volunteer Center of Sonoma County. Through cooperative
funding agreements with the cities of Cloverdale, Healdsburg, Windsor, Sebastopol, Sonoma, Rohnert Park, Cotati, and Petaluma,
Sonoma County Transit provides a network of fixed routes consisting of 7 local, 13 inter-city, 2 commute, and 1 seasonal serving the
Sonoma Coast.
Airport Division is an enterprise fund which finances the operation, maintenance, and capital projects of the Charles M. Schulz-Sonoma
County Airport, a commercial service airport with facilities for airline passenger service and aircraft for business, recreational, law
enforcement, emergency medical, and fire fighting purposes. The division maintains a 1,000-acre facility with more than 10 miles of
runways and taxiways, 489 based aircraft, covered storage for 367 aircraft, and uncovered tie-down spaces for 120 aircraft.
Northern Sonoma County Air Pollution Control District (NSCAPCD) is a special fund that was established to prevent the emission of air
pollution from "stationary sources” in the northern air basin in the county, through enforcement of rules and regulations enacted by the
district’s Board of Directors, the Board of Supervisors. The Board of Directors appoints the Air Pollution Control Officer and the
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Federal, State Grants/Taxes/ License/
Permits/Franchises/Mitigation Fees
Internal Reimbursements/Internal
Transfer of Funds/Accounting
Adjustments/Use of Fund Balance
Misc. /Real Estate/ Equip. Rental/
Interest Earnings/Sale of Power
Charges for Services
County General Fund
165
Funding Uses Transit/Paratransit Services
Airport
Roads
Integrated Waste*
NSCAPCD
All Other Services
*Gross expenditure sinclude transfers between cost centers. Actual
Integrated Waste expenditures are roughly 35% of section shown.
Development Services

DEPARTMENTAL DESCRIPTION (CONTINUED)
TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
district’s hearing board members. Major activities include: issuing permits to businesses and organizations that produce and release
pollutants into the atmosphere; burn authorizations; monitoring ambient air quality; inspection and source testing; and administration of
state and regional programs for air pollution monitoring and reduction.
Special Projects Division is funded by the general fund and pays for engineering and administration services provided by the department
which are not chargeable to one of the other departmental budget divisions, start-up costs for potential new districts, assistance to small
water systems, cable television franchises, and other special assignments which arise.
Heavy Equipment Internal Service Fund Division was established for the dual purpose of: (1) reimbursing General Services Fleet
Operations for the cost of heavy equipment maintenance, and (2) accumulating funds for the future replacement of heavy equipment.
Revenue is derived from charges to the Road Division that utilizes the heavy equipment.
County of Sonoma
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Development Services

FY 10-11 ACCOMPLISHMENTS
• Performed evaluation of road system to prioritize 150
miles that will make the most efficient use of limited
federal funding dollars based on traffic volume, regional
significance and federal eligibility.
• The following major road projects were constructed, under
construction or in design and permitting in FY 10-11:
River Road at Hilton Slide, Annapolis Road Bridge over
Gualala River, Adobe Road at East Washington
Intersection Improvements, Laughlin Road Bridge over
Mark West Creek, Porter Creek Road Bridge over Porter
Creek, Geysers Road Bridge over Big Sulphur Creek,
Hwy 116 at Mirabel Road Intersection Improvements,
Arnold Dr. Shoulder Widening, Hwy 12 Redevelopment
Phase II Stage II, Signalization of Sebastopol Road at
Burbank Ave, Signalization of Airport Blvd and Fulton
Road, and Western Avenue Improvements.
• The department and the city of Napa were successful in
obtaining a joint Climate Initiative grant to develop and
promote technologies that minimize green house gas
emissions for road maintenance by piloting a cold-in-place
recycling (CIR) project.
• The Airport Division completed the renovations and
expansion of the Airport passenger terminal and certain
runways reconstruction.
• Created and implemented an Airport Volunteer program to
staff an Airport information booth in the Passenger
Terminal
• Began using the leachate pipeline on September 23, 2010,
transferring leachate to the Laguna Wastewater Treatment
Plant reducing trucking and the associated greenhouse gas
emissions.
• Completed the installation of a new landfill gas flare at the
Central Disposal Site which will comply with state and
federal air emissions regulations.
• On September 8, 2010, resumed landfill operations at the
Central Disposal Site for up to 150,000 tons per year of
solid waste and began work to re-permit the site.
• Completed installation and activation of enhanced air
monitoring network with real-time data availability.
• Implemented Low Emission School Bus grant program to
replace older, dirty school buses in the District with new,
clean technology.
• Despite reduced sales-tax funding maintained FY 09-10
level of service and increase ridership an estimated 6%
from 1,265,817 to 1,342,692 passengers.
County of Sonoma
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Phillip Demery, Director
FY 11-12 OBJECTIVES
• Develop a pavement preservation plan for the 150 miles
of priority roads.
• Implement a new departmental cost accounting system
that will integrate with the new countywide financial
system.
• Complete office space consolidation and review potential
for future road yard consolidations.
• Introduce new “low-floor” minibuses on local routes
serving Sebastopol, Windsor and Cloverdale.
• Work with MTC on a regional basis to prepare for 2012
implementation of Clipper, the Bay Area transit fare
smart card program.
• Work with SMART and local entities to commence
construction of the Cotati Intermodal and Healdsburg
Intermodal facilities in summer 2011.
• Complete construction of a new natural gas fueling
facility at the Sonoma County Transit yard.
• Deploy electrical vehicle charging network in
collaboration with County Fleet Operations and local
cities.
• Continue long-term planning for regional solution for
solid waste and settling respective responsibility for
unfunded liabilities between the county and cities.
• Complete work necessary to permit additional capacity at
the Central Disposal Site for continued landfill
operations.
• Construct facility improvements including tipping floor
repairs or replacements at the Central, Sonoma and
Healdsburg transfer stations.
• Continue efforts to attract additional commercial airlines
for service to non-Horizon Air destinations, expand
Horizon Air services to include a third Los Angeles
(LAX) flight and a daily flight to San Diego.
• Complete the EIR for the Airport Master Plan
• Enhance fish passages and protect endangered California
Tiger Salamanders through multiple efforts such as the
Burbank Pathway and Signal project.
Development Services

TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Special Projects - General Fund/Other Gen Funds/PEG Fees
Expenditures 185,616 230,743 24.3
Revenues & Reimbursements 7,700 540,371 6917.8
Net Cost 177,916 (309,628) (274.0)
Roads - Special Revenue Fund
Expenditures 49,021,394 60,074,347 22.5
Revenues & Reimbursements 47,044,194 56,501,245 20.1
Net Cost 1,977,200 3,573,102 80.7
Refuse - Enterprise Fund
Expenditures 62,398,903 62,118,231 (0.4)
Revenues & Reimbursements 60,141,765 62,048,517 3.2
Net Cost 2,257,138 69,714 (96.9)
Airport - Enterprise Fund
Expenditures 9,222,870 9,435,110 2.3
Revenues & Reimbursements 8,469,418 8,381,909 (1.0)
Net Cost 753,452 1,053,201 39.8
Transit - Enterprise Fund
Expenditures 25,744,116 29,738,896 15.5
Revenues & Reimbursements 22,764,116 26,543,896 16.6
Net Cost 2,980,000 3,195,000 7.2
Roads Heavy Equpment - Internal Service Fund
Expenditures 3,817,029 3,411,295 (10.6)
Revenues & Reimbursements 2,937,000 2,741,000 (6.7)
Net Cost 880,029 670,295 (23.8)
General Fund - Board District (Northern Sonoma County Air Pollution Control District)
Expenditures 2,952,645 2,206,539 (25.3)
Revenues & Reimbursements 2,424,339 1,872,680 (22.8)
Net Cost 528,306 333,859 (36.8)
General Fund - Dist BOS (Rio Nido GHAD, Canon Manor West & Permanent Roads)
Expenditures 25,325 70,360 177.8
Revenues & Reimbursements 27,248 56,858 108.7
Net Cost (1,923) 13,502 802.1
Various Funds - District BOS (Lighting Districts)
Expenditures 980,919 951,956 (3.0)
Revenues & Reimbursements 991,894 814,995 (17.8)
Net Cost (10,975) 136,961 1347.9
Internal Service Fund - District BOS (Water System Services)
Expenditures 820,350 905,797 10.4
Revenues & Reimbursements 719,068 743,465 3.4
Net Cost 101,282 162,332 60.3
Total Expenditures 155,169,167 169,143,274 9.0
Total Revenues & Reimbursement 145,526,742 160,244,936 10.1
Total Net Cost 9,642,425 8,898,338 (7.7)
County of Sonoma
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Phillip Demery, Director
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 185.74 183.77 (1.97) (1.1)
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Roads
County Maintained Priority Road Miles - 150.69
150.69
County Minimum Maintenance Miles - - 100.00
County Maintained Miles 1,382.75
1,232.06
1,132.06
Integrated Waste
Tonnage 244,807
Diverted Tonnage 106,625
Transit
Passengers 1,265,817
Service Hours 96,359
Service Miles 1,456,376
Paratransit
Passengers 34,421
Service Hours 32,507
Service Miles 423,462
Airport
Aircraft Operations 80,091
Airline Passengers 182,867
Based Aircraft 410
Lease Tenants 35
240,000
107,356
1,342,692
98,427
1,485,698
34,272
35,091
429,312
78,000
188,353
400
36
Air Pollution Control
Permits to Operate 25 30
Field Inspections 430 500
Burn Permits 3,300 3,344
RECOMMENDED BUDGET
240,000
110,000
1,429,967
100,464
1,522,543
34,957
35,179
430,385
81,000
208,353
395
37
The recommended budget reflects overall expenditures of $169 million, a $14 million decrease from FY 10-11. Recommended
expenditures are supported by $160 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $4.2 million. Revenues and reimbursements decreased about $14.7 million and overall
County General Fund net cost decreased as a result by nearly $872,000 from FY 10-11. This equates to a 22.5% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support were made primarily in
reduced staffing and increased revenues associated with shifting engineering staff to non-General Fund financed programs.
Core Services
Roads Division: The recommended budget will maintain and improve the 150 miles of priority roads and provide safety maintenance
for 1,132 miles of roadway and 330 bridges within the county.
County of Sonoma
FY 2011-2012 Adopted Budget
169
25
500
3,300
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TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
The Recommended Road Maintenance budget for FY 11-12 totals $22.6 million dollars and includes $4.2 million in General Fund
contribution. Included in the requested appropriations are $5.2 million for a federally funded pavement preservation contract on the
priority road system, $1.1 million for the annual liability insurance premium, $760,000 for an outside contractor to repair a slide on Fort
Ross Road funded entirely with federal and state emergency relief dollars, and $500,000 of the General Fund contribution to be used for
compliance with National Pollution Discharge Elimination System (NPDES) requirements. The approximate $15 million in remaining
appropriations will be used by TPW staff to maintain and repair the vast network of County maintained roads, signals, signs, street
lights, and bridges.
The Recommended Road Division Capital Project expenditures for FY 11-12 total $13.4 million and include the construction, design,
environmental review, and right-of-way acquisition of various projects as listed in the appendix following this narrative. These projects
are funded by various state and federal dollars, matched with local funds from Measure M, Proposition 1B and Traffic Mitigation Fees.
Integrated Waste (Refuse) Division (IWD): This enterprise fund finances integrated waste management activities throughout the
county. The IWD will continue to provide solid waste management services at four rural transfer stations (Annapolis, Guerneville,
Healdsburg, and Sonoma) and at the Central Transfer Station. In addition, landfill operations are anticipated to continue through the end
of FY 11-12 while IWD waits for a decision on the long-term permit application submitted to CalRecycle(formerly known as California
Integrated Waste Management Board.). IWD will also continue to regulate franchise agreements for refuse collections in the
unincorporated areas of the county.
Airport Division: The Charles M. Schulz-Sonoma County Airport will continue to provide services to airline passengers and aircraft
operators for business, recreational, law enforcement, emergency medical and fire-fighting purposes. The division will maintain a
facility with over 1,000 acres with more than 10 miles of runways and taxiways, 489 based aircraft, covered storage for 367 aircraft, and
uncovered tie-down spaces for 120 aircraft.
Transit Division: Provide a fixed-route bus service covering over 390 square miles, and Paratransit (ADA) service. Through
cooperative funding agreements with the cities of Cloverdale, Healdsburg, Windsor, Sebastopol, Sonoma, Rohnert Park, Cotati, and
Petaluma, Sonoma County Transit provide a network of fixed routes consisting of 7 local, 13 inter-city, 2 commute, and 1 seasonal
serving the Sonoma Coast.
Northern Air Pollution Control District: Continue to provide services that support the prevention of emission of air pollutants from
"stationary sources” in the northern air basin in the county, through enforcement of rules and regulations enacted by the district’s Board
of Directors, the Board of Supervisors. District resources will continue to respond to specific community concerns about air pollution
through study or mitigation projects and community outreach.
Reductions
The proposed reductions within the Road Division are listed in first and second level groupings. The first group can be implemented
with manageable impacts to core services, while the second group of reductions has significant impacts to core services.
• Elimination of financial support of crossing guard services for five local school districts, Mark West, Forestville, Sonoma Valley,
Petaluma and Roseland, totaling $22,000 annually. This function does not align with the core mission of the department, is not a
required function of the division and cannot be financed with road funds.
• Reassignment of Senior Engineer to a Part-time Pavement Preservation Manager as well as a Part-time administrator for water and
lighting districts in order to allow for additional reimbursable work opportunities. This change will mean less time to: investigate new
paving products and processes, complete grant applications and locate additional funding opportunities that could assist road funding.
• Reflecting a reduction in fully funded construction projects the department will employ extra help construction services on an as
needed basis.
• This proposed group of reductions totaling $840,000 will programmatically impact Road Maintenance. It consists of deleting staffing
resources, as well as associated reductions of road materials and equipment rental. These significant program reductions will further
limit the department’s ability to maintain the roads.
• The current budget only includes $52,000 for the deconstruction of the crossings at Asti and Vacation Beach after summer of 2011.
However the crossings reconstruction is still pending on finding additional funding sources.
Strategic Plan Focus Area
Safe, Healthy & Caring Communities
o Roads Division-The department has prioritized the most significant 150 miles of roads and is developing a preservation plan in
order to keeps these roads in good condition. In order to have enough funding to continue to maintain the remaining roads for
safety, the department plans to convert 100 miles of roadway to “minimum maintenance” roads per Streets and Highways Code
County of Sonoma
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Phillip Demery, Director
Section 954.5 requiring a public hearing process. This reduction aligns the budget with the Strategic Plan as it prioritizes the
roadways by usage and alternative access availability in order to make the service reductions to roads that will least impact the
community.
o Integrated Waste Division – The IWD is tasked with managing solid waste in a safe and efficient manner to protect the health of
the community in accordance with state and federal regulations. In addition, IWD, in cooperation with the local refuse collection
companies, continues to offer non-profit organizations the community cleanup program. Organizations and events that use this
program include the Day of Caring, Rebuilding Together Santa Rosa, and Russian River Chamber of Commerce, among others.
o Northern Sonoma County Air Pollution Control District – The district was established to prevent the emission of air pollution
which might be detrimental to the peace, health, safety and welfare of the people in the Northern Sonoma County.
Economic & Environmental Stewardship
o Roads Division: Commerce cannot happen without transportation of goods. The Road Division’s continual maintenance of the
county’s roadways enables economic vitality. The division is an integral part of the County’s successful National Pollution
Discharge Elimination System (NPDES) program. Capital project designs are planned for little or no environmental impact to the
area. In FY 10-11 the department in conjunction with the City of Napa was awarded Climate Initiative funding for a Cold In Place
Recycling (CIR) project. CIR has significantly lower greenhouse gas emissions than other more conventional road treatments.
o Integrated Waste Division – Refuse fees are adjusted each year to provide sufficient funds for operations and environmental
compliance required by state and federal regulations, to maintain a limited fund balance for emergencies, to set aside funds for
future closure of the Central Landfill, and to provide for post-closure maintenance of the closed landfills. In addition, staff will
address the issue of meeting CARB regulations that are going to make several pieces of our equipment non-compliant by the end
of calendar year 2011. This equipment will become legally inoperable and must be replaced or removed from inventory. The
retrofits of all remaining “on road” vehicles will be completed during the second half of 2011 and the plan for replacement and
retrofits of “off road” equipment will be completed in FY 11-12. In collaboration with Fleet Operations staff will determine the
best strategic use of the funds limited reserves
o Airport Division – The Airport Division continues to foster relationships in the community with local businesses, chambers of
commerce, and tourism boards in order to enhance local commerce through the availability of local air travel. Also, the Airport
recognizes the significance of local business and will continue to seek ways to help some of those that are located at the airport.
o Transit Division – Since 2006, Sonoma County Transit’s heavy-duty bus fleet has been 100% powered by natural gas. In 2010,
the last of the diesel powered paratransit vehicles were retired and replaced by gasoline powered minibuses, eliminating all diesel
vehicles from the County Transit fleet. The use of natural gas powered buses has resulted in a significant cost savings to Sonoma
County Transit, as well as, a countywide environmental benefit. Invest in the Future –Sonoma County Transit has developed
several park and ride facilities throughout the county in an effort to promote carpooling and the use of public transit. In FY 11-12,
Sonoma County Transit will continue to work closely with SMART and local entities to commence construction of the Cotati
Intermodal and Healdsburg Intermodal facilities. These two facilities will be designed to allow for future parking expansion in
conjunction with carpool lanes along Highway 101 and future development of the SMART commuter rail service. Also in FY 11-
12, Sonoma County Transit will take advantage of technological advances to improve customer service with a new GPS-based
passenger information system. The new system will offer enhanced bus status information via the Internet, smartphones, and at
bus shelters located at major destinations.
o Northern Air Pollution Control District– The district provides grant funding to a number of diverse projects in order to reduce
the impact of vehicle emissions within Sonoma County.
Invest in the Future
o Roads Division: TPW continues to seek out new technology and alternative funding sources in order to enhance the ability of the
department to improve and maintain our aging roads and bridges. The prioritization of the existing system will allow the
department to invest and improve the most critical components of the network. TPW staff will also continue efforts associated
with the four small water districts managed by this department: Fitch Mountain, Salmon Creek, Freestone, and Jenner, to address
challenges in maintaining aging system infrastructure.
o Integrated Waste Division: IWD continues to work towards re-permitting the Central Disposal Site for additional capacity to
continue landfill operations into the future thereby providing a local solution for solid waste management and reducing the need
for additional trucking to transfer solid waste out of the county. Use of the new leachate pipeline that transfers leachate directly to
the Laguna Wastewater Treatment Plan reducing trucking and the associated greenhouse gas emissions
o Airport Division: The Airport Division is continuing efforts to attract additional commercial airlines for passenger service to
non-Horizon destinations, and also to expand Horizon Air services. Two major projects for the Airport Division that will have a
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FY 2011-2012 Adopted Budget
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Phillip Demery, Director
significant impact on the local economy are the anticipated completion of the Environmental Impact Report for the Airport Master
Plan and the proposed extension of runways 19 and 14. The design phase of the runway extension is anticipated to commence in
FY 11-12. The runway extension will allow the Airport to serve a larger variety of planes and therefore more carriers, and the
addition of more destinations, and will meet new safety requirements from the Federal Aviation Administration
Civic Services & Engagement
o Integrated Waste Division: The County and IWD are members of the Solid Waste Advisory Group which is tasked with making
recommendations on solid waste system planning and operations through an open and transparent process that encourages input,
cooperation and coordination with all stakeholders. The County and IWD are also members of the Sonoma County Waste
Management Agency and the Local Task Force, both of which hold regular public meetings to discuss various items regarding
solid waste management and diversion.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Budget Hearings Actions
Integrated Waste Division - Operating transfer of franchise fees to the
Roads Division to restore funds for roads maintenance and to keep all
Road yards open year round.
Roads - Restoration of Roads maintenance funding for 100 miles of
roads and keeping five Road Yards open year round using franchise
fees from the 286104 - Administration. Restoration of School Crossing
Guards and Summer Crossings funded by General Fund.
County of Sonoma
FY 2011-2012 Adopted Budget
172
Gross
Expenditures
Revenue and
Reimbursements Net Cost
842,893 0 842,893
1,236,727 1,236,727 0
Development Services

APPENDIX
TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
ROADS CAPITAL PROJECTS
Bridges Overlays/Road Improvements
Bridge Seismic - Annapolis Road over Gualala River 1,605,000 Arnold Dr at Agua Caliente Intersection Improvements 1,495,000
Bridge Replacement - Laughlin Rd over Mark West Creek 505,000 Western Ave Widening 1,435,000
Bridge Replacement - Geysers Road over Big Sulphur Creek 375,000 Arnold Drive Shoulder Improvements 1,380,000
Watmaugh Road Bridge 370,000 Hwy 12 Sidewalks - Phase II Stage II 955,000
Hauser Bridge Road over South Fork Gualala River - Replacement 350,000 Highway 116 at Mirabel Roundabout 890,000
Bridge Seismic - Wohler over Mark West Creek 340,000 Burbank Pathway & Signal 675,000
Bohan Dillon Road over South Fork Gualala River - Replacement 290,000 Airport Blvd at Fulton Road 270,000
Freestone Flat Road over Salmon Creek - Replacement 253,000 Adobe at East Washington 255,000
Bridge Replacement - Porter Creek Rd over Porter Creek 238,000 Watertrough Safe Routes to School 245,500
Bridge Seismic - Monte Rio over Russian River 205,000 Mirabel Road Shoulder Widening 240,000
River Road over Gill Creek - Replacement 175,000 River Road at North Laughlin 190,000
King Ridge Road over Austin Creek 160,000 Research and Development Future Projects 100,000
Geysers Road over Fraiser Creek - Replacement 125,000 Stony Point at Roblar 70,000
O'Donnell Lane over Calabazas Creek - Rehabilitation 75,000 ARRA Cost Savings Overlay 65,000
Bridge Seismic - Wohler over Russian River 15,000 ADA Transition Various Locations 62,000
Research and Development for Future Projects 15,000 River Road at Hilton Slide Repair 55,000
Bridge Replacement - Boyes Blvd over Sonoma Creek 5,000 8,382,500
West Dry Creek Road over Pena Creek 2,000
Lambert Road Bridge over Dry Creek 2,000
County of Sonoma
FY 2011-2012 Adopted Budget
5,105,000
173
GRAND TOTAL 13,487,500
Development Services

County of Sonoma
FY 2011-2012 Adopted Budget
174
Development Services

MISSION STATEMENT
The mission of the Sonoma County Water Agency is to effectively manage
the water resources in its care for the benefit of people and the environment
through resource and environmental stewardship, technical innovation, and
responsible fiscal management.
DEPARTMENTAL DESCRIPTION
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
Budget at a Glance:
Total Expenditures $190,383,953
Total Revenues $160,550,002
Total Net Cost $29,833,951
The Sonoma County Water Agency is a countywide special district whose
Board of Directors is the Sonoma County Board of Supervisors with the
exception of the Sonoma Valley County Sanitation District, which is
governed by the Chair of the Board of Supervisors, the 1 st Total Staff 195.5
% Funded by Local Discretionary Funds 0.0%
District Representative, and the Mayor of Sonoma.
The Agency’s core functions are key elements in the overall infrastructure necessary for a safe and healthy community. The key
functions of the Water Agency are water supply, water transmission, flood control, and wastewater collection and treatment. As a water
supplier, the Water Agency is responsible for securing and maintaining water rights and encouraging water conservation and reuse to
meet present and future demand. The Water Agency’s water transmission system provides for wholesale domestic water supply and
delivery to eight primary contractors (Santa Rosa, Petaluma, Sonoma, Rohnert Park, Cotati, Valley of the Moon Water District, Town of
Windsor, and North Marin Water District), a major non-contractor customer, Marin Municipal Water District, and to other smaller
customers. For the flood control function, the Water Agency designs, constructs, and maintains flood control facilities. The Water
Agency provides sanitation functions to county sanitation districts (CSD) and zones.
The Water Agency’s Board of Directors approved a Strategic Priorities Plan and Water Policy Statement for the Water Agency in April
2007. The plan identifies the following nine priorities critical to advancing the Water Agency’s mission:
• Assist customers to meet their water supply needs.
• Protect water quality and improve the reliability of the water transmission system.
• Address impacts on listed salmonid species.
• Lead development of regional sustainability programs, CO2 footprint reduction, power and water resource partnerships.
• Conduct stream maintenance and provide funding for drainage, storm water quality, and stream habitat enhancement in flood control
zones.
• Improve public understanding of the Agency and its programs with materials published in English and Spanish.
• Address critical infrastructure needs for sanitation systems.
• Improve the Agency’s business efficiency and effectiveness through modernization of its business systems and development of long
range financial models.
• Improve the Agency’s employee recruitment and retention.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Property Tax
Sanitation Charges
Water Sales
Grants/Loans/Other
Miscellaneous/Interest
Internal Transfers
Reimbursements
Use of Fund Balances
175
Funding Uses
Water Transmission
Sanitation
Water Supply
Internal Service
Flood Protection
Administration &
General
Development Services

FY 10-11 ACCOMPLISHMENTS
• Continued the planning and implementation of the
Biological Opinion including preliminary designs of the
Mirabel fish screen replacement and the demonstration
habitat enhancements in Dry Creek, continued water
quality monitoring, acquisition of permits for the Wohler
infiltration ponds project, and a Draft EIR for the Russian
River Estuary Management Project.
• Reduced filled positions to 182, non-labor related
expenses and deferred projects in response to the reduced
water sales revenues during the year.
• Achieved a major milestone by becoming ISO 14000 and
ISO 9000. These international environmental leadership
standards are benchmarks for Environmental and Quality
Management Systems indicating the Agency’s
commitment to operating in an environmentally friendly
manner and continually improving the processes we use to
produce our products and services.
• Developed the Water Supply Strategies Action Plan,
which details nine strategies and associated actions to
meet key water supply challenges. The goal of the plan is
to optimize the management of water availability and the
costs of providing the water to the contractors and
customers.
• Completed the 2010 Urban Water Management Plan,
allowing the Agency to continue seeking state grants and
low cost loans.
• Received a total of $13.2 million in grants and another
$11.4 million in low cost state loans for its various
projects.
• Sponsored and implemented a youth employment
program.
• Completed consolidation of our operations next to our
administrative headquarters building.
• Created a financial planning model to allow Water Agency
and customers to make key decisions on future major
water supply and transmission projects over the next 30
years.
• Began studies in the Santa Rosa Plain, Petaluma Valley,
and Sonoma Valley watersheds to identify opportunities to
integrate flood control and water supply (groundwater
recharge) projects.
County of Sonoma
FY 2011-2012 Adopted Budget
176
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
FY 11-12 OBJECTIVES
• Construct restoration projects and habitat enhancements
along Dry Creek to accommodate summer flows while
improving conditions for Coho and steelhead.
• Identify and secure federal, state and grant funding for
implementation of the Biological Opinion and natural
hazard reliability projects. Expanding non-tax and non-fee
based revenue sources is a key element in the Water
Agency’s strategic plan.
• Continue environmental and technical analyses to modify
minimum instream flow requirements as required and to
make technical adjustments to existing water rights.
• Update the Agency’s strategic plan to guide the activities
for the 2012 to 2017 period.
• Complete rate studies for water and wastewater services.
• Move operations into 1315 Aviation Blvd and Service
Center into Airport Sanitation Zone facility and surplus or
lease 2150 West College Avenue facility.
• Prepare a Supervisory Control and Data Acquisition
Master Plan and begin an update to the Information
Technology Master Plan.
• Increase summer youth jobs programs by coordinating
with the County of Sonoma, nonprofit agencies,
education/community organizations and cities in order to
expand stream maintenance capacity, provide watershed
education, and perform stream restoration.
• Collect and analyze customer data on awareness and
expectations of Water Agency programs to help direct
outreach activities.
• Construct recycled water expansion projects in the
Sonoma Valley CSD including components of the Napa
Sonoma Marsh and Sonoma Valley Recycled Water
projects.
• Work with water contractors to cooperatively develop a
strategic plan for capital projects for the Transmission
System, recycled water, and local supplies.
• Continue to develop and implement groundwater studies
and Groundwater Management Plans in Sonoma Valley
and the Santa Rosa Plain.
• Evaluate potential climate change impacts on water
supply and flood protection.
Development Services

FINANCIAL SUMMARY
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Administration and General Fund
Expenditures 45,313,560 43,048,875 (5.0)
Revenues & Reimbursements
44,124,620 44,029,479 (0.2)
Net Cost
1,188,940 (980,604) (182.5)
Flood Control
Expenditures 13,006,772 17,743,985 36.4
Revenues & Reimbursements 11,653,845 11,740,660 0.7
Net Cost 1,352,927 6,003,325 343.7
Water Supply
Expenditures 10,784,109 16,580,473 53.7
Revenues & Reimbursements 4,327,680 8,318,775 92.2
Net Cost 6,456,429 8,261,698 28.0
Water Transmission
Expenditures 50,743,495 50,588,282 (0.3)
Revenues & Reimbursements 46,492,302 47,092,559 1.3
Net Cost 4,251,193 3,495,723 (17.8)
Sanitation Zones
Expenditures 6,452,703 6,128,521 (5.0)
Revenues & Reimbursements
4,608,566 4,502,633 (2.3)
Net Cost
1,844,137 1,625,888 (11.8)
Sanitation Districts
Expenditures 43,091,753 40,986,983 (4.9)
Revenues & Reimbursements 27,582,992 32,670,264 18.4
Net Cost 15,508,761 8,316,719 (46.4)
Internal Services Fund
Expenditures 15,741,054 15,306,834 (2.8)
Revenues & Reimbursements
13,116,999 12,195,632 (7.0)
Net Cost
2,624,055 3,111,202 18.6
Total Expenditures 185,133,446 190,383,953 2.8
Total Revenues & Reimbursement 151,907,004 160,550,002 5.7
Total Net Cost 33,226,442 29,833,951 (10.2)
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 199.00 195.50 (3.50) (1.8)
177
Development Services

RECOMMENDED BUDGET
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
The recommended budget reflects overall expenditures of $29.8 million, a $5.3 increase from FY 10-11. Recommended expenditures are
supported by $160 million in revenues and internal reimbursements. Revenues and reimbursements increased about $8.5 million.
Significant increases in expenditures are for major Flood Control and Biological Opinion (BO) related Water Supply and Transmission
construction projects. The significant increase in revenue is largely due to sanitation rate increases and grant funding for projects
specifically related to water supply.
Core Services Maintained
All core functions of the Water Agency will be maintained.
Water System
• Continuing water conservation efforts by the public will again result in historically low water sales. It is anticipated the water sales
have begun to stabilize at this new lower level. Total Water System expenditures for FY 11-12 are $50.6 million. The budget sets
rates reflecting water deliveries of 47,848 acre-feet. In comparison, the FY 10-11 budget estimate was 49,853 acre feet. Included in
this figure are the expenses in the four designated funds, which were created by the Restructured Agreement, which governs the
relationship between the Agency and its water contractors. The revenue budget also reflects the proposed FY 11-12 water rate
increases of 4.3% to 5.0%. Revenues for water sales are anticipated to increase by $271,000. The increases in rates are primarily
attributable to the decreased water deliveries and the costs of the BO – a document laying out federal conservation requirements
which are described below – and continued capital project costs for natural hazard mitigation. The Technical Advisory Committee
(TAC) was presented a budget with the reduced delivery amount and these increases on January 10, 2011 and recommended them to
the Water Advisory Committee, which unanimously recommended the proposed budget and rates in March 2010.
• In 2008, following 11 years of consultation, the National Marine Fisheries Service issued a BO for the Russian River water supply,
channel maintenance and flood control activities to the United States Army Corps of Engineers (Corps) and the Water Agency. In
addition, the California Department of Fish and Game issued a corresponding Consistency Determination (CD) in 2009. Together the
BO and CD mandate mitigation projects to protect the Coho salmon and steelhead in the Russian River and its tributaries, and protect
the Water Agency and Corps from substantial liabilities for incidental take of protected species. These projects have and will
significantly increase the level of expenditures for staff, consultants, and construction, estimated at $85 million over the 15 year term
of the BO.
• Water Supply division expenditures are budgeted specifically for projects related to the BO and are projected to be $3.6 million.
Another $4.1 million will come from the Warm Springs Dam Special Revenue Fund. The Agency is also aggressively pursuing
federal funding through the Army Corp of Engineers and other federal sources to help offset costs to local ratepayers.
Administration
• For FY 11 -12, administrative activities include several projects aimed at empowering the workforce and improving the practices and
procedures used to deliver services to our customers. Specific projects include information technology system upgrades,
enhancements to the Geographic Information Systems capabilities, upgrading project management and financial management
systems, and conducting and follow-up on an employee opinion survey. These activities are paid for through the Water Agency’s
general fund. Overall, the total funded position allocations requested for the Agency in FY11-12 are down from 199 to 195.5. Total
filled positions are 182 FTEs.
Sanitation
• Because efficient and effective maintenance and eventual replacement of basic wastewater treatment systems are a matter of public
health and safety, the Water Agency must set rates to adequately fund these activities. To partially offset the burden of fee increases to
the public, and to save both potable water and wastewater, the Water Agency implemented rebate programs for in-home wastewater
saving devices: low flow showerheads, front loading washers, and high efficiency toilets. Additionally the Water Agency continues to
look at alternatives to the current billing method to make it more responsive to the amount of wastewater created by residential
customers. It is anticipated the Sonoma Valley County Sanitation District will be the first sanitation entity in the county to have rates
partially based on the amount of water used by residential customers. This would replace the existing system which charges a fixed
amount to all single family dwelling units.
• Objectives for supporting the Agency’s strategic plan are: 1) protect the health and safety of the public and the environment; 2)
manage sanitation systems in a cost-effective manner; 3) encourage beneficial use of recycled water; and 4) adequately fund and
implement infrastructure replacement and upgrade projects. The primary activities to achieve these objectives are to improve
maintenance effectiveness and to conduct customer education to minimize overflows in collection systems.
County of Sonoma
FY 2011-2012 Adopted Budget
178
Development Services

SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
The budget for each sanitation district or zone operated by the Water Agency includes a statement regarding the level of service
provided under the proposed budget. The levels of service are defined as follows. Minimum Level of Service: Includes services
necessary for the protection of public health and safety, employee safety, and the environment. Standard Level of Service: Includes
services necessary to operate and maintain the sanitation systems in order to limit or reduce the risk of (1) service interruption and (2)
violations of the respective National Pollutant Discharge Elimination System (NPDES) permit or Waste Discharge Requirements issued
by the regional boards. Asset Preservation Level of Service: Includes services and programs necessary to (1) operate, maintain and
replace facilities and equipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on
the quality of life in the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs. As
described below a majority of the districts and zones are budgeted to operate at a Standard Level of Service. Occidental CSD continues
to operate at a Minimum Level of Service. Sonoma Valley CSD and the Geyserville Sanitation Zone will operate at Asset Preservation
Level of Service.
• Occidental CSD - Minimum Level of Service: The Occidental CSD continues to face very serious financial and operational
difficulties, with operating revenues and Occidental CSD’s fund balance being inadequate to fully support operations and
maintenance. The Water Agency’s General Fund has contributed nearly $2.8 million since FY 97-98 with additional contributions of
$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-
12.
• Russian River CSD – Standard Level of Service: The Russian River CSD is continuing with projects to expand capacity for both
irrigation and disinfection. The CSD currently irrigates approximately 20 acres of forest area adjacent to the treatment plant (referred
to as the Burch property) and approximately 40 acres of the Northwood Golf Course. During FY 06-07, it was determined that
additional irrigation is necessary and the initial work to complete Environmental Impact Report and California Environmental Quality
Act studies for expansion of irrigation using recycled water began. The FY 08-09 budget included increased expenditures in
preparation of the irrigation expansion and a disinfection process capacity (ultraviolet process) capital project. The disinfection project
moved ahead to construction in FY 10-11 after funding through a State Revolving Fund loan. Projects include a disinfection system
and replacement of capital assets. CSD operations and maintenance costs to budgeted to decrease 1.0%.
• Sonoma Valley CSD – Asset Preservation Level of Service: The Sonoma Valley CSD is continuing the program to replace its aging
collection system in order to improve capacity and to ensure the reliability and safety of the infrastructure. Funding for most of the
replacement costs will be from future rate increases. The CSD’s long term financial plan anticipates continued annual increases of
5.0% to 5.5 % in order to build revenues and fund balances which will support additional debt. Additionally, the Sonoma Valley CSD
is seeking assistance through state and federal infrastructure replacement programs. During FY 11-12, this activity will be continued
with a project to replace additional portions of the main collection line. CSD operations and maintenance costs are expected to
increase 8.7% in FY 11-12.
• South Park CSD –Standard Level of Service during FY 11 – 12: The South Park CSD wastewater is treated and disposed of by the
City of Santa Rosa at the Laguna Sub-regional Treatment Plant. In accordance with an agreement with the South Park CSD, the City
of Santa Rosa is currently responsible for the operation and routine maintenance of the collection system. The agreement also requires
that the South Park CSD replace, slip-line, or repair 41,610 feet of the collection system and upgrade the Todd Road lift station before
the transfer takes place. For FY 11-12 the CSD continues with these projects. Timing of the final replacement of the collection system
and other improvements are dependent upon the ability of the district to fund the last $3 million on a pay-as-you go basis in future
years. This will cause a delay of the transfer of the system to the City of Santa Rosa beyond the target of 2011. The operations and
maintenance expenditures are decreasing by 6%.
• Sea Ranch Sanitation Zone – Standard Level of Service: The Sea Ranch Sanitation Zone consists of two wastewater collection and
treatment systems located in Central and North Sea Ranch. The Sea Ranch Association (Association) operates and maintains these
systems under contract with the Water Agency. For FY 11-12 the Agency is continuing with project to repair and upgrade the
treatment plan and collection system. Operations and maintenance expenditures are budgeted to decrease 3.3%.
• Penngrove Sanitation Zone – Standard Level of Service: Water Agency operations in the Penngrove Sanitation Zone are limited to
administrative services and operation and maintenance of the collection system and pumping station. The wastewater collected by the
Zone is treated at the City of Petaluma’s treatment plant. Petaluma has notified all its customers of rate increases over the next several
years to fund their new wastewater treatment plant that meets advanced (tertiary) wastewater standards. The proposed budget for FY
11–12 reflects no change in overall expenditures in the zone for operations and maintenance expenses.
County of Sonoma
FY 2011-2012 Adopted Budget
179
Development Services

SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
• Geyserville Sanitation Zone –Asset Preservation Level of Service: Current and future treatment plant inflows are expected to
remain less than the treatment and disposal capacity of the Geyserville Sanitation Zone facilities. There are no expansions to the
treatment and disposal facilities planned at this time and the Zone has funding for programs necessary to provide an Asset
Preservation Level of Service. Operations and maintenance budgeted expenditures are decreasing 6.2% as no construction projects are
planned.
• Airport-Larkfield-Wikiup Sanitation Zone – Standard Level of Service: The Water Agency and OHR BioStar, LLC have
developed a public/private partnership project that would produce 1.4 MW of renewable electricity derived from local poultry waste
through anaerobic digestion and fuel cell technology. OHR Biostar, LLC would fund, design, build, operate, and maintain the project
on property leased from the Airport Larkfield-Wikiup Sanitation Zone wastewater treatment plant. The project would process 90,000
tons per year of manure from approximately 2 million egg-laying chickens in Sonoma County. The Water Agency would support the
project by entering into a power purchase agreement (PPA) worth approximately $1.1 million per year for 20 years. The power would
offset electrical loads at Water Agency water and wastewater sites. The power generated from the project would meet approximately
one fifth of the Water Agency’s system wide power demand. The Airport Larkfield-Wikiup Sanitation expenditures are increasing
4.1%.
Services Eliminated or Reduced
No core functions are being eliminated or reduced. In FY 11-12 the Agency will monitor expenditures, achieve efficiencies to reduce
costs to match revenues for the incoming year. To respond to uncertainties and funding constraints the Agency has prepared a Business
Operations Plan containing strategies to reduce costs and changing conditions for the services it provides. As part of this the Agency has
reduced its staff to 182 filled positions.
Strategic Plan Focus
The Water Agency Strategic Objectives for FY 11-12 listed above reflects the Water Agency’s Strategic Action Plans. They relate to the
County’s Strategic Plan by focusing resources on providing superior services in each of the Water Agency’s core functions.
• Highest priority is given to providing infrastructure necessary to protect the public health and safety within the County Strategic Plan
focus of Safe, Healthy and Environmentally Sustainable Communities. This is the foundation of Agency activities including water
supply and transmission; wastewater collection and treatment; flood control and stream maintenance; ground water studies and
management; recycled water; and compliance with the Biological Opinion.
• Investment in the Future focus includes investment in water transmission system air valves and adding check values in the system.
ISO 9000 and 14000 certification is another example of how efficient operations and continual improvement are being addressed. In
addition this focus supports consolidation of all Agency operations and maintenance activities at Airway Drive facility and moving
out of the West College location. The Water Agency is also a leading proponent of Sustainability programs through its continuing
support of SCEIP and through financial and organizational leadership in Community Choice Aggregation (CCA).
• The County Strategic Plan focus of both Economic and Environmental Stewardship and Civil Service and Engagement are supported
the Agency’s water education programs. Education materials and instruction are delivered in both English and Spanish.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
180
Development Services

MISSION STATEMENT
To foster a healthy business environment and provide services that promote
the local economy.
DEPARTMENTAL DESCRIPTION
ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
Budget at a Glance:
Total Expenditures $3,170,440
Total Revenues $402,269
Total Net Cost $2,768,171
The Sonoma County Economic Development Department (EDD) provides
services to encourage the startup, retention, and expansion of Sonoma
Total Staff 4.5
County businesses and jobs, particularly small businesses. The EDD
promotes the creation of new jobs and employment opportunities, the
diversification of economic activity, and the strengthening of the county's
% Funded by Local Discretionary Funds 88.06%
tax base. In addition, staff manages funding agreements with visitor centers throughout the county, as well as a contract with the Sonoma
County Tourism Bureau (SCTB); a non-profit organization funded both by participants of a business improvement area and by a county
contribution from Transient Occupancy Taxes (TOT). EDD also facilitates the film program, primarily by responding to film inquiries,
referring services, and partnering with local organizations to encourage filming in Sonoma County.
The "net cost" of the budget is financed by the County Advertising Fund (Transient Occupancy Tax). However, some programs receive
support and advice from the Sonoma County Economic Development Board Foundation, a nonprofit public benefit corporation
specifically organized and operated as a supporting organization. This relationship helps the foundation and the county to maintain the
community’s economic vitality.
Funding Source
County of Sonoma
FY 2011-2012 Adopted Budget
Intergovernmental
Reimbursements
Research
Transient Occupancy Tax
181
Funding Uses
Reearch
Business Service Programs
Workshops & Publications
Tourism/Hospittlity
Development Services

FY 10-11 ACCOMPLISHMENTS
• Secured grant funding from the Morgan Family
Foundation for a cluster study conducted by the
Innovation Action Council to identify ways of promoting
job retention and creation within Sonoma County. By
conducting outreach and listening sessions with the
sectors’ representatives, the Innovation Council created
an action plan that addresses the needs of both employers
and the local workforce.
• Expanded Sonoma County Restaurant Week to include
over 100 participating restaurants, a nearly 15% increase
over last year’s event, which helps promote culinary
tourism as it continues to grow as a key component of the
local tourism industry.
• Developed enhancements to the Sonoma Green Business
Program such as the creation of a commercial property
manager’s checklist and, in conjunction with the Bay
Area Green Business Program, moved the application
process and program management to an online
environment reducing workload for applicants and staff
while increasing the ability to track and report individual
and program progress.
• Partnered with the Sonoma County Sheriff’s Office in the
development and launching a Business Crime Prevention
program which provides businesses with training,
security evaluation and on-site follow-up.
ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
FINANCIAL SUMMARY
FY 11-12 OBJECTIVES
• Increase effectiveness and impact of programs such as
Sonoma County Restaurant Week to enhance the current
economic recovery and enhance job growth.
• Explore and develop enhancements to provide businesses
with more focused resources to help them reduce costs and
become more competitive and sustainable thru programs
such as the Business Environmental Alliance, Sonoma
Green Business Program, and the Sonoma County Energy
Independence Program.
• Continue the success of Sonoma County Visitor Center
program thru the development of a unified signage program
which will assist visitors in locating visitor centers and
information booths.
• Complete the Jobs Plan and Economic Development
Initiative for 2011: strengthening local preference programs
designed to increase and maintain local jobs, holding an
Economic summit in June to gather information and solicit
community input, and investing $135,000 in an effort to
spur the local economy.
• Implement the comprehensive economic development
strategy upon approval of the Board at the conclusion of the
Jobs Plan and Economic Development Initiative for 2011.
• Support countywide tourism by managing the contract with
the Sonoma County Tourism Bureau (SCTB) for marketing
and advertising services.
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Special Revenue Fund - Operating Budget
Expenditures 1,423,184 1,510,727 6.2
Revenues & Reimbursements 365,345 402,269 10.1
Net Cost 1,057,839 1,108,458 4.8
Special Revenue Fund - Tourism Services
Expenditures 1,448,201 1,659,713 14.6
Revenues & Reimbursements 0 0 0.0
Net Cost 1,448,201 1,659,713 14.6
Total Expenditures 2,871,385 3,170,440 10.4
Total Revenues & Reimbursement 365,345 402,269 10.1
Total Net Cost 2,506,040 2,768,171 10.5
County of Sonoma
FY 2011-2012 Adopted Budget
182
Development Services

RECOMMENDED BUDGET
ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 3.50 4.50 1.00 28.6
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Events 10 13 14
Attendees 2,400 2,400 2,500
Publications 15 21 21
Report Downloads 169,042 200,000 200,000
Film Permits 35 35 35
Film Calls 320 320 320
The recommended budget reflects overall expenditures of $2.8 million, a $262,000 increase from FY 10-11. Recommended expenditures
are supported by $402,000 in revenues and internal reimbursements for services provided to other departments and agencies. Revenues
and reimbursements increased about $37,000
Core Services Maintained
• The potential of a long, slow recovery increases the need for business and community organizations to access services such as the
small business startup and expansion assistance center, visitor centers, and the countywide local agricultural marketing program,
provided by the Economic Development department. The department is uniquely positioned to foster and expand upon collaborative
relationships with businesses, educational institutions, community based organizations and local government.
• In FY10-11, the Innovation Action Council (IAC) has been focused on developing a cluster-based strategy and action plan for
generating jobs in Sonoma County and for advancing workforce development efforts locally. In FY11-12 this focus will continue on
working collaboratively with local partner organizations and efforts.
Strategic Plan Focus
The department’s programs primarily support the County Strategic Plan in the Economic and Environmental Stewardship Focus area.
Some of the key examples include:
Expand Engagement and Coordination
o The EDD will continue working with a variety of groups in the implementation of efforts derived from the cluster studies and
business listening sessions.
Support Environmental Stewardship
o Explore and develop enhancements that provide businesses with more focused resources to help them reduce costs and become
more competitive and sustainable through programs such as the Business Environmental Alliance, Sonoma Green Business
Program, and the Sonoma County Energy Independence Program.
Enhance Fiscal Soundness and Expansion
o EDD will continue work with the Economic Development Ad Hoc Committee to develop and expand the County’s current and
future economic development strategy.
County of Sonoma
FY 2011-2012 Adopted Budget
183
Development Services

Invest in the Future
ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
o EDD will continue to work with the Sonoma County Tourism Bureau in order to develop new visitor attraction programs and
opportunities that will result in more local revenue and employment.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Transfer of funds to Human Services in-lieu of receiving CalWorks
funds earmarked for economic development programs. Funding for
second year County Memorandum of Understanding (MOU) with the
Santa Rosa Chamber of Commerce for the Building Economic Success
Together (BEST) program. Rebudgeting funds for various portions of
the Economic Development Ad Hoc Committee’s initiatives.
County of Sonoma
FY 2011-2012 Adopted Budget
184
Gross
Expenditures
Revenue and
Reimbursements Net Cost
418,250 200,000 218,250
Development Services

MISSION STATEMENT
The Sonoma County Regional Parks Department leads in the preservation,
conservation, restoration, and promotion of natural, scenic, historical, and
cultural resources in Sonoma County. We provide recreational, educational,
social, and cultural opportunities for the public.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
REGIONAL PARKS
Caryl Hart, Director
Total Expenditures $18,802,192
Total Revenues $15,141,960
Total Net Cost $3,660,232
Total Staff 81.55
The Regional Parks Department includes four distinct divisions, two % Funded by Local Discretionary Funds 24%
enterprise funds, and County Service Area #41 in the Sonoma Valley that
includes three parks and is supported by its own taxes.
Park Operations Division operates and maintains the county's regional parks system, including three regional recreation areas, fourteen
open space parks and preserves, six paved and seven coastal access trails, seven community/neighborhood parks, eight Russian River
access parks, and six campgrounds. This division maintains landscaping for the county parks, Veterans buildings, and other county
properties. Under contract, it also maintains Open Space District and other public land properties.
Recreation, Health and Education Programs Division creates, markets, and operates park programs that promote tourism, economic
development, preventative health, and environmental sustainability. Responsibilities include program design, web and social media
presence, creation of exhibits and displays, branding, advertising, and customer tracking. The division develops and implements plans
for sponsorships and promotions, working closely with associated marketing efforts. The division manager serves as the primary liaison
between the department and the Regional Parks Foundation, and is responsible for enhancing and expanding the department’s volunteer
programs.
Park Planning and Development Division coordinates planning for new parks, trails, and capital projects, as well as improvements and
maintenance of existing parklands. The division works with other agencies to develop funding partnerships and to pursue grant
opportunities. It also ensures compliance with the National Pollutant Discharge Elimination System (NPDES) program, which regulates
pollutants associated with storm water runoff in county parks.
Business Strategy and Development Division is a new division being created in FY 11-12 which will lead the department in the
development of strategic and business plans and measurements of performance and efficiency, and includes the department’s fiscal and
other support functions. Responsibilities include determining specific costs for park services and developing pricing. The division will
work closely with the Recreation, Health and Education Programs Division on partnerships, sponsorships and concessions. This division
will be responsible for management and marketing of the seven Veterans buildings and the Occidental Community Center.
The department operates Spud Point Marina and the Sport Fishing Center as enterprise funds.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund
Park Mitigation Fees
Rents/Concessions
Charges for Services
Fees (Camping, etc.)
Internal Reimbursements
Gasoline Sales, etc.
Transient Occupancy &
Other Taxes
185
Funding Uses Park Operations
Park Development
Veterans Buildings
Ground Maintenance
Marinas
Development Services

FY 10-11 ACCOMPLISHMENTS
• Hired a new Director and initiated implementation of
a Management Review. The recommendations
include adopting a Sustainable Management
Approach emphasizing greater financial
responsibility, operating efficiency, and expanded
partnerships.
• Developed a long term plan for Veterans Buildings to
provide sustainable operation and maintenance of the
facilities.
• Designed and implemented a membership program to
encourage broad public participation and engagement
with Regional Parks.
• Partnered with numerous non-profit, county
departments/agencies, and other entities to expand
park facilities and programs.
• Developed a business plan to strengthen Spud Point
Marina’s marketing, pricing and other practices to
attract berthers and improve services, profitability,
infrastructure, and long-term financial stability.
• Improved park accessibility to the disabled by
removing barriers at 6 parks, and improved website
accessibility.
• Increased participation in Environmental Discovery
Center programs by 25% with over 20,000 children
attending programs on health and environmental
education.
• Expanded volunteer support of the Department by
10% to over 38,000 hours of volunteer time.
County of Sonoma
FY 2011-2012 Adopted Budget
186
REGIONAL PARKS
Caryl Hart, Director
FY 11-12 OBJECTIVES
• Increasing revenue for premium services while
retaining low prices for basic services, such as
entrance fees.
• Operating at 76% cost recovery, aligned with the
Management Review and recommended budget.
• Developing and implementing maintenance standards
and aligning staff responsibilities in the most costeffective
manner.
• Increasing the efficiency of the Planning Division by
raising the proportion of staff time billed to outside
funding sources.
• Developing new partnerships to increase costefficiency.
• Determining a long-term approach to funding the
maintenance, repair, and replacement of Park
equipment and other assets.
• Establishing performance measures that align with
key outcomes.
• Implementing a business plan for Spud Point Marina.
• Implement and refine accounting practices that
complement the Sustainable Management Approach.
Development Services

FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Regional Parks - General Fund
Expenditures 14,372,331 15,288,755 6.4
Revenues & Reimbursements 10,347,471 11,762,838 13.7
Net Cost 4,024,860 3,525,917 (12.4)
Regional Parks - Equipment Replacement Other - General Fund
Expenditures 0 0 0
Revenues & Reimbursements 3,700
1,032 (72.1)
Net Cost (3,700)
(1,032) 72.1
Regional Parks - Special Fund Revenue
Expenditures 807,500 795,000 (1.5)
Revenues & Reimbursements 701,827 705,675 0.5
Net Cost 105,673 89,325 (15.5)
Parks CSA - Special Fund
Expenditures 202,662 175,902 (13.2)
Revenues & Reimbursements 191,998
151,198 (21.3)
Net Cost 10,664
24,704 131.7
Spud Point Marina - Enterprise Fund
Expenditures 1,637,451 2,484,185 51.7
Revenues & Reimbursements 1,603,256 2,494,672 55.6
Net Cost 34,195 -10,487 (130.7)
Sport Fishing Center - Enterprise Fund
Expenditures 55,934 58,350 4.3
Revenues & Reimbursements 27,097
26,545 (2.0)
Net Cost 28,837
31,805 10.3
County of Sonoma
FY 2011-2012 Adopted Budget
Sub-total Enterprise Funds
Expenditures 1,693,385 2,542,535 50.1
Revenues & Reimbursements 1,630,353 2,521,217 54.6
Net Cost 63,032 21,318 (66.2)
Total Expenditures 17,075,878 18,802,192 10.1
Total Revenues & Reimbursement 12,875,349 15,141,960 17.6
Total Net Cost 4,200,529 3,660,232 (12.9)
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 92.55
187
81.55 (11.00) (11.9)
REGIONAL PARKS
Caryl Hart, Director
Development Services

WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Regional Parks
Park Visitors 4,605,999 4,958,390 5,217,645
Acreage
Developed 493 519 539
Undeveloped
7,283 8,336 8,718
Total
7,776 8,855 9,257
CSA #41 - Parks
Visitors Day Use
Acreage
247,118 246,000 253,500
Developed Acres 19.2 19.2 19.2
Undeveloped Acres
Total
1.4 1.4 1.4
20.6 20.6 20.6
Marinas
Permanent/Transient Vessel Berthing Days 127,939 119,056 132,431
General Public/Berther User Days 57,805 64,835 107,136
RECOMMENDED BUDGET
REGIONAL PARKS
Caryl Hart, Director
The recommended budget reflects overall expenditures of $18.8 million, a $1,726,000 increase from FY 10-11. Recommended
expenditures are supported by $15.1 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $3.5 million. Revenues and reimbursements increased about $2,267,000 and overall
County General Fund net cost decreased as a result by nearly $540,000 from FY 10-11. This equates to a 22% reduction in County
General Fund support for continuing programs from the prior year. Reductions in County General Fund support/total expenditures were
made primarily in salaries and benefits. The significant increase in revenues and reimbursements were mostly in fees for service, such as
camping and park admission fees.
Core Services Maintained
• Keeping all regional parks open to the public at prices that are consistent with other agencies state-wide. The parks will remain safe
and in good condition, and the top priority will remain responding to the public’s needs in the parks.
• Continuing planning for new parks and for improvements in existing parks, and pursuing promising grant opportunities.
• Providing meeting space for the county’s Veterans organizations and to the public and non-profit groups.
• Maintaining county grounds at a basic level.
• Operating Spud Point Marina and the Sport Fishing Center; implementing a business plan and completing numerous deferred
maintenance projects. FY 11-12 will see the first open salmon season in three years and anticipates significant increases in berthing,
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
General Fund. The Marina has also adjusted fees to better reflect costs and market conditions.
• The department has initiated numerous changes to implement a Sustainable Management Approach. This approach is designed to
ensure the ability to maintain core services in the long-term. Some additional detail is presented here:
o Additional Revenue: As part of the Sustainable Management Approach, the department is increasing revenue to recover
more of its costs. This includes an increase in support from the Regional Parks Foundation, increases in fees for annual
memberships and camping, increased rental fees at the Veterans buildings, and services at Spud Point Marina.
o Planning Division Efficiencies: The department will restructure its planning activities to recover more staff costs from
planning and development grants. It will also contract with the Permit and Resources Management Department for
environmental services as needed, reducing the need for full-time Park Planning staff.
County of Sonoma
FY 2011-2012 Adopted Budget
188
Development Services

REGIONAL PARKS
Caryl Hart, Director
o Veterans buildings Management Redesign: Another key factor is implementing a redesigned model for operating the
Veterans buildings. As of this writing, the department plans to contract with a community organization, non-profit, or
private company to operate and manage most of the buildings. If successful, the buildings will continue to be available for
broad public use, reduce the county’s costs to operate the buildings, and provide funding to support needed repairs and
improvements. Whether the buildings are operated by other parties or the county, all of the buildings will remain available
to Veterans organizations for their business meetings at no charge.
Due to the timing of the RFP process to identify potential outside management of the buildings, the FY 11-12 budget
assumes that the department will continue to operate the buildings. Regardless of the outcome of the RFP process, the
department is working with General Services on the potential transfer of lead responsibility for the buildings to them, in
order to take advantage of their expertise in facilities management and avoid redundancies.
Services Eliminated or Reduced
• 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,
and will inhibit responses to requests from the public for assistance. Cleaning, landscaping, trash removal, and other maintenance
needs in parks will not be performed with optimum frequency.
• Due to event services staffing reductions the smaller, less frequently used Veteran’s buildings (Guerneville, Sebastopol, Sonoma,
Cotati, and Cloverdale) will be largely closed to public use. When event staff is not available, groups may be redirected from the lessused
buildings to Santa Rosa or Petaluma where staffing will remain largely unchanged. The department is implementing a unified
rental fee structure at the buildings. Non-profit groups that had previously paid a greatly reduced rate will be most impacted by the fee
increase.
• There will be continued deferred maintenance in parks, with funding at about half of the level recommended in the Management
Review. There will also be some deferred maintenance and deterioration in county grounds.
Strategic Plan Focus
The FY 11-12 budget aligns to the Strategic Plan by preserving services in the key focus areas:
• Safe, Healthy and Caring Communities: The budget supports this Focus Area by maintaining low-cost access to parks and creating
the new Recreation, Health, and Education Programs Division; both of these efforts promote health through use of county parks and
new programs, and will be coordinated in partnership with the Health Department and the County's Upstream Investments Initiative.
• Economic and Environmental Stewardship: Promoting environmental stewardship through the creation and operation of parks and
related education programs is an essential part of the department's mission. In addition, well-maintained parks support the county's
tourism industry; one-third of park members are from outside of the county. By offering additional programs and partnering with the
Tourism Bureau and local businesses, the department is supporting economic stewardship.
• Invest in the Future: The Sustainable Management Approach is fundamentally about managing with a long-term perspective. It is
supported in this budget with the two new divisions, particularly the Business Strategy and Development units. This division will
focus much of its time on long-term, future-oriented activities such as developing new partnerships and funding plans to address
deferred maintenance in parks, and a new business model for managing the Veterans buildings. The County has been leasing Mason’s
Marina to a third party for 50 years; this lease will expire in March, 2012 and the County will retain control. Partnering with General
Services, the department is exploring opportunities for funding development of a mixed use marina to create new revenue streams as
well as a much-needed boatyard operation. In addition, the Recreation, Health, and Education Programs Division will increase
outreach to emerging populations, including Latino youth.
• Civic Services and Engagement: The department is taking numerous steps to promote greater public support in FY 11-12 with the
new Park Membership program, closer working relationships with the Regional Parks Foundation, non-profits, and the business
community, and the increase in programs accessible to those who have not often experienced county parks.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
189
Development Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Increase appropriations for one-time costs associated with the
anticipated transition of the Veterans Buildings to outside managers.
Costs include County Counsel hours for simultaneous negotiations on
multiple leases and an increase to position allocations of .16 FTE
Admin Services Officer I to review and evaluate proposals, negotiate
agreements, and facilitate the transition.
County of Sonoma
FY 2011-2012 Adopted Budget
190
Gross
Expenditures
REGIONAL PARKS
Caryl Hart, Director
Revenue and
Reimbursements Net Cost
60,000 0 60,000
Development Services

10
32
31
302928
1. Alder Park
2. Bird Walk Coastal Access
3. Cloverdale River Park
4. Colgan Creek Trail
5. Crane Creek Regional Park
6. Doran Beach Regional Park
7. Ernie Smith Community Park
8. Foothill Regional Park
9. Forestville River Access/Mom’s Beach
10. Gualala Point Regional Park
11. Guerneville River Park
12. Healdsburg Veteran’s Memorial Beach
13. Helen Putnam Regional Park
14. Hood Mountain Regional Park
15. Hudeman Slough Boat Launch
16. Hunter Creek Trail
17. Kenwood Plaza Park
18. Larson Park
19. Maddux Ranch Park
20. Maxwell Farms Regional Park
21. Moran Goodman Park
22. North Sonoma Mountain
23. Pinnacle Gulch/Short Tail Gulch Trails
24. Porto Bodega Sport Fishing Center
25. Ragle Ranch Regional Park
26. Riverfront Regional Park
27. Santa Rosa Creek Trail
County of Sonoma
FY 2011-2012 Adopted Budget
40
35
24
38
47
6 2 23
11 41 9
39
46
48
28. Sea Ranch Access Trail Black Point
29. Sea Ranch Access Trail Pebble Beach
30. Sea Ranch Access Trail Shell Beach
31. Sea Ranch Access Trail Stengel Beach
32. Sea Ranch Access Trail Walk On Beach
33. Shaw Park
34. Shiloh Ranch Regional Park
35. Soda Springs Reserve
36. Sonoma Valley Regional Park
37. Spring Lake Regional Park
38. Spud Point Marina
39. Steelhead Beach Regional Park
40. Stillwater Cove Regional Park
41. Sunset Beach River Access
42. Taylor Mountain Regional Park
43. Tolay Lake Regional Park
44. Tom Schopflin Fields
45. Watson School
46. West County/Joe Rodota Trail
47. Westside Regional Park
48. Wohler Bridge Fishing Access
49. Arnold Field
3
191
45
25
26
12
27
8
46
4
34
19
44
13
16
42
37
5
1
17
22
36
21
33
18
14
7
43
20
49
15
April 2011
Development Services

County of Sonoma
FY 2011-2012 Adopted Budget
192
Development Services

OTHER COUNTY SERVICES
Gross
Revenue/
Appropriations Reimbursements Net Cost
SC Ag Pres & Open Space District 28,108,143 28,588,114 (479,971)
Agricultural Commissioner 5,197,685 3,926,581 1,271,104
U.C. Cooperative Extension 789,133 153,227 635,906
Library 16,888,758 15,118,476 1,770,282
Fairgrounds 9,495,600 9,495,700 (100)
Advertising 3,861,027 0 3,861,027
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
193
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Other County Services

County of Sonoma
FY 2011-2012 Adopted Budget
194
Other County Services

MISSION STATEMENT
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT
William J. Keene, General Manager
The mission of the Sonoma County Agricultural Preservation and Open
Space District (District) is to permanently preserve the diverse landscapes
of Sonoma County for future generations, including working farms and
ranches, greenbelts and community separators between and around urban
areas, natural areas and wildlife habitat, and land for public access and
passive recreation.
DEPARTMENTAL DESCRIPTION
The Agricultural Preservation and Open Space District (District) partners with willing landowners, public agencies, and non-profit
organizations to permanently protect land from development, through agreements with landowners (conservation easements) and
outright purchase of land. District acquisitions are guided by a long-range acquisition plan, “Connecting Communities and the Land,”
which reflects community desires and values and directs preservation to the highest priority farmlands, greenbelts, natural areas, and
recreational lands. In addition, the District implements the Agricultural Resources and Open Space and Resource Conservation Elements
of the Sonoma County General Plan.
In November 1990, Sonoma County voters approved Measures A and C to create a unique land protection agency, the Agricultural
Preservation and Open Space District (District) and funded it with a quarter-cent sales tax to 2011. Since its inception, the District has
protected over 85,000 acres. It has received a national award from the National Association of Counties and the Trust for Public Land,
ranking it as one of the top open space and farm land conservation programs in the nation. In November 2006, voters overwhelmingly
approved Measure F to take effect in 2011, extending the quarter-cent sales tax through 2031.
Primary financing for the District comes from this voter-approved sales tax, which currently generates approximately $16 million
annually. Over the past 19 years, the District has secured over $67 million of matching funds from other sources, including state, federal,
and private grants. Historically, the Open Space Authority levied the sales tax and ensured that the District’s open space purchases were
consistent with the voter-approved expenditure plan. The Authority contracted with the District to acquire open space (planning,
appraisal, negotiation, and stewardship). Both the Authority and District have annually adjusted appropriation limits. Pursuant to
Measure F, effective April 1, 2011 the Authority reorganized as the Sonoma County Open Space Fiscal Oversight Commission to
provide fiscal oversight of the District’s operations. The Sonoma County Board of Supervisors began levying the sales tax and entered
into a contract with the District for funding the administration of Measure F.
The District’s budget currently consists of four distinct funds. The first provides for the acquisition and preservation of agricultural and
open space lands. The second fund provides for the activities of the Open Space Fiscal Oversight Commission. The third is a
stewardship reserve fund for land management needs beyond Measure F (2031). The District’s fourth fund is an educational reserve for
Cooley Ranch.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Interest Earnings/Fund
Balance
Sales Tax
195
Budget at a Glance:
Total Expenditures $35,643,324
Total Revenues $16,000,000
Total Net Cost $19,643,324
Total Staff 26.52
% Funded by Local Discretionary Funds 0%
Funding Uses
Land Acquisition/ Conservation
Planning
Stewardship/Land Management
Public Information/ Education
Debt Service
Other County Services

FY 10-11 ACCOMPLISHMENTS
• Protected 4,300 acres of land bringing the District’s
total acres protected to more than 85,000 acres. The
protection of these lands ensures the viability of an
organic dairy, the on-going management of a
sustainable working forest, and the connection of
critical wild areas and water quality for a variety of
plants and animals including threatened and endangered
species.
• Funded approximately $2.5 million through the
District’s Matching Grant Program for the Bayer Farm,
Colgan Creek, Giorgi Park, Meadowlark Field,
Roseland Creek Park and Preserve, and Sonoma Garden
Park projects to create recreational and community
garden opportunities in underserved communities,
expand existing community parks, and restore and
enhance riparian and wetland systems.
• Participated in numerous efforts in support of
agricultural viability in Sonoma County—including the
State of California’s California Ag. Vision 2030, the
Sonoma County Food Systems Alliance and
coordination of the Farm-to-Institution subcommittee;
assisted the Board of Supervisors and County partners
with the County Lands Project; initiated an Agricultural
Technical Advisory Group in partnership with Sonoma
County Farm Bureau.
• Initiated approximately $5 million in capital
improvements, including public access projects on
North Slope Sonoma Mountain Ridge Trail/Jacobs
Ranch, Laguna de Santa Rosa Trails, and the
Healdsburg Ridge Open Space Preserve.
• Performed stewardship activities, including monitoring
50 easement-protected properties totaling more than
15,000 acres, completed site assessments and baseline
reports, and processed use requests and amendments for
additional District-protected properties.
• Worked with local agencies and non-governmental
organization partners to expand initiatives for climate
change, sustainable water, and healthy communities.
• Developed a quarterly update on District projects and
programs. Expanded the District’s environmental
education program with an emphasis on agricultural
education to more than 20 schools and 40 classes in
both English and Spanish.
• Through legislative efforts, partnered to secure passage
of AB 1962 to authorize a regional park district,
regional park and open-space district, or regional openspace
district to accept an irrevocable offer of
dedication of an interest in real property.
County of Sonoma
FY 2011-2012 Adopted Budget
AGRICULTURAL PRESERVATION & OPEN SPACE
William J. Keene, General Manager
196
FY 11-12 OBJECTIVES
• Implement approximately $1 million in resource
management, habitat restoration, and public access
projects at selected District-owned properties, including
Taylor Mountain, Montini Open Space Preserve,
Healdsburg Ridge, and North Slope Sonoma Mountain.
• Complete an inventory of the nearly 7,500 acres of
District-owned properties, to evaluate opportunities for
protection and enhancement of identified conservation
values, to identify and implement effective interim land
management practices, and to develop an appropriate
long-term disposition strategy.
• Continue to collaborate on land management and public
access projects, leveraging resources to attract outside
funding towards the accomplishment of joint objectives.
• In collaboration with county and regional partners,
participate in projects and programs that address
watershed protection and water supply reliability, and
climate change through planning and stewardship
activities, including stream enhancement and
restoration.
• Participate in projects and programs that address
agricultural sustainability and local food production
including the Food Systems Alliance, the County Lands
Project, the feasibility study for a multi-county
aggregation facility, identification of an agricultural
education and demonstration project.
• Enhance the effectiveness of the Matching Grant
Program through the revision of the guidelines,
selection criteria, program administration and standard
agreements. Host a 2011 workshop and make
recommendations for the funding of up to $3.5 million
for projects through the Matching Grant Program.
Other County Services

RECOMMENDED BUDGET
AGRICULTURAL PRESERVATION & OPEN SPACE
William J. Keene, General Manager
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 26.35 26.52 0.17 0.6
In FY 11-12, annual debt service of $7.5 million on a $98 million 2007 Measure F Sales Tax Revenue Bond will begin. The bond
yielded the conservation of 9,868 acres.
Core Services Maintained
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
SCAPOSD
Beginning Cash Balance* 58,454,871 41,204,022 (29.5)
Expenditures
SCAPOSD
Operating 7,376,200 7,189,374 (2.5)
Capital Improvements 5,331,145 3,141,770 (41.1)
Land Purchases 19,768,504 17,200,000 (13.0)
Stewardship Reserve 500,000 500,000 0
Funding Fiscal Oversight Commission 0 57,000 -
Cooley Education Program 0 20,000 -
Clover Springs Endowment 275,000 0 (100.0)
Debt Service 0 7,535,180 -
Total Expenditures 33,250,849 35,643,324 7.2
Revenues and Reimbursements
Sales Tax and Interest Earned Received
by the County and Transferred to the
District 16,000,000 16,000,000 0
Net Cost/Use of Fund Balance 16,701,470 19,643,324
Ending Cash Balance 41,204,022 21,560,698 (47.7)
*Funds held in the County's special tax account and the District's operating accounts.
• The FY 11-12 budget of $28.1 million proposes $1.5 million for planning and capital improvements on several District-held
properties, $4.3 million for projects through Matching Grant Program, $14.6 million in land acquisitions, and $500,000 contribution
to the Stewardship Reserve Fund for land management beyond 2031.
• Continue stewardship of the more than 77,000 acres of land protected by District-held conservation and open space easements.
• Using strategic conservation planning, prioritize and pursue land and easement acquisitions based on important resource values,
partnerships, and available funding.
County of Sonoma
FY 2011-2012 Adopted Budget
197
Other County Services

Services Eliminated or Reduced
AGRICULTURAL PRESERVATION & OPEN SPACE
William J. Keene, General Manager
• The FY 11-12 recommended Operating Budget represents a 2.5% reduction from FY 10-11, which limits conservation planning and
acquisition activities, and the ability to effectively manage and steward protected lands.
Strategic Plan Focus
• Safe, Healthy & Caring Communities. Support of Health Action’s 2020 Vision and corresponding Priorities for Action through
agricultural initiatives, public access projects, Matching Grant Program, and outings and education programs; provide educational and
recreational opportunities for Sonoma County youth and families.
• Economic & Environmental Stewardship. Conservation efforts such as agricultural land preservation support the economic
viability of the county; land protection and stewardship activities benefit the natural environment (e.g. source watershed protection,
climate change initiatives, restoration).
• Invest in the Future. The mission of the District is to preserve open space and agricultural land for future generations of Sonoma
County residents.
• Civic Service & Engagement. The District will continue to leverage its resources to attract outside funding. Periodic public
workshops are held to update the Board and the residents of Sonoma County on the activities of the District, and to engage the public
in future acquisition and stewardship planning. The Authority has reorganized as the Sonoma County Open Space Fiscal Oversight
Commission to provide independent fiscal oversight of the District’s operations.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
LONG TERM FINANCIAL PLAN
SCAPOSD Fund FY 11/12 - 15/16 FY 16/17 - 20/21 FY 21/22 - 25/26 FY 26/27 - 30/31
Beginning Cash Balance 57,653,602 6,156,641 235,781 298,248
Revenues
Sales tax & interest earned 83,161,375 87,321,947 93,788,103 100,952,185
Expenditures
Operating 37,547,665 38,212,183 38,889,211 37,521,036
Stewardship 12,791,770 6,000,000 7,500,000 8,000,000
Land Purchases 46,756,946 11,500,000 9,800,000 18,100,000
Debt Service 37,561,955 37,530,625 37,536,425 37,532,625
Total Expenditures 134,658,336 93,242,808 93,725,636 101,153,661
Ending Cash Balance 6,156,641 235,781 298,248 96,772
Stewardship Reserve Fund 11,655,808 16,371,569 23,082,287 32,419,107
County of Sonoma
FY 2011-2012 Adopted Budget
198
Other County Services

LAND INTERESTS OF THE
Sonoma County Agricultural Preservation and Open Space District
Sea Ranch
(
Legend
SOUTH FORK GUALALA RIVER
Stewarts Point
(
District Holdings
Annapolis
(
PACIFIC
Acquisition Plan Designation
Farms and Ranches
Greenbelts and Scenic Hillsides
Water, Wildlife, and Natural Areas
Recreation and Education
County of Sonoma
FY 2011-2012 Adopted Budget
MENDOCINO
WHEATFIELD FORK GUALALA RIVER
Walsh Landing
(
Fort Ross
(
OCE AN
Las Lomas
(
AUSTIN CREEK
Cazadero
(
AUSTIN CREEK EAST
Other Lands
Public or Protected Land
Incorporated City
Preston
(
CLOVERDALE
Asti
(
Geyserville
(
Jimtown
Lytton
(
(
HEALDSBURG
El Bonita
( Korbel Hacienda
Guerneville(
(
(
( Rio Dell
Guernewood Park(
Hollydale ( (
(
Jenner
(
(
Sheridan
( (
Monte Rio
( Duncans Mills
Forestville
(
Sousa Corner
( Graton
Camp Meeker
(
Occidental
(
(
RUSSIAN RIVER
SULPHUR CREEK
DRY C RE EK
Fulton
(
Kellogg
(
Mark West Springs
(
0 5
Map Date: 3/11/10
Miles ´
Oakmont
(
Kenwood
(
Carmet
(
Salmon Creek
( Bodega
(
Bodega Bay
(
Freestone
(
Cunningham
( Cadwell
(
( Hessel
Knowles Corner ( ROHNERT PARK
Glen Ellen
(
SALMON CREEK
199
(
Valley Ford
BIG SULPHUR CREEK
LITT LE SULPHUR CREEK
WINDSOR
MARK WEST CREEK
SEBASTOPOL
ESTERO AMERICANO
(
Bloomfield
Two Rock
(
MARIN
LAKE
SANTA ROSA
COTATI
SANTA ROSA CR EEK
Penngrove
(
PETALUMA RIVER
MANTANZAS CREEK
PETALUMA
SAN ANTO NIO CREEK
(
Agua Caliente (
El Verano
(
Lakeville
(
SONOMA CREEK
SONOMA
NAPA
( Vineburg
Schellville
Big ( Bend
(
Sears Point
(
S:/GISProjects/Miscellaneous/Countywide/PDFs/countywide_for_CAO.pdf
Sources: Sonoma County GIS Group,
USGS, Sonoma Land Trust, SCAPOSD
Other County Services

County of Sonoma
FY 2011-2012 Adopted Budget
200
Other County Services

MISSION STATEMENT
The Agricultural Commissioner’s Office is dedicated to delivering services
that effectively promote and protect agriculture, the economy, community,
environment, and health and safety of our citizens through education and
the enforcement of laws and regulations, resulting sustainable agriculture
and equity in the marketplace.
DEPARTMENTAL DESCRIPTION
AGRICULTURAL COMMISSIONER
Agricultural Commissioner/Sealer
% Funded by Local Discretionary Funds 25%
The Agricultural Commissioner is mandated to promote and protect
agriculture, the environment, and public welfare through enforcement of
local, state, and federal laws and regulations. The department is organized into four distinct divisions: Agricultural Commission, Sealer
of Weights and Measures, Animal Care and Control, and Fish and Wildlife Commission. The Agricultural Commissioner also
participates on the County Planning Review Advisory and Environmental Review Committees.
The basic functions of the Agricultural Commission Division are regulatory. The division is charged with: environmental protection
through pesticide regulation and agriculture hazardous materials programs; protecting agriculture worker health and safety; pest
prevention, exclusion, detection, and eradication; consumer protection through inspection of agricultural commodities; compilation of an
annual crop report; and informing other county agencies and the general public on a variety of pest issues.
The Weights and Measures Division enforces local, state, and federal standards for a wide range of devices and business practices.
Commercially used weighing and measuring devices are tested for their integrity to charge the correct price. Quantities of packaged
products are routinely verified against their label statement. Fuels and other petroleum products are tested for quality and octane
specifications. Sales of bulk commodities are monitored for proper documentation. The division also administers the Weights and
Measures Transaction Verification Fund, which is used to further price verification program activities.
The Fish and Wildlife Commission is an advisory body to the Board of Supervisors and is responsible for making recommendations and
funding grants relative to the conservation and enhancement of fish and wildlife and their habitat in Sonoma County. The Commission
also administers the Abalone Fund, which primarily serves to fund grants to enhance the abalone population on the North Coast. The
Agricultural Commissioner provides staff support to the Commission.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund
State/Federal Funds
Licenses/Fines/Charges
for Services
Operating Transfers
Special Funds
201
Budget at a Glance:
Total Expenditures $5,076,119
Total Revenues $3,805,015
Total Net Cost $1,271,104
Total Staff 32.75
Funding Uses
Agricultural Programs
Weights & Measures
Programs
Special Fund Expenditures
Other County Services

FY 10-11 ACCOMPLISHMENTS
• Implemented state and federal quarantine restrictions to
combat the spread of the newly introduced and
extremely destructive pest, the European Grapevine
Moth (EGVM). Staff placed approximately 7,000 traps
for early detection, issued nearly 900 quarantine
compliance agreements, and provided outreach through
meetings, mailings and web updates.
• Implemented the Frost Protection Ordinance, which
requires vineyard and orchard frost water protection
users in the Russian River Watershed to register with
the Agricultural Commissioner’s Office. This annual
registration will collect survey information on the nature
of each frost system infrastructure and water diversions,
the first phase of addressing the potential conflict of
frost water use with salmonids.
• Implemented an organic inspection program for all new
uncertified organic operations aimed at determining
compliance with the national and state organic rules.
• Expanded the Automated Point of Sale Scanner
ordinance to enforce pricing compliance at local
retailers. Staff inspected over 584 local businesses in
order to identify and correct pricing irregularities.
• Responded to over 108 local consumer complaints
ranging from utility sub-metering issues at local mobile
home parks, to under-delivery of bulk commodities
purchased by local county residents.
• Worked with Consumer District Attorneys in Sonoma
County and neighboring counties to pursue civil
remedies in 6 consumer cases.
FINANCIAL SUMMARY
AGRICULTURAL COMMISSIONER
Agricultural Commissioner/Sealer
FY 11-12 OBJECTIVES
• Working with state/federal agencies and the grower
community, continue current efforts to control the
European Grapevine Moth (EGVM) and work toward
removal of the federally imposed EGVM quarantine to
allow free movement of winegrapes without regulation.
• Implement management programs to maximize revenue
and preserve the department’s most critical programs.
• Work with resource protection agencies, the grower
community and environmental groups to implement a
monitoring program under the County’s new Frost
Protection Ordinance.
• Implement succession planning efforts to ensure
successful administration of the Grading, Drainage, and
Vineyard and Orchard Sited Development Ordinance.
• Continue an effective quantity control inspection program
through statistical sampling procedures and closer
partnerships with Sonoma County’s Consumer District
Attorney and other counties and state agencies.
• Continue to inspect 10% of all electric, gas and water submeters
installations at local mobile home park businesses
with the intended goal of inspecting all sub-meters in the
county within their ten year re-inspection cycle. An
additional objective will be to review CPUC compliant
utility billing practices by local mobile home parks.
• Continue to investigate and assist with every consumer
complaint filed with the Weights and Measures Division.
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
Agricultural Commissioner - General Fund
Expenditures 8,386,199 5,008,969 (40.3)
Revenues & Reimbursements
5,921,262 3,756,865 (36.6)
Net Cost
2,464,937 1,252,104 (49.2)
Agricultural Commissioner - Special Fund
Expenditures 160,765 67,150 (58.2)
Revenues & Reimbursements
139,250 48,150 (65.4)
Net Cost
21,515 19,000 (11.7)
Total Expenditures 8,546,964 5,076,119 (40.6)
Total Revenues & Reimbursement 6,060,512 3,805,015 (37.2)
Total Net Cost 2,486,452 1,271,104 (48.9)
County of Sonoma
FY 2011-2012 Adopted Budget
202
Other County Services

STAFFING SUMMARY
AGRICULTURAL COMMISSIONER
Agricultural Commissioner/Sealer
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 35.00 32.75 (2.25) (6.4)
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators
Agricultural Commissioner
Actual Estimated Recommended
Pesticide Registrant Activites 4,641 2,724 3,220
GWSS Shipment & Trapping Activities Insp. 9,121 8,359 10,311
Pest Exclusion Inspections 13,324 13,814 13,814
Pest Detection Traps 40,330 90,416 90,416
Grading, Drainage, and Vineyard and Orchard Projects 92 49 49
Frost Registrants
Weights & Measures
0 360 360
Device Inspections 10,181 10,100 10,000
Quantity Control Inspections* 3,286 100 100
Price Verification Inspections 25,113 23,336 22,000
*This program was reduced in FY 10-11 to a complaint response basis.
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $5.1 million, a $3.5 million decrease from FY 10-11. Recommended
expenditures are supported by $3.8 million in revenues and internal reimbursements for services provided to other departments and
agencies and County General Fund support of $1.3 million. Revenues and reimbursements decreased about $2.2 million and overall
County General Fund net cost decreased as a result by nearly $1.2 million from FY 10-11. This equates to a 49% reduction in County
General Fund support for continuing programs from the prior year. Significant reductions in total revenues, expenditures and new costs
are primarily as a result of the transfer of the Animal Control Division to the Health Department.
Core Services Maintained
The reduction of general fund support in the Agricultural Commissioner’s Office is significantly offset by revenues from state and
federal sources to combat the spread of the European Grapevine Moth (EGVM), a pest that is highly destructive of grapes and poses a
critical threat to our agricultural industry. In addition, state and federal funding associated with the detection and prevention of a number
of other exotic pests has remained relatively strong. Despite these stable revenue sources, the Agricultural Commissioner’s Office will
still experience a significant service impact as a result of these reductions.
For FY 11-12 the Agricultural Commissioner’s Office will focus on retaining services which: maximize state/federal revenues; guard
the integrity of programs geared toward protecting the health and safety of Sonoma County residents; protect the environment; and
protect consumers by ensuring equity in the marketplace. As a result of this approach, the department will continue to provide core
services in the following areas. (It is important to note, however, that aside for EGVM-related work; the department will no longer be
providing services at historic levels in any of these core programs.)
• Work related to combat EGVM will remain a priority until Sonoma County is no longer under quarantine;
• Through implementation of efficiencies, time spent doing pesticide use enforcement will be increased to the maximum extent
possible, to ensure the protection of citizens and the environment;
• Through cross training of staff, to develop a strong and sustainable structure to implement the Grading, Drainage, and Vineyard and
Orchard Sited Development Ordinance (VESCO);
County of Sonoma
FY 2011-2012 Adopted Budget
203
Other County Services

AGRICULTURAL COMMISSIONER
Agricultural Commissioner/Sealer
• Continue to work with resource protection agencies, the grower community and environmental groups to implement the Frost
Protection Ordinance; and
• The Weights and Measures division will continue to have a strong presence in the market place to inspect devices and truth in labeling
activities to protect consumers purchasing products from any commercial retailer.
Services Eliminated or Reduced
Programs reductions will occur as follows:
• Pesticide Use Enforcement: Reduced time in this program equates to fewer regulatory inspections, as well as decreased opportunities
for general surveillance and education. While efforts will be strategically directed to the highest risk areas, the department anticipates
that over time, these reductions may lead to an increase in non-compliance by pesticide applicators. Ultimately, this has the potential
to threaten the environment, field worker safety, and residents. The department will strive to increase time available in this program
through the implementation of efficiencies, but due to limited resources, field presence and inspections will be diminished.
• Farm Market Regulation: Reductions in this program will increase the potential violations of farm market regulations and rules due to
eliminating routine compliance inspections at farm markets and producer locations. This may make it more likely for vendors at farm
markets to sell products that have not been confirmed as being locally grown.
• Office Hours: The department’s customer service office hours for public counter and phone inquires will be decreased from 9 hours
per day to 6 hours per day. Specific hours of closures will be refined upon a survey of our customer traffic. In addition, one rather
than two staff will answer the phone and assist individuals requesting service at the office counter. This may increase customer wait
times and staff response times.
• Weights and Measures Market Place Presence: Weights and Measures staff will have a decreased presence in the market place.
However, this loss of staffing is anticipated to be offset to a significant extent by the implementation of work load efficiencies. This
will position the department to continue to protect consumers to the maximum extent possible by ensuring that commercial weighing
and measuring devices are accurate, and that consumers are charged the prices as they are posted at retail locations.
Strategic Plan Focus
The following components of the Strategic Plan are reflected in the department’s FY 11-12 budget:
Economic & Environmental Stewardship
o The activities associated with preventing the spread of EGVM and preventing the introduction of the Glassy-winged Sharpshooter
are critically important to protecting the county’s $8 billion winegrape and related industries.
o Investment of staff time in the Grading, Drainage, and Vineyard and Orchard Sited Development Ordinance, and the Frost
Protection Ordinance ensure that the activities associated with agricultural industry are conducted in a manner that protects both
the environment and our local economy.
o A continued and strong presence by Weights and Measures inspectors in the marketplace protects consumers and ensures fair
competition.
Safe, Healthy, & Caring Communities
o Implementing efficiencies in a manner that allows greater staff time to be spent conducting pesticide use enforcement activities to
protect the health and safety of residents.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
Department management concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
204
Other County Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Increase gas tax revenues and expenditures. Add 1.0 ASO I to the
department's position allocation listing. The cost to add this position is
fully offset by increased revenue estimates, decreased building lease
costs, and salary savings.
County of Sonoma
FY 2011-2012 Adopted Budget
205
AGRICULTURAL COMMISSIONER
Agricultural Commissioner/Sealer
Gross
Expenditures
Revenue and
Reimbursements Net Cost
121,566 121,566 0
Other County Services

County of Sonoma
FY 2011-2012 Adopted Budget
206
Other County Services

MISSION STATEMENT
Our mission is to sustain a vital agriculture environment and community in
Sonoma County by providing University of California research-based
information in agriculture, natural resource management, and nutrition and
youth development.
DEPARTMENTAL DESCRIPTION
U. C. COOPERATIVE EXTENSION
Stephanie Larson, Director
Budget at a Glance:
Total Expenditures $700,006
Total Revenues $64,100
Total Net Cost $635,906
Total Staff 3.75
The University of California Cooperative Extension (UCCE) provides % Funded by Local Discretionary Funds 91%
science-based research and educational programming to assist people in
Sonoma County to solve problems and create opportunities in agriculture,
natural resources, and youth development. Examples of high priority topics addressed by University academic staff include restoration of
degraded salmon habitat, watershed management, identification and prevention of pests that effect wine grapes; a gang and obesity
prevention program for teens, and maintaining the high standards and expanding the Sonoma County 4-H program. Through an
agreement between the County of Sonoma and the University of California, these academic and staff appointments are supported by a
University budget that exceeds $1.3 million dollars in FY 11-12 while the county provides clerical and field assistant support staff, office
space, and operational support.
The Sonoma County Department of UCCE, brings the research and educational strengths of the entire University of California (U.C.)
system to address needs of the local agricultural industry and disseminate information to the community at large. UCCE is a statewide
program. Mutually beneficial exchange of expertise between neighboring counties occurs through a revenue or in-kind service
reciprocity. Services provided by the U.C. staff include education and research assistance in horticulture, marine science, viticulture,
watershed management, and livestock industries. In addition, U.C. and county support staff, along with trained volunteers, provide
information to the community on integrated pest management, home composting, and gardening. Due to changing demographics and a
more urban population, U.C. staff and volunteers are now providing programs in schools on agriculture and science literacy. The
department is a resource on home composting, sudden oak death, wastewater utilization, and pesticide use reduction. The 4-H program
within UCCE serves 1,200 youth with the help of 450 adult volunteers in 29 clubs with 64 projects, such as public speaking, welding,
lapidary, and rabbits and other farm animals. The Master Gardener Volunteer Program provides 250 trained master gardeners to conduct
public presentations and answer an increasing number of public service calls for gardening tips and information on alternatives to
pesticides, pesticide use reduction in lawns and gardens, home composting, irrigation systems and Sudden Oak Death.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
General Fund
Sudden Oak Death Grant
Compost Grant
Donations &
Reimbursements
207
Funding Uses
4-H Youth Development
Master Gardeners
Watershed Management
Livestock & Range Mngmnt.
Sea Grant
Viticulture
Integrated Pest Mngmnt.
Speciality Crops
Sudden Oak Death
Other County Services

FY 10-11 ACCOMPLISHMENTS
• Continued to implement a comprehensive monitoring
program documenting the success of efforts to recover
endangered Coho salmon populations in Russian River
tributaries in collaboration with the local landowners, the
Department of Fish, NOAA Fisheries, the Army Corp of
Engineers and Game and the Sonoma County Water
Agency.
• Continued researching ways to control and monitor for the
European Grapevine Moth, Light Brown Apple Moth, and
Vine and Grape Mealy bugs.
• Taught local farmers about cultural practices, pest
management, organic growing techniques and marketing
for locally grown specialty crops and promoted local
Sonoma County agricultural commodities that provide our
citizens with increased access to local food.
• Convened the Food Forum to discuss the Sonoma County
food system, identify strategic opportunities and needs to
enhance the County’s agriculture and food economy.
• Developed a Local Food System network that expands the
Sonoma County Meat Buying Club into Sonoma County
Bounty, a local web site that provides information to
producers and consumers on increasing the local food
access and agricultural viability in Sonoma County.
• Conducted targeted grazing research to reduce fossil fuel in
inputs and increase carbon sequestration on local
rangelands.
• Developed a protocol for organic livestock and dairy
producers for pasture management to address the new
National Organic pasture rules.
• Expanded the 4-H program to include new clubs in Mark
West and Cotati to help youths develop responsibility,
resolve conflicts, master skills and make choices that will
positively impact their future. Started a new after-school
program for teens by adding a 4-H Bloco program in the
Roseland area of Santa Rosa to help reduce gang
participation and provide an exercise venue.
• Reduced urban water use by 30% through Master Gardener
educational programs. Taught 20,000 people back yard
composting and urban pesticide use reduction with Master
Gardener volunteers that reduced landfill inputs by 2,000
tons and changed attitudes of 66% of participants toward
the use of pesticides in the home garden.
County of Sonoma
FY 2011-2012 Adopted Budget
208
U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
FY 11-12 OBJECTIVES
• Increase awareness of University of California Cooperative
Extension programs through the web site: and educational
meetings.
• Develop Ecosystem Service Payments for local natural
resources that address air and water quality, carbon
sequestration, biodiversity, fire suppression, and habitat
improvements.
• Provide leadership for the Regional Food Hub project,
increasing marketing opportunities for growers and
livestock and dairy producers to increase food access for
Sonoma County residents.
• Coordinate the “County Lands Food Program,” working
with key county partners, to develop food production
programs that provide locally grown food on County
owned land.
• Increase opportunities to link food producers and local
school districts, through the Harvest of the Month
Program, working with the Sonoma County Health
Department and local nonprofit agencies.
• Expand 4H programs to develop a variety of projects that
address healthy living, science, engineering and
technology and citizenship; explore funding for expansion
of Countywide Fashion Revue event; recruit and train 100
new adult volunteers; enlist volunteers to develop a new
countywide event (“Grandparents Day”); increase
promotional materials written in both Spanish and English;
expand Food Safety education with in-person training and
materials on the web site; engage the media in reporting
and promoting 4-H Club community service projects.
• Develop a partnership of Master Gardener Food Gardening
Specialists and iGrow to teach families how to grow their
own food in backyard gardens.
• Conduct research on the perpetuation and spread of SOD
through tan oak root sprouts.
• Conduct extensive outreach for the control of European
Grapevine Moth, including development of brochures,
bilingual posters and narrated power point presentations
and trade journal articles.
• Develop major themes recommended at the 2011 Food
Forum including, strengthening community education
about food and food systems, supporting and educating
new farmers, streamlining regulatory processes, and
increasing agritourism opportunities.
• Monitor temperatures at key vineyard sites within the
Russian River watershed to determine inversion strength
and assess the possibility of the use of wind machines for
frost protection.
Other County Services

FINANCIAL SUMMARY
U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
FY 10-11 FY 11-12 %
Budget Division/Fund Adopted Recommended Change
U.C. Cooperative Extension
Expenditures 938,284 700,006 (25.4)
Revenues & Reimbursements
91,378 64,100 (29.9)
Net Cost
846,906 635,906 (24.9)
Total Expenditures 938,284 700,006 (25.4)
Total Revenues & Reimbursement 91,378 64,100 (29.9)
Total Net Cost 846,906 635,906 (24.9)
STAFFING SUMMARY
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 6.04 3.75 (2.29) (37.9)
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Newsletter Circulation 73,000 12,000 15,600
Number of Volunteers 1,100 800 700
Number of Publilc Contacts 82,000 85,000 100,000
Research Projects 13 20 20
Educational Meetings 475 1,250 1,500
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $700,000 a $238,000 decrease from FY 10-11. Recommended expenditures
are supported by $64,000 in revenues and internal reimbursements for services provided to other departments and agencies and County
General Fund support of $636,000. Revenues and reimbursements decreased about $27,000 and overall County General Fund net cost
decreased as a result by $211,000 from FY 10-11. This equates to a 25% reduction in County General Fund support for continuing
programs from the prior year. Reductions in total expenditures were made primarily in Salaries and Benefits. The significant decreases
in revenues and reimbursements were from donations and contributions from the computer replacement fund.
Core Services Maintained
The UCCE office will continue to provide core services and programs, through educational outreach and research, to address the critical
agricultural and natural resource needs for the County of Sonoma. Core services include education and research support in horticulture,
marine science, viticulture, livestock management, and watershed management, providing information in integrated pest management,
home composting, and gardening. UCCE will continue to support 4-H and Master Gardener programs.
Services Eliminated or Reduced
The reduction of general fund support by $196,000 impacts UCCE’s ability to provide support services and programs for both county
residents and staff.
County of Sonoma
FY 2011-2012 Adopted Budget
209
Other County Services

U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
o The reduction of a 0.5 Senior Office Assistant position supporting the 4-H programs will result in significant delays in new
emerging programs such as Science, Engineering and Technology, after school programs and overnight camps, as well as, slow
information and operational assistance provided to program leaders and members.
o The reduction of a 0.5 Department Analyst position will impact the internal administrative support for budget, payroll and human
resource functions. UCCE is evaluating options to perform these functions by contracting with other departments.
o The reduction of 1.0 Senior Office Assistant position will significantly impact UCCE’s customer service functions and the ability
to respond to public inquiries. Volunteers will be tasked with answering phones and providing counter service to walk in
customers. This could result in delayed response times to public inquires. This could also result in reduce customer service office
hours.
Strategic Plan Focus
UCCE will provide core services focusing on three areas contained in the County’s strategic plan: Safe, Healthy and Caring
Communities, Economic and Environmental Stewardship, and Invest in the Future.
Economic & Environmental Stewardship
• Lead educational programs and research to improve water quality and coordinates the monitoring program that documents the
survival of juvenile Coho salmon reintroduced in seven tributaries of the Russian River.
• Determine the feasibility of using wind machines in specific locations as an alternative to the use of water for vineyard frost
protection.
• Research key agriculture pest management issues to prevent crop loss from invasive insect pests that threaten our vineyards and
farms. Advisors continue to educate growers, vineyard managers, pest control advisers and field workers on the biology and
management of key pests such as the European grapevine moth, light brown apple moth, vine mealybug, and olive fruit fly. Advisors
will continue to conduct local field research trials to evaluate monitoring and/or management strategies for these pests.
• Research pasture management practices to reduce global warming from greenhouse gas accumulation. UCCE will continue to conduct
research to devise means whereby ranchers and dairies may improve their bottom line by using management practices that capitalize
on opportunities inherent to sustainable pasture systems.
• Determine effective ways to utilize livestock grazing as an effective management tool to remove targeted invasive species such as
Himalayan blackberry from grazing lands, orchards and vineyards. Using chemical tools to control invasive weeds, can be costly and
may present other environmental challenges.
Safe, Healthy, Caring Communities
• Access to locally grown foods will to continue to be explored by building partnerships with other county departments, local growers
and producers and Sonoma County consumers.
• Continue to teach farmers about cultural practices and marketing for new specialty crops in order to meet the demand for high quality,
locally grown produce.
• Limited water resources and reduced water quality from urban runoff threatens our waterways. UCCE Master Gardeners will continue
to reach out with educational programs that teach home gardeners how to reduce or eliminate the use of toxic garden products. Master
Gardeners will also continue to teach back yard composting to thousands of home gardeners and reduce inputs of waste organic
material into the landfill.
Invest in the Future
• The UCCE 4-H programs continue to give youth leadership and educational experiences through hundreds of hands-on, learn-bydoing
activities and providing local youth with opportunities to develop responsibility, resolve conflicts, master skills and practice
making choices that will impact their future in positive ways.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
210
Other County Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Partial restoration of support for 4H and Master Gardener programs by
recognition of unclaimed gas tax revenues ($89,000) support for UCCE
provided support to state agriculture programs administered by the Ag
Commissioner and redirection of $17,000 in rent savings (.4 FTE
Senior Office Assistant and .5 Department Analyst)
County of Sonoma
FY 2011-2012 Adopted Budget
211
U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
Gross
Expenditures
Revenue and
Reimbursements Net Cost
89,127 89,127 0
Other County Services

County of Sonoma
FY 2011-2012 Adopted Budget
212
Other County Services

MISSION STATEMENT
Organize and provide access to information and universal knowledge.
Protect intellectual freedom and promote the value and joy of reading, in
order to enrich the lives of the people of our community.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
LIBRARY
Sandra M. Cooper, Director
Total Expenditures $16,888,758
Total Revenues $15,118,476
Total Net Cost $1,770,282
Total Staff 138.32
The Sonoma County Library is a joint powers agency established by the
county and cities to provide library service on an equal basis throughout the
county. The Library Joint Powers Authority (JPA) is governed by a seven-
% Funded by Local Discretionary Funds 0%
member Library Commission, which includes five appointees of the Board of Supervisors and one each from the cities of Petaluma and
Santa Rosa. The Commission provides policy direction over the staffing, budget, operations, and development of the library system.
Under the terms of the JPA, the Board of Supervisors is responsible for final approval of the library budget. Current services are
financed through property tax revenues, fees, fines, public donations, and state and federal aid.
The Sonoma County Library is a countywide public library providing services through ten regional libraries, two rural library stations,
and the central library located in Santa Rosa, which serves as the headquarters for the library system. The library provides a general and
comprehensive collection of books, magazines, and multi-media materials for reference and public borrowing. The programs and
collections for children under age twelve are especially wide-ranging. County residents can find information on the availability and
location of books and other materials using the online catalog that is accessible onsite as well as over the Internet. People living
anywhere in the county may request a book, and it is made available to them at the nearest library building. This is made possible
through the library’s van delivery service that operates five days a week moving materials from one library to another. The library is
available 24/7 through its Internet website with the library catalog, an increasing number of licensed electronic information resources,
and organized links to the “free” Internet resources. Public computers and Internet access are provided to the public at all libraries in the
system. There is free wireless access to the Internet for people with properly equipped personal laptop computers. The library contracts
with the Mendocino County Library for bookmobile service to Sea Ranch and Stewarts Point and shares its online integrated library
catalog with Mendocino County Library and Lake County Library, on a cost-recovery contract basis, giving residents of all three
counties access to the collections and delivery of requested items. The Wine Library at the Healdsburg Regional Library has a unique
collection on the history and business of the wine industry. The library serves as the county archives, and provides a comprehensive
collection in Sonoma County history and genealogy and provides access to state and federal information and publications.
Funding Sources
County of Sonoma
FY 2011-2012 Adopted Budget
Property Taxes
Investment Revenue
Fines, Fees & Miscellaneous
Intergovernmental - State &
Counties
Use of Fund Balance
213
Funding Uses
Library Facilities
Salaries & Benefits
Library Materials
Other Operating
Capital Outlay & Contingency
Other County Services

FY 10-11 ACCOMPLISHMENTS
• Adopted budget policies to guide the process and
communicate the Library’s approach to the loss of
revenue to stakeholders.
• Completed projects in Cloverdale, Northwest,
Healdsburg, and Guerneville libraries which applied
tags and branch stickers to materials to streamline
workflow, allow for inventory control, support
improved security, and support self checkout.
• Developed a prototype for on-line work orders that is
ready to be tested. Also participated in the vendor
demonstrations for the County of Sonoma’s new
financial system.
• Continued work to develop a comprehensive, readily
available set of policy and procedures; evaluated
circulation policies and changed the DVD loan period as
a result; adopted a Fund Balance Policy; adopted the
Collection Management Policy, and began work on the
Employer/Employee Relations Policy and Regulations.
• Improved the Library’s information technology systems
and services by a migrating to a Microsoft network
environment and began developing options and cost
information for replacement of the telephone system.
• Continued working with cities on updating the
appearance of each facility. The City of Sonoma is
funding the renovation of the Sonoma library. Efforts
are underway to find a temporary location to house the
library during construction. Agreements with architects
are being executed for the Sebastopol and Petaluma
Libraries.
County of Sonoma
FY 2011-2012 Adopted Budget
214
FY 11-12 OBJECTIVES
LIBRARY
Sandra M. Cooper, Director
• Develop and implement plans to manage financial
resources effectively to deal with long-term projected
revenue decreases over the next few years by identifying
cost savings measures.
• Continue efforts to streamline materials handling
processes by reconfiguring the staff workspace and
switchboard area at the Central Library.
• Improve collection and information resources to make the
best use of available resources while meeting the public’s
needs.
• Use management software to streamline work processes
and reduce workload by initiating a web-based system to
manage facilities work orders.
• Continue developing a comprehensive, readily available
set of policy and procedures including: Fund Accounting,
Injury & Illness Prevention, Workplace Security, Family
& Medical Leave Act, Employer/Employee Relations
Resolution, Performance Management, Use of Information
Technology, Unattended Children, Public Internet, Public
Computer Use, Meeting Room Policy, and Policy on
Serving Alcohol.
• Continue to work with cities to remodel libraries to
support the new service model, integrate self-check
technology and update the appearance of each facility; for
Sonoma Valley Library continue to participate in design
and construction and complete planning, implementation
and move into temporary quarters by August 5, 2011.
Other County Services

FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
LIBRARY
Sandra M. Cooper, Director
Budget Division/Fund Adopted Recommended Change
Library-JPA Operating Fund
Expenditures 16,008,029 15,872,358 (0.8)
Revenues & Reimbursements
15,249,447 14,743,426 (3.3)
Net Cost/Use of Fund Balance
758,582 1,128,932 48.8
Capital Equipment Fund
Expenditures 260,000 515,000 98.1
Revenues & Reimbursements 0 0 0
Net Cost/Use of Fund Balance 260,000 515,000 98.1
Gifts and Donations - Special Revenue Fund
Expenditures 185,000 135,000 (27.0)
Revenues & Reimbursements
185,100 156,600 (15.4)
Net Cost/Use of Fund Balance
(100) (21,600) (215.0)
Library & Branch Projects - Special Revenue Fund
Expenditures 256,000 311,000 21.5
Revenues & Reimbursements 138,050 190,200 37.8
Net Cost/Use of Fund Balance 117,950 120,800 2.4
Cromwell Equest - Special Revenue Fund
Expenditures 25,000 25,000 0
Revenues & Reimbursements
5,300 5,000 (5.7)
Net Cost/Use of Fund Balance
19,700 20,000 1.5
Wine Library - Special Revenue Fund
Expenditures 40,400 30,400 (24.8)
Revenues & Reimbursements 20,400 23,250 14.0
Net Cost/Use of Fund Balance 20,000 7,150 (64.3)
Total Expenditures 16,774,429 16,888,758 0.7
Total Revenues & Reimbursements
Total Net Cost/Use of Fund Balance
County of Sonoma
FY 2011-2012 Adopted Budget
STAFFING SUMMARY
15,598,297 15,118,476 (3.1)
1,176,132 1,770,282 50.5
FY 10-11 FY 11-12 FTE %
Staffing Adopted Recommended Change Change
Total Positions 138.32 138.32 0 0
215
Other County Services

RECOMMENDED BUDGET
Core Services Maintained
WORKLOAD SUMMARY
FY 09-10 FY 10-11 FY 11-12
Workload Indicators Actual Estimated Recommended
Items Added & Processed 66,323 69,639 71,728
Reference Questions Handled 236,087 247,891 255,328
Items Checked Out 3,495,476 3,670,250 3,780,357
Items Checked Out per FTE 25,271 26,534 27,331
Requests Filled 661,321 694,387 715,219
LIBRARY
Sandra M. Cooper, Director
• The Library core services include providing access to comprehensive collection of books, magazines and multi-media materials for
reference and to borrow. The library catalog is available on-line 24 hours each day.
Fiscal Issues
• Funding sources for library operations include property tax, state tax and grants and donations. Overall revenues are expected to
decrease by over 3% while the cost of doing business is expected to remain flat compared to the FY 10-11 adopted budget.
• The budget includes a $513,966 or 4.6% increase in Salaries and Benefits (compared to the midyear adjusted budget) due to
reinstatement of wages for 4.5 furlough days, discontinuing the delay of step increases and an increase in the employer retirement
rate, offset by a decrease of $9,783 (.2%) in services and supplies.
• In FY 07-08, a capital project to add self-check equipment and remodel the Sonoma, Rohnert Park, Petaluma, Sebastopol, and Central
branches was approved by the Sonoma County Library Commission and by the Board of Supervisor’s. The project will continue in
FY 11-12 in addition to other branch facility improvement projects including: Building Improvements, $300,000; Equipment,
$100,000; Computer Equipment, $85,000; and Furniture and Fixtures, $30,000; all funded through the capital reserve.
• Total beginning FY 11-12 fund balance (excluding special revenue funds) is projected to be approximately $5.5 million. When the
budgeted revenues and expenditures are accounted for, the ending fund balance is estimated at $3.8 million. The undesignated “rainy
day” portion of the total fund balance will remain at approximately $2.0 million, which meets the Library Commission’s adopted fund
balance policy of either $1.5 million or 12.5% of annual operating expenditures (12.5% will equal $2.0 million in FY 11-12),
whichever is greater.
• At the March 7, 2011 Commission meeting, a proposed FY 2011-12 budget was approved. However, the Library Commission has
recommended approximately $900,000 in savings be found and implemented to attain a zero use of fund balance. Based on the
Library's Interim Budget Policies for FY 2011-12, "Annual budgets must be created with long-term sustainability in-mind, and
operating expenditures will not be increased to the point that the Library becomes overly reliant on reserves or unreliable one-time
revenue." The Library will pursue opportunities for expenditure savings and bring budget adjustments to the Board of Supervisors for
approval in late summer. The Library’s contract with SEIU expires on June 30, so the results of those negotiations will have a major
impact on the final budget.
• The Library Commission acknowledges that this budget is preliminary. The library presented a series of options to the union
including reduction in service hours to reduce cost of extra help by one-third and reduce non-personnel operating costs; long-term
reductions in the cost of benefits; and short-term cost reductions in the form of furloughs and step-increase delays.
• Due to the timing of employee negotiations, the library budget comparison on the previous page does not reflect budget adjustments
based on negotiated agreements and other revenue changes. The following table shows the actual budget for FY 08-09 and 09-10, the
adopted and revised budget for FY 10-11 and the requested budget for FY11-12.
County of Sonoma
FY 2011-2012 Adopted Budget
216
Other County Services

Category
Expenditures
Special Revenue Funds
Revenues
Use of Fund Balance
Operating Subtotal
Capital Subtotal
Library JPA - Operating and Capital Funds
FY 10-11
FY 08-09 FY 09-10 Adopted
Actual Actual Budget
17,384,078
16,299,159
1,084,919
400,525
684,394
16,185,145
15,769,791
415,354
245,266
170,088
16,268,029
15,249,447
1,018,582
758,582
260,000
FY 10-11
Revised
Budget
15,845,550
15,152,550
693,000
153,000
540,000
LIBRARY
Sandra M. Cooper, Director
FY 11-12
Requested
Budget
16,387,358
14,743,426
1,643,932
1,128,932
515,000
• The Sonoma County Library created special revenue funds over the years for specific purposes, and generally receives revenues from
donations, gifts, and interest earnings. This year’s budget includes expenditures for various activities including facilities, programs,
and staff development. The details of these expenditures are highlighted below:
o The Gifts and Donations Special Revenue Fund includes activity for the Santa Rosa Friends, facilities and special
collections, the Sebastopol Friends, the Petaluma History Room, the Sonoma Branch gifts, the Miller gifts, the John
Thomas Smith gift, the Central Branch building funds, special projects, and any other miscellaneous gifts. In FY 11-12,
expenditures related to equipment, special departmental supplies, the Summer Reading Program and other library
programs, books/materials, and facilities improvements total $135,000. Revenue from interest and donations equals
$156,600. An estimated $934,514 will remain in fund balance at the end of FY 11-12.
o The Library and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Arnoldo Fund,
Sadowsky Fund, Cogsdell Fund, Petaluma Building Fund, Buffum Fund, Hopkins Fund, Crider Fund, Matz Fund, Nobles
Fund, Harris Fund, and Curtis Fund. In FY 11-12, expenditures include staff development from the Sadowsky Fund, and
books/materials and facilities improvements from the other funds, all totaling $311,000. Revenue from interest and
donations equal $190,200. An estimated $1,713,420 will remain in fund balance at the end of FY 11-12.
o The Cromwell Bequest, established in 1987, is a major endowment for the Petaluma Library. The funds are to be used for
substantial enrichment and/or enhancement of the Petaluma Library in the areas of facilities, collections, and services. A
contribution from this bequest will be evaluated as a potential source of partial funding for the self-check project and
facility improvement projects, mentioned previously. In FY 11-12, expenditures include Library equipment and
furniture/fixtures for a total of $25,000. Revenue from interest equals $5,000. An estimated $682,374 will remain in fund
balance at the end of FY 11-12.
o The Wine Library Special Revenue Fund is primarily used to report expenditures for the Wine Library, a joint
public/private partnership, providing business and technical information to the wine industry. The library provides space,
utilities, support, and staff. Partners in the wine industry provide funds for books, periodicals, supplies, and resources for
the Wine On-Line project. In FY 11-12, expenditures include office supplies, professional services, equipment, and
books/materials for a total $30,400. Revenue from interest and donations equals $23,250. An estimated $6,850 will remain
in fund balance at the end of FY 11-12.
Services Eliminated or Reduced
• The adopted budget does not reflect elimination or reduction of services. The library will continue to review operational changes and
negotiate with staff and will bring necessary changes to the Board in September.
Strategic Plan Focus
• The Library’s mission and services aligns with the County’s strategic plan focus area of investing in the future by providing
educational materials to the general public and children and families.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2011-2012 Adopted Budget
217
Other County Services

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
218
LIBRARY
Sandra M. Cooper, Director
Other County Services

MISSION STATEMENT
Promote and protect agricultural and social values; enrich educational,
cultural, and recreational well-being; and contribute to the economic
development of our service area by utilizing the fairgrounds for attractive
and financially responsible programs and events on a year-round basis.
DEPARTMENTAL DESCRIPTION
FAIRGROUNDS
Tawny Tesconi, Fair Manager
The Sonoma County Fair and Exposition, Inc., under an agreement with the
County of Sonoma, acts as the county’s agent with regard to operation of
% Funded by Local Discretionary Funds 0%
the county fair and the year-round management of the fairgrounds. The fair is budgeted on a calendar year basis and is accounted for as
an enterprise fund. Reimbursements to the county for support services provided to the fair are received through the Non-Departmental
revenue budget. The agreement between the county and the fair includes the following:
• The Sonoma County Board of Supervisors appoints fair directors.
• The Sonoma County Board of Supervisors approves all fair budgets.
• All assets, liabilities, and net revenues of the fair belong to the county.
• All permanent employees of the fair are employees of the county.
Budget at a Glance:
Total Expenditures $10,838,380
Total Revenues $10,377,710
Total Net Cost/Use of Fund Balance $460,670
Total Staff 36.75
The Sonoma County Board of Supervisors approved the fair budget for calendar year 2011 on December 14, 2010.
Funding Sources County Fair
County of Sonoma
FY 2011-2012 Adopted Budget
Interim Events
Golf Course
Satellite Wagering
Harvest Fair
Horse Racing
Other
219
Funding Uses County Fair
Interim Events
Golf Course
Satellite Wagering
Horse Racing
Advertising & Publicity
Other County Services

FY 10-11 ACCOMPLISHMENTS
• Through an aggressive competitive bidding process, the
Sonoma County Fair (SCF) continues to see savings in
expenses and increased profits in revenue related
contracts.
• An increase of $1 in daily parking fees for fair and nonfair
events that more closely follow industry standards
has been implemented successfully.
• In-house management of fair ATM service has resulted in
increased revenues.
• An agreement with Rick Bartalini Presents has been
executed allowing for additional large scale public events
at the fairgrounds.
• Energy Efficiency grants for lighting has been awarded to
the department resulting in reduced electrical fees.
• Completed and fully executed an agreement with
Newman Development for storm water improvements in
the Bennett Valley parking lot.
• In response to the economic slump, a discount fair
admission programs was implemented to offer ways for
the fair to be affordable for the community.
County of Sonoma
FY 2011-2012 Adopted Budget
220
FY 11-12 OBJECTIVES
FAIRGROUNDS
Tawny Tesconi, Fair Manager
• Host multiple special events, activities and exhibits
commemorating the 75 th anniversary of the Sonoma County
Fair including a special Hall of Flowers retrospective, with
professional gardeners recreating themes from the past 25
years and a museum of fair history and old photos, a special
exhibit celebrating the 200 th anniversary of fairs in America,
a special 75 th Golden Gate Bridge Anniversary exhibit, and
on August 7 , 2011 a cattle drive is planned through Santa
Rosa.
• Complete the Brookwood Parking Lot storm water
improvement project funded through SCTA by June 2011.
• Explore the feasibility of golf contracting with a course
management service for the operations of the fair golf
course.
• Apply for grant funding from California Authority Racing
Fairs (CARF) to research increased profitability from the
Jockey Club.
• Develop a marketing plan to attract more public events and
consumer shows to the fairgrounds.
• Evaluate the potential attributes of establishing a charitable
foundation to support fair activities.
• Collaborate with other organizations to research bonds or
other funding mechanisms to do community benefit facility
improvements.
• Perform an energy audit to determine if additional upgrades
can be effectively made that result in cost savings.
• Develop a business plan to determine if the SCF should
consider producing its own consumer shows.
Other County Services

FINANCIAL SUMMARY
FAIRGROUNDS
Tawny Tesconi, Fair Manager
2010 2011 %
Budget Division/Fund Adopted Adopted Change
Fairgrounds - Special Fund Operations
Expenditures 8,605,778 9,495,600 10.3
Revenues & Reimbursements 8,648,401 9,495,700 9.8
Net Cost (42,623) (100) 99.8
Fairgrounds - Special Fund Capital
Expenditures 1,530,989 1,342,780 (12.3)
Revenues & Reimbursements
1,031,067 882,010 (14.5)
Net Cost
499,922 460,770 (7.8)
Total Expenditures 10,136,767 10,838,380 6.9
Total Revenues & Reimbursement
Total Net Cost
STAFFING SUMMARY
9,679,468 10,377,710 7.2
457,299 460,670 0.7
2010 2011 FTE %
Staffing Adopted Recommended Change Change
Permanent Positions 37.75
36.75
WORKLOAD SUMMARY
(1.00) (2.6)
Calendar Year Calendar Year Calendar Year
2009 2010 2011
Workload Indicators Actual Estimated Recommended
Total Fair Attendance 273,272 270,245 300,000
Youth/Adults Entering Competitive Exhibits 5,500 5,100 5,100
Junior Livestock Exhibitors 936 1,105 1,105
Harvest Fair Attendance
Events not Sponsored by the Fair
26,447 26,023 28,000
Number of event days 200 190 200
Estimated attendance 966,451 704,342 750,000
ADOPTED BUDGET
The fair budget was adopted by the Board of Supervisors on December 14, 2010. The budget does not reflect any changes based on state
budget discussions. Currently, legislators are proposing elimination of all funding to California’s fairs. If this should happen, the Sonoma
County Fair will lose approximately $225,000 annually designated for capital improvements, supplemental race purses and
unemployment insurance reimbursements.
Core Services Maintained
The SCF will continue production of a quality annual fair that promotes agriculture and showcases the talents of our citizens.
The continued success of live horse racing promotes the horse industry and maintains a cherished local tradition.
County of Sonoma
FY 2011-2012 Adopted Budget
221
Other County Services

FAIRGROUNDS
Tawny Tesconi, Fair Manager
The budget continues funding for improvements and maintenance of the 180 acre facility for use by the community and outside
promoters for various non-fair events and activities as well as use for declared state or county emergencies.
The budget will also maintain the golf course, RV Park and Satellite Wagering Facility all of which enhance the quality of life in
Sonoma County and promote the tourism industry.
Fair Financial and Operating Budget
The SCF budget is comprised of operating and non-operating components. The operating budget reflects revenues and expenditures
associated with day-to-day operations of the fairgrounds including the annual fair and other year-round events. The non-operating or
capital budget reflects all other expenditures associated with capital investments. The net cost for both of these components is supported
by the use of reserves.
• In 2011 there will be four additional days of racing, which enables the fair to offer the community more weekend days of fair. The
proposed increase will result in four additional days including one additional weekend and will have all fifteen days of racing coincide
with the overall fair experience. To maximize revenues and to minimize overtime for the organization and fair partners, the Fair will
be closed on Mondays. The 2011 Fair will be held from July 27 through August 14, and closed August 1 st & August 8 th . Revenue and
expense accounts have been adjusted accordingly, although revenue accounts were adjusted to assume a 16% decrease in per day
attendance to recognize that some people will just shift the day that they attend the fair. Calculations show that the fair will realize an
increase of approximately $120,000 in revenues over expenditures by implementing these changes.
• The SCF is in the process of refinancing the Photovoltaic note because the short term bridge loan (at approximately 2.4%) has been
transferred by California Construction Authority (CCA) to a less desirable loan with an interest rate of 7.3%. Fair staff is working
closely with the Auditor’s Office to refinance this loan independent of the other fairs that are part of this obligation. The 2011 budget
assumes an estimated interest rate of 5%.
• The Budget includes the addition of one FTE, the Deputy Fair Manager position effective March 1, 2011. The structure which
includes a deputy fair manager position is consistent with 27 other fairs in the state. The Deputy Fair Manager will be responsible for
growing the fair sales and interim rental business to increase revenues. Two positions were eliminated; a maintenance worker and
simulcast attendant in order to balance operating expenditures with revenues.
COMPARATIVE INCOME STATEMENT & WORKING CAPITAL
2008-2011
2008 2009 2010 2011
Description Actual Actual Actual Budget
Operating Revenues 8,728,164 8,623,217 9,081,358 9,495,700
Operating Expenses
9,246,482 8,605,090 9,167,644 9,495,600
Net Operating Income (Loss)
Plus: Non-Operating Revenues
(518,318) 18,127 (86,286) 100
119,334 20,998 319,231 882,010
Net Income (Loss)
(398,984) 39,125 232,945 882,110
Loan Payment (For Turf Track) (147,681) (147,681) (151,522) (165,000)
State Loan (For Photovoltaic System)
Racing Shortfall
(86,763) (175,747) (178,879) (175,000)
Capital Expenditures (51,727) (59,987) (389,786) (1,002,780)
Net Change in Working Capital
(Fund Balance)
County of Sonoma
FY 2011-2012 Adopted Budget
(685,155) (344,291) (487,242) (460,670)
222
Other County Services

Beginning Fund Balance
PROJECTED FUND BALANCE
FAIRGROUNDS
Tawny Tesconi, Fair Manager
2010 2011 2012 2013 2014
Actual Projected Projected Projected Projected
4,172,840 3,685,598 3,227,238 2,881,923 2,578,627
Total Operating Revenue 9,081,358 9,495,700 9,550,000 9,600,000 9,700,000
Total Operating Expense (9,167,644) (9,495,600) (9,500,000) (9,500,000) (9,500,000)
Net Gain (Loss) (86,286) 100 50,000 100,000 200,000
Less Debt Service - Turf Track (principle only) (151,522) (155,462) (159,505) (163,653) (167,947) *
Less Debt Service - Photovoltaic (principle only) (178,879) (182,228) (185,810) (189,643) (193,741)
Less Capital Projects and Equipment (389,786) (1,002,780) (50,000) (50,000) (50,000)
Capital Contributions from Outside Sources
319,231 882,010
Ending Fund Balance
3,685,598 3,227,238 2,881,923 2,578,627 2,366,939
*The final payment for the Turf Track loan is scheduled for November 2014. Assuming a net operating gain of $200,000 going forward, the
ending fund balance for 2015 is projected at $2,323,200.
Services Eliminated or Reduced
• In an effort to increase revenue support of operations and reduce use of reserves, a new rental pricing structure has been implemented
that provides cost recovery through increased rental rates and a reduction in complimentary or discounted use of the grounds.
Strategic Plan Focus
• Continued effort toward increasing the non-fair use of the fairgrounds through outside promoters or department-produced public
events to maximize revenues will be used for capital improvements that will enhance the quality of our facility and reduce our carbon
footprint which aligns with the county’s strategic plan focus area of Economic and Environmental Stewardship.
• The Annual Fair provides youth with an opportunity to showcase their particular interests in raising livestock or displaying their
artistic talents and interests, investing in the future of the youth living, growing and learning in Sonoma County.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The Sonoma County Board of Supervisors approved the fair budget for calendar year 2011 on December 14, 2010.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended.
County of Sonoma
FY 2011-2012 Adopted Budget
223
Other County Services

County of Sonoma
FY 2011-2012 Adopted Budget
224
Other County Services

PROGRAM DESCRIPTION
ADVERTISING
Veronica A. Ferguson, County Administrator
Budget at a Glance:
The Advertising Fund was established in 1973 to account for revenues
generated by the county Transient Occupancy Tax (TOT). The fund Total Expenditures $3,864,357
finances both the Economic Development Department (budgeted
separately) and the Advertising Program pursuant to Government Code Total Staff n/a
Section 26100 (as found below). Tax revenues are derived from a nine
percent tax on the rental of hotel, motel, inn beds, and campgrounds in the
unincorporated (non-city) areas. Revenues derived from this tax are subject
to the Proposition 4 limit.
% Funded by Local Discretionary Funds 100%
The recommended budget reflects the continuation of the Board of Supervisor’s policy that 75% of the tax proceeds be allocated to the
Advertising Fund and 25% of the proceeds be allocated to the county General Fund. The projects and activities in this budget are
financed from the Advertising Fund’s share of Transient Occupancy Taxes. No staff is allocated to this budget.
Funding Sources 1
Budget Division/Fund
Transient Occupancy Tax
(TOT)
Use of Retained Earnings
FINANCIAL SUMMARY
Funding Uses Agricultural Promotion
FY 10-11
Adopted
FY 11-12
Recommended
Historical Organization
Cultural & Art Events
Regional Parks
Affordable Housing
Chambers of Commerce
Collections & Admin
%
Change
Special Revenue Fund - Advertising
Expenditures 3,698,912 3,864,357 4.5
Revenues & Reimbursements 1
0 0 0.0
Net Cost 3,698,912 3,864,357 4.5
1 Sources recorded in the Non-Departmental Budget under Administrative Support & Fiscal Services. TOT sources also finance the net
cost for the Economic Development Department budget included under the Development Services Tab.
County of Sonoma
FY 2011-2012 Adopted Budget
225
Other County Services

RECOMMENDED BUDGET
ADVERTISING
Veronica A. Ferguson, County Administrator
The FY 11-12 recommended budget is $3.8 million and it represents a 4.5% expenditure increase mainly due to new one-time
designations, such as $110,000 to finance the Veterans Buildings Transition project, and $100,000 to expand Vacation Rental zoning
and Transient Occupancy Tax registration compliance. Offsetting the increases is a $60,000 reduction to the Sonoma County Library
representing last year’s one-time augmentation to support a grant funded project to digitize portions of the Wine Library for online
accessibility to promote county tourism and culture.
Core Services
• The FY 11-12 recommended appropriations, if approved, will continue to support the following: (a) $2.1 million to Regional Parks to
finance departmental baseline expenses, (b) $645,000 for current Advertising program participants (see Allocations and Reserves on
next page), and (c) $100,000 one-time support for Permit & Resource Management Department Housing Element implementation.
• The $2.1 million recommended appropriation for Regional Parks will partially finance baseline operations and maintenance. The
recommended allocation does not include additional support for new parks operations and maintenance, as no new facilities are
programmed to be opened in the new year. In addition, the FY 11-12 recommendation continues $25,000 restored by the Board of
Supervisors in FY 10-11for the continuation of Becoming Independent contract, which provides opportunity to members of our
community with developmental challenges to learn basic job skills. Lastly, as and mentioned before, the new year contribution
includes $110,000 of one-time funds to finance the cost of the Veterans Buildings Transition project.
• According to travel industry reports each year Sonoma County hosts more than 7 million domestic and international visitors. These
visitors contribute more than $1.2 billion in 2009 to the area's economy. The tourism industry supports more than 16,000 jobs, and
brings in more than $80 million in taxes. The recommended budget follows the county’s goal to support the Tourism industry by
granting funds to small and large events and cultural organizations. Funds awarded in FY 11-12 intend to help non-profit
organizations cover the cost of advertising materials and promotion efforts.
• Since FY 01-02, the Board of Supervisors has also approved an economic uncertainty reserve (EUR) in the event that TOT revenues
fell significantly short of projections, with the goal being to set aside 5% of the estimated revenues for this reserve. The current EUR
of $313,600 meets this goal. In addition, staff is recommending to release the $149,975 reserve set aside in FY 05-06 for Parks
operations and maintenance, for the most part, to finance the Veterans Buildings Transition project (as mentioned above).
Strategic Plan Focus Areas
• During Final Budget hearings the Board will also consider for final approval the following new funding recommendations: (a)
$35,900 increase to Category H – Major County Events & Cultural Organizations total funding cap; and (b) $350,000 to finance the
Board’s Economic Development Ad-Hoc recommendations to invest on projects that will invigorate the county’s economy.
• Funding recommendations depict the county’s economic development stewardship by reinvesting into projects and initiatives that
strengthen major county industries, such as Tourism and Agriculture.
• In addition, support provided for the implementation on the General Plan’s Housing Element demonstrates the county’s goal of
investing in the future by assuring our citizens have viable housing options
• Looking forward, the Board will be afforded the opportunity to revisit future investments through a competitive FY 12-13 funding
request where all current and potential new applicants will submit a new application. FY 12-13 solicitation period will begin by
winter 2012.
County of Sonoma
FY 2011-2012 Adopted Budget
226
Other County Services

Category Description
A
C
D
E
F
G
H
ADVERTISING FUND ALLOCATIONS
ADVERTISING
Veronica A. Ferguson, County Administrator
FY 10-11
Estimate
FY 11-12
Recommended
Dollar
Change
Chambers of Commerce 27,500 27,500 -
Agricultural Promotion 153,000 153,000 -
Historical Groups 44,500 44,500 -
Cultural & Community 12,060 12,060 -
County Wide Events 5,400 5,400 -
Cultural Organizations 9,000 9,000 -
Major County Events & Org 295,578
350,020 54,442
103,540
43,540 (60,000)
J Departmental Activities
Advertisers Sub-total 650,578
645,020
(5,558)
Regional Parks
2,226,846
2,281,768 54,922
PRMD - Housing Element Project
100,000
100,000 (See Note 2)
Affordable Housing Set Aside 15,000 226,706 211,706
ED Initiatives 235,000 - (235,000)
County Program Sub-Total 2,576,846 2,608,474 31,628
CAO
51,514
52,544 1,030
ACTTC Collection
130,819
130,819
-
ACTTC Audit 200,000 200,000 -
Consultant 100,000 50,000 (50,000)
Legal Services 37,500
77,500 40,000
VRBO Program
-
100,000 100,000
Program Admin Sub-total
TOTAL EXPENSES
Budget Hearings Supplemental Budget
519,833
610,863
91,030
3,747,257 3,864,357 117,100
2 $350,000 estimated funding for Economic Development initiatives will be considered as part of the
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Gross Revenue and
Expenditures Reimbursements Net Cost
Wednesday Night Market and Sonoma City Opera did not request FY (3,330) 149,975 (153,305)
11-12 Advertising & Promotions funds (-$3,330). Existing reserve for
Regional Parks Operations & Maintenance is being released to partially
finance the operational cost for certain Veterans Building until the
Veterans Building Transition project is completed ($149,975). FY 11-
12 Regional Parks Recommended Budget includes expenditure
appropriations for this purpose.
County of Sonoma
FY 2011-2012 Adopted Budget
227
Other County Services

Budget Hearings Actions
Establish a new category of spending called Tourist Safety &
Community Impacts, and designate one-time funds for: (1) $100,000
for PRMD to o contract with the Sonoma Valley Visitor’s Bureau
(SVVB) in the development and implementation of tools and measures
that mitigate community impacts, and increase communications with
residents. The scope of the engagement with SVVB will include the
development of a pilot program for coordinating special events in the
Sonoma Valley (e.g., winery events), or other measures that will both
support the County’s vital agricultural and tourism economies while
lessening community impacts; and (2) $100,000 for Bodega Bay Fire
District to provide financial assistance for emergency response
associated with tourists. To finance the new expense cancel out
contingencies ($50,000), and Contract Services ($50,000); and adjust
down Affordable Housing ($100,000).
County of Sonoma
FY 2011-2012 Adopted Budget
228
ADVERTISING
Veronica A. Ferguson, County Administrator
Gross
Expenditures
Revenue and
Reimbursements Net Cost
0 0 0
Other County Services

CAPITAL PROJECTS
Gross
Revenue/
Appropriations Reimbursements Net Cost
Capital Projects 33,951,283 33,635,388 315,895
Justice Services
17%
Administrative
Support & Fiscal
Services
13%
County of Sonoma
FY 2011-2012 Adopted Budget
Other County
Services
7%
229
Capital Projects
3%
Development
Services
35%
Health & Human
Services
25%
Capital Projects

County of Sonoma
FY 2011-2012 Adopted Budget
230
Capital Projects

DEPARTMENTAL DESCRIPTION
CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
Budget at a Glance:
The Capital Projects budget contains financing (exclusive of enterprise
funds, road funds, and special funds) for capital projects, which by Total Expenditures $32,123,825
definition cost $25,000 or more and either add value or prevent impairment
to a capital asset.
Total Revenues $31,807,930
Capital budgets may distinguish major repair and replacement projects from Total Net Cost $315,895
improvements in order to highlight projects to maintain facilities’
functionality. Such repairs and replacements “sustain” existing facilities Total Staffing n/a
and major facility equipment that have otherwise reached or exceeded their % Funded by Local Discretionary Funds 22%
functional life span, and may include re-roofing, replacement of equipment,
and road and parking lot repaving projects. They keep facilities operational,
and are part of the cost of ownership. Repairs and replacements of $25,000 or more that add value are capitalized; those that only
preserve value are expensed as maintenance. Other projects may be classified as improvements if they add new use, capacity or life to a
facility, or avoid impairment, such as a major building addition, a remodel, changes to comply with the Americans with Disabilities Act
(A.D.A.), or the construction of a new building. When the value is $25,000 or more, these projects are also capitalized. As accounting
practices have evolved, it has also become acceptable to simply list all qualifying capital projects together. This year’s General Services
Department project list reflects this approach, while other departments may continue to differentiate major repairs and replacements
from improvements.
Generally, changes in facility operating costs resulting from capital projects are detailed in the associated operating department’s budget
when those changes will be experienced by the occupying department.
Capital projects are included in the Five-Year Capital Project Plan, usually presented to the Board of Supervisors in the spring/summer
of each year. The Capital Project Plan is a planning tool, and does not commit the Board of Supervisors to specific expenditures or
projects. The recommended Capital Projects budget includes new projects and previously identified projects that are scheduled for
implementation within the resources available in the current year, and includes projects funded by the General Fund, and Regional
Parks’ budget.
In addition to the narrative, this document contains the FY 11-12 Capital Project Financing Table composed of a complete listing of
recommended improvement, repair and replacement projects; a funding source recap; and brief descriptions of new proposed capital
projects and on-going work included in the FY 11-12 budget, as well as a list of completed capital projects.
Funding Sources General Fund
County of Sonoma
FY 2011-2012 Adopted Budget
Tobacco Securitization
Justice/Courthouse Const.
Park Mitigation Fees
Transportation Tax
State/Federal
Long Term Debt
Other
231
Funding Uses
County Administration Center
Adult Detention Facilities
Chanate & Health Services
Los Guilicos & Juvenil Detention
Veterans/Community Service
Bldgs.
Other Facilities
ISD Communications Projects
Regional Parks
Capital Projects

STAFFING SUMMARY
CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 10-11 FY 11-12 %
Capital Projects - County Adopted Recommended Change
General Government
Expenditures 34,746,174 22,235,351 (36.0)
Revenues & Reimbursements
32,724,269 19,597,746 (40.1)
Net Cost
2,021,905 2,637,605 30.5
Regional Parks
Expenditures 8,585,249 9,888,474 15.2
Revenues & Reimbursements 7,703,913 12,210,184 58.5
Net Cost 881,336 (2,321,710) (363.4)
Total Expenditures 43,331,423 32,123,825 (25.9)
Total Revenues & Reimbursement
Total Net Cost
No staff is allocated to this department.
RECOMMENDED BUDGET
40,428,182 31,807,930 (21.3)
2,903,241 315,895 (89.1)
The recommended budget of $32.2 million includes 143 capital projects (95 General Government and 48 Regional Parks). Project
appropriations fall into the following categories: General Government repair/replacement and improvement projects $22.2 million and
Regional Parks $9.9 million.
General Government
• The General Fund capital project budget target for FY 11-12 is $3.9 million for general government projects, of which $1,391,000 is
being appropriated directly into the Information Systems Department’s budget specifically for equipment investments in the county’s
radio system, and $580,000 is not programmed into the recommended budget as one of the county’s reduction measures. An
additional $2 million is allocated specifically for as a 3 rd year funding for A.D.A. Transition Plan projects. A brief summary of project
types follows:
Projects that add value to capital assets: These projects address a range of needed improvements, including seismic performance,
space reorganization or expansion, preparing for new programs and removing physical barriers. Example projects this year include
Data Processing Building - Seismic Retrofit; La Plaza A & B Space Reorganization; Community Corrections Center Pilot Project;
A.D.A. Barrier Removal.
Projects that protect the value of existing assets and systems: Several projects focus on critical sustainment of operations and
protection of existing asset value, including the County Administration Center Repairs to 12kV Switchgear, mechanical ventilation
at the Main Adult Detention Facility – M.A.D.F. Air Flow Upgrades, and the Hall of Justice South Elevator Repairs. Funds are also
identified for various necessary sustainment and repair tasks at the Juvenile Justice Center, Spud Point, and the Veterans Memorial
Halls.
Communications Projects: Projects include F.C.C.-mandated narrow-banding Infrastructure Improvement - UHF and VHF, Radio
Communications - Coastal and Southern Area site selection for new radio towers, County Microwave System radio communication
processing equipment to be installed at various remote communications sites, and upgrades to Sheriff Dispatch Audio Console System
infrastructure. These projects help sustain and improve critical public safety communications.
Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. Near
term opportunities to achieve greater space and asset utilization efficiencies will be pursued via the Furniture Management Program
(which in turn links to more efficient space standards now in development) and Departmental Space Planning for anticipated
departmental space consolidations due to staff reductions. Medium-to-long term efforts include detention-related planning to position
facilities for additional capacity including the Central Kitchen Facility Study, which is a first step towards subsequent projects that
will increase jail capacity while providing additional operational benefits. The New State Court House Coordination Support and the
County of Sonoma
FY 2011-2012 Adopted Budget
232
Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
Inmate Transfer Connection between M.A.D.F. & Court House projects anticipate new State court house construction at the County
Administration Center, beginning in 2013, while Comprehensive County Facilities Plan (C.C.F.P.) Implementation initiates sitespecific
entitlement and project planning for re-development and/or disposal of underutilized but valuable County lands.
Regional Parks
• The proposed Regional Parks Capital Projects budget includes $9.9 million in F.Y. 11-12 appropriations. Major sources of funding
are $5.2 million in local, state, and federal grant funding, $1 million of Transportation Tax, $77,800 in park mitigation fees, $750,000
in Regional Parks Foundation funds, $500,000 from the City of Santa Rosa, $285,000 from Tidelands Lease Fund, $252,000
rebudgeted Tobacco Endowment funds, and $1.8 million from the Open Space District. No General Funds are used for Regional
Parks capital projects. On-going operations costs associated with these projects are included in the Regional Parks budget.
• Regional Parks projects proposed for F.Y.11-12 are summarized below:
Access Projects: Bodega Bay Trail, Sea Ranch Trail and Coastal Access, West County Trail, Hood Mountain – Bay Area Ridge
Trail, Laguna de Santa Rosa Trail, Copeland Creek Trail, Central Sonoma Valley Trail, and North Slope Sonoma Mountain Trail,
Sonoma Schellville Trail, and Healdsburg Beach ADA improvements.
New Park Acquisition and Development: Hood Mountain Expansion, Mark West Creek (McCullough and Cresta), Taylor
Mountain, and Tolay Lake Regional Park.
Park and Planning and Development Projects: Doran Park Boat Launch and ADA Improvements, Westside Park Boat Launch
Improvements, Watson School Restoration, Healdsburg Dam Spillway, Healdsburg Ridge consulting services, Riverfront Park Phase
3, Guerneville River Park Phase 2, Arnold Field Improvements, Sonoma Valley Regional Park expansion, and FEMA/OES Storm
Damage Projects.
Strategic Plan Focus Areas
Investment in the Future
• The County owns a large inventory of facilities used for general government programs and services. Many of these buildings were
constructed before 1970 and are reaching the end of their useful lives. Department space is often inefficient and splintered among
several locations. County programs and services are not always strategically located for public access or optimum customer service.
At the same time, County real estate assets, which tend to be underdeveloped, are valuable because of their size and location. The
Strategic Plan recognizes these challenges and opportunities, and concludes that the County must Invest in the Future, and plan,
procure, operate, maintain, and manage Sonoma County’s facilities and real estate assets at their highest and best use, such that they
provide the best value to the County. One strategic implementation project nearing completion is the Comprehensive County
Facilities Plan (C.C.F.P.) which is intended to help meet these goals. The C.C.F.P. is evaluating County facilities and service delivery
needs, developing a plan for how facilities can be used or reconfigured to meet these needs more efficiently and effectively, and
provide an implementation and finance plan to pay for the improvements. Concurrently, the County is evaluating adult detention
facilities and developing plans for both expansion and consolidation. Once completed, the C.C.F.P., together with the Adult Detention
Facility Plan, will provide a “road map” for future County facility development and capital improvements. In the meantime, the
Capital Projects Budget addresses the more immediate facility needs, while making use of preliminary findings from the C.C.F.P.
Civic Services & Engagement
• The State is in process of planning a new criminal court building for Sonoma County. The County desires to see the new court
building constructed at the County Administration Center (C.A.C.), located in proximity to the Main Adult Detention Facility in order
to provide secure circulation of in-custody inmates to the courts and to avoid the cost of transporting inmates should the court building
be situated elsewhere. The State has identified its preferred site at the C.A.C. and has been negotiating with the County. The County’s
costs and financing associated with the proposed court building have been preliminarily determined and certain related projects are
included in the recommended budget.
SIGNIFICANT OPERATIONAL RESULTS
Certain capital investments for FY 11-12 will result in positive operational improvements, more efficient use of resources, extension of
the useful life of existing assets, and/or enhancement of public service delivery. Some of the most notable are: The La Plaza A & B
Space Reorganization project serving as a pilot example of more efficient County space standards and Furniture Management Program,
the Community Corrections Facility Pilot Project that will positively influence inmate population and recidivism trends, the Inmate
Transfer Connection between M.A.D.F. and Courthouse developing a secure corridor connection concept saving millions of dollars
annually that would otherwise need to be spent on vehicular inmate transportation and Sheriff escort, the Central Kitchen Facility Study
leading to more cost effective, centralized cook-chill food service, and A.D.A. Barrier Removal allowing equal access to County -
provided services and programs.
County of Sonoma
FY 2011-2012 Adopted Budget
233
Capital Projects

BOARD OF SUPERVISORS’ ACTIONS
Adopted as recommended with the following changes:
Supplemental Changes
Redevelopment Improvements: Appropriate CDC Redevelopment
funds for the Roseland and Guerneville community redevelopment
projects.
APPENDIX
For additional project information, please refer to the attached documents:
• Attachment A – Significant Project Descriptions & Projects Completed
• Attachment B – FY 11-12 Capital Projects Financing Table
County of Sonoma
FY 2011-2012 Adopted Budget
CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
234
Gross
Expenditures
Revenue and
Reimbursements Net Cost
927,458 927,458 0
Capital Projects

SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A
GENERAL GOVERNMENT
NEW PROJECTS Estimated Expended FY 11-12
Index Project Title Description
Project Cost to Date Recommended
109363 La Plaza A & B Space Reconfigure existing interior tenant spaces in the 2,937,000 0 162,000
Reorganization
La Plaza buildings to accommodate aditional staff
and make more efficient use of the buildings.
112110 Community Corrections
Center Pilot Project
Scoping and preliminary design for the pilot
Community Corrections Center.
150268 Facility Planning New single index for funds for capital planning for
the following new projects: Comprehensive
County Facility Plan Implementation; electronics
upgrades and corrections planning for the Juvenile
Justice Center; departmental space planning ,
furniture management program; and M.A.D.F.
elevator condition assessment. Note: Central
kitchen facility study, inmate transfer connection
between M.A.D.F. and the courthouse and new
state courthouse coordination support to be funded
with Criminal Justice Construction Funds.
150326 ADA Barrier Removal New index for on-going physical barrier removal
per the approved County 2009 updated Americans
with Disabilities Act Transition Plan. Previous
work was funded from Human Resources
operating budget.
ON-GOING PROJECTS
109090 2755 Mendocino Ave Office
Bldg
3,395,000 0 70,000
645,000 0 645,000
0 0 2,150,000
Subtotal New Significant Projects 6,977,000 0 3,027,000
Building/Site acquisition and first floor tenant
improvements for the Family Justice Center.
109371 ADA Projects Address access barriers per the Americans with
Disabilities Act. Note: A separate capital project
was set up in 2009 (A.D.A. Barrier Removal,
Index 150326) to track updated Transition Plan
funds held by Human Resources Department for
A.D. A. projects managed by General Services and
other Departments going forward.
109587 Energy Improvements Various energy projects to meet the requirements
of the CPAP, including the Comprehensive Energy
Project (CEP), which inlcuded a 1.4 megawatt fuel
cell to generate electricity and heat. Remaining
funds to cover warranty period, fuel cell service
agreement, and other energy related work.
109611 Administration Center
Irrigation/Landscaping
Replacement of exisiting water intensive
landscaping at the County Administration Center
with xeriscaping to reduce water consumption and
to provide public education about water
conservation.
109850 370 Administration Drive Construction of tenant improvements at old
Redwood Credit Union office building for
occupany by County departments.
County of Sonoma
FY 2011-2012 Adopted Budget
235
6,356,375 5,051,081 1,305,294
5,491,154 5,102,515 388,639
23,654,076 21,446,255 2,207,821
468,174 316,524 151,650
2,840,591 894,774 1,945,817
Capital Projects

SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A
ON-GOING PROJECTS (Continued) Project Expended
FY 11-12
Index Project Title Description
Budget to Date Recommended
109983 Comprehensive County Prepare the real estate and financial plan portions 1,173,974 933,203 240,771
Facilities Plan
of the Comprehensive County Facilities Plan
(C.C.F.P.), an outgrowth of the County's Strategic
Plan. Assessment of County real estate assets,
service delivery needs and long range vision for
County service delivery are completed.
109991 Criminal Justice Expansion This project was established to: 1) remodel the
Probation offices; 2) remodel the first floor of the
Hall of Justice; 3) relocate the Law Library; 4) reroute
utilities and demolish the Old Jail; 5)
remodel the second floor of the HOJ for the
District Attorney.
111252 MADF Touchscreens Replace old graphic display panels with touch
screens for the electronic security control system
in the Main Adult Detention Facility.
111328 MADF Door Hardening Upgrade cell doors; continue installation of new
high security doors and frames at R Module cells.
Install 5 new doors and frames in each of the next
2 years.
111567 MADF F-Mod Mezzanine
Security Barrier
Add mesh barrier around perimiter of mezzanine
to maintian the safety of mental health mod
inmates
111625 MADF Fire System Upgrade Upgrade and/or replace fire alarm system
components. The existing older system that serves
the M.A.D.F. Expansion are subject to intermittent
equipment malfunctions, false alarms and
miscommunication with Central Control
112227 Adult Detention Expansion
Planning
113241 ADA Projects (Prob/Title
IV)
Carry over funding for pre-design planning of
modifications to the Main Adult Detention Facility
to meet the Sheriff's operational needs in
managing the changing inmate population.
Carry over of funding for ADA improvements at
Probation juvenile justice facilities to be used in
implementing the Transition Plan.
113308 Juvenile Hall Replacement Project is complete. Remaining funds to be used
for warranty follow up and project close out.
113498 Valley of the Moon
Children's Home Phase III
County of Sonoma
FY 2011-2012 Adopted Budget
Construction of the new Redwood Children's
Center portion of the Valley of the Moon
Children's Home. Remaining funding to provide
HVAC and water system improvements.
236
12,020,947 9,512,969 2,507,978
1,328,722 934,885 393,837
586,000 192,480 393,520
475,000 396,868 78,132
475,000 173,000 302,000
615,979 398,844 217,135
325,000 269,189 55,811
24,839,374 24,615,936 223,438
12,226,661 11,330,267 518,394
Capital Projects

SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A
ON-GOING PROJECTS (Continued) Project Expended
FY 11-12
Index Project Title Description
Budget to Date Recommended
113563 Los Guilicos Photovoltaic
System
Warranty and project close out of solar array
installation at Los Guilicos.
145177 Veterans Buildings Repairs Ongoing funding to address health, safety and
building code issues and to prevent further
deterioration at various Veterans Halls.
150532 Hazardous Materials
Management/Abatement
150573 Ground Water
Contamination
Monitoring/Remediation
Ongoing assessment and removal of hazardous
materials as needed.
On-going monitoring and reporting to Regional
Water Quality Control Board of remediation of
groundwater contaimination from old, removed
underground storage tanks.
4,358,500 4,295,989 62,511
2,645,855 1,996,191 649,664
1,263,243 915,949 347,294
606,401 484,404 121,997
150722 Human Services
Improvements
HSD tenant improvement and office move projects 2,172,617 933,609 1,239,008
150763 Orenda Center Re-roof Re-roof with 20 year cool roof 417,000.00 359,039 57,961
INFORMATION SYSTEMS
Subtotal On-going Significant Projects 104,340,643 90,553,971 13,408,672
150706 Communications - Towers On-going project to replace old, overloaded and
undersized public safety communications towers
and equipment buildings at mountain top radio
sites.
REGIONAL PARKS
5,717,588 741,948 1,757,012
Subtotal ISD Significant Projects 5,717,588 741,948 1,757,012
GENERAL GOVERNMENT SIGNIFICANT
PROJECTS
140145 Mark West Creek Trail and access project. Acquisition stage 8,850,000
140194 North Sonoma Mountain
Trail 1
Planning and construction of new trail. 1,400,000
140319 SMART Trail Planning for a multi-use trail that will parallel the
140558 Westside Park Planning and environmental review for a new boat
ramp, parking and associated improvements.
140665 Cloverdale Regional Park 1 Riverbank restoration, boat launch, and picnic
area.
117,035,231 91,295,919 18,192,684
1,120,000
1,770,000
580,000
140707 Tolay Lake Regional Park 1 Interim Plan & Construction, and Master Plan 2,022,000
140921 Central Sonoma Valley Planning and construction 1,900,000
140988 Storm Damage Projects 1 Repair storm damage from 05-06 Flood. 1,857,000
REGIONAL PARKS SIGNIFICANT PROJECT 19,499,000
22,962
461,394
9,034
49
466,038
1,495,684
68,174
820,537
3,343,872
1 Project FY 11-12 recommended budget includes rollover appropriations, which will be reduced through Budgetary Adjustments after current
year end.
County of Sonoma
FY 2011-2012 Adopted Budget
237
451,105
1,169,432
1,119,426
277,500
419,772
914,460
433,913
1,188,866
5,974,474
Capital Projects

SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A
COMPLETED PROJECTS Adopted Project Total Over/(Under)
Index Project Title Description Budget Expenditures Budget
113308 JJC DAS Systems
Resolution
Complete internal distibuted attenna system in the
JJC
109587 ISD Data Center Cooling Replacing the old cooling units inside the data
center with new larger and more energy
efficientunits. Also, replacing the back-up chiller
with a new larger unit.
113498 VMCH Playground
Equipment
Furnish and install playground equipment at
Valley of the Moon Childrens Home
113498 Field Office Move Move staff from field office located at Los
Guilicos to La Plaza A
113498 Move VMCH Field Office Remove field office from LG project site and
repurpose modular office.
113498 VMCC Tel Video
Conferencing System
145177 Guerneville Vets Regrade &
Paving
Purchased and install 2 video conf systems, one at
VMCC and the other at HSD Airport site for a
total of $44,768. Balance of $55,232 applied to
VMCH Phase 3.
Review for the regrading and repaving of the
Guerneville Vets parking lot to improve water
drainage
150631 Orenda Center Repairs Complete interior renovations, including interior
painting and repair and replacement of carpet,
wainscoting, and floor coverings.
111393 MADF Recreation Yards
Phase 2
Provide a security barrier to subdivide the
recreation yard in R Module to remain in
compliance with state regulations for jail
operations.
109,612 82,092 (27,520)
351,116 350,017 (1,099)
33,000 27,524 (5,476)
30,465 30,465 0
54,000 53,384 (616)
100,000 100,000 0
150,000 149,911 (89)
349,658 329,805 (19,853)
136,000 115,551 (20,449)
111542 MADF UPS Replacement Replace 20 year old UPS system that serves
critical life functions in the Main Jail.
155,000 140,516 (14,484)
150755 Sheriff Substation Emg
Generator
Installation of a portable generator 69,011 68,998 (13)
109959 ISD Data Center Cooling Replace the three Liebert cooling units and the
back up chiller that supply the data center.
333,000 323,468 (9,532)
109918 ISD Bldg Electrical Service Upgrade electrical service to the ISD building.
Includes adding new breakers and replacing a
transformer
111575 MADF MH Units
Recreation Yard Covering
111583 MADF MH Day Room
Divider
Partially cover MH recreation yard, to allow use
during inclement weather
Install 5-6' dividing wall in the dayroom in the MH
Module
35,000 32,709 (2,291)
30,000 29,971 (29)
47,000 46,349 (651)
150813 Orenda Center Window
Replacement
Window Replacement 55,000 51,902 (3,098)
109991 Old Jail Demo Abatement Demolition of existing Old jail structure up to
common wall with Probation/DA expansion.
Demolition and clearing of Old Jail site in
preparation for new Court house by State.
1,391,307 1,391,307 0
109090 2755 Mendo Office Bldg TI Structural ("Tier 1") review, roofing review,
code/access review, geotech rpt review, coord.
FacOps review notes, estimate repair costs;
occupancy plan (as of 2/27/09 occupant TBD)
County of Sonoma
FY 2011-2012 Adopted Budget
238
170,305 170,305 0
Capital Projects

SIGNIFICANT PROJECTS UNDERWAY & PROJECTS COMPLETED BY FY 10-11 ATTACHMENT A
COMPLETED PROJECTS Adopted Project Total Over/(Under)
Index Project Title Description
Budget Expenditures Budget
109371 Admin Bldg Kitchen New ADA compliant water fountain, handicap 33,500 31,391 (2,109)
109371 LG Classroom ADA Remodel an existing janitor closet to create a new
91,712 82,781 (8,931)
109371 LG Classroom ADA
Restroom Phase 2
109371 MADF E&G Mod ADA
Upgrades
109371 Orenda Center ADA Ramp
Compliance
End of Attachment
County of Sonoma
FY 2011-2012 Adopted Budget
Correct path of travel issues. 113,000 109,164 (3,836)
ADA improvements 24,000 21,625 (2,375)
ADA improvements 38,417 38,417 0
GENERAL GOVERNMENT COMPLETED
PROJECTS
239
3,900,103 3,777,652 (122,451)
Capital Projects

County of Sonoma
FY 2011-2012 Adopted Budget
240
Capital Projects

CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B
FAMIS
Index Project Title
Project
Balance as of
June 30,
2011
County Administration Center
101022 Restricted County Facilities Improvements -
102160 Hazard Mitigation Plan Implementation (95,238)
109025 Administration Center Security Improvements -
109090 2755 Mendocino Avenue Office Building (522,865)
109223 Data Processing Building Seismic Retrofit -
109249 Sheriff Building Server Room Expansion (17,822)
Available
Financing
FY 11-12
-
54,762
50,000
1,305,294
75,000
262,178
109256 Administration Center Paving (349,734) 266
109280 Administration Center Switchgear Repairs 105,000
109363 La Plaza A & B Space Reorganization 162,000
109389 Architect/Fac Ops Space Reorganization 35,000
109413 New Sheriff Building 534 534
109587 CMP Energy Improvements 1,687,973 2,207,821
109579 Dispatch Comm Replacement 5,362 5,362
109611 Adminstration Center Irrigation/Landscaping (37,350) 151,650
109819 Human Services Building Job Start -
-
109850 370 Administration Drive 1,774,206 1,945,817
109892 ACTTC Remodel 13 13
109918 Data Processing Building - Electrical Service 2,291 2,291
109926 Sheriff's Building - Covered Parking 7,777 7,777
109934 Admin Building Remodel 91,398 91,398
109942 Administration Building HVAC Repair/Replacement 90,000 90,000
109959 Data Processing Building Cooling 7,066 7,066
109975 PRMD Parking Lot Repair 12,197 24,197
109983 Comprehensive County Facilities Plan 45,771 240,771
109991 Criminal Justice Expansion (1,543,897) 2,507,978
110056 HOJ South Elevator Repair 252,000
110338 HOJ Elevator Repair (3,716)
110353 HOJ Cafeteria Remodel 1,227
Subtotal County Administration Center 1,155,193
200,741
1,227
9,786,143
Adult Detention Facilities
111161 MADF Observation Cell Padding 40,000
111252 MADF Touchscreens (203,163) 393,837
111294 MADF HVAC Controls 125,636 125,636
111310 MADF Bunk Installation 8,276 74,276
111328 MADF Doors (10,518) 393,520
111393 MADF Recreation Yards 3,450
111419 MADF Sewer Improvements (13,739)
111468 MADF Expansion Wall Reseal 45,219
111476 MADF Recreation Yard Resurfacing 24,065
111484 MADF Showers Retrofit 22,509
111542 MADF UPS Replacements 14,482
111559 MADF Underground Fuel Tank 36,693
111609 MADF Camera Replacement -
111617 MADF Air Flow Improvements (75,534)
County of Sonoma
FY 2011-2012 Adopted Budget
GENERAL GOVERNMENT CAPITAL PROJECTS
241
3,450
56,261
45,219
85,065
22,509
14,482
186,693
45,000
324,466
FY 11-12
Total
Appropriation
(Gross Exp.)
-
54,762
50,000
1,305,294
75,000
262,178
266
105,000
162,000
35,000
534
2,207,821
5,362
151,650
-
1,945,817
13
2,291
7,777
91,398
90,000
7,066
24,197
240,771
2,507,978
252,000
200,741
1,227
9,786,143
40,000
393,837
125,636
74,276
393,520
3,450
56,261
45,219
85,065
22,509
14,482
186,693
45,000
324,466
Estimated
Project
Balance as of
July 1, 2012
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Capital Projects

CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B
FAMIS
Index Project Title
Project
Balance as of
June 30,
2011
Available
Financing
FY 11-12
111534 MADF Male Special Visiting Modification 3,928 3,928
111567 MADF F-Mod Mezzanine Security Barrier (352,326) 78,132
111575 MADF MH Units Recreation Yard Covering (19,591) 10,409
111583 MADF MH Day Room Divider (97) 651
111591 MADF PTZ Cameras (180,000) 141,000
111625 MADF Fire System Upgrade 302,000
111633 MADF Booking Carpet Replacement (1,229) 48,771
111641 MADF Court Holding Area (55) 109,945
111658 MADF Toilets/Sinks (32,441) 52,559
112110 CCC Pilot Project 70,000
112227 Adult Detention Exp. Planning 90,709 217,135
112284 NCDF HVAC Replacement -
-
112342 NCDF - 200 Unit Re-roof (14,868) 22,709
112367 NCDF 100 Unit Dry Rot Repairs (31,546) 203,454
112375 NCDF 300 Unit Re-roof - 215,000
112383 NCDF Dining Hall Flooring (737) 39,263
Subtotal Adult Detention Facilities (560,877) 3,325,370
Chanate and Health Services
124040 Orenda Center HVAC -
150763 Orenda Center Re-roof (17,233)
150813 Orenda Center Window Replacement 53
Subtotal Health Services (17,180)
50,000
57,961
3,098
111,059
Los Guilicos and Juvenile Detention
113159 JJC Flooring Repairs 40,000
113241 ADA Projects (Prob/Title IV) 55,811 55,811
113308 Juvenile Hall Replacement 221,328 223,438
113431 Juvenile Justice Center 5,850 5,850
113498 VMCH Phase III 518,394 518,394
113555 Los Guilicos Water System Replacement - 75,000
113563 Los Guilicos Photovoltaic System (418,489) 62,511
Subtotal Los Guilicos 382,894 981,004
Veterans' Memorial/Commmunity Svc. Bldgs.
145086 Vets Buildings Improvements 77,197
145177 Vets Buildings Repairs (105,336)
150797 Santa Rosa Vets ADA -
Subtotal Memorial Buildings (28,139)
Other Facilities
109371 ADA Projects 288,204
150060 Animal Shelter Expansion 11,750
77,197
649,664
2,845
729,706
388,639
32,750
150136 Spud Pt. Transformer Replacement 45,000
150219 Sonoma Vly SO Substation 110 110
150235 Electric Vehicle Infrastrucure 50,000
150268 Facility Planning 645,000
County of Sonoma
FY 2011-2012 Adopted Budget
242
FY 11-12
Total
Appropriation
(Gross Exp.)
3,928
78,132
10,409
651
141,000
302,000
48,771
109,945
52,559
70,000
217,135
-
22,709
203,454
215,000
39,263
3,325,370
50,000
57,961
3,098
111,059
40,000
55,811
223,438
5,850
518,394
75,000
62,511
981,004
77,197
649,664
2,845
729,706
388,639
32,750
45,000
110
50,000
645,000
Estimated
Project
Balance as of
July 1, 2012
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
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Capital Projects

CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B
FAMIS
Index Project Title
Project
Balance as of
June 30,
2011
Available
Financing
FY 11-12
150300 Water Conservation 41,095 41,095
150326 2009 ADA SETP Improvements 2,150,000
150342 HSD/DAFSU Relocation 213
150433 Ag Comm/UC Co-Op Ext. Lease/Move 11,333
150532 Hazardous Materials Mgt/Abatement (142,706)
150540 SCERA Remodel (533)
150573 Ground Water Contam. Monitor/Remed. 81,997
150615 Emergency Generator Eval & Planning 25,477
150722 Human Services Improvement Projects 1,239,008
150748 Morgue Retaining Wall (16,700)
150755 Emergency Generator Projects (94,783)
150771 Water Hazards in Electrical Rooms 11,939
150862 Emergency Services Warehouse -
150847 TPW Sonoma Road Yard Renovation -
Subtotal Other Facilities 1,456,404
SUBTOTAL GENERAL GOVERNMENT 2,388,295
ISD Communications Projects
150094 Communications Sites Obtain/Develop 804
150276 Mobile Data Terminals -
150698 Communications-Backup Generator/Batt. 9,835
150706 Communications-Towers 238,671
TOTAL ISD COMMUNICATIONS 249,310
TOTAL GENERAL GOVERNMENT 2,637,605
213
11,333
347,294
5,680
121,997
25,477
1,239,008
56,040
122,843
86,939
25,000
40,000
5,434,418
20,367,700
804
100,000
9,835
1,757,012
1,867,651
22,235,351
140020 Matanzas Lake Park (24,733) -
140053 Helen Putnam Park 50,616 50,616
140079 Maxwell Farms Park -
-
140095 Hood Mountain 14,182 432,296
140111 Sea Ranch Trail Work 2,152 27,152
140129 Roche Property 68 4,275
140137 Doran Park (293) 261,207
140145 Mark West Creek 1,105 451,105
140152 Healdsburg Ridge (11,377) 74,450
140160 Laguna de SR Trail (240,694) 2,225
140178 Copeland Creek Trail - 55,000
140194 North Sonoma Mountain Trail (464,349) 1,169,432
140202 Arnold Field (2,205) 172,795
140236 Stillwater Cove Park 385 1,885
140285 Ragle Park (102,480) 20
140319 Smart Trail SW-Santa Rosa (2,034) 1,119,426
140327 Timber Cove Trail Plan (28,201) 171,799
140376 West County Trail 57,580 95,580
140384 Park Paystations 117,454
140392 Shiloh Park 460 460
140434 Crane Creek Park 8,093 8,093
140442 Foothill Park 123,183 183,183
140475 Sonoma Schellville Trail (18,424) 109,334
140541 Santa Rosa Creek Trail (97,795) 154,052
County of Sonoma
FY 2011-2012 Adopted Budget
REGIONAL PARKS
243
FY 11-12
Total
Appropriation
(Gross Exp.)
41,095
2,150,000
213
11,333
347,294
5,680
121,997
25,477
1,239,008
56,040
122,843
86,939
25,000
40,000
5,434,418
20,367,700
804
100,000
9,835
1,757,012
1,867,651
22,235,351
-
50,616
-
432,296
27,152
4,275
261,207
451,105
74,450
2,225
55,000
1,169,432
172,795
1,885
20
1,119,426
171,799
95,580
117,454
460
8,093
183,183
109,334
154,052
Estimated
Project
Balance as of
July 1, 2012
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Capital Projects

CAPITAL PROJECTS FINANCING DETAIL ATTACHMENT B
FAMIS
Index Project Title
Project
Balance as of
June 30,
2011
Available
Financing
FY 11-12
140558 West Side Boat 5,000 277,500
140582 Kenwood Plaza 732 4,232
140632 Birdwalk Coastal Access 933 933
140640 Bohemia Ranch - 5,000
140657 Steelhead Beach (20,676) 45,074
140665 Cloverdale Regional Park (377,675) 419,772
140681 Sonoma Valley Park (2,220) 16,780
140707 Tolay Lake Regional Park (253,803) 914,460
140723 Sonoma Mtn. Park 17,678 17,678
140772 Guerneville River Park (9,494) 348,714
140798 Colgan Creek 24 10,024
140806 Taylor Mountain Regional Park (10,968) 14,032
140822 Westside Wastewater -
140830 Bodega Dredging 284,916 284,916
140863 Bay Trail (5,720) 1,000
140871 Sunset Beach Park (67,581) (67,581)
140889 Riverfront Park (95,365) 285,974
140897 Healdsburg Dam (6,770) 133,230
140905 Salmon Creek Trail 2,750 7,956
140921 Central Sonoma Valley Trail (912) 433,913
140939 Spring Lake Park (EDC & Shady Oaks Picnic Area ) 324 11,324
140947 Watson School (9,457) 201,993
140954 Alder Park 96 96
140962 Bodega Bay Bike and Ped. Trail (357,124) 642,111
140970 Russian River Access Sites 83 83
140988 Storm Damage Projects (600,531) 1,188,867
140996 SFC ADA (81,189) 28,554
County of Sonoma
FY 2011-2012 Adopted Budget
TOTAL REGIONAL PARKS (2,321,710)
GENERAL GOVERNMENT CAPITAL PROJECTS 2,637,605
REGIONAL PARKS CAPITAL PROJECTS (2,321,710)
GRAND TOTAL CAPITAL PROJECTS 315,895
244
9,888,474
22,235,351
9,888,474
32,123,825
FY 11-12
Total
Appropriation
(Gross Exp.)
277,500
4,232
933
5,000
45,074
419,772
16,780
914,460
17,678
348,714
10,024
14,032
-
284,916
1,000
(67,581)
285,974
133,230
7,956
433,913
11,324
201,993
96
642,111
83
1,188,867
28,554
9,888,474
22,235,351
9,888,474
32,123,825
Estimated
Project
Balance as of
July 1, 2012
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Capital Projects

SHORT TERM DEBT OBLIGATIONS
The County General Fund experiences cash flow shortages during the year. While expenditures occur somewhat
consistently throughout the Fiscal Year (FY), property taxes are collected primarily in December and April. Sonoma County
has issued tax and revenue anticipation notes in recent years to meet cash requirements for General Fund operations.
Tax and revenue anticipation notes for FY 2010-11 totaled $135,000,000. The notes have a stated interest rate of 2.00%
with a yield of 0.35%, reflective of the County’s excellent credit rating, and will mature in October of 2011. Principal and
interest payments are funded by unrestricted revenues of the county.
The following chart shows tax and revenue anticipation notes issued from FY 2006-07 through FY 2010-11.
$150
$140
$130
$120
$110
$100
$90
$80
$70
$60
$50
$40
Tax and Revenue Anticipation Notes
$30
2006-07 2007-08 2008-09 2009-10 2010-11
County of Sonoma
FY 2011-2012 Adopted Budget
245
Debt

LONG TERM DEBT OBLIGATIONS
Sonoma County’s long term debt obligations, excluding enterprise and special district funds, are summarized below.
Long Term Debt (estimated as of June 30, 2011)
Certificates of Participation $ 42,082,103
Bonds, Leases and Notes Payable 637,321,182
Accrued Vacation and Sick Leave 33,544,598
$ 712,947,883
Estimated Certificates of Participation: $42,082,103
2010 Certificates - $1,430,606
A total of $1,475,000 was issued to finance the acquisition, construction, rehabilitation, and installation of certain
improvements to the County’s 370 Administration Building and the acquisition and installation of equipment and other
property for a security management system at the County’s regional airport. Interest rates range from 2.89 percent to 3.80
percent and the certificates fully mature in 2023. Principal and interest payments are financed by legally available funds of
the county and are collateralized by a first security interest in the security management system equipment.
2009 Certificates - $20,063,391
A total of $18,900,000 was issued to finance the Comprehensive Energy Efficiency Project. The interest rate is 4.98 percent
and the certificates fully mature in 2026. Principal and interest payments are financed by legally available funds of the
county and are fully collateralized by a combination of the Fuel Cell and the County’s Sheriff Building.
2007 Certificates - $2,083,106
A total of $2,776,000 was issued to make improvements to the Fiscal Services Building - ACTTC office. The interest rate is
4.40 percent and the certificates fully mature in 2018. Principal and interest payments are financed by legally available
funds of the county and are fully collateralized by the facility.
2003 Certificates - $14,170,000
A total of $24,255,000 was issued to: 1) refinance the 1993 certificates of participation originally issued for the main adult
detention facility (jail) expansion project, 2) finance the acquisition and improvement of an emergency homeless shelter,
and 3) finance the acquisition and construction of two courtrooms and administrative office space for the county’s Juvenile
Justice Center. Interest rates range from 2.00 percent to 4.00 percent. 2003 certificates fully mature in 2017. Principal and
interest payments are financed by legally available funds of the county.
2002 Certificates - $3,550,000
A total of $14,065,000 was issued to refinance 1992 certificates, which was issued to refinance 1987 certificates, originally
issued for the acquisition, construction, and installation of the main adult detention facility (jail) and a central mechanical
plant. Interest rates range from 4.00 percent to 5.00 percent. 2002 certificates fully mature in 2012. Principal and interest
payments are financed by legally available funds of the county and are fully collateralized by the facilities.
1991 Certificates - $785,000
A total of $8,985,000 was issued for the acquisition of and improvements to the La Plaza office complex. Interest rates
range from 1.00 percent to 12.00 percent. 1991 certificates fully mature in 2011. Principal and interest payments are
financed by legally available funds of the county.
County of Sonoma
FY 2011-2012 Adopted Budget
246
Debt

Estimated Bonds, Leases and Notes Payable: $637,321,182
2010 Bonds totaling $289,335,000 were issued by Sonoma County to finance unfunded pension benefit obligations. Interest
rates range from 0.555 percent to 6.00 percent. The bonds fully mature in 2029. Payments are financed by legally available
funds of the county. Annual debt service payments are required to be deposited one year in advance with the trustee.
Outstanding debt as of June 30, 2011 totals $286,390,000.
2008 Bonds totaling $14,345,000 were issued by the Sonoma County Community Redevelopment Agency for the Springs
Redevelopment project. Interest rates range from 4.00 percent to 6.50 percent. The bonds fully mature in 2034. Payments
are financed by legally available funds of the county, pledged tax revenues, and other revenues recorded by the
Redevelopment Agency. Outstanding debt as of June 30, 2011 totals $13,870,000.
2007 Bonds totaling $96,885,000 were issued by Sonoma County to finance Sonoma County Agricultural Preservation and
Open Space District land acquisitions. Interest rates range from 4.00 percent to 5.00 percent. The bonds fully mature in
2031, and the first principal debt service payment is not due until FY 2011-12. Payments are financed by a voter-approved
sales tax.
2003 Bonds totaling $231,200,000 were issued by Sonoma County to finance unfunded pension benefit obligations and for
future retirement benefits related to retirement program enhancements. Interest rates range from 1.55 percent to 5.07
percent. The bonds fully mature in 2023. Payments are financed by legally available funds of the county. Annual debt
service payments are required to be deposited one year in advance with the trustee. Outstanding debt as of June 30, 2011
totals $202,845,000.
1993 bonds totaling $97,400,000 were issued by Sonoma County to finance its unfunded pension benefit obligation and to
prepay its 1994 pension contribution to the Retirement Association. Interest rates range from 5.00 percent to 6.625 percent.
The bonds fully mature in 2013. Payments are financed by legally available funds of the county. Annual debt service
payments are deposited one year in advance with the trustee. Outstanding debt as of June 30, 2011 totals $26,220,000.
1986 bonds totaling $3,330,000 were issued by the Redevelopment Agency to provide redevelopment activities in the
Roseland and Sonoma Valley areas. The outstanding balance of $1,030,000 for Sonoma Valley Redevelopment Bonds was
repaid in FY 2008-09. The interest rate on the remaining 1986 Roseland Redevelopment Bonds is 7.90 percent. Annual
principal and interest payments are due until the bonds fully mature in 2014. Payments are financed by legally available
funds of the county, pledged tax revenues, and other revenues recorded by the Redevelopment Agency. Outstanding debt as
of June 30, 2011 totals $440,000.
Notes payable in the amount of $1,260,000 were issued by the Community Development Commission to assist in operating
a local housing program administered by the Burbank Housing Development Corporation. Outstanding debt as of June 30,
2011 totals $750,000.
Special Assessment outstanding debt, as of June 30, 2011, totals $4,428,000. Under the Improvement Bond Act of 1915,
facilities and improvements authorized by the Act are constructed by special assessment districts and financed by bond
issues. Principal and interest payments are funded by assessments against the property parcels benefiting from the projects.
Failure to pay assessments results in foreclosure and sale of the property involved. The county is obligated to the extent that
proceeds from foreclosure are not sufficient to retire the debt.
The present value of future minimum lease payments under building and equipment capital leases, as of June 30, 2011,
totals $5,493,182.
County of Sonoma
FY 2011-2012 Adopted Budget
247
Debt

Annual Expenditures
Long Term
Debt
Certificates of Participation:
Maturity
Date
Actual
2006-07
Actual
2007-08
Actual
2008-09
Actual
2009-10
Estimated
2010-11
2010 370 Admin Drive 12/2023 72,419
2009 Energy Project 10/2026 678,098
2007 ACTTC Remodel 11/2018 349,000 349,000 349,000
2003(A) 1993 Refinance 11/2017 1,841,840 1,840,265 1,841,415 1,841,365 1,840,115
2003(B) Juvenile Just Center 11/2017 477,738 481,038 478,756 475,150 475,025
2002 Detention Refinance 11/2012 1,904,000 1,913,000 1,893,625 1,900,750 1,884,125
1991 La Plaza Building 10/2011 723,650 719,669 722,988 723,269 741,500
Annual Expenditures
Long Term
Debt
Bonds, Leases & Notes:
Maturity
Date
4,947,228 4,953,972 5,285,784 5,289,534 6,040,282
Actual
2006-07
Actual
2007-08
Actual
2008-09
Actual
2009-10
Estimated
2010-11
2010 Pension Obligation 12/2029 15,205,098
2008 Redevelopment 08/2034 139,076 1,029,900 1,125,400
2007 Open Space 06/2031 1,433,173 4,565,860 4,565,860 4,565,860
2003 Pension Obligation 12/2022 13,641,503 14,347,803 15,084,454 15,857,030 16,659,277
1993 Pension Obligation 06/2013 11,097,750 11,642,125 12,206,906 12,806,463 13,433,838
1986 Redevelopment 08/2014 315,630 317,398 317,980 125,030 128,315
Note Payable 03/2014 64,200 61,360 58,520 55,680 52,840
Special Assessments Varies 1,096,436 1,774,597 1,246,558 966,664 886,412
Capital Leases Varies 727,270 794,613 784,822 928,956 1,257,056
26,942,789 30,371,069 34,404,176 36,335,583 53,314,096
Total Expenditures 31,890,017 35,325,041 39,689,960 41,625,117 59,354,378
Estimated Vacation and Sick Leave: $33,544,598
Vacation pay, which may be generally accumulated up to six weeks, is payable upon termination. Sick leave may be
accumulated without limitation. The monetary equivalent of 25 percent of all unused sick leave is vested and payable to
employees who separate from the county for reasons other than disability. Vacation and sick leave expected to be paid in the
ensuing year is accrued in the governmental fund types, and the remainder is recorded in the General Long Term Debt
Account Group. The accrued amount, as of June 30, 2011, will be included in Sonoma County’s FY 2010-11
Comprehensive Annual Financial Report (CAFR).
County of Sonoma
FY 2011-2012 Adopted Budget
248
Debt

DEBT POLICIES
Debt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit. Debt
is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds, certificates of
participation) at lower rates.
Sonoma County will not exceed its legal maximum debt amount. This amount is calculated annually based on 2% of the
county’s total assessed valuation. As shown in the chart on the following page, the County has no debt applicable to the
legal maximum debt, leaving a 100% legal debt margin.
CREDIT RATING
The County of Sonoma rated debt ranges from an A1 to AAA insured under the Moody’s rating system and an A+ to a
AAA (long term), and an SP1+ (short term) insured under the Standard and Poor’s rating system.
County of Sonoma
FY 2011-2012 Adopted Budget
249
Debt

Notes:
Assessed Valuations:
Estimated Assessed Value $ 66,360,092,629
Estimated Debt limitation – 2 percent of total assessed value $ 1,327,201,853
Total Debt applicable to limit
Legal debt margin
$
$
1,327,201,853
(1) Assessed value does not include tax exempt property.
(2) The legal debt limit is 2% of full cash value.
(3) The legal debt margin is the County's available borrowing authority under state finance statutes and is calculated by
subtracting the debt applicable to the legal debt limit from the legal debt limit.
(4) Bonded debt applicable to the limit only includes general obligation bonds. In prior years certain County and non-County
1915 Act debt was included in the calculation of the legal debt margin. The following listing of 1915 Act debt balances at
June 30, 2011 is included for informational purposes only.
1915 Act Debt:
Municipal Bonds:
County Debt – Special assessment bonds 4,428,000
Sonoma Valley County Sanitation District 965,000
County of Sonoma
FY 2011-2012 Adopted Budget
Computation of Legal Debt Margin
June 30, 2011
Available
Debt Margin
100%
Legal Debt Margin
Non-County Debt:
City of Healdsburg 660,000
Occidental Community Services District 1,009,625
Forestville County Water District 1,486,100
Russian River County Water District 4,147,900
Windsor County Water District -
Town of Windsor 4,355,000
250
Existing Debt
0%
5,393,000
11,658,625
17,051,625
- 0%
100%
Debt

STATE FINANCIAL SCHEDULES
The following section of this budget document includes a number of financial summary schedules
required by State Budget law that allow for comparability with other counties.
They include:
Budget Summary-All Funds (Schedule 1)
Budget Summary-Governmental Funds (Schedule 2)
Fund Balances-Governmental Funds (Schedule 3)
Detail of Changes in Fund Balance-Governmental Funds (Schedule 4)
Summary of Additional Financing Sources-Governmental Funds ((Schedule 5)
Detail of Additional Financing Sources-Governmental Funds (Schedule 6)
Summary of Financing Uses-Governmental Funds (Schedule 7)
Detail of Financing Uses-Governmental Funds (Schedule 8)
Budget Summary-Non-Enterprise Special Districts/Agencies (Schedule 12)
Fund Balances-Non-Enterprise Special Districts/Agencies (Schedule 13)
Detail of Changes in Fund Balance-Non-Enterprise Special Districts/Agencies (Schedule 14)
Some of the State’s functional categories are slightly different than those functional categories used to
present groups of similar services in this budget document.
The last page in this section provides a cross-reference for the portions of the County Operating Budget as
they appear in this document with the corresponding State functional category.
Additional note:
The state formatted detail reports supporting these financial summaries include the following:
Financing Sources and Uses by Budget Unit-Governmental Funds (Schedule 9)
Internal Service Fund Operational Statement (Schedule 10)
Enterprise Fund Operational Statement (Schedule 11)
Financing Sources & Uses-Non-Enterprise Special Districts/Agencies (Schedule 15)
Road Fund Cost Center Detail
Capital Asset Detail
These are presented under separate cover and are incorporated in this document by reference. See also
www.sonoma-county.org/auditor for these schedules as they become available each year.
County of Sonoma
FY 2011-2012 Adopted Budget
251
State Financial Schedules

County of Sonoma
FY 2011-2012 Adopted Budget
252
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 1
County Budget Act State of California
January 2010 All Funds Summary
Fiscal Year 2011-12
Total Financing Sources Total Financing Uses
Unallocated Decreases to Additional Total Increases to Total
Fund Balance Fund Balance/ Financing Financing Financing Fund Balance/ Financing
Fund Name June 30,2011 Net Assets Sources Sources Uses Net Assets Uses
(1) (2) (3) (4) (5) (6) (7) (8)
General Fund 0 18,738,573 368,398,821 387,137,394 386,738,386 399,008 387,137,394
Special Revenue Funds 0 50,876,266 377,201,563 428,077,829 426,855,508 1,222,321 428,077,829
Capital Project Funds 0 315,895 33,635,388 33,951,283 33,951,283 0 33,951,283
Debt Service Funds 0 1,400 3,520,000 3,521,400 3,521,400 0 3,521,400
Subtotals - Governmental Funds 0 69,932,134 782,755,772 852,687,906 851,066,577 1,621,329 852,687,906
Less: Operating Transfers 0 0 (84,068,082) (84,068,082) (84,068,082) 0 (84,068,082)
Total Governmental Funds 0 69,932,134 698,687,690 768,619,824 766,998,495 1,621,329 768,619,824
Enterprise Funds 0 8,609,917 98,548,421 107,158,338 107,158,338 0 107,158,338
Internal Service Funds 0 17,595,679 41,228,967 58,824,646 58,824,646 0 58,824,646
Special Districts & Other Agencies 0 58,966,558 226,037,865 285,004,423 285,004,423 0 285,004,423
Total Other Funds 0 85,172,154 365,815,253 450,987,407 450,987,407 0 450,987,407
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
County of Sonoma
FY 2011-2012 Adopted Budget
253
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 2
County Budget Act State of California
January 2010 Governmental Funds Summary
Fiscal Year 2011-12
Total Financing Sources Total Financing Uses
Unallocated Additional Total Total
Fund Balance Decreases to Financing Financing Financing Increases to Financing
Fund Name June 30,2011 Fund Balance Sources Sources Uses Fund Balance Uses
(1) (2) (3) (4) (5) (6) (7) (8)
10-010-XXX General 0 18,117,316 367,787,850 385,905,166 385,606,029 299,137 385,905,166
10-065-XXX ACO Funds 0 621,257 610,971 1,232,228 1,132,357 99,871 1,232,228
10 Total General 0 18,738,573 368,398,821 387,137,394 386,738,386 399,008 387,137,394
11-110-XXX Advertising 0 851,431 6,295,286 7,146,717 7,146,717 7,146,717
11-140-XXX Fish/Wildlife 0 17,550 46,000 63,550 63,550 63,550
11-160-XXX Road 0 3,879,735 43,367,552 47,247,287 46,940,654 306,633 47,247,287
11-190-XXX Tobacco Tax 0 191,684 191,684 191,684 191,684
11-300-XXX Mandated 0 41,987,873 36,368,426 78,356,299 77,652,720 703,579 78,356,299
11-580-XXX Human Svcs-Realign 0 15,897,791 15,897,791 15,897,791 15,897,791
11-590-XXX Human Services Dept 0 156,464,045 156,464,045 156,464,045 156,464,045
11-600-XXX DCSS-Child Support Enf 0 15,246,968 15,246,968 15,246,968 15,246,968
11-610-XXX Dept of Health Services 0 53,943,226 53,943,226 53,943,226 53,943,226
11-640-XXX Health-Realign 0 726,352 23,855,675 24,582,027 24,582,027 24,582,027
11-650-XXX Mental Health-Realign 0 13,715,198 13,715,198 13,503,089 212,109 13,715,198
11-660-XXX Mental Health Svcs Act 0 3,413,325 11,809,712 15,223,037 15,223,037 15,223,037
11 Total Special Revenue 0 50,876,266 377,201,563 428,077,829 426,855,508 1,222,321 428,077,829
12 Total Capital Projects 0 315,895 33,635,388 33,951,283 33,951,283 0 33,951,283
13 Total Debt Service 0 1,400 3,520,000 3,521,400 3,521,400 0 3,521,400
Subtotals 0 69,932,134 782,755,772 852,687,906 851,066,577 1,621,329 852,687,906
XX Operating Transfers* 0 0 (84,068,082) (84,068,082) (84,068,082) 0 (84,068,082)
Total Governmental Funds 0 69,932,134 698,687,690 768,619,824 766,998,495 1,621,329 768,619,824
Appropriations Limit 526,051,270
Appropriations Subject to Limit 225,461,793
*Transfers within a fund totalling $21,406,448 have been eliminated from the above fund totals. Transfers between funds are included within the above
funds and eliminated here before consolidating General County totals.
County of Sonoma
FY 2011-2012 Adopted Budget
254
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 3
County Budget Act State of California
January 2010 Fund Balance-Governmental Funds
Fiscal Year 2011-12
Less: Obligated Fund Balance
Total Total
Estimated Less: Unallocated
Fund Balance Unassigned Fund Balance
Fund Name June 30, 2011 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2011
(1) (2) (3) (4) (5) (6) (7) (8)
10-010-XXX General 60,685,562 26,086,753 27,876,433 6,722,376 0
10-020-XXX General Reserve 28,369,186 28,369,186 0
10-065-XXX ACO Funds 3,730,755 3,730,755 0
10 Total General 92,785,503 26,086,753 0 0 31,607,188 35,091,562 0
11-110-XXX Advertising 2,043,646 15,000 2,028,646 0
11-140-XXX Fish/Wildlife 160,887 160,887 0
11-160-XXX Road 19,570,484 642,393 18,928,091 0
11-300-XXX Mandated 133,218,581 133,218,581 0
11-590-XXX Human Services Dept 139,542 139,542 0
11-600-XXX DCSS-Child Support Enf 249,278 249,278 0
11-640-XXX Health-Realign 1,812,238 1,812,238 0
11-650-XXX Mental Health-Realign 1,992,713 1,992,713 0
11-660-XXX Mental Health Svcs Act 7,612,165 7,612,165 0
11 Total Special Revenue 166,799,534 657,393 164,113,495 2,028,646 0 0 0
12 Total Capital Projects 315,895 0 0 0 315,895 0 0
13 Total Debt Service 9,624,537 0 9,624,537 0 0 0 0
Total Governmental Funds 269,525,469 26,744,146 173,738,032 2,028,646 31,923,083 35,091,562 0
*Fund Balance Component Definitions (encumbrances are excluded):
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.
3) Committed - Formal action required by the Board of Supervisors.
4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.
County of Sonoma
FY 2011-2012 Adopted Budget
255
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2011-12
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
General Fund - Nonspendable:
10-010-000 Inventory 233,697 233,697
10-010-000 Retirement Deposits 25,553,056 25,553,056
10-010-776 Tobacco Deallocation-LT Receivables 300,000 300,000
Subtotal - Nonspendable 26,086,753 0 0 0 0 26,086,753
General Fund - Assigned:
10-010-000 General Fund Balance 10,000,000 10,000,000 10,000,000 0
10-010-070 IS Replacement-A 3,981,185 2,895,943 2,895,943 1,085,242
10-010-071 IS Replacement-B 647,311 417,613 417,613 229,698
10-010-072 Technology Investment Fund 2,348,359 1,926,110 1,926,110 422,249
10-010-073 Radio Replacement Fund 995,768 26,834 995,768
10-010-074 HRMS Fund 47,364 41,963 41,963 5,401
10-010-110 County Center Parking 17,355 16,763 16,763 592
10-010-120 So Co Energy Watch 184,330 10,600 10,600 194,930
10-010-251 ARM-Mitigation 182,372 1,300 1,300 183,672
10-010-320 Parks-Equip Replace 180,255 1,032 1,032 181,287
10-010-370 P.W.-District Formation 79,404 15,250 15,250 64,154
10-010-371 P.W.-Water Systems 319,545 257,371 257,371 576,916
10-010-400 Sheriff-Radio Replacement 217,485 2,000 2,000 219,485
10-010-401 Sheriff-Revenue Tracking 468,674 468,674 468,674 0
10-010-403 Sheriff-Radio Infrastructure 0 26,834 26,834
10-010-440 Probation-SAC Ops & Replacement 514,936 514,936
10-010-776 Tobacco Deallocation 7,692,090 2,335,000 2,335,000 5,357,090
Subtotal - Assigned 27,876,433 18,117,316 18,117,316 299,137 299,137 10,058,254
General Fund - Unassigned:
10-010-000 State Mandates 508,662 508,662
10-010-000 JMS System 500,000 500,000
10-010-000 OPEB 3,000,000 3,000,000
10-010-000 Supplemental Tax Processing 2,713,714 2,713,714
Subtotal - Unassigned 6,722,376 0 0 0 0 6,722,376
Subtotal General Fund 60,685,562 18,117,316 18,117,316 299,137 299,137 42,867,383
General Reserve - Unassigned
10-020-000 General Reserve 28,369,186 28,369,186
ACO Funds - Assigned
10-065-100 Fleet ACO 1,876,947 39,860 39,860 1,916,807
10-065-200 Reprographics ACO 1,992 1,992
10-065-400 Communications ACO 694,160 448,320 448,320 245,840
10-065-500 Facilities ACO 702,280 60,011 60,011 762,291
10-065-600 Records ACO 455,376 172,937 172,937 282,439
Total ACO Funds 3,730,755 621,257 621,257 99,871 99,871 3,209,369
10 Total General Fund 92,785,503 18,738,573 18,738,573 399,008 399,008 74,445,938
County of Sonoma
FY 2011-2012 Adopted Budget
256
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2011-12
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Advertising - Nonspendable:
11-110-000 Long Term Receivables 15,000 15,000
Advertising - Committed:
11-110-000 Advertising 1,565,012 486,536 701,456 863,556
11-110-000 Economic Uncertainties 313,659 313,659
11-110-000 Econ Uncert-Parks O&M 149,975 149,975 149,975 0
Total Advertising 2,043,646 636,511 851,431 0 0 1,192,215
Fish/Wildlife - Restricted:
11-140-000 Fish/Wildlife 160,551 17,550 17,550 143,001
11-140-100 Abalone Preservation 336 336
Total Fish/Wildlife 160,887 17,550 17,550 0 0 143,337
Road Fund - Nonspendable:
11-160-060 Maint Division-Inventory 642,393 642,393
Road Fund - Restricted:
11-160-000 Road 1,904,811 306,633 306,633 2,211,444
11-160-020 Bridges 60,125 18,999 18,999 41,126
11-160-030 Overlays/Road Improvements 1,985,647 99,999 99,999 1,885,648
11-160-060 Maintenance Division 4,201,144 616,627 616,627 3,584,517
11-160-080 Co-operative Cap Projects 235,000 235,000 235,000 0
11-160-403 Sonoma Vly Dev Fee 991,293 298,586 298,586 692,707
11-160-404 Moorland Ave Dev Fee 70 70
11-160-409 Countywide Developer Fees 9,550,001 2,610,524 2,610,524 6,939,477
Total Road Fund 19,570,484 3,879,735 3,879,735 306,633 306,633 15,997,382
Mandated Funds - Restricted:
11-300-100 Tidelands Leases 577,714 356,995 356,995 220,719
11-300-210 Assessor-Prop Characteristics 501,202 7,888 7,888 509,090
11-300-211 Assessor-Prop Tax Admin 3,104 600 600 3,704
11-300-240 Recorder-Modernization 6,582,279 222,806 222,806 6,805,085
11-300-241 Recorder-Micrographics 662,075 25,730 25,730 687,805
11-300-242 Clerk/Recorder VRIP 329,443 718 718 328,725
11-300-243 Social Security Truncation 69,319 29,730 29,730 39,589
11-300-245 Recorder Operations 824,487 265,796 265,796 558,691
11-300-250 Survey-Monument Preservation 10,690 7,100 7,100 17,790
11-300-320 Reg Parks Restricted Fund 480,934 77,628 77,628 558,562
11-300-321 Sonoma/Gualala Park Mit 445,672 231,700 231,700 213,972
11-300-322 Clov/Healds Park Mit 197,620 94,715 94,715 102,905
11-300-323 Russ Riv/Seb Park Mit 129,259 8,376 8,376 120,883
11-300-324 Santa Rosa Park Mit 198,243 110,903 110,903 87,340
11-300-325 RP-Cot/Pet Park Mit 192,342 119,012 119,012 73,330
11-300-326 Sonoma Vly Park Mit 191,996 78,327 78,327 113,669
11-300-327 Lark-Wik Spec Plan Park Mit 22,355 138 138 22,493
11-300-371 Pub Educ Govt Access Fees 272,061 175,500 175,500 447,561
11-300-400 Sheriff-AB1109 Fees 510,687 78,713 78,713 589,400
11-300-401 Sheriff-AB709 Fees 119,799 33,908 33,908 153,707
11-300-402 Sheriff-Fed Forfeiture-DOJ 804,808 12,000 12,000 792,808
County of Sonoma
FY 2011-2012 Adopted Budget
257
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2011-12
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Mandated Funds - Restricted (cont):
11-300-403 Sheriff-Fed Forfeiture-US Treas 5,340 5,340
11-300-404 Sheriff-DMV ID Fee 1,488,479 1,488,479 1,488,479 0
11-300-405 Asset Forfeiture Fund 311,261 311,261
11-300-410 Detention-Jail Industries 184,041 25,300 25,300 158,741
11-300-421 D.A.-Auto Insurance Fraud 170,765 62,836 62,836 107,929
11-300-422 D.A.-Consumer Protection 814,026 257,466 257,466 556,560
11-300-423 D.A.-SCATT 31,879 12,206 12,206 44,085
11-300-424 D.A.-Family Justice Center 19,614 19,614 19,614 0
11-300-425 D.A.-Asset Forfeiture 33,833 4,134 4,134 29,699
11-300-426 D.A.-FJC-SB635 101,678 101,678 101,678 0
11-300-440 Prob-Juv Funds 1,358,660 601,958 601,958 756,702
11-300-460 Courthouse Construction 1,204,896 509,364 509,364 695,532
11-300-461 Criminal Justice Construction 5,298,972 3,397,543 3,397,543 1,901,429
11-300-463 Penalty Assessment 11,784 11,784
11-300-512 Alternate Dispute Resolution 150,722 44,663 44,663 195,385
11-300-594 Dependent Child Fund 30,147 30,147
11-300-601 DCSS-Revenue Fund 14,644 14,644 14,644 0
11-300-610 AODS-Memorial Fund 24,270 22,826 22,826 1,444
11-300-650 MH-Interim Fund 34,105 7,100 7,100 27,005
11-300-678 AODS-JAG Funds 10,711 10,711
11-300-679 AODS-OTP 12,610 12,610
11-300-680 P&P-C&FC-Dedicated Fund 27,822,116 1,353,959 1,353,959 26,468,157
11-300-681 P&P-Children & Families First 769,690 767,884 767,884 1,806
11-300-683 EH-Solid Waste-EAG 107 107
11-300-691 AODS-AB 1916 11,583 11,583
11-300-692 AODS-SACPA 18,157 18,157
11-300-693 PH-Vital Statistics Fund 28,115 360 360 27,755
11-300-694 MH-AB 2034 Adult Homeless 243 243
11-300-696 Admin-MAA/TCM Audit Reserve 1,314,508 41,121 41,121 1,273,387
11-300-697 PH-Bioterrorism Program 6,756 6,756 6,756 0
11-300-699 Childrens Fund 31,362 31,362
11-300-700 ACC-Public Educ Fund 17,739 10,995 10,995 6,744
11-300-700 ACC-Public Educ-Equipment 60,669 8,667 8,667 69,336
11-300-701 W & M Transaction Verification 19,772 1,450 1,450 18,322
11-300-702 Animal Welfare Fund 61,428 8,032 8,032 69,460
11-300-770 Securitization/Endowment A 23,465,810 11,448,935 12,348,935 11,116,875
11-300-774 Open Space Spec Tax Account-Meas F 55,152,000 19,635,199 19,635,199 35,516,801
Total Mandated Funds 133,218,581 41,087,873 41,987,873 703,579 703,579 91,934,287
Human Services Dept - Restricted:
11-590-110 WP-Federal Assistance 139,542 139,542
Total Human Services Dept 139,542 0 0 0 0 139,542
DCSS-Child Support Enforce - Restricted:
11-600-020 DCSS-Child Support Enforcement 249,278 249,278
Health Realignment - Restricted:
11-640-710 Health Realign-Operating 1,812,238 726,352 726,352 1,085,886
County of Sonoma
FY 2011-2012 Adopted Budget
258
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2011-12
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Mental Health Realignment - Restricted:
11-650-810 MH Realign-Operating 1,992,713 212,109 212,109 2,204,822
Mental Health Services Act - Restricted:
11-660-420 MHSA-CSS 225,526 225,526 225,526 0
11-660-430 MHSA-Capital 121,433 51,020 51,020 70,413
11-660-440 MHSA-Early Intervention 1,111,452 275,832 275,832 835,620
11-660-450 MHSA-Educ/Training 2,636,306 388,141 388,141 2,248,165
11-660-460 MHSA-Innovation 807,432 805,587 805,587 1,845
11-660-470 MHSA-Prudent Reserve 2,710,016 1,667,219 1,667,219 1,042,797
Total Mental Health Svcs Act 7,612,165 3,413,325 3,413,325 0 0 4,198,840
11 Total Special Revenue Funds 166,799,534 49,761,346 50,876,266 1,222,321 1,222,321 117,145,589
12 Capital Projects (Assigned) 315,895 315,895 315,895 0 0 0
13 Debt Service (Restricted) 9,624,537 1,400 1,400 0 0 9,623,137
Total Governmental Funds 269,525,469 68,817,214 69,932,134 1,621,329 1,621,329 201,214,664
County of Sonoma
FY 2011-2012 Adopted Budget
259
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 5
County Budget Act State of California
January 2010 Summary of Additional Financing Sources by Source and Fund
Governmental Funds
Fiscal Year 2011-12
Summarization By Source:
10 Taxes:
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Property Taxes-CY Secured 179,065,004 174,366,925 170,323,514 170,323,514
Property Taxes-CY Supplemental 1,421,640 1,208,394 1,200,000 1,200,000
Property Taxes-CY Unsecured 5,521,689 5,206,593 5,000,000 5,000,000
Property Taxes-PY Secured 7,110 (100,000) 0 0
Property Taxes-PY Supplemental (12,834) (15,000) 0 0
Property Taxes-PY Unsecured 95,023 15,000 65,000 65,000
Penalties/Costs on Taxes 191 0 0 0
In Lieu Local Sales/Use Taxes 2,967,944 3,050,836 3,075,000 3,075,000
Sales/Use Taxes 9,235,390 11,649,164 25,127,500 25,727,500
Other Taxes 10,268,317 10,433,127 10,417,017 10,417,017
208,569,474 205,815,039 215,208,031 215,808,031
13 Licenses, Permits and Franchises 15,026,308 15,744,438 15,806,541 15,806,541
15 Fines, Forfeitures and Penalties 17,852,620 19,781,900 12,869,238 14,771,835
17 Revenue From Use of Money and Property 10,588,171 9,816,024 7,107,002 7,135,456
20 Intergovernmental Revenues:
Intergovernmental-State 260,153,023 287,702,360 280,583,773 284,234,360
Intergovernmental-Federal 68,228,533 64,154,847 64,259,358 64,861,860
Intergovernmental-Other 19,126,663 21,370,845 28,629,257 29,622,270
347,508,219 373,228,052 373,472,388 378,718,490
30 Charges for Current Services 76,124,569 52,925,346 50,007,913 50,359,983
40 Miscellaneous Revenues 13,082,770 18,088,263 15,293,624 15,098,388
46 Other Financing Sources* 4,003,819 62,561,484 146,073 988,966
Total Summarization by Source 692,755,950 757,960,546 689,910,810 698,687,690
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, 2011-12 Recommended transfers
totalling $103,269,142, and 2011-12 Adopted transfers totalling $105,474,530.
County of Sonoma
FY 2011-2012 Adopted Budget
260
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 5
County Budget Act State of California
January 2010 Summary of Additional Financing Sources by Source and Fund
Governmental Funds
Fiscal Year 2011-12
Summarization by Fund:
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
10-010-XXX General 386,526,833 385,903,556 361,169,934 367,787,850
10-065-XXX ACO Funds 1,330,447 887,802 610,971 610,971
10 General Fund 387,857,280 386,791,358 361,780,905 368,398,821
11-110-XXX Advertising 5,668,757 6,079,940 6,295,286 6,295,286
11-140-XXX Fish/Wildlife 42,156 38,427 46,000 46,000
11-160-XXX Road 36,933,629 44,170,419 42,450,159 43,367,552
11-190-XXX Tobacco Tax 207,436 210,293 191,684 191,684
11-300-XXX Mandated 20,857,824 81,075,017 36,368,426 36,368,426
11-580-XXX Human Svcs-Realign 15,180,755 16,041,157 15,897,791 15,897,791
11-590-XXX Human Svcs Dept 150,915,829 154,071,656 155,494,635 156,464,045
11-600-XXX DCSS-Child Support Enf 14,492,986 14,625,115 15,246,968 15,246,968
11-610-XXX Dept of Health Services 54,292,466 52,163,517 53,293,135 53,943,226
11-640-XXX Health-Realign 23,816,481 23,449,198 23,855,675 23,855,675
11-650-XXX Mental Health-Realign 11,285,046 13,020,917 13,715,198 13,715,198
11-660-XXX Mental Health Services Act 14,100,092 20,220,454 11,809,712 11,809,712
11 Special Revenue Funds 347,793,457 425,166,110 374,664,669 377,201,563
12 Capital Projects 11,699,482 10,549,363 31,807,930 33,635,388
13 Debt Service 28,863,659 3,233,000 3,520,000 3,520,000
Subtotal 776,213,878 825,739,831 771,773,504 782,755,772
XX Transfers* (83,457,928) (67,779,285) (81,862,694) (84,068,082)
Total Summarization by Fund 692,755,950 757,960,546 689,910,810 698,687,690
*The following transfers within a fund have been eliminated from the above fund totals: 2009-10 Actuals - $23,984,108, 2010-11 Estimated -
$17,689,951, 2011-12 Recommended - $21,406,448, and 2011-12 Adopted - $21,406,448. Transfers between funds are included within the
above funds and eliminated here before consolidating General County totals.
County of Sonoma
FY 2011-2012 Adopted Budget
261
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
10 Taxes:
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
100 Property Taxes-CY Secured:
10-010-XXX General 178,283,855 174,366,925 170,323,514 170,323,514
13-XXX-XXX Debt Service 781,149 0 0 0
179,065,004 174,366,925 170,323,514 170,323,514
102 Property Taxes-CY Supplemental 1,421,640 1,208,394 1,200,000 1,200,000
104 Property Taxes-CY Unsecured 5,521,689 5,206,593 5,000,000 5,000,000
106 Property Taxes-PY Secured:
10-010-XXX General (25,910) (100,000) 0 0
13-XXX-XXX Debt Service 33,020 0 0 0
7,110 (100,000) 0 0
108 Property Taxes-PY Supplemental (12,834) (15,000) 0 0
110 Property Taxes-PY Unsecured 95,023 15,000 65,000 65,000
112 Penalties/Costs on Taxes 191 0 0 0
113 In Lieu Local Sales/Use Tax 2,967,944 3,050,836 3,075,000 3,075,000
114 Sales/Use Taxes:
10-010-XXX General 9,235,390 9,649,164 9,327,500 9,927,500
11-300-XXX Mandated 0 2,000,000 15,800,000 15,800,000
9,235,390 11,649,164 25,127,500 25,727,500
126 Other Taxes:
10-010-XXX General 4,902,566 4,635,532 4,446,000 4,446,000
11-110-XXX Advertising 5,353,509 5,797,595 5,971,017 5,971,017
11-160-XXX Road 5,000 0 0 0
12-XXX-XXX Capital Projects 7,242 0 0 0
10,268,317 10,433,127 10,417,017 10,417,017
10 Total Taxes 208,569,474 205,815,039 215,208,031 215,808,031
County of Sonoma
FY 2011-2012 Adopted Budget
262
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
13 Licences, Permits and Franchises:
130 Animal Licenses
10-010-XXX General 671,012 704,661 0 0
11-610-XXX Dept of Health Services 0 0 724,320 724,320
671,012 704,661 724,320 724,320
132 Business Licenses:
10-010-XXX General 21,953 44,900 66,780 66,780
11-610-XXX Dept of Health Services 2,644,228 2,643,688 2,615,221 2,615,221
2,666,181 2,688,588 2,682,001 2,682,001
134 Construction Permits:
10-010-XXX General 6,611,615 6,880,063 6,983,578 6,983,578
11-300-XXX Mandated 375,206 324,882 294,345 294,345
11-610-XXX Dept of Health Services 318,362 333,614 420,140 420,140
7,305,183 7,538,559 7,698,063 7,698,063
136 Road Privileges/Permits:
10-010-XXX General 48,572 44,862 35,298 35,298
11-300-XXX Mandated 0 0 4,300 4,300
48,572 44,862 39,598 39,598
140 Franchises:
10-010-XXX General 2,606,117 2,684,025 2,600,000 2,600,000
11-300-XXX Mandated 65,560 276,000 274,000 274,000
11-610-XXX Dept of Health Services 180,000 185,000 185,000 185,000
2,851,677 3,145,025 3,059,000 3,059,000
146 Other Licenses/Permits:
10-010-XXX General 1,384,182 1,490,240 214,321 214,321
11-300-XXX Mandated 2,461 3,989 1,274,909 1,274,909
11-610-XXX Dept of Health Services 97,040 128,514 114,329 114,329
1,483,683 1,622,743 1,603,559 1,603,559
13 Total Licenses, Permits and Franchises 15,026,308 15,744,438 15,806,541 15,806,541
County of Sonoma
FY 2011-2012 Adopted Budget
263
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
15 Fines, Forfeitures and Penalties:
150 Vehicle Code Fines:
10-010-XXX General 92,795 92,500 105,988 105,988
11-160-XXX Road 294,936 269,025 270,000 270,000
387,731 361,525 375,988 375,988
152 Other Court Fines:
10-010-XXX General 1,630,043 1,946,223 1,698,212 1,698,212
11-140-XXX Fish/Wild Life 40,579 37,305 42,800 42,800
11-160-XXX Road 19,369 19,712 17,500 17,500
11-300-XXX Mandated 3,147,062 1,936,410 1,940,990 1,940,990
11-610-XXX Dept of Health Services 12,546 15,000 19,100 19,100
4,849,599 3,954,650 3,718,602 3,718,602
160 Forfeitures/Penalties:
10-010-XXX General 2,375,659 2,279,107 2,127,205 2,468,783
11-300-XXX Mandated 537,768 151,756 28,962 28,962
11-610-XXX Dept of Health Services 0 0 83,619 83,619
12-XXX-XXX Capital Projects 0 0 100,000 100,000
2,913,427 2,430,863 2,339,786 2,681,364
169 Penalties/Costs on Taxes
10-010-XXX General 9,701,863 13,034,862 6,434,862 7,794,881
11-610-XXX Dept of Health Services 0 0 0 201,000
9,701,863 13,034,862 6,434,862 7,995,881
15 Total Fines, Forfeitures and Penalties 17,852,620 19,781,900 12,869,238 14,771,835
County of Sonoma
FY 2011-2012 Adopted Budget
264
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
17 Revenue From Use of Money and Property:
170 Interest:
10-010-XXX General 8,674,562 8,275,106 5,286,495 5,314,949
10-065-XXX ACO Funds 41,220 27,415 89,010 89,010
11-110-XXX Advertising 37,410 25,000 25,000 25,000
11-140-XXX Fish/Wild Life 1,577 1,122 3,200 3,200
11-160-XXX Road 122,472 94,496 77,500 77,500
11-190-XXX Tobacco Tax 3,192 104 1,981 1,981
11-300-XXX Mandated 566,656 449,441 424,832 424,832
11-580-XXX Human Svcs-Realign 26,477 27,450 27,450 27,450
11-590-XXX Human Services Dept (58,012) (33,752) 25,000 25,000
11-600-XXX DCSS-Child Support Enf 6,555 6,000 6,000 6,000
11-610-XXX Dept of Health Services (138,638) (259,377) (91,928) (91,928)
11-640-XXX Health-Realign 37,640 26,495 21,196 21,196
11-650-XXX Mental Health-Realign 25,594 14,609 9,859 9,859
11-660-XXX Mental Health Svcs Act 65,154 35,469 16,312 16,312
12-XXX-XXX Capital Projects 50,164 4,776 0 0
13-XXX-XXX Debt Service 68,147 4,000 3,000 3,000
9,530,170 8,698,354 5,924,907 5,953,361
180 Rents/Concessions:
10-010-XXX General 941,909 1,068,236 995,289 995,289
11-300-XXX Mandated 116,092 49,434 144,919 144,919
12-XXX-XXX Capital Projects 0 0 41,887 41,887
1,058,001 1,117,670 1,182,095 1,182,095
17 Total Revenue From Use of Money and Property 10,588,171 9,816,024 7,107,002 7,135,456
20 Intergovernmental Revenues:
202 State-Highway Users Tax:
11-160-XXX Road 9,231,060 13,864,539 13,451,351 13,451,351
9,231,060 13,864,539 13,451,351 13,451,351
208 State-Other In-Lieu 1,529 1,000 0 0
210 State-Public Assist Admin:
11-590-XXX Human Services Dept 57,059,842 60,551,650 58,288,534 58,331,800
11-600-XXX DCSS-Child Support Enf 4,695,174 4,874,021 5,167,285 5,167,285
11-610-XXX Dept of Health Services 1,014,765 13,017,402 12,527,970 12,527,970
62,769,781 78,443,073 75,983,789 76,027,055
County of Sonoma
FY 2011-2012 Adopted Budget
265
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
214 State-Public Assist Programs:
11-590-XXX Human Services Dept 33,352,273 34,810,845 38,301,896 38,301,896
11-610-XXX Dept of Health Services 325,625 326,365 306,430 306,430
33,677,898 35,137,210 38,608,326 38,608,326
218 State-Health Administration:
11-300-XXX Mandated 18,220 0 0 0
18,220 0 0 0
220 State-CA Children Services:
11-610-XXX Dept of Health Services 2,970,365 2,975,047 3,351,105 3,351,105
2,970,365 2,975,047 3,351,105 3,351,105
224 State-Mental Health:
11-590-XXX Human Services Dept 88,852 312,596 312,596 243,387
11-610-XXX Dept of Health Services 6,232,570 5,136,312 4,579,235 4,579,235
6,321,422 5,448,908 4,891,831 4,822,622
226 State-Tuberculosis Control:
11-610-XXX Dept of Health Services 44,884 18,944 18,944 18,944
44,884 18,944 18,944 18,944
228 State-Health:
11-190-XXX Tobacco Tax 204,176 210,189 189,703 189,703
11-300-XXX Mandated 429,221 545,397 525,006 525,006
11-590-XXX Human Services Dept 49,679 61,551 55,841 55,841
11-610-XXX Dept of Health Services 11,881,605 11,652,809 11,757,348 11,757,348
12,564,681 12,469,946 12,527,898 12,527,898
230 State-Agriculture 2,762,183 3,005,402 2,875,234 2,996,800
232 State-Civil Defense 137,051 241,035 209,035 209,035
234 State-Construction:
11-160-XXX Road 6,748,435 5,652,728 5,538,809 5,538,809
6,748,435 5,652,728 5,538,809 5,538,809
County of Sonoma
FY 2011-2012 Adopted Budget
266
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
236 State-Corrections:
10-010-XXX General 9,875,425 9,640,854 10,170,020 10,349,957
11-300-XXX Mandated 1,750,989 1,387,378 1,600,000 1,600,000
11,626,414 11,028,232 11,770,020 11,949,957
240 State-Disaster Relief:
10-010-XXX General 14,438 8,167 18,000 18,000
11-160-XXX Road 463,961 (906) 0 0
12-XXX-XXX Capital Projects 0 10,088 383,227 383,227
478,399 17,349 401,227 401,227
242 State-Veterans' Affairs:
11-590-XXX Human Services Dept 53,687 71,000 60,000 60,000
53,687 71,000 60,000 60,000
244 State-HOPTR 1,336,869 1,311,896 1,300,000 1,300,000
245 State-Realignment-Sales Tax:
11-580-XXX Human Svcs-Realign 14,472,792 15,313,848 15,170,482 15,170,482
11-640-XXX Health-Realign 5,521,630 5,640,665 5,832,412 5,832,412
11-650-XXX Mental Health-Realign 7,891,686 8,061,836 8,292,963 8,292,963
27,886,108 29,016,349 29,295,857 29,295,857
247 State-Prop 172-Public Safety 30,534,458 30,375,121 30,375,121 32,639,364
248 State-Trial Courts 494,189 689,270 397,941 397,941
249 State-Realignment-VLF 21,563,045 20,806,505 21,115,815 21,115,815
250 State-Other:
10-010-XXX General 4,620,768 6,305,494 3,216,921 4,343,514
10-065-XXX ACO Funds 0 0 21,870 21,870
11-160-XXX Road 364,263 0 0
11-300-XXX Mandated 6,809,531 7,542,696 7,358,073 7,358,073
11-590-XXX Human Services Dept 701,335 547,369 580,421 564,612
11-610-XXX Dept of Health Services 1,733,624 2,548,262 3,176,290 3,176,290
11-660-XXX Mental Health Svcs Act 14,602,959 20,184,985 11,793,400 11,793,400
12-XXX-XXX Capital Projects 99,865 0 2,264,495 2,264,495
28,932,345 37,128,806 28,411,470 29,522,254
Total State Revenue 260,153,023 287,702,360 280,583,773 284,234,360
County of Sonoma
FY 2011-2012 Adopted Budget
267
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
260 Fed-Public Assist Admin:
11-590-XXX Human Services Dept 15,508,681 13,706,230 16,382,472 16,400,712
11-610-XXX Dept of Health Services 9,558,320 61 0 0
25,067,001 13,706,291 16,382,472 16,400,712
262 Fed-Public Assist Program:
11-590-XXX Human Services Dept 7,950,990 8,890,165 8,632,156 8,767,941
7,950,990 8,890,165 8,632,156 8,767,941
268 Fed-Disaster Relief:
10-010-XXX General 4,052 1,633 74,250 74,250
11-160-XXX Road 434,364 (2,719) 0 0
12-XXX-XXX Capital Projects 19,738 9,715 1,406,170 1,406,170
458,154 8,629 1,480,420 1,480,420
276 Fed-In Lieu Taxes 7,067 0 0 0
278 Fed-Other:
10-010-XXX General 5,648,273 8,242,973 5,080,262 5,331,274
11-160-XXX Road 4,243,686 11,828,090 12,459,435 12,459,435
11-300-XXX Mandated 2,608,938 422,877 328,463 328,463
11-590-XXX Human Services Dept 10,396,608 9,863,632 7,216,103 7,413,568
11-600-XXX DCSS-Child Support Enf 9,210,337 9,497,755 10,059,039 10,059,039
11-610-XXX Dept of Health Services 2,503,369 1,644,870 633,884 633,884
12-XXX-XXX Capital Projects 134,110 49,565 1,987,124 1,987,124
34,745,321 41,549,762 37,764,310 38,212,787
Total Federal Revenue 68,228,533 64,154,847 64,259,358 64,861,860
290 Other Government Agencies:
10-010-XXX General 14,402,310 14,999,270 16,815,830 16,815,830
10-065-XXX ACO Funds 42,695 47,386 54,611 54,611
11-110-XXX Advertising 114,447 113,000 113,000 113,000
11-160-XXX Road 1,452,324 1,564,189 2,310,237 2,310,237
11-300-XXX Mandated 25,002 50,727 72,000 72,000
11-590-XXX Human Services Dept 112,167 113,136 179,885 179,885
11-610-XXX Dept of Health Services 307,446 160,697 1,791,803 1,857,358
12-XXX-XXX Capital Projects 163,075 1,442,440 4,123,891 5,051,349
13-XXX-XXX Debt Service 2,507,197 2,880,000 3,168,000 3,168,000
Total Other Revenue 19,126,663 21,370,845 28,629,257 29,622,270
20 Total Intergovernmental Revenues 347,508,219 373,228,052 373,472,388 378,718,490
County of Sonoma
FY 2011-2012 Adopted Budget
268
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
30 Charges for Current Services:
300 Assessment/Tax Coll Fees:
10-010-XXX General 7,261,045 8,416,582 8,189,350 8,189,350
11-300-XXX Mandated 0 22,344 21,875 21,875
13-XXX-XXX Debt Service (13,687) 0 0 0
7,247,358 8,438,926 8,211,225 8,211,225
302 Special Assessments:
13-XXX-XXX Debt Service 63,821 0 0 0
63,821 0 0 0
304 Audit/Accounting Fees:
10-010-XXX General 2,776,967 3,060,014 3,267,824 3,267,824
11-610-XXX Dept of Health Services 190,189 238,566 238,732 238,732
2,967,156 3,298,580 3,506,556 3,506,556
306 Communication Services 236,113 359,179 257,000 285,219
308 Election Services 212,262 826,058 469,100 469,100
310 Legal Services 2,450,600 2,786,929 2,888,749 2,774,749
312 Personnel Services:
11-610-XXX Dept of Health Services 75,205 281,861 300 300
75,205 281,861 300 300
314 Planning/Engineering Services:
10-010-XXX General 3,482,748 2,702,356 2,394,850 2,778,351
11-160-XXX Road 5,514 4,230 5,750 5,750
11-610-XXX Dept of Health Services 11,208 10,000 0 0
3,499,470 2,716,586 2,400,600 2,784,101
318 Agricultural Services
10-010-XXX General 721,597 702,424 642,058 642,058
11-610-XXX Dept of Health Services 0 0 79,482 79,482
721,597 702,424 721,540 721,540
320 Civil Process Service:
10-010-XXX General 192,757 191,541 191,468 191,468
11-300-XXX Mandated 141,428 128,000 168,000 168,000
334,185 319,541 359,468 359,468
322 Court Fees/Costs:
10-010-XXX General 839,052 1,013,670 1,068,221 1,068,221
11-300-XXX Mandated 114,076 120,000 139,845 139,845
953,128 1,133,670 1,208,066 1,208,066
County of Sonoma
FY 2011-2012 Adopted Budget
269
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
30 Charges for Current Services (cont):
324 Estate Fees:
11-590-XXX Human Services Dept 197,512 111,695 125,000 125,000
197,512 111,695 125,000 125,000
326 Humane Services:
10-010-XXX General 71,216 62,265 0 0
11-300-XXX Mandated 24,581 9,395 25,086 25,086
11-610-XXX Dept of Health Services 0 0 81,347 81,347
95,797 71,660 106,433 106,433
328 Law Enforcement Services:
10-010-XXX General 465,344 408,000 406,000 406,000
11-610-XXX Dept of Health Services 2,900 0 0 0
468,244 408,000 406,000 406,000
330 Recording Fees:
10-010-XXX General 1,385,073 466,338 441,762 441,762
11-300-XXX Mandated 1,112,569 2,708,099 2,563,355 2,563,355
11-610-XXX Dept of Health Services 172,882 154,997 155,196 155,196
13-XXX-XXX Debt Service (30) 0 0 0
2,670,494 3,329,434 3,160,313 3,160,313
332 Road/Street Services:
10-010-XXX General 279,183 317,373 392,400 392,400
11-160-XXX Road 1,393,635 1,312,563 1,734,267 1,734,267
1,672,818 1,629,936 2,126,667 2,126,667
334 Health Fees:
10-010-XXX General 130,139 81,463 83,173 83,173
11-610-XXX Dept of Health Services 1,422,682 1,338,511 1,336,514 1,336,514
1,552,821 1,419,974 1,419,687 1,419,687
337 Mental Health Services:
11-300-XXX Mandated 1,924,443 2,281,874 2,073,890 2,073,890
11-610-XXX Dept of Health Services 220,441 199,582 199,766 199,766
2,144,884 2,481,456 2,273,656 2,273,656
338 California Childrens Services:
11-610-XXX Dept of Health Services 620 560 0 0
620 560 0 0
344 Institutional Care/Services 1,186,917 960,174 780,506 834,856
347 Educational Services 24,731 38,425 5,888 5,888
County of Sonoma
FY 2011-2012 Adopted Budget
270
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
30 Charges for Current Services (cont):
350 Park/Recreation Services:
10-010-XXX General 2,432,844 2,722,963 2,935,183 2,935,183
11-300-XXX Mandated 65,730 0 127,767 127,767
2,498,574 2,722,963 3,062,950 3,062,950
360 Other Charges for Services:
10-010-XXX General 14,732,558 15,513,448 14,695,992 14,695,992
10-065-XXX ACO Funds 229,054 263,429 153,003 153,003
11-160-XXX Road 1,110 475 1,000 1,000
11-300-XXX Mandated 23,283 78,166 79,708 79,708
11-590-XXX Human Services Dept 759,700 932,975 1,000,974 1,000,974
11-610-XXX Dept of Health Services 521,805 486,392 244,261 244,261
12-XXX-XXX Capital Projects 0 0 6,213 6,213
13-XXX-XXX Debt Service 29,409,479 0 0 0
45,676,989 17,274,885 16,181,151 16,181,151
398 Revenue Applicable to Prior Year:
10-010-XXX General 1,637,022 493,335 (80,600) (80,600)
11-110-XXX Advertising 25 0 0 0
11-160-XXX Road 584,804 2,868 0 0
11-300-XXX Mandated 45,260 4,330 0 0
11-590-XXX Human Services Dept 291,693 501,271 200,000 200,000
11-600-XXX DCSS-Child Support Enf 432,978 0 0 0
11-610-XXX Dept of Health Services 1,115,605 556,349 217,658 217,658
11-640-XXX Health Realignment (146,878) 47,042 0 0
11-650-XXX MH Health Realignment (108,189) 74,335 0 0
11-660-XXX Mental Health Svcs Act (568,021) 0 0 0
12-XXX-XXX Capital Projects 223,411 (67,100) 0 0
13-XXX-XXX Debt Service (4,334,437) 0 0 0
(826,727) 1,612,430 337,058 337,058
30 Total Charges for Current Services 76,124,569 52,925,346 50,007,913 50,359,983
County of Sonoma
FY 2011-2012 Adopted Budget
271
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
40 Miscellaneous Revenues:
402 Other Sales:
10-010-XXX General 1,856,426 2,186,132 1,873,048 1,736,774
10-065-XXX ACO Funds 517,175 257,095 250,000 250,000
11-300-XXX Mandated 166,225 163,707 142,880 142,880
11-610-XXX Dept of Health Services 0 0 177,544 177,544
2,539,826 2,606,934 2,443,472 2,307,198
404 Miscellaneous Revenues:
10-010-XXX General 3,509,555 3,775,376 3,861,548 3,990,266
10-065-XXX ACO Funds 50,303 0 0 0
11-110-XXX Advertising 148,685 133,000 184,000 184,000
11-160-XXX Road 4,489,735 4,257,243 2,069,000 2,069,000
11-190-XXX Tobacco Tax 68 0 0 0
11-300-XXX Mandated 571,761 1,130,374 900,140 900,140
11-590-XXX Human Services Dept 342,595 2,115,993 3,272,402 3,084,722
11-600-XXX DCSS-Child Support Enf 5,182 0 0 0
11-610-XXX Dept of Health Services 1,345,060 1,046,399 1,018,884 1,018,884
12-XXX-XXX Capital Projects 80,000 3,022,944 1,544,178 1,544,178
10,542,944 15,481,329 12,850,152 12,791,190
40 Total Miscellaneous Revenues 13,082,770 18,088,263 15,293,624 15,098,388
County of Sonoma
FY 2011-2012 Adopted Budget
272
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act State of California
January 2010 Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2011-12
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
46 Other Financing Sources:
46X Operating/Residual Equity Transfers:
10-010-XXX General 23,934 304,638 85,836 85,836
11-160-XXX Road 0 0 0 842,893
11-300-XXX Mandated 0 59,276,000 22,237 22,237
11-610-XXX Dept of Health Services 502,385 0 0 0
12-XXX-XXX Capital Projects 0 20,000 38,000 38,000
526,319 59,600,638 146,073 988,966
468 Long Term Debt Proceeds:
10-010-XXX General 0 1,485,846 0 0
12-XXX-XXX Capital Projects 3,477,500 1,475,000 0 0
3,477,500 2,960,846 0 0
46 Total Other Financing Sources* 4,003,819 62,561,484 146,073 988,966
Total All Governmental Funds 692,755,950 757,960,546 689,910,810 698,687,690
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, 2011-12 Recommended transfers
totalling $103,269,142, and 2011-12 Adopted transfers totalling $105,474,530.
County of Sonoma
FY 2011-2012 Adopted Budget
273
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 7
County Budget Act State of California
January 2010 Summary of Financing Uses by Function and Fund
Governmental Funds
Fiscal Year 2011-12
Summarization By Function:
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
General/Capital Projects 128,317,704 120,676,228 162,189,142 162,058,042
Public Protection 248,856,473 243,689,398 229,574,428 239,273,638
Public Ways/Facilities 30,599,107 40,383,741 46,112,038 47,029,431
Health/Sanitation 113,482,411 114,727,932 110,542,572 111,058,273
Public Assistance 178,540,203 186,496,720 186,985,076 187,954,486
Education 1,113,579 881,705 695,332 695,332
Recreation/Cultural Services 13,875,177 13,097,087 12,486,707 12,546,707
Debt Service* 37,687,818 3,233,000 3,521,400 3,521,400
Total Financing Uses by Function 752,472,472 723,185,811 752,106,695 764,137,309
Appropriations for Contingencies:
10-010-XXX General 5,000,000 2,861,186
Subtotal Financing Uses 752,472,472 723,185,811 757,106,695 766,998,495
Increases to Fund Balance:
10-010-XXX General 299,137 299,137
10-065-XXX ACO Funds 99,871 99,871
11-160-XXX Road 306,633 306,633
11-300-XXX Mandated 703,579 703,579
11-650-XXX Mental Health-Realign 212,109 212,109
Total Increases to Fund Balance 0 0 1,621,329 1,621,329
Total Financing Uses 752,472,472 723,185,811 758,728,024 768,619,824
*Prior year actual debt service expenditures are higher than current year estimated and next year's budgeted amounts due mainly to payments
on pension obligation and other bond requirements that do not require annual appropriations in the county budget.
County of Sonoma
FY 2011-2012 Adopted Budget
274
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 7
County Budget Act State of California
January 2010 Summary of Financing Uses by Function and Fund
Governmental Funds
Fiscal Year 2011-12
Summarization By Fund:
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
10-010-XXX General 402,986,123 396,131,224 379,287,250 385,905,166
10-065-XXX ACO Funds 1,265,146 1,654,065 1,232,228 1,232,228
10 Total General 404,251,269 397,785,289 380,519,478 387,137,394
11-110-XXX Advertising 5,920,633 6,373,435 6,931,797 7,146,717
11-140-XXX Fish/Wildlife 68,132 44,982 63,550 63,550
11-160-XXX Road 30,440,030 39,929,988 46,329,894 47,247,287
11-190-XXX Tobacco Tax 256,256 210,293 191,684 191,684
11-300-XXX Mandated 41,046,081 32,607,973 77,456,299 78,356,299
11-580-XXX Human Svcs-Realign 15,180,757 16,041,157 15,897,791 15,897,791
11-590-XXX Human Svcs Dept 149,334,369 155,872,188 155,494,635 156,464,045
11-600-XXX DCSS-Child Support Enf 14,658,760 14,363,325 15,246,968 15,246,968
11-610-XXX Dept of Health Services 54,292,470 52,163,517 53,293,135 53,943,226
11-640-XXX Health-Realign 23,986,718 23,574,664 24,582,027 24,582,027
11-650-XXX Mental Health-Realign 12,461,616 12,156,612 13,715,198 13,715,198
11-660-XXX Mental Health Services Act 12,321,791 16,806,765 15,223,037 15,223,037
11 Total Special Revenue 359,967,613 370,144,899 424,426,015 428,077,829
12 Total Capital Projects 34,023,700 19,801,908 32,123,825 33,951,283
13 Total Debt Service 37,687,818 3,233,000 3,521,400 3,521,400
Subtotals 835,930,400 790,965,096 840,590,718 852,687,906
XX Operating Transfers* (83,457,928) (67,779,285) (81,862,694) (84,068,082)
Total Financing Uses 752,472,472 723,185,811 758,728,024 768,619,824
*The following transfers within a fund have been eliminated from the above fund totals: 2009-10 Actuals - $23,984,108, 2010-11 Estimated -
$17,689,951, 2011-12 Recommended - $21,406,448, and 2011-12 Adopted - $21,406,448. Transfers between funds are included within the
above funds and eliminated here before consolidating General County totals.
County of Sonoma
FY 2011-2012 Adopted Budget
275
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
General:
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Legislative/Administrative
Board of Supervisors 05-01-01 2,557,957 2,580,261 2,644,000 2,644,000
County Administrator 05-02-01 3,288,690 2,523,157 2,140,390 2,140,390
General Services-Admin 05-10-10 842,800 859,570 794,857 794,857
Total Legislative/Administrative 6,689,447 5,962,988 5,579,247 5,579,247
Finance
Assessment Appeals Board 05-01-10 3,409 115,570 85,000 85,000
Purchasing Agent 05-10-20 1,123,291 1,117,951 1,028,353 1,028,353
Assessor 10-21-01 8,451,104 8,311,410 8,033,920 8,191,959
Administrative Services 10-21-02 832,515 919,923 817,468 817,468
Assessor-Prop Char Data 10-21-10 40,593 42,926 43,855 43,855
Assessor-Prop Tax Admin 10-21-11 1,398 82,044 0 0
Auditor-Controller 10-22-01 10,965,152 9,088,085 7,896,034 7,896,034
Treasury 10-22-10 2,299,324 2,109,515 1,827,673 1,827,673
Tax Collector 10-22-20 2,853,482 2,951,581 2,795,194 2,795,194
ACTTC-Administration 10-22-90 1,117,756 895,338 926,511 926,511
Total Finance 27,688,024 25,634,343 23,454,008 23,612,047
Counsel
County Counsel 05-05-01 4,771,019 4,742,331 4,583,726 4,583,726
Total Counsel 4,771,019 4,742,331 4,583,726 4,583,726
Human Resources
Human Resources 05-06-01 4,849,114 4,324,382 3,960,287 3,960,287
Human Resources-Training 05-06-10 31,929 28,364 0 0
Total Human Resources 4,881,043 4,352,746 3,960,287 3,960,287
Elections
County Clerk 05-19-10 535,609 558,403 498,010 498,010
Registrar of Voters 05-19-30 3,630,915 3,521,075 3,176,010 3,260,526
Total Elections 4,166,524 4,079,478 3,674,020 3,758,536
Communications
Communication-Radio 05-07-16 1,253,463 1,568,835 2,324,487 0
Communications-Telephone 05-07-17 145,000 648,183 841,198 841,198
Total Communications 1,398,463 2,217,018 3,165,685 841,198
County of Sonoma
FY 2011-2012 Adopted Budget
276
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
General (Cont):
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Property Management
Energy Division 05-10-53 5,449,945 7,058,994 8,215,934 8,215,934
Real Estate Program 05-10-54 5,630,597 5,695,248 5,660,805 5,660,805
Facilities Operations 05-10-55 5,993,676 4,909,959 3,383,729 3,383,729
Sonoma Co Energy Watch 05-10-57 61,450 294,968 259,400 259,400
Tidelands Leases Fund 05-10-95 104,376 49,201 363,553 363,553
Total Property Management 17,240,044 18,008,370 17,883,421 17,883,421
Capital Improvements
Capital Improvements 40-XX-XX 32,529,488 19,756,822 31,603,825 33,431,283
Total Capital Improvements 32,529,488 19,756,822 31,603,825 33,431,283
Promotion
Economic Development 15-30-01 1,336,110 1,442,820 1,401,224 1,419,474
Tourism Council 15-30-03 1,446,552 1,448,201 1,659,713 1,659,713
Advertising 35-75-01 560,002 1,073,897 1,480,045 1,476,715
Total Promotion 3,342,664 3,964,918 4,540,982 4,555,902
Other General
Insurance 05-06-30 1,559,544 1,474,005 1,580,651 1,580,651
ADA Program 05-06-40 139,828 2,000,000 400,000 400,000
ISD-Administration 05-07-10 136 0 200,000 200,000
Applications-Maintenance 05-07-11 1,648,431 2,053,602 3,544,573 3,544,573
Technical Services 05-07-13 3,883,919 4,085,007 5,014,316 5,014,316
Work Group Support 05-07-15 (2,028,727) 1,411,116 191,000 191,000
Records 05-07-18 1,871,610 1,854,797 1,765,938 1,765,938
Reprographics 05-07-19 741,494 505,536 565,367 565,367
IS Replacement-B 05-07-24 31,401 44,442 59,444 59,444
HRMS Fund 05-07-28 2,593,999 871,500 42,000 42,000
Architect 05-10-12 180,542 28,021 144,710 144,710
Architect-Local Projects 05-10-13 1,262,428 1,149,007 1,148,155 1,148,155
County Garage 05-10-60 3,027,310 2,952,056 2,732,853 2,732,853
Co Car Replacement ACO 05-10-61 329,291 375,025 165,013 165,013
Survey Monument Preservation 15-25-69 315,293 553,252 9,000 9,000
Pub Educ Govt Access Fees (PEG) 15-37-11 0 100,000 100,000 100,000
Employee Benefits 35-76-01 1,714,562 1,216,524 2,907,637 2,907,637
Other General Government 35-77-01 (2,285,155) 4,316,281 2,810,542 3,330,542
Other Financing Sources/Uses 35-77-02 543,766 843,043 1,427,543 1,015,997
Securitization/Endowment A 35-77-04 0 0 3,500,000 3,500,000
Open Space Spec Tax Account-2007 Bond 35-77-30 10,081,316 0 0 0
Open Space Spec Tax Account-Measure F 35-77-31 0 6,124,000 35,435,199 35,435,199
Total Other General 25,610,988 31,957,214 63,743,941 63,852,395
Total General 128,317,704 120,676,228 162,189,142 162,058,042
County of Sonoma
FY 2011-2012 Adopted Budget
277
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Public Protection:
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Judicial
Sheriff-Court Security 20-40-75 6,071,583 6,510,051 7,073,894 7,173,667
D.A.-Criminal 20-42-10 18,851,030 18,414,345 16,735,266 17,058,175
D.A.-Special Expense 20-42-11 4,246 0 0 0
D.A.-Victim Witness 20-42-12 796,067 726,997 1,321,164 1,413,156
D.A.-Auto Insurance Fraud 20-42-40 0 1,000 63,586 63,586
D.A.-SLESF 20-42-50 116,208 100,309 100,040 100,040
D.A.-Consumer Protection Fund 20-42-60 636,923 395,409 512,466 512,466
D.A.-SCATT 20-42-70 454,162 465,873 469,375 469,375
D.A.-Family Justice Center 20-42-80 119,437 686,966 263,897 263,897
D.A.-FJC-SB635 20-42-85 0 0 168,353 168,353
D.A. Asset Forfeiture 20-42-90 0 0 29,184 29,184
Public Defender 20-45-01 9,161,837 9,351,079 8,703,091 9,119,129
Grand Jury 20-48-01 79,334 28,852 68,286 68,286
Courts-Non-Court Operations 20-51-40 8,482,164 8,500,611 8,560,358 8,560,358
Courts-Alternate Public Defender Svcs 20-51-60 3,041,420 2,766,420 2,766,420 2,766,420
Courts-Alternate Dispute Res 20-51-92 103,386 100,000 96,682 96,682
Total Judicial 47,917,797 48,047,912 46,932,062 47,862,774
Police Protection
Sheriff-Admin 20-40-10 7,274,069 6,959,413 6,179,366 6,179,366
Law Enforcement-Admin 20-40-12 2,440,150 2,883,967 2,595,362 2,595,362
Sheriff-Radio Replacement 20-40-13 157,397 0 0 0
Sheriff-Revenue Tracking Fund 20-40-14 0 0 468,674 468,674
Sheriff-Dispatch 20-40-20 4,128,083 3,975,003 4,143,086 4,143,086
Sheriff-Radio 20-40-25 0 0 0 2,352,706
Sheriff-Helicopter 20-40-30 1,776,597 1,740,000 293,632 1,186,076
Sheriff-Civil 20-40-40 880,704 675,066 659,575 659,575
Sheriff-Marine Unit 20-40-45 1,030,794 1,262,225 830,264 830,264
Sheriff-Patrol 20-40-50 29,018,688 26,854,251 25,219,118 25,511,315
Sheriff-Windsor 20-40-55 4,003,403 4,130,179 4,540,798 4,540,798
Sheriff-Sonoma 20-40-56 3,012,742 3,008,505 3,146,198 3,146,198
Sheriff-Investigation 20-40-60 8,693,119 7,742,808 6,247,115 7,068,861
Sheriff-Services-Records 20-40-70 1,944,649 1,880,733 1,977,579 1,977,579
JAG 20-40-87 408,820 532,118 0 0
Sheriff-DMV ID Fee 20-40-89 359,348 789,341 1,911,496 1,911,496
Sheriff-SLESF 20-40-91 161,709 101,194 100,000 100,000
Sheriff-Training 20-40-94 144,531 411,452 681,787 681,787
Total Police Protection 65,434,803 62,946,255 58,994,050 63,353,143
Detention & Correction
Sheriff-Transportation 20-40-76 1,479,824 1,471,222 1,333,969 1,333,969
Detention-Honor Farm 20-41-20 9,081,818 7,499,814 4,227,745 4,428,237
Detention-Main Jail 20-41-30 30,100,933 30,144,294 31,708,918 31,708,918
Detention-Administration 20-41-50 15,850,920 15,855,904 15,007,224 15,007,224
Detention-Jail Industries 20-41-60 135,985 160,300 117,300 117,300
Detention-SLESF 20-41-61 133,695 118,114 100,000 100,000
Detention-Training 20-41-70 572 0 0 0
Probation Department 20-43-10 7,594,361 7,137,007 7,823,213 7,550,132
Probation-Juvenile Svcs 20-43-11 5,822,062 5,521,689 5,705,158 5,779,279
Probation-Administration 20-43-12 3,323,818 3,343,483 3,258,158 3,265,622
County of Sonoma
FY 2011-2012 Adopted Budget
278
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Public Protection (Cont):
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Detention & Correction (Cont)
Probation-Grant Funds 20-43-14 507,243 65,182 38,343 38,343
Jail Programs 20-43-40 2,269,872 1,945,687 355,712 1,050,393
JJCPA 20-43-92 1,152,285 1,086,260 1,312,655 1,312,655
Probation-CCPIF 20-43-93 0 171,190 1,017,894 1,017,894
Juvenile Halls 20-44-20 13,868,519 14,247,227 13,507,470 13,707,140
Sonoma County Youth Camp 20-44-30 2,328,320 2,151,730 2,354,300 2,354,300
Sierra Youth Center 20-44-40 2,062,204 1,750,482 364,354 1,819,530
Supervised Adult Crews 20-44-60 1,096,647 1,107,581 537,146 537,146
Probation-SAC Ops & Replacement 20-44-70 2,560,409 2,148,821 2,813,463 2,813,463
Prob-Juvenile Funds 20-44-80 381,166 826,068 1,517,740 1,517,740
Total Detention & Correction 99,750,653 96,752,055 93,100,762 95,459,285
Protection Inspection
Agricultural Commissioner 30-70-10 4,345,881 4,495,113 4,052,788 4,176,483
Sealer Weights & Measures 30-70-20 1,072,518 907,568 943,286 941,157
W & M Transaction Verification 30-70-21 1,840 3,824 3,600 3,600
Total Protection Inspection 5,420,239 5,406,505 4,999,674 5,121,240
Other Protection
Co Ctr Parking Enforce 05-10-90 155,750 105,511 157,763 157,763
Recorder 10-24-01 1,221,398 0 0 0
Recorder-Modernization 10-24-10 591,039 293,988 282,273 282,273
Recorder-Micrographics 10-24-20 240,598 68,419 87,670 87,670
Clerk/Recorder VRIP 10-24-30 6,506 32,407 43,800 43,800
Social Security Truncation Prog 10-24-40 0 195,000 150,000 150,000
Recorder-Operations Fund 10-24-50 0 1,441,659 2,007,245 2,007,245
PRMD-Administration 15-25-01 19,314,086 17,160,319 14,806,864 15,417,943
ARM-Mitigation Fund 15-25-49 0 75,275 32,145 32,145
Sheriff-Coroner 20-40-80 2,170,321 2,243,668 2,190,563 2,183,587
Animal Care & Control 24-64-35 3,738,192 3,878,833 3,652,403 3,786,793
ACC-Pub Educ Fund 24-68-35 56,881 39,717 34,414 34,414
Animal Welfare Fund 24-68-36 0 50,190 32,500 32,500
Fish & Wildlife 30-70-30 59,703 40,255 58,550 58,550
Abalone Preservation Fund 30-70-31 8,429 4,727 5,000 5,000
Emergency Svcs-Hazardous Materials 35-79-20 1,423,367 1,322,863 0 0
Emergency Management 35-79-30 783,955 946,526 684,401 816,401
Emergency Mgmt-Oper Area Grants 35-79-31 562,756 2,637,314 0 1,058,823
Hazardous Materials Fund 35-79-50 0 0 1,322,289 1,322,289
Total Other Protection 30,332,981 30,536,671 25,547,880 27,477,196
Total Public Protection 248,856,473 243,689,398 229,574,428 239,273,638
County of Sonoma
FY 2011-2012 Adopted Budget
279
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Public Ways/Facilities:
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Public Ways
Road Department 15-35-XX 30,340,106 39,885,652 45,981,295 46,898,688
Public Works-Special Projects 15-37-01 202,379 136,794 107,993 107,993
Public Works-District Formation 15-37-02 30,154 23,234 15,625 15,625
Public Works-Water Systems 15-37-03 26,468 338,061 7,125 7,125
Total Public Ways 30,599,107 40,383,741 46,112,038 47,029,431
Total Public Ways/Facilities 30,599,107 40,383,741 46,112,038 47,029,431
Health/Sanitation:
Health
HS-Administration 24-61-10 629,056 868,184 1,033,679 1,234,679
Prevention & Planning 24-62-20 3,805,803 0 0 0
PH-Environmental Health 24-64-05 4,858,767 5,072,820 5,035,239 5,035,239
PH-Program Support 24-64-10 1,297,526 1,314,017 1,236,484 1,236,484
PH-Access to Health Care 24-64-15 1,102,659 718,947 718,947 718,947
PH-Disease Control & Surv 24-64-20 2,352,242 2,087,354 2,193,664 2,193,664
PH-Prevention & Planning 24-64-21 0 2,821,803 2,802,221 2,802,221
PH-MCH 24-64-30 4,034,889 3,313,871 3,314,424 3,314,424
PH-WIC 24-64-40 2,137,248 2,913,223 2,816,916 2,816,916
PH-HIV Prevention & Care 24-64-50 2,290,644 792,366 261,202 261,202
PH-Clinics 24-64-60 1,566,829 0 0 0
PH-Juv Prob Health Svcs 24-64-65 500 18,267 0 0
PH-Special Clinical Services 24-64-66 149,028 215,130 259,281 259,281
PH-EMS 24-64-70 975,396 1,222,184 809,531 809,531
PH-Childrens Medical Services 24-64-75 5,213,281 5,089,084 5,254,603 5,254,603
PH-Clinical Lab 24-64-80 1,353,689 1,189,365 1,096,971 1,096,971
PH-PH Preparedness 24-64-85 127,024 94,721 84,984 84,984
PH-Revenue 24-64-90 (9,523,058) (7,125,223) (7,792,833) (7,792,833)
MH-Program Support 24-65-10 2,221,778 2,730,737 2,903,030 2,903,030
MH-Psych Emergency Svcs 24-65-21 6,405,331 6,515,586 6,550,010 6,579,116
MH-Adult Services 24-65-30 8,802,947 6,498,822 6,629,423 6,629,423
MH-Youth & Family Services 24-65-31 9,691,954 10,051,050 11,734,535 11,734,535
MH-Mental Health Svcs Act 24-65-50 4,482,796 5,096,491 4,457,053 4,457,053
MH-MHSA One-Time Costs 24-65-51 167,272 1,497,376 1,394,939 1,469,161
BH-AODS-Program Support 24-65-61 0 358,040 355,949 509,630
BH-AODS-Treatment & Case Mgmt 24-65-62 0 10,834,438 9,763,540 9,821,232
MH-Revenue 24-65-90 (12,461,616) (12,314,367) (13,503,089) (13,503,089)
AODS-Program Support 24-66-10 1,554,294 0 0 0
AODS-Residential Services 24-66-30 4,741,621 0 0 0
AODS-Outpatient Services 24-66-40 3,444,917 0 0 0
AODS-Adolescent Treatment Prog 24-66-50 577,038 0 0 0
AODS-Sonoma Works 24-66-60 1,046,948 0 0 0
County of Sonoma
FY 2011-2012 Adopted Budget
280
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Health/Sanitation (Cont):
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Health (Cont)
AODS-Drug Court 24-66-70 883,565 0 0 0
AODS-Revenue 24-66-90 (19,392) 0 0 0
PH-TT-Non-Co Hospitals 24-68-11 1,988 0 1,350 1,350
PH-TT-Non-Physicians 24-68-13 188 0 131 131
P&P-TT-Education 24-68-15 254,080 210,293 190,203 190,203
P&P-Children & Families First 24-68-16 4,623,763 7,602,597 6,455,408 6,455,408
PH-EMS Fund 24-68-20 371,529 0 0 0
PH-SB 1773 24-68-21 563,891 0 0 0
EH-Solid Waste-EAG 24-68-30 25,282 24,903 24,903 24,903
P&P-Child Safety Seats 24-68-40 9,000 6,510 4,930 4,930
MHSA CSS 24-68-42 8,916,985 9,482,348 10,326,048 10,326,048
MHSA Cap/Tech 24-68-43 200,573 1,750,676 251,020 251,020
MHSA Early Planning 24-68-44 1,981,664 3,837,411 2,888,432 2,888,432
MHSA-Educ/Training 24-68-45 304,441 348,316 395,552 395,552
MHSA-Innovation 24-68-46 918,128 1,388,014 1,361,985 1,361,985
AOD Memorial Fund 24-68-61 3,444 1,683 25,536 25,536
MH-Interim Fund 24-68-65 11,159 7,659 15,000 15,000
PH-PHER 24-68-67 1,006,013 356,060 0 0
PH-HPP 24-68-68 158,352 338,617 279,890 279,890
PH-HPP-H1N1 24-68-69 20,908 5,650 0 0
Health Realign-Operating 24-68-71 23,986,718 22,074,664 22,582,027 22,582,027
MH Realign-Operating 24-68-81 12,461,616 12,156,612 13,503,089 13,503,089
AODS-JAG Funds 24-68-88 430,944 159,454 0 0
AODS-OTP 24-68-89 265,856 0 0 0
AODS-DUI Program 24-68-90 2,225,300 2,280,177 2,092,676 2,092,676
AODS-SACPA 24-68-93 162,804 0 0 0
PH-Vital Statistics Fund 24-68-94 141,208 66,828 40,360 40,360
PH-Bioterrorism Program 24-68-98 525,601 755,174 693,329 693,329
Total Health 113,482,411 114,727,932 110,542,572 111,058,273
Total Health/Sanitation 113,482,411 114,727,932 110,542,572 111,058,273
County of Sonoma
FY 2011-2012 Adopted Budget
281
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Public Assistance:
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Administration
Discretionary General Fund 23-50-53 0 199,727 199,727 199,727
WP-Realignment 23-52-10 (13,198,713) (14,002,695) (13,905,429) (13,905,429)
WP-Adoptions 23-52-20 7,118,393 7,366,438 7,808,426 7,808,426
WP-Case Service 23-52-30 2,423,747 2,132,182 2,116,283 2,116,283
WP-Adult Other Case Services 23-52-31 143,998 167,296 163,960 163,960
WP-IHSS & Public Authority 23-52-32 14,080,735 14,228,451 14,855,151 14,855,151
WP-Refugees 23-52-40 24,440 23,629 26,373 26,373
WP-Federal Assistance Reserve 23-52-95 0 75,325 0 0
WP-Wraparound 23-52-96 0 1,462,000 2,600,000 2,600,000
Human Svcs Realign-Operating 23-58-11 15,180,757 16,041,157 15,897,791 15,897,791
Program Admin 23-59-01 82,852,205 84,699,037 82,759,755 83,339,145
V M Childrens Center 23-59-06 6,375,733 5,539,332 6,479,546 6,479,546
Human Svcs Grant Programs 23-59-08 1,024,007 1,801,264 506,816 540,816
Total Administration 116,025,302 119,733,143 119,508,399 120,121,789
Aid Programs
WP-Foster Care 23-52-60 18,084,698 21,859,598 24,731,240 24,731,240
WP-TANF 23-52-80 22,055,587 23,041,273 20,818,320 21,009,360
Dependent Child Fund 23-58-54 46,567 81,374 145,955 145,955
Total Aid Programs 40,186,852 44,982,245 45,695,515 45,886,555
General Relief
WP-General Assistance 23-52-70 1,549,208 1,147,249 1,077,748 1,077,748
Total General Relief 1,549,208 1,147,249 1,077,748 1,077,748
Veterans Services
Veterans Services 23-59-04 370,585 465,880 397,276 483,809
Total Veterans Services 370,585 465,880 397,276 483,809
Other Assistance
Area Agency on Aging (AAA) 23-59-02 2,714,259 2,560,081 2,427,406 2,575,062
Senior Services-MSSP 23-59-03 1,107,229 1,251,037 1,225,076 1,155,867
PA/PG/PC 23-59-09 701,992 924,841 1,131,219 1,131,219
Human Services Commission 23-59-12 1,226,266 1,068,919 275,469 275,469
DCSS-Child Support Enforcement 25-60-02 14,658,760 14,363,325 15,246,968 15,246,968
DCSS-Revenue Fund 25-60-10 (250) 0 0 0
Total Other Assistance 20,408,256 20,168,203 20,306,138 20,384,585
Total Public Assistance 178,540,203 186,496,720 186,985,076 187,954,486
County of Sonoma
FY 2011-2012 Adopted Budget
282
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act State of California
January 2010 Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2011-12
Education:
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2009-10 2010-11 2011-12 2011-12
(1) (2) (3) (4) (5)
Agricultural Education
Agricultural Extension 30-71-01 1,113,579 881,705 695,332 695,332
Total Agricultural Education 1,113,579 881,705 695,332 695,332
Total Education 1,113,579 881,705 695,332 695,332
Recreation/Cultural Services:
Recreation Facilities
Regional Parks Ops & Maintenance 15-32-10 9,419,363 8,874,933 7,796,542 7,796,542
Park Planning 15-32-11 0 0 823,740 823,740
Recreation, Health & Education 15-32-12 0 0 548,415 548,415
Business Strategy & Development 15-32-13 0 0 67,023 67,023
Spring Lake Park 15-32-20 1,936,406 2,019,755 2,014,884 2,014,884
County Grounds Maintenance 15-32-40 884,380 672,960 0 0
Total Recreation Facilities 12,240,149 11,567,648 11,250,604 11,250,604
Veterans Memorial Buildings
Recreation/Cultural Services 15-32-30 1,635,028 1,529,439 1,236,103 1,296,103
Total Veterans Memorial Buildings 1,635,028 1,529,439 1,236,103 1,296,103
Total Recreation/Cultural Services 13,875,177 13,097,087 12,486,707 12,546,707
Debt Service:
Retirement of Long-Term Debt
Retirement of Long-Term Debt 35-XX-XX 37,687,818 3,233,000 3,521,400 3,521,400
Total Retirement of Long-Term Debt 37,687,818 3,233,000 3,521,400 3,521,400
Total Debt Service** 37,687,818 3,233,000 3,521,400 3,521,400
Grand Total Financing Uses by Function* 752,472,472 723,185,811 752,106,695 764,137,309
*Excludes 2009-10 Actual transfers totalling $107,442,036, 2010-11 Estimated transfers totalling $85,469,236, 2011-12 Recommended transfers
totalling $103,269,142, and 2011-12 Adopted transfers totalling $105,474,530.
**Prior year actual debt service expenditures are higher than next year's budgeted amounts due mainly to payments on pension obligation bonds and
other bond requirements that do not require annual appropriations in the county budget.
County of Sonoma
FY 2011-2012 Adopted Budget
283
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 12
County Budget Act State of California
January 2010 Special Districts and Other Agencies Summary
Fiscal Year 2011-12
County Service Areas:
Total Financing Sources Total Financing Uses
Unallocated Additional Total Total
Fund Balance Decreases to Financing Financing Financing Increases to Financing
District Name June 30,2011 Fund Balance Sources Sources Uses Fund Balance Uses
(1) (2) (3) (4) (5) (6) (7) (8)
50-049-XXX #40-Fire Services 0 322,144 5,036,301 5,358,445 5,358,445 5,358,445
51-XXX-XXX #41-Lighting 0 58,227 120,284 178,511 169,944 8,567 178,511
51-035-XXX #41-Parks-Sonoma Valley 0 30,704 151,198 181,902 181,902 181,902
Total County Service Areas 0 411,075 5,307,783 5,718,858 5,710,291 8,567 5,718,858
50-043-000 Rio Nido GHAD 0 4,490 5,510 10,000 10,000 10,000
50-045-XXX No Air Poll Control 0 333,859 1,872,680 2,206,539 2,206,539 2,206,539
50-XXX-XXX Lighting Districts 0 121,027 681,995 803,022 763,284 39,738 803,022
50-XXX-XXX Community Facilities 0 219,800 219,800 219,800 219,800
50-XXX-XXX Permanent Road Districts 0 9,012 51,348 60,360 60,360 60,360
Sonoma County Water Agency:
52-720-100 General Fund 0 5,610,562 5,610,562 4,068,510 1,542,052 5,610,562
52-720-300 Spring Lake Park 0 7,859 1,895,506 1,903,365 1,903,365 1,903,365
52-720-500 Waste/Recycled Wat Loan 0 3,136 3,136 0 3,136 3,136
52-720-800 Sustainability Fund 0 556,725 210,275 767,000 767,000 767,000
53-730-XXX Special Revenue Funds 0 6,368,576 11,740,660 18,109,236 17,743,985 365,251 18,109,236
54-740-200 Warm Springs Dam-DS 0 6,205,823 79,750 6,285,573 6,285,573 6,285,573
Total Sonoma County Water Agency 0 13,138,983 19,539,889 32,678,872 30,768,433 1,910,439 32,678,872
50-930-000 IHSS Public Authority 0 1,023,792 1,023,792 1,023,792 1,023,792
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
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
Community Development:
65-XXX-XXX Community Development 0 2,970,694 38,464,308 41,435,002 41,435,002 41,435,002
66-XXX-XXX Redevelopment 0 23,189,038 8,845,148 32,034,186 32,034,186 32,034,186
66-XXX-XXX Redevelopment-DS 0 686,300 563,310 1,249,610 1,249,610 1,249,610
Total Community Development 0 26,846,032 47,872,766 74,718,798 74,718,798 0 74,718,798
Total Special Districts & Other Agencies 0 42,676,389 120,282,153 162,958,542 160,478,198 2,480,344 162,958,542
Appropriations Limit 65,862,511
Appropriations Subject to Limit 5,305,197
County of Sonoma
FY 2011-2012 Adopted Budget
284
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 13
County Budget Act State of California
January 2010 Fund Balance-Special Districts and Other Agencies
Fiscal Year 2011-12
County Service Areas:
Less: Obligated Fund Balance
Total Total
Estimated Less: Unallocated
Fund Balance Unassigned Fund Balance
Fund Name June 30, 2011 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2011
(1) (2) (3) (4) (5) (6) (7) (8)
50-049-XXX #40-Fire Services 2,790,424 2,790,424 0
51-XXX-XXX #41-Lighting 257,607 257,607 0
51-035-XXX #41-Parks-Sonoma Valley 239,660 239,660 0
Total County Service Areas 3,287,691 0 3,287,691 0 0 0 0
50-043-000 Rio Nido GHAD 102,853 102,853 0
50-045-XXX No Air Poll Control 2,339,431 2,339,431 0
50-XXX-XXX Lighting Districts 5,516,270 5,516,270 0
50-XXX-XXX Community Facilities 48,685 48,685 0
50-XXX-XXX Permanent Road Districts 671,717 671,717 0
Sonoma County Water Agency:
52-720-100 General Fund 3,506,617 3,506,617 0
52-720-300 Spring Lake Park 1,435,098 1,435,098 0
52-720-500 Waste/Recycled Water 575,826 575,826 0
53-730-XXX Special Revenue Funds 27,214,317 27,214,317 0
54-740-200 Warm Springs Dam-DS 78,084,638 78,084,638 0
Total Sonoma County Water Agency 110,816,496 0 110,816,496 0 0 0 0
50-930-000 IHSS Public Authority 345,738 345,738 0
50-950-XXX So Co Library-Jt Powers 9,054,022 9,054,022 0
50-960-XXX So Co Ag Pres/OSD 11,935,460 11,935,460 0
Community Development:
65-XXX-XXX Community Development 13,639,056 13,639,056 0
66-XXX-XXX Redevelopment 24,071,117 24,071,117 0
66-XXX-XXX Redevelopment-DS 3,657,534 3,657,534 0
Total Community Development 41,367,707 0 41,367,707 0 0 0 0
Total Special Districts & Other Agencies 185,486,070 0 185,486,070 0 0 0 0
*Fund Balance Component Definitions (encumbrances are excluded):
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.
3) Committed - Formal action required by the Board of Supervisors.
4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.
County of Sonoma
FY 2011-2012 Adopted Budget
285
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Special Districts and Other Agencies*
Fiscal Year 2011-12
County Service Areas:
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
50-049-100 #40-Fire Services 2,130,021 199,005 199,005 1,931,016
50-049-100 #40-Fire Services-Equip 10,000 10,000
50-049-200 #40-Dry Creek 128,426 128,426
50-049-300 #40-Sea Ranch 299,139 112,689 112,689 186,450
50-049-400 #40-Fitch Mountain 167,476 10,450 10,450 157,026
50-049-700 #40-Wilmar 55,362 55,362
Subtotal CSA #40 2,790,424 322,144 322,144 0 0 2,468,280
51-003-000 #41-Light-Roseland 158,492 49,875 49,875 108,617
51-004-000 #41-Light-Meadowlark 15,657 19 19 15,676
51-031-310 #41-Light-A.L.W.-Z5 9,333 8,548 8,548 17,881
51-035-000 #41-Parks-Sonoma Vly 220,757 24,704 24,704 196,053
51-035-210 #41-Parks-SV-Ernie Smith 18,495 6,000 6,000 12,495
51-035-220 #41-Parks-SV-Larson 408 408
51-036-010 #41-Light-ABC 74,125 8,352 8,352 65,773
Subtotal CSA #41 497,267 88,931 88,931 8,567 8,567 416,903
Total County Service Areas 3,287,691 411,075 411,075 8,567 8,567 2,885,183
Hazardous Abatement:
50-043-000 Rio Nido GHAD 102,853 4,490 4,490 98,363
Total Hazardous Abatement 102,853 4,490 4,490 0 0 98,363
Air Pollution Control:
District Name
(1)
50-045-000 No Air Poll Control 1,089,927 55,151 55,151 1,034,776
50-045-010 NSCAPCD-VPMP 618,819 190,405 190,405 428,414
50-045-040 NSCAPCD-DMV Moyer 297,456 31,865 31,865 265,591
50-045-100 NSCAPCD-GAMP 160,407 37,418 37,418 122,989
50-045-300 NSCAPCD-Community Prog 172,822 19,020 19,020 153,802
Total Air Pollution Control 2,339,431 333,859 333,859 0 0 2,005,572
County of Sonoma
FY 2011-2012 Adopted Budget
286
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Special Districts and Other Agencies*
Fiscal Year 2011-12
Lighting:
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
50-060-000 Belmont Terrace 36,711 751 751 35,960
50-062-000 Carmet 98,675 4,406 4,406 103,081
50-063-000 Cinnabar 150,630 3,882 3,882 154,512
50-064-000 Countryside Manor 11,947 144 144 11,803
50-065-000 Forestville 150,592 2,091 2,091 152,683
50-066-000 Geyserville 94,200 3,447 3,447 97,647
50-067-000 Graton 283,799 8,897 8,897 292,696
50-068-000 Guerneville 983,765 70,505 70,505 913,260
50-069-000 Jenner 188,190 662 662 187,528
50-070-000 Madrone Acres 184,310 4,271 4,271 188,581
50-071-000 Monte Rio 250,092 9,506 9,506 240,586
50-072-000 Pacific View 5,169 153 153 5,016
50-073-000 Penngrove 162,572 9,340 9,340 171,912
50-074-000 Rio Nido 454,361 3,194 3,194 451,167
50-075-000 South Park 35,862 3,698 3,698 32,164
50-077-000 Summer Home Park 56,065 1,723 1,723 57,788
50-078-000 Valley of the Moon 2,313,484 30,319 30,319 2,283,165
50-079-000 West Side 7,962 2,095 2,095 5,867
50-080-000 Woodside 47,884 1,681 1,681 49,565
Total Lighting 5,516,270 121,027 121,027 39,738 39,738 5,434,981
Community Facilities:
50-082-001 CFD #4 Wilmar 10,181 10,181
50-083-001 CFD #5 Dry Creek 10,600 10,600
50-084-001 CFD #7 Mayacamas 27,904 27,904
Total Community Facilities 48,685 0 0 0 0 48,685
Permanent Roads:
District Name
(1)
50-09X-000 Permanent Roads 671,717 9,012 9,012 662,705
Total Permanent Roads 671,717 9,012 9,012 0 0 662,705
Sonoma County Water Agency:
52-720-100 General 3,431,617 1,542,052 1,542,052 4,973,669
52-720-100 General-Contingencies 75,000 75,000
52-720-300 Spring Lake Park 1,435,098 7,859 7,859 1,427,239
52-720-500 Waste/Recycled Wat Loan 575,826 3,136 3,136 578,962
52-720-800 Sustainability Fund 635,816 556,725 556,725 79,091
53-730-200 Laguna Mark (1A) 4,212,373 1,327,395 1,327,395 2,884,978
53-730-300 Petaluma (2A) 4,654,716 365,251 365,251 5,019,967
53-730-400 Vly of the Moon (3A) 2,435,259 469,201 469,201 1,966,058
53-730-500 Low Russ Riv (5A) 1,910,855 567,670 567,670 1,343,185
53-730-600 North Coast (7A) 70,891 9,697 9,697 61,194
53-730-700 South Coast (8A) 1,884,071 143,933 143,933 1,740,138
53-730-800 Warm Springs Dam 11,410,336 3,850,680 3,850,680 7,559,656
54-740-200 Warm Springs Dam-DS 78,084,638 6,205,823 6,205,823 71,878,815
Total Sonoma County Water Agency 110,816,496 13,138,983 13,138,983 1,910,439 1,910,439 99,587,952
County of Sonoma
FY 2011-2012 Adopted Budget
287
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act State of California
January 2010 Detail of Changes in Fund Balance-Special Districts and Other Agencies*
Fiscal Year 2011-12
IHSS Public Authority:
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2011 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
50-930-000 IHSS Public Authority 345,738 345,738
Total IHSS Public Authority 345,738 0 0 0 0 345,738
Sonoma County Library:
50-950-010 JP-So Co Library 2,036,956 1,643,932 1,643,932 393,024
50-950-010 JP-So Co Library-Equip 350,598 350,598
50-950-010 JP-Self Check Systems 1,120,975 1,120,975
50-950-010 JP-Branch Improvements 2,081,985 2,081,985
50-950-120 Gifts & Donations 912,914 21,600 21,600 934,514
50-950-130 Library Branch Projects 1,834,207 120,800 120,800 1,713,407
50-950-140 Cromwell Bequest 702,387 20,000 20,000 682,387
50-950-150 Wine Library 14,000 7,150 7,150 6,850
Total Sonoma County Library 9,054,022 1,791,882 1,791,882 21,600 21,600 7,283,740
Open Space District:
50-960-010 So Co Ag Pres/OSD 2,440,859 29 29 2,440,830
50-960-010 SCAPOSD-Restricted Assets 595,364 595,364
50-960-040 SCAPOSD-Install Pymt 1,540 1,540
50-960-050 SCAPOSD-SR Creek 49,379 49,379
50-960-070 SCAPOSD-Stew Reserve 8,444,967 500,000 500,000 8,944,967
50-960-080 SCAPOSD-Cooley Reserve 198,316 20,000 20,000 178,316
50-960-100 SCAPOSD-Land Acq 132,557 132,557
50-960-300 SCAPOSD-Measure F 72,478 72,478
Total Open Space District 11,935,460 20,029 20,029 500,000 500,000 12,415,431
Community Development:
District Name
(1)
65-XXX-XXX Community Development 13,639,056 2,970,694 2,970,694 10,668,362
66-XXX-XXX Redevelopment 24,071,117 23,189,038 23,189,038 882,079
66-XXX-XXX Redevelopment-DS 3,657,534 686,300 686,300 2,971,234
Total Community Development 41,367,707 26,846,032 26,846,032 0 0 14,521,675
Total Special Districts & Other Agencies 185,486,070 42,676,389 42,676,389 2,480,344 2,480,344 145,290,025
County of Sonoma
FY 2011-2012 Adopted Budget
288
State Financial Schedules

DEPARTMENT OR DIVISION BUDGETS
(as presented in this document)
General
Public
Protection
Public
Ways/
Facilities
Health/
Sanitation
ADMINISTRATIVE AND FISCAL SERVICES
Board of Supervisors/County Administrator X
County Counsel X
Human Resources X
General Services X
Information Systems X
Employee Benefits X
Other General Government X
Auditor-Controller-Treasurer-Tax Collector X
County Clerk/Assessor X
Recorder X
Retirement of Long-Term Debt X
JUSTICE SERVICES
Court Support X
Grand Jury X
Probation X
District Attorney X
Public Defender X
Sheriff X
HEALTH & HUMAN SERVICES
Health Services X
Human Services X
Child Support Services X
DEVELOPMENT SERVICES
Permit and Resources Management X
Fire and Emergency Services X
Transportation and Public Works X
Economic Development X
Regional Parks X
Public
Assistance
OTHER COUNTY SERVICES
Agricultural Commissioner X
University of California Cooperative Extension X
Advertising X
CAPITAL IMPROVEMENTS
Capital Improvements X
County of Sonoma
FY 2011-2012 Adopted Budget
289
STATE FUNCTION CATEGORY
Education
Recreation/
Cultural
Debt
Service
State Financial Schedules

County of Sonoma
FY 2011-2012 Adopted Budget
290
State Financial Schedules

Department
PERMANENT POSITION SUMMARY (BY DEPARTMENT HEAD)
2009-10
Allocated
2010-11
Allocated
2011-12
Recommended
2011-12
Adopted
Board of Supervisors 15.79 15.50 14.00 14.00
County Administrator 16.55 16.55 13.55 13.55
County Counsel 37.25 37.25 36.05 36.05
Human Resources 61.25 55.47 46.50 46.50
Information Systems 132.00 119.50 110.50 105.50
General Services 123.55 117.00 112.20 112.20
County Clerk/
Registrar of Voters
21.00 20.00 18.00 20.00
Assessor 77.25 72.25 69.73 71.73
Auditor-Controller/Treasurer-
Tax Collector
106.75 100.75 91.00 91.00
Recorder 14.00 13.00 13.00 13.00
Permit and Resource Mgmt 140.00 120.50 96.00 101.00
Economic Development Board 3.50 3.50 4.50 4.50
Regional Parks 93.05 92.55 81.55 81.55
Public Works 208.51 185.75 183.77 184.77
Sheriff/Adult Detention 694.74 646.64 590.00 607.00
District Attorney 125.55 120.55 108.75 111.75
Probation/Juvenile Institutions 305.85 288.35 247.60 264.60
Public Defender 54.00 51.00 45.00 47.00
Human Services 631.60 661.60 652.60 656.85
Health Services 506.60 424.93 466.39 468.59
Dept of Child Support Services 128.50 114.50 107.50 107.50
Agricultural Commissioner 64.75 63.25 32.75 33.75
UC Cooperative Extension 8.25 6.04 3.75 4.65
Fire and Emergency Svcs Dept 20.50 18.00 19.40 19.60
Ag Pres/Open Space Dist 24.00 26.35 26.52 26.52
Water Agency 211.00 197.00 195.50 195.50
Community Development 41.00 41.00 43.00 43.00
Fairgrounds 36.75 37.75 36.75 36.75
Library 138.30 138.32 138.32 138.32
TOTALS (FTE) 4,041.84 3,804.85 3,604.18 3,656.73
The FY 2010-11 and 2011-12 combined decrease of approximately 385 allocated positions in various
county departments is due to the dramatic decline in the economy, which has reduced local discretionary
county funds as well as funding available for programs financed by state and federal agencies. The
number of eliminated positions would have been higher if not for the implementation of costs savings
ideas, including unpaid employee work furloughs during the holidays, suspension of training
reimbursements, etc.
County of Sonoma
FY 2011-2012 Adopted Budget
291
Position Listing

County of Sonoma
Adopted Budget FY 11-12
Position Allocation
and
Salary Schedule
The “RANGE” values in the following Position Allocation and
Salary Schedules reflect the beginning of each approved salary
range in effect at the time the Board of Supervisors adopted the
budget.
See the Human Resources Department website
(www.sonoma-county.org/hr/) for the current salary levels in
effect at anytime.
County of Sonoma
FY 2011-2012 Adopted Budget
292
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
BOARD OF SUPERVISORS
BOARD OF SUPERVISORS
SUPERVISOR
CHIEF DEPUTY CLERK OF BOARD
BRD OF SUPS STAFF ASSISTANT
OFFICE SUPPORT SUPERVISOR BOS
SECRETARY CONFIDENTIAL
6425
3591
3172
2569
2059
11-12
BASE
5.00
1.00
5.49
1.00
3.00
11-12
REQ'D
5.00
1.00
5.00
1.00
2.00
11-12
RECOM
5.00
1.00
5.00
1.00
2.00
11-12
ALL'D
5.00
1.00
5.00
1.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 15.49 14.00 14.00 14.00
EXTRA HELP .50 .50 .50 .50
COUNTY ADMINISTRATOR
COUNTY ADMINISTRATOR
COUNTY ADMINISTRATOR
ASSISTANT COUNTY ADMINISTRATOR
DEPUTY COUNTY ADMINISTRATOR
COMMUNITY AND GOVT AFFAIRS MGR
LAFCO EXECUTIVE OFFICER
ADMINISTRATIVE ANALYST III
EXECUTIVE ASST CAO CONF
SECRETARY CONFIDENTIAL
9242
7776
5624
5624
4335
4010
2547
2059
1.00
1.00
3.00
1.00
1.00
5.80
1.00
2.75
1.00
1.00
3.00
1.00
4.80
1.00
1.75
1.00
1.00
3.00
1.00
4.80
1.00
1.75
1.00
1.00
3.00
1.00
4.80
1.00
1.75
-------- -------- -------- --------
PERMANENT POSITIONS 16.55 13.55 13.55 13.55
OVERTIME .01 .01 .01 .01
COUNTY COUNSEL
COUNTY COUNSEL
COUNTY COUNSEL
ASST COUNTY COUNSEL
CHIEF DEPUTY COUNTY COUNSEL
DEPUTY COUNTY COUNSEL IV
DEPUTY COUNTY COUNSEL III
ADMIN SERVICES OFFICER I
LEGAL ASSISTANT CONFIDENTIAL
ACCOUNTING TECH CONFID
LEGAL SECRETARY II CONFID
RECEPTIONIST CONFIDENTIAL
8090
6513
5918
5384
4781
3486
2331
2196
2161
1881
1.00
1.00
4.00
13.80
6.93
1.00
7.48
1.00
1.00
1.00
1.00
1.00
4.00
14.65
4.40
1.00
7.00
1.00
1.00
1.00
1.00
1.00
4.00
14.65
4.40
1.00
7.00
1.00
1.00
1.00
1.00
1.00
4.00
14.65
4.40
1.00
7.00
1.00
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 38.21 36.05 36.05 36.05
HUMAN RESOURCES
HUMAN RESOURCES
DIRECTOR HUMAN RESOURCES
ASSISTANT HR DIRECTOR
EMPLOYEE RELATIONS MANAGER
RECRUITMENT CLASSIFICATION MGR
EQUAL EMPLOY OPPORTUNITY MGR
TRAINING MANAGER
HUMAN RESOURCES MANAGER
HUMAN RESOURCES ANALYST III
ADMIN SERVICES OFFICER I
DIS SPECIALIST II CONF
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE CONFIDEN
County of Sonoma
FY 2011-2012 Adopted Budget
6977
5787
5690
4606
4294
4105
4005
3486
3486
3224
2952
2333
293
1.00
1.00
1.00
1.00
1.00
1.00
1.00
8.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
2.00
Position Listing

DIV SECT CLASSIFICATION
HUMAN RESOURCES
HUMAN RESOURCES
EXECUTIVE SECRETARY CONFID
HUMAN RESOURCES TECH-CONF
PAYROLL CLERK CONFIDENTIAL
SENIOR OFFICE ASSISTANT-C
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
INFORMATION SYSTEMS
ISD ADMINISTRATION
INFORMATION SYSTEM DIRECTOR
ADMIN SERVICES OFFICER II
INFO TECHNOLOGY ANALYST II
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
RANGE
2314
2244
2202
1881
6804
4010
3034
2952
2333
2314
11-12
BASE
6.00
1.00
3.00
--------
30.00
.27
.06
1.00
1.00
2.00
1.00
1.00
--------
11-12
REQ'D
1.00
5.00
1.00
1.00
--------
23.00
.06
1.00
1.00
1.00
2.00
1.00
1.00
--------
11-12
RECOM
1.00
5.00
1.00
1.00
--------
23.00
.06
1.00
1.00
1.00
2.00
1.00
1.00
--------
11-12
ALL'D
1.00
5.00
1.00
1.00
--------
23.00
.06
1.00
1.00
1.00
2.00
1.00
1.00
--------
PERMANENT POSITIONS 6.00 7.00 7.00 7.00
APPLICATIONS-MAINTENANCE
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
SYSTEMS SOFTWARE ANALYST
SR PROGRAMMER ANALYST-CONFID
SENIOR PROGRAMMER ANALYST
PROGRAMMER ANALYST
INFO TECHNOLOGY ANALYST II
GEOGRAPHIC INFO TECH II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
TECHNICAL SVCS (MAINFRAME)
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
SENIOR NETWORK ANALYST
SYSTEMS SOFTWARE ANALYST
NETWORK ANALYST
INFO TECHNOLOGY ANALYST III
INFO TECHNOLOGY ANALYST II
GEOGRAPHIC INFO TECH II
SR SYSTEMS SUPPORT TECHNICIAN
SYSTEMS SUPPORT TECHNICIAN
PERMANENT POSITIONS
OVERTIME
County of Sonoma
FY 2011-2012 Adopted Budget
5247
4564
4023
3946
3831
3204
3034
2757
5247
4564
4200
4023
3907
3734
3034
2757
2498
2082
294
1.00
7.00
3.00
2.00
16.50
3.00
2.00
--------
34.50
1.59
.33
1.00
3.00
2.00
8.00
5.00
2.00
4.00
2.00
2.00
1.00
--------
30.00
.78
1.00
6.00
3.00
16.50
5.00
1.00
2.00
--------
34.50
.16
1.00
4.00
2.00
8.00
4.00
4.00
10.00
2.00
2.00
1.00
--------
38.00
.64
1.00
6.00
3.00
16.50
5.00
1.00
2.00
--------
34.50
.16
1.00
4.00
2.00
8.00
4.00
4.00
10.00
2.00
2.00
1.00
--------
38.00
.64
1.00
6.00
3.00
16.50
5.00
1.00
2.00
--------
34.50
.16
1.00
4.00
2.00
8.00
4.00
4.00
10.00
2.00
2.00
1.00
--------
38.00
.64
Position Listing

DIV SECT CLASSIFICATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
INFORMATION SYSTEMS
WORK GROUP SUPPORT
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
SR PROGRAMMER ANALYST-CONFID
NETWORK ANALYST
SENIOR PROGRAMMER ANALYST
INFO TECHNOLOGY ANALYST III
PROGRAMMER ANALYST
INFO TECHNOLOGY ANALYST II
ADMINISTRATIVE AIDE
STOREKEEPER
PERMANENT POSITIONS
OVERTIME
COMMUNICATION-RADIO
COMMUNICATIONS MANAGER
SENIOR COMMUNICATIONS TECH
COMMUNICATIONS TECHNICIAN II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
COMMUNICATIONS-TELEPHONE
COMMUNICATIONS MANAGER
ADMIN SERVICES OFFICER I
ADMINISTRATIVE AIDE CONFIDEN
RANGE
5247
4564
3946
3907
3831
3734
3204
3034
2333
1815
4358
3206
2916
4358
3486
2333
11-12
BASE
1.00
2.00
1.00
1.00
2.00
2.00
9.00
1.00
1.00
--------
20.00
.50
1.00
1.00
4.00
--------
6.00
.94
.11
1.00
1.00
1.00
--------
11-12
REQ'D
1.00
1.00
1.00
1.00
1.00
--------
11-12
RECOM
1.00
1.00
1.00
1.00
1.00
--------
11-12
ALL'D
1.00
1.00
1.00
1.00
1.00
--------
5.00 5.00 5.00
1.00
4.00
--------
5.00
.11
1.00
1.00
1.00
--------
1.00
4.00
-------- --------
5.00
.11
1.00
1.00
1.00
--------
1.00
1.00
1.00
--------
PERMANENT POSITIONS 3.00 3.00 3.00 3.00
RECORDS
RECORDS MANAGER
DEPARTMENT ANALYST
MAIL MATERIALS RECORD SUPV
SENIOR OFFICE ASSISTANT
MAIL MATERIALS RECORD HNDLR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
REPROGRAPHICS
REPROGRAPHICS MANAGER
ADMINISTRATIVE AIDE
REPROGRAPHICS SUPERVISOR
GRAPHICS DESIGNER PHOTOGRAPHER
REPROGRAPHICS TECHNICIAN III
REPROGRAPHICS TECHNICIAN II
County of Sonoma
FY 2011-2012 Adopted Budget
3394
2952
2087
1826
1815
3394
2333
2175
2175
1971
1810
295
1.00
1.00
1.00
1.00
6.00
--------
10.00
.19
.03
1.00
1.00
1.00
1.00
3.00
3.00
--------
1.00
1.00
1.00
1.00
5.00
--------
9.00
.19
.03
1.00
1.00
1.00
3.00
3.00
--------
1.00
1.00
1.00
1.00
5.00
--------
9.00
.19
.03
1.00
1.00
1.00
3.00
3.00
--------
1.00
1.00
1.00
1.00
5.00
--------
9.00
.19
.03
1.00
1.00
1.00
3.00
3.00
--------
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
INFORMATION SYSTEMS
REPROGRAPHICS
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
PERMANENT POSITIONS 10.00 9.00 9.00 9.00
EXTRA HELP 1.00 1.00 1.00 1.00
OVERTIME .42 .42 .42 .42
GENERAL SERVICES
GENERAL SERVICES-ADMIN
GENERAL SERVICES DIRECTOR
DEP DIRECTOR GENERAL SERVICES
SUPERVISING ACCOUNTANT
ADMIN SERVICES OFFICER I
DIS SPECIALIST II
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SECRETARY
ACCOUNT CLERK II
6801
4608
3511
3486
3130
2314
2202
2132
2013
1999
1826
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
1.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
1.60
-------- -------- -------- --------
PERMANENT POSITIONS 11.50 11.50 10.10 10.10
ARCHITECT
COUNTY ARCHITECT
ASSOCIATE ARCHITECT
MAJOR PROJECT ARCHITECT
SENIOR PROJECT SPECIALIST
BUSINESS SYSTEMS ANALYST
PROJECT SPECIALIST
DIS SPECIALIST II
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
4796
4168
3888
3621
3204
3151
3130
2952
2333
1826
1.00
2.00
2.00
3.00
4.00
1.00
1.00
2.00
3.00
1.00
2.00
2.00
3.00
4.00
1.00
1.00
2.00
3.00
1.00
2.00
2.00
3.00
2.00
4.00
1.00
2.00
3.00
1.00
2.00
2.00
3.00
2.00
4.00
1.00
2.00
3.00
-------- -------- -------- --------
PERMANENT POSITIONS 19.00 19.00 20.00 20.00
EXTRA HELP .14 .14 .14 .14
PURCHASING AGENT
PURCHASING AGENT
ASSISTANT PURCHASING AGENT
DEPARTMENT ANALYST
BUYER
SECRETARY
4011
3487
2952
2482
1999
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
3.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 7.00 7.00 7.00 7.00
ENERGY DIVISION
ENERGY & SUSTAIN PROGRAM MGR
ADMIN SERVICES OFFICER I
HUMAN SERVICES PROGRAM MANAGER
DIS SPECIALIST II
DEPARTMENT ANALYST
County of Sonoma
FY 2011-2012 Adopted Budget
4378
3486
3220
3130
2952
296
1.00
2.00
2.00
.50
3.00
1.00
2.00
2.00
.50
3.00
1.00
2.00
2.00
3.00
1.00
2.00
2.00
3.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
GENERAL SERVICES
ENERGY DIVISION
ADMIN AIDE PROJ-CONF
OFFICE ASSISTANT II PROJECT
2333
1603
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
3.60 3.60 3.60 3.60
2.00 2.00 2.00 2.00
-------- -------- -------- --------
PERMANENT POSITIONS 14.10 14.10 13.60 13.60
REAL ESTATE PROGRAM
REAL ESTATE MANAGER
DEPARTMENT ANALYST
LEGAL SECRETARY II
SECRETARY
4567
2952
2098
1999
1.00
1.00
1.00
.50
1.00
1.00
1.00
.50
1.00
1.00
1.00
.50
1.00
1.00
1.00
.50
-------- -------- -------- --------
PERMANENT POSITIONS 3.50 3.50 3.50 3.50
FACILITIES OPERATIONS
FACILITY MANAGER
ASST FACILITY MANAGER
ASSISTANT BUILDING SUPT
PROJECT SPECIALIST
DEPARTMENT ANALYST
BUILDING MECHANIC II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
BUILDING MAINTENANCE WORKER
OFFICE ASSISTANT II
4358
4164
3315
3151
2952
2804
2333
1826
1688
1603
1.00
1.00
4.00
2.00
1.00
35.00
1.00
1.00
2.00
2.00
1.00
1.00
4.00
2.00
1.00
35.00
1.00
1.00
2.00
2.00
1.00
1.00
2.00
1.00
1.00
28.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
28.00
1.00
1.00
1.00 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 50.00 50.00 37.00 37.00
EXTRA HELP 2.00 2.00 2.00 2.00
OVERTIME 2.12 2.12 2.12 2.12
FLEET OPERATIONS
FLEET MANAGER
ASSISTANT FLEET MANAGER
HEAVY EQ FLEET MAINT SUP
DEPARTMENT ANALYST
AUTO FLEET MAINT SUPERVISOR
WELDER
HEAVY EQUIPMENT MECHANIC II
AUTOMOTIVE TECHNICIAN
RECEPTIONIST
OFFICE ASSISTANT II
MOTOR POOL ATTENDANT
4358
3748
3169
2952
2922
2696
2696
2498
1826
1603
1478
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
2.00
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 21.00 21.00 21.00 21.00
OVERTIME .14 .14 .14 .14
COUNTY CLERK
COUNTY CLERK
CHIEF DEPUTY COUNTY CLERK
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
County of Sonoma
FY 2011-2012 Adopted Budget
3591
2346
2006
297
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
COUNTY CLERK
COUNTY CLERK
LEGAL PROCESSOR II 1826 3.00 3.00 3.00 3.00
-------- -------- -------- --------
PERMANENT POSITIONS 6.00 5.00 5.00 6.00
REGISTRAR OF VOTERS
ASSISTANT REGISTRAR OF VOTERS
PROGRAM DEVELOPMENT MANAGER
DIS SPECIALIST II
ELECTION SERVICES SUPERVISOR
SR ELECTION SPECIALIST
SECRETARY
ELECTION SPECIALIST II
STOREKEEPER
4979
3705
3130
2496
2008
1999
1828
1815
1.00
1.00
1.00
1.00
3.00
1.00
5.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
5.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 14.00 13.00 13.00 14.00
EXTRA HELP 4.94 4.94 4.94 4.94
OVERTIME 1.09 1.78 1.78 1.78
ASSESSOR
ASSESSOR
CHIEF DEPUTY ASSESSOR
CHIEF APPRAISER
ASSESSMENT PROCESS MANAGER
SUPERVISING AUDITOR-APPRAISER
APPRAISER IV
DIS SPECIALIST II
DEPARTMENT ANALYST
AUDITOR-APPRAISER II
APPRAISER III
ASSESSORS CHNG OWNERSHIP SUPV
CADASTRAL MAPPING SUPERVISOR
AUDITOR-APPRAISER I
ASSESSMENT PROCESS SUPERVISOR
CADASTRAL MAPPING TECH II
ASSESSMENT PROCESS SPECIALIST
APPRAISER AIDE
ASSESSMENT CLERK
5399
4374
3978
3416
3287
3130
2952
2921
2851
2793
2652
2501
2283
2257
2073
1931
1846
1.00
1.00
1.00
1.00
3.00
2.75
1.00
5.00
18.98
1.00
1.00
1.00
2.00
3.50
9.00
3.00
10.00
1.00
1.00
1.00
1.00
4.00
2.75
1.00
5.00
17.98
1.00
1.00
1.00
2.00
3.00
9.00
3.00
8.00
1.00
1.00
1.00
1.00
4.00
2.75
1.00
5.00
17.98
1.00
1.00
1.00
2.00
3.00
9.00
3.00
8.00
1.00
1.00
1.00
1.00
4.00
2.75
1.00
5.00
17.98
1.00
1.00
1.00
2.00
3.00
9.00
3.00
10.00
-------- -------- -------- --------
PERMANENT POSITIONS 65.23 62.73 62.73 64.73
OVERTIME .47 .47 .47 .47
ADMINISTRATIVE SERVICES
COUNTY CLERK-RECORDER-ASSESSOR
DEPARTMENT ACCOUNTING MANAGER
ADMIN SERVICES OFFICER I
ACCOUNTANT II-CONF
ACCOUNTANT II
EXECUTIVE SECRETARY CONFID
ACCOUNT CLERK II
County of Sonoma
FY 2011-2012 Adopted Budget
6600
3821
3486
2893
2809
2314
1826
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 7.00 7.00 7.00 7.00
298
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
AUD-CONT/TREAS-TAX COLL
AUDITOR-CONTROLLER
ASSISTANT AUDITOR-CONTROLLER
SPECIAL PROJECTS DIR-PROJ
AUDIT MANAGER
ACCOUNTING MANAGER AUD CONT OF
PAYROLL MANAGER AUD CONT OFF
SUPERVISING ACCOUNTANT
ACCOUNTANT/AUDITOR II
DEPARTMENT ANALYST
ACCOUNTANT II
ACCOUNTANT I-CONF
ACCOUNTANT I
AUDITORS PAYROLL TECHNICIAN C
ACCOUNTING ASSISTANT
ACCOUNT CLERK III CONFID
ACCOUNT CLERK III
SR OFFICE ASST PROJECT
ACCOUNT CLERK II
5460
5006
4324
4324
4111
3511
3220
2952
2809
2483
2411
2314
2226
2073
2013
1826
1826
11-12
BASE
1.00
1.00
1.00
2.00
1.00
5.00
13.00
1.00
6.00
1.00
6.00
7.00
1.00
10.00
1.00
2.00
11-12
REQ'D
1.00
1.00
2.00
1.00
5.00
13.00
1.00
5.00
1.00
1.00
6.00
7.00
1.00
10.00
11-12
RECOM
1.00
1.00
2.00
1.00
5.00
12.00
1.00
5.00
1.00
1.00
6.00
6.00
10.00
11-12
ALL'D
1.00
1.00
2.00
1.00
5.00
12.00
1.00
5.00
1.00
1.00
6.00
6.00
10.00
2.00 2.00 2.00
-------- -------- -------- --------
PERMANENT POSITIONS 59.00 57.00 54.00 54.00
EXTRA HELP .73 .30
TREASURY
ASSISTANT TREASURER
REVENUE AND DEBT MANAGER
TREASURY MANAGER
DEPARTMENT ANALYST
COLLECTION AGENT III
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
COLLECTION AGENT II
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
COLLECTIONS ASSISTANT
4955
4111
3978
2952
2428
2333
2333
2193
2132
2013
2006
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 15.00 15.00 12.00 12.00
EXTRA HELP .19 .19
OVERTIME .09 .09 .09 .09
TAX COLLECTOR
ASST TAX COLLECTOR-AUDITOR
TAX ACCOUNT MANAG AUD CONT OFF
TAX COLLECTION MANAGER
ACCOUNTANT/AUDITOR II
SPECIAL ASSESSMENT SUPERVISOR
ACCOUNTING ASSISTANT
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
ACCOUNT CLERK II
County of Sonoma
FY 2011-2012 Adopted Budget
4955
4111
3978
3220
2373
2226
2132
2013
1826
1.00
1.00
1.00
2.00
1.00
1.00
2.00
4.00
5.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
4.00
5.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
4.00
4.00
1.00
1.00
1.00
2.00
1.00
1.00
2.00
4.00
4.00
-------- -------- -------- --------
PERMANENT POSITIONS 18.00 18.00 17.00 17.00
EXTRA HELP .35 .35
OVERTIME .03 .03 .03 .03
299
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
AUD-CONT/TREAS-TAX COLL
ACTTC-ADMINISTRATION
AUD CONTROLLER/TREAS TAX COLL
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE CONFIDEN
ACCOUNTING TECHNICIAN
CLERICAL HELPER
8205
3486
2952
2333
2132
1254
11-12
BASE
1.00
1.00
1.00
3.00
1.00
.75
11-12
REQ'D
1.00
1.00
1.00
3.00
1.00
.75
11-12
RECOM
1.00
1.00
1.00
2.00
1.00
11-12
ALL'D
1.00
1.00
1.00
2.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 7.75 7.75 6.00 6.00
OVERTIME .04 .04 .04 .04
RECORDER
RECORDER OPERATIONS FUND
CHIEF DEPUTY RECORDER
DOCUMENT RECORDER III
SUPERVISING MICROGRAPHIC TECH
DOCUMENT RECORDER II
MICROGRAPHIC TECHNICIAN II
3978
2346
2007
2006
1826
1.00
1.00
1.00
6.00
4.00
1.00
1.00
1.00
6.00
4.00
1.00
1.00
1.00
6.00
4.00
1.00
1.00
1.00
6.00
4.00
-------- -------- -------- --------
PERMANENT POSITIONS 13.00 13.00 13.00 13.00
EXTRA HELP 1.60 1.60 1.60 1.60
OVERTIME .05 .05 .05 .05
PERMIT AND RESOURCE MGMT
PRMD-ADMINISTRATION
DIRECTOR PRMD
DEP DIR ENGINEERING CONSTRUCTI
DEPUTY DIRECTOR/PLANNING
ENGINEERING DIVISION MANAGER
BUILDING DIVISION MANAGER
SENIOR ENGINEER
PRMD DIVISION MANAGER
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
ENGINEER
LICENSED LAND SURVEYOR
CODE ENFORCEMENT SUPERVISOR
SUPERVISING PLANNER
SUPERVISING BUILDING INSPECTOR
SUPV E H SPECIALIST
ASSISTANT ENGINEER
ACCOUNTANT III
SR CODE ENFORCEMENT INSPECTOR
SR BUILDING PLANS EXAMINER
PLANNER III
SENIOR ENVIROMENTAL SPECIALIST
SENIOR BUILDING INSPECTOR
ENVIRON HEALTH SPECIALIST III
DIS SPECIALIST II
CODE ENFORCEMENT INSPECTOR II
BLDG PLANS EXAMINER II
ENVIROMENTAL SPECIALIST
DEPARTMENT ANALYST
SR GEOGRAPHIC INFO TECH
ENVIRON HEALTH SPECIALIST II
BUILDING INSPECTOR II
County of Sonoma
FY 2011-2012 Adopted Budget
6599
5514
4997
4796
4796
4375
4342
4210
4010
3972
3737
3639
3634
3598
3389
3340
3326
3309
3307
3303
3195
3150
3135
3130
3059
3058
2972
2952
2951
2939
2911
300
1.00
1.00
1.00
1.00
2.00
5.00
1.00
1.00
4.00
1.00
2.00
2.00
1.00
1.00
1.00
4.00
2.00
15.00
2.00
3.00
5.00
1.50
3.00
3.00
3.00
1.00
1.00
6.00
9.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
4.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
11.00
1.00
3.00
5.00
2.00
1.00
2.00
3.00
1.00
1.00
4.00
6.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
4.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
11.00
1.00
3.00
5.00
2.00
1.00
2.00
3.00
1.00
1.00
4.00
6.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
4.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
14.00
1.00
3.00
5.00
2.00
3.00
2.00
3.00
1.00
1.00
4.00
6.00
Position Listing

DIV SECT CLASSIFICATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
PERMIT AND RESOURCE MGMT
PRMD-ADMINISTRATION
ENGINEERING TECHNICIAN III
GEOGRAPHIC INFO TECH II
PERMIT TECHNICIAN II
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
TELEPHONE OPERATOR
OFFICE ASSISTANT II
PERMANENT POSITIONS
OVERTIME
ECONOMIC DEVELOPMENTBOARD
ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT COORDINAT
HUMAN SERVICES PROGRAM MANAGER
ADMINISTRATIVE AIDE
SECRETARY
PERMANENT POSITIONS
EXTRA HELP
REGIONAL PARKS
PARK OPS & MAINT
DIRECTOR OF REGIONAL PARKS
PARK PLANNING MANAGER
DEPUTY DIRECTOR REGIONAL PARKS
PARKS GROUNDS MAINTENANCE MNGR
PARK MANAGER
ADMIN SERVICES OFFICER II
SENIOR PARK PLANNER
ACCOUNTANT III
PARK PLANNER II
ENVIROMENTAL SPECIALIST
DEPARTMENT ANALYST
AQUATIC SPECIALIST
PARK RANGER III
PARK RANGER II
PARKS GROUNDS MAINT SUPERVISOR
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
PARK RANGER I
BOOKING & RESERVATION COORD
PLANNING TECHNICIAN
PARKS GROUNDS MAINT WORKER II
ACCOUNT CLERK III
PARK PROGRAM ASSISTANT
SECRETARY
SENIOR OFFICE ASSISTANT-C
PARK RANGER TRAINEE
County of Sonoma
FY 2011-2012 Adopted Budget
RANGE
2768
2757
2375
2333
2314
2202
2132
2013
1999
1826
1826
1629
1603
4766
3220
2333
1999
6361
5088
5088
4348
4348
4010
3731
3326
3108
2972
2952
2791
2791
2352
2348
2333
2314
2202
2146
2122
2046
2029
2013
2002
1999
1881
1844
301
11-12
BASE
9.00
1.00
6.00
1.00
1.00
1.00
1.00
3.00
8.99
2.00
1.00
2.00
--------
120.49
1.19
1.00
1.00
.50
1.00
--------
3.50
4.38
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
3.00
3.00
1.00
1.00
1.00
1.00
6.00
1.00
2.00
10.00
1.00
1.00
1.00
1.00
4.00
11-12
REQ'D
5.00
1.00
4.00
1.00
1.00
3.00
8.00
2.00
1.00
1.00
--------
96.00
1.19
1.00
1.00
1.50
1.00
--------
4.50
3.00
1.00
1.00
3.00
3.00
2.00
6.00
14.00
3.00
11-12
RECOM
5.00
1.00
4.00
1.00
1.00
3.00
8.00
2.00
1.00
1.00
--------
96.00
1.19
1.00
1.00
1.50
1.00
--------
4.50
3.00
1.00
1.00
3.00
3.00
2.00
6.00
14.00
3.00
11-12
ALL'D
5.00
1.00
4.00
1.00
1.00
3.00
8.00
2.00
1.00
1.00
--------
101.00
1.19
1.00
1.00
1.50
1.00
--------
4.50
3.00
1.00
1.00
3.00
3.00
2.00
6.00
14.00
3.00
Position Listing

DIV SECT CLASSIFICATION
REGIONAL PARKS
PARK OPS & MAINT
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
PARK PLANNING
PARK PLANNING MANAGER
SENIOR PARK PLANNER
PARK PLANNER II
DEPARTMENT ANALYST
PLANNING TECHNICIAN
PARKS GROUNDS MAINT WORKER II
SENIOR OFFICE ASSISTANT
RANGE
1826
1826
1603
5088
3731
3108
2952
2046
2029
1826
11-12
BASE
1.00
3.00
3.00
--------
59.00
27.29
.74
--------
11-12
REQ'D
--------
33.00
27.32
.64
1.00
1.00
2.00
1.00
1.00
1.00
1.00
--------
11-12
RECOM
--------
33.00
27.32
.64
1.00
1.00
2.00
1.00
1.00
1.00
1.00
--------
11-12
ALL'D
--------
33.00
27.32
.64
1.00
1.00
2.00
1.00
1.00
1.00
1.00
--------
PERMANENT POSITIONS 8.00 8.00 8.00
RECREATION, HEALTH & EDUC
ADMIN SERVICES OFFICER I
ADMINISTRATIVE AIDE CONFIDEN
PARK PROGRAM ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
BUSINESS STRATEGY & DEVELOP
DIRECTOR OF REGIONAL PARKS
DEPUTY DIRECTOR REGIONAL PARKS
PARK MANAGER
ADMIN SERVICES OFFICER II
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
BOOKING & RESERVATION COORD
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT-C
ACCOUNT CLERK II
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
County of Sonoma
FY 2011-2012 Adopted Budget
3486
2333
2002
6361
5088
4348
4010
3486
2952
2314
2202
2122
2013
1999
1881
1826
1603
302
--------
--------
1.00
1.00
1.00
--------
3.00
1.66
1.00
1.00
1.00
1.00
.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
--------
15.75
1.16
.12
1.00
1.00
1.00
--------
3.00
1.66
1.00
1.00
1.00
1.00
.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
--------
15.75
1.16
.12
1.00
1.00
1.00
--------
3.00
1.66
1.00
1.00
1.00
1.00
.75
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
--------
15.75
1.16
.12
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
REGIONAL PARKS
SPRING LAKE PARK
ENVIRON DISCOVERY CTR COORD
PARK RANGER III
PARK RANGER II
PARKS GROUNDS MAINT SUPERVISOR
PARK RANGER I
PARKS GROUNDS MAINT WORKER II
PARK PROGRAM ASSISTANT
2952
2791
2352
2348
2146
2029
2002
11-12
BASE
1.00
1.00
1.00
1.00
3.00
2.00
.75
11-12
REQ'D
1.00
1.00
1.00
1.00
3.00
2.00
1.00
11-12
RECOM
1.00
1.00
1.00
1.00
3.00
2.00
1.00
11-12
ALL'D
1.00
1.00
1.00
1.00
3.00
2.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 9.75 10.00 10.00 10.00
EXTRA HELP 9.62 9.62 9.62 9.62
OVERTIME .59 .59 .59 .59
VETERANS/COMMUNITY BUILDINGS
PUBLIC FACILITIES MANAGER
EVENTS SERVICES SUPERVISOR
MARKETING SPECIALIST
EVENT SERVICES WORKER
OFFICE ASSISTANT II
4348
2791
2474
2029
1603
1.00
1.00
1.00
7.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00 4.00 4.00
1.00 1.00 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 12.00 7.00 7.00 7.00
EXTRA HELP 2.38 2.38 2.38 2.38
OVERTIME .24 .24 .24 .24
COUNTY GROUNDS MAINTENANCE
PARKS GROUNDS MAINT SUPERVISOR
PARKS GROUNDS MAINT WORKER II
2348
2029
PERMANENT POSITIONS 8.00
EXTRA HELP 1.18
OVERTIME .06
ROAD DIVISION
ROAD DEPARTMENT
DIRECTOR OF TRAN/PUBLIC WORKS
DEP DIR-TRANSPORT/OPERATION
DEP DIR-ENGINEERING/MAINT
SENIOR ENGINEER
ROAD OPS DIVISION MGR
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
ENGINEER
PUBLIC WORKS OPS COORDINATOR
LICENSED LAND SURVEYOR
SUPERVISING RIGHT OF WAY AGENT
ADMIN SERVICES OFFICER I
ENGINEERING TECHICIAN IV
PUBLIC WORKS FLEET EQUIP MGR
BRIDGE SUPERVISOR
DEPARTMENT ANALYST
TRAFFIC SIGNAL TECHNICIAN
County of Sonoma
FY 2011-2012 Adopted Budget
7684
6286
6286
4375
4350
4210
4010
3972
3782
3737
3533
3486
3323
3278
3036
2952
2896
303
1.00
7.00
-------- -------- -------- --------
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.99
2.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
ROAD DIVISION
ROAD DEPARTMENT
MAINTENANCE SUPERVISOR
TRAFFIC MAINTENANCE SUPERVISOR
VEGETATION CONTROL ADVISOR
ENGINEERING TECHNICIAN III
SENIOR BRIDGE WORKER
GEOGRAPHIC INFO TECH I
ENGINEERING TECHNICIAN II
MAINTENANCE WORKER III
TRAFFIC PAINT & SIGN WORKER
EXECUTIVE SECRETARY CONFID
BRIDGE WORKER
MATERIALS EQUIPMENT SPECIALIST
PAYROLL CLERK CONFIDENTIAL
MAINTENANCE WORKER II-HT
VEGETATION SPECIALIST
MAINTENANCE WORKER II
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
YARD CLERK
2866
2866
2821
2768
2489
2480
2376
2348
2348
2314
2214
2202
2202
2151
2093
2029
2013
1999
1826
1826
11-12
BASE
4.50
1.00
1.00
5.00
3.00
1.00
3.00
25.50
4.00
1.00
4.00
1.00
1.00
15.00
1.00
8.00
3.00
1.00
2.00
2.00
11-12
REQ'D
4.50
1.00
1.00
5.00
3.00
1.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
15.00
1.00
8.00
3.00
1.00
2.00
2.00
11-12
RECOM
4.50
1.00
1.00
5.00
3.00
1.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
15.00
1.00
8.00
3.00
1.00
2.00
2.00
11-12
ALL'D
4.50
1.00
1.00
5.00
3.00
1.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
15.00
1.00
8.00
3.00
1.00
2.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 121.99 118.00 118.00 119.00
EXTRA HELP 6.00 4.44 4.44 9.44
OVERTIME 3.56 3.45 3.45 3.45
SHERIFF-LAW ENFORCEMENT
SHERIFF-ADMIN
SHERIFF-CORONER ADV POST
SHERIFFS CAPTAIN ADV POST
SHERIFF LIEUTENANT ADV POST
SHERIFF SERGEANT IA INVEST ADV
SHERIFF SERGEANT PERS BG ADV
DEPT ADMIN SERVICES DIRECTOR
DEPT INFO SYS MANAGER
DEPUTY SHERIFF PER BG ADV POST
DEPARTMENT ACCOUNTING MANAGER
CORRECTIONAL SERGEANT IA INV
ADMIN SERVICES OFFICER I
DIS SPECIALIST II
DEPARTMENT ANALYST
ACCOUNTANT II
DIS TECHNICIAN II
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNT CLERK III CONFID
SECRETARY CONFIDENTIAL
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
STOREKEEPER
County of Sonoma
FY 2011-2012 Adopted Budget
7775
6371
5565
4708
4708
4516
4210
4007
3821
3820
3486
3130
2952
2809
2376
2333
2314
2202
2073
2059
2013
1826
1826
1815
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.50
5.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.50
5.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.50
4.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.50
4.00
1.00
1.00
2.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 35.50 35.50 33.50 33.50
EXTRA HELP .17 .17 .17
OVERTIME .43 .45 .45 .45
304
Position Listing

DIV SECT CLASSIFICATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
SHERIFF-LAW ENFORCEMENT
LAW ENFORCEMENT-ADMIN
ASSISTANT SHERIFF ADV POST
SHERIFFS CAPTAIN ADV POST
DEPARTMENT ANALYST
COMMUNITY SERVICES OFFICER II
PERMANENT POSITIONS
OVERTIME
SHERIFF-DISPATCH
COMMUNICATIONS DISPATCH MANAGE
SUPERVISING COMMUNICATIONS DIS
SENIOR COMMUNICATIONS DISPATCH
COMMUNICATIONS DISPATCHER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-RADIO
SENIOR COMMUNICATIONS TECH
DEPARTMENT ANALYST
COMMUNICATIONS TECHNICIAN II
ACCOUNT CLERK III
PERMANENT POSITIONS
OVERTIME
SHERIFF-HELICOPTER
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF II INT POST
HELICOPTER PILOT
SHERIFFS PARAMEDIC
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-CIVIL
DEPUTY SHERIFF II INT POST
ADMIN SERVICES OFFICER I
COMMUNITY SERVICES OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
County of Sonoma
FY 2011-2012 Adopted Budget
RANGE
7129
6371
2952
1971
3985
3115
2747
2621
3206
2952
2916
2013
4495
3720
3710
2710
3720
3486
1971
1826
305
11-12
BASE
1.00
1.00
1.00
2.00
--------
5.00
.11
1.00
5.00
8.00
15.50
--------
29.50
.24
3.23
11-12
REQ'D
1.00
1.00
1.00
2.00
--------
5.00
.08
1.00
5.00
8.00
15.50
--------
29.50
.57
3.42
11-12
RECOM
1.00
1.00
2.00
--------
4.00
.08
1.00
5.00
8.00
14.50
--------
28.50
.57
3.42
-------- -------- --------
1.00
1.00
2.00
1.00
--------
5.00
1.13
.69
1.00
1.00
1.00
2.00
--------
5.00
.02
1.00
1.00
2.00
1.00
-------- --------
5.00
1.13
.69
1.00
1.00
1.00
2.00
--------
5.00
.01
1.00
1.00
1.00
2.00
--------
5.00
.01
11-12
ALL'D
1.00
1.00
2.00
--------
4.00
.08
1.00
5.00
8.00
14.50
--------
28.50
.57
3.42
1.00
1.00
4.00
1.00
--------
7.00
.11
1.00
1.00
1.00
--------
3.00
.44
1.00
1.00
1.00
2.00
--------
5.00
.01
Position Listing

SHERIFF-LAW ENFORCEMENT
SHERIFF-CIVIL
OVERTIME
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
SHERIFF-MARINE UNIT
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF II ADV POST
PERMANENT POSITIONS
OVERTIME
SHERIFF-PATROL
SHERIFFS CAPTAIN ADV POST
SHERIFF LIEUTENANT ADV POST
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF RES ADV POST
DEPUTY SHERIFF RES INT POST
DEPUTY SHERIFF II ADV POST
DEPUTY SHERIFF II INT POST
DEPUTY SHERIFF II
DEPUTY SHERIFF I
COMMUNITY SERVICES OFFICER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-WINDSOR
SHERIFF LIEUTENANT ADV POST
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF II ADV POST
DEPUTY SHERIFF II INT POST
DEPUTY SHERIFF II
ADMINISTRATIVE AIDE
COMMUNITY SERVICES OFFICER II
SENIOR OFFICE ASSISTANT
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-SONOMA
SHERIFF LIEUTENANT ADV POST
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF II ADV POST
DEPUTY SHERIFF II INT POST
ADMINISTRATIVE AIDE
COMMUNITY SERVICES OFFICER II
County of Sonoma
FY 2011-2012 Adopted Budget
4495
3826
6371
5565
4495
4189
4083
3826
3720
3629
3270
1971
5565
4495
3826
3720
3629
2333
1971
1826
1826
5565
4495
3826
3720
2333
1971
306
11-12
BASE
.04
1.00
3.00
--------
4.00
.58
1.00
4.00
14.00
2.00
1.00
45.00
29.00
28.00
2.00
3.00
--------
129.00
.29
25.91
1.00
2.00
7.00
6.00
3.00
1.00
1.00
1.00
--------
22.00
2.67
1.00
2.00
8.00
2.00
1.00
2.00
--------
11-12
REQ'D
.04
1.00
3.00
--------
4.00
.59
1.00
4.00
14.00
2.00
1.00
45.00
29.00
28.00
2.00
3.00
--------
129.00
.29
22.63
1.00
2.00
8.00
6.00
3.00
1.00
1.00
1.00
--------
23.00
1.14
2.88
1.00
2.00
8.00
2.00
1.00
2.00
--------
11-12
RECOM
.04
1.00
2.00
--------
3.00
.82
1.00
3.00
11.00
2.00
1.00
45.00
29.00
19.00
3.00
--------
114.00
.29
20.15
1.00
2.00
8.00
6.00
3.00
1.00
1.00
1.00
--------
23.00
1.14
2.88
1.00
2.00
8.00
2.00
1.00
2.00
--------
11-12
ALL'D
.04
1.00
2.00
--------
3.00
.82
1.00
4.00
11.00
2.00
1.00
45.00
29.00
21.00
3.00
--------
117.00
.29
20.57
1.00
2.00
8.00
6.00
3.00
1.00
1.00
1.00
--------
23.00
1.14
2.88
1.00
2.00
8.00
2.00
1.00
2.00
--------
Position Listing

SHERIFF-LAW ENFORCEMENT
SHERIFF-SONOMA
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PERMANENT POSITIONS
OVERTIME
SHERIFF-INVESTIGATION
SHERIFF LIEUTENANT ADV POST
SERGEANT-DETECTIVE-APV POST
DEPUTY SHERIFF II DET ADV POST
DEPUTY SHERIFF II DET INT POST
DEPUTY SHERIFF-DETECTIVE
SECRETARY
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-SVCS-RECORDS
SHERIFFS INFO BUREAU MANAGER
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
COMMUNITY SERVICES OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-COURT SECURITY
SHERIFF LIEUTENANT ADV POST
SHERIFFS SERGEANT- ADV POST
SHERIFFS SERGEANT-INT PO
DEPUTY SHERIFF II ADV POST
DEPUTY SHERIFF II INT POST
DEPUTY SHERIFF II
CORRECTIONAL OFFICER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-TRANSPORTATION
SHERIFF LIEUTENANT ADV POST
SHERIFFS SERGEANT- ADV POST
DEPUTY SHERIFF II ADV POST
DEPUTY SHERIFF II
County of Sonoma
FY 2011-2012 Adopted Budget
5565
4815
4098
3993
3902
1999
1826
3486
2346
2006
1971
1826
5565
4495
4373
3826
3720
3629
2840
5565
4495
3826
3629
307
11-12
BASE
16.00
2.11
1.00
6.00
19.00
3.00
2.00
2.00
1.00
--------
34.00
.72
4.04
1.00
2.00
4.00
7.00
7.00
--------
21.00
.66
.51
.80
1.00
1.00
16.00
4.00
5.00
6.00
--------
33.80
7.52
.88
.20
1.00
3.00
1.00
--------
11-12
REQ'D
16.00
2.12
1.00
6.00
19.00
3.00
2.00
2.00
1.00
--------
34.00
.72
4.02
1.00
2.00
4.00
7.00
7.00
--------
21.00
.66
.41
.80
1.00
1.00
16.00
7.00
5.00
6.00
--------
36.80
8.72
.89
.20
1.00
3.00
1.00
--------
11-12
RECOM
16.00
2.12
1.00
4.00
18.00
1.00
1.00
2.00
1.00
--------
28.00
.72
3.46
1.00
2.00
4.00
7.00
5.00
--------
19.00
.66
.41
.80
1.00
1.00
16.00
7.00
5.00
6.00
--------
36.80
8.72
.89
.20
1.00
3.00
1.00
--------
11-12
ALL'D
16.00
2.12
1.00
6.00
18.00
1.00
2.00
2.00
1.00
--------
31.00
.72
3.76
1.00
2.00
4.00
7.00
5.00
--------
19.00
.66
.41
.80
1.00
1.00
16.00
7.00
5.00
6.00
--------
36.80
9.71
.82
.20
1.00
3.00
1.00
--------
Position Listing

SHERIFF-LAW ENFORCEMENT
SHERIFF-TRANSPORTATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SHERIFF-CORONER
SERGEANT-DETECTIVE-APV POST
DEPUTY SHERIFF II DET ADV POST
DEPUTY SHERIFF-DETECTIVE
FORENSIC ASSISTANT
SECRETARY
PERMANENT POSITIONS
OVERTIME
SHERIFF-DETENTION DIVISION
NORTH COUNTY DETENTION FACILITY
CORRECTIONAL LIEUTENANT
CORRECTIONAL SERGEANT
CORRECTIONAL OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
DETENTION-MAIN JAIL
SHERIFFS CAPTAIN
CORRECTIONAL LIEUTENANT
CORRECTIONAL SERGEANT
CORRECTIONAL OFFICER II
LEGAL STAFF SUPERVISOR
CORRECTIONAL OFFICER I
SENIOR LEGAL PROCESSOR
SECRETARY
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
DETENTION-ADMINISTRATION
ASSISTANT SHERIFF
SHERIFFS CAPTAIN
CORRECTIONAL LIEUTENANT
CORRECTIONAL SERGEANT
SHERIFFS INFO BUREAU MANAGER
County of Sonoma
FY 2011-2012 Adopted Budget
4815
4098
3902
2118
1999
5142
3640
2840
1826
6067
5142
3640
2840
2346
2224
2006
1999
1826
6922
6067
5142
3640
3486
308
11-12
BASE
5.20
1.72
.41
1.00
3.00
1.00
1.64
1.00
--------
7.64
.84
1.00
4.00
37.00
6.00
--------
48.00
.34
4.36
1.00
5.00
15.00
138.00
2.00
7.00
2.00
1.00
24.00
--------
195.00
.76
21.18
1.00
1.00
1.00
1.00
1.00
11-12
REQ'D
5.20
1.34
.41
1.00
3.00
1.00
1.64
1.00
--------
7.64
.81
4.00
35.00
4.40
--------
43.40
.46
3.63
1.00
5.00
15.00
141.00
2.00
7.00
2.00
1.00
25.60
--------
199.60
1.83
22.43
1.00
1.00
2.00
1.00
1.00
11-12
RECOM
5.20
1.34
.41
1.00
3.00
1.00
2.00
--------
7.00
.81
3.00
15.00
4.40
--------
22.40
.46
2.63
1.00
5.00
15.00
141.00
2.00
7.00
2.00
1.00
25.60
--------
199.60
1.83
25.69
1.00
1.00
2.00
1.00
11-12
ALL'D
5.20
1.34
.41
1.00
3.00
1.00
2.00
--------
7.00
.81
4.00
15.00
4.40
--------
23.40
.46
2.82
1.00
5.00
15.00
141.00
2.00
7.00
2.00
1.00
25.60
--------
199.60
1.83
25.69
1.00
1.00
2.00
1.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
SHERIFF-DETENTION DIVISION
DETENTION-ADMINISTRATION
HUMAN SERVICES PROGRAM MANAGER
CORRECTIONAL OFFICER II
CHEF - JAIL
INMATE SERVICES PARALEGAL
SUPERVISING DETENTION ASST
SECRETARY
COOK - JAIL
DETENTION ASSISTANT
ASSISTANT COOK - JAIL
JANITOR-DETENTION
3220
2840
2274
2263
2149
1999
1924
1912
1753
1658
11-12
BASE
1.00
3.00
2.00
1.00
2.00
1.00
9.00
17.00
5.00
5.00
11-12
REQ'D
1.00
2.00
2.00
1.00
2.00
1.00
9.00
17.00
5.00
5.00
11-12
RECOM
1.00
2.00
2.00
2.00
1.00
9.00
15.00
3.00
5.00
11-12
ALL'D
1.00
2.00
2.00
2.00
1.00
9.00
15.00
3.00
5.00
-------- -------- -------- --------
PERMANENT POSITIONS 51.00 51.00 45.00 45.00
EXTRA HELP .74 .58 .58 .58
OVERTIME 2.77 2.82 3.01 3.01
DISTRICT ATTORNEY
D A-CRIMINAL
DISTRICT ATTORNEY
ASST DA LIMITED TERM
ASSISTANT DISTRICT ATTORNEY
CHIEF DEPUTY DISTRICT ATTORNEY
CHIEF CRIMINAL INV ADV POST
DEPUTY DIST ATTY IV
DEPUTY DIST ATTY III
SENIOR INVESTIGATOR ADV POST
DEPUTY DIST ATTY II
DA INVESTIGATOR II ADV PO
ADMIN SERVICES OFFICER II
DIS SPECIALIST II
DEPARTMENT ANALYST
EXECUTIVE LEGAL SECRETARY CONF
VICTIM WITNESS ADVOCATE II
LEGAL STAFF SUPERVISOR
LEGAL ASSISTANT
ACCOUNTING TECH CONFID
LEGAL SECRETARY II
ACCOUNT CLERK III CONFID
SENIOR LEGAL PROCESSOR
SECRETARY
LEGAL SECRETARY I
LEGAL PROCESSOR II
LEGAL PROCESSOR I
7937
6513
6513
5918
5904
5384
4781
4634
4156
4076
4010
3130
2952
2447
2425
2346
2263
2196
2098
2073
2006
1999
1827
1826
1603
1.00
1.00
1.00
4.00
1.00
21.00
18.00
2.00
4.00
14.00
1.00
1.00
1.00
1.00
4.00
2.00
6.80
1.00
5.00
1.00
1.00
2.75
1.00
14.00
4.00
1.00
1.00
1.00
4.00
1.00
18.00
24.00
2.00
1.00
14.00
1.00
1.00
1.00
1.00
2.00
5.80
1.00
6.00
1.00
1.00
2.75
1.00
1.00
4.00
1.00
18.00
23.00
1.00
11.00
1.00
1.00
1.00
1.00
2.00
4.00
1.00
6.00
1.00
1.00
1.75
1.00
1.00
4.00
1.00
18.00
23.00
1.00
1.00
12.00
1.00
1.00
1.00
1.00
2.00
4.00
1.00
6.00
1.00
1.00
1.75
16.00
1.00
16.00 16.00
-------- -------- -------- --------
PERMANENT POSITIONS 113.55 107.55 96.75 98.75
EXTRA HELP 3.23 3.23 1.00 1.00
OVERTIME .44 .44 .24 .24
D A - VICTIM WITNESS
HUMAN SERVICES PROGRAM MANAGER
VICTIM WITNESS ADVOCATE II
VICTIM CLAIMS SUPERVISOR
LEGAL ASSISTANT
VICTIM CLAIMS SPECIALIST II
LEGAL PROCESSOR II
County of Sonoma
FY 2011-2012 Adopted Budget
3220
2425
2373
2263
2083
1826
309
1.00
3.00
1.00
2.00
1.00
7.00
1.00
1.00
2.00
1.00
1.00
6.00
1.00
1.00
2.00
1.00
1.00
7.00
1.00
1.00
2.00
1.00
-------- -------- -------- --------
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
DISTRICT ATTORNEY
D A - VICTIM WITNESS
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
PERMANENT POSITIONS 7.00 13.00 12.00 13.00
PROBATION DIVISION
ADULT PROBATION SERVICES
PROBATION DIVISION DIRECTOR II
PROBATION OFFICER IV
PROBATION OFFICER III
PROBATION OFFICER II
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
PROBATION ASSISTANT
LEGAL PROCESSOR II
4179
3561
2962
2623
2346
2006
1912
1826
1.00 1.00 1.00 1.00
5.00 5.00 5.00 5.00
32.00 32.00 31.00 31.00
10.00 10.00 10.00 9.00
1.00 1.00 1.00 1.00
4.00 5.00 5.00 4.00
1.00 1.00
4.50 3.50 4.00 4.00
-------- -------- -------- --------
PERMANENT POSITIONS 57.50 58.50 58.00 55.00
EXTRA HELP 1.62 1.62 1.21 1.21
OVERTIME .27 .27 .37 .37
JUVENILE PROBATION SERVICES
PROBATION DIVISION DIRECTOR II
PROBATION OFFICER IV
PROBATION OFFICER III
DEPARTMENT ANALYST
PROBATION OFFICER II
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
SECRETARY
PROBATION ASSISTANT
LEGAL PROCESSOR II
4179
3561
2962
2952
2623
2346
2006
1999
1912
1826
1.00
4.00
17.25
9.00
1.00
5.00
.50
1.00
2.00
1.00
4.00
18.25
1.00
9.00
1.00
5.00
.50
1.00
2.00
1.00
4.00
17.25
1.00
9.00
1.00
5.00
1.00
1.00
2.00
1.00
4.00
18.25
1.00
9.00
1.00
5.00
.50
1.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 40.75 42.75 42.25 42.75
EXTRA HELP 1.30 1.30 1.15 1.15
OVERTIME .20 .20 .28 .28
PROB-ADMINISTRATION
CHIEF PROBATION OFFICER
DEPUTY CHIEF PROBATION OFFICER
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
ACCOUNTANT III
DIS SPECIALIST II
DEPARTMENT ANALYST
ACCOUNTANT II
EXECUTIVE SECRETARY
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
ACCOUNT CLERK II
County of Sonoma
FY 2011-2012 Adopted Budget
6319
5140
4210
4010
3326
3130
2952
2809
2247
2202
2132
2013
1826
1.00 1.00 1.00 1.00
2.00 2.00 2.00 2.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
3.50 3.50 2.50 2.50
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00 1.00
4.60 3.60 4.60 4.60
-------- -------- -------- --------
PERMANENT POSITIONS 19.10 19.10 19.10 19.10
310
Position Listing

PROBATION DIVISION
PROB-ADMINISTRATION
EXTRA HELP
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
JAIL PROGRAMS
PROBATION OFFICER IV
PROBATION OFFICER III
PROBATION OFFICER II
SENIOR LEGAL PROCESSOR
PROBATION ASSISTANT
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
JJCPA
PROBATION OFFICER III
DEPARTMENT ANALYST
PROBATION OFFICER II
ADMINISTRATIVE AIDE
PERMANENT POSITIONS
OVERTIME
3561
2962
2623
2006
1912
1826
2962
2952
2623
2333
11-12
BASE
.75
2.00
7.00
1.00
2.00
1.50
--------
13.50
.67
.14
2.75
.50
2.00
1.00
--------
6.25
PROBATION-CCPIF
PROBATION OFFICER III 2962 2.00
--------
PERMANENT POSITIONS
EXTRA HELP
INSTITUTIONS
JUVENILE HALLS
PROBATION DIVISION DIRECTOR II
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
JUVENILE CORRECTION CNSLR II
CHEF
SECRETARY
PROBATION ASSISTANT
COOK
RESIDENTIAL SERVICE WORKER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
County of Sonoma
FY 2011-2012 Adopted Budget
4179
3797
2979
2674
2339
2068
1999
1912
1748
1550
311
.08
11-12
REQ'D
.75
2.00
7.00
11-12
RECOM
.75
1.00
2.50
-------- --------
12.50
.67
.14
2.75
.50
2.00
1.00
--------
6.25
.08
2.00
--------
.08
.02
2.75
.50
2.00
1.00
--------
6.25
.08
1.00
--------
2.00 2.00 1.00
1.00
2.00
8.00
7.00
77.00
1.00
1.00
4.00
1.00
--------
102.00
3.54
2.24
1.00
2.00
8.00
7.00
77.00
1.00
1.00
4.00
1.00
--------
102.00
3.54
2.24
1.61
1.00
2.00
7.00
5.00
71.00
1.00
1.00
1.00
4.00
1.00
--------
94.00
3.93
2.24
11-12
ALL'D
.75
2.00
1.00
2.00
1.00
--------
6.00
.08
.02
2.75
.50
2.00
1.00
--------
6.25
.08
1.00
--------
1.00
1.61
1.00
2.00
8.00
6.00
72.00
1.00
1.00
1.00
4.00
1.00
--------
97.00
3.93
2.24
Position Listing

DIV SECT CLASSIFICATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
INSTITUTIONS
PROBATION CAMP
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
PROBATION INDUSTRIES CREW SUPV
JUVENILE CORRECTION CNSLR II
CHEF
SECRETARY
PROBATION ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SIERRA YOUTH CENTER
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
JUVENILE CORRECTION CNSLR II
SECRETARY
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SUPERVISED ADULT CREWS
PROBATION DIVISION DIRECTOR I
PROBATION INDUSTRIES FLD SUPV
PROBATION INDUSTRIES CREW SUPV
MAINTENANCE WORKER III
ACCOUNTING TECHNICIAN
ACCOUNT CLERK II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
PROB-JUV FUNDS
PROBATION OFFICER III
DEPARTMENT ANALYST
RANGE
3797
2979
2674
2665
2339
2068
1999
1912
3797
2979
2674
2339
1999
3797
2991
2665
2348
2132
1826
2962
2952
11-12
BASE
1.00
1.00
8.00
1.00
4.00
1.00
1.00
1.00
--------
18.00
2.33
.20
1.00
1.00
5.00
3.00
.50
--------
10.50
1.13
.40
1.00
2.00
11.75
1.00
1.00
--------
16.75
1.66
PERMANENT POSITIONS 2.00
PUBLIC DEFENDER
PUBLIC DEFENDER
PUBLIC DEFENDER
ASSISTANT PUBLIC DEFENDER
CHIEF DEPUTY PUBLIC DEFENDER
County of Sonoma
FY 2011-2012 Adopted Budget
7627
6513
5918
312
.92
11-12
REQ'D
1.00
1.00
8.00
1.00
4.00
1.00
1.00
1.00
--------
18.00
2.33
.20
11-12
RECOM
1.00
1.00
8.00
1.00
4.00
1.00
1.00
1.00
--------
18.00
2.33
.20
1.00
1.00
5.00
3.00
.50
-------- --------
10.50
1.13
.40
1.00
1.00
7.00
1.00
--------
10.00
1.66
.92
.26
.11
1.00
1.00
7.00
--------
9.00
2.56
.92
11-12
ALL'D
1.00
1.00
8.00
1.00
4.00
1.00
1.00
1.00
--------
18.00
2.33
.20
1.00
1.00
5.00
3.00
.50
--------
10.50
1.13
.40
1.00
1.00
7.00
--------
9.00
2.56
.92
1.00
1.00
-------- -------- -------- --------
1.00
1.00
3.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PUBLIC DEFENDER
PUBLIC DEFENDER
DEPUTY PUBLIC DEFENDER IV
DEPUTY PUBLIC DEFENDER III
SR PUB DEFENDER INVESTIGATOR
PUB DEF INVESTIGATOR II ADV PO
PUB DEF INVESTIGATOR II
ADMIN SERVICES OFFICER I
PUB DEF INVESTIGATOR I
LEGAL STAFF SUPERVISOR
LEGAL SECRETARY II
LEGAL PROCESSOR II
5384
4781
4159
4076
3883
3486
3386
2346
2098
1826
11-12
BASE
15.00
10.00
1.00
1.00
6.00
1.00
1.00
1.00
6.00
4.00
11-12
REQ'D
16.00
10.00
1.00
1.00
6.00
1.00
1.00
1.00
6.00
4.00
11-12
RECOM
15.00
7.00
1.00
1.00
5.00
1.00
1.00
1.00
6.00
4.00
11-12
ALL'D
16.00
8.00
1.00
1.00
5.00
1.00
1.00
1.00
6.00
4.00
-------- -------- -------- --------
PERMANENT POSITIONS 51.00 51.00 45.00 47.00
EXTRA HELP 3.00 3.00 3.00 3.00
ADMINISTRATION
PROGRAM ADMINISTRATION
DIRECTOR OF HUMAN SERVICES
ASST DIRECTOR HUMAN SERVICES
SR DEPT INFO SYSTEMS MANAGER
HUMAN SERVICES DIVISION DIR
DEPT ADMIN SERVICES DIRECTOR
DEPT INFO SYS MANAGER
CHIEF WELFARE FRAUD INVESTIGAT
HUMAN SERVICES SECTION MANAGER
ADMIN SERVICES OFFICER II
PROGRAM DEVELOPMENT MANAGER
WELFARE FRAUD INV II ADV PO
HUMAN SERVICES NETWORK ANALYST
SUPERVISING ACCOUNTANT
WELFARE FRAUD INV II INT PO
ADMIN SERVICES OFFICER I
HUMAN SERVICES SYS PRG ANALYST
ACCOUNTANT III
PUBLIC ASSISTANCE SYSTEMS SPEC
SOCIAL SERVICE SUPERVISOR II
DIS SPECIALIST II
SOCIAL SERVICE SUPERVISOR I
SUPV EMP & TRNG COUN
PROGRAM PLANNING ANALYST
DEPARTMENT ANALYST
SOCIAL SERVICE WORKER IV
SUPV PUBLIC ASSTANCE SYS TECH
ACCOUNTANT II
PROGRAM SPECIALIST
EMPL & TRNG COORD
SUPV EMP & TRNG SPEC
SOCIAL SERVICE WORKER III
EMPL & TRNG COUNS II
PUBLIC ASSISTANCE SYSTEMS TECH
ELIGIBILITY SUPERVISOR
SENIOR EMPLOYMENT & TRNG SPEC
COMPUTER LAB SUPPORT SPECIALST
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
ELIGIBILITY WORKER III
EMPLOYMENT & TRNG SPECIALIST
OFFICE SUPPORT SUPERVISOR CONF
PAYROLL CLERK CONFIDENTIAL
OFFICE SUPPORT SUPERVISOR
PAYROLL CLERK
County of Sonoma
FY 2011-2012 Adopted Budget
7134
6060
4841
4828
4516
4210
4199
4120
4010
3705
3587
3568
3511
3502
3486
3464
3326
3225
3219
3130
3068
3068
3059
2952
2879
2828
2809
2770
2699
2682
2572
2572
2570
2552
2437
2376
2333
2333
2314
2259
2259
2228
2202
2163
2138
313
1.00
1.00
1.00
6.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
2.00
1.00
2.00
3.00
5.00
3.00
5.00
13.00
5.00
4.00
5.00
21.00
1.00
85.25
1.00
3.00
2.00
4.00
6.00
22.50
33.00
3.00
15.00
5.00
1.00
7.00
2.00
1.00
24.00
30.50
1.00
3.00
11.00
1.00
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
2.00
1.00
2.00
3.00
5.00
3.00
5.00
13.00
5.00
4.00
5.00
20.00
1.00
84.50
1.00
3.00
2.00
3.00
6.00
22.50
32.00
3.00
15.00
5.00
1.00
6.50
2.00
1.00
24.00
30.50
1.00
3.00
11.00
1.00
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
2.00
1.00
2.00
3.00
5.00
3.00
5.00
13.00
5.00
4.00
5.00
20.00
1.00
84.50
1.00
3.00
2.00
3.00
6.00
22.50
32.00
3.00
15.00
5.00
1.00
6.50
2.00
1.00
24.00
30.50
1.00
3.00
11.00
1.00
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
2.00
1.00
2.00
3.00
5.00
3.00
5.00
13.00
5.00
4.00
5.00
20.00
1.00
85.25
1.00
3.00
2.00
3.00
6.00
22.50
33.00
3.00
15.00
5.00
1.00
6.50
2.00
1.00
24.00
31.50
1.00
3.00
11.00
1.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
ADMINISTRATION
PROGRAM ADMINISTRATION
ACCOUNTING TECHNICIAN
ELIGIBILITY WORKER II
SECRETARY CONFIDENTIAL
SENIOR STOREKEEPER
ACCOUNT CLERK III
HOME CARE SUPPORT SPECIALIST
SOCIAL WORK ASSISTANT
SENIOR OFFICE ASSISTANT
RECEPTIONIST
MICROGRAPHIC TECHNICIAN II
ACCOUNT CLERK II
STOREKEEPER
HUMAN SERVICES AIDE II
MICROGRAPHIC TECHNICIAN I
TELEPHONE OPERATOR
OFFICE ASSISTANT II
MAIL CLERK
PUBLIC HEALTH AIDE II
2132
2083
2059
2014
2013
1861
1858
1826
1826
1826
1826
1815
1730
1656
1629
1603
1603
1499
11-12
BASE
3.00
97.25
5.00
1.00
8.00
2.50
10.00
40.50
7.00
1.00
15.75
1.00
15.00
7.00
3.00
16.50
3.00
2.00
11-12
REQ'D
3.00
97.25
5.00
1.00
8.00
2.50
10.00
40.00
7.00
1.00
14.75
2.00
15.00
7.00
3.00
16.50
3.00
2.00
11-12
RECOM
3.00
97.25
5.00
1.00
8.00
2.50
10.00
40.00
7.00
1.00
14.75
2.00
15.00
7.00
3.00
16.50
3.00
2.00
11-12
ALL'D
3.00
97.25
5.00
1.00
8.00
2.50
10.00
40.50
7.00
1.00
14.75
2.00
15.00
7.00
3.00
16.50
3.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 597.75 592.00 592.00 595.25
EXTRA HELP 2.16 1.16 1.16 1.16
OVERTIME .34 .34 .34 .34
AREA AGENCY ON AGING
PROGRAM DEVELOPMENT MANAGER
ACCOUNTANT III
PROGRAM PLANNING ANALYST
ACCOUNT CLERK III
3705
3326
3059
2013
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 5.00 5.00 5.00 5.00
EXTRA HELP .22 .22 .22 .22
MSSP-SENIOR SERVICES
SOCIAL SERVICE SUPERVISOR II
SOCIAL SERVICE WORKER IV
SENIOR OFFICE ASSISTANT
3219
2879
1826
1.00
4.30
1.00
1.00
4.30
1.00
1.00
4.30
1.00
1.00
4.30
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 6.30 6.30 6.30 6.30
VETERANS SERVICES
VETERANS SERVICE OFFICER
VETERANS CLAIMS WORKER III
VETERANS CLAIMS WORKER II
3494
2316
2112
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 4.00 3.00 3.00 4.00
VOM CHILDRENS HOME
VM CHILDRENS HOME MGR
SUPV CHILDRENS RESIDENT CNLR
JUVENILE CORRECTION CNSLR IV
CHILDRENS RESIDENTIAL CNSLR II
County of Sonoma
FY 2011-2012 Adopted Budget
3705
2979
2979
2339
314
1.00
2.00
4.00
20.00
1.00
2.00
4.00
20.00
1.00
2.00
4.00
20.00
1.00
2.00
4.00
20.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
ADMINISTRATION
VOM CHILDRENS HOME
JUVENILE CORRECTION CNSLR II
CHEF
COOK
RESIDENTIAL SERVICE WORKER
2339
2068
1748
1550
11-12
BASE
6.00
.50
2.00
2.00
11-12
REQ'D
6.00
.50
2.00
2.00
11-12
RECOM
6.00
.50
2.00
2.00
11-12
ALL'D
6.00
.50
2.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 37.50 37.50 37.50 37.50
EXTRA HELP 7.48 7.48 7.48 7.48
OVERTIME 3.23 3.23 3.23 3.23
PA/PG/PC
CHF DEP PUB ADM/GUARD/CONSERV
SENIOR PUB ADMIN/GUARD/CONSERV
DEP PUBLIC ADMIN/GUARD/CONSERV
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
3591
2790
2468
2013
1826
1.00
4.00
.80
1.00
1.00
4.00
.80
1.00
1.00
4.00
.80
1.00
1.00
1.00
3.00
.80
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 6.80 6.80 6.80 6.80
HUMAN SVCS COMMISSION
DEPARTMENT ANALYST 2952 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 1.00
HS-ADMINISTRATION
HEALTH SVCS ADMINISTRATION
PUBLIC HEALTH OFFICER
DIRECTOR OF HEALTH SERVICES
ASSISTANT DIRECTOR OF HEALTH S
DIRECTOR HLTH POLICY PLAN EVAL
DEPT ADMIN SERVICES DIRECTOR
COMPLIANCE AND DEPT RISK MGR
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
SUPERVISING ACCOUNTANT
ADMIN SERVICES OFFICER I
ACCOUNTANT III
DIS SPECIALIST II
DEPARTMENT ANALYST
ACCOUNTANT II
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
ACCOUNT CLERK II
STOREKEEPER
OFFICE ASSISTANT II
County of Sonoma
FY 2011-2012 Adopted Budget
7985
7554
6131
4830
4516
4270
4210
4010
3511
3486
3326
3130
2952
2809
2333
2314
2202
2132
2013
1826
1815
1603
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
2.00
4.00
2.00
8.00
3.00
1.00
3.00
5.00
3.50
5.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
2.00
4.00
2.00
8.00
3.00
1.00
3.00
5.00
3.50
5.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
2.00
4.00
2.00
8.00
3.00
1.00
3.00
5.00
3.50
5.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
2.00
4.00
2.00
8.00
3.00
1.00
3.00
5.00
3.50
5.00
2.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 50.50 51.50 51.50 51.50
EXTRA HELP .12 4.46 4.46 4.46
315
Position Listing

HS-ADMINISTRATION
HEALTH SVCS ADMINISTRATION
OVERTIME
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PREVENTION & PLANNING
PREVENTION AND PLANNING
ENVIRONMENTAL HEALTH
ENVIRONMENTAL HEALTH
PUBLIC HEALTH
PH - ENVIRONMENTAL HEALTH
ENVIRON HLTH & SAFETY SECT MGR
ENVIRO HEALTH PROGRAM MANAGER
SUPV E H SPECIALIST
ENVIRON HEALTH SPECIALIST III
DAIRY INSPECTOR
DEPARTMENT ANALYST
ENVIRON HEALTH SPECIALIST II
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
ENVIRONMNTL HLTH TECH
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
PH-PROGRAM SUPPORT
PUBLIC HEALTH OFFICER
DIV DIR ADMIN HEALTH SERVICES
ADMIN SERVICES OFFICER II
HEALTH PROGRAM MANAGER
PROGRAM PLANNING ANALYST
ADMINISTRATIVE AIDE
PERMANENT POSITIONS
PH-DISEASE CONTROL & SURV
DEPUTY PUBLIC HEALTH OFFICER
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
PUBLIC HEALTH NURSE II
BIOSTATISTICIAN
PUBLIC HEALTH INVESTIGATOR
VITAL STATISTICS TECHNICIAN
County of Sonoma
FY 2011-2012 Adopted Budget
4522
3912
3389
3135
2998
2952
2939
2013
1999
1826
1826
1747
1603
7985
4516
4010
3601
3059
2333
7604
3815
3656
3401
3187
2338
1962
316
11-12
BASE
.23
11-12
REQ'D
.23
11-12
RECOM
.23
11-12
ALL'D
.23
-------- -------- -------- --------
-------- -------- -------- --------
1.00
1.00
3.00
8.00
2.00
1.00
8.50
1.00
1.00
2.00
1.00
1.00
--------
30.50
.30
.32
1.00
1.00
1.00
2.50
1.00
--------
6.50
1.00
1.00
.90
3.05
1.80
1.00
2.00
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
1.00
--------
31.00
.10
.10
1.00
1.00
2.50
1.00
--------
5.50
1.00
1.00
.90
3.05
1.80
1.00
2.00
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
1.00
--------
31.00
.10
.10
1.00
1.00
2.50
1.00
--------
5.50
1.00
1.00
.90
3.05
1.80
1.00
2.00
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
1.00
--------
31.00
.10
.10
1.00
1.00
2.50
1.00
--------
5.50
1.00
1.00
.90
3.05
1.80
1.00
2.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PUBLIC HEALTH
PH-DISEASE CONTROL & SURV
SENIOR OFFICE ASSISTANT
CLINIC CLERK
1826
1826
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
.87 .87 .87 .87
.50 .50 .50 .50
-------- -------- -------- --------
PERMANENT POSITIONS 12.12 12.12 12.12 12.12
PH - PREVENTION & PLANNING
HEALTHY COMMUNITIES SECT MGR
HEALTH PROGRAM MANAGER
HEALTH INFO SPECIALIST II
SECRETARY
SENIOR OFFICE ASSISTANT
4369
3601
2696
1999
1826
1.00
3.00
8.55
1.00
1.00
1.00
4.00
7.75
1.00
1.00
1.00
4.00
7.75
1.00
1.00
1.00
4.00
7.75
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 14.55 14.75 14.75 14.75
PH-MCH
FAMILY HEALTH SECTION MANAGER
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
HEALTH PROGRAM MANAGER
PUBLIC HEALTH NURSE II
SOCIAL SERVICE SUPERVISOR I
SOCIAL SERVICE WORKER III
SECRETARY
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
4536
3815
3656
3601
3401
3068
2572
1999
1861
1826
.55
2.80
1.75
1.00
11.30
1.00
7.55
1.00
1.80
2.05
.55
2.80
1.75
1.00
12.25
1.00
6.75
1.00
1.80
2.05
.55
2.80
1.75
1.00
12.25
1.00
6.75
1.00
1.80
2.05
.55
2.80
1.75
1.00
12.25
1.00
6.75
1.00
1.80
2.05
-------- -------- -------- --------
PERMANENT POSITIONS 30.80 30.95 30.95 30.95
ANIMAL CARE & CONTROL
ANIMAL CARE AND CONTROL DIR
ADMIN SERVICES OFFICER I
SUPV ANIMAL CONTROL OFFICER
ADMINISTRATIVE AIDE
ANIMAL CONTROL OFFICER II
ANIMAL HEALTH TECHNICIAN
ACCOUNT CLERK II
LEAD ANIMAL CARE ASST
ANIMAL CARE ASSISTANT
4218
3486
2446
2333
2047
1950
1826
1499
1363
1.00
1.00
1.75
1.00
11.00
4.00
5.50
1.00
2.00
1.00
1.00
1.75
1.00
10.75
4.00
5.50
1.00
1.00
1.00
1.75
1.00
10.75
4.00
5.50
1.00
1.00
1.00
1.75
1.00
10.75
4.00
5.50
1.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 28.25 26.00 26.00 28.00
OVERTIME .46 .46 .46
PH-WIC
FAMILY HEALTH SECTION MANAGER
HEALTH PROGRAM MANAGER
SENIOR LACTATION CONSULTANT
SUPERVISING NUTRITIONIST
HEALTH INFO SPECIALIST II
NUTRITIONIST
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
PUBLIC HEALTH AIDE II
County of Sonoma
FY 2011-2012 Adopted Budget
4536
3601
3043
2903
2696
2601
1861
1826
1499
317
.10
1.00
1.00
1.00
3.00
7.50
1.00
8.50
.10
1.00
1.00
1.00
1.00
3.00
7.50
1.00
8.50
.10
1.00
1.00
1.00
1.00
3.00
7.50
1.00
8.50
.10
1.00
1.00
1.00
1.00
3.00
7.50
1.00
8.50
-------- -------- -------- --------
Position Listing

PUBLIC HEALTH
PH-WIC
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PERMANENT POSITIONS
EXTRA HELP
11-12
BASE
23.10
.11
11-12
REQ'D
24.10
.11
11-12
RECOM
24.10
.11
11-12
ALL'D
PH-HIV PREVENTION & CARE
PUBLIC HEALTH PHYSICIAN 7239 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 1.00
PH-JUV PROB HEALTH SVCS
FORENSIC PSYCHIATRIST
FAMILY NURSE PRACT-MS
STAFF NURSE II-B.S.
HEALTH PROGRAM MANAGER
STAFF NURSE II
MARRIAGE FAMILY THERAPIST
AODS COUNSELOR II
CLINIC CLERK
PERMANENT POSITIONS
EXTRA HELP
PH-SPECIAL CLINICAL SERVICES
PHYSICIAN ASSISTANT - MS
FAMILY NURSE PRACT-BS
STAFF NURSE II-B.S.
HEALTH PROGRAM MANAGER
ACCOUNT CLERK II
PERMANENT POSITIONS
EXTRA HELP
PH-EMS
REG EMERG MED SERVICES MGR
EMERG MED SERVICES COORD
ADVANCED LIFE SUPPORT CORRD
OFFICE ASSISTANT II
8796
4210
3697
3601
3520
3030
2588
1826
4210
4112
3697
3601
1826
4369
3272
3119
1603
.24
1.25
.55
.75
2.65
3.25
.10
1.00
--------
9.79
.38
.60
.45
.15
.25
.10
--------
1.55
.48
1.00
2.00
1.00
1.00
--------
.24
.55
.75
2.90
2.50
.10
1.00
--------
8.04
.73
.60
.45
.15
.25
.20
--------
1.65
.48
1.00
2.00
1.00
--------
.24
.55
.75
2.90
2.50
.10
1.00
--------
8.04
.73
.60
.45
.15
.25
.20
--------
1.65
.48
1.00
2.00
1.00
--------
24.10
.11
.24
.55
.75
2.90
2.50
.10
1.00
--------
8.04
.73
.60
.45
.15
.25
.20
--------
1.65
.48
1.00
2.00
1.00
--------
PERMANENT POSITIONS 5.00 4.00 4.00 4.00
PH-CHILDRENS MEDICAL SERVICES
PUBLIC HEALTH PHYSICIAN
FAMILY HEALTH SECTION MANAGER
CHIEF THERAPIST CTP
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
HEALTH PROGRAM MANAGER
PUBLIC HEALTH NURSE II
OCCUPATIONAL THERAPIST II CTP
County of Sonoma
FY 2011-2012 Adopted Budget
7239
4536
3870
3815
3656
3601
3401
3253
318
.50
.35
1.00
1.00
1.95
1.00
6.00
4.25
.50
.35
1.00
1.00
2.00
1.00
6.50
4.25
.50
.35
1.00
1.00
2.00
1.00
6.50
4.25
.50
.35
1.00
1.00
2.00
1.00
6.50
4.25
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PUBLIC HEALTH
PH-CHILDRENS MEDICAL SERVICES
PHYSICAL THERAPIST II CTP
SOCIAL SERVICE SUPERVISOR I
SOCIAL SERVICE WORKER II
ACCOUNT CLERK III
SECRETARY
MEDICAL SECRETARY
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
PUBLIC HEALTH AIDE II
3253
3068
2408
2013
1999
1999
1861
1826
1603
1499
11-12
BASE
3.10
1.00
3.00
1.50
1.00
.75
3.00
3.05
1.00
2.00
11-12
REQ'D
3.10
1.00
3.00
1.50
1.00
.75
3.50
3.25
1.50
2.00
11-12
RECOM
3.10
1.00
3.00
1.50
1.00
.75
3.50
3.25
1.50
2.00
11-12
ALL'D
3.10
1.00
3.00
1.50
1.00
.75
3.50
3.25
1.50
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 35.45 37.20 37.20 37.20
EXTRA HELP .10 .10 .10
PH-CLINICAL LAB
PUBLIC HEALTH LAB DIRECTOR
PUBLIC HEALTH MICROBIOLOGISTII
ACCOUNT CLERK III
PH LAB TECHNICIAN II
SENIOR OFFICE ASSISTANT
4650
2976
2013
1884
1826
1.00
2.55
.50
3.00
1.00
1.00
2.25
.50
3.00
1.00
1.00
2.25
.50
3.00
1.00
1.00
2.25
.50
3.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 8.05 7.75 7.75 7.75
OVERTIME .06 .06 .06 .06
PH-PH PREPAREDNESS
PROGRAM PLANNING ANALYST
PUBLIC HEALTH MICROBIOLOGISTII
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
3059
2976
2952
2333
1826
1.50
1.50
1.00
1.00
1.50
1.00
1.50
1.00
1.50
1.00 1.00 1.00
1.00 1.00 1.00 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 5.00 4.50 4.50 4.50
MENTAL HEALTH
MH-PROGRAM SUPPORT
MENTAL HEALTH MEDICAL DIRECTOR
MENTAL HEALTH SERVICE DIRECTOR
PATIENT CARE ANALYST
ADMIN SERVICES OFFICER II
HEALTH PROGRAM MANAGER
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
SECRETARY CONFIDENTIAL
MEDICAL RECORD CLERK III
ACCOUNT CLERK III
SECRETARY
RECEPTIONIST
ACCOUNT CLERK II
MEDICAL RECORD CLERK II
County of Sonoma
FY 2011-2012 Adopted Budget
8554
6131
4038
4010
3601
3486
2952
2059
2016
2013
1999
1826
1826
1719
.45
.20
2.00
.50
1.00
1.50
1.00
1.00
2.50
1.00
1.00
1.00
.50
.45
.20
2.00
1.00
.25
1.00
1.50
1.00
1.00
2.50
1.00
1.00
1.00
.50
.45
.20
2.00
1.00
.25
1.00
1.50
1.00
1.00
2.50
1.00
1.00
1.00
.50
.45
.20
2.00
1.00
.25
1.00
1.50
1.00
1.00
2.50
1.00
1.00
1.00
.50
-------- -------- -------- --------
PERMANENT POSITIONS 13.65 14.40 14.40 14.40
319
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
MENTAL HEALTH
MH-ACUTE/FORENSIC SVCS
FORENSIC PSYCHIATRIST
STAFF PSYCHIATRIST
ACUTE FORENSICS SECT MGR
CLIENT CARE MANAGER
INPATIENT PSYCHOLOGIST
FAM NURSE PRACT/PHYS ASSIST
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
SENIOR CLIENT SUPPORT SPEC
PSYCHIATRIC TECHNICIAN
SECRETARY
SENIOR OFFICE ASSISTANT
NURSING ASSISTANT
8796
7578
4536
4209
4068
3916
3601
3552
3030
3030
2342
2238
1999
1826
1732
11-12
BASE
1.17
1.00
.90
2.00
1.00
.50
6.40
5.68
6.65
2.12
2.05
1.00
2.20
11-12
REQ'D
.84
1.00
.90
2.00
.50
.65
.50
4.65
4.98
8.10
2.12
1.05
1.00
2.25
1.00
11-12
RECOM
.84
1.00
.90
2.00
.50
.65
.50
4.65
4.98
8.10
2.12
1.05
1.00
2.25
1.00
11-12
ALL'D
.84
1.00
.90
2.00
.50
.65
.50
4.65
4.98
8.30
2.12
1.05
1.00
2.25
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 32.67 31.54 31.54 31.74
EXTRA HELP 2.68 2.89 2.89 2.89
OVERTIME 1.00 1.30 1.30 1.30
MH-YOUTH & FAMILY SERVICES
STAFF PSYCHIATRIST
ADULT YOUTH FAMILY SVS SCT MGR
HEALTH PROGRAM MANAGER
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
SENIOR CLIENT SUPPORT SPEC
SENIOR OFFICE ASSISTANT
RECEPTIONIST
7578
4369
3601
3030
3030
2342
1826
1826
1.90
1.00
2.00
13.50
3.00
4.00
2.00
1.40
1.90
1.00
2.00
13.75
3.00
4.00
2.00
1.40
1.90
1.00
2.00
13.75
3.00
4.00
2.00
1.40
1.90
1.00
2.00
13.75
3.00
4.00
2.00
1.40
-------- -------- -------- --------
PERMANENT POSITIONS 28.80 29.05 29.05 29.05
MH-MENTAL HEALTH SVCS ACT
MENTAL HEALTH MEDICAL DIRECTOR
STAFF PSYCHIATRIST
MENTAL HEALTH SERVICE DIRECTOR
COMMUNITY MH SECT MANAGER
CLIENT CARE MANAGER
PATIENT CARE ANALYST
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST SPEC
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
DEPARTMENT ANALYST
SENIOR CLIENT SUPPORT SPEC
ADMINISTRATIVE AIDE
ELIGIBILITY WORKER II
SECRETARY
CLIENT SUPPORT SPECIALIST
SENIOR OFFICE ASSISTANT
RECEPTIONIST
MEDICAL RECORD CLERK II
OFFICE ASSISTANT II
County of Sonoma
FY 2011-2012 Adopted Budget
8554
7578
6131
4369
4209
4038
3601
3552
3260
3030
3030
2952
2342
2333
2083
1999
1851
1826
1826
1719
1603
.45
4.45
.40
1.00
.80
1.00
3.45
7.20
1.00
9.80
6.50
1.00
12.75
3.00
2.00
2.00
5.30
.55
.50
1.00
.45
4.45
.40
1.00
.80
1.00
4.50
7.70
1.00
10.30
7.00
1.00
12.20
.50
3.00
2.00
4.00
5.25
.60
.50
1.00
.45
4.45
.40
1.00
.80
1.00
4.50
7.70
1.00
10.30
7.00
1.00
12.20
.50
3.00
2.00
4.00
5.25
.60
.50
1.00
.45
4.45
.40
1.00
.80
1.00
4.50
7.70
1.00
10.30
7.00
1.00
12.20
.50
3.00
2.00
4.00
5.25
.60
.50
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 64.15 68.65 68.65 68.65
320
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
MENTAL HEALTH
MH-MHSA OTHER PROGRAMS
STAFF PSYCHIATRIST
MENTAL HEALTH SERVICE DIRECTOR
ACUTE FORENSICS SECT MGR
CLIENT CARE MANAGER
PATIENT CARE ANALYST
ADMIN SERVICES OFFICER II
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST SPEC
MARRIAGE FAMILY THERAPIST
DEPARTMENT ANALYST
AODS COUNSELOR I
SENIOR CLIENT SUPPORT SPEC
ADMINISTRATIVE AIDE
CLIENT SUPPORT SPECIALIST
SENIOR OFFICE ASSISTANT
RECEPTIONIST
7578
6131
4536
4209
4038
4010
3601
3552
3260
3030
2952
2347
2342
2333
1851
1826
1826
11-12
BASE
1.55
.40
.10
.20
1.00
.50
2.05
3.00
3.00
2.75
.50
1.00
4.30
1.00
1.00
.05
11-12
REQ'D
1.55
.40
.10
.20
1.00
2.00
2.50
3.00
2.50
.50
1.00
5.85
.50
1.00
11-12
RECOM
1.55
.40
.10
.20
1.00
2.00
2.50
3.00
2.50
.50
1.00
5.85
.50
1.00
11-12
ALL'D
1.55
.40
.10
.20
1.00
2.00
2.50
3.00
2.50
.50
1.00
5.85
.50
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 22.40 22.10 22.10 22.10
EXTRA HELP 3.11 3.11 3.11 3.11
BH - AODS - PROGRAM SUPPORT
AODS SECTION MANAGER
ADMIN SERVICES OFFICER I
ADMINISTRATIVE AIDE
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
4369
3486
2333
2013
1999
1826
1603
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00 1.00 1.00
1.00 1.00 1.00
-------- -------- -------- --------
PERMANENT POSITIONS 5.00 6.00 6.00 6.00
BH - AODS - TREATMENT & CASE MGMT
HEALTH PROGRAM MANAGER
AODS SPECIALIST
AODS COUNSELOR II
AODS ASSISTANT II
OFFICE ASSISTANT II
3601
2699
2588
1851
1603
1.00
3.00
10.79
2.00
1.00
3.00
10.79
2.00
3.00
10.79
2.00
3.00
10.79
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 17.79 15.79 15.79 15.79
EXTRA HELP .58 1.11 1.11 1.11
OVERTIME .06 .06 .06
SPECIAL REVENUE FUNDS
P&P-CHILDREN & FAMILIES FIRST
FIRST 5 SONOMA SECTION MANAGER
HEALTH INFO SPECIALIST II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
County of Sonoma
FY 2011-2012 Adopted Budget
4369
2696
2333
1826
1.00
2.75
1.00
1.00
1.00
2.75
1.00
1.00
1.00
2.75
1.00
1.00
1.00
2.75
1.00
1.00
-------- -------- -------- --------
PERMANENT POSITIONS 5.75 5.75 5.75 5.75
321
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
SPECIAL REVENUE FUNDS
P&P-CHILDREN & FAMILIES FIRST
11-12
BASE
11-12
REQ'D
11-12
RECOM
11-12
ALL'D
EXTRA HELP .56 .56 .56 .56
AODS-DUI PROGRAM
HEALTH PROGRAM MANAGER
AODS SPECIALIST
AODS COUNSELOR II
AODS COUNSELOR I
AODS INTAKE INTERVIEWER
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
3601
2699
2588
2347
1851
1826
1826
1603
1.00
1.00
5.55
.75
2.00
1.25
.75
2.00
.75
1.00
5.55
.75
2.00
1.25
.75
2.00
.75
1.00
5.55
.75
2.00
1.25
.75
2.00
.75
1.00
5.55
.75
2.00
1.25
.75
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 14.30 14.05 14.05 14.05
EXTRA HELP 1.90 2.30 2.30 2.30
DEPT OF CHILD SUPPORT SERVICES
DCSS-CHILD SUPPORT ENFORCEMENT
DIRECTOR OF CHILD SUPPORT SVC
CHIEF CHILD SUPPORT ATTORNEY
CHILD SUPPORT ATTORNEY IV
ASST DIR CHILD SUPPORT SVS
HUMAN SERVICES SECTION MANAGER
ADMIN SERVICES OFFICER II
SUPERVISING ACCOUNTANT
DIS SPECIALIST II
PROGRAM PLANNING ANALYST
SUPV CHILD SUPPORT OFFICER
EXECUTIVE LEGAL SECRETARY CONF
CHILD SUPPORT OFFICER III
LEGAL STAFF SUPERVISOR
CHILD SUPPORT FINANCIAL SUPV
PAYROLL CLERK CONFIDENTIAL
CHILD SUPPORT OFFICER II
SR CHILD SUPPRT FINANCIAL WKR
LEGAL SECRETARY II
SENIOR STOREKEEPER
CHILD SUPPRT FINANCIAL WRKR II
SENIOR LEGAL PROCESSOR
LEGAL PROCESSOR II
ACCOUNT CLERK II
6298
5918
5384
4695
4120
4010
3511
3130
3059
2695
2447
2354
2346
2346
2202
2193
2132
2098
2014
2013
2006
1826
1826
1.00
1.00
4.00
1.00
2.00
1.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
1.00
32.00
1.00
4.00
1.00
9.00
11.00
10.00
2.00
1.00
1.00
4.00
1.00
2.00
1.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
1.00
32.00
1.00
3.00
9.00
11.00
10.00
2.00
1.00
1.00
4.00
1.00
2.00
1.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
1.00
32.00
1.00
3.00
9.00
11.00
10.00
2.00
1.00
1.00
4.00
1.00
2.00
1.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
1.00
32.00
1.00
3.00
9.00
11.00
10.00
2.00
-------- -------- -------- --------
PERMANENT POSITIONS 109.50 107.50 107.50 107.50
AGRICULTURAL COMM
AGRICULTURAL COMMISSIONER
AGRICULTURAL COMMR-SEALER
ASSISTANT AGRICULTURAL COMM
AG & VINEYARD CONSERV COORD
ADMIN SERVICES OFFICER I
CHIEF DEP AG COMMISSIONER
DEPUTY AGRICULTURAL COMMISSION
DEPARTMENT ANALYST
SR AG BIOLOGIST\STANDARD SPEC
AG BIOLOGIST\STANDARD SPEC III
County of Sonoma
FY 2011-2012 Adopted Budget
6331
3999
3738
3486
3476
2958
2952
2689
2559
322
1.00
1.00
1.00
1.00
3.00
1.00
3.00
9.00
1.00
1.00
1.00
1.00
3.00
1.00
3.00
7.00
1.00
1.00
1.00
1.00
3.00
1.00
3.00
7.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
3.00
7.00
Position Listing

DIV SECT CLASSIFICATION
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
AGRICULTURAL COMM
AGRICULTURAL COMMISSIONER
AG BIOLOGIST/STANDARDS SPEC II
EXECUTIVE SECRETARY
WILDLIFE SPECIALIST
AG BIOLOGIST/STANDARDS SPEC I
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
RECEPTIONIST
ACCOUNT CLERK II
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SEALER WEIGHTS & MEASURES
CHIEF DEPUTY SEALER
SR AG BIOLOGIST\STANDARD SPEC
AG BIOLOGIST\STANDARD SPEC III
AG BIOLOGIST/STANDARDS SPEC II
RANGE
2324
2247
2047
2028
2013
1826
1826
1826
1603
3476
2689
2559
2324
11-12
BASE
1.00
1.00
1.00
1.00
1.00
1.00
1.00
--------
27.00
2.07
.05
1.00
1.00
6.00
--------
11-12
REQ'D
1.00
1.00
1.00
.50
1.00
1.00
1.00
.75
.50
--------
25.75
9.43
1.00
1.00
3.00
2.00
--------
11-12
RECOM
1.00
1.00
1.00
.50
1.00
1.00
1.00
.75
.50
--------
25.75
9.43
1.00
1.00
3.00
2.00
--------
11-12
ALL'D
1.00
1.00
1.00
.50
1.00
1.00
1.00
.75
.50
--------
26.75
9.43
1.00
1.00
3.00
2.00
--------
PERMANENT POSITIONS 8.00 7.00 7.00 7.00
ANIMAL CARE & CONTROL
EXTRA HELP
OVERTIME
U C COOPERATIVE EXT
U C COOPERATIVE EXT
DEPARTMENT ANALYST
PUBLIC INFORMATION SPECIALIST
SENIOR AG PROGRAM ASSISTANT
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
DEPT OF EMERGENCY SERVICES
ES - HAZARDOUS MATERIALS
FIRE SERVICES OFFICER
FIRE INSPECTOR II
PERMANENT POSITIONS
EXTRA HELP
County of Sonoma
FY 2011-2012 Adopted Budget
2952
2332
1967
1826
4557
3546
323
-------- -------- -------- --------
.18
.46
.50
1.00
2.75
1.79
--------
1.00
2.75
--------
1.00
2.75
--------
.50
1.00
2.75
.40
--------
6.04 3.75 3.75 4.65
.30
1.00
4.00
-------- -------- -------- --------
5.00
.19
Position Listing

DEPT OF EMERGENCY SERVICES
ES - HAZARDOUS MATERIALS
OVERTIME
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
EMERGENCY MANAGEMENT
EMERGENCY SERVICES COORDINATOR
DEPUTY EMER SVS COOR
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
HAZARDOUS MATERIALS FUND
FIRE SERVICES OFFICER
FIRE INSPECTOR II
PERMANENT POSITIONS
OVERTIME
SCEIP
SCEIP PROGRAM FUND
ACCOUNTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SCEIP-CEC
ACCOUNTANT/AUDITOR II
PERMANENT POSITIONS
REFUSE DISPOSAL ENT
INTEGRATED WASTE
SENIOR ENGINEER
INTEG WSTE OPS DIV MGR PROJ
WASTE MANAGEMENT AGCY EXEC DIR
ENGINEER
LANDFILL FACILITIES SPECIALIST
GEOLOGIST
DEPARTMENT ANALYST
WASTE MANAGEMENT SPECIALIST II
DISPOSAL SUPERVISOR
ENGINEERING TECHNICIAN III
BUILDING MECHANIC I
DISPOSAL WORKER II
County of Sonoma
FY 2011-2012 Adopted Budget
4140
2952
4557
3546
11-12
BASE
.32
1.00
2.00
--------
3.00
1.54
.03
--------
2809 1.00
--------
1.00
2.60
.06
3220 1.00
--------
4375
4350
4350
3972
3337
3135
2952
2802
2780
2768
2477
2348
324
1.00
1.00
1.00
1.00
2.00
1.00
1.00
.75
3.00
2.00
2.00
1.00
6.00
11-12
REQ'D
1.00
1.80
--------
2.80
.03
1.00
4.00
--------
5.00
.21
1.00
--------
1.00
2.60
.06
1.00
--------
1.00
1.00
1.00
1.00
2.00
1.00
1.00
.75
3.00
2.00
2.00
1.00
6.00
11-12
RECOM
1.00
1.80
--------
2.80
.03
1.00
4.00
--------
5.00
.21
1.00
--------
1.00
2.60
.06
1.00
--------
1.00
1.00
1.00
1.00
2.00
1.00
1.00
.75
3.00
2.00
2.00
1.00
6.00
11-12
ALL'D
1.00
2.00
--------
3.00
1.51
.03
1.00
4.00
--------
5.00
.21
1.00
--------
1.00
2.60
.06
1.00
--------
1.00
1.00
1.00
1.00
2.00
1.00
1.00
.75
3.00
2.00
2.00
1.00
6.00
Position Listing

DIV SECT CLASSIFICATION
REFUSE DISPOSAL ENT
INTEGRATED WASTE
ADMINISTRATIVE AIDE
DISPOSAL WORKER I
SENIOR OFFICE ASSISTANT
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SPUD PT MARINA ENT
SPUD PT MARINA ENT
MARINA MANAGER
ADMIN SERVICES OFFICER I
MARINA SUPERVISOR
SENIOR MARINA ATTENDANT
MARINA ATTENDANT
ACCOUNT CLERK II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
AIRPORT ENTERPRISE
AIRPORT ENTERPRISE
AIRPORT MANAGER
ASSISTANT AIRPORT MANAGER
RIGHT OF WAY AGENT II
AIRPORT OPERATIONS SUPERVISOR
MARKETING SPECIALIST
ADMINISTRATIVE AIDE
AIRPORT OPERATIONS SPECIALIST
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SO CO AREA TRANSIT SVCS
TRANSIT-GEN ADMIN-ART 4
TRANSIT SYSTEMS MANAGER
TRANSIT SPECIALIST II
TRANSIT SPECIALIST I
OFFICE SUPPORT SUPERVISOR
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
County of Sonoma
FY 2011-2012 Adopted Budget
RANGE
2333
2033
1826
3894
3486
3187
2171
2029
1826
4795
3782
3126
2595
2474
2333
2230
1826
1603
4563
3132
2567
2163
1826
1603
325
11-12
BASE
1.00
14.00
1.00
--------
37.75
1.37
1.92
1.00
1.00
1.80
--------
3.80
.57
.07
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
--------
13.00
.23
.12
1.00
3.00
1.00
1.00
1.00
--------
11-12
REQ'D
1.00
15.02
1.00
--------
38.77
.78
1.92
.80
1.00
1.00
1.00
1.00
--------
4.80
2.59
.07
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
--------
14.00
.58
.12
1.00
2.00
1.00
1.00
1.00
1.00
--------
11-12
RECOM
1.00
15.02
1.00
--------
38.77
.78
1.92
.80
1.00
1.00
1.00
1.00
--------
4.80
2.59
.07
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
--------
14.00
.58
.12
1.00
2.00
1.00
1.00
1.00
1.00
--------
11-12
ALL'D
1.00
15.02
1.00
--------
38.77
.78
1.92
.80
1.00
1.00
1.00
1.00
--------
4.80
2.59
.07
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
--------
14.00
.58
.12
1.00
2.00
1.00
1.00
1.00
1.00
--------
Position Listing

SO CO AREA TRANSIT SVCS
TRANSIT-GEN ADMIN-ART 4
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SELF FUNDED INS PROG-ISF
SELF FUNDED INS PROG-ADMIN
RISK MANAGER
RISK MANAGEMENT ANALYST III
RISK MANAGEMENT ANALYST II
RISK MGMT ANALYST II PROJECT
ACCOUNTANT III
ADMINISTRATIVE AIDE CONFIDEN
ADMIN AIDE PROJ-CONF
ACCOUNT CLERK III CONFID
SECRETARY CONFIDENTIAL
SENIOR OFFICE ASSISTANT-C
4580
3983
3462
3462
3326
2333
2333
2073
2059
1881
11-12
BASE
7.00
.07
1.00
4.00
7.75
2.00
1.00
1.00
1.00
1.00
1.00
6.00
--------
11-12
REQ'D
7.00
.13
.07
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
--------
11-12
RECOM
7.00
.13
.07
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
--------
11-12
ALL'D
7.00
.13
.07
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
--------
PERMANENT POSITIONS 25.75 23.50 23.50 23.50
CSA #40 FIRE SERVICES
CSA #40 FIRE SERVICES
DIRECTOR FIRE/EMERGENCY PROGRA
FIRE MARSHALL
SENIOR FIRE INSPECTOR
ACCOUNTANT II
SECRETARY CONFIDENTIAL
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
MATERIALS HANDLER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
FIRE PREVENTION DIVISION
FIRE MARSHALL
FIRE INSPECTOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
6585
5257
3900
2809
2059
1826
1826
1737
5257
3546
1.00
1.00
1.00
1.00
1.00
1.00
1.00
--------
7.00
5.31
.44
1.00
2.00
--------
3.00
.40
.08
1.00
1.00
1.00
1.00
2.00
1.00
1.60
--------
8.60
3.51
.44
1.00
2.00
--------
3.00
.51
.18
1.00
1.00
1.00
1.00
2.00
1.00
1.60
--------
8.60
3.51
.44
1.00
2.00
--------
3.00
.51
.18
1.00
1.00
1.00
1.00
2.00
1.00
1.60
--------
8.60
3.51
.44
1.00
2.00
--------
NSC AIR POLL CONTROL
NO AIR POLLUTION CONTROL
AIR QUALITY MANAGER 4571 1.00 1.00 1.00 1.00
County of Sonoma
FY 2011-2012 Adopted Budget
326
3.00
.51
.18
Position Listing

DIV SECT CLASSIFICATION
NSC AIR POLL CONTROL
NO AIR POLLUTION CONTROL
AIR QUALITY ENGINEER
AIR QUALITY SPECIALIST III
SENIOR OFFICE ASSISTANT
SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
IHSS PUBLIC AUTHORITY
IHSS PUBLIC AUTHORITY
IHSS PUBLIC AUTHORITY MGR
IHSS PUBLIC AUTHRTY SECRTRY OF
PERMANENT POSITIONS
EXTRA HELP
SC AG PRES/OPEN SPACE DIST
SC AG PRES/OPEN SPACE DIST
OSD GENERAL MANAGER
OSD ASSISTANT GENERAL MANAGER
OSD PROGRAM MANAGER
OSD ADMIN & FISCAL SRVCS MGR
OSD COMMUNITY RELATIONS MGR
OSD LAND ACQUISITION SPECIALIS
OSD STEWARD COORDINATOR
OSD ASSOCIATE PLANNER
OSD CONSERVATION GIS ANALYST
OSD ASSISTANT PLANNER
OSD ACQUISITION ASSISTANT
ADMINISTRATIVE AIDE
OSD EXECUTIVE SECRETARY
OSD TECHNICIAN
ACCOUNTING TECHNICIAN
OSD RECEPTIONIST
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
SCWA - ADMIN/GENERAL
SCWA - GENERAL FUND
GENERAL MANAGER/CHIEF ENGINEER
WATER AGENCY ASST GENERAL MGR
WATER AGENCY CHIEF ENGINEER
DEPUTY CHIEF ENGINEER
WATER AGENCY DIV MNGR ENV RESO
WATER AGENCY DIV MNGR ADM SERV
WATER AGENCY CAPITAL PROJ MGR
WATER AGENCY PRINCIPAL ENGINR
County of Sonoma
FY 2011-2012 Adopted Budget
RANGE
3894
3009
1826
3999
2059
6361
5088
4091
3823
3661
3641
3416
2974
2550
2529
2412
2333
2314
2231
2132
1881
8428
6747
6498
5915
5544
5460
5181
5002
327
11-12
BASE
1.00
3.00
1.00
--------
6.00
.39
.03
1.00
1.00
--------
2.00
.40
1.00
1.00
3.00
1.00
1.00
2.60
1.00
5.50
1.00
1.00
1.00
2.50
1.00
2.00
.75
1.00
--------
26.35
2.50
.08
1.00
2.00
1.00
3.00
1.00
1.00
1.00
6.00
11-12
REQ'D
1.00
3.00
1.00
--------
6.00
.14
.03
1.00
1.00
--------
2.00
.40
1.00
1.00
3.00
1.00
1.00
2.60
1.00
5.50
1.00
1.00
1.00
2.50
1.17
2.00
.75
1.00
--------
26.52
2.14
.12
1.00
2.00
1.00
1.00
1.00
1.00
1.00
6.00
11-12
RECOM
1.00
3.00
1.00
--------
6.00
.14
.03
1.00
1.00
--------
2.00
.40
1.00
1.00
3.00
1.00
1.00
2.60
1.00
5.50
1.00
1.00
1.00
2.50
1.17
2.00
.75
1.00
--------
26.52
2.14
.12
1.00
2.00
1.00
1.00
1.00
1.00
1.00
6.00
11-12
ALL'D
1.00
3.00
1.00
--------
6.00
.14
.03
1.00
1.00
--------
2.00
.40
1.00
1.00
3.00
1.00
1.00
2.60
1.00
5.50
1.00
1.00
1.00
2.50
1.17
2.00
.75
1.00
--------
26.52
2.14
.12
1.00
2.00
1.00
1.00
1.00
1.00
1.00
6.00
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
SCWA - ADMIN/GENERAL
SCWA - GENERAL FUND
ENGINEERING PROGRAM MANAGER
ENVIRONMENTAL RESOURCES COORD
WATER AGENCY COORDINATOR
WATER AGENCY GOVRN AFFAIR CORD
WATER AGENCY ENGINEER IV
WATER AGENCY HYDROGEOLOGIST IV
SENIOR NETWORK ANALYST
WA PRINCIPAL PROGRAM SPEC
TECHNICAL WRITING MANAGER
PRINCIPAL ENVIRONMENTAL SPEC
WATER AGENCY LAND SURVEYOR
RISK MANAGEMENT ANALYST III
WATER AGENCY CAD/GIS COORDINAT
LICENSED LAND SURVEYOR
W A PUBLIC INFORMATION OFFICER
WA NETWORK ANALYST
ADMIN SERVICES OFFICER I
RISK MANAGEMENT ANALYST II
ENVIRO COMPLIANCE INSPECTOR
WATER AGENCY CHEMIST
ELECTRICIAN/INSTRMNTATION TECH
WATER AGENCY LEAD MECHANIC
WATER AGENCY SENIOR PLANT OPER
PROGRAMMER ANALYST
SENIOR ENVIROMENTAL SPECIALIST
RIGHT OF WAY AGENT II
TECHNICAL WRITING SPECIALIST
WATER AGENCY PLANT OPERATOR
WATER AGENCY MECHANIC
ENVIROMENTAL SPECIALIST
WA PROGRAMS SPECIALIST
DEPARTMENT ANALYST
SR GEOGRAPHIC INFO TECH
ACCOUNTANT II
ASSISTANT PROJECT SPECIALIST
WATER AGENCY LEAD MAINTENANCE
ENGINEERING TECHNICIAN III
GEOGRAPHIC INFO TECH II
HEAVY EQUIPMENT MECHANIC II
WATER AGENCY MAINT WORKER III
AUTOMOTIVE MECHANIC
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
EXECUTIVE SECRETARY
MATERIALS EQUIPMENT SPECIALIST
PAYROLL CLERK CONFIDENTIAL
WATER AGENCY MAINT WORKER II
PAYROLL CLERK
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
County of Sonoma
FY 2011-2012 Adopted Budget
4822
4822
4822
4818
4543
4543
4200
4190
4190
4190
4185
3983
3823
3737
3661
3568
3486
3462
3354
3354
3340
3337
3320
3204
3195
3126
3050
3020
3020
2972
2953
2952
2951
2809
2802
2777
2768
2757
2696
2524
2461
2333
2314
2247
2202
2202
2178
2138
2132
2013
1999
1826
1826
1603
11-12
BASE
1.00
1.00
9.00
1.00
13.00
1.00
1.00
1.75
2.00
1.00
1.00
1.00
3.00
2.00
3.00
1.00
2.00
4.00
6.00
6.00
16.00
4.00
10.00
1.00
5.75
1.00
17.00
2.00
6.75
1.00
1.00
1.00
1.00
5.00
14.00
1.00
2.00
7.00
2.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
2.75
1.00
3.00
2.00
3.00
11-12
REQ'D
1.00
1.00
9.00
1.00
13.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
3.00
2.00
3.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
10.00
1.00
5.75
18.00
2.00
6.00
1.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
2.75
4.00
2.00
3.00
11-12
RECOM
1.00
1.00
9.00
1.00
13.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
3.00
2.00
3.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
10.00
1.00
5.75
18.00
2.00
6.00
1.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
2.75
4.00
2.00
3.00
11-12
ALL'D
1.00
1.00
9.00
1.00
13.00
1.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
3.00
2.00
3.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
10.00
1.00
5.75
18.00
2.00
6.00
1.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
1.00
1.00
2.75
4.00
2.00
3.00
-------- -------- -------- --------
PERMANENT POSITIONS 199.00 195.50 195.50 195.50
EXTRA HELP 34.41 34.41 34.41 34.41
OVERTIME 6.98 6.98 6.98 6.98
328
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION ­
DIV SECT CLASSIFICATION RANGE
GENERAL ADMINISTRATIVE
CDC GENERAL ADMIN
EXEC DIRECTOR SOCO CDC
COMMUNITY DEVELOPMENT MANAGER
LEASED HOUSING MANAGER
REDEVELOPMENT MANAGER
CONTROLLER-CDC
DEPT INFO SYS COORDINATOR
ADMIN SERVICES OFFICER I
COMMUNITY DEVELOP ASSOCIATE
ACCOUNTANT II-CONF
HOUSING REHABILITATION SPECIAL
SUPERVISING COMMUNITY DEV SPEC
SR COMMUNITY DEVELOP SPEC
HOUSING NEGOTIATOR/INSPECTOR
EMPLOYMENT HOUSING COUNSELOR
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
COMMUNITY DEVELOP SPEC II
ACCOUNTING TECHNICIAN
SENIOR OFFICE ASSISTANT
RECEPTIONIST
ACCOUNT CLERK II
OFFICE ASSISTANT II
County of Sonoma
FY 2011-2012 Adopted Budget
6439
4692
4692
4692
4324
3528
3486
3330
2893
2842
2812
2652
2556
2408
2333
2314
2209
2132
1826
1826
1826
1603
11-12
BASE
1.00
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
4.00
2.00
3.00
3.00
1.00
1.00
10.00
1.00
1.00
1.00
1.00
3.00
11-12
REQ'D
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
4.00
2.00
3.00
3.00
1.00
1.00
1.00
10.00
1.00
1.00
1.00
1.00
3.00
11-12
RECOM
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
4.00
2.00
3.00
3.00
1.00
1.00
1.00
10.00
1.00
1.00
1.00
1.00
3.00
11-12
ALL'D
1.00
1.00
1.00
1.00
1.00
1.00
4.00
1.00
4.00
2.00
3.00
3.00
1.00
1.00
1.00
10.00
1.00
1.00
1.00
1.00
3.00
-------- -------- -------- --------
PERMANENT POSITIONS 43.00 43.00 43.00 43.00
329
Position Listing

County of Sonoma
FY 2011-2012 Adopted Budget
SONOMA COUNTY BUDGET - POSITION ALLOCATION
11-12 11-12 11-12
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
11-12
ALL'D
LIBRARY
Director 7251 1.00 1.00 1.00 1.00
Administrative Svcs Manager 4029 1.00 1.00 1.00 1.00
Librarian IV+ 4029 2.00 2.00 2.00 2.00
Librarian IV 3950 2.00 3.00 3.00 3.00
Facilities Manager 3837 0.00 1.00 1.00 1.00
Human Resources Manager 3837 1.00 1.00 1.00 1.00
Central Branch Manager 3521 0.00 1.00 1.00 1.00
Branch Manager 3353 11.00 10.00 10.00 10.00
Librarian III + 2.5% (IT Team Co-Lead) 3197 1.00 1.00 1.00 1.00
Librarian III 3119 5.00 4.00 4.00 4.00
Sr Info Technology Specialist 3119 1.00 1.00 1.00 1.00
Tech Supp Spec II + 5% (IT Team Co-Lead) 2941 1.00 1.00 1.00 1.00
Building Mechanic II + 5% - Lead 2878 1.00 1.00 1.00 1.00
Technical Support Specialist II 2801 2.00 1.00 1.00 1.00
Librarian I/II - BiLing 2797 3.00 2.50 2.50 2.50
Librarian II + 2.5% 2764 1.00 1.00 1.00 1.00
Building Mechanic II 2741 1.00 1.00 1.00 1.00
Librarian I/II 2697 28.75 28.69 28.69 28.69
Business Analyst 2571 1.00 1.00 1.00 1.00
Technical Support Specialist I 2386 1.00 1.50 1.50 1.50
Graphic Artist 2380 1.00 1.00 1.00 1.00
Accounting Assistant 2343 2.00 2.00 2.00 2.00
Administrative Aide 2343 2.50 2.50 2.50 2.50
Supervising Library Technician 2292 5.00 5.00 5.00 5.00
Account Clerk III 2182 1.00 1.00 1.00 1.00
Library Associate 2070 4.50 5.41 5.41 5.41
Library Technician III - BiLing 1859 3.50 2.50 2.50 2.50
Account Clerk II 1822 1.00 1.00 1.00 1.00
Delivery Person 1822 2.00 2.00 2.00 2.00
Library Services Specialist 1822 1.00 1.00 1.00 1.00
Library Technician III 1759 38.33 38.57 38.57 38.57
Library Technician II - BiLing 1577 0.40 0.75 0.75 0.75
Library Technician II 1477 11.35 10.91 10.91 10.91
TOTAL FTE 138.33 138.32 138.32 138.32
FAIRGROUNDS (2010) (2011) (2011) (2011)
Fair Manager 5516 1.0 1.0 1.0 1.0
Deputy Fair Manager 4038 0.0 1.0 1.0 1.0
Fair Financial Services Officer 3823 1.0 1.0 1.0 1.0
Accounting Technician 2132 2.0 2.0 2.0 2.0
Secretary 1999 1.0 1.0 1.0 1.0
Premium Exhibit Coord. 3409 1.0 1.0 1.0 1.0
FG Premium Exhibit Asst 1999 1.0 1.0 1.0 1.0
Mktg/Promotion Coord. 3315 1.0 1.0 1.0 1.0
Interim Event Coord. 3315 1.0 1.0 1.0 1.0
Senior Office Assistant 1826 1.0 1.0 1.0 1.0
FG Building Supt. 3581 1.0 1.0 1.0 1.0
Bldg. Mechanic II 2696 1.0 1.0 1.0 1.0
Auto Mechanic 2366 1.0 1.0 1.0 1.0
Bldg. Mechanic I 2382 1.0 1.0 1.0 1.0
Painter 2375 1.0 1.0 1.0 1.0
Storekeeper 1815 1.0 1.0 1.0 1.0
Sr. FG Maint. Worker 2077 5.0 5.0 5.0 5.0
FG Maint. Worker 1711 12.0 11.0 11.0 11.0
Sr Simulcast Attendant 2008 1.0 1.0 1.0 1.0
Simulcast Attendant 1826 1.75 0.8 0.8 0.8
Janitor (unfilled) 1579 1.0 1.0 1.0 1.0
FG Golf Manager 2766 1.0 1.0 1.0 1.0
TOTAL 37.75 36.75 36.75 36.75
330
Position Listing

SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
SALARY STEP STEP
RANGE A I
SALARY STEP STEP
RANGE A
I
SALARY STEP STEP
RANGE A
I
456 9,517 11,563 1543 32,204 39,134 1737 36,253 44,080
847 17,678 21,476 1550 32,350 39,321 1747 36,462 44,310
863 18,012 21,894 1579 32,956 40,052 1748 36,483 44,330
1041 21,727 26,402 1594 33,269 40,448 1751 36,545 44,435
1082 22,583 27,467 1603 33,457 40,657 1753 36,587 44,497
1200 25,045 30,430 1604 33,477 40,678 1766 36,859 44,790
1221 25,484 30,973 1608 33,561 40,782 1771 36,963 44,957
1226 25,588 31,098 1616 33,728 41,012 1774 37,026 45,019
1245 25,985 31,578 1627 33,957 41,262 1775 37,046 45,040
1254 26,172 31,829 1629 33,999 41,325 1800 37,568 45,666
1284 26,799 32,559 1632 34,062 41,429 1801 37,589 45,687
1318 27,508 33,436 1640 34,229 41,596 1810 37,777 45,938
1329 27,738 33,707 1651 34,458 41,909 1815 37,881 46,042
1350 28,176 34,250 1656 34,563 42,014 1826 38,111 46,334
1357 28,322 34,437 1658 34,604 42,055 1827 38,132 46,355
1363 28,447 34,584 1664 34,730 42,202 1828 38,153 46,376
1390 29,011 35,293 1667 34,792 42,306 1829 38,173 46,397
1398 29,178 35,460 1684 35,147 42,702 1831 38,215 46,459
1417 29,574 35,940 1687 35,210 42,807 1839 38,382 46,647
1420 29,637 36,024 1688 35,231 42,828 1844 38,486 46,793
1438 30,013 36,483 1693 35,335 42,953 1846 38,528 46,835
1448 30,222 36,733 1696 35,398 43,036 1847 38,549 46,856
1475 30,785 37,401 1697 35,418 43,057 1851 38,633 46,960
1478 30,848 37,526 1705 35,585 43,266 1858 38,779 47,148
1481 30,910 37,589 1711 35,711 43,412 1861 38,841 47,232
1485 30,994 37,673 1715 35,794 43,516 1864 38,904 47,294
1499 31,286 38,048 1719 35,878 43,621 1881 39,259 47,732
1513 31,578 38,382 1722 35,940 43,683 1882 39,280 47,753
1522 31,766 38,612 1730 36,107 43,892 1883 39,300 47,774
1542 32,183 39,113 1732 36,149 43,955 1884 39,321 47,795
County of Sonoma
FY 2011-2012 Adopted Budget
331
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
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STEP
A
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1886 39,363 47,837 2041 42,598 51,781 2151 44,894 54,599
1912 39,906 48,505 2046 42,702 51,886 2156 44,998 54,703
1913 39,927 48,526 2047 42,723 51,907 2159 45,061 54,766
1915 39,968 48,609 2050 42,786 52,032 2161 45,103 54,808
1924 40,156 48,797 2052 42,828 52,074 2162 45,124 54,850
1931 40,302 48,985 2059 42,974 52,241 2163 45,144 54,870
1936 40,407 49,131 2066 43,120 52,408 2164 45,165 54,891
1939 40,469 49,193 2068 43,162 52,470 2168 45,249 55,016
1940 40,490 49,214 2073 43,266 52,595 2171 45,311 55,100
1941 40,511 49,235 2075 43,308 52,637 2175 45,395 55,183
1950 40,699 49,486 2077 43,349 52,700 2178 45,457 55,246
1954 40,782 49,590 2078 43,370 52,721 2184 45,583 55,392
1962 40,949 49,778 2082 43,454 52,825 2193 45,771 55,643
1967 41,054 49,882 2083 43,475 52,846 2196 45,833 55,705
1971 41,137 50,028 2087 43,558 52,950 2202 45,958 55,851
1978 41,283 50,195 2092 43,663 53,075 2207 46,063 55,997
1979 41,304 50,216 2093 43,683 53,096 2209 46,104 56,039
1981 41,346 50,258 2095 43,725 53,159 2214 46,209 56,164
1999 41,722 50,717 2096 43,746 53,180 2216 46,251 56,206
2002 41,784 50,780 2098 43,788 53,222 2221 46,355 56,352
2006 41,868 50,884 2107 43,976 53,451 2224 46,418 56,436
2007 41,889 50,905 2108 43,996 53,472 2226 46,459 56,477
2008 41,909 50,926 2112 44,080 53,576 2228 46,501 56,519
2013 42,014 51,093 2118 44,205 53,743 2230 46,543 56,582
2014 42,035 51,114 2122 44,289 53,827 2231 46,564 56,603
2016 42,076 51,155 2132 44,497 54,098 2238 46,710 56,791
2027 42,306 51,406 2138 44,623 54,244 2244 46,835 56,937
2028 42,327 51,427 2145 44,769 54,411 2247 46,898 56,999
2029 42,348 51,468 2146 44,790 54,432 2250 46,960 57,083
2033 42,431 51,594 2149 44,852 54,495 2254 47,044 57,166
County of Sonoma
FY 2011-2012 Adopted Budget
332
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
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I
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RANGE
STEP
A
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I
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STEP
A
2257 47,106 57,271 2380 49,673 60,380 2496 52,095 63,344
2258 47,127 57,312 2382 49,715 60,422 2498 52,136 63,386
2259 47,148 57,333 2390 49,882 60,652 2500 52,178 63,428
2263 47,232 57,417 2397 50,028 60,819 2501 52,199 63,448
2274 47,461 57,688 2408 50,258 61,069 2502 52,220 63,469
2283 47,649 57,918 2411 50,320 61,194 2507 52,324 63,595
2285 47,691 57,959 2412 50,341 61,215 2510 52,387 63,678
2291 47,816 58,126 2425 50,613 61,507 2517 52,533 63,866
2300 48,004 58,356 2428 50,675 61,591 2524 52,679 64,033
2304 48,087 58,439 2429 50,696 61,633 2529 52,783 64,137
2314 48,296 58,732 2432 50,759 61,716 2547 53,159 64,596
2316 48,338 58,773 2437 50,863 61,820 2549 53,201 64,680
2318 48,379 58,815 2446 51,051 62,050 2550 53,222 64,722
2324 48,505 58,961 2447 51,072 62,071 2552 53,263 64,763
2331 48,651 59,149 2448 51,093 62,113 2554 53,305 64,805
2332 48,672 59,170 2449 51,114 62,134 2556 53,347 64,847
2333 48,693 59,212 2450 51,134 62,175 2559 53,409 64,909
2338 48,797 59,316 2451 51,155 62,196 2561 53,451 64,951
2339 48,818 59,337 2461 51,364 62,426 2567 53,576 65,139
2342 48,880 59,420 2462 51,385 62,468 2569 53,618 65,181
2346 48,964 59,504 2468 51,510 62,614 2570 53,639 65,223
2347 48,985 59,525 2470 51,552 62,676 2572 53,681 65,264
2348 49,006 59,546 2474 51,635 62,760 2588 54,015 65,661
2349 49,026 59,566 2477 51,698 62,843 2593 54,119 65,786
2352 49,089 59,692 2480 51,761 62,927 2595 54,161 65,828
2354 49,131 59,733 2482 51,802 62,968 2601 54,286 65,995
2373 49,527 60,213 2483 51,823 62,989 2603 54,328 66,057
2375 49,569 60,276 2489 51,948 63,135 2604 54,349 66,078
2376 49,590 60,297 2493 52,032 63,240 2621 54,703 66,517
2379 49,653 60,360 2495 52,074 63,302 2623 54,745 66,558
County of Sonoma
FY 2011-2012 Adopted Budget
333
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
2638 55,058 66,934 2804 58,523 71,129 2970 61,987 75,366
2646 55,225 67,122 2809 58,627 71,254 2972 62,029 75,408
2652 55,350 67,289 2812 58,690 71,359 2974 62,071 75,449
2660 55,517 67,497 2821 58,878 71,567 2976 62,113 75,491
2665 55,622 67,602 2828 59,024 71,734 2979 62,175 75,554
2674 55,810 67,831 2840 59,274 72,047 2982 62,238 75,658
2682 55,977 68,040 2842 59,316 72,110 2991 62,426 75,888
2683 55,997 68,061 2844 59,358 72,152 2998 62,572 76,055
2689 56,123 68,207 2851 59,504 72,340 3008 62,781 76,305
2694 56,227 68,353 2866 59,817 72,694 3009 62,801 76,326
2695 56,248 68,395 2870 59,900 72,820 3014 62,906 76,451
2696 56,269 68,416 2879 60,088 73,049 3016 62,948 76,514
2699 56,331 68,478 2880 60,109 73,070 3017 62,968 76,535
2700 56,352 68,499 2893 60,380 73,425 3020 63,031 76,639
2702 56,394 68,541 2896 60,443 73,488 3030 63,240 76,869
2710 56,561 68,750 2898 60,485 73,529 3034 63,323 76,973
2725 56,874 69,125 2903 60,589 73,634 3036 63,365 77,015
2733 57,041 69,355 2911 60,756 73,884 3043 63,511 77,203
2747 57,333 69,668 2916 60,860 73,988 3050 63,657 77,390
2757 57,542 69,960 2921 60,965 74,093 3058 63,824 77,599
2766 57,730 70,148 2922 60,986 74,114 3059 63,845 77,620
2768 57,771 70,211 2923 61,007 74,135 3060 63,866 77,641
2770 57,813 70,273 2939 61,340 74,552 3068 64,033 77,829
2777 57,959 70,461 2950 61,570 74,865 3071 64,095 77,912
2780 58,022 70,524 2951 61,591 74,886 3072 64,116 77,933
2783 58,085 70,586 2952 61,612 74,907 3082 64,325 78,184
2790 58,231 70,816 2953 61,633 74,928 3083 64,346 78,204
2791 58,252 70,837 2958 61,737 75,032 3091 64,513 78,413
2793 58,293 70,879 2962 61,820 75,136 3100 64,701 78,643
2802 58,481 71,066 2966 61,904 75,262 3108 64,868 78,831
County of Sonoma
FY 2011-2012 Adopted Budget
334
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
3111 64,930 78,935 3254 67,915 82,546 3429 71,567 86,970
3114 64,993 79,018 3260 68,040 82,713 3441 71,818 87,304
3115 65,014 79,039 3268 68,207 82,900 3462 72,256 87,826
3119 65,097 79,144 3270 68,249 82,963 3464 72,298 87,889
3126 65,243 79,290 3272 68,291 83,005 3468 72,381 87,972
3130 65,327 79,415 3278 68,416 83,172 3470 72,423 88,035
3132 65,369 79,457 3283 68,520 83,276 3471 72,444 88,056
3135 65,431 79,561 3287 68,604 83,380 3473 72,486 88,097
3148 65,703 79,853 3300 68,875 83,714 3474 72,507 88,139
3150 65,744 79,916 3303 68,938 83,777 3476 72,548 88,202
3151 65,765 79,937 3304 68,958 83,798 3481 72,653 88,327
3154 65,828 80,041 3307 69,021 83,881 3486 72,757 88,431
3158 65,911 80,125 3309 69,063 83,944 3487 72,778 88,452
3169 66,141 80,375 3315 69,188 84,111 3494 72,924 88,640
3172 66,203 80,500 3320 69,292 84,215 3502 73,091 88,849
3183 66,433 80,730 3323 69,355 84,278 3511 73,279 89,078
3186 66,496 80,813 3326 69,418 84,382 3520 73,467 89,308
3187 66,517 80,834 3330 69,501 84,507 3528 73,634 89,475
3195 66,683 81,064 3337 69,647 84,654 3531 73,696 89,579
3201 66,809 81,189 3340 69,710 84,716 3533 73,738 89,663
3204 66,871 81,272 3349 69,898 84,967 3546 74,009 89,934
3206 66,913 81,335 3354 70,002 85,092 3549 74,072 90,017
3213 67,059 81,523 3361 70,148 85,259 3552 74,135 90,143
3219 67,184 81,648 3386 70,670 85,906 3553 74,155 90,164
3220 67,205 81,690 3389 70,733 85,968 3555 74,197 90,205
3224 67,289 81,794 3394 70,837 86,094 3561 74,322 90,331
3225 67,310 81,815 3401 70,983 86,302 3568 74,468 90,518
3226 67,330 81,836 3414 71,254 86,615 3575 74,615 90,706
3242 67,664 82,253 3416 71,296 86,657 3587 74,865 90,998
3253 67,894 82,525 3417 71,317 86,678 3591 74,948 91,124
County of Sonoma
FY 2011-2012 Adopted Budget
335
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
3593 74,990 91,165 3783 78,956 95,987 3946 82,358 100,098
3598 75,095 91,270 3784 78,977 96,008 3952 82,483 100,286
3601 75,157 91,353 3788 79,060 96,091 3966 82,775 100,620
3621 75,575 91,875 3797 79,248 96,321 3972 82,900 100,787
3625 75,658 91,959 3800 79,311 96,425 3978 83,026 100,912
3629 75,742 92,063 3812 79,561 96,717 3979 83,047 100,933
3634 75,846 92,188 3815 79,624 96,780 3983 83,130 101,058
3639 75,950 92,334 3819 79,707 96,905 3985 83,172 101,100
3640 75,971 92,355 3820 79,728 96,926 3993 83,339 101,309
3641 75,992 92,376 3821 79,749 96,947 3999 83,464 101,434
3656 76,305 92,772 3823 79,791 96,988 4000 83,485 101,497
3660 76,389 92,856 3826 79,853 97,051 4005 83,589 101,601
3661 76,409 92,877 3828 79,895 97,114 4007 83,631 101,643
3688 76,973 93,545 3831 79,958 97,197 4010 83,694 101,747
3697 77,161 93,795 3832 79,978 97,218 4011 83,714 101,768
3700 77,223 93,858 3843 80,208 97,489 4023 83,965 102,060
3705 77,328 93,983 3868 80,730 98,116 4027 84,048 102,144
3710 77,432 94,150 3870 80,772 98,178 4038 84,278 102,457
3720 77,641 94,359 3872 80,813 98,220 4068 84,904 103,187
3730 77,850 94,651 3882 81,022 98,491 4076 85,071 103,417
3731 77,870 94,672 3883 81,043 98,512 4083 85,217 103,563
3734 77,933 94,734 3888 81,147 98,616 4091 85,384 103,813
3735 77,954 94,755 3894 81,272 98,783 4098 85,530 103,959
3737 77,996 94,797 3900 81,398 98,950 4105 85,676 104,147
3738 78,017 94,818 3902 81,439 98,992 4111 85,802 104,314
3748 78,225 95,089 3907 81,544 99,096 4112 85,822 104,335
3752 78,309 95,194 3912 81,648 99,243 4115 85,885 104,398
3756 78,392 95,277 3916 81,732 99,368 4120 85,989 104,502
3762 78,517 95,444 3917 81,752 99,389 4125 86,094 104,648
3782 78,935 95,966 3930 82,024 99,723 4130 86,198 104,794
County of Sonoma
FY 2011-2012 Adopted Budget
336
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
4140 86,407 105,024 4366 91,124 110,763 4651 97,072 117,985
4154 86,699 105,379 4368 91,165 110,805 4678 97,635 118,695
4156 86,741 105,441 4369 91,186 110,826 4691 97,907 119,028
4159 86,803 105,504 4373 91,270 110,951 4692 97,928 119,049
4164 86,908 105,650 4374 91,291 110,972 4695 97,990 119,133
4168 86,991 105,734 4375 91,312 110,993 4708 98,262 119,446
4179 87,221 106,005 4378 91,374 111,056 4722 98,554 119,780
4185 87,346 106,172 4409 92,021 111,828 4759 99,326 120,719
4187 87,388 106,214 4412 92,084 111,932 4766 99,472 120,907
4189 87,429 106,255 4451 92,898 112,934 4778 99,723 121,220
4190 87,450 106,318 4480 93,503 113,644 4781 99,785 121,303
4199 87,638 106,506 4495 93,816 114,040 4795 100,077 121,658
4200 87,659 106,568 4516 94,254 114,562 4796 100,098 121,679
4209 87,847 106,777 4522 94,380 114,708 4797 100,119 121,700
4210 87,868 106,819 4524 94,421 114,771 4815 100,495 122,159
4218 88,035 107,007 4536 94,672 115,084 4818 100,557 122,243
4232 88,327 107,361 4543 94,818 115,251 4822 100,641 122,326
4237 88,431 107,487 4557 95,110 115,606 4828 100,766 122,451
4262 88,953 108,134 4563 95,235 115,773 4830 100,808 122,556
4265 89,016 108,196 4564 95,256 115,793 4841 101,037 122,806
4270 89,120 108,322 4567 95,319 115,856 4911 102,498 124,601
4294 89,621 108,948 4571 95,402 115,981 4955 103,417 125,707
4304 89,830 109,177 4572 95,423 116,002 4979 103,918 126,292
4307 89,892 109,240 4580 95,590 116,169 4997 104,293 126,751
4324 90,247 109,678 4582 95,632 116,253 5000 104,356 126,855
4335 90,477 109,991 4585 95,694 116,315 5002 104,398 126,918
4342 90,623 110,137 4606 96,133 116,858 5006 104,481 127,001
4348 90,748 110,304 4608 96,174 116,900 5007 104,502 127,022
4350 90,790 110,367 4634 96,717 117,547 5026 104,899 127,502
4358 90,957 110,555 4650 97,051 117,964 5032 105,024 127,648
County of Sonoma
FY 2011-2012 Adopted Budget
337
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
5088 106,193 129,047 5918 123,516 150,147 7134 148,895 180,995
5111 106,673 129,673 6047 126,208 153,382 7187 150,001 182,310
5130 107,069 130,153 6060 126,479 153,737 7192 150,106 182,477
5132 107,111 130,195 6067 126,626 153,904 7239 151,087 183,646
5140 107,278 130,403 6131 127,961 155,553 7281 151,963 184,689
5142 107,320 130,445 6177 128,921 156,722 7288 152,109 184,898
5181 108,134 131,447 6218 129,777 157,745 7500 156,534 190,262
5247 109,511 133,096 6226 129,944 157,932 7554 157,661 191,639
5257 109,720 133,367 6286 131,196 159,477 7578 158,162 192,265
5300 110,617 134,452 6298 131,447 159,790 7604 158,705 192,892
5384 112,371 136,602 6300 131,489 159,832 7627 159,185 193,455
5399 112,684 136,978 6319 131,885 160,312 7684 160,374 194,937
5433 113,393 137,854 6331 132,136 160,604 7775 162,274 197,254
5437 113,477 137,938 6348 132,490 161,021 7776 162,294 197,275
5460 113,957 138,522 6361 132,762 161,376 7887 164,611 200,092
5469 114,145 138,731 6371 132,970 161,647 7906 165,008 200,572
5514 115,084 139,900 6425 134,097 162,983 7937 165,655 201,365
5516 115,126 139,941 6439 134,390 163,359 7985 166,657 202,555
5544 115,710 140,651 6498 135,621 164,841 8090 168,848 205,247
5565 116,148 141,173 6513 135,934 165,237 8137 169,829 206,437
5622 117,338 142,613 6585 137,437 167,053 8205 171,248 208,148
5624 117,380 142,676 6599 137,729 167,408 8428 175,902 213,805
5632 117,547 142,905 6600 137,750 167,450 8500 177,405 215,641
5654 118,006 143,448 6715 140,150 170,372 8554 178,532 217,019
5690 118,757 144,366 6747 140,818 171,165 8572 178,908 217,478
5761 120,239 146,140 6801 141,945 172,542 8665 180,849 219,836
5787 120,782 146,808 6804 142,008 172,605 8796 183,583 223,155
5886 122,848 149,313 6922 144,470 175,610 9242 192,892 234,446
5904 123,224 149,772 6977 145,618 177,009 9999 208,691 253,669
5915 123,453 150,064 7129 148,791 180,849 10000 208,712 253,689
County of Sonoma
FY 2011-2012 Adopted Budget
338
STEP
I
Position Listing

SALARY
RANGE
SALARY SCHEDULE 2011/2012
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES
STEP
A
STEP
I
10609 221,423 269,134
12260 255,881 311,043
County of Sonoma
FY 2011-2012 Adopted Budget
SALARY
RANGE
STEP
A
339
STEP
I
SALARY
RANGE
STEP
A
STEP
I
Position Listing

County of Sonoma
FY 2011-2012 Adopted Budget
340
Position Listing

GLOSSARY OF BUDGET TERMS
A-87 COSTS - Those costs allocated to County departments under the Countywide Cost Allocation Plan to cover central administrative
and overhead expenses. (A-87 refers to the federal circular that provides guidelines for these costs.)
ADOPTED BUDGET – The budget approved by the Board of Supervisors as the spending plan for the year. Each year, the County
Administrator prepares a recommended budget for the coming fiscal year. After this has been made available to the public for at least 2
weeks, the Board holds a series of public hearings to review the spending plan and to instruct staff to make any adjustments accounting
for the updated information or other direction they may wish to provide. The budget as adjusted is then formally adopted. The Board
must approve the Adopted Budget by October 2 each year.
ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash
is received or spent.
APPROPRIATION - An authorization granted by the Board of Supervisors to make expenditures and to incur obligations for specific
purposes. An appropriation expires at the end of the fiscal year.
APPROPRIATION LIMITS - Refers to the Gann Initiative (Proposition 4 on the November 1979 ballot), which imposed limits on the
allowable annual appropriations of the state, schools, and most local agencies; limit is generally prior year appropriations factored by per
capita cost increases and population changes.
APPROPRIATIONS FOR CONTINGENCIES - A budgetary amount, not to exceed 15% of specified appropriations of the fund in
which it is appropriated, which is set aside to meet unforeseen expenditure requirements.
ASSESSED VALUATION - A valuation set upon real estate or other property by the County or State Board of Equalization as a basis
for levying taxes.
ASSET - Resources owned or held by the County, which have monetary value.
ASSIGNED FUND BALANCE - The portion of fund balance that reflects a government’s intended use of resources. Intent should be
expressed by the governing body itself or a body (a budget or finance committee, for example) or official to which the governing body
has delegated the authority to assign amounts to be used for specific purposes (e.g. to eliminate the projected budgetary deficit in the
subsequent year’s budget, to provide for future equipment replacement, to offer assistance to special districts, and other discretionary
uses as opposed to formal commitments of revenue streams made by the Board or those funds where external authorities provide
restrictions on their use).
AVAILABLE FINANCING - All the components of financing a budget; primarily fund balance available, revenues, equity transfers,
and reductions of reserves.
AVAILABLE FUND BALANCE - The amount of funding available at year-end to finance the next year's budget after deducting
encumbrances.
BASELINE BUDGET - Baseline is generally considered to be the financial and staff resources needed to provide the same level of
ongoing services included in the prior year’s budget.
BUDGETARY BASIS - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally
takes one of three forms: GAAP, cash, or modified accrual.
CAPITAL EXPENDITURES – Expenditures resulting in the acquisition of or addition to the government’s general fixed assets.
CAPITAL PROJECTS PLAN (CPP) - A multi-year plan for expenditures related to acquisition, expansion or rehabilitation to meet
capital asset needs (e.g., land, buildings, and equipment related to construction).
CAPITAL PROJECTS FUND - Funds that are used to account for and report financial resources that are restricted, committed, or
assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets. Capital
projects funds exclude those types of capital-related outflows financed by proprietary funds or for assets that will be held in trust for
individuals, private organizations, or other governments.
CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased.
CERTIFICATES OF PARTICIPATION (COP) – Certificates issued for the financing of capital assets. COPs represent undivided
interests in the rental payments under a tax-exempt lease.
CHARACTER - A major category of appropriation. Example: "Salaries and Employees Benefits" (Character 50) and "Services and
Supplies" (Character 60).
County of Sonoma
FY 2011-2012 Adopted Budget
341
Budget Glossary

COMMITTED FUND BALANCE - The portion of fund balance whose use is constrained by limits imposed by the government’s
highest level of decision-making authority, the Board of Supervisors, and for which the removal or modification of the use of funds can
be accomplished only by formal action of the same level of decision making that established the constraints.
COMMUNITY FACILITIES DISTRICT (CFD) – A special financing entity through which a local government is empowered to levy
special taxes and issue bonds when authorized by a 2/3 vote.
CONTINGENCY - An amount not to exceed 15% of specified appropriations of the fund in which it is allocated; appropriated for
unforeseen expenditure requirements.
CONTRACTED SERVICES - Expense of services rendered under contract by personnel who are not on the payroll of the jurisdiction,
including all related expenses covered by the contract.
COST ACCOUNTING - The method of accounting that provides for assembling and recording of all the elements of cost incurred to
accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.
COST ALLOCATION PLAN - This plan, established under Federal guidelines, identifies, distributes, and allows the County to be
reimbursed for the costs of services by support groups (such as Purchasing, Human Resources, CAO, County Counsel) to those
departments performing functions supported by Federal/State funds.
COST-OF-LIVING ADJUSTMENT (COLA) - An increase in salaries to offset the adverse effect of inflation on compensation.
CURRENT REVENUE - Revenues of a governmental unit that are available to meet expenditures of the current fiscal year.
DEBT SERVICE FUND - A fund used to account for and report financial resources that are restricted, committed, or assigned to
expenditure for principal and interest.
DEPARTMENT – The portion of the total county organization reporting to one individual who has overall management, appointing
authority and budgetary responsibility for a specified group of programs and services.
DEPRECIATION – A reduction in value over time of capital assets, attributable to wear and tear, deterioration, action of the physical
elements, inadequacy or obsolescence.
DISCRETIONARY REVENUE - Monies that are not legally earmarked by the state or federal government for a specified program or
use. Included in this category are sales and use taxes, business license and utility user taxes, and property taxes.
DIVISION – As used in the County budget, the division is a subset of a department’s or agency’s budget that is comprised of activities,
programs, and services with common objectives but as a whole are distinct from other groups of activities, programs, and services that
the department or agency provides.
EARMARKED - Revenues designated by statute or constitution for a specified purpose.
EMPLOYEE BENEFITS - Amounts paid on behalf of employees; these amounts are not included in the gross salary. They are fringe
benefit payments and, while not paid directly to employees, they are nevertheless a part of the cost of salaries and benefits. Examples are
group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers' compensation payments,
and unemployment insurance payments.
ENCUMBRANCES - An obligation in the form of a purchase order, contract, or other commitment that is chargeable to an
appropriation. Available appropriations and fund balance are reduced by the amount of outstanding encumbrances.
ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a manner similar to private
business enterprises, where the intent of the government body is that the costs of providing goods or services to the general public on a
continuing basis is financed or recovered primarily through user charges.
EXPENDITURES – Use of appropriation to purchase goods and services necessary to carry out the responsibilities of a department or
organization.
EXPENSES – Outflows or other using-up of assets or incurrence of liabilities (or a combination of both) from delivering or producing
goods, rendering services or carrying out other activities that constitute the entity’s ongoing major or central operations.
FISCAL YEAR – Twelve month period for which a budget is prepared. The County's fiscal year is July 1 to June 30.
FIXED ASSETS – Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixed
assets include land, buildings, improvements and equipment.
FULL-TIME EQUIVALENT POSITION (FTE) - A part-time position converted to the decimal equivalent of a full-time position based
on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time position.
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FUNCTION/FUNCTIONAL AREAS - A group of related activities aimed at accomplishing a major service for which a governmental
unit is responsible. Example: "Public Protection" and “Health and Human Services” are examples of functions or functional areas in our
state reporting and budget groupings, respectively.
FUND - A legal entity that provides for the segregation of monies or other revenue sources for specific restrictions, or limitations. A
separate set of accounts must be maintained for each fund to show its assets, liabilities, reserves, and surplus (fund balance), as well as
its income and expenditures. The assets of a fund may also be placed into separate accounts to provide for limitations on specified fund
income or expenditures.
FUND BALANCE - The excess of assets of a fund over its liabilities. A portion of this balance may be available to finance the
succeeding year's budget.
GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial accounting and recording,
encompassing the conventions, rules, and procedures that define accepted accounting principles.
GASB (Governmental Accounting Standards Board) - The authoritative accounting and financial reporting standard-setting body for
government entities.
GENERAL FUND - The fund used to account for and report all financial resources not accounted for and reported in another fund.
GENERAL OBLIGATION BONDS – A pledge of the general taxing power for the payment of debt obligations. Bonds carrying such
pledges are referred to as general obligation bonds or full faith and credit bonds.
GENERAL RESERVE - A fund to provide the County with sufficient working capital and a comfortable margin of safety to support
one-time costs during economic recession/depression, natural disaster or emergency, or unexpected declines in revenue. Not to be used
to support recurring operating expenditures.
GOVERNMENTAL FUND TYPES – Funds used to account for acquisitions and other uses of balances of expendable financial
resources and related current liabilities, except for transactions and accounted for in proprietary and fiduciary funds. Under current
GAAP, there are four governmental fund types: general, special revenue, debt service, and capital projects.
GRANT - A contribution from one governmental unit to another, usually made for a specific purpose and time period.
INDIRECT COST - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one
service. Includes support services like Budget Preparation, Accounting, Payroll Preparation, Treasury Management, Legal Services, and
Human Resources (Personnel). See Cost Allocation Plan for further discussion.
INFRASTRUCTURE - The physical assets of the County (e.g., street, water, sewer, public buildings and parks).
INTERGOVERNMENTAL REVENUE - Funds received from federal, state and other local government sources in the form of grants,
shared revenues and payments in lieu of taxes.
INTERNAL SERVICE FUND - A fund used to account for the financing of goods or services provided by one department or agency to
another department or agency of a government.
LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance.
MAINTENANCE OF EFFORT (MOE) – A requirement that a county use a specific amount of its General Fund, in order to receive a
funding from specific state or federal sources.
MANDATED PROGRAMS - Mandated programs are those programs and services that the County is required to provide by specific
state and/or federal law.
MATCH - The term "match" refers to the percentage of local discretionary County monies in the General Fund which, by law, must be
used to match a certain amount of state and/or federal funds. For example, for the majority of welfare aid payments, the County must
match every 95 state dollars they receive with 5 dollars from the County's General Fund.
MODIFIED ACCRUAL BASIS - The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it,
revenues and other financial resource increments (e.g., bond proceeds) are recognized when they become susceptible to accrual, which is
when they become both “measurable” and “available” to finance expenditures of the current period. All governmental funds, expendable
trust funds and agency funds, are accounted for using the modified accrual basis of accounting.
NET COUNTY COST - The amount of the operation financed by discretionary sources, principally property taxes.
NONSPENDABLE FUND BALANCE – The portion of fund balance that cannot be spent because it is either not in spendable form
(e.g. prepaid items and inventories) or legally or contractually required to be maintained intact (e.g. the reinvested principal provided by
an endowment).
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Budget Glossary

OBJECT - A subcategory of a Character. Example: "Salaries” (Object 510) and “Retirement” (Object 520) are Objects under the
“Salaries and Benefits” Character (Character 50).
OBJECTIVE - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific
time frame.
OBLIGATIONS - Amounts that the County may be legally required to meet out of its resources. They include not only actual liabilities,
but also encumbrances not yet paid.
OPERATING TRANSFERS - Interfund and intrafund transfers, other than residual equity transfers, legally authorized from a fund
receiving revenue to the fund through which the resources are to be expended.
OTHER CHARGES - An object of expenditure that reflects costs not directly associated with the daily expenses of running an
operation. Includes such things as interest and principal charges, taxes and assessments from other governmental agencies, and litigation
settlements.
OTHER FINANCING SOURCES – Long-term debt proceeds, proceeds from the sale of general fixed assets, and incoming operating
transfers from another governmental fund.
OTHER FINANCING USES - Operating transfers out from one governmental fund to another.
OTHER POST EMPLOYMENT BENEFITS – Non-pension benefits, such as contributions toward medical insurance that the employer
may offer retirees.
PER CAPITA - Amount per individual.
POSITION - A position is an employment slot, an approved job for a person or persons working full-time or part-time. A position is
usually listed in terms of its classification.
POSITION ALLOCATION - Documentation depicting the number and classification of regular full-time, regular part-time and limited
term positions in the County, by department, as authorized by the Board of Supervisors.
PRIOR-YEAR ENCUMBRANCES - Obligations from previous fiscal years in the form of purchase orders, contracts or salary
commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be
encumbrances when the obligations are paid or otherwise terminated.
PROGRAM REALIGNMENT – Also known simply as “Realignment,” originally referred to a circa 1990 transfer of program funding
between the state and the counties to more accurately reflect responsibilities. Realigned programs in 1991 included mental health,
indigent health, foster care, welfare services, In-Home Supportive Services, certain juvenile justice programs, and other miscellaneous
programs. In 2011, the state began adding some public safety and other programs to this mix. Specified portions of revenue from vehicle
license fees and state sales taxes finance the “realigned” program costs.
PROPOSITION 13 - A tax limitation initiative approved by the voters in 1978. Proposition 13 provided for: 1) a 1% tax limit exclusive
of tax rates to repay existing voter-approved bonded indebtedness, 2) assessment restrictions establishing 1975 level values for all
property with allowable increase of 2% annually and reappraisal to current value upon change in ownership and new construction, 3) a
two-thirds vote requirement to increase state taxes, and 4) a two-thirds vote of the electorate for local agencies to impose "special taxes."
REAL PROPERTY - Land and the structures attached to it.
REIMBURSEMENT - Payment for expenses incurred by one agency/budget unit that are properly applicable to another agency/budget
unit within or between certain Government Funds. Reimbursements are recorded as a negative expenditure in the agency/budget unit that
initially incurred the expense so that when grand totals of expenditures reported including those of both budget units, the totals are not
overstated by doubling counting the same expenses in both units. An example might be a department that chooses to record the salaries
and other operating expenses of a group of accounting staff in one distinct budget unit that then charges its services out to other budget
units in the same department. The accounting budget unit would record the initial expenses to pay the salaries and other operating
expenses. Each of the other units would record their share of the expenses as an accounting services cost and provide a reimbursement to
the accounting budget unit.
RESIDUAL EQUITY TRANSFERS - Nonrecurring or non-routine transfers of equity between funds (e.g., contributions of Enterprise
or Internal Service Fund capital by the General Fund), subsequent return of all or part of such contributions to the General Fund, and
transfers of residual balances of discontinued funds to the General Fund or other fund.
RESOLUTION - An order by the Board of Supervisors requiring less legal formality than an ordinance or statute.
RESTRICTED FUND BALANCE – The portion of fund balance that is restricted by external parties (i.e. creditors, grantors,
contributors or laws/regulations of other governments) or restricted by law though constitutional provisions or enabling legislation.
County of Sonoma
FY 2011-2012 Adopted Budget
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Budget Glossary

RETAIL SALES TAX - A tax levied on the sale of goods or services to the consumer.
REVENUE - Money received to finance ongoing County services. Examples: property taxes, sales taxes, fees, and state and federal
grants.
SALARY SAVINGS - The dollar amount of salaries that can be expected to be saved due to vacancies and turnover of employees.
SCHEDULE - A listing of financial data in a form and manner prescribed by the state.
SECURED ROLL - Assessed value of real property, such as land, buildings, secured personal property, or anything permanently
attached to land as determined by each County Assessor.
SECURED TAXES - Taxes levied on real properties in the county, which are "secured" by a lien on the properties.
SERVICES AND SUPPLIES – A Character of expenditure reflecting the County’s costs for services and supplies necessary for the
operations of County departments and programs.
SOURCE OF REVENUE - Revenues are classified according to their source or point of origin.
SPECIAL ASSESSMENTS - Fees that are charged to property owners in certain geographical areas for public improvements. A fee is
levied only to those property owners who receive a direct benefit.
SPECIAL DISTRICTS - An independent unit of local government established to perform a single specified service. The Special
Districts listed in this document are governed by the Board of Supervisors.
SPECIAL REVENUE FUND – Funds used to account for and report the proceeds of specific revenue sources that are restricted or
committed to expenditure for specific purposes other than debt service or capital projects. The Advertising Fund and Road Fund are
examples of special revenue funds.
SUB-OBJECT – A subcategory of appropriations, sometimes referred to as a “line item.” Examples of Sub-Objects in the “Salaries and
Benefits” Character (Character 50) include “Permanent Positions” (Sub-Object 5100), “Extra-Help” (Sub-Object 5110), and “Overtime”
(Sub-Object 5120).
SUBVENTION - Payments by an outside agency (usually from a higher governmental unit) for costs that originate in the County (i.e.,
federal/state payments to the County to offset the cost of providing Health and Welfare services).
SUPPLEMENTAL TAX ROLL - The Supplemental Property Tax Roll is a result of legislation enacted in 1983 and requires an
assessment of property when change to the status of the property occurs, rather than once a year, as was previously the case.
TAXES - Compulsory charges levied by a governmental unit for the purpose of financing services performed for the common benefit.
TAX LEVY - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base.
TEETER PLAN - A plan whereby 100% of the secured property taxes levied are apportioned to eligible agencies instead of the
historical practice of apportioning 100% of taxes that have been collected. This allows the County to finance all delinquent property
taxes.
TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services for the recipient fund.
TRANSIENT OCCUPANCY TAX - A tax collected by a motel/hotel operator for a percentage of the room rent paid by each transient,
which is then due the County. This is sometimes referred to as T.O.T.
TRUST FUND - Used to account for money or other property received by the County in its capacity as trustee or agent to be distributed
in accordance with the conditions of the trust.
UNANTICIPATED REVENUE - The amount of revenues which had not been estimated in the budget and which are appropriated for
expenditure or applied to the increase of specific reserves during the fiscal period.
UNASSIGNED FUND BALANCE - The portion of fund balance remaining in the General Fund that is spendable but has not been
restricted, committed, or assigned.
UNENCUMBERED BALANCE - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount
of money still available for future purposes.
UNINCORPORATED AREA - The areas of the county outside the city boundaries.
UNSECURED TAX - A tax on properties such as office furniture, equipment, and boats that are not secured by real property owned by
the assessee.
County of Sonoma
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County of Sonoma
FY 2011-2012 Adopted Budget
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Budget Glossary

COUNTY OF SONOMA
ADOPTED BUDGET
2011 - 2012
INDEX
Page Page
Advertising 225 Fairgrounds 219
Agricultural Commissioner 201 Financial Policies for Budget Development 3
Airport Enterprise 165 Fire Services (see Fire & Emergency Services) 159
(see Transportation & Public Works) Flood Control Districts (see Water Agency) 175
Alcohol & Other Drug Services 109
(see Health Services) General Services 49
Appropriations for Contingencies 61 Glossary of Budget Terms 341
(see Non-Departmental) Grand Jury (see Court Support Services) 79
Assessor (see Clerk/Recorder/Assessor) 71 Guide to Reading the Budget 1
Auditor-Controller
Health Services 109
Board of Supervisors/County Administrator 35 Heavy Equipment 165
(see Transportation & Public Works)
Capital Projects 231 Hospital Enterprise Closeout 133
Child Support Services 129 Human Resources 43
Community Development Commission 145 Human Services 117
County Administrator 35
(see Board of Supervisors/County Admin.) IHSS Public Authority 125
County Administrator’s Transmittal Letter iii Information Systems 55
County Clerk/Recorder/Assessor 71 Institutions (see Probation) 83
County Operating Budget Integrated Waste (Refuse) Enterprise 165
County Funding Sources - Total Budget 25 (see Transportation & Public Works)
General Fund Financing Sources 27
General Fund Financing Uses 27 Law Enforcement (see Sheriff) 99
Other Funds Activities Sources & Uses 31 Library 213
County Counsel 39 Lighting Districts 165
County Medical Services Program 109 (see Transportation & Public Works)
(see Health Services)
County Service Area #41, Sonoma Valley Parks 185 Marinas (see Regional Parks) 185
(see Regional Parks) Mental Health (see Health Services) 109
County Service Area #41, Zone 2 Sea Ranch 165
(see Transportation & Public Works) Non-Departmental 61
Court Support Services & Grand Jury 79 Non-Proposition 4 Unallocated Revenue 61
Cross Reference of County Services to 289 (see Non-Departmental)
State Function Categories Northern Sonoma County Air Pollution 165
Control District
Debt Services - Special Assessments 65 (see Tranportation & Public Works)
(see Treasurer-Tax Collector)
Demographics - Sonoma County 12 Organizational Chart 10
Detention (see Sheriff’s Department) 99 Other General Government 61
District Attorney 89 (see Non-Departmental)
Economic Development Department 181 Permit & Resource Management Dept. 139
Elective & Appointed Officers 9 Position Allocation (see Position Listing) 292
Emergency Services 159 Prevention & Planning (see Health Services) 109
(see Fire & Emergency Services) Probation 83
Employee Benefits 61
(see Non-Departmental)
Environmental Health 109
(see Health Services)
County of Sonoma
FY 2011-2012 Adopted Budget
347
Index

COUNTY OF SONOMA
ADOPTED BUDGET
2011 - 2012
Page Page
Proposition 4 Unallocated Revenue 61 U.C. Cooperative Extension 207
(see Non-Departmental) Unemployment Insurance ISF 65
Public Administrator/Guardian/Conservator 117 (\see Auditor-Controller/Treasurer-Tax Collector)
(see Human Services)
Public Defender 95 Water Agency 175
Public Health (See Health Services) 109 Water Service Areas 165
(see Transportation & Public Works)
Recorder (see Clerk/Recorder/Assessor) 71 Water Supply (see Water Agency) 175
Water Transmission Systems 175
Redevelopment Agency 145 (see Water Agency)
(see Community Development Commission) Welfare Administration (see Human Services) 117
Regional Parks 185 Welfare Programs (see Human Services) 117
Registrar of Voters 71
(see Clerk/Recorder/Assessor)
Rio Nido Geologic Hazard Abatement 165
(see Transportation & Public Works)
Road Maintenance Districts 165
(see Transportation & Public Works)
Roads (see Transportation & Public Works) 165
Salary Schedule (see Position Listing) 331
Sanitation Districts & Zones 175
(see Water Agency)
Self-Insurance Fund (see Human Resources) 43
Sheriff 99
Sonoma County Agricultural Preservation 195
& Open Space District
Special Projects 165
(see Transportation & Public Works)
State Financial Schedules
Budget Summary All Funds 253
Budget Summary Govt. Funds 254
Fund Balances Govt. Funds 255
Detail Changes in Fund Balance-Govt Funds 256
Summary Addit Financing Sources Govt. Funds 260
Detail Addit Financing Sources Govt. Funds 262
Summary Financing Uses-Govt. Funds 274
Detail of Financing Uses-Govt. Funds 276
Summary Non-Enterprise Spec. Dist./Agencies 284
Fund Balance Non-Enterprise Spec. Dist. Agencies 285
Detail Fund Balance Spec. Dist./Agencies 286
State Function Categories 289
Supervisorial Districts 11
Transit Enterprise 165
(see Transportation & Public Works)
Transportation & Public Works 165
Treasurer-Tax Collector 65
County of Sonoma
FY 2011-2012 Adopted Budget
INDEX
348
Index